C/Can 2025 City Cancer Challenge Changing the future of cancer in urban populations
A concrete response to the Sustainable Development Goals
Our vision A world where cities deliver quality, equitable cancer care to save lives
Our mission The Challenge The Union for International Cancer Control (UICC) is spearheading an ambitious new challenge to support cities to accelerate equitable access to quality cancer services. C/Can 2025: City Cancer Challenge is engaging all city stakeholders in the design, planning and implementation of cancer care solutions, meeting the urgent need to move beyond political commitments made at the global level, to improve access to essential cancer medicines and technologies. 2025 provides a concrete time-bound marker which the health and development communities should be working towards collectively on the road towards 2030 and the SDG target of one-third reduction in premature deaths from non-communicable diseases (NCDS). For cities involved in the initiative, the pathway to achieve a sustainable cancer treatment solution will include: •
Coordinated engagement of stakeholders
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Capacity building and technical assistance
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Solutions developed based on evidence
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Quality infrastructure and services
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Sustainable finance mechanisms.
Build a collective movement of cities supported by a network of global and local partners to deliver quality, equitable and sustainable cancer treatment solutions for all
Why major cities Today, 54% of the world’s population live in urban environments, and this is expected to rise to 66% by 2050. As the world continues to urbanise, sustainable development challenges will be increasingly concentrated in cities, particularly those experiencing rapid growth. At the same time, cities offer important opportunities to expand access to health services. C/Can 2025 is transforming the global cancer treatment paradigm by engaging with cities with a population greater than one million to dramatically increase the number of people around the world with access to quality cancer services.
City focused:
Collective action:
Catalyst:
The initiative is designed for cities, to be led by cities
A unique model to change how city stakeholders work together to address cancer
Bringing technical expertise to cities, to spark collaboration, coordination and foster sustainable solutions
The C/Can 2025 process
Key Learning Cities
Cities engaged in C/Can 2025 will be supported over two years to:
Critical to C/Can 2025 achieving its mission is learning how to best work with cities to improve access to quality cancer treatment and care, particularly in low- and middle-income countries (LMICs) where the need is greatest.
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Identify and engage all relevant stakeholders in the C/Can 2025 process including government (local, regional, national), civil society, academia, healthcare facilities and professionals, private sector Undertake a comprehensive city-wide assessment to identify current gaps, needs and priorities for developing sustainable cancer care solutions in the city
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Develop a costed activity plan
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Depending on the activity, identify appropriate channels for technical assistance and capacity building, partnerships/collaboration locally, regionally and internationally, one-off investments, and/or longer term financing solutions to support implementation of the city plan
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Develop a framework to monitor and evaluate progress and measure impact.
“Through C/Can 2025, we are now part of this global effort and working in partnership with UICC to strengthen our national health system and reduce the burden of cancer.” H.E. Dr Myint Htwe, Union Minister, Ministry of Health and Sports, Myanmar
To this end, activities began in 2017 with four Key Learning Cities: Asunción in Paraguay, Cali in Colombia, Kumasi in Ghana, and Yangon in Myanmar. These cities were selected based upon a rigorous set of criteria, including their potential to provide insights on how the international community, local civil society, and public and private sector can best work together to implement the shared ambitions of the city and C/Can 2025. To read about the progress made in each of the Key Learning Cities, please visit www.uicc.org/CCan2025.
Challenge Cities C/Can 2025 is now scaling-up support to reach a wider network of cities, in every region. Challenge Cities benefit from the insights gained from the work undertaken in the Key Learning Cities including challenges faced and drivers of success. These learnings are also shaping the development of a suite of capacity building tools, guidance documents and technical assistance packages. Through an open application process, cities are invited to join the initiative as ‘Challenge Cities’. Reviewed against a set of criteria to assess their eligibility and readiness to participate, up to 15 cities of varying sizes, geographic regions, income-settings, and cancer care contexts will be selected over the next two years, the first of which, Kigali, Rwanda, Porto Alegre, Brazil and Tbilisi, Georgia having been announced mid-2018.
Who’s involved C/Can 2025 is mobilising and engaging a truly multisectoral group of stakeholders, who provide expertise, in-kind and financial support during all phases of the initiative’s design, development and implementation at global, regional and city levels. Key partners of C/Can 2025 represent stakeholder groups essential to the success of the challenge, including NGOs, professional associations, UN agencies, bilateral and multilateral agencies, private companies, governments and city leaders. C/Can 2025 partners include Access Accelerated (representing 24 global biopharmaceutical companies) AdvaMed (representing Varian, Elekta and Accuray), the American Society of Clinical Oncology (ASCO), American Society of Clinical Pathology (ASCP), Amgen, Direct Relief, Icon Group, Sanofi Espoir Foundation, the National Cancer Institute - US, the University of Pittsburgh Medical Center (UPMC), the World Bank and the World Economic Forum.
