9 Habits of Successful CCC Coalitions

Coalition Examples

Habit #1: Empowering Leadership

Alaska Comprehensive Cancer PartnershipThe Alaska Comprehensive Cancer Partnership empowers leadership by utilizing volunteer leaders as Chairs for all working committees. The steering committee helps to encourage chairs to be from different facilities for maximum participation. The volunteer chairs provide leadership by setting the monthly agenda, facilitating meetings, developing yearly priority strategies to address Cancer Plan goals and providing outreach to new members for their committee. The volunteer Chair of the Clinical Trials Committee focused the group made up of cancer research nurses and physicians (including a representative from a cancer center in Washington State) to develop a general brochure promoting participation in clinical trials including all providers in the state and work with Education Network to Advance Cancer Clinical Trials (ENACCT) to develop a core speakers bureau to educate the community. By supporting and empowering these leaders, the Partnership is able to expand beyond traditional partners and accomplish more than the state health department staff could alone.

 

Habit #2: Shared Decision-Making

North Dakota Cancer CoalitionThe North Dakota Cancer Coalition (NDCC) decision-making process is governed by established bylaws. The NDCC bylaws are reviewed on a regular basis to ensure they meet the needs of the coalition.

The organizational structure of the NDCC lends itself well to ensure every member has the opportunity to voice his or her thoughts and ideas in the decision-making process.

The process begins with the Executive Committee of the coalition made up of the Chair, Vice Chair, Secretary and Treasurer. The Executive Committee, along with a member of each coalition workgroup and key standing committee members (such as data/evaluation and policy/advocacy) and state health department staff serve on the NDCC Steering Committee. Additionally, as the largest minority population in our state, at least two American Indian health-care leaders serve on the Steering Committee to ensure the needs of our state’s minority population are addressed.

Members from the key standing committees and state health department staff are responsible for providing current/pertinent data and program information for the decision- making process. The Steering Committee then reviews this information to bring recommendations to the NDCC on cancer plan implementation addressing the state’s areas of greatest need and CDC priorities.

It is ultimately the NDCC membership that has the final vote on any major decisions of the coalition. During a scheduled NDCC in-person meeting or one of four annually scheduled conference calls, recommendations are discussed and voted on using the process set forth in the bylaws.

Habit #2: Shared Decision-Making

Habit #3: Value-Added Collaboration

Wisconsin CCC Partnership

Revised 2/20/12

Division of Cancer Prevention and Control Support North Dakota Department of Health

North Dakota Cancer Coalition (NDCC) Membership

NDCC Partners

Executive Board & Steering Committee

Standing Committees

Policy/ Advocacy

Workforce Development

Resource Development/ Membership

Data/ Evaluation

Communications Ad-hoc Committees

Workgroups

Prevention Workgroup

Screening & Early Detection

Workgroup

Treatment Workgroup

Survivorship & Palliative Care

Workgroup

Plan

Partnershi

Program

Habit #4: Dedicated StaffMichigan Cancer ConsortiumThe state CCC Program has worked with cancer and chronic disease staff (including those outside the comprehensive cancer control program) to assign staff leads for each of the coalition’s implementation teams. The staff play a valuable role in linking work across cancer and chronic disease programs and ensure consistent team functioning.

Habit #5: Diversified FundingKentucky Cancer ConsortiumA new foundation will help fund parts of Kentucky’s action plan against cancer, which kills residents at the nation’s highest rate. On Tuesday, Gov. Steve Beshear, who survived prostate cancer in 1994, announced the first public-private partnership with the Kentucky Cancer Foundation — an effort to invest in colon cancer screenings for 4,000 uninsured Kentuckians. Beshear’s proposed budget includes $1 million for the screenings, and the foundation pledges to match that funding, for a total of $2 million over the biennium for the Kentucky Colon Cancer Screening Program — a program the legislature created in 2008 but never funded. New funds would be administered by the state Department for Public Health and would pay for colonoscopies, administration, education and outreach. Beshear said such partnerships can reduce the toll cancer takes in Kentucky. The Kentucky Cancer Foundation plans to raise private funds and pursue grants to pay for prevention and early detection for Kentuckians unable to afford services such as colon cancer screenings, mammograms, Pap smears and smoking cessation programs. The foundation’s goal is to help fund portions of the Kentucky Cancer Action Plan, which outlines strategies for cancer prevention, early detection and treatment and is the responsibility of the Kentucky Cancer Consortium, a statewide coalition of 44 organizations fighting cancer. (2/28/12, Louisville Courier Journal)

