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Presenting: Board Orientation THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel Skylands/Gateway Room 8:00 a.m. NEW BOARD OF DIRECTORS MEMBER ORIENTATION Friday, June 27, 2008, 8:00 a.m. Officers and President LLS Executive Management Team David Frantze, Chair, Board of Directors Steven Hooker, Chair-Elect, Board of Directors Margaret Anderson, Vice Chair Resource Development Armand Keating, MD, Vice Chair Medical & Scientific Affairs Marie Lauria, Vice Chair Patient Services Paul Cienki, Vice Chair Field Relations Thomas Hunter, Secretary/Treasurer Teckla Rhoads, Chair, Board of Representatives John Kellenyi, Vice Chair, Board of Representatives John Walter, President & CEO Jeff Como, Chief Information Officer Louis DeGennaro, PhD, Chief Scientific Officer Bart Kamen, MD, PhD, Chief Medical Officer Nancy Klein, Chief Marketing & Revenue Officer Steve Messinger, Sr. VP, Human Resources Jimmy Nangle, Chief Financial Officer George Omiros, Acting Sr. VP, Field Development David Timko, Sr. VP, Growth Initiative Chapters New Board Members James Beck Claude Geoffrey Davis Raanan Horowitz Louise Warner Agenda Sections 1 through 6: (Previously Provided) About the Organization Section 1 Overview of Organizational Structure Section 2 Overview of Committee Structure Section 3 BOD Roles & Responsibilities Section 4 Board of Representatives Section 5 The Leukemia & Lymphoma Society of Canada Section 6 ********************************************************************************************************************* Welcome and Introduction Kevin Ryan & Tom Snyder Society Goals & Vision Section 7 North Star 2015 Vision John Walter 2008-2011 Strategic Plan Overview of Departments Section 8 Marketing & Communications Nancy Klein Human Resources Nan Giblin Field Development George Omiros Finance & Financial Reports Jimmy Nangle, JR Miller, John Hagens Mission Areas Section 9 Patient Services Hildy Dillon Advocacy George Dahlman Research Lou DeGennaro, PhD, Barton Kamen, MD, PhD Reading & Informational Board Materials Q&A Message from BOD Chair David Frantze Thoughts from BOD Chair-Elect Steven Hooker Closing Remarks Tom Snyder & Kevin Ryan Section 1 About the Organization About the Organization OUR MISSION Cure leukemia, lymphoma, Hodgkin’s Disease and myeloma, and improve the quality of life of patients and their families. About the Organization Chronology of Significant Society Events 1949 Founding of Robert Roesler de Villiers Foundation by Rudolph and Antoinette de Villiers. Their 16-year-old son, Robbie, succumbed to leukemia five years earlier. 1955 Name changed to The Leukemia Society, Inc. Antoinette serves as president. 1956 • First solicitations of contributions • First chapter established in Brooklyn, NY • Medical and Scientific Advisory Committee (MSAC) formed 1958 First national executive director, with focus on supporting the MSAC and developing chapters and fundraising 1959 First conference of chapter representatives 1961 • 38 chapters in 41 states • $838,000 in annual contributions, with 50 percent dedicated to research • Patient financial aid program established 1964 Defeat of a proposal to merge with the American Cancer Society because of financial problems 1966 Name changed to The Leukemia Society of America, Inc. 1970 Society converted to single corporation 1983 Retirement of Meade Brown, the fourth national executive director (1968-1983). In 1982, annual revenue reached $16.3 million and research funding $2.9 million. About the Organization Chronology of Significant Society Events ® 1988 Team In Training conceived by Westchester County volunteer Bruce Cleland. First team ran NYC marathon and raised $326,000. 1993 Society near bankruptcy. New volunteer and staff leadership installed. Dwayne Howell named President. Total revenue $34.1 million, research $5.7 million, net assets $1.4 million. 1995 Research program grants awarded, one of which went to Brian Druker, M.D. on STI-571 First Translational ® (Gleevec ) as treatment for Chronic Myelogenous Leukemia (CML) Information Resource Center (IRC) launched Patient services managers in all chapters Government relations program launched 2000 Specialized Center of Research (SCOR) program launched Name changed to The Leukemia & Lymphoma Society 2004 Leukemia Research Fund of Canada becomes Canadian Division of The Leukemia & Lymphoma Society 2005 Governance structure changed from Board of Trustees (108 positions) to Board of Directors and Board of Representatives Total revenue $218.6 million (excluding Canada) 2007 Co-Pay Program was launched The Therapy Acceleration Program began Society close the books with close to $300 million in total public support & Revenue as the worlds largest private fundor of blood cancer research Stands rd 3 largest Voluntary Health Agency behind the American Heart Assoc & American Cancer 2008 John E. Walter named President and CEO of The Leukemia & Lymphoma Society, April 6, 2008 Section 2 Overview of Organizational Structure Overview of Organizational Structure Board Structure Board of Directors (BOD) Officers* Chair (July 1, 2008 – June 30, 2010) Steven Hooker Vice Chair** Armand Keating, M.D. Paul Cienki Marie M. Lauria, M.S.W. Margaret H. Anderson Thomas Hunter David W. Frantze Vice Chair for Medical and Scientific Affairs Vice Chair for Field Relations Vice Chair for Patient Services Vice Chair for Resource Development Secretary/Treasurer Past-Chair *As of July 1, 2008 **Newly elected officers as of July 1, 2009: one-year term; elected July 1, 2010: two-year terms Overview of Organizational Structure Board Structure Elected Board Members, Chapters and Terms Term Expiring June 30, 2009 Term Expiring June 30, 2010 Term Expiring June 30, 2011 Margaret