Comprehensive Cancer Control Technical Assistance WorkshopsFrom Ideas to Action
NATIONAL PARTNERS FOR COMPREHENSIVE CANCER CONTROL:American Cancer Society
American Cancer Society Cancer Action NetworkAmerican College of Surgeons Commission on Cancer
American Legacy FoundationAssociation of State and Territorial Health Officers
C-ChangeCenters for Disease Control and Prevention
Health Resources and Services AdministrationIntercultural Cancer Council
Lance Armstrong FoundationLeukemia & Lymphoma Society
National Association of Chronic Disease DirectorsNational Association of County and City Health OfficialsNorth American Association of Central Cancer Registries
National Cancer InstituteSusan G. Komen for the Cure
September 11-12, 2012 • American Cancer Society Center • Atlanta, GA
Arizona
Illinois
Iowa
Kansas
Nevada
Pennsylvania
SPIPA
Texas
Tohono O’odham Nation
Washington
Welcome!
CCC National PartnerBill Furmanski
American Legacy Foundation
Our time together…
• CCC Talks• 9 Habits of Successful CCC
Coalitions• World Café Discussions• Action Planning Interactiv
e
ACTION
The 9 Habits of Successful CCC
Coalitions
“We are what we repeatedly do.
Excellence then, is not an act, but a habit.”
- Aristotle
Announcing…
THE 9 HABITS OF SUCCESSFU
L CCC COALITIONS
Reviews…
Riveting! I couldn’t
put it down!
A page turner!!
Absorbing from start to end!
A must read!
A Sneak Preview
1. Empowering Leadership 2. Shared Decision Making3. Value-Added Collaboration4. Dedicated Staff5. Diversified Funding6. Effective Communication7. Clear Roles and
Accountability8. Flexible Structure9. Priority Work Plans
The HABITS are:
• Comprehensive • Interconnected• Part of the coalition’s culture• A way of doing business
Identifying the Habits
• Evidenced-based• Literature search• Survey/Interviews with CCC
Coalitions• Responses
– 292 completed the survey– 61 out of 69 coalitions
Pre Work: Coalition Self-Assessment
Priority (H, M, L)
Less Developed More Developed 1 2 3 4 5
Effectiveness 1-5
Empowering Leadership Coalition leadership is flailing and not engaged
Coalition leaders are actively involved in coalition decisions and efforts
Our coalition efforts are controlled by just a few people
Our coalition encourages inclusion and participation by all members by working to empower them
Our coalition’s leadership and management structure is not clear
Our coalition maintains clear roles, responsibilities, and procedures
Value-Added Collaboration Our coalition’s efforts do not translate into
meaningful influence in the larger community Our coalition’s efforts influence key decision-makers, government agencies, and other organizations
Our coalition is seen largely as self-serving or irrelevant
Our coalition has successfully maintained or increased its credibility
Coalition members distrust one another and / or the leadership
Our coalition has an honest and open environment, and lines of communication are always open
Members have difficulty seeing the “value-added” contributions of the coalition
Members believe the coalition works on value-added efforts - things that wouldn’t happen if the coalition didn’t work on them
Shared Decision Making Decisions are made by only a few people There is a shared decision making process It is unclear how decisions are made It is understood how decisions are made Decisions are made based on personal preferences
and the loudest voices Decisions are made based on a variety of sources such as data and diverse stakeholder input
Dedicated Staff Dedicated staff is insufficient to assist the coalition
in making progress Dedicated staff is sufficient and effectively coordinated to make progress
The roles and responsibilities of staff are unclear / not communicated
The roles and responsibilities of staff are clear and well communicated
Effective Communication There is little and irregular communication from
the coalition leadership to its members We communicate with coalition members on a regular basis
Communication is not delivered in a variety of ways to members
Several modes are communication (such as websites, emails, newsletters and calls) are used to communicate to members
Members do not feel they have a voice or ways to communicate in the coalition
Members feel their voice is heard and have channels to communicate with coalition leadership
Meetings are didactic and mostly focus on reports
Meetings are interactive and are viewed as opportunities to have meaningful discussions / get work accomplished
Flexible Structure Our coalition members are unmotivated and lack
inspiration Our coalition members are motivated and inspired
Members are recruited haphazardly
Members are recruited based on the goals and priorities of the coalition
Our coalition works largely in isolation of the community
Our coalition’s work is effectively integrated with the community, including meaningful participation by the constituency we serve
New members are uncertain about how to integrate themselves into the group
New members are welcomed and effectively oriented to the group
Our coalition does not draw on the specific abilities, capacity, and perspectives of members
Our coalition develops specific roles and responsibilities for members based on their interests and skills
Our coalition structure (workgroups, team leads, Our coalition structure is flexible and
Habit 1Empowering Leadership
• Allows others to make decisions about, and work on coalition activities
• As a result: Coalition members feel trusted and are more productive and engaged
Think of a good leader you have worked with...
