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!