THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel

THE LEUKEMIA & LYMPHOMA SOCIETYFriday, June 27, 2008Newark Marriott Airport HotelSkylands/Gateway Room8:00 a.m.

Presenting: Board Orientation

NEW BOARD OF DIRECTORS MEMBER ORIENTATIONFriday, June 27, 2008, 8:00 a.m.

Officers and President

David Frantze, Chair, Board of DirectorsSteven Hooker, Chair-Elect, Board of DirectorsMargaret Anderson, Vice Chair Resource DevelopmentArmand Keating, MD, Vice Chair Medical & Scientific Affairs Marie Lauria, Vice Chair Patient ServicesPaul Cienki, Vice Chair Field RelationsThomas Hunter, Secretary/TreasurerTeckla Rhoads, Chair, Board of Representatives John Kellenyi, Vice Chair, Board of RepresentativesJohn Walter, President & CEO

New Board Members

James BeckClaude Geoffrey DavisRaanan HorowitzLouise Warner

LLS Executive Management Team

Jeff Como, Chief Information Officer Louis DeGennaro, PhD, Chief Scientific OfficerBart Kamen, MD, PhD, Chief Medical OfficerNancy Klein, Chief Marketing & Revenue OfficerSteve Messinger, Sr. VP, Human ResourcesJimmy Nangle, Chief Financial OfficerGeorge Omiros, Acting Sr. VP, Field DevelopmentDavid Timko, Sr. VP, Growth Initiative Chapters

Agenda

Sections 1 through 6: (Previously Provided)About the Organization Section 1Overview of Organizational Structure Section 2Overview of Committee Structure Section 3BOD Roles & Responsibilities Section 4Board of Representatives Section 5The Leukemia & Lymphoma Society of Canada Section 6********************************************************************************************************************* Welcome and Introduction Kevin Ryan & Tom SnyderSociety Goals & Vision Section 7

North Star 2015 Vision John Walter2008-2011 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 HagensMission Areas Section 9

Patient Services Hildy DillonAdvocacy George DahlmanResearch Lou DeGennaro, PhD, Barton Kamen, MD, PhD

Reading & Informational Board Materials Q&AMessage from BOD Chair David FrantzeThoughts from BOD Chair-Elect Steven HookerClosing Remarks Tom Snyder & Kevin Ryan

Section 1

About the Organization


OUR MISSION

Cure leukemia, lymphoma, Hodgkin’sDisease and myeloma, and improve the quality of life of patients and their families.


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.

Chronology of Significant Society Events


Chronology of Significant Society Events1988 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 First Translational Research program grants awarded, one of which went to Brian Druker, M.D. on STI-571 (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 Stands as the worlds largest private fundor of blood cancer research 3rd 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 StructureBoard of Directors (BOD) Officers*

Chair (July 1, 2008 – June 30, 2010) Steven Hooker

Vice Chair** Armand Keating, M.D. Vice Chair for Medical and Scientific

AffairsPaul Cienki Vice Chair for Field RelationsMarie M. Lauria, M.S.W. Vice Chair for Patient ServicesMargaret H. Anderson Vice Chair for Resource DevelopmentThomas Hunter Secretary/TreasurerDavid W. Frantze 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


Board StructureElected 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

Board StructureBoard 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


Board StructureBOD 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


Board StructureBoard 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


STAFF STRUCTURE AND SENIOR MANAGEMENT


Section 3

Overview of Committee Structure

Overview of CommitteesStanding Committees and Chairs

Executive Committee, Steven Hooker

Audit Committee, Margaret Anderson

Finance Committee, Thomas Hunter

Board Development Committee, Tim Durst


National CommitteesAwards CommitteeCorporate Partnering and CommunicationsDonor Development Committee, Vice Chair for Resource

DevelopmentField Relations Committee, Vice Chair for Field RelationsInvestment CommitteeLegal CommitteeMedical & Scientific Affairs, Vice Chair for Medical & Scientific AffairsPatient Services Committee, Vice Chair for Patient ServicesPublic PolicyResearch Portfolio Review CommitteeStrategic Leadership CommitteeStrategic Oversight CommitteeTherapy Acceleration Program


Sub-committees and Task ForcesThe following groups work under the direction of the following committees:

Therapy Acceleration ProgramBiotech Acceleration & Academic Concierge SubcommitteeClinical Trials Subcommittee

Medical & Scientific Affairs Committee Career Development Subcommittee

Professional Education SubcommitteeSpecialized Center of Research (SCOR) SubcommitteeTranslational Research Subcommittee

Field Relations CommitteeVision Task Force:

Chapter Diversity & Cultural TransformationImplementation of VisionPresident Best Practices


Section 4

BOD

Roles and Responsibilities

BOD Roles and Responsibilities

Board FunctionOrganizational Governance

• Authority

• Accountability


Key Roles of the Board

– Sets Organizational Direction

– Provides Oversight

– Ensures Necessary Resources


Board RoleSets 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


Board RoleProvides 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)


Board RoleEnsures Necessary Resources

Responsibilities:

• Ensures adequate financial resources

• Promotes positive public image

• Ensures the presence of a capable and responsible Board


Individual Board MemberResponsibilities

• 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


Individual Board MemberParticipates 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.


