TABLE OF CONTENTS Key Contacts At a Glance: Who to Call and
Where To Find It.3 Board members..4-5 Senior staff..6 Committee
leadership.7 LLSs Strategic Framework North Star 2015 Vision...8
Strategic plan goals and priorities..9 Governance structure (Board
and committees)...10 Decision making authority...11 Governance
calendar...12 Roles and Responsibilities Board Board facts...13
Board mission statement14 Director job description..15 Directors
agreement ..16 Board member bios and photos 17-24 Staff Senior
staff bios and photos.25-28 Officers Officer job descriptions.29-31
Committees Committee charters and rosters32-42 Committee Chair job
description ....43 The purpose of this Handbook is to be a ready
reference guide of the national Boards governance structure and
rules of the road. It is not intended to be a comprehensive source
of documents and information. Please see p.3 for an index to other
important materials and personal help available to Board members.
2
Slide 4
June 2010 AT A GLANCE Annual report..LLS Website: About Us
Financial Information Audit report..LLS Website: About Us Financial
Information Awards (including nomination forms).LLS Website: About
Us Awards Board meeting agendas and materials.Kathy Plank
(941-821-8831) Board policies..LLS Website: About Us Board Extranet
Board Manual Annual Director giving, attendance, conflict of
interest and ethics, discrimination, corporate relations, volunteer
expense reimbursement etc. Board of Representatives (BOR)LLS
Website: About Us Board Extranet BOR Info BylawsLLS Website: About
Us Board Extranet Board Manual Committee charters.LLS Website:
About Us Board Extranet Board Manual Conflict of interest
issues..Board Chair or Chair, Audit Committee Case for support of
LLS (facts, videos)..LLS Website: Home page 60 Years of Innovation
Disclosure forms.. Kathy Plank Extranet (password; technical
issues)Kathy Plank Glossary of medical terminologyLLS Website: Home
page Glossary Fact Sheets LLS mission programsLLS Website: About Us
Board Extranet Board Manual Fact Sheets blood cancersLLS Website:
About Us Board Extranet Board Manual LLS Website Disease
Information LLS Website Science/Professionals Flight/travel
arrangements Ileana Ortiz (914-821-8272) IRS-990 reportLLS Website:
About Us Financial Information LLS policy positions and issue
papersLLS website Advocacy LLS partners and sponsorsLLS Website:
About Us Financial Information Nominations (application
forms)..Kathy Plank North Star 2015 Vision document..LLS Website:
About Us Board Extranet Board Manual Staff organization chartLLS
Website: About Us Board Extranet Board Manual Travel expense
reimbursement.Ileana Ortiz Registration (Board meetings)Ileana
Ortiz Strategic plan FY10-11 RevisionLLS Website: About Us Board
Extranet Board Manual VideosLLS Website: About Us Mission and
Vision Mission video, PSA, organizational overview Key Dates and
Contacts Who to Call and Where To Find It 3
June 2010 Senior Staff Key Contacts Home Office 1311 Mamaroneck
Avenue, White Plains, NY 10605 John WalterPresident &
CEO914-821-8822 [email protected] Jeff ComoChief Information
Officer914-821-8898 [email protected] Lou DeGennaro, PhD Chief
Mission Officer914-821-8922 [email protected] Hildy Dillon Sr.