City Health Financing Lab The City Health Financing Lab is being developed to support C/Can 2025 cities to access innovative financing solutions for their cancer priorities that require significant resources and novel approaches. The Lab will deliver technical assistance through a series of consultations to help cities design sustainable business models and secure blended financing for some of the major priorities identified through the C/Can 2025 activity planning and categorisation process.
“As part of the C/Can 2025 initiative, the Valle del Cauca and city of Cali are working together with support from UICC to improve access to timely treatment and quality cancer care. Building on the commitments and attention that are being generated at a global level, the Valle del Cauca department and its capital city have a unique opportunity to become a model not only for the country, but for the Latin America region in the fight against cancer.” Dr Maria Cristina Lesmes Duque, Departmental Secretary for Health, Valle del Cauca
For more information Contact CCan2025@uicc.org Visit www.uicc.org/ccan2025 Follow #CCan2025 #CityCancerChallenge
C/Can 2025 City Cancer Challenge Progress and achievements July 2018
Since the launch of C/Can 2025 in Davos in January 2017, with the support of our partners, we have implemented localised action in four cities that will improve access to and quality of cancer treatment and care for over 25 million people.
To date, progress and achievements have been made in five key streams of work which are critical to the long-term success and sustainability of the C/Can 2025 initiative.
Many milestones have been achieved, and through the outstanding engagement of the first C/Can 2025 cities, we have learned how to accelerate progress and increase the scope of impact.
1. City-led improvement of quality infrastructure and services for cancer treatment and care
Based on lessons learned in the four Key Learning Cities and the feedback from those who have undertaken the assessments, the C/Can 2025 methodology from the needs assessment through to prioritisation, planning, and financing is being refined and documented to create an effective model that can deliver results and impact on a larger scale.
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Activities are underway in four ‘Key Learning Cities’ as part of a first phase of learning how best to work with cities, particularly those in low- and middle-income countries. Asunción, Paraguay and Cali, Colombia joined in early 2017, followed mid-year by Yangon, Myanmar and Kumasi, Ghana in early 2018.
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City Executive Committees have been established in every Key Learning City, representing a total of 75 highlevel local and national decision-makers, from both the public and private sector, leading C/Can 2025 activities in their respective cities.
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Three cities have completed the needs assessment process, produced comprehensive situation analysis reports, and are now focused on prioritisation and activity planning. One city is currently finalising the needs assessment.
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Over 1,000 health professionals and 800 patients have been directly involved in the city-wide needs assessments.
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City Mangers have been appointed in each Key Learning City to support city-level implementation by providing on-site administrative and logistical support to key city stakeholders.
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As part of the scale-up of support to a wider network of cities in every region, three ‘Challenge Cities’ have been selected to join following a call to action in late 2017: Kigali, Rwanda, Porto Alegre, Brazil and Tbilisi, Georgia.
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A rigorous application process was developed to ensure that the selection of Challenge Cities is evidence-based and equitable, including pre-defined criteria of merit, and due diligence visits.
International public and private organisations have been mobilised as C/Can 2025 partners to deliver technical assistance to the cities, and are now working on the ground in the Key Learning Cities.
“Consensus building between the public and private sector is required to make lasting progress. Paraguay should use C/Can 2025 as a laboratory to then drive health system reform.” Santiago Peña, former Minister of Finance of Paraguay
Immediate Next Steps An additional Challenge City will be announced in Q3/4 of 2018, and a new targeted call for applications will be launched in October 2018 to identify the next set of Challenge Cities.
2. Technical assistance to enhance capacity of healthcare professionals and key stakeholders •
Over 50 international public and private organisations have been mobilised as C/Can 2025 partners to deliver technical assistance to the cities. This includes government agencies, UN agencies, professional associations and private companies.
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Three organisations have started working on the ground in Key Learning Cities providing technical assistance (ASCP, ASCO, and IAEA).
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Four capacity building workshops in communications and messaging have been run supported by Access Accelerated and Weber Shandwick to strengthen the skills of city, regional and global C/Can 2025 teams and key stakeholders.
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Two guidance documents on stakeholder management and the needs assessment process have been developed to support incoming Challenge Cities.
Immediate Next Steps Methodology for the provision of on-site technical assistance is being developed and will be tested in Yangon and Kumasi. We will continue to develop tools and resources for Challenge Cities, including capacity building workshops and an operational guide for C/Can 2025.
3. Coordinated engagement and collaboration of multisectoral stakeholders •
National and regional Ministries of Health in the four Key Learning Cities have demonstrated their commitment to C/Can 2025 through signed MoUs. The Heads of State of each country are also informed and committed to the initiative, and open to exploring the potential to scale up nationally.
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City-to-city collaborations have been fostered, including experts from the National Cancer Institute in Cali providing technical support to the city of Asunción in their implementation of the C/Can 2025 process.
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Local representatives of pharmaceutical and radiotherapy companies have proven to be essential to encourage local level engagement of stakeholders, including within government, and mobilising the media.