Individual Board MemberCore Capabilities and Core ValuesOur 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.


Individual Board MemberCore 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 RepresentativesRelationship 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 StructureBOR Officers – Fiscal Year 2009

Teckla Rhoads Chair John Kellenyi Vice Chair

Board StructureBOR Composition

• One representative from each chapter

• Must be a member of their chapter board

• Two-year term

• Two consecutive terms

Overview of BOR

BORGoals

• 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

Overview of BOR

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.

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, PresidentJocelyn BeaudoinKelly Boileau Karen TidballFrancis BouchardPierre CharbonneauPaul Cienki, LLSSam Fleiser, Vice PresidentAndré GalipeaultWayne HanleyAdrian Hartog, Vice President

Walter LumsdenAlain MénardTony RealeKevin Ryan, LLSCaren Sherman, Vice PresidentMichael Sherrard, SecretaryJim SimpsonGeorge VariHelel VariErik Yeo

LLS of Canada

THE LEUKEMIA & LYMPHOMA SOCIETYFriday, June 27, 2008Newark Marriott Airport Hotel

Sections 7 - 10

Presenting: Board Orientation

Section 7

Society Goals & Vision


North Star 2015 VisionWhat 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.

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.


North Star 2015 VisionNorth Star 2015 Vision

Board Core Values & Capabilities

FY08-FY11 Strategic Plan

FY09 Annual Enterprise Goals

Board Goals

“WHAT” “HOW”


IN MISSION Accelerated therapies Participation in clinical trials Patient navigation throughout cancer journey Services to 50 percent of patients within of 30 days


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



In OrganizationTransformed 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



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.

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.



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



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

Leading Transformational Change


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

How can cultural transformation be achieved? It’s a continuing process, not an event.


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.


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

Nancy Klein, Chief Marketing and Revenue [email protected] 914-821-8812

Marketing/Communications


mailto:[email protected]

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


Evaluating Alternative Strategies on a Profit MapLOW REVENUE/HIGH COST

LOW REVENUE/LOWCOST

HIGH REVENUE /LOW COST

COST

HIGH REVENUE/HIGH COST

REVENUE

III

III IV

AIM HERE!

Proceed with caution


Doing More with Less in FY 2009


FY ’09 Priority Campaign PlansTNT

– 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.


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


– Proactivity:

A system to identify, analyze and remediate reasons for underperformance has been implemented to affect fast turnarounds before problems become major

FY ’09 Priority Campaign Plans TNT


FY ’09 Priority Campaign PlansLight 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



• 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



• 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


FY ’09 Priority Campaign PlansThe 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


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


FY ’09 Priority Campaign PlansMan & 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


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


FY ’09 Priority Campaign PlansDonor 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.


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


Human Resources


Steve Messinger, Senior Vice President, Human [email protected] 914-821-8219


Overview of Departments: HR

Developing People, Operational Capacity

and Culture

To Support the Achievement

of our

Strategic Goals


Target Audiences

• Staff

• Volunteers



Hiring & Selection EDs

• Behavioral Interview Guide• Standardized tools


On-Boarding for New Hires

• Mission

• LLS History & Structure

• Welcome


Develop & Retain Talent

• Skills Training• Volunteer Engagement• Performance Management• Succession Planning


– Skills Training

• Management Development• Coaching & Mentoring• Online Skill Development



– Volunteer Engagement

• Roles & Responsibilities • Training to Develop Partnerships



– Performance Management

• Success Factors ▫ Online Tool▫ Pilot includes pay for performance

• Training for People Managers



– Succession Planning

• Identify Talent• Coach & Develop


HRIS – Workday

• Manage People Information

• Hire to Rehire

• Self-Service for Managers & Employees


Compensation/Incentive Program

• Update Base Compensation Ranges

• Make Adjustments as Needed

• New Incentive Awards (based on pay for performance principles).