VP, Patient Services 914-821-8815 [email protected] Nancy Klein
Chief Revenue & Marketing 914-821-8812 [email protected]
Officer Jimmy Nangle Chief Financial Officer914-821-8824
[email protected] George Omiros, CFRE, CAESr. VP, Field
[email protected] Michael OssoSr. VP,
Revenue [email protected] Ileana
OrtizAssistant, Office of the914-821-8272 [email protected]
President Kathy PlankDirector, Office of the
[email protected] President Richard WinnekerSr. VP,
Research914-821-8310 [email protected] 66 Canal Center,
Suite 520, Alexandria, VA 22314 George Dahlman Sr. VP, Public
Policy703-535-6650 [email protected] Dave TimkoSr. VP,
Volunteer Engagement703-535-6650 [email protected] 804 2 Lansing
Square, Toronto, ON M2J 4P8 Nancy Allen President, LLSC
[email protected] Southern Regional Office Canadian
Office For senior staff bios and photos, see PP. 25-28 6
Slide 8
June 2010 COMMITTEE CONTACTS Standing Committees [Board] Audit
ChairJay L. Silver713-798-1069 [email protected] Sr. Staff
PartnerJimmy Nangle914-821-8824 [email protected] Board
Development ChairRaanan Horowitz817-234-6714
[email protected] Sr. Staff PartnerKathy
[email protected] Executive ChairScott Carroll
513-898-0050 [email protected] Sr. Staff PartnerJohn
Walter914-821-8822 [email protected] Finance ChairKevin Ryan
215-545-4800 [email protected] Sr. Staff PartnerJimmy
Nangle914-821-8824 [email protected] Mission Oversight
ChairTimothy S. Durst214-953-6816 [email protected] Sr.
Staff PartnerLou [email protected] Medical
& Scientific Affairs ChairArmand Keating, MD416-946-4595
[email protected] Sr. Staff PartnerRick Winneker,
PhD914-821-8310 [email protected] Patient Services
ChairElizabeth J. Clark, PhD202-336-8200 [email protected] Sr.
Staff PartnerHildy Dillon914-821-8815 [email protected] Therapy
Acceleration Program (TAP) ChairJames H. Davis, PhD301-251-6039
[email protected] Sr. Staff PartnerRick Winneker, PhD914-821-8310
[email protected] Investment Committee ChairSteven
[email protected] Sr. Staff Partner Jimmy
Nangle914-821-8824 [email protected] Presidents Advisory Council
Convenor John [email protected] Public Policy
ChairJoseph [email protected] Sr. Staff
PartnerGeorge Dahlman703-535-6650 [email protected] Key Dates
and Contacts For more information about committees, including
rosters, see PP. 32-42 Operating Committees [Board] Other
Committees [CEO] 7
Slide 9
June 2010 NORTH STAR 2015 VISION Strategic Framework Executive
Summary The North Star 2015 Vision describes a future which The
Leukemia & Lymphoma Societys volunteers and staff aspire to
create. It is a future in which the LLS will have transformed the
lives of people with blood cancer and the healthcare landscape that
patients and their families and caregivers navigate. To achieve
this vision, the LLS will elevate the impact of its services and
programs, create new avenues to advance its mission, and build and
sustain a strong culture and superior capabilities among its staff
and volunteers. The vision will guide the LLSs strategic planning
processes, so that the outcomes envisioned for blood cancer
patients and their families and caregivers are realized by 2015.
Superior Relationships Superior Stewardship Superior Innovation
Superior Knowledge Applications Superior Leadership Core
Capabilities Core Values Inclusion & Teamwork Inclusion &
Teamwork Leadership Behaviors Elevated & Expanded Mission
Impact 2015 Patient Outcomes Ideal Future 2015 Patient Outcomes
Ideal Future North Star 2015 Vision Framework Superior Service
& Program Streams Superior Service & Program Streams
LearningEmpowerment Creative Thinking Accountability Service For
the North Star Vision document, visit the Board Extranet and click
on Board Manual 8
Slide 10
June 2010 Strategic Plan 2008-2011 Strategic Framework The
Leukemia & Lymphoma Societys North Star 2015 Vision serves as a
guide for two successive, four-year strategic plans. These plans
will provide the specific directions we will follow and measure to
evaluate our progress over each planning period. During the first
two years of the 2008-2011 period, the financial environment
underwent an extreme and unforeseeable downturn which necessitates
a reassessment of and modification to the Key Priorities that our
organization set out to achieve (Refer to page 2, Strategic Plan
2008-2011). The Leukemia & Lymphoma Society helps blood cancer
patients live better, longer lives. Mission Advancement Fund
impactful and relevant blood cancer research in order to accelerate
the development of new therapies. Increase opportunities for the
creation of and participation in new blood cancer clinical trials.
