Ten Years of the International Cancer Control Partnership: Promoting National Cancer Control Plans to Shape the Health System Response for Cancer Control.

Growing premature mortality because of cancer is an increasing public health concern in all countries. This article reviews 10 years of the International Cancer Control Partnership (ICCP) considering the themes of National Cancer Control Plan (NCCP) support, technical assistance, governance, and the renewed momentum of global calls to action. ICCP has provided key resources for the cancer community by hosting a portal with national cancer control and noncommunicable disease (NCD) plans, strategies, guidelines, and key implementation guides for a growing community of best practices. ICCP partners have responded to the changing needs of country planners, adjusting technical guidance as needs evolve from planning to implementation at the national level with an associated shift to peer-to-peer learning and knowledge exchange. The ICCP offer to assist countries in cancer planning continues to be relevant as countries focus on implementation of global initiatives for breast, cervical, and childhood cancers. These initiatives are important to drive priority actions and a systems approach in the emerging road map on NCDs-a message that will be supported by a second global review of NCCPs in 2023. This is critical for driving national action in all countries on cancer and other NCDs in line with global health commitments made for 2030 and adopted by the United Nations General Assemblies. ICCP sees robust systems and financial planning for implementation, monitoring, and evaluation of NCCPs and protection from cancer-related catastrophic expenditure, as critical to longer-term sustainability and success. ICCP calls for national policymakers to prioritize integration of cancer prevention and control into emerging universal health care approaches, including pandemic preparedness/health system resilience and calls for an equity focus in new NCCPs.

Cancer control planning: self-assessment for pre-planning, development, implementation and evaluation of national cancer control plans.

The development of cancer control plans as a clearly defined concept began in the U.S. in the early 1990s. On an international level, the same concept has been described as "national cancer control planning" or national cancer control plan (NCCP) development and implementation. Recent efforts by the National Cancer Institute's Center for Global Health and its partners have increased international and country-level interest in NCCPs. Central to the development of these plans has been a need for countries to understand the crucial factors and foundational elements necessary to develop and successfully implement a national cancer plan. This article describes the process by which a tool developed by the International Cancer Control Partnership (ICCP) helps countries and international partners assess their efforts to develop and implement a NCCP.

Comprehensive cancer control planning in the Pacific: the Cancer Council of the Pacific Islands a multi-national regional coalition.

INTRODUCTION: In the early 1990s, a comprehensive cancer control (CCC) approach was developed in the United States (US). In 2003, the US-Affiliated Pacific Islands (USAPI) adopted the CCC approach through a regional coalition, the Cancer Council of the Pacific Islands (CCPI). Using the CCC approach, the CCPI developed jurisdiction-specific cancer coalitions and initiated their respective cancer plans. METHODS: The evolution of the CCC approach and the history of the CCPI regional coalition are reviewed. The outcomes of the regional approach for cancer control in the USAPI are described to illustrate the possibilities, value-added and innovation of using a CCC strategy in a multi-national coalition based in a resource-limited environment. RESULTS: The CCC approach enabled the CCPI to (1) harmonize cancer control efforts between the six USAPI jurisdictions, (2) represent the USAPI cancer needs as a single voice, and (3) develop a regional cancer control strategy. Outcomes include (1) a regional cancer registry, (2) three sequential regional CCC plans, (3) leveraged resources for the USAPI, (4) enhanced on-site technical assistance and training, (5) improved standards for cancer screening, (6) evidence-based cancer control interventions adapted for the USAPI. CONCLUSION: The regional CCPI coupled with the CCC approach is an effective engine of change. The CCC strategies enabled navigation of the political, geographic, cultural, and epidemiologic Pacific environment. The regional partners have been able to harmonize cancer control efforts in resource-limited settings. Regional cancer coalitions may be effective in the global arena for cancer control between communities, states, or countries.

Comprehensive cancer control in the U.S.: summarizing twenty years of progress and looking ahead.

In order to celebrate the accomplishments of the Centers for Disease Control and Prevention's (CDC) National Comprehensive Cancer Control Program (NCCCP), the Comprehensive Cancer Control National Partners (CCCNP) developed this Special Issue on Cancer Causes and Control. This, the third Special Issue on Comprehensive Cancer Control (CCC), is a reflection of 20 years of building successful partnerships to prevent and control cancer; planning and implementing strategic cancer control; collaborating to address national cancer prevention and control priorities; evaluating efforts; sharing successes; and, in later years, serving as a model for global cancer control planning and implementation. The CDC currently supports cancer control planning and implementation in all 50 states, the District of Columbia, eight tribes or tribal organizations, and seven Pacific Island Jurisdictions and U.S. territories through the NCCCP. CCC is an approach that brings together multi-sector partners to address the cancer burden in a community collectively by leveraging existing resources and identifying and addressing cancer related issues and needs. The Comprehensive Cancer Control National Partnership (CCCNP), a partnership of national organizations, has been committed to supporting comprehensive cancer control efforts since 1999. We summarize the efforts described in this Special Issue. We also describe opportunities and critical elements to continue the momentum for comprehensive cancer control well into the future.

The Nine Habits of successful comprehensive cancer control coalitions.

The nine habits of successful comprehensive cancer control coalitions (Nine Habits) is a guide that outlines the key elements of successful comprehensive cancer control (CCC) coalitions. The guide was developed under the auspices of the Comprehensive Cancer Control National Partnership (CCCNP) and is based on evaluation including a literature review, qualitative and quantitative data collection from high-performing comprehensive cancer control coalitions. Comprehensive cancer control coalitions are made up of key stakeholders who come together to create a shared vision and shared plans to fight cancer, improve health outcomes, and reduce the burden from cancer. The CCCNP produced this guide to help coalitions maintain the health of their coalition efforts by providing tools to examine the key elements of successful coalitions, including leadership, membership, organizational structure, shared resources, and efforts in planning and communications. This paper provides information on how the guide was used by two states to rebuild their coalition and ultimately improve their efforts in improving health outcomes and reducing cancer burden. Lastly, the paper outlines future efforts to continue to support CCC coalitions in their work.

Evolution of comprehensive cancer control plans and partnerships.

This article explores how comprehensive cancer control plans and partnerships have evolved, over the past 20 years, to meet the ever-changing environment of cancer prevention and control. This evolution has resulted in plans that take a more focused approach in identifying cancer-related priorities and coalitions with structures that have been redesigned to better engage a more wide-ranging group of partners to help address the priorities. Presented in this paper are examples from three states that describe how recognizing the need for change has led to improved processes in updating a cancer plan; strengthened and more diverse partnerships; and coalition sustainment by leveraging and maximizing resources.

National cancer control plans: a global analysis.

There is increasing global recognition that national cancer plans are crucial to effectively address the cancer burden and to prioritise and coordinate programmes. We did a global analysis of available national cancer-related health plans using a standardised assessment questionnaire to assess their inclusion of elements that characterise an effective cancer plan and, thereby, improve understanding of the strengths and limitations of existing plans. The results show progress in the development of cancer plans, as well as in the inclusion of stakeholders in plan development, but little evidence of their implementation. Areas of continued unmet need include setting of realistic priorities, specification of programmes for cancer management, allocation of appropriate budgets, monitoring and evaluation of plan implementation, promotion of research, and strengthening of information systems. We found that countries with a non-communicable disease (NCD) plan but no national cancer control plan (NCCP) were less likely than countries with an NCCP and NCP plan or an NCCP only to have comprehensive, coherent, or consistent plans. As countries move towards universal health coverage, greater emphasis is needed on developing NCCPs that are evidence based, financed, and implemented to ensure translation into action.

Perspectives on Strengthening Cancer Research and Control in Latin America Through Partnerships and Diplomacy: Experience of the National Cancer Institute's Center for Global Health.

According to the Pan American Health Organization, noncommunicable diseases, including cancer, are the leading causes of preventable and premature death in the Americas. Governments and health care systems in Latin America face numerous challenges as a result of increasing morbidity and mortality from cancer. Multiple international organizations have recognized the need for collaborative action on and technical support for cancer research and control in Latin America. The Center for Global Health at the US National Cancer Institute (NCI-CGH) is one entity among many that are working in the region and has sought to develop a strategy for working in Latin America that draws on and expands the collaborative potential of engaged, skilled, and diverse partners. NCI-CGH has worked toward developing and implementing initiatives in collaboration with global partners that share the common objectives of building a global cancer research community and translating research results into evidence-informed policy and practice. Both objectives are complementary and synergistic and are additionally supported by an overarching strategic framework that is focused on partnerships and science diplomacy. This work highlights the overall strategy for NCI-CGH engagement in Latin America through partnerships and diplomacy, and highlights selected collaborative efforts that are aimed at improving cancer outcomes in the region.

From planning to implementation to outcomes: comprehensive cancer control implementation building blocks.

Since 2002, the US Centers for Disease Control and Prevention's Guidance for Comprehensive Cancer Control Planning has been an important driver of success in the development of comprehensive cancer control (CCC) plans among states, tribes, tribal organizations, territories and Pacific Island Jurisdictions. CDC's Guidance for Comprehensive Cancer Control Planning laid out a number of key action steps, or planning building blocks, that are essential to successful cancer plan development. Now, all 50 states and many tribes, tribal organizations, territories and Pacific Island Jurisdictions are actively implementing their comprehensive cancer control plans. This article describes a new set of key actions aimed at assisting CCC coalitions with systematic implementation of their cancer plan priorities--implementation building blocks for comprehensive cancer control.

The CCC National Partnership: an example of organizations collaborating on comprehensive cancer control.

The landscape of cancer control has changed throughout the past 12 years and continues to change even more so as health reform is implemented in the United States. With the advent of health reform, coalitions, such as comprehensive cancer control (CCC) coalitions, are more important than ever if the intended benefits of reform are to be realized. Comprehensive cancer control (CCC) coalitions in state, tribe, territory, and Pacific Island Jurisdictions are "engines of change" and form a network that can facilitate important cancer control progress throughout this country. Since the onset of CCC efforts, the vitality of this network of coalitions and their sustainability has been the primary focus of a group of national organizations, now known as the Comprehensive Cancer Control National Partnership (CCCNP). The CCCNP is national organizations who come together voluntarily to develop strategies and resources that support implementation of CCC coalition plans across the nation.

In conclusion: the promise of comprehensive cancer control.

THE PROMISE OF COMPREHENSIVE CANCER CONTROL: Operationally, comprehensive cancer control (CCC) brings together diverse experts and interested partners to review together the cancer experience of their community, to identify key areas in need of improvement, to develop collaborative approaches to address individual and system changes and strategies to meet the needs of the population, and to combine resources - fiscal, relational, and intellectual - to maximize positive outcomes. Specific positive outcomes related to CCC are as follows: Comprehensive cancer plans; A cadre of collaborating partners; Support for the continuum of cancer-related functions and needs; New opportunities to learn and build skills; Coordinated appeals for federal, state, and private resources; Combined strategies to address major system changes that individual programs could not hope to address on their own; and Greater impact than single programs or partners could accomplish alone. A NUMBER OF FACTORS CAN AT TIMES IMPEDE SUCCESS: Sustainability; Resources; and Competition. Continuing the extraordinary progress of the past 5 years will fundamentally alter the trajectory of cancer and the burden of this disease in the United States. The readers are challenged to add their voices, skills, resources, perspectives, connections, and passion to this remarkable effort.