The Canadian Partnership Against Cancer · Key Principles for how we work • Large scale,...

Delivering Change Through Partnerships

The Canadian Partnership Against CancerPMI SOC PDD, May 11, 2013

Lee Fairclough, Dev Ramcharan

1. What is our national cancer control strategy?1. Shared Vision2. Collaborative Action3. Focused Delivery – start‐up to today4. Measuring Impact

2. Evolution of the organization to deliver3. Delivering large scale projects

– Project Management Services for CPAC

4. Q & A

2

Session Overview

SHARED VISION

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A brief history of the Partnership

Prior to

Shared Goals

Reduce cancer incidence

Lessen likelihood of dying from

cancer

Enhance quality of life for those

affected by cancer

cancer con

trol con

tinuu

m

8

collaborative action

9

How we work across our federated health landscape

Evidence

Patient experience

Partnered assessment &response

Action (System‐level

change)

Impact(Population‐level change)

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Key Principles for how we work• Large scale, multi‐jurisdictional, multi‐year action• Translate knowledge to action and enable adoption of best

evidence and innovations• Work with stakeholders to co‐create, inform and lead change• Pursue synergies with chronic disease

– Prevention– Palliative and end of life care

• Leverage resources – commitment of partner time, expertise and financial investment

• Demonstrate sustainable progress and achievement of cancer control goals

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Evidence

Patient experience

Partnered assessment &response

Action (System‐level

change)

Impact(Population‐level change)

Knowledge transfer and exchange

Convene

Integrate

Broker knowledge

Catalyze

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collaborative action

Vehicles used to Enable System Change

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Establish pan‐Canadian networks

Fund evidence‐informed, multi‐

jurisdictional initiatives

Develop platforms for knowledge exchange

Lead initiatives with partners that target system

improvement

Enhance and evolve

promising practices

Co‐invest in initiatives with other national health orgs to

address common priorities

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Advance high‐quality diagnosis and clinical care

Embedding Evidence in Care ‐ Synoptic Reporting & Staging

• What it is: Implementation and maintenance of standards for pathology and surgery through electronic reporting

• Collaborative effort: Facilitating processes aimed at supporting quality, funding implementation of new practice withinjurisdictions

• Outcomes supported: More consistentactions to enhance quality of clinical care and improved data to drive improvement

Example

Synergistic Activities at Pan‐Canadian & Jurisdictional LevelsPan‐Canadian Action & Partnership Roles Partner Action and Roles

1. Establish pan‐Canadian goal with partners, measure it

2. Reporting Standards Development and Maintenance, use of evidence

3. Provide a mechanism for knowledge exchange, investigation of common issues

4. Clinical leadership and engagement of clinical leaders

5. Develop partnerships with other national organizations

6. Funding for provincial implementation

7. Overall project tracking and contract management

1. Multi‐year project implementation plans

2. Participate in pan‐Canadian collaborative processes

3. Accountable for deliverables through contracting mechanisms

4. Clinical leadership and engagement within provinces

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Collaborative Action: Partnership at work

focused delivery

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Focused Delivery

Strategic priorities

• Population‐based prevention and cancer screening

• High‐quality early detection and clinical care• Person‐centered cancer journey• Targeted research about cancer and related chronic diseases

• First Nations, Inuit and Métis cancer control

Core enabling functions

• System performance analysis and reporting• Knowledge management through tools, technology, connections and resources

• Public engagement and outreach

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Measures

Ultimateoutcomes

Intermediateoutcomes

Grounded in improved outcomes

Immediate outcomes

20272007 2017 2037

Develop high‐impact, population‐based cancer screening approaches

Improved quality of, and participation in, screening

Enhanced population‐based screening

Lessen the likelihood of Canadians dying of cancer

Measures

Collaborative multi‐jurisdictional action toward shared cancer control outcomes

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Enable targeted research to augment our knowledge and understanding of cancer and related chronic diseases

Canadian Partnership for Tomorrow Project• What it is: Pan‐Canadian study exploring health and habits of 250,000+ volunteer participants over decades;

• Role: Coordination of five regional studies to build a well‐recognized and well‐used platform optimized for cancer and chronic disease research

• Outcomes supported: Improved population research capacity, improved understanding of the causes of cancer

Study participant

Strategic Priorities

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Advance cancer control with, and for, First Nations, Inuit and Métis partners

First Nations, Inuit and Métis Action Plan on Cancer Control• What it is: Implementation of the FN/I/M Action Plan on Cancer Control, including moving evidence to action

