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A comprehensive approach to future cancer care
Ahus Cancer Centre
The Ahus Cancer Centre is the hospital's central hub for cancer care, encompassing diagnosis, treatment, research, and innovation. Our mission is to ensure that patients recieve high-quality, comprehensive, and coordinated care, grounded in the best available evidence.
By steadily developing and strenghtening cancer services, we create coherent patient pathways and comprehensive cancer care.
Ahus Development Plan 2040
At Ahus Cancer Centre, research is closely integrated with treatment to directly benefit patients.
Organisation
At Ahus Cancer Centre, research is closely integrated with treatment to directly benefit patients.
Cancer Board – Strategic Management
Ahus Cancer Centre is led by the Cancer Board, which has overall responsibility for direction, coordination, and priorities in the development of the cancer centre. The Cancer Board consists of directors from divisions responsible for cancer-related areas and is chaired by Erik Borge Skei, Director of the Medical Division at Ahus.
Erik Borge Skei (Chair)
Helge Rørvik Røsjø
Anne Karin Lindahl
Anne Pernille Schjønsby
Janne Pedersen
Kirsten Haugland
Geir Arne Larsen
Christine Lager Nesje (Norwegian Cancer Society)
Cancer Council - Operational Coordination
The Cancer Council is an operationally coordinating body within the Ahus Cancer Centre. The Council brings together clinical, professional, and organisational expertise from across cancer-related services and plays a key role in coordinating patient pathways, multidisciplinary collaboration, and quality improvement. The Cancer Council provides structured input and recommendations to the Cancer Board and supports the implementation of strategic priorities in clinical practice.
Anita Berg Petersen
Anne Helene Edvardsen
Elin Edda Seland Agustdottir
Ellen Elisabeth Brodin
Frode Arnt Olsbø
Frode Harald Eidset
Geir Bøhler
Hilde Christina Stømner
Ida Årving
Ivar Bjarmann Vølstad
Nina Michelle Rolland Krogh
Olav Magnus Søndenå Fredheim
Stig Müller
Ulla Randen
Divisions and Departments within the Cancer Centre
The Cancer Centre and its support functions are regularly subject to audits and supervision by regional bodies and national regulatory authorities. Audit and supervisory reports are important tools in our quality assurance work and support our efforts to deliver safe, high-quality, and predictable patient care.
The Cancer Centre and our support functions are regularly subject to audits by regional bodies and supervisory authorities. These reports are important tools in our quality work and demonstrate how we strive for safe and predictable patient care.
The supervision covered blood collection, testing, processing, storage, and release of blood and blood components, as well as the implementation of the blood bank’s quality management system.
The inspection found overall satisfactory operations. Several minor deviations were identified, along with one major deviation related to haemoglobin limits during platelet apheresis. Areas for improvement were also noted in documentation, staff training, and reagent storage.
Supervision of the blood bank (2023)
Conducted by the Norwegian Medicines Agency
The supervision covered the blood bank’s operations across several locations and assessed blood collection, virus screening, component production, and quality management systems.
The inspection concluded that the blood bank is well managed and compliant with regulatory requirements. A small number of minor deviations were identified, primarily related to staff training and the assessment of donor suitability.
Supervision of the handling of blood, blood components, cells, and tissues (Health Supervision, 2023)
Conducted by the Norwegian Health Supervision Authority
This supervision assessed the entire process for the handling of blood, blood components, human cells, and tissues at Ahus.
No deviations were identified, and the supervisory authority concluded that Ahus has robust, safe, and well-functioning routines across all assessed areas.
Audit of medicinal preparedness in Health South-East (2023)
Conducted by the Group Audit, Health South-East
The audit assessed regional governance of medicinal preparedness, including allocation of responsibilities, emergency preparedness plans, storage strategies, and collaboration with Hospital Pharmacies HF.
The audit identified substantial variation between health enterprises, unclear responsibilities at the regional level, and a need for strengthened governance, follow-up, and coordination of emergency preparedness activities.
Outsourcing of patients during periods of overcapacity (2023)
Conducted by the Group Audit, Health South-East
The audit assessed whether Ahus has adequate routines, clear lines of responsibility, sufficient training, and appropriate collaboration mechanisms to ensure safe treatment of patients outsourced during periods of overcapacity.
The audit identified a substantial extent of outsourcing and highlighted risks related to unclear responsibilities, insufficient collaboration, missing transfer lists, and inadequate training in receiving units.
Transfer of patients between health enterprises (Ahus–OUS) (2022)
Conducted by the Group Audit, Health South-East
The audit evaluated information flow, documentation, and collaboration related to the transfer of patients between health enterprises.
The findings indicated risks associated with incomplete or insufficient information, manual and poorly standardised processes, and limitations in digital collaboration. These factors were identified as potential contributors to delays and suboptimal patient management.
Unwanted variation in healthcare services (2021)
Conducted by the Group Audit, Health South-East
The audit examined how health enterprises use quality data and management information to identify and reduce unwanted variation in treatment, quality, and clinical practice.
The audit identified significant variation across health enterprises and clinical areas and called for more systematic use of quality registries, stronger management support, and improved anchoring of improvement initiatives.