Anderson, Kentucky & S. Indiana Alexandra Mayes Birnbaum, New York City James Beck, W. PA and W. Virginia* Paul Cienki, Rhode Island Robert Cantley, Greater SF Bay Area Scott Carroll, Southern Ohio* Michael Copley, San Diego/Hawaii Jorge Cortes, Texas Gulf Coast* Claude Geoffrey Davis, Greater SF Bay* Timothy Durst, North Texas * James Davis, National Capital Area* Thomas Fitzpatrick, Massachusetts David Frantze, Mid-America Paul Frimmer, Greater Los Angeles Alan Gewirtz, M.D. Charles Inglefield, Northern Ohio Marie Lauria, Eastern North Carolina Steven Hooker, Oregon & SW Washington Armand Keating, Greater Toronto Area* Steven Lilly, National Capital Area* Raanan Horowitz, N. Texas* Dennis Marco, Northern New Jersey Michael Long Thomas Hunter, Gateway W. Stratford May, Jr., M.D., Ph.D., N. Florida Kevin Ryan, Eastern Pennsylvania John Kamins, Michigan James McKinnis, North Texas * Mary Simmonds, Central Pennsylvania* Norbert Sieber, Southern Florida Naomi Rosenberg, M.D. Thomas Snyder, Tennessee Louise Warner, N. Ohio* Charles Wiener, Long Island* Kathryn West* Michele Wong, Greater Sacramento Area * Eligible for reelection Overview of Organizational Structure Board Structure Board Composition • Thirty-six Board members, three life members*, four emeritus directors** • Three-year term • Two consecutive terms • Board Development Committee (BDC) leads recruitment and nominating process *Rodman Myers, Jay Silver, William Ward **Larry Ellis, Robert McDonald, William Reimers, Robert Yacobi Overview of Organizational Structure Board Structure BOD Members & Officers Election Process The BDC is charged with identifying, cultivating and nominating, from within and outside LLS, strong prospects for Board service. Within a seven-month period, the committee: • Informs the BOD, the Board of Representatives (BOR), chapter presidents and executive directors of the open positions for officers and members of the BOD and BDC, with details of the application process • Seeks internal and external candidates • Informs current BOD members who are eligible for renomination • Obtains and reviews applications, letters of recommendation; personal contacts are made and due diligence on each candidate is completed • Holds in-person interviews with candidates for officer positions only • A slate, along with copies of the application, is provided to all BOD members of nominees for officer and BDC positions • A slate is provided to all BOR, BOD, chapter presidents and executive directors of nominees for the BOD positions with their application, letters of recommendation and information regarding the petition process • Prior to the election, all BOD and BOR members receive a copy of the Voters Guide, which includes data on all nominees Overview of Organizational Structure Board Structure Board Calendar Board Meeting Dates • Nov. 5-8, 2008, BOD and Strategic Leadership Conference, Kansas City, MO • Feb. 27-28, 2009, BOD Meetings • April 25-28, 2009, BOD and BOR Meetings in Conjunction with Mission Days, Alexandria, VA • June 26-27, 2009, BOD Meetings Overview of Organizational Structure STAFF STRUCTURE AND SENIOR MANAGEMENT Section 3 Overview of Committee Structure Overview of Committee Structure Overview of Committees Standing Committees and Chairs Executive Committee, Steven Hooker Audit Committee, Margaret Anderson Finance Committee, Thomas Hunter Board Development Committee, Tim Durst Overview of Committee Structure National Committees Awards Committee Corporate Partnering and Communications Donor Development Committee, Vice Chair for Resource Development Field Relations Committee, Vice Chair for Field Relations Investment Committee Legal Committee Medical & Scientific Affairs, Vice Chair for Medical & Scientific Affairs Patient Services Committee, Vice Chair for Patient Services Public Policy Research Portfolio Review Committee Strategic Leadership Committee Strategic Oversight Committee Therapy Acceleration Program Overview of Committee Structure Sub-committees and Task Forces The following groups work under the direction of the following committees: Therapy Acceleration Program Biotech Acceleration & Academic Concierge Subcommittee Clinical Trials Subcommittee Medical & Scientific Affairs Committee Career Development Subcommittee Professional Education Subcommittee Specialized Center of Research (SCOR) Subcommittee Translational Research Subcommittee Field Relations Committee Vision Task Force: Chapter Diversity & Cultural Transformation Implementation of Vision President Best Practices Section 4 BOD Roles and Responsibilities BOD Roles and Responsibilities Board Function Organizational Governance • Authority • Accountability BOD Roles and Responsibilities Key Roles of the Board – Sets Organizational Direction – Provides Oversight – Ensures Necessary Resources BOD Roles and Responsibilities Board Role Sets Organizational Direction Responsibilities: • Participates in regular strategic planning • Determines organization’s mission • Sets the vision for the future • Establishes organizational values • Sets major goals and develop strategies • Approves operational or annual plans BOD Roles and Responsibilities Board Role Provides Oversight Responsibilities: • Oversees financial management • Minimizes exposure to risk • Measures progress on strategic plan • Monitors and evaluates programs and services • Provides legal and moral oversight • Evaluates the chief executive (annually) • Evaluates itself (every two to three years) BOD Roles and Responsibilities Board Role Ensures Necessary Resources Responsibilities: • Ensures adequate financial resources • Promotes positive public image • Ensures the presence of a capable and responsible Board BOD Roles and Responsibilities Individual Board Member Responsibilities • Participates