Offer all patients access to information and services at all points
in their cancer journeys. Revenue Generation Dramatically increase
the engagement of volunteers across all revenue generating
activities: They will access their relationships for additional
sponsors, teams and participants. Continue to develop product
extensions and partnerships to create new income streams. Develop
and expand our fundraising programs across Canada. Build the donor
pipeline and enhance donor stewardship. Cultural Transformation
Engage staff, volunteers and partners to strengthen and maximize
effectiveness across all programs. Amended Key Priorities & New
2010-2011 Targets Revised Key Priorities will ensure that: For the
complete Strategic Plan amendment document visit the Board Extranet
and click on Board Manual 9
Slide 11
June 2010 GOVERNANCE STRUCTURE Strategic Framework Approved
September 2008 Revised November 2009 Standing Committees Operating
Committees Mission Oversight Board Development Executive Therapy
Acceleration Program (TAP) Medical & Scientific Affairs Patient
Services Public Policy Board of Directors CEO Other Committees
& Project Teams Presidents Advisory Council Audit Finance
Compliance with accounting standards Rapid response between BOD
meetings Advisor to CEO Vet new ideas CEO performance review Board
effectiveness Director & Officer nominations Leadership
development & succession planning Fiscal & risk oversight
Strategic oversight of mission areas Outcomes assessment
Integration of TAP & research agendas Research grant approval
Biotech Accelerator & Academic Concierge Clinical trials Grant
peer review Professional education Information delivery Financial
assistance Professional education Composition varies according to
capabilities needed (BOD, BOR, other volunteers, staff, outside
experts) Issue or project-specific Permanent or ad hoc Example:
Public Policy Fiduciary and strategic oversight Intellectual,
economic, political & social capital to advance mission Door
opening; give/get Organizational ambassadors Board of
Representatives Field leadership g Investments Investment Oversight
Recommend changes to investment strategy/policies 10
Slide 12
June 2010 DECISION MAKING AUTHORITY Strategic Framework Board
of Directors Board of Directors Set organizational priorities
Approve policies Approve annual budget Appoint committees Elect
officers and elected members of the BDC Hire and terminate CEO
Amend bylaws under BOD jurisdiction Nominate Directors and Officers
Elect BDC Chair Set qualifications and metrics to evaluate
volunteer performance and Board effectiveness Operating Committees
Operating Committees CEO Act in between Board meetings within
Board- approved guidelines. Set performance objectives and
evaluation metrics for CEO Define auditors services and set
compensation Investigate Conflict of Interest complaints
Volunteer-dependent organizational functions Define procedures and
timelines for committees work Appoint subcommittees and work groups
Reports to the Mission Oversight Committee or Finance Committee
(where appropriate) Standing Committees Standing Committees Board
of Representatives Board of Representatives Elect Directors to the
BOD Elect Officers of the BOR Amend bylaws under BOR jurisdiction
Exercise authority delegated from the Board Report to the Board
Approve grants Additional committee-specific decision rights At the
Board Level At the Staff Level At the Committee Level Hire and
terminate staff Set performance objectives and metrics Sign
contracts Appoint staff-driven committees, e.g. Public Policy Audit
Board Development Board Development Executive Mission Oversight
Mission Oversight Other Committees Other Committees Staff-dependent
organizational functions Define procedures and timelines for
committees work. Report to CEO Finance Approve recommendations from
the Investment Committee 11
Slide 13
June 2010 GOVERNANCE CALENDAR Strategic Framework Apr - JunJuly
- SepOct - DecJan - Mar BOR Election of BOD Directors (Apr) BOR
Election of BOD Directors (Apr) Committee Appointments (Apr-Jun)
BOD Officer Elections (Apr) BOD Officer Elections (Apr) BDC Needs
Assessment (Aug-Sep) BDC Needs Assessment (Aug-Sep) Director and
Officer Candidate Recruiting (Oct-Jan) Director and Officer
Candidate Recruiting (Oct-Jan) Director and Officer Nominations
(Jan) Director and Officer Nominations (Jan) Budget Approval (Jun)
Budget Approval (Jun) Auditors Report (Jan) Auditors Report (Jan)
Leadership Development Functions Oversight Functions CEO
Performance Review & Goal Setting (Jun) CEO Performance Review
& Goal Setting (Jun) 12
Slide 14
June 2010 BOARD FACTS Strategic Framework Size Currently in
transition and downsizing by 2011 to a range of 20-30 members
depending on the needs of the Board Makeup of Board Officers
Directors Life members (Board Chairs who served prior to 2001)
Directors Recruited and nominated by Board Development Committee.
