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

1. Presenting: Board Orientation THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel Skylands/Gateway Room 8:00 a.m.

2. Officers and President 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 New Board Members James Beck Claude Geoffrey Davis Raanan Horowitz Louise Warner LLS Executive Management Team 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 OF DIRECTORS MEMBER ORIENTATION Friday, June 27, 2008, 8:00 a.m.

3. 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

4. Section 1 About theOrganization

5. About the Organization • OUR MISSION • Cure leukemia, lymphoma, Hodgkin’s • Disease and myeloma, and improve the quality of life of patients and their families.

6. About the Organization Chronology of Significant Society Events

7. About the Organization Chronology of Significant Society Events

8. Section 2 Overview of Organizational Structure

9. 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. Vice Chair for Medical and Scientific Affairs • Paul Cienki Vice Chair for Field Relations • Marie M. Lauria, M.S.W. Vice Chair for Patient Services • Margaret H. Anderson Vice Chair for Resource Development • Thomas Hunter Secretary/Treasurer • David 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

10. Overview of Organizational Structure Board Structure Elected Board Members, Chapters and Terms * Eligible for reelection

11. 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

12. 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

13. 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

14. Overview of Organizational Structure STAFF STRUCTURE AND SENIOR MANAGEMENT

15. Section 3 Overview of Committee Structure

16. 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

17. 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

18. 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

19. Section 4 BOD Roles and Responsibilities

20. BOD Roles and Responsibilities • Board Function • Organizational Governance • Authority • Accountability

21. BOD Roles and Responsibilities • Key Roles of the Board • Sets Organizational Direction • Provides Oversight • Ensures Necessary Resources

22. 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

23. 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)

24. 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

25. 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

26. BOD Roles and Responsibilities • Individual Board Member • Participates in Fundraising Activities • Responsibilities: • Makes a personalfinancial contribution • Provides names ofpotential 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.

27. 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.

28. 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.

29. Section 5 Board of Representatives (BOR)

30. 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.

31. Overview of BOR • Board Structure • BOR Officers – Fiscal Year 2009 • Teckla Rhoads Chair • John Kellenyi Vice Chair

32. 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

33. 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

34. 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: 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 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

35. 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

36. Section 6 The Leukemia & Lymphoma Society of Canada

37. 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.

38. 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

39. 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 LLS of Canada

40. Presenting: Board Orientation THE LEUKEMIA & LYMPHOMA SOCIETY Friday, June 27, 2008 Newark Marriott Airport Hotel Sections 7 - 10

41. Section 7 Society Goals & Vision

42. 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.

43. 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.

44. Society Goals & Vision “WHAT” “HOW” North Star 2015 Vision North Star 2015 Vision FY08-FY11 Strategic Plan FY09 Annual Enterprise Goals Board Core Values & Capabilities Board Goals

45. 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

46. 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

47. 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 Transformational Changes In 2008-2011 Strategic Plan

48. 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 Society Goals & Vision

49. 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. FY 2009 Society-Wide Enterprise Goals Society Goals & Vision

50. 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 FY 2009 Society-Wide Enterprise Goals Society Goals & Vision