The Leukemia & Lymphoma Society Strategic Plan FY 13 15

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1 Creating a world without blood cancers Since 1954, The Leukemia & Lymphoma Society has awarded research funding to academic investigators, medical centers and companies, to accelerate new treatments and therapies to blood cancer patients. Our vision is: A world without blood cancers. Now, an explosion of innovative science, sustained research investment, and the clinical successes of a new wave of targeted therapies are transforming the treatment landscape in the hematological malignancies. LLS is more optimistic than ever that blood cancers will evolve from diseases that require acute treatment to chronic illnesses and ultimately cures. Over the next few years, LLS will continue to play a central role in the development of innovative blood cancer treatments on our pathway to realize our vision. By exploiting genomic approaches to disease stratification and the evolution of treatment toward chronic disease management and cure, LLS will help change the way drugs are developed, approved, provided and valued. As a consequence of this evolution, LLS is increasingly focused on survivorship issues and overall patient wellness. This has resulted in a change of emphasis to one of total patient care, encompassing improvement in quality of life. Furthermore, cost whether in insurance reimbursements to physicians or in patient out-of-pocket expenses increasingly determines the type of treatment patients receive. While there is increasing pressure from patients for better access to breakthrough treatments, physicians, given the trend of rising costs and longer duration of care, increasingly consider affordability. This shift will increase the need for tight integration of our three mission areas. Over the next three years, the convergence of break-through science, special circumstances in the political arena and a new focus on survivorship, offer a unique opportunity. By 2015, we will increase LLS s research budget to $100 million annually, grow our influence in the policy arena and focus our services agenda on patient needs, inspired and determined to achieve our vision. MISSION The FY Strategic Plan contemplated the evolution of the research program from one that relied exclusively on investigator-initiated, peer-reviewed research grant applications to one that provided end-to-end solutions for the development of new blood cancer therapies. This was accomplished by adding the Therapy Acceleration Program (TAP) that interfaces with the biotechnology and pharmaceutical industry. The revised FY Strategic Plan further contemplated evolving the research program to an agenda-driven platform addressing unmet medical needs and research gaps. While TAP is now fully functional and well-integrated into LLS research, we are still moving toward a seamless, agenda-driven research program. The FY strategies for research focus on that process and the realization of a proactive research approach for LLS.

2 As the leading global voluntary blood cancer agency, LLS is focused on cures and patient wellness. LLS will continue to provide services that empower patients to receive the best possible care for the best possible outcome, as well as supporting these patient s psychosocial and financial needs. With a shortage of oncologists looming in 2020, LLS will help prepare primary care physicians for an increasing role in the management of blood cancer patient treatment. During FY 13-15, LLS s Patient Services will focus its chapter-based activities on community specific outreach, mission-wide advocacy initiatives and patient and caregiver support. At the national office, activities will be focused on developing expert content, expanding the support for patients provided through the Information Resource Center, and delivering information to patients and professionals through partnerships that address disparities of care. A number of significant external events will be occurring during the FY timeframe: the 2012 US Presidential Election; implementation of Health Care Reform Legislation; reauthorization of the Prescription Drug User Fee Act; and more. It is imperative that LLS use its influence and the power of grassroots constituents to bring greater visibility to legislation and regulation that is important to blood cancer patients. For example, influencing legislation regarding the affordability of new blood cancer therapies will greatly extend the impact of our patient financial assistance programs. Likewise, influencing the process of new drug evaluation by the FDA and Health Canada can relieve a bottleneck that may impede progress made in our research programs. To achieve this impact, the FY plan focuses our legislative policy platform on critical issues and simultaneously builds a complimentary regulatory policy platform. REVENUE As blood cancer patients and LLS supporters continue to navigate a challenging economy hope for curing these lethal cancers has never been higher. Establishing a diversified income stream by reducing the percentage derived from special events and campaigns from 90 to 80 percent, is more important than ever. Over this planning period, LLS will increase its overall revenue by $75 million. Given the challenging economic environment this will be difficult, but to achieve our vision, incremental resources are critical. It will take a determined focus on cures and resources to realize this vision. LLS has a portfolio of fundraising campaigns that are implemented across the US and Canada to fund our mission programs. During the FY timeframe, LLS will accelerate revenue growth through these programs by continuing to evolve as a world class organization that engages staff, volunteers and partners to strengthen and maximize its effectiveness across all programs. (Strategic Plan FY 08-11)