Elected by Board of Representatives. 3 year terms; reelection to
one additional, consecutive 3 year term permitted but not
automatic. Directors rotating off the Board must serve a two-year
fallow period before standing for election again. Staggered terms
with roughly one third of the Board being elected or reelected each
year. Officers Chair, Vice Chair, and Secretary Treasurer. Elected
by Board of Directors. 2-year terms beginning in even-numbered
years. Committees Standing committees (Directors only) do the
governing work of the Board (oversight, assessment and mission
advancement). Operating committees (members may be Board, non-Board
LLS volunteers and outside experts) do high-level mission-related
work and are heavily dependent on volunteers. CEO-appointed
committees and project groups work under the CEOs direction to
implement the strategic plan (primarily outside and staff experts).
Committee Chairs for standing and operating committees appointed by
Board Chair and serve at Chairs discretion. Exceptions: Board
Development Committee elects its Chair; Executive Committee is
chaired by Board Chair, and the Finance Committee is chaired by
Secretary/Treasurer. 13
Slide 15
June 2010 BOARD MISSION STATEMENT Board of Directors Mission
Statement Adopted September 2008 Roles and Responsibilities It is
the responsibility of the Board to: Exercise fiduciary oversight of
LLSs financial, ethical and legal affairs, and ensure the
organizations stability and viability. Partner with the executive
staff to establish a strategic plan that is consistent with LLSs
mission, vision and core values, and serves as a compass for goal
setting and decision making at all levels of the organization.
Expand through its own influence and affluence the Societys access
to revenues, resources and opportunities. Approve the organizations
annual operating and capital plans. Partner with the executive
staff to ensure that sufficient human and financial resources are
available to implement the plans. Monitor progress against goals
and program effectiveness, and promote a culture of accountability
for results. Establish policies and act as a deliberative body to
serve the best interests of LLSs diverse constituencies, including
current and future patients, chapters, donors and the public at
large. To carry out its responsibilities, the Board will: Empower
standing committees and task forces to carry out the detailed
governing work of the Board. Retain, advise, establish performance
objectives and metrics, and annually evaluate a Chief Executive
Officer to manage the organization and execute the strategic plan.
Ensure that the Board is composed of the appropriate mix of
expertise, networks and backgrounds required to achieve its
mission. Ensure that Board members and the executive staff work
effectively as a team. Regularly monitor its own effectiveness and
adopt leadership development plans for the Board, its members and
committees. Ensure a succession of capable and effective volunteer
leaders. The Board of Directors is the ultimate governing authority
of The Leukemia & Lymphoma Society. Its mission is to govern
the organization, protect the organization's image and assets, and
provide leadership in the fight against blood cancers. 14
Slide 16
June 2010 DIRECTOR JOB DESCRIPTION Roles and Responsibilities
Role To act in the best interest of LLS as a whole and to exercise
the legal duties of stewardship: 1) to be faithful to LLSs mission,
2) to exercise due diligence, and 3) to give undivided allegiance
to the Society when making decisions affecting LLS.