in the governance of the organization • Works on committees and task forces • Volunteers services to the organization outside of his/her Board work • Serves as ambassadors to the community BOD Roles and Responsibilities Individual Board Member Participates in Fundraising Activities Responsibilities: • Makes a personal financial contribution • Provides names of potential donors • Writes thank-you notes • Attends fundraising events • Acts as a resource to donor development and chief executive • Opens doors within corporate and foundation communities to assist national and local staff to advance fundraising efforts. BOD Roles and Responsibilities Individual Board Member Core Capabilities and Core Values Our volunteers and staff realize that the capabilities and values essential to attain the vision take years to develop. But they can erode rapidly in a turbulent environment or during serious internal conflict. Accordingly, we identify and practice the following behaviors to sustain our core strengths: • I invest time, money and other resources based on return on investment (ROI). • I challenge the status quo, and my ideas are welcome and heard. • I take responsibility for my own continuous learning, decisions and actions, and empower others to do the same. • I share information that provides significant benefits to others. • I collaborate with those who “have a stake” in my plans and actions, involve them in planning and evaluating my work, and respond effectively to their perspectives. • I take calculated risks and innovate to improve results in my work domain. • I collaborate with colleagues in other units and organizations to increase impact. • I take initiative to lead within my circle of influence. • I participate fully in teams whenever I can, sharing my perspective, responding to the views of others and emphasizing dialogue and collaboration in decision making. • I practice participatory management. • I am attentive to the circumstances and backgrounds of others, value their contributions and act in a manner respectful of our differences. BOD Roles and Responsibilities Individual Board Member Core Capabilities and Core Values • • • • • • • • • • • • • • • • I build inclusion in my department, function, unit and work teams. I propose and support change to achieve greater effectiveness. I get involved and offer assistance in areas where I can make a difference. I integrate the vision into all aspects of my work. I learn and apply best practices in campaign or program management. I empower others with information, opportunity and support. I capitalize on opportunities for leadership education. As I progress, I will develop leadership education and offer others opportunities for leadership development. I use facts and other relevant information as input to dialogue and decision making. I seek feedback and information from those around me to improve my performance and build my skills. I increase the productivity of the assets with which I work. I understand and take into account the strategies and objectives of LLS and challenge the effectiveness of my work in achieving them. I respond promptly and thoroughly to requests for key data, and I base my service and program advice, plans and evaluations on key data. I educate others in LLS’s vision and win their support for it. I continually strive for open and improved communication. I listen. I demonstrate commitment to inclusion and diversity. Section 5 Board of Representatives (BOR) Overview of BOR Board of Representatives Relationship to BOD The BOR is the representative body of the chapter to the BOD. The BOR shall represent the perspective and concerns of the field to the BOD and shall, through the representatives, be a liaison from the BOD to the field. Overview of BOR Board Structure BOR Officers – Fiscal Year 2009 Teckla Rhoads John Kellenyi Chair Vice Chair Overview of BOR Board Structure BOR Composition • • • • One representative from each chapter Must be a member of their chapter board Two-year term Two consecutive terms Overview of BOR BOR Goals • To help maximize the productivity of the volunteer organization nationwide • To provide field representation and feedback to the BOD to assure that future strategic decisions take into account the field’s experiences and perspectives on major organizational issues • To assure that local chapter volunteers and staff are aware of national strategic directions and major organizational issues and opportunities • To represent the field by voting on all proposed bylaw changes that would have impact on the field • To assure through the elective process that the BOD as a governing body is strongly connected to the priorities and perspectives of the nationwide volunteer organization Overview of BOR Roles and Responsibilities • • • • • • • • Representation on strategic issues, directions and policies that impact the field Feedback on their local chapter issues directly to BOR and to the BOD via BOR chair and/or BOD vice chair for field relations Feedback to home chapters on LLS-wide issues, directions and priorities Contribute financial support and access to resources To help identify, cultivate and recruit prospective new volunteer leaders Participate in and contribute to VTFs, committees, projects and conferences, when requested Communicate to home chapter (regionally, if requested) on the major organizational issues and opportunities that may affect them Participate in and support directions and priorities emanating from the following BOR meetings: 1. Spring meeting in Washington, DC, to include: • participation as LLS advocates at annual Mission Day activities • annual business meeting • annual forum of the BOR with the BOD 2. Fall conference (in alternating years) • biennial Strategic Leadership