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
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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
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collaborative action
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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
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
Enhanced population‐based prevention and
screening
Enhanced quality of diagnosis and clinical
care
Enhanced quality of diagnosis and clinical
care
Improved cancer experience with and for
Canadians
Improved cancer experience with and for
Canadians
Enhanced cancer control system and synergies with broader health
system
Enhanced cancer control system and synergies with broader health
system
Immed
iate
Outcomes
System Impact by 2017Improved access to
evidence‐based prevention
strategies and quality of, and participation in,
screening
Improved access to
evidence‐based prevention
strategies and quality of, and participation in,
screening
More consistent actions to
enhance quality of diagnosis and clinical care
More consistent actions to
enhance quality of diagnosis and clinical care
Improved capacity to respond to
patient needs
Improved capacity to respond to
patient needs
Enhanced co‐ordination of
cancer researchand improved population research capacity
Enhanced co‐ordination of
cancer researchand improved population research capacity
Improved FN/I/M cancer control with and
for FN/I/M partners
Improved FN/I/M cancer control with and
for FN/I/M partners
Improved analysis and reporting on cancer system performance
Improved analysis and reporting on cancer system performance
Enhanced access to high‐
quality information, tools and resources
Enhanced access to high‐
quality information, tools and resources
Enhanced public and patient
awareness and engagement
Enhanced public and patient
awareness and engagement
Increased efficiency andacceleration of cancer control in Canada
Increased efficiency andacceleration of cancer control in Canada
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Measurable outcomes
Ultimate
Outcomes
Population/People Impact by 2037
Reduced the incidence of cancer*
*Age‐standardized and invasive only
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
Enhanced population‐based prevention and
screening
Enhanced quality of diagnosis and clinical
care
Enhanced quality of diagnosis and clinical
care
Improved cancer experience with and for
Canadians
Improved cancer experience with and for
Canadians
Enhanced cancer control system and synergies with broader health
system
Enhanced cancer control system and synergies with broader health
system
Immed
iate
Outcomes
System Impact by 2017Improved access to
evidence‐based prevention
strategies and quality of, and participation in,
screening
Improved access to
evidence‐based prevention
strategies and quality of, and participation in,
screening
More consistent actions to
enhance quality of diagnosis and clinical care
More consistent actions to
enhance quality of diagnosis and clinical care
Improved capacity to respond to
patient needs
Improved capacity to respond to
patient needs
Enhanced co‐ordination of
cancer researchand improved population research capacity
Enhanced co‐ordination of
cancer researchand improved population research capacity
Improved FN/I/M cancer control with and
for FN/I/M partners
Improved FN/I/M cancer control with and
for FN/I/M partners
Improved analysis and reporting on cancer system performance
Improved analysis and reporting on cancer system performance
Enhanced access to high‐
quality information, tools and resources
Enhanced access to high‐
quality information, tools and resources
Enhanced public and patient
awareness and engagement
Enhanced public and patient
awareness and engagement
Increased efficiency andacceleration of cancer control in Canada
Increased efficiency andacceleration of cancer control in Canada
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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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Key Transitions: Project Management
• 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
Key Transitions: Project Management
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:
Our portal: www.cancerview.ca
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Delivering Change Through Partnerships