Responsibilities Be informed about the fiduciary, governance and
fund raising roles of the national Board, as defined in the Board
Mission Statement. Be informed about the role and responsibilities
of Board members as individuals, and sign the Directors Agreement
at the beginning of each term. Comply with LLSs bylaws and
organizational policies, including acknowledging receipt in writing
of the Conflict of Interest and Ethics Policy and the
Anti-discrimination and Harassment Policy. Assist the Board in
carrying out its fiduciary responsibilities by reviewing financial
statements, monitoring organizational outcomes and asking
questions. Attend regular and special meetings of the Board, in
person or via conference call. Review agendas and supporting
materials prior to meetings, and come prepared to make a thoughtful
contribution. Serve on 1-2 committees, and take on special
assignments when able. Use ones sphere of influence to open doors
to organizational resources, major donors, corporate sponsors and
other strategic corporate or nonprofit partners. Work in
partnership with the staff to support fund raising and donor
development activities. Make a personal annual, non-event related
contribution to the national organization of at least $1,000,
either as a one-time payment or through installments. Be informed
about LLSs services and programs and act as an ambassador to
promote LLSs efforts. Take an active role in identifying and
developing future leaders. Keep up-to-date on developments in the
field. For complete job descriptions, including qualifications and
time commitments, contact Kathy Plank or a member of the Board
Development Committee 15
Slide 17
June 2010 DIRECTORS AGREEMENT Roles and Responsibilities
Adopted September 2008. To be signed at the beginning of each term.
As a Director of The Leukemia & Lymphoma Society, I am
committed to LLSs mission, which is to cure leukemia, lymphoma,
Hodgkin's disease and myeloma, and improve the quality of life of
patients and their families. I pledge to carry out this mission. I
understand that I am responsible for the health and well- being of
LLS, and that my duties and responsibilities include the following:
I will act in the best interest of LLS as a whole. I will exercise
the legal duties of stewardship: 1) to be faithful to LLSs mission,
2) to exercise due diligence and 3) to give my undivided allegiance
to LLS when making decisions affecting the Society. I will know and
comply with the LLS bylaws and policies and be familiar with its
programs. I will safeguard, with other Directors, the fiscal health
of LLS. I will be familiar with our budget and take an active part
in reviewing, approving, and monitoring it. I will take a
leadership role in fund raising for LLS. I will use my sphere of
influence to open doors to organizational resources, major donors,
corporate sponsors and other strategic partners. I will work
diligently and in partnership with other Directors and the staff to
raise as much money as possible, within the guidelines of the
Board-approved development plan and in ways appropriate to my
situation. I will make an annual, non-event related contribution to
the national organization of at least $1,000, either as a one-time
payment or through installments. I will actively promote LLS and
encourage and support its staff. I will attend all board meetings,
be available for phone consultation and serve if asked on at least
one Board or operating committee. If I am not able to meet my
obligations as a Director, I will offer to stand down from the
Board. In signing this agreement, I am committing myself to serve
in good faith and acting on the assumption that every other
Director will do likewise. We are trusting each other to carry out
the above agreements to the best of our ability. Signature:
__________________________ Date: ______________ 16
Slide 18
June 2010 BOARD BIOS Roles and Responsibilities Scott A.
Carroll is the Resident Manager of the Cincinnati, Ohio office of
Jackson Lewis LLP. Scott has represented clients across the
spectrum of labor and employment law, including wrongful discharge
litigation, collective bargaining, union avoidance, and human
resources counseling. He has expertise in drafting, counseling,
prosecuting, and defending theft of trade secret cases and/or
non-compete, non-solicitation cases. Scott is a member of the U.S.