Conference (strategic plan development and feedback) • OR • biennial Volunteer Leadership Conferences (VLCs) (training, networking and sharing of best practices) Overview of BOR Roles and Responsibilities - Continued • • • • • • • • • • • All BOR representatives are automatically voting members of their home chapter’s board and executive committee, are required to attend those board meetings and should be active members of both bodies Participate in conference calls with members of the Field Relations Committee (FRC) between its meetings as needed Serve a two-year term and may be re-elected for a consecutive two-year term Elect all members of the BOD Vote to approve all proposed bylaw changes that would have impact on the field Serve as a representative on the FRC when appointed by BOD chair, in consultation with the BOR and FRC chairs. FRC chair or BOR chair will provide regular, structured feedback on LLS issues and developments to the BOD Chair of the FRC is an elected LLS officer and BOD member (vice chair for field relations) Vice chair of FRC is the elected chair of the BOR Elect the BOR chair and vice chair Compete and submit a signed Conflict of Interest yearly and an Anti-Discrimination and Harassment Policy at the beginning of their term on their chapter board. Have lead responsibility for liaison role with home chapter Section 6 The Leukemia & Lymphoma Society of Canada LLS of Canada The Leukemia & Lymphoma Society of Canada On March 6, 2004, LLS entered into an affiliation agreement with the Leukemia Research Fund of Canada and its name was changed to The Leukemia & Lymphoma Society of Canada, effective July 1, 2004. LLS of Canada Board Structure • There are between 15 and 25 directors on the LLS of Canada Board, with LLS having the right to nominate three directors from the LLS Board. • The term of office of each director shall be three years, with one-third of the Board being elected at each annual meeting. • The maximum number of consecutive terms for which a person may be elected shall be two. • A person must rotate off the Board for three years or more before being eligible for election. • The officers of LLS of Canada shall be president, vice president and secretary/treasurer • LLS has the right to approve each appointment to the offices of president and vice president. LLS of Canada LLSC NATIONAL BOARD CONTACT LIST Bob Rollwagen, President Jocelyn Beaudoin Kelly Boileau Karen Tidball Francis Bouchard Pierre Charbonneau Paul Cienki, LLS Sam Fleiser, Vice President André Galipeault Wayne Hanley Adrian Hartog, Vice President Walter Lumsden Alain Ménard Tony Reale Kevin Ryan, LLS Caren Sherman, Vice President Michael Sherrard, Secretary Jim Simpson George Vari Helel Vari Erik Yeo Presenting: Board Orientation THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel Sections 7 - 10 Section 7 Society Goals & Vision Society Goals & Vision North Star 2015 Vision What is the difference between a mission and a vision? How does the vision of The Leukemia & Lymphoma Society (the Society) relate to its strategic plan? The mission is a brief, compelling statement of why the Society exists, and in the broadest terms what it strives to achieve: “Cure leukemia, lymphoma, Hodgkin’s disease and myeloma, and improve the quality of life of patients and their families.” The mission statement does not identify how or when the Society’s purpose will be accomplished. The vision describes in more detail a desired future the Society aspires to create over a specific period of time. The time frame of the vision extends beyond the four-year time frame of a strategic plan. The vision framework also includes the core purpose, core values and bold goals the Society wants to achieve within that time frame. Society Goals & Vision To transform the world of blood cancer patients, the Society created a vision. A 2015 vision enables us to share a picture of the world that we strive to create; it brings urgency with a 10-year time horizon to achieve quantum improvements; and it delineates the outcomes we hope to accomplish within that time frame. The Society’s vision identifies the great differences that the Society will have made in the world experienced by blood cancer patients and their families and caregivers by 2015. It describes a cultural transformation and innovative changes to our business model that are essential to create the envisioned world. It is intended to help our volunteers and staff see their essential roles in achieving the outcomes we envision for patients and their families. The Society’s vision will guide two successive four-year strategic plans (2008-2011 and 2012-2015). These strategic plans will provide the specific directions we will follow and the measures we will use to evaluate our progress over those periods. Our strategic plans will indicate exactly how we pursue the vision. Society Goals & Vision “WHAT” North Star 2015 Vision “HOW” North Star 2015 Vision FY08-FY11 Strategic Plan FY09 Annual Enterprise Goals Board Goals Board Core Values & Capabilities Society Goals & Vision Transformational Changes In 2008-2011 Strategic Plan IN MISSION Accelerated therapies Participation in clinical trials Patient navigation throughout cancer journey Services to 50 percent of patients within of 30 days Society Goals & Vision Transformational Changes In 2008-2011 Strategic Plan In Resource Generation • $380 million in 2011 ($124 million over 2007 budget) Major increase in revenue and profitability • 10.3 percent annual compound revenue growth • 13.5 percent annual compound increase in program expenses • 8.2 percent annual compound increase in all other expenses Society Goals & Vision Transformational Changes In 2008-2011 Strategic Plan In Organization Transformed culture, world-class organization: • • • • • Vision in all of Society’s work Superior capabilities and core values Strategic collaborations and partnerships Better applications of technology Diversification that reflects communities we serve Society Goals & Vision FY 2009 Society-Wide Enterprise Goals 1. Accelerate progress toward vision by developing effective therapies, assuring access to optimal care, and engaging patients soon after diagnosis and helping them navigate their cancer journeys. Measures: – Support services are provided to 20,000* patients within 30 days of diagnosis. Key Strategies • • • Develop and implement navigation services in the IRC, complemented by grassroots implementation in 20 Chapters. Offer bilingual and culturally appropriate patient services support in 15 Chapters. Educate primary care/family practice clinicians to increase early detection of blood cancers and referrals to clinical trials – Two new blood cancer diagnostics or therapies advance into clinical trials Key Strategies • • One additional Clinical Trial Center alliance is established. Research program assessment and portfolio management align the research grants programs with mission goals. – Two new states provide insurance coverage for routine care in clinical trials. – Two new collaborations provide access to care for underserved patients. Society Goals & Vision FY 2009 Society-Wide Enterprise Goals 2. Develop people, operational capacity and culture to support achievement of strategic goals. Measures: – Recruit BOD Members to fill gaps in achieving strategic goals. – Implement a Human Resources Information System that aligns resource allocations with performance measures. – Design and implement vision advancement initiatives and leadership and succession planning programs. – Launch initiatives designed to elevate diversity, empowerment and accountability among volunteers and staff..[1] Key Strategies • Competency based interviewing for ED positions • Patient satisfaction evaluated via online survey • On-boarding program for employees • BOR Vision Task Forces – – Provide IT support that facilitates achievement of 75% or more of the 2009 performance measures.[2] Achieve continued improvement in staff survey ratings of organizational culture as compared to survey ratings in 2003, 2005 and 2007.[3] [1] Evaluative metrics will be established to assess effectiveness of initiatives in future years. [2] Ratings of 4.0+ (on 1-6 scale) awarded to IT for its support by staff who are accountable for achieving the measures. [3]The Denison Organizational Culture survey, which was used in 2003 and 2005, will be used again in 2009. Society Goals & Vision FY 2009 Society-Wide Enterprise Goals 3. Budget and achieve financial results that align with the strategic plan financial model. Measures: – Net Revenue growth is targeted to increase by $20M (vs. $10M budget). – Operational expenses are targeted to not exceed the budgeted increase of $8.3M, or 4.9%. – Mission expense growth is targeted to increase by $8M (vs. $6M budget), and the mission expense ratio is targeted to increase to 39.6% (vs. 39.2% budget). 4. Achieve $15million+ in net revenue growth from six revenue sources combined. Measures: – Major Gifts – TNT – LTN – S&Y – M/W – Corporate Support Society Goals & Vision Leading Transformational Change How can a chapter, department and individual impact the North Star 2015 Vision and the 2008-2011 strategic goals of LLS? • Alignment of plans, objectives and execution with the 2008-2009 Enterprise goals • Alignment of customer service, collaborations and HR processes and execution with cultural values and capabilities Society Goals & Vision How can cultural transformation be achieved? It’s a continuing process, not an event. Examples • • • • • Board recruitment and review incorporate values and fill gaps in capabilities Board recruitment includes diversity to reflect the communities we serve Staff recruitment includes values as well as diversity to reflect the communities we serve Program and event plans incorporate values Performance management reinforces demonstration of values and capabilities Society Goals & Vision How can cultural transformation be achieved? Examples • Recognition includes demonstration of superior capabilities (stewardship, relationships, innovation, leadership, knowledge applications, teamwork). • Collaborations facilitate access to patients, particularly “underserved populations,” and public policy power. • Interactions with donors, sponsors, patients and their families are treated as enrichments of continuing and growing service relationships. Society Goals & Vision As a result of changes we create in their world, • In 2015, blood cancer patients have better lives and greater hope and reassurance for the future. Section 8 Overview of Departments Overview of Departments Marketing/Communications Nancy Klein, Chief Marketing and Revenue Officer [email protected] 914-821-8812 Overview of Departments : M&C Marketing to Drive Profit Overview of Departments : M&C FY ’09 Economic Climate Considerations • Entering the new fiscal year in a challenging economy • Realistic goal setting but unwavering commitment to North Star 2015 Vision • Implement strategies that have highest potential for revenue at lowest cost Overview of Departments : M&C Evaluating Alternative Strategies on a Profit Map LOW REVENUE/ HIGH COST I HIGH REVENUE/ HIGH COST II Proceed with caution COST LOW REVENUE/ LOWCOST III HIGH REVENUE / LOW COST IV AIM HERE! REVENUE Overview of Departments : M&C Doing More with Less in FY 2009 Overview of Departments : M&C FY ’09 Priority Campaign Plans TNT – Build on successes: • Replicating the model of co- branded events with strong partners, Fall 2009 will mark the inaugural Nation’s Triathlon to benefit The Leukemia & Lymphoma