Why was that person a good leader?
Habit in ActionEmpowering Leadership
• Recruit leaders– vs. waiting for someone to volunteer
• Empower by setting and communicating high expectations of members – ask, allow & expect workgroups/
members to take action• Follow up - “what did you do”?
– reporting and accountability
Empowering Leadership Montana Example
• Leadership recruitment & succession planning has been a priority
• Co-chair appointments are staggered to enable mentoring and continuity
• Roles and responsibilities of co-chairs are clearly spelled out
• Workgroup leads are responsible for, and report on workgroup progress
Habit 2Shared Decision-Making
• No one organization or person overpowers others
• Many perspectives, organizations and sources of information are considered
• Decisions are based on data and stakeholder input
• Decisions have strong rationale
Habit in ActionShared Decision-Making
• Communicate to members how decisions are made & who makes them
• Let members know when decisions will be made– such as setting priorities, resource
allocations, leadership changes, etc.)• Document decisions
Shared Decision-MakingNorth Dakota Example
• Shared decision-making is a well communicated and consistent value of the coalition
• Bylaws spell out decision-making process
• Every member has the opportunity to voice thoughts and ideas in the decision-making process
Revised 2/20/12
Division of Cancer Prevention and Control Support North Dakota Department of Health
North Dakota Cancer Coalition (NDCC) Membership
NDCC Partners
Executive Board & Steering Committee
Standing Committees
Policy/ Advocacy
Workforce Development
Resource Development/ Membership
Data/ Evaluation
Communications Ad-hoc Committees
Workgroups
Prevention Workgroup
Screening & Early Detection
Workgroup
Treatment Workgroup
Survivorship & Palliative Care
Workgroup
Each level of the
coalition is responsible
for it’s own set of
decisions and
communicating those
decisions to others
How do you ensure shared decision-making in your coalition?
Habit 3 Value-Added Collaboration
• Members recognize there is a “value-added” benefit – without the coalition, certain efforts
might not happen• By coming together, coalition
members see the diverse strengths and resources that the coalition has to offer
Habit in ActionValue-Added Collaboration
• Don’t do things that would happen anyway
• Inventory (and communicate) member strengths
• Make a wish list – be ready to take advantage of value-added benefits
• Communicate value-added efforts and outcomes to the coalition and beyond
Value-Added CollaborationMichigan Example
• “Is this something that would not happen without the coalition working together?”– This is how Michigan Cancer
Consortium identifies their priorities to work on
Value Added Collaboration
Wisconsin Example
Program
Partnership
Plan
Valu
e Add
ed E
fforts
Value Added Collaboration
Wisconsin Example
enhanced your ability to work on
cancer
increased coordi-nation with groups
statewide
strengthened cancer policies and regulations
benefited the cit-izens of Wiscon-
sin
50%69% 68%
79%
Impact of Wisconsin’s CCC Coalition
(% responding good amount or very much)
Name one value-added outcome your coalition has achieved.
Habit 4Dedicated Staff
• It’s part of their paid job responsibilities
• Can assist in ongoing coalition work -since members are mostly volunteers
• Work on coalition coordination, tracking progress and communications
• Does not mean only 1 person, or only health department staff!
Habit in ActionDedicated Staff
• Fit the right person with the right job – coalition skills are unique
• Clarify and communicate the role of dedicated staff. – “Staff will do this”, “Staff won’t do
this”• Look beyond the health
department for staff support• Be ready to fill gaps!
