Delivering Change Through Partnerships

Transcription

1 Delivering Change Through Partnerships The Canadian Partnership Against Cancer PMI SOC PDD, May 11, 2013 Lee Fairclough, Dev Ramcharan

2 Session Overview 1. What is our national cancer control strategy? 1. Shared Vision 2. Collaborative Action 3. Focused Delivery start up to today 4. Measuring Impact 2. Evolution of the organization to deliver 3. Delivering large scale projects Project Management Services for CPAC 4. Q & A 2

3 SHARED VISION 3

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7 This image cannot currently be displayed. A brief history of the Partnership Prior to

8 Shared Goals Reduce cancer incidence Enhance quality of life for those affected by cancer Lessen likelihood of dying from cancer cancer control continuum 8

9 collaborative action 9

10 How we work across our federated health landscape Evidence Patient experience Partnered assessment &response Action (System level change) Impact (Populationlevel change) 10

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13 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 13

14 collaborative action Evidence Patient experience Partnered assessment &response Action (System level change) Impact (Populationlevel change) Convene Catalyze Knowledge transfer and exchange Integrate 14 Broker knowledge

15 Vehicles used to Enable System Change Establish pan Canadian networks Fund evidenceinformed, multijurisdictional initiatives Enhance and evolve promising practices Develop platforms for knowledge exchange Lead initiatives with partners that target system improvement Co invest in initiatives with other national health orgs to address common priorities 15

16 Example 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 within jurisdictions Outcomes supported: More consistent actions to enhance quality of clinical care and improved data to drive improvement 16

17 Collaborative Action: Partnership at work Synergistic Activities at Pan Canadian & Jurisdictional Levels Pan Canadian Action & Partnership 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 Partner Action and Roles 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 17

18 focused delivery 18

19 Focused Delivery Strategic priorities Core enabling functions 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 System performance analysis and reporting Knowledge management through tools, technology, connections and resources Public engagement and outreach 19

20 Grounded in improved outcomes Collaborative multijurisdictional action toward shared cancer control outcomes Immediate outcomes Intermediate outcomes Ultimate outcomes Develop highimpact, 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

21 Strategic Priorities 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 Study participant Outcomes supported: Improved population research capacity, improved understanding of the causes of cancer 21

22 Strategic Priorities 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 22

23 Core Enabling Functions 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 23

24 transformative impact 24

25 Measurable outcomes Ultimate Outcomes *Age standardized and invasive only Population/People Impact by 2037 Reduced the incidence of cancer* Lessened the likelihood of Canadians dying from cancer Enhanced the quality of life of those affected by cancer Intermediate Outcomes Enhanced populationbased prevention and screening System Impact * Enhanced quality of Improved cancer diagnosis and clinical experience with and for care Canadians Enhanced cancer control system and synergies with broader health system Immediate Outcomes 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 Improved capacity to respond to patient needs System Impact by 2017 Enhanced coordination of cancer research and improved population research capacity Improved FN/I/M cancer control with and for FN/I/M partners Improved analysis and reporting on cancer system performance Enhanced access to highquality information, tools and resources Enhanced public and patient awareness and engagement Increased efficiency and acceleration of cancer control in Canada 25

26 CPAC s role better and faster together Ultimate Outcomes *Age standardized and invasive only Population/People Impact by 2037 Reduced the incidence of cancer* Lessened the likelihood of Canadians dying from cancer Enhanced the quality of life of those affected by cancer Intermediate Outcomes Enhanced populationbased prevention and screening System Impact * Enhanced quality of diagnosis and clinical care Improved cancer experience with and for Canadians Increased efficiency and acceleration of cancer control in Canada Enhanced cancer control system and synergies with broader health system Immediate Outcomes 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 Improved capacity to respond to patient needs System Impact by 2017 Enhanced coordination of cancer research and improved population research capacity Improved FN/I/M cancer control with and for FN/I/M partners Improved analysis and reporting on cancer system performance Enhanced access to highquality information, tools and resources Enhanced public and patient awareness and engagement Increased efficiency and acceleration of cancer control in Canada 26

27 EVOLUTION OF THE ORGANIZATION 27

28 From Start up to maturation Start up Survival Success Take off Resource Maturity Ref: HBR 1983 Churchill & LewisThe 5 stages of small business growth 28

29 Organizational Focus Strategy Map Focus for Target Stakeholders 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 Programs Prevention: Launch CLASPs, Develop Inventory System Performance: Leverage Impact Screening: Accelerate Portfolio KM: Measure Impact & Evolve Platform Detection/Care: Define Portfolio Patient Experience: Launch Action, Progress Short term Outcomes Engagement: Determine Public Engagement Approach Research: CPTP Develop Work Plan, Run Pilot FN/I/M: Launch Action, Progress Shortterm Outcomes Business Processes Improve External Best Practice Identification Enhance Criteria Based Decision Making Improve Partner Engagement Create High Performing Teams Improve & Integrate Internal Processes Manage to Time/ Cost/Quality Improve Risk Management Drive Effective KTE Improve Communications Function People & Knowledge Develop Key Position Succession Plans Manage Talent (Medical bench strength, strategic advisors) Elevate Director Capabilities Implement Timely and Aligned Individual Evaluations Cultivate Culture Financial Resources Ruth Strategically Allocate Budget Canadian Partnership Against Cancer Corporation Improve Cross Organization Financial Transparency and Accountability Improve Cross Organizational Forecasting and Analysis 29

30 Focused Delivery Project Management in a Federated Model 30

31 Focused Delivery Delivery in the Public interest Why Public Sector Projects are Unique (Government Extension to the PMBOK Guide, 3rd Edition) 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 31

32 Focused Delivery Delivery in the Public interest The Focus of Public Sector Project Management 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 selfrespecting 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 32

33 Focused Delivery 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 33

34 Focused Delivery 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 34

35 Focused Delivery 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 35

36 Project Management Services for CPAC 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 36

37 Focused Delivery Key Transitions: Project Management Delivery Management Service Components and Supporting Processes Key Component Strategy Execution Operational Change Management Supporting Process Initiative Project Lifecycle Management Risk Management Gating ProcessManagement Contract Management Initiative Project Change Management Reporting 37

38 Focused Delivery Addressing Capacity Variability across the country 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 38

39 Transformative Impact: Our destination 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.

40 Delivering Change Through Partnerships Q & A More Info: Contact: lee.fairclough@partnershipagainstcancer.ca dev.ramcharan@partnershipagainstcancer.ca Our portal: 40