Comprehensive Cancer Control Technical Assistance Workshops From Ideas to Action Arizona Illinois Iowa Kansas Nevada NATIONAL PARTNERS FOR COMPREHENSIVE CANCER CONTROL: American Cancer Society American Cancer Society Cancer Action Network American College of Surgeons Commission on Cancer American Legacy Foundation Association of State and Territorial Health Officers C-Change Centers for Disease Control and Prevention Health Resources and Services Administration Intercultural Cancer Council Lance Armstrong Foundation Leukemia & Lymphoma Society National Association of Chronic Disease Directors National Association of County and City Health Officials North American Association of Central Cancer Registries National Cancer Institute Susan G. Komen for the Cure September 11-12, 2012 • American Cancer Society Center • Atlanta, GA Pennsylvania SPIPA Texas Tohono O’odham Nation Washington
Welcome! CCC National Partner Bill Furmanski American Legacy Foundation
Our time together… action • CCC Talks • 9 Habits of Successful CCC Coalitions • World Café Discussions • Action Planning Interactive Inspiring
The 9 Habits of Successful CCC Coalitions “We are what we repeatedly do. Excellence then, is not an act, but a habit.” - Aristotle
Reviews… A must read! THE 9 HABITS OF SUCCESSFUL CCC COALITIONS Absorbing from start to end! A page turner!! Riveting! I couldn’t put it down!
A Sneak Preview • Empowering Leadership • Shared Decision Making • Value-Added Collaboration • Dedicated Staff • Diversified Funding • Effective Communication • Clear Roles and Accountability • Flexible Structure • 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
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
Each level of the coalition is responsible for it’s own set of decisions and communicating those decisions to others
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
Partnership Program Plan Value Added Collaboration Wisconsin Example Value Added Efforts
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
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
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
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 Partner LaToya Stewart Susan G. Komen for the Cure
Continuing our discussion… • Empowering Leadership • Shared Decision Making • Value-Added Collaboration • Dedicated Staff • Diversified Funding • Effective Communication • Clear Roles and Accountability • Flexible Structure • 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”
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?