1. DC CANCER CONSORTIUM
Working together to saves lives in the
District of Columbia Metro Area

2. DCCC’s Mission
DCCC’s mission is to harness the
power of collaboration in reducing
cancer deaths.
Guided by a five-year Cancer Control
Plan, we are uniquely positioned to
marshal the extraordinary healthcare
and community resources of the DC
Metro Area in order to save lives,
especially among populations where
cancer diagnoses and mortality are
disproportionately high.

3. CANCER IN THE DC METRO AREA
The Issues

4. Each Year in the District
2,700 residents are diagnosed with cancer
1,100 lives are lost to the disease
700 people die from tobacco-related illness

5. The Issues
• Certain cancers hit Washington, DC particularly hard…
Deaths from some major types of cancer (breast, cervical,
colorectal, lung, and prostate) are higher in DC than in much of
the nation as a whole.*
• Inequities in access to care account for much of the difference.
Minority residents of DC are significantly more likely than white
residents to die from these types of cancer.**
(*Centers for Disease Control and Prevention and **DC Cancer Registry.)

6. The Issues
• DC has one of the country’s highest cancer mortality rates,*
lower than only five of this country’s poorest states.**
• Cancer mortality in the District is highest in wards 5, 7, and 8,
those with the highest concentrations of African Americans
and low-income residents.***
*National Cancer Institute, 2011;
** U.S. Census, 2011, “Median Household Income, 2008”;
*** DC Cancer Registry, 2011

7. The Issues
• Despite one of the nation’s highest insured populations and
some of the country’s best hospitals, access to cancer
specialists remains a challenge for DC’s low-income population.
• The District collects more than $35 million each year from
cigarette taxes and tobacco-related revenue.
• The District currently spends ZERO local dollars on cancer and
only $500,000 on tobacco programs
• Tobacco-related health costs alone top $600 million each year
in the District.

8. Solutions
Guided by a five-year Cancer Control Plan, DC
Cancer Consortium is uniquely positioned to
marshal the extraordinary healthcare and
community resources of the DC metro area
through advocacy, capacity building,
collaboration, education, grantmaking, outreach
and research.

9. 2011-2016 DC Cancer Control Plan

10. Cancer Control Plan Implementation
What Is Needed to Produce Change?
A true sense of ownership of the Plan
Not only by the members of the Consortium but also by the leadership
structure of the City. Each member organization, individual stakeholder,
executive branch agency, and legislative representative must be—and feel
like—a necessary part of a systemic change process, working not only within
an individual entity but as an integral and inseparable part of a coalition
making an enormous difference in the local cancer burden.

11. Cancer Control Plan Implementation
What Is Needed to Produce Change?
Data for measurement and process improvement
While this may seem a simple requirement, it involves challenges such as the
sharing of potentially proprietary information, the improvement of legacy
information systems, and the expansion of traditional data elements within
the HIPAA framework.

12. Cancer Control Plan Implementation
What Is Needed to Produce Change?
Resources
Private and public funding sources will need to be engaged to support the
educational, service, and other initiatives outlined in the plan. However,
dollars are only one of the necessary resources. Others include innovations in
collaborating, and coalition-building among new partners—all with an eye
toward breaking out of parochial “silos” and working toward common public
health goals. Stakeholder organizations must self-inventory internal
resources—physical, human, organizational—that can contribute to achieving
the plan’s goals.

13. Cancer Control Plan Implementation
Resources Needed to Fund the Plan
Annual funding needs for the DCCC’s core programs total about
$9 million. Costs to implement the entire five-year plan total
about $45 million.
Of the totals, about 42.5 percent is devoted to initiatives that
support the overall plan, about 46.5 percent goes for disease-
and program-specific projects, about 11 percent is for DCCC
operations.

14. Cancer Control Plan Implementation
DCCC’s Recommendation
The District must make a substantial annual investment of no less
than $10 million each year to fund the Cancer Control Plan.
DCCC has proposed… and is advocating for… creation of a DC
Cancer Control Fund and asking that District Government support
it with a minimum of $10 million each year from tobacco taxes
and related revenues.