Sixth Circuit Bar Association, the Federal Bar Association, the
Ohio State Bar Association, and the Cincinnati Bar Association. He
received his B.S. degree from the University of Cincinnati in 1990,
and he earned his J.D. from the University of Cincinnati - College
of Law in 1993, where he was a member of the University of
Cincinnati Law Review. Scott became a member of the South Ohio
chapter in 2002 and was Chapter President in 2005. Term end: 2012
(as Chair); 2014 (as Immediate Past Chair). Tim Durst is a partner
with Baker Botts L.L.P., an international law firm. He works in the
firm's Dallas office. His law practice focuses on commercial and
intellectual property litigation matters (such as patent
infringement and trade secret misappropriation cases). Tim's
involvement in the Society stems from his son's diagnosis with ALL
in 1997, just short of his second birthday and now a healthy,
thriving, ten-plus year survivor. Tim has worked on the North Texas
chapter board since 1999, including serving two terms as president.
He has participated in TNT, Light the Night and local golf and
black-tie events. Since joining the national board in 2006, Tim has
worked on board development, public policy, and TAP matters, and
chaired the 2007 Volunteer leadership Conference and the Board
Development Committee. Term ends: 2012 (as Member and Vice Chair).
Kevin Ryan is a partner with Citrin, Cooperman & Company CPAs.
He has over 20 years of experience providing audit, tax and
business consulting services to clients in a variety of fields,
including the hospitality industry and the not-for profit sector.
He specializes in income tax planning, both individual and
corporate, estate taxes, including the planning and administration
stages, as well as retirement and financial planning. Kevin was
elected to the National Board in 2000, and has served on the Audit,
Board Development and Awards committees. He is also a member of the
Board of The Leukemia & Lymphoma Society of Canada. He has been
a member of the Board of Trustees of the Eastern Pennsylvania
Chapter since 1993, serving as Treasurer, Chapter President, and
Corporate Delegate. Term extended one year to fill the position of
Secretary/Treasurer that was vacated by the resignation of Steven
Lilly. Term ends: 2011 Scott A. Carroll (Chair) Timothy S. Durst
(Vice Chair) 17 Kevin R. Ryan (Secretary/Treasurer)
Slide 19
June 2010 BOARD BIOS Roles and Responsibilities Jim Beck is a
Certified Financial Planning Practitioner, major shareholder and
principal of Hefren-Tillotson, a Pittsburgh based financial
planning/investment firm. He has over 25 years of experience in
investments and financial planning. Jims indirect involvement with
LLS dates back to 1951 when his 4 year old brother lost his battle
with leukemia. He has been active in his local chapter in numerous
capacities over the past 25 years, including Chapter President and
Treasurer. Jim joined the National Board in 2008, and has served on
the Donor Development Committee and Vision Task Force. Term ends:
2011. Jorge Benitez joined Accenture in 1981 after graduating cum
laude from the University of Florida with degrees in Accounting and
Economics. With over 28 years experience in management consulting,
technology and outsourcing, Jorges specialty is directing large-
scale, global change initiatives across a diverse set of industry
segments. Throughout his career, Jorge has been recognized by his
peers and clients for his ability to lead with a keen focus on both
people and business results. He has led the Minority Mentoring
Program for Accentures US business, Global People Advocacy
worldwide, and the global Partner Matters function for Accenture.
Jorges success in business and the community has been recognized on
a local and national level. He was selected in 2005 as on of the
Top 100 Most Influential Hispanics in the United States. Outside of
work, Jorge enjoys reading, writing, boating and deep sea fishing
as well as traveling around the world. Jorge is a member of the
Southern Florida Chapter since 2008. Term ends: 2013 Betsy Clark is
the Executive Director of the National Association of Social
Workers, the largest organization of professional social workers
with nearly 150,000 members. Her clinical specialty is oncology
social work. She has conducted research, developed service delivery
programs and published papers and book chapters on psychosocial
oncology, cancer survivorship, and loss and bereavement. She is an
editor of the book Social Work and Oncology: Supporting Survivors,
Families, and Caregivers, published by the American Cancer Society,
and she serves on the Editorial Boards of CURE: Cancer Updates,
Research, and Education, and the journal Illness, Crisis, and Loss.