Society in Washington DC, with plans to become the largest and best triathlon event in the U.S. Overview of Departments : M&C FY ’09 Priority Campaign Plans TNT – New products/line extensions to attract new corporate partners and participants: • Friends & Family corporate team opportunities are being added to help grow our circle of corporate partners • Also being considered are a sprint distance tri, a Girl Power sprint tri and a multi-day cycle event Overview of Departments : M&C FY ’09 Priority Campaign Plans TNT – Proactivity: A system to identify, analyze and remediate reasons for underperformance has been implemented to affect fast turnarounds before problems become major Overview of Departments : M&C FY ’09 Priority Campaign Plans Light The Night Walk – Ramp up low-cost marketing and volunteerism for existing segments: • Grow Friends & Family Teams this year by letting this audience know how special they are: – Pilot tests being conducted to evaluate effectiveness of » Naming FF chairman and committees to drive recruitment » Providing FF recruitment tools » Holding FF strategy meetings for assistance and accountability – LTN Blog launch to encourage F&F community building and social networking for recruitment Overview of Departments : M&C FY ’09 Priority Campaign Plans Light The Night Walk • Low cost promotions – Use of recognition and rewards for top fundraisers will follow this year’s annual summer “Save At The Pump” campaign, extending the online fundraising incentives through the balance of summer and into the fall Overview of Departments : M&C FY ’09 Priority Campaign Plans Light The Night Walk • Ramp up corporate partnerships – A “Train the Trainer” session was conducted for national campaign staff to enhance their ability to help chapters identify and secure corporate partners – A National Partner Tool Kit is being supplied to chapters, containing recruitment materials, best practices, case histories and more Overview of Departments : M&C FY ’09 Priority Campaign Plans The School & Youth Programs • Emphasize Recruitment – S&Y, LLS’s third-largest campaign, raised $18 million in 2007/08 and recently neared the quarter mark with 21% of US schools participating. – Low DDB (10%) – We are seeking sponsorship for development of an animated disease education video that will free up time for chapters to use recruiting additional schools to the program Overview of Departments : M&C FY ’09 Priority Campaign Plans Man & Woman of the Year • Being elevated to priority campaign in 2009 with goal of 100% participation by FY ’11 • Rationale: – Low DDB (12.5%) – High revenue potential • Budget projections: $6.5 million in FY ’08 $8.4 million in FY ‘09 • Multiple markets/chapter possible – Unique to LLS—no immediate competition – All materials for successful rollout developed and in use Overview of Departments : M&C FY ’09 Priority Campaign Plans Man & Woman of the Year • Additional Revenue Potential – Feeder for donor development – Help fill new campaign revenue needs stemming from North Star 2015 Vision – More sponsorship opportunities for national campaign Overview of Departments : M&C FY ’09 Priority Campaign Plans Donor Development • The financial targets for North Star Vision 2015 require that historic practices in this area give way to a transformational process. • New objectives over the longer term (through 2011) include: – Increasing the number and size of major gifts – Nurturing lifelong relationships – Maximizing national and local foundation support – Implementation of Brakeley Briscoe Inc. Therapy Acceleration Program Overview of Departments : M&C FY ’09 Priority Campaign Plans Donor Development • Long-term strategies and tactics have been developed. • In FY ’09, we hope to complete the BBI planning study and we have a quarter-by- quarter plan to begin laying the foundations for the remaining goals. Overview of Departments : M&C LLS Brand • Use high profile corporate partners to help build LLS brands. – Hyundai (Hope On Wheels) will be a first-time partner for FY 2009 Light The Night Walk – P&G’s Febreze products are prospective partners for TNT in ‘09 – LLS is in discussion with Saturn over a possible TNT partnership in ‘09 Overview of Departments Human Resources Steve Messinger, Senior Vice President, Human Resources [email protected] 914-821-8219 Overview of Departments: HR Developing People, Operational Capacity and Culture Overview of Departments: HR To Support the Achievement of our Strategic Goals Overview of Departments: HR Target Audiences • Staff • Volunteers Overview of Departments: HR Hiring & Selection EDs • Behavioral Interview Guide • Standardized tools Overview of Departments: HR On-Boarding for New Hires • Mission • LLS History & Structure • Welcome Overview of Departments: HR Develop & Retain Talent • • • • Skills Training Volunteer Engagement Performance Management Succession Planning Overview of Departments: HR Develop & Retain Talent – Skills Training • Management Development • Coaching & Mentoring • Online Skill Development Overview of Departments: HR Develop & Retain Talent – Volunteer Engagement • Roles & Responsibilities • Training to Develop Partnerships Overview of Departments: HR Develop & Retain Talent – Performance Management • Success Factors ▫ Online Tool ▫ Pilot includes pay for performance • Training for People Managers Overview of Departments: HR Develop & Retain Talent – Succession Planning • Identify Talent • Coach & Develop Overview of Departments: HR HRIS – Workday • Manage People Information • Hire to Rehire • Self-Service for Managers & Employees Overview of Departments: HR Compensation/Incentive Program • Update Base Compensation Ranges • Make Adjustments as Needed • New Incentive Awards (based on pay for performance principles). Overview of