3 In addition, LLS will enhance the efficiency and effectiveness of its fundraising by leveraging technology, new media trends and the adoption of best practices. The organization will further diversify and grow new revenue sources by engaging multiple audiences, investigating international growth opportunities, and making strategic investments in innovative opportunities. AWARENESS Considered individually, the facts are striking --- LLS funds more blood cancer research than any other voluntary health agency. Many LLS-supported advances help beyond the blood cancer patients for whom they were first developed. LLS funded much of the research that led to important targeted therapies like Rituxan, Gleevec, and Velcade. Drugs like these and others are showing promise or are already approved as treatments for patients with other cancers including solid tumors and other serious illnesses. When you assemble these, the influence of LLS becomes clear and the critical role we play in facilitating cancer cures becomes impressive. LLS marketing has been largely focused on reaching blood cancer patients, their friends and families, and supporting our core fundraising campaigns. Over the past few years, LLS has improved awareness among its core blood cancer constituency but much more needs to be done. The success of these efforts is compelling; despite our small disease incidence, LLS ranks third among voluntary health organizations for the amount of money we raise from private sources. Now, for the first time in our history, we re redefining our organizational messaging, or image, and channeling that momentum to expand awareness of our organization among the broader public. We haven t fully leveraged our impact as an organization and to do so will require investing in cause-marketing initiatives designed to elevate brand awareness and expand our reach among new supporters. In LLS s efforts to cure cancer, the FY Strategic Plan will focus on engaging a much broader audience of prospective volunteers, donors and businesses. By creating a multi-phase cause-marketing initiative that utilizes celebrities, public service campaigns and high profile events, LLS s critical role in the fight against cancer will become more widely recognized and enlist additional supporters. INFRASTRUCTURE LLS is focused on maximizing the organization s effectiveness and efficiency while growing a culture of adaptability, collaboration, and innovation. For LLS to achieve this level of excellence, it must optimize the potential of three critical components; the organization s human capital, technology infrastructure, and financial resources.

4 At LLS, the single most important resource is our people. To maximize the efforts of volunteers and staff, LLS must foster a performance-based culture of collaboration, teamwork, and innovation combined with great leadership to attract and retain the talent needed to achieve our collective goals. In today s charitable giving environment, technology is a critical component that can yield significant operational improvements, revenue growth, expenditure reductions, and transformative solutions. By leveraging existing and emerging technologies, LLS will enhance current programs, create new opportunities and ventures, and improve overall constituent satisfaction. Finally, it is vital to the organization s strategic goals that its financial resources are effectively utilized to maximize our future opportunities through prudent investments while providing superior financial stewardship. These elements will require careful balance and oversight to ensure the best possible outcomes for our mission. What follows are the specific goals and supporting strategies that will align LLS toward achieving a world without blood cancers.

5 GOALS & STRATEGIES MISSION Overarching Mission Goals All Mission programs have clear, measurable outcomes for patients. All Mission areas align to accelerate cures and ensure a good quality of life for patients. LLS responds to patient needs with best in class mission offerings. Supporting Research Strategies Develop a single, directed research strategy that includes training, translational and collaborative research and drug development and guides the LLS research investment. Establish and implement a process for identifying unmet medical needs and research gaps. Create a robust research information management and analysis system that mines LLS proprietary, as well as public research information, to support the agenda. Ensure that LLS research programs and committee structures and activities align to achieve goals and objectives of the agenda-based strategy. Supporting Services Strategies Chapters: Deploy staff and volunteer resources to enhance existing and create new partnerships with local medical and community-based organizations to improve access to treatment for underserved patients. Expand patient-focused survivorship and disease-management programs that are tailored to local needs and target issues faced by underserved patient populations. Further engage chapter Mission staff in order to achieve LLS s advocacy objectives. Continue the First Connection program to meet the needs of newly diagnosed patients. Develop local partnerships to provide other support group services and utilize technology solutions to provide support without geographic boundaries.

6 National Office: Extend the Information Resource Center (IRC) to provide one-on-one, on-demand support to patients 24/7. Expand information to include actionable recommendations for treatment sites, physicians and protocols with local intelligence. Create a Patient Registry useful for epidemiological research that will inform LLS services, policy prioritization, and support research clinical activities. (Initially in the US.) Increase the capacity of the National staff to provide expert content and conduct patient-focused research (e.g. surveys, epidemiological studies, data meta-analysis). Utilize content in all communication channels and seek out opportunities to publish in scientific and medical journals. Provide patient and professional education programs with a technology partner in order to reach a broader audience. Continue to execute the LLS Financial Assistance programs (Co-pay and Financial Aid) efficiently to serve more patients. (US only) Investigate, evaluate and take appropriate action to ensure accurate blood cancer diagnoses.. Investigate, evaluate and take appropriate action to alleviate shortages of cancer drugs needed by patients. Supporting Policy Strategies Create a robust legislative policy platform focused on a small number of high priority areas. Establish a regulatory policy capability to compliment legislative efforts and drive regulatory policy initiatives. (US only) Develop a regulatory policy platform coordinated with Patient Services and Research that incentivizes and accelerates the development and access to blood cancer therapies (e.g. drug pricing, drug shortages, reimbursement, importation). Enhance LLS influence through Policy initiatives (e.g. conduct, in Washington and Ottawa, an annual Report to the Nation on the status of blood cancer treatment and research).