She is a member of the Academy of Certified Social Workers, and was
recently elected to the National Academies of Practice. She holds a
bachelors and masters degree in social work, a masters of public
health from the University of Pittsburgh, and a masters degree and
doctorate in medical sociology from the University of North
Carolina at Chapel Hill. Term ends: 2012. Jorge Cortes is a
Professor of Medicine and Deputy Chair in the Department of
Leukemia at The University of Texas, MD Anderson Cancer Center, in
Houston, Texas. He is also the Chief of the CML Section in the
Department of Leukemia. He earned his medical degree at the
Universidad Nacional Autonoma de Mexico in Mexico City. His
clinical interests focus on new drug development and the management
of patients with myelodysplastic syndromes, myeloproliferative
disorders and acute and chronic leukemias. He has authored more
than 300 peer-reviewed medical publications. He is Editor-in-Chief
of Clinical Leukemia, Co-Chief Editor of Current Malignant
Hematology Reports, and is on the editorial boards of Clinical
Cancer Research, Leukemia and Journal of Clinical Oncology. He was
an LLS Scholar in Clinical Research and received the Kenney Award
in 2006. Term ends: 2013. James A. Beck Jorge Benitez Elizabeth J.
(Betsy) Clark, PhD Jorge Cortes, MD 18
Slide 20
June 2010 BOARD BIOS Roles and Responsibilities Jim Davis is
Executive Vice President, General Counsel and Secretary of Human
Genome Sciences, Inc., a biopharmaceutical company with multiple
Phase 2 and 3 products. His professional background is in the area
of intellectual property law, including intellectual property
rights and regulatory compliance and licensing. Issues related to
the commercialization of new technologies. Jim has been counsel to
a major intellectual property firm, a partner in the Washington,
D.C. office of a major New York law firm, head of research and
development for an agricultural biotechnology company, and a
Special Assistant at the Environmental Protection Agency, where he
focused on biotechnology regulation. He is a CML patient and a
clinical trial participant. Term ends: 2013. Tom Fitzpatrick is
Director of Credit for Saint-Gobain Corporation, the worlds largest
building materials company. He is an attorney and a financial
workout specialist. Tom joined the Massachusetts Chapter in 1980
and has been an active participant ever since, including chairing a
Light the Night Walk every year since the inception of the program.
He is currently serving as Chapter President. He joined the
national Board of Trustees and served with the Board of Directors
for nearly 10 years in many capacities, including
Secretary/Treasurer, Chair of the Finance Committee, Chair of the
Strategic Oversight Committee, Chair of the Awards Committee and
member of the Audit and Board Development committees. Term ends:
2011. Alan Gewirtz heads the Hematologic Malignancies Program of
the Cancer Center at the University of Pennsylvania, where he holds
the C. Willard Robinson Endowed Chair in Hematology/Oncology. He
received his sub-specialty training at Yale University School of
Medicine, and has a long standing interest in gene transcription
and the regulation of human blood cell development. He was a
pioneer in the development of RNA targeted therapeutics and has
received numerous awards including the Doris Duke Distinguished
Clinical Scientist award. He serves on numerous NIH panels and is a
member of the editorial boards of several prominent journals
including the Journal of Clinical Oncology, the Journal of Clinical
Investigation, and Nucleic Acids Research. Term ends: 2011. Gary
Gilliland is the Senior Vice President and Oncology Franchise Head
for Merck Pharmaceuticals. Previously, he was a Professor of
Medicine at the Dana Farber Cancer Institute at Harvard, where he
was also a Professor of Stem Cell and Regenerative Biology. Garys
was supported in his early career through an LLS Scholar Award and
has been the recipient of an LLS Translational Research grant on
myeloid malignancies. He has authored over 200 peer-review
manuscripts. He serves as a member of the Medical and Scientific