Habit #6: Effective CommunicationWest Virginia Mountains of HopeContained entirely within the Appalachian Mountain Range, West Virginia experiences many challenges related to the terrain, one of which is transportation. As a result, this has created a hurdle for some members in that the time required to travel across the state is at times a deterrent to attending coalition membership meetings and other coalition events. In an effort to address these difficulties, coalition leadership had to determine ways to reach the coalition and make the membership feel connected to the larger movement.

MOH established a coalition listserv for all members to utilize. Members who subscribe to the listserv, not only receive, but are also permitted to send messages on the listserv as well. The primary goals of the listserv are to:

promote state, regional, local, and community events to the entire coalition; share best-practices, publications, and other resources; provide information about training opportunities; distribute relevant updates from the WV Comprehensive Cancer Program (WVCCP); and deliver MOH updates to the membership.

Initially, members had to opt in to subscribe to the listserv; however, due to funding constraints, cost-saving decisions had to be made. Now upon joining the coalition, a member is automatically subscribed to the listserv unless they specifically opt out of subscribing. There are a small number of members who do not have internet access so the coalition manager maintains that listing and shares information with those members via US mail.

Additionally, the coalition has a website which is embedded within the WVCCP website. Although currently undergoing renovations to meet the changing needs of the program and coalition, the website provides coalition membership and the general public with staff contact information, publications, resources, coalition documents, a calendar of events, links to other cancer programs, and other relevant information.

Approximately two years ago, the coalition and the WVCCP launched Facebook pages in an effort to establish a presence in the ever-growing social media arena. The program conducted a survey to obtain feedback from the coalition and general public regarding what content should be shared. From this information, the program team was able to create an information plan to guide what postings should be shared throughout the general calendar year. (A copy of this “plan” has been shared as a sample.)

MOH recently created a Twitter account. Still in its infancy, the Twitter page/account is being explored for coalition/event promotion and real-time sharing of membership meeting highlights among other uses. The WVCCP does not have a Twitter account at this time, but team members are considering adding it to the communications plan.

In determining what material to share, the WVCCP compiles a quarterly newsletter containing program information and updates in the realm of comprehensive cancer control. MOH prepares a monthly newsletter welcoming coalition members, announcing “Save the Dates” for upcoming events, and sharing other coalition-specific details. These publications are disbursed via the communication vehicles described above to stay connected to coalition members and reach out to the general public.

Finally, the MOH Steering Committee began utilizing webinar software to host some of the group’s monthly meetings. Due to time and budget limitations, this enables more committee members to participate on a more consistent basis.

To see our communication in action, check out the following: Websites : WVCCP – www.wvcancer.com and MOH – www.wvmountainsofhope.org Facebook : WVCCP – www.facebook.com/WVCCP and MOH – http://www.facebook.com/pages/Mountains-of-Hope-

Cancer-Coalition/198475972322 Twitter : MOH - @WVMOH

Last but certainly not least, be sure to “like” us on Facebook and follow us on Twitter!FACEBOOK POSTING SCHEDULE

WEEKLYProvide links, info, PSAs, etc. from CDCUse “notes” section for informationPost information (links or notes) from USPSTF, ACS, NCI, KomenPost from events/programs shared via the MOH listservPost resources provided by the program on the page or in “notes”Utilize discussion tab by posting forum questionsPost questions or current relevant events and ask for commentsPost links articles that are in the newsTrivia Tuesdays