Departments: HR Strategic Leadership Conference • • • • Promote Engagement of Volunteer Leaders Share Best Practices Enhance Partnerships Recognize and Reward Overview of Departments: HR Attract, Develop, Retain Human Capital to Enhance Satisfaction and Increase Productivity Overview of Departments Field Development Overview of Departments: Field Development Regional Directors Robin Boettcher [email protected] Frank Canning [email protected] 914-482-2783 (Cell #) Anna Maria Gentile [email protected] 813-385-0323 Sheri Coombs Lambert [email protected] 804-915-7895 Tim Metzer [email protected] 602-532-0404 x19 Sean McParland [email protected] 206-829-8395 Jean Montano [email protected] 914-821-8860 Richard Reader [email protected] 602-532-0404 x15 919-337-1208 Overview of Departments: Field Development CHAPTERS AND REGIONAL ASSIGNMENTS George Omiros, Acting Senior Vice President, Field Development [email protected] 412.818.2890 Frank Canning Central Ohio Connecticut Indiana Northern Ohio Southern Ohio Western New York & Finger Lakes Wisconsin Robin Boettcher Alabama/Gulf Coast Central Pennsylvania Iowa Michigan Western North Carolina Western PA & West Virginia Greater Sacramento Area San Diego/Hawaii Tim Metzer Central Texas Louisiana South Texas Southern Nevada MidSouth Mississippi Nebraska New Mexico Oklahoma Rocky Mountain Washington/Alaska Sean McParland Idaho/Montana Branch Kansas Oregon & SW Washington Greater LA Sheri Lambert Central Florida Northern Florida Palm Beach Area Southwest Florida Southern Florida Suncoast Anna Maria Gentile Eastern North Carolina Kentucky & Southern Indiana Massachusetts Rhode Island South Carolina Tennessee Virginia Dick Reader Central California Desert Mountain States Gateway Minnesota Texas Gulf Coast Jean Montano Delaware Eastern Pennsylvania Southern NJ - Shore Region Long Island Northern New Jersey Westchester/Hudson Valley Central New York Upstate New York/VT Overview of Departments: Field Development CHAPTERS AND REGIONAL ASSIGNMENTS David Timko, Senior Vice President, Chapter Growth Initiatives [email protected] 1-703-535-6650 Georgia Illinois Maryland Mid-America National Capital Area North Texas New York City Greater San Francisco Bay Area Silicon Valley/Monterey Bay Area Orange County Inland Empire Overview of Departments: Field Development CHAPTERS AND REGIONAL ASSIGNMENTS Nancy Allen, Canadian National General Manager, Operations [email protected] Canada: 0:416.661.9541 x 108 Cell: 914.548.7687 Greater Toronto Area Montreal Branch Western Canada, Calgary Western Canada, Vancouver Overview of Departments Financial Reporting Overview of Departments Audit John Hagens, Vice President Treasury & Risk Management [email protected] 914-821-8962 Overview of Departments: Audit Committee Composition/Purpose Financial Reporting & External Audit Plan Internal Controls Enterprise Risk Assessment Legal & Regulatory Requirements Overview of Departments Investment J.R. Miller, Vice President of Finance [email protected] 914-821-8935 Overview of Departments: Investment LLS Investment Strategy • • • • Capital preservation Long-term horizon Diversification Maximize total return for a given level of risk Overview of Departments: Investments The Leukemia & Lymphoma Society Investment Portfolio 160.0 140.0 120.0 100.0 80.0 60.0 40.0 20.0 .0 19 99 20 00 20 01 20 02 20 03 20 04 20 05 20 06 20 07 20 08 Market Value (in millions). 180.0 Pooled Endowment Operating Portfolio Overview of Departments: Investments Operating Portfolio: • Market Value 3/31/08 = $155M • 30% Equity / 70% Fixed Income • Objective = 3.5% plus inflation Pooled Endowment Portfolio: • Market Value 3/31/08 = $5.2M • 65% Equity / 35% Fixed Income • Objective = 5% plus inflation Combined portfolio $160.2M assets as of 3/31/08 Overview of Departments: Investments The Leukemia & Lymphoma Society Operating Portfolio Holdings as of March 31, 2008 $72.3 M / 47% Int. Fixed Inc. $35.7 M / 23% ST Fixed Inc. $21.1 M / 14% Large Cap $11.8 M / 7% Foreign $7.5 M / 5% Small Cap $6.4 M / 4% Mid Cap Overview of Departments: Investments The Leukemia & Lymphoma Society Pooled Endowment Portfolio Holdings as of March 31, 2008 $1.8 M / 35% Fixed Income $1.1 M / 21% Large Cap $1.1 M / 21% Mid Cap $0.8 M / 15% Foreign $0.4 M / 8% Small Cap Overview of Departments: Investments Recent Portfolio Performance Operating Return YTD Mar. 2008 -1.55% Index Pooled Objective Return N/A 2.06% -4.86% Index Objective Inflation N/A 2.43% 1.18% 2007 6.38% 6.08% 8.07% 7.03% 6.86% 9.57% 4.57% 2006 7.96% 8.00% 6.04% 10.95% 12.39% 7.54% 2.54% 2005 3.77% 3.75% 7.02% 3.10% 6.27% 8.52% 3.52% Overview of Departments: Finance Financial Reporting Jimmy Nangle, Senior Vice President and CFO [email protected] 914-821-8824 Overview of Departments: Finance Financial Reporting • Domestic FY08 Forecast & FY09 Budget • Variance • Consolidated Campaign • Direct Response • Home Office and Domestic Chapters • Mission • Combined Domestic Chapters • FY09 Domestic Preliminary Budget Section 9 Areas of Mission Section 9 Patient Services Hildy Dillon, Senior Vice President, Patient Services [email protected] 914-821-8815 Mission: Patient Services Core Patient Services Programs Local Chapter Patient Services Manager FREE Booklets & Pamphlets Educational Programs Live, phone, and Web Mission: Patient Services Core Patient Services Programs Co-Pay Assistance Program Family Support Groups 877-557-2672 www.LLS.org/copay First Connection Program Patient Financial Aid Mission: Patient Services Attend Chapter Education Programs! Mission: Patient Services National Education Programs www.lls.org/nationaled Mission: Patient Services Enterprise Goals FY09 • Support Services are provided to 20,000 patients within 30 Days of Diagnosis – Patient Navigation IRC/20 chapters – Bilingual/Culturally Appropriate Support in 15 Chapters – Educate primary/family practice clinicians to increase early detection of blood cancers and referrals to clinical trials Mission: Patient Services Patient Navigation “No person with cancer should be forced to spend more time fighting their way through the health care system than fighting their disease.” Voices of a Broken System: Real People, Real Problems, 20002001 Harold P. Freeman, M.D., Chairman, President's Cancer Panel Mission: Patient Services Information Resource Center Patient Navigation Study • The evaluation study showed the IRC patient navigation intervention is feasible and leads to positive client outcomes. • Next steps for LLS include: – Expand IRC navigation to additional target populations, number of follow ups offered – Pilot a navigation model for chapter patient services staff that includes IRC navigation support Mission: Patient Services Education of Primary Care/Family Practice Physicians “The earlier patients are diagnosed, the better chance LLS has to navigate them towards the best options for the best outcomes” -John Walter, President & CEO, LLS • National Education programs for Family Practitioners and Primary Care Physicians • In FY09, expand chapters outreach to health care professionals to primary care physicians and nurses Mission: Patient Services Cancer Clinical Trials and the Underserved: Continuing Education for Nurses Bringing oncology nursing education to community nurses through virtual lecture of live programs held at ONS. LLS is an accredited provider of nursing and social work credits Mission: Patient Services Offer Bi-Lingual and Culturally Appropriate Patient Services Support in 15 Chapters • FY09 Patient Services Mission Plan for Chapters • 5 Year CDC Patient and Professional Educational Outreach for Underserved Populations- $429,000 for 5 years (FY08 Year 1) • FY08/FY09 -Address the cultural gaps for Hispanic Patients and other underserved patients in removing barriers to cancer care There are currently 10 chapters with a patient services staff person fluent in Spanish language with Hispanic community healthcare experience Mission: Patient Services PSM/COM Business Cards..and IRC brochure. Do not leave home/chapter without them! Three ways to contact the IRC: 1. Telephone: 800-955-4572 2. Web address (for online help): www.LLS.org 3. Email address: [email protected] Mission How we will realize this vision Patient Services Advocacy Research Mission: Advocacy Advocacy George Dahlman, Senior Vice President, Public Policy [email protected] 1-202-543-7033 Mission: Advocacy Advocacy Governmental Impact • Federal government funds • almost $5B for cancer research • $350M+ for blood cancer research • Food & Drug Administration (FDA) determines which treatments are widely available (approved) • Centers for Medicare & Medicaid Services (CMS) determine if treatments will be reimbursed • Federal & state governments determine to what degree patients have access to clinical trials Mission: Advocacy Purposeful Legislative Goals • Increase funding for critical cancer research at the National Cancer Institute (NCI) • Support blood cancer research in other federal agencies • Improve access to cancer care for underserved patients • Eliminate barriers for patients to enter clinical trials • Develop integrated systems for coordinated cancer care Mission: Advocacy Effective Advocacy – Being Heard! • Build volunteer leadership and grassroots membership • Develop and enhance relationships with federal and state legislators through LLS events • Partner with healthcare coalitions and organizations to support LLS’s legislative goals • Conduct campaigns at the Federal and/or state level to advance LLS’s legislative goals Mission: Advocacy Roles for LLS Chapters • Recruit volunteers to LLS’s Advocates Network • Respond to Action Alerts • Meet with legislators • Organize and attend Town Hall Meetings • Send letters to local media • Join and attend local cancer coalitions Mission: Advocacy LLS Office of Public Policy • Distribute Action Alerts • Create Newsletters and Grasstops Bulletins • Conduct Advocacy Orientations • Develop and distribute materials, including papers, petitions, procedures • Produce Mission Day position Mission How we will realize this vision Patient Services Advocacy Research Mission: Research Research Bart Kamen, MD, PhD, Chief Medical Officer [email protected] 914-821-8998 Lou DeGennaro, PhD, Chief Scientific Officer [email protected] 914-821-8922 Mission: Research Society Research Programs: Creating an End-to-End Solution for patients 7 -10 years Biology Chemistry Research Grant Program Development Therapy Acceleration Program A $65 million investment in 2007 New Therapies! Mission: Research Research Grant Programs Career Development Program (CDP) – Attracting scientific talent Translational Research Program (TRP) – Lab discoveries into the clinic Specialized Center of Research (SCOR) – Driving teamwork Mission: Research Therapy Acceleration Program (TAP) More Therapies to More Patients, Faster TAP Biotechnology Accelerator Academic Concierge Clinical Trial Program Mission We’re not done yet! We must raise more dollars to support the advocacy, patient services and research that is urgently needed to assure all patients realize cures or manage their conditions with good quality of life…………………………………..as soon as possible! Mission This is our vision; this is our challenge; this is our determination. Reading & Informational Materials • • • • • • • • • • Bylaws Board Roles & Responsibilities Board Policies Board Directory w/Biographies Annual Audit Budget Annual Report Strategic Plan NorthStar 2015 Vision Board Extranet Good luck in your new role as a member of The Leukemia & Lymphoma Society’s Board of Directors!