• Role: Facilitating and implementing a community‐built and driven plan that respects the diversity and unique interests of FN/I/M peoples

• Outcomes supported: Improved FN/I/M cancer control with and for FN/I/M partners

Strategic Priorities

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System Performance and Reporting

• What it is: Annual and special focus reports produced in collaboration with national, provincial and territorial partners

• Role: Bringing together existing data from across the country to provide a snapshot of performance in key areas and spark conversations

• Outcomes supported: Improved analysis and reporting on cancer system performance

Core Enabling Functions

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transformative impact

Ultimate

Outcomes

Population/People Impact by 2037

Reduced the incidence of cancer*

*Age‐standardized and invasive only



Lessened the likelihood of Canadians dying from cancerLessened the likelihood of

Canadians dying from cancerEnhanced the quality of life of

those affected by cancerEnhanced the quality of life of

those affected by cancer

Interm

ediate

Outcomes

System Impact 2018 ‐ 2027*

Enhanced population‐based prevention and

screening


screening

Enhanced quality of diagnosis and clinical

care


care

Improved cancer experience with and for

Canadians


Canadians

Enhanced cancer control system and synergies with broader health

system


system

Immed

iate

Outcomes

System Impact by 2017Improved access to

evidence‐based prevention

strategies and quality of, and participation in,

screening

Improved access to



screening

More consistent actions to

enhance quality of diagnosis and clinical care



Improved capacity to respond to

patient needs


patient needs

Enhanced co‐ordination of

cancer researchand improved population research capacity



Improved FN/I/M cancer control with and

for FN/I/M partners


for FN/I/M partners

Improved analysis and reporting on cancer system performance


Enhanced access to high‐

quality information, tools and resources



Enhanced public and patient

awareness and engagement



Increased efficiency andacceleration of cancer control in Canada


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Measurable outcomes

Ultimate

Outcomes

Population/People Impact by 2037





Lessened the likelihood of Canadians dying from cancerLessened the likelihood of

Canadians dying from cancerEnhanced the quality of life of

those affected by cancerEnhanced the quality of life of

those affected by cancer

Interm

ediate

Outcomes

System Impact 2018 ‐ 2027*


screening


screening


care


care


Canadians


Canadians


system


system

Immed

iate

Outcomes

System Impact by 2017Improved access to



screening

Improved access to



screening






patient needs


patient needs






for FN/I/M partners


for FN/I/M partners













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CPAC’s role – better and faster together

Increased efficiency and acceleration of cancer control in

Canada

EVOLUTION OF THE ORGANIZATION

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From Start‐up to maturation

• Start up• Survival • Success • Take off• Resource Maturity

28Ref: HBR 1983 Churchill & LewisThe 5 stages of small business growth

Prevention: Launch CLASPs, Develop Inventory

Detection/Care: Define Portfolio

Patient Experience: Launch Action, Progress Short‐term Outcomes

FN/I/M: Launch Action, Progress Short‐term Outcomes

FN/I/M: Launch Action, Progress Short‐term Outcomes

System Performance: Leverage Impact KM: Measure Impact & Evolve Platform Engagement: Determine Public

Engagement Approach

Programs

Develop Key PositionSuccession Plans

Develop Key PositionSuccession Plans

Manage Talent(Medical bench strength,

strategic advisors)

Manage Talent(Medical bench strength,

strategic advisors)Elevate Director CapabilitiesElevate Director Capabilities

Implement Timely and Aligned

Individual Evaluations

Implement Timely and Aligned

Individual EvaluationsCultivate CultureCultivate Culture

Peop

le &

Know

ledge

Busin

ess

Processes

© Canadian Partnership Against Cancer Corporation

Financial

Resources

Target

Stakeh

olde

rs

Strategically Allocate BudgetStrategically Allocate Budget Improve Cross‐Organizational Forecasting and Analysis

Improve Cross‐Organizational Forecasting and Analysis

Canadians“The Nation Has a Good Strategy for Reducing Cancer

Burden”

Governments“Improves Cancer System Impact and Economic

Benefit”

Patients“Improves Chances of Survival, My Care Experience, and

Quality of Life”

Cancer Agencies“Helps Us Leverage Best Practices and Leverage

Resources”

Survivors and Families“Improves My Quality of life”

Healthcare System“Improves Patient Outcomes”