MONTHLYPost link to MOH FB pagePost information about how to become a member (CONSIDER MOVING TO MONTHLY ONCE WE IMPLEMENT THE STRATEGY)Provide cancer screening guidelines (republish note for guidelines specific to awareness month)Post links to data sourcesPost link to the CC website calendar (monthly or twice monthly)Post from events/programs shared via the MOH listservPost link to CC FB page on favorite pagesPost links to program and/or partner newslettersPost information/create events on cancer specific/health awareness monthsPost updates from programAcknowledgements/thank you’s to groups who’ve invited us to speak/exhibit, etcPost activities (speaking, exhibiting, etc.)Create events on happenings that we’re involved inPost links to info/stats from our websitePost pics from activities/meetings

QUARTERLYPost notices (create events) regarding MOH meetings – FOLLOW UP CLOSER TO EVENT

Post link to CC FB page on MOH website and other favorite pagesAsk Jenny to suggest page to MOH fans/friendsPictures/videos from meetingsNew tools developed by MOH subcommittees (i.e., MOH PSA on CRC)Acknowledgements/thank you’s to MOH members, meeting speakers, etcPost links to WV specific statisticsEncourage page’s “fans” to suggest page to their friends

ANNUALLYPromote relevant legislative trainings and eventsPost links to annual reports (data, evaluation, etc.)Review screening guidelines for changesPost relevant legislative updates --o http://www.congress.org/ -- Congress.org is a nonpartisan news and information Web site devoted to encouraging civicparticipation and providing information about public policy issues of the day and tips on effective advocacy so that citizenscan make their voices heard.o http://www.senate.gov/ (can be found on THOMAS)o http://www.house.gov/ (can be found on THOMAS)o http://thomas.loc.gov/ -- Legislative information from the Library of Congress; THOMAS was launched in January of 1995,at the inception of the 104th Congress. The leadership of the 104th Congress directed the Library of Congress to makefederal legislative information freely available to the public.o http://www.gpoaccess.gov/congress/index.html -- Congressional committee materials made available online.o http://www.contactingthecongress.org/ -- Contacting the Congress is a database of biographical information, phonenumbers, FAX numbers, office addresses, electronic mail addresses and WWW homepages for members of the Congress and Congressional Committees.o http://www.legis.state.wv.us/ -- Designed to strengthen your connection to the legislators and laws that govern WestVirginia, this site provides you with access to various resources, including contact information, reports, legislation and educational materials.

*****Add info/links to website for both FB pages

Habit #7: Clear Roles and AccountabilityNew Hampshire Comprehensive Cancer CollaborationOver the years, the New Hampshire Comprehensive Cancer Collaboration (NHCCC) has developed a number of ways to promote understanding of the various roles within the Collaboration. This originated out of a need to recruit and retain members for the organization. The NHCCC has been able to identify specific tools for effective new member orientation, workgroup chair training and succession planning. Efforts have resulted in recruiting members who stay with the organization for longer periods of time and biennial satisfaction surveys indicate that clear communication, training, and specific “two-way” expectations (member to board/board to member) has brought this about.

In order to illustrate the culture that has developed to support the NHCCC mission, you have to take a closer look at membership. People become members of the NHCCC either through joining one of the four workgroups or six standing committees. They may also be nominated for board membership. The nominating committee begins each year with a gap analysis of the board membership. The analysis, together with input from board and workgroup members, guides the process. New board members are also drawn from workgroups, whenever possible, offering the member another perspective of the organization. Nominees are contacted personally and given an array of materials about the organization including mission, vision, guiding principles, position descriptions and an organizational chart. This is done to insure that prospective members are able to make decisions about board membership based on what is expected of them, and what they can gain from joining the organization.

A board orientation takes place soon after members are voted onto the board. A series of presentations, a luncheon and a full board meeting makes up the orientation. New members have the opportunity to network with others and to learn more about opportunities within the organization. Workgroup members are given an orientation to the organization during a personal meeting with the Board chair and the Collaboration Manager.

