the plan is done! now what? lessons learned from the minnesota cancer alliance jane korn, md, mph,...
TRANSCRIPT
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