Improve External BestPractice Identification

Enhance Criteria‐Based Decision Making

Improve & Integrate Internal Processes

Manage to Time/Cost/Quality

Improve RiskManagement

Create High Performing Teams

Improve PartnerEngagement Drive Effective KTE

Improve Communications Function

Screening: Accelerate Portfolio

Improve Cross‐Organization Financial Transparency and Accountability

Improve Cross‐Organization Financial Transparency and AccountabilityRu

th

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Research: CPTP Develop Work Plan, Run Pilot

Organizational Focus

Strategy Map Focus for 2013 - 2014

Focused Delivery

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Project Management in a Federated Model

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‘Government projects are generally considered to have unique characteristics from those in the private sector. The project management team must recognize the following unique characteristics in order to manage the project efficiently and effectively:

• Legal constraints on government projects• Accountability to the public • Utilization of public resources’

Delivery in the Public interest ‐Why Public Sector Projects are Unique(Government Extension to the PMBOK Guide, 3rd Edition)

Focused Delivery

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“Its product is a changed human being. The non‐profit institutions are human‐change agents. Their “product” is a cured patient, a child that learns, a young man or woman grown into a self‐respecting adult; a changed human life altogether.”

Peter F. Drucker, Managing the Nonprofit Organization

“Their objectives are social, not financial: health, safety, welfare, socio‐economic, environmental. They are driven by the Government’s agenda and, as such, are subject to change.”

George Jucan, presentation at Jan 19/2013 SOC PD Day

Delivery in the Public interest ‐ The Focus of Public Sector Project Management

Focused Delivery

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Key Transitions: Enterprise• From an Entrepreneurial first mandate to a more Outcomes

Focused model for managing the work of the partnership• Use of a multi‐year Strategy Logic Model • Use of one year Strategy Maps to navigate annually toward the longer term Strategy

• Introduction of portfolio performance metrics and a Performance Strategy to measure the achievement and the effectiveness of CPAC’s objectives

• Organization of Project – Portfolio to align with the Logic Model and Strategy Map to ensure that all activity is directed toward the achievement of the right goals and objectives

Focused Delivery

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Key Transitions: Project Management

• From traditional Project Management process policing and control

• To a partnership and collaboration based delivery management model; reflected in departmental title change• Hierarchical model of project management not workable and dispensed with

• Partnership model used by organization is now reflected in the PM project team structure and dynamics

• Stakeholder management more subtle and complex in federated project activity than in a provincial or organizational context. Special supports in place

Focused Delivery

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• Define and leverage the benefits of a strong project governance model

• Transition to a Strategy and Key Operational Change Management mindset

• Confirm, understand and manage alignment with Strategic and Operational objectives and goals

• Include all key internal teams from the earliest stage through to the end of the initiative (Finance, Strategy, Procurement, Communications, IT, HR, etc)

• Establish project metrics and report on performance against them

Focused Delivery

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Key Transitions: Project Management• Define, socialize and use a Project Management Framework‐

Methodology. Build in flexibility, avoid the “One size fits all” mistake

• Implement robust Risk, Change and Stakeholder Relationship Management guidelines

• Seek Emotionally Intelligent PM staff• Socialize change within the organization from top to bottom,

seeking top down support and bottom up buy in• Establish a Gating Framework to embed stronger internal

discipline

Project Management Services for CPAC

Delivery Management Service Components and Supporting Processes

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Strategy Execution Operational Change Management

Initiative ‐ Project Lifecycle ManagementRisk Management

Gating Process ManagementContract Management

Initiative ‐ Project Change ManagementReporting

Key

Compo

nent

Supp

ortin

g Process


Focused Delivery

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• CPAC Partners include large and small provinces and jurisdictions across the country

• There is significant capacity variability across the country due to:– Geography– Regional disparities

• Available resources– Human– Financial– Technological– Administrative

– Changes in Political Priorities • CPAC works closely with partners in their specific contexts and

constraints, to increase their ability to deliver to their contractual obligations, providing support and guidance where, and to the extent, that is appropriate

Addressing Capacity Variability across the country

Focused Delivery

By 2017 Through ten years of coordinated action, changes in cancer control outcomes will be achieved

By 2037 Through sustained PARTNERSHIP, we will measurably reduce the burden of cancer for all Canadians by reducing incidence, lessening the likelihood of dying and enhancing the quality of life.

Transformative Impact: Our ‘destination’

Q & AMore Info:Contact:

[email protected]

[email protected]

Our portal: www.cancerview.ca

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Delivering Change Through Partnerships

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