Dedicated StaffCCC Coalition Examples
• Vermont: ACS provides staff support for the coalition
• Michigan: Cancer and chronic disease staff work with implementation teams
Do you have dedicated staff to support your coalition?
Habit 5Diversified Funding• Coalition can do more and not
falter if one source of funding goes away
• “More skin in the game” – increased support and involvement in the coalition’s efforts
• Coalition members understand the importance of diversified funds and seek out resources for their efforts
Habit in ActionDiversified Funding
• Communicate funding status– what we have / what we don’t– the benefits of diversified funding
• Develop a strategy to get other resources
• Let members know what resources are needed (the wish list!)
Initial Key Questionsfor a Resource Strategy
• Who will be the fiscal agent for new funds?
• What if someone wants to fund something that isn’t a priority?
• How will we deal with the issue of competition if we seek new funding sources?
Steps in Creating a Resource Strategy
Step 1: Determine Resource Strategy Purpose and Scope• Identify the rationale and benefits
for developing a resource strategy• Determine the process (who, how,
timeline) to develop our resource strategy
Steps in Creating a Resource Strategy, cont’d
Step 2: Develop the Resource Strategy• Do we have enough detail in our
plan to estimate costs?• Identify budget categories• Identify assumptions needed and
sources of information
Steps in Creating a Resource Strategy, cont’d
Step 3: Using the Resource Strategy• Who is our audience?
– Their major interests, their funding history, who we know there, etc.
• How will we present and communicate our CCC resource needs?
Diversified FundingKentucky Example
• Created a resource plan with costs for tobacco control and colorectal cancer screening
• Led to the creation of the KY Cancer Foundation - raises funds and pursues grants for cancer plan priorities
How have you communicated your coalition’s resource needs?
World Café Discussion
• Hear what others have done with habits
• 3 rounds of discussion with a table host
• Sit anywhere, but not with your team
Illustrate Your Ideas!
World Café Discussion Questions
• Round 1: How could our coalition use these habits to enhance our work?
• Round 2 and 3: Based on what I’ve heard so far about how others will use the habits to enhance their work, I think our coalition should: ___________________
BACK
CCC National PartnerLaToya Stewart
Susan G. Komen for the Cure
The 9 Habits of Successful CCC
Coalitions
Continuing our discussion…1. Empowering Leadership2. Shared Decision Making3. Value-Added Collaboration4. Dedicated Staff5. Diversified Funding6. Effective Communication7. Clear Roles and
Accountability8. Flexible Structure9. Priority Work Plans
Habit 6Effective Communication
• Consistent and Timely– you know when and what to expect – members feel more connected to the
coalition and are reminded of their role
– communication is reactive and proactive
• Purposeful– tell, ask, celebrate
• Diverse– Twitter, Facebook, emails, mini-
reports
Habit in ActionEffective Communication
• Put a simple communication plan in action– who, what, when and how– opportunities for two-way
communication• Despite your best attempts, there
will be communication struggles– Different preferences: a little, a lot,
emails, newsletters, phone calls, – Semantics are important – e.g.,“the
plan”
Effective Communication: West Virginia
Key Questions About CCC Coalition Communication • Do we communicate
– in multiple ways? – at regular intervals?
• Who do we communicate to?– The full coalition? Workgroups? Non-
member individuals/organizations? Policy makers and decision makers?
– Do we tailor the method and content of our communication to our audience?
• What do we communicate about?– Successes? Needs? Challenges? A member
call to action?
How do you communicate with your coalition members?
Habit 7Clear Roles and Accountability• Clearly defined roles = members
know what is expected of them, and they know what to expect of others
• Define/clarify/remind everyone of roles verbally and in written documents
• Members can choose and change roles over time – this results in interested and engaged members
Habit in ActionClear Roles• Do we have written roles for
– our coalition leadership (chairs, group)– our workgroups (chairs and groups)– coalition staff– general members
• Do we periodically– Remind about roles– Have people recommit to their role– Ask / allow people to serve in new roles
• Do we congratulate, thank and highlight contributions and successes?