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The UN Secretary General highlighted C/Can 2025 as an example of successful public-private partnerships in his preparatory report for the 2018 UN High Level Meeting on Non-communicable Diseases (NCDs).
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Engagement of the President of Uruguay as a C/Can 2025 Ambassador.
Immediate Next Steps Continued efforts to develop and scale-up models for city-to-city learning and collaboration using a regional approach.
4. Sustainable financing solutions for cancer treatment and care All cities to date have highlighted the need to secure financing to address specific gaps identified through the needs assessment process. In response to this identified need, the C/Can 2025 team has conducted the following activities:
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Commissioned a comprehensive market assessment to analyse the need for and opportunity to advance sustainable financing for NCD infrastructure in low- and middle-income countries through impact investing.
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A City Health Financing Lab (CHFL) was launched in March 2018 to support cities in low- and middleincome countries with the technical assistance required to access new and innovative financing solutions for their cancer priorities. CHFL delivers technical assistance through a series of consultations to help secure blended financing and cultivate a pipeline of impactful deals to attract new financing for cancer and other NCDs.
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30 sustainable financing experts are now engaged in the CHFL network.
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Two cities (Cali and Asunción) are working closely with the CHFL team to select and address 2-3 priority areas where sustainable financing is the major implementation barrier.
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A regional meeting on ‘Financing Sustainable Cancer Control Solutions in Latin America’ was hosted by C/Can 2025 and the Presidency of the Oriental Republic of Uruguay, bringing together over 30 international global health and health finance experts.
Immediate Next Steps The CHFL will continue to provide technical assistance to Key Learning Cities to identify sustainable and innovative financing solutions for their most challenging cancer priorities. Simultaneously, the team will be developing the CHFL model into a scalable offer for the incoming Challenge Cities.
“Through C/Can 2025, the city of Kigali has the opportunity to deliver a more effective cancer treatment solution leveraging existing infrastructure at different levels of the healthcare system in the city, as well as a good partnership with stakeholders, particularly civil society, implementing cancer and NCD related activities.” Patricia Muhongerwa, Vice Mayor in charge of Social Affairs, City of Kigali
5. Measuring progress and impact for evidence-based improvement and innovation C/Can 2025 is committed to ensuring that our ambition to deliver quality, equitable and sustainable cancer treatment solutions is monitored and evaluated, with learnings captured, in a framework that is useful to all stakeholders. Several milestones have been met:
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A Theory of Change developed and validated with experts to outline how C/Can 2025 is intending to have an impact on reducing cancer mortality by 2030 in support of SDG 3.4. This forms the foundation of the initiative's strategic planning and programme development, as well as monitoring progress, measuring impact and evaluations.
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Ongoing development of an innovative and participatory Monitoring, Evaluation and Learning (MEL) Framework that measures progress and impact using a global C/Can 2025 results framework, whilst also collaborating closely with cities to develop their own monitoring, evaluation and learning strategies.
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Consultations are ongoing to define a core set of indicators that can be reported on by all C/Can 2025 cities on access to and quality of cancer care.
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A pilot data mapping platform is under development. Organisational-level key performance indicators and metrics have been defined and are being validated through ongoing consultations.
Immediate Next Steps Roll-out of MEL framework and generation of quantitative and qualitative data from a network of cities that contributes to an evidence base for delivering sustainable, quality, equitable cancer care in cities. In the next 12 months we anticipate being able to report a set of high level metrics to show progress which will include:
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Number of people supported through C/Can 2025 technical assistance activities.
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Number of tools (guidance, standards, systems) developed for cancer care as result of C/Can 2025 technical assistance.
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Number of actions under development or developed and implemented through city stakeholder collaborations with a demonstrable contribution of C/Can 2025.
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Percentage of C/Can 2025 cities collaborating with other cities to improve cancer treatment and care.
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Number of case studies on processes and results of cityto-city collaboration shared with partners.
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Number of philanthropic grants committed.
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Number of people actively using data/information produced by C/Can 2025.
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Improvements in access to and quality of cancer care in C/Can 2025 cities based on a core set of indicators covering health workforce, evidence-based protocols and multidisciplinary care, data acquisition and management, safety and occupational hazards and care pathway.
Total amount of new dollars (financial resources from newly identified or engaged sources) committed or forecast to be committed.
The next 12 months It is still early days for C/Can 2025 and we have learned much from the first Key Learning Cities on how best to mobilise action to address cancer treatment and care. Nonetheless progress has been excellent with all cities fully engaged in assessing their needs, identifying gaps and engaging local and international organisations to support them. In the next 12 months we will: 1. Expand the number of Challenge Cities working with C/Can 2025. 2. Implement a monitoring and evaluation framework which will allow us to report progress and impact achieved in each city and globally. 3. Accelerate the way in which we assist cities identify and secure the funding required to implement their plans. 4. Transition C/Can 2025 to a new organisational model which supports the ambitions of the initiative and gives scope for stakeholders to play a more active role in the governance.