The NHCCC workgroups are the engines of the organization, driving design and implementation of the cancer plan. Members know this because they design their workgroup’s portion of the plan utilizing data and CDC priorities. Commitment to implementation of the plan begins with writing/revising the plan. They are key voices in developing priorities for the workgroup. Each of the workgroups has two co-chairs and at least one of the co-chairs serves on the Board. This is a vital communication link. Training is a critical element in the development of member satisfaction. The annual workgroup chairs’ meeting is a combination of training, networking and camaraderie. Surveys from the initial training confirmed that workgroup chairs consider their peers a top resource. The training addresses issues that have been suggested/requested by the chairs themselves. Succession planning is on the agenda every year, due to popular demand. Our chairs serve as long as they like and many have been with a particular workgroup for a number of years. Chairs know that they are also free to end their tenure and concentrate on Board membership, while others have changes in their lives that necessitate a change in the level of commitment. One of the keys to commitment and accountability is insuring that all members feel comfortable changing their role or adding roles. Succession planning begins once someone becomes a chair and the training is based on that premise.

The NHCCC asks a lot of workgroup and board members. They operate on a shoestring, attending regular meetings where they are expected to link evidence-based interventions to cancer plan objectives. Success is often mixed with dead ends or walls to scale. As an organization we recognize this and work to support and recognize members for these efforts. It is a partnership based on trust developed from having very clear expectations. This trust is also a result of sharing in the success the helps us all to accomplish our mission.

Position Descriptions have been written up for the following coalition roles: Board of Directors Chair Immediate Past Chair, Board of Directors Chair Elect, Board of Directors Member, Board of Directors Workgroup Chair Communications Committee Liaison to Work Group

Habit #8: Flexible StructureCalifornia Dialogue on CancerCalifornia developed cancer continuum teams when they created their state comprehensive cancer control plan. The teams stayed in placed until they determined they could better utilize their members’ expertise and more effectively implement their cancer control priorities by either creating new teams or reorganizing existing teams. The coalition chose priorities and after that the coalition leadership worked to restructure the teams to match the priorities. Moving forward, the leadership will ensure that as priorities are worked on, progress is made and new priorities are chosen, the coalition structure will be flexible to optimally implement those priorities.

Habit #9: Priority Work PlansMontana Cancer Control Coalition In Montana, the Montana Cancer Control Coalition (MTCCC) has developed a process to prioritize the objectives MTCCC members work on yearly. In 2011, the MTCCC introduced a new 5-year Comprehensive Cancer Control (CCC) Plan that lines out evidence based objectives and strategies for the MTCCC to work on. However, in order to accomplish all of our goals in a more concentrated effort, the MTCCC decided to choose “priority objectives” once a year to give focus to what gets done each year. Some objectives will only take a year to accomplish while others will take multiple years.

The MTCCC Steering Committee reviews the objectives within the CCC Plan at their yearly Leadership Retreat. The Steering Committee members determine what objectives they would like to move forward; determining who within the leadership team will lead these groups. At the spring statewide MTCCC meeting, all of the chosen CCC Plan priority objectives are posted and members sign up to participate within a group. If MTCCC members would like to work on an additional objective that has not been chosen by the Steering Committee, as long as there are more than 2 people who are willing to lead and work on the objective, the new objective will be allowed. Additionally, if no one signs up to work on a chosen priority objective, it is not deemed a priority for the year and will be set aside for an upcoming year. As this is a 5-year plan, ideally all of the objectives will get worked on over the course of the five year cycle, meeting the goals that have been outlined.

At this spring meeting, the newly established priority objective teams convene and start developing an action plan that includes strategies for the year in order to meet their objective. This action plan lines out activities for the year and assigns responsibilities to members and allows for recruitment of new groups members to get tasks accomplished.

Once each group has a new action plan developed, teams meet monthly to discuss progress, modify action plans and plan activities. Teams complete a quarterly progress report that is submitted to the Montana Cancer Control Programs staff. The Steering Committee reviews progress and provides feedback to team leaders throughout the year.