The plan is done! Now what? Lessons learned from the Minnesota Cancer Alliance Jane Korn, MD, MPH, Director Minnesota CCC Program

A Brief History 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