Sep
1
How the American Cancer Society Will Help Bring Cancer Under Control Earlier in the 21st Century: A Moral Imperative
John R. Seffrin, PhD
CEO, American Cancer Society
National Health Council
24th Annual Voluntary Health Leadership Conference
• Decrease cancer mortality by 50 percent
• Reduce cancer incidence rates by 25 percent
• Measurably improvethe quality of life for people with cancer
Our Goals for 2015
Sep
2
All Sites – Mortality Rates
8090
100110120130140150160170180190200210220
75 78 81 84 87 90 93 96 99 '02 '05 '08 '11 '14
By Year of Death - All Races, Males and Females
2015 Goal – 50% Reduction from Baseline
1991 Baseline
215.1
2015 Goal
107.6Incidence and mortality rates per 100,000 and age-adjusted to 2000 US standard population
SEER Cancer Statistics Review 1975-2007.
2007
178.2
( 17.2% from
baseline)
(Current trend to 2015 - 30.0% from baseline)(The latest joinpoint trend (2001-2007) shows a -1.6 APC in age-adjusted rates)
2015
Projected
Rate – 150.6
Total Number of Cancer Deaths AvertedFrom 1991 to 2006 in Men and from 1992 to 2006 in Women
Sep
3
What It Will Take to Make Our 2015 Goals
• Redouble research
• Promote and elevate prevention
• Ensure access to quality health care
NCDs Will Dominate Health Agendas in the 21st Century
50 MillionDeaths
10 MillionDeaths
Sep
4
8.1
45.4
92.8
140.8
192.8
193.3
203.1
204.4
298.2
753.2
24.8
70.1
125.8
204.4
895.2
0 200 400 600 800 1000
Economic Value of DALYs† Lost (US$ billion) in 2008
Cancer
Heart diseases
Cerebrovascular disease
Diabetes mellitus
Road traffic accidents
Chronic obstructive pulmonary disease
HIV/AIDS
Perinatal conditions
Suicides
Lower respiratory infections
Cirrhosis of the liver
Diarrhoeal diseases
Tuberculosis
Malaria
Measles
†Disability Adjusted Life Year
Economic Loss from the Top 15 Causes of Death
STD & HIV/AIDS Control
Infectious Disease Control
Health Policy/Management
Basic Health Care
Reproductive Health Care
Basic Health Care Infrastructure
Medical Research
Medical Services
Family Planning
Basic Nutrition
Health Training
Health Education
Water Supply/Sanitation - Large Systems
Water Policy/Management
Basic Drinking Water Supply/Management
River Development
Waste Management/Disposal
Water Resources Protection
Water Education/TrainingSource: WHO
$2.70
$2.00
$1.00
$0.30
$0.20
$0.10
$0.00
$0.00
$0.08
$0.10
$0.20
$0.20
$0.60
$0.70
$1.30
$1.80
$1.93
$2.10$4.75
Donor Funding – Where Are NCDs?Official Development Assistance for Health, 2006, in US Billions
Total: $21 Billion
Sep
5
Total Percentage of Public/Private Developmental Funding for Health Spent on NCDs:
Less than 3%
but NCDs are 60% of burden of disease.
Source: Center for Global Development, Washington, D.C.
What We Could Accomplish Globally
350 more
lives1,000
more lives
10,000
more lives
Sep
6
Transforming the American Cancer Society
ThenDoor-to-doorlocal cancer charity,local services
NowHighly visible cancer control enterprise andchange agency
TomorrowGlobal institution leading the movement to bring cancer under control in 21st century
1.0
2.0
3.0
What it will take to bring cancer under control
… earlier in the 21st century
Sep
7
What is the Quickest Way to a World with Less Cancer … and More Birthdays?
The ABCs:
A. Prevent preventable cancers
B. Treat those that are treatable and curable
C. Provide state-of-the-art care and palliation to those that are not preventable or curable
What It Will Take …
• A successful high-level meeting of the UN on non-communicable diseases
• More research and a balanced portfolio
• Strong and effective public health education– Awareness campaigns
– Community-based interventions
– Aggressive advocacy
• Systems change
• Effective collaborations
• Leadership of a movement
Sep
8
“Give me a lever and something on which to stand, and I shall move the earth.”
– Archimedes, Greek philosopher and mathematician
Transforming the American Cancer Society
New cancer landscape
Business model is holding us back
Delimited mission
Defined primary lines of business
Delineated roles
Increased capacity and skills
Save more lives by increasing/broadening
our relevance and impact
Transformed ACS
Sep
9
“It is not the strongest of the
species that survives, nor the
most intelligent that survives.
It is the one that is the most
adaptable to change.”
– Charles Darwin
Where we are today
SOURCE: Scott Keller and Colin Price, ‘Performance and Health: An evidence-based approach to transforming your organization’, 2010
Act4
Advance5How do we keep moving forward?
Architect3What do we need to do to get there?
Performance
Aspire1Healthessentials
Strategicobjectives
Where do wewant to go?
Assess2How ready are we to go there?