7 REVENUE Overarching Revenue Goals By FY 15, increase total revenue by $75 million. Accelerate revenue growth and enhance productivity by leveraging technology and consistently implementing best practices. Enhance revenue growth by engaging volunteers across all fundraising efforts. Explore new revenue sources to ensure all existing and new audiences are engaged and fully maximized. Focus on growing diversified, less costly revenue streams, while reducing the percentage derived from special events and campaigns from 90 to 80 percent. Supporting Revenue Strategies Continuously develop and seek adoption across the organization of new technology solutions that maximize revenue generating effectiveness and efficiency. Expand social media marketing strategies and campaigns to ensure that the most effective methods are utilized to secure participants and donations. Align Field, Revenue, IT and Human Resources departments to develop trainings that teach and reinforce best practices. Increase strategic investments in Canada to further develop the nation s revenue generating potential. Investigate, evaluate and implement strategic extensions to our existing fundraising campaigns. Establish an Innovation Fund for chapters to explore innovative concepts with local and national revenue generating potential. Continue to grow online donor appeals, building donor loyalty, evolving from the traditional direct response program. Increase strategic investments in the donor development function in order to grow the major gifts pipeline and secure 6 7 figure gifts. Develop predictive analysis mechanisms to evaluate the trends, plateaus and growth opportunities that impact the life-cycle of our fundraising campaigns. Investigate, evaluate and engage in international affiliations and partnerships that have significant organizational benefit.

8 AWARENESS Overarching Awareness Goals Be recognized as the leading global voluntary health agency that is curing cancer. Be recognized as the leading multi-national voluntary health agency that is ensuring a good quality of life for cancer survivors. Be recognized by blood cancer patients, their families, health care professionals, the media and key policy makers, as expert in blood cancers and their treatments. Be recognized as a leading non-profit that creates cause-marketing relationships that help cure cancer while achieving the partner s business objectives. Supporting Awareness Strategies Continuously develop and redefine key messages that demonstrate how LLS has and continues to contribute to curing cancer and improving the quality of life for cancer survivors. Strengthen the collaboration between communications and mission to unearth significant milestones that can be publicized. Expand the communications capacity of LLS in order to maximize every media opportunity and fully leverage all vehicles including traditional and new media. Increase public relations efforts through op-eds, letters to the editor, high-profile events, and by identifying and providing timely briefings on newsworthy subjects. Establish a Speakers Bureau of distinguished cancer experts and deploy to gain coverage in traditional and social media. Invest in social media features and technologies such as mobile apps, to broaden our presence and increase the impact of our online community. Increase awareness of LLS through cause-marketing programs that leverage the marketing efforts of major corporations. Expand strategic alliances with corporations and develop programs that utilize celebrities, public service announcements and other activities, in order to raise visibility and funds for LLS. Develop product promotions and co-branded partnerships that leverage LLS campaign assets and allow for business partners to achieve their business objectives. Recruit high-level volunteers to help open doors at major corporations so LLS can build successful cause-related campaigns.

9 INFRASTRUCTURE Overarching Infrastructure Goals LLS has the most talented, best prepared, and well-equipped workforce and volunteer community aligned to achieve the mission and revenue goals of the organization. LLS is recognized as a rewarding, engaging, and innovative place to work; the organization of choice for staff and volunteers, where all are empowered to achieve the overarching goals of the organization. LLS provides a superior customer experience through its services and solutions. LLS is recognized as an efficient and effective organization that provides optimal value for its constituents. Supporting Human Capital Strategies Expand staff and volunteer recruitment strategies to identify and accelerate the acquisition, retention, recognition, and inspiration of high quality talent throughout the organization and ensure succession plans for key leadership positions. Ensure that LLS staff and volunteers reflect the diversity needed to engage in the communities and markets in which it serves. Establish comprehensive, multi-discipline training and coaching programs to ensure that LLS staff and volunteers are fully prepared to execute against strategic objectives and maximize organizational output. Establish, communicate, and foster cultural values and provide the necessary infrastructure that supports a highly co-active organization with an emphasis on teamwork, idea sharing, trust, and problem solving. Supporting Technology Strategies Increase investments in technology infrastructure to support the acceleration of mission goals. Areas of investment include: online patient registry; patient support portals; virtual IRC expansion; research portfolio management; and, mission data analytics tools. Provide a complete and robust constituent relationship management platform that addresses constituent tracking needs across mission and revenue areas of the organization to better build, maintain, and grow constituent relationships. Complete delivery of revenue-based information systems strategies (Mission 360) across all revenue programs and continue to enhance these systems to meet ongoing fundraising efforts and support best practices across the organization.

10 Develop and implement information systems strategy to support revenue growth and constituent relationship management needs for Canadian operations and other potential international markets. Invest in innovative and emerging technologies to expand outreach in service to our constituent community Supporting Financial Strategies Provide a highly effective decision support function for the organization in the areas of budgeting and forecasting, performance analysis, and predictive modeling to help guide the organization in measuring current outcomes while assessing potential trends and opportunities. Investigate and create new and innovative solutions that streamline and enhance financial systems, operations, and processes to improve overall organizational effectiveness. Approved: January 27, 2012