15. You Can Help!
DCCC can maintain essential
cancer-fighting programs
with help from supporters like you.

16. You Can Help – Here’s How
Speak Up
Contact your DC Council Member and ask them to
invest in cancer control by creating the DC Cancer Control Fund
and supporting it with a minimum of $10 million each year.

17. You Can Help – Here’s How
Learn More
Visit our website at: www.dccanceranswers.org
Find DC Cancer Consortium on Facebook
Follow us on Twitter@dccancer

18. You Can Help – Here’s How
Volunteer
Distribute outreach materials, sign a petition, help with office
support, or host a fundraiser.
Email volunteer@dccanceranswers.org to learn more.

19. You Can Help – Here’s How
Donate
Support our programs by making
a contribution online at
www.dccanceranswers.org
Or contact DCCC at:
202-821-1933

20. PART 2
ORGANIZATIONAL OVERVIEW
FOR SELECT AUDIENCES

21. DC CANCER CONSORTIUM
Organizational Overview

22. Membership
More than 75 members, including:
• Advocacy Organizations
• Cancer Centers
• Cancer Survivors
• Community-based Organizations
• Government Agencies
• Public Health Agencies

23. DCCC’s Strength
DCCC is demonstrating the power of collaboration in fighting
cancer in the DC Metro Area, bridging established cancer
organizations with grassroots communities.
We have:
• Engaged disparate stakeholders (e.g., regional cancer centers,
policymakers, and local government) to focus on collaborative
cancer control strategies
• Successfully driven development of the DC Cancer Control
Plan
• Fulfilled our initial grant-making function to fund and build
the capacity of a network of community groups that deliver
services to underserved populations.

24. DCCC’s Role
Within the framework of the Cancer Control Plan, DCCC has five
distinct roles:
1. Convening and facilitating collaborative cancer control efforts
2. Strategic grant-making that focuses on increasing equity in
access to care
3. Advocacy of systemic changes (e.g., reimbursements,
research) that impact access to care
4. Translation and dissemination of cancer evidence-based
findings through training, education and funding
5. Providing technical assistance and capacity building to
strengthen community groups delivering relevant services.

25. DCCC’s Vision
By 2021, DC Cancer
Consortium will be widely
recognized as a leader in
cancer control, developing and
sharing models for
collaborative planning and
strategies of value to
municipalities and regions
across the nation.

26. DCCC web site

27. DC Cancer Answers
The DC Cancer AnswersSM phone line provides
support to newly diagnosed cancer patients and their
caregivers to answer questions about counseling,
insurance, nutrition, and more. Through our
partnership with the American Cancer Society, the
George Washington Cancer Institute and the Citywide
Patient Navigation Network ensures that cancer
patients have access to life-saving care, regardless of
ability to pay.

28. Community Resource Guide
The DCCC Community Resource Guide is an
extensive, up-to-date compilation of reliable
information to help and support people with
cancer, caregivers and healthcare professionals
throughout the DC metropolitan area.
Download a FREE copy
today by visiting
www.dccanceranswers.org
and clicking UNDERSTAND
+ Publications.

29. Improving Access to Care:
DCCC Transportation Guide

30. DCCC CONSORTIUM ORGANIZATION CHART 2012
DC CANCER
Organization Chart
DC Cancer
Consortium
Board of Directors
Executive Director
YaVonne Vaughan
Deputy Director
and CDO
Robert Grom
Director of Finance Director Program
Monitoring and
David Castaneda Evaluation
Courtney Clyatt
Policy Manager Communications Grant Writer Development Development
Stuart Berlow Manager Carrie Feehan Specialist Coordination
Lisa Bass Lisa Yearwood Jessica Nazar
Finance Intern
DC Pediatric
Palliative Care
Collaboration
Board of Directors
KEY
Direct reports
In-direct reports
DCCC – DCPPCC Board Liaison and Administrative Oversight

31. Finances FY 2010

32. Finances FY 2011