Health
Discovery process
Influence model
Change engine
Centered leadership
Capability platform
Portfolio of initiatives
Delivery model
Continuous improvement
How do we manage the journey?
Transformation Model:The 5 frames of Performance/Health
Sep
10
The Society’s Transformation Team
Implementation Team
Joe Cahoon, Chair
Jari Allen
Mike Dany
Don Gudaitis
Terry Music
Scott Bennett
Susan Herrington
Core Team
Joe Cahoon, Chair
Terry Music
Skye Proctor
Nicole Lewis
Amy Swygert
Jennifer Lewis
Drive the execution of
the established
transformation design,
preparation, and
implementation.
Responsible for the day-
to-day activities to
support design,
preparation, and
implementation.
Lead the design, preparation, implementation, and sustainability of
the transformation efforts; actively partner with the National Board
Advisory Committee on Transformation to ensure appropriate
perspectives are at the forefront of decision-making throughout.
Provide strategic direction to the transformation efforts;
ensure the outcomes align with the Society’s strategic
direction; ensure the National Board, volunteers, & staff
enterprise-wide are engaged, informed, & involved.
Staffed by Joe Cahoon & Susan Herrington
National Board Advisory
Committee on Transformation
Gary Reedy, Chair
Bryan Earnest
Phil Evans
Terry Fontham
Adnan Hammad
Allen Henderson
Carol Jackson
Douglas Kelsey
Cynthia LeBlanc
Pamela Meyerhoffer
Jim Murray
Maryjean Schenk
David Zacks
John Seffrin
Greg Bontrager
Board Chair & President
ex-officio members
Transformation
Steering Committee
John Seffrin, Chair
Greg Bontrager
Otis Brawley
Terry Music
Joe Cahoon
Jari Allen
Mike Dany
Don Gudaitis
Paula Mohan
Nancy Yaw
Scott Bennett
Greg Donaldson
Chris Hansen
Catherine Mickle
Susan Herrington
21
4
6
2
3
5
1 Greater interdependence, trust, and support for each other, with proactive outreach, cooperation, and collaboration as norms vs. exceptions
Ongoing development and more rapid scaling of next generation, cost effective methods to achieve significant, sustained revenue growth
A talent focused organization that more systematically helps our people achieve their full potential for contributing to winning the war on cancer
Leadership’s role clarity, expectations, and accountabilities aligned to optimize enterprise organization performance AND health
Customers’ experiences and needs at the center of fact-based decision-making, e.g., disparate populations, large employers, Generation Y
Budgeting process focused to fully deliver on our mission, i.e., more dynamically optimizing resource allocation to maximize saved lives
Six Principles of Transformation
Sep
11
Transformation Timeline and Key Activities
Sep
20112010
Nov FebJanDecOct MarKey activities
Develop and begin planning and implementation of a portfolio of initiatives, or the set of activities that will enable the Society to achieve transformation goals
Continue nationwide conversation to share information and gather input on expanding the Society’s reach and relevance to save 1,000 more lives/day in US, 10,000 more lives/day worldwide
Begin implementation of a portfolio of initiatives
Make the case for change
2
3
4
1
SOURCE: Team analysis
2012
Jan
The Principles Map to Identified “From/Tos”From ToPrinciples
2 Leadership’s role clarity, expectations, and accountabilities aligned
Bureaucratic and hierarchical
Blurred lines of authority and accountability
Nimble, broader, flatter platform
Crystal clear lines of responsibility and accountability
1 Greater interdependence, trust, and support for each other
Over processing, slow decision making
Preserving autonomy/separateness at all costs
Unified enterprise with common purpose
Fast decision velocity based on evidence and fact
3 Customers’ experiences and needs at the center
Domestic only
Non-competitive marketing presence
Global leader
Competitive – charity of choice position and voice
A talent-focused organization
6 Few rewards and incentives
Performance-based compensation that rewards desired behavior
5 Ongoing development and more rapid scaling of next generation methods
Local corporate relationships
Global enterprise wide partnerships with multinationals
4 Dynamically optimizing resource allocation
Limited ability to resource and seize opportunity
Flexibility in resource allocation –human and financial
Sep
12
Proposed First Wave
PRELIMINARY
Enhance the CEOs Against Cancer platform as the premier partnership of CEOs to significantly contribute to the goal of saving 1,000 lives per day nationally and 10,000 lives per day globally
Assess current activities within research work and develop multiple research portfolio options, creating an integrated effort between national office and ACS Divisions to maximize lives saved
GoalsInitiative
Sharing ACS’s Change Story through all levels of the organization Cascading the Change Story
50-60 “change ambassadors” throughout organization; role models/viral marketing
Change Champions
CEO Initiative
Research 3.0
Ensure clear understanding of roles, responsibilities at each level of ACS leadership, crystal clear understanding of decision rights and process, and consistent accountability
Leadership, Governance, and Accountability
Five Initiatives Proposed for the First Wave of Transformation Work
©2009 American Cancer Society, Inc. No.0052.19