Strategic Leadership Conference

• Promote Engagement of Volunteer Leaders

• Share Best Practices

• Enhance Partnerships

• Recognize and Reward


Attract, Develop, Retain

Human Capital

to

Enhance Satisfaction and Increase Productivity



Field Development

Overview of Departments: Field Development

Regional Directors

Robin Boettcher [email protected] 919-337-1208

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









CHAPTERS AND REGIONAL ASSIGNMENTSGeorge Omiros, Acting Senior Vice President, Field Development [email protected] 412.818.2890

Frank Canning Robin Boettcher Anna Maria GentileCentral Ohio Alabama/Gulf Coast Eastern North Carolina Connecticut Central Pennsylvania Kentucky & Southern IndianaIndiana Iowa MassachusettsNorthern Ohio Michigan Rhode Island Southern Ohio Western North Carolina South Carolina Western New York & Finger Lakes Western PA & West Virginia TennesseeWisconsin Greater Sacramento Area Virginia

San Diego/Hawaii Dick Reader

Tim Metzer Sean McParland Central CaliforniaCentral Texas Idaho/Montana Branch Desert Mountain States Louisiana Kansas Gateway South Texas Oregon & SW Washington Minnesota Southern Nevada Greater LA Texas Gulf Coast MidSouthMississippi Sheri Lambert Jean MontanoNebraska Central Florida Delaware New Mexico Northern Florida Eastern Pennsylvania Oklahoma Palm Beach Area Southern NJ - Shore Region Rocky Mountain Southwest Florida Long Island Washington/Alaska Southern Florida Northern New Jersey

Suncoast Westchester/Hudson Valley Central New York Upstate New York/VT



CHAPTERS AND REGIONAL ASSIGNMENTS

David Timko, Senior Vice President, Chapter Growth [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



CHAPTERS AND REGIONAL ASSIGNMENTS

Nancy Allen, Canadian National General Manager, [email protected] Canada: 0:416.661.9541 x 108 Cell: 914.548.7687


Greater Toronto Area Montreal Branch Western Canada, Calgary Western Canada, Vancouver



Financial Reporting


AuditJohn Hagens, Vice President Treasury & Risk [email protected] 914-821-8962


Overview of Departments: Audit

Committee Composition/PurposeFinancial Reporting & External Audit PlanInternal ControlsEnterprise Risk AssessmentLegal & Regulatory Requirements


Investment

J.R. Miller, Vice President of [email protected] 914-821-8935


• Capital preservation

• Long-term horizon

• Diversification

• Maximize total return for a given level of risk

Overview of Departments: Investment

LLS Investment Strategy

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Pooled Endowment

Operating Portfolio

Overview of Departments: Investments

The Leukemia & Lymphoma SocietyInvestment Portfolio

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


The Leukemia & Lymphoma SocietyOperating 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


The Leukemia & Lymphoma SocietyPooled 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



Recent Portfolio Performance

Operating Pooled

Return Index Objective Return Index Objective Inflation

YTD Mar. 2008 -1.55% N/A 2.06% -4.86% 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 [email protected]


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 [email protected] 914-821-8815


Core Patient Services Programs

Local ChapterPatient

ServicesManager

FREEBooklets &Pamphlets

EducationalProgramsLive, phone,

and Web

Mission: Patient Services

Core Patient Services Programs

FamilySupport Groups

Patient Financial

Aid

First Connection

Program

Co-Pay Assistance Program 877-557-2672

www.LLS.org/copay


Attend Chapter Education Programs!


National Education Programs www.lls.org/nationaled


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


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, 2000-2001

Harold P. Freeman, M.D., Chairman, President's Cancer Panel


Information Resource CenterPatient 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


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


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


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 personfluent in Spanish language with Hispanic community healthcareexperience


PSM/COM Business Cards..and IRC brochure. Do not leave home/chapter without them!

Patient Services Staff

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]


Patient Services

Research

Advocacy

How we will realize this vision

Mission

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 position papers, petitions, procedures

• Produce Mission Day

Mission: Advocacy

Patient Services

Research

Advocacy

How we will realize this vision

Mission

Mission: Research

Bart Kamen, MD, PhD, Chief Medical [email protected] 914-821-8998

Lou DeGennaro, PhD, Chief Scientific [email protected] 914-821-8922

Research



Society Research Programs:Creating an End-to-End Solution for patients

Research Grant ProgramTherapy

AccelerationProgram

Biology Chemistry Development

New Therapies!

A $65 million investment in 2007

7 -10 years

Mission: Research

Career Development Program (CDP)– Attracting scientific talent

Translational Research Program (TRP)– Lab discoveries into the clinic

Specialized Center of Research (SCOR)– Driving teamwork

Research Grant Programs

Mission: Research

Therapy Acceleration Program (TAP)

More Therapies to More Patients, Faster

Clinical TrialProgram

Biotechnology Accelerator

Academic Concierge

Mission: Research

TAP

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!

We’re not done yet!

Mission

This is our vision; this is our challenge;

this is our determination.

Mission

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 roleas a member of

The Leukemia & Lymphoma Society’s Board of Directors!

Documents

THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel