Date post: | 14-Dec-2015 |
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The plan is done! Now what? Lessons learned from the Minnesota
Cancer Alliance
Jane Korn, MD, MPH, Director Minnesota CCC Program
A Brief History
2002 2005 2007 2009 2010 2011
CDC Funding
Plan Launch
“Uber” Priority
Begin Updating
Plan 2 Complete
I M P L E M E N T A T I O N A C T I V I T I E S
Plan 2 Release
Minnesota Cancer Alliance
formalized
Carry out activities
Develop/Update
Plan
Select “priorities”
Program of perpetual planning?
CDC Building Blocks for Comprehensive Cancer Control
Utilize data&
research
Assess &address burden
Build Partner-
ships
Conduct evaluation
Enhance infra-
structure
Mobilize support
CCC Planning Process
Set optimal objectives – data driven
Determine possible strategies - science driven
Plan feasible activities - capacity driven
Implement - outcome driven
Setting Priorities
Members/Participants/SC asked:
“If we could only work on 3 things from this plan in the next couple of years, what should they be?”
Plan Launch: 4 priority areas
Tobacco policy Colorectal cancer
screening Access to Information Cancer-related
disparities
Formalizing the Alliance
• New purpose – to guide implementation
• New infrastructure – by-laws
• New Steering Committee
• New identity - branding
• New website - communications
Action Planning.v1
• Task forces coalesced around 4 areas
• Task forces developed projects/project teams based on MCA strategies
• Expectation set to develop a work plan or a logic model for each project
MIXED RESULTS
Alliance “Projects”
Periodic evaluation
• General member surveys• Key informant interviews• Staff and Steering
Committee “SWOT” analyses• Year-end reports
Strengths Weaknesses
• Broad interests represented among members
• New partnerships forged
• Increasingly engaged steering committee
• Early, tangible successes
• Understaffed• Underfunded• Expectations of
members not clear enough
• “usual suspects” only• Lack of clarity around
the word “priority”
Opportunities Threats
• Many member-based initiatives in good alignment
• Statewide QI initiatives line up well with plan
• Small amounts of funding available to jump-start projects
• Waning support from member organizations
• Waning interest among participants
• Limits of volunteerism• Fiscal realities• Mismatch between
expectations and deliverables
Updated plan – still a framework
• Same overarching goals
• 23 objectives• More measures• 67 strategies
• Short term focus areas (not in plan)
Action Planning.v2
• All projects will have “project charters”
• All chartered projects will have work plans which include resource plans and clear outputs/outcomes
• Staff will concentrate efforts on focus area projects
• Special interest groups will be created/maintained to support networking
Final thoughts
• Recruit strong, involved leaders
• Set clear expectations
• Make sure implementation plans address resources and sustainability
• Don’t take on more than you can support
• Be realistic
• Celebrate successes
Thank you