Habit in ActionAccountability
• Peer Pressure!– Assign agenda items– Refer to the work plan and ask people if
they did what they were assigned to do• Thank people for following through• Communicate expectations of others
– Be on calls and contribute on calls– Volunteer to do things– Cannot be the same people all the time
How do you hold your coalition members accountable?
Clear Roles and AccountabilityNew Hampshire Example
Org chart shows the relationships and the many internal and external coalition roles
Clear Roles and Accountability New Hampshire Example• Written Role Descriptions
– Board of Directors Chair– Immediate Past Chair, Board of Directors– Chair Elect, Board of Directors– Member, Board of Directors– Workgroup Chair– Communications Committee Liaison to
Work Group
Clear Roles and AccountabilityTennessee Example
“What You Can Do” sheet outlines roles for different types of partners in implementing the CCC plan
Clear Roles and AccountabilityShare your successes!
Habit 8Flexible Structure
• Adapt the coalition structure to facilitate implementation of priorities
• Assure the coalition’s strengths and resources are aligned with priority efforts
• Flexible structure = change is ok– in workgroups, leadership,
communication methods, etc.
Habit In ActionFlexible Structure
• Let form follow function – Are our workgroups aligned with our
priorities?• Allow people to move around within
the coalition– When is the last time we asked people
if they want to change workgroups?• Don’t let by-laws/rules/structure be
a barrier to getting work done!
Flexible StructureCalifornia Example
• When plan was first developed, cancer continuum teams were created
• Recently coalition chose priorities and re-structured teams to match those priorities
• Leadership will use this approach from now on, to ensure “form follows function”
How do you keep your coalition structure flexible to meet changing needs?
Habit 9Priority Work PlansIf you don’t know where you are going, any road will get you there -Lewis Carroll
Two parts to this habit:1. Priorities - must have priorities for
the coalition to be realistic and focused in their work
2. Priority Work Plans - must create work plans to be effective and accountable
Habit in ActionPriorities
The need for priorities • A CCC plan needs to be
comprehensive– but the coalition recognizes it cannot
do everything at once • Identifying priorities will focus the
coalition’s work on high impact, value-added, high success areas… and help guarantee progress/success
Habit in ActionCriteria for Setting Priorities• Is this something that would not happen
without the coalition working together?• Is this a significant area of need? • Does it have a reasonable chance for
success?• Is it likely that we will be able to recruit
others to work on this over the next year?
• Am I personally willing to work on this priority for the next 1-2 years?
Habit in ActionTips for Identifying Priorities• Choose 1-2 year priorities to work
on• Reassess every 1-2 years
– Should our work on existing priorities continue, be adjusted, or stopped?
– Should new priorities be selected?• What factors should be considered
when choosing the number of priorities we work on at one time?
Habit in ActionPriority Work Plans
A Priority Work Plan • Reinforces progress is expected &
valued• Guides, records & holds members
accountable • Revised as challenges & opportunities
arise• Available for all to see (members,
other workgroups, leadership team)
Habit In ActionPriority Work Plan Template
Major Tasks Responsibility
Partners to work
with
Due date
Resources needed
Goal from the CCC Plan:
Priority Objective from the CCC Plan:
Strategy from the CCC Plan:
Priorities and Priority Work
PlansMontana Example
Yearly, the Steering
Committee reviews progress and uses criteria to set next
year’s priorities
At the full coalition meeting, existing and new priority objectives are
posted and members sign up
to work on an objective
New priority teams develop a work
plan that includes strategies from the
CCC plan
Teams track progress on their
work plan and report quarterly to
the Steering Committee
Committee reviews progress and
provides feedback to team leaders throughout the
year
How do you select coalition priorities?
World Café Discussion
• Same process as yesterday
• Sit anywhere, but not with your team
World Café Discussion Questions
• Round 1: How could our coalition use these habits to enhance our work?
• Round 2 and 3: Based on what I’ve heard so far, I think our coalition should: ___________________
Coalition Sharing
• 30 second sharing:– When we get home, we will:
• (share your top 1-2 action items)
Call to Action
• Be deliberate about putting the habits into regular practice
• Share your coalition successes and challenges – CDC list-serv – R2R discussion board– Others
• Implement your workshop action plans
Closing Remarks
CCC National PartnerKristina Wait
American Cancer Society
Thank you!