Affairs Committee, where he has chaired the SCOR subcommittee for 6
years. Term ends: 2012. James H. Davis, PhD, JD (At-Large) Thomas
L. Fitzpatrick Alan M. Gewirtz, MD D. Gary Gilliland, MD, PhD
19
Slide 21
June 2010 BOARD BIOS Roles and Responsibilities Steve Hooker
retired at the end of 2009 as Sr. Vice President & Chief
Financial Officer of Regence Blue Cross Blue Shield, the largest
health insurance plan in the Pacific Northwest/Intermountain
region. At Regence, Steve was accountable for investments,
accounting, actuarial and underwriting services. He is a CPA, holds
a BS in Business from Oregon State University and has done post
graduate work at Northwestern, Duke, Harvard and Wharton. Steve
lives in Portland, Oregon with his wife Linda and their two
daughters. He has been involved with LLS since 1997 following the
loss of his son to ALL. He joined the National Board in Jan. 2003
and has served on the Investments, Finance, Audit, Patient Services
and Board Development Committees. Term ends: 2010 as Chair; 2011 as
BOD member, continuing through June 30, 2012 as a Carryover Elected
Director as he serves as Immediate Past-Chair. Raanan Horowitz is
the President and Chief Executive Officer of Elbit Systems of
America, LLC, a leading provider of high performance products and
systems solutions for the defense, homeland security, commercial
aviation, and medical instrumentation markets. Raanan leads the
strategic and operational direction of the Fort Worth headquartered
company and serves as a member of the Elbit Systems of America
Board of Directors. During his tenure with the company, he has been
instrumental in driving the companys organic growth and strategic
acquisitions, resulting in its evolution to providing mission
critical systems to many major defense platforms. Mr. Horowitz is
active in the defense and aerospace industry through his service in
the U.S. Army Science Board. He serves on the Board of Governors of
the Aerospace Industry Association and is a member of the Business
Executives for National Security (BENS). He received an MBA from
the Seidman School of Business at Grand Valley State University in
Allendale, Michigan and was also awarded a Master of Science degree
in Electrical Engineering and a Bachelor of Science degree in
Mechanical Engineering from Tel-Aviv University in Israel. Term
ends: 2011. John Kamins chairs the Public Finance Group at Foster,
Swift, Collins & Smith, PC in Farmington Hills, MI. He has been
active in LLS since 1987. He has served as Chapter President twice
and was the Chapters first Class A Trustee on the National Board of
Trustees. He chaired the national Legal Affairs Subcommittee for 6
years, and has served in many capacities for the national Board,
including finance, strategic planning and organization design. John
served as the last Chairman of our National Board of Trustees and
the first Chairman of our Board of Directors, and drafted the
bylaws that helped guide the Society through the transition period.
Term ends: 2011. Raanan Horowitz Steve Hooker (Immediate Past
Chair) John M. Kamins 20
Slide 22
June 2010 BOARD BIOS Roles and Responsibilities Armand Keating,
is Professor of Medicine, Director, Division of Hematology, and
Epstein Chair in Cell Therapy and Transplantation at the University
of Toronto and Chief of Medical Services and Head of the Department
of Medical Oncology and Hematology at Princess Margaret
Hospital/Ontario Cancer Institute and holds the Epstein Chair in
Cell Therapy and Transplantation. His research interests include
hematologic malignancies, hematopoiesis, stromal cell biology,
blood and marrow transplantation, and cell therapy. He earned a
Bachelor of Science in biochemistry and his medical degree from the
University of Ottawa. He has been active in LLS for many years,
serving on the Translational Research Grants Panel and the Medical
and Scientific Affairs Committee, both of which he currently
chairs. In addition, he is Secretary of the American Society of
Hematology, was the former Chair of the Autologous Blood and Marrow
Transplant Registry at the Medical College of Wisconsin, and served
as President of the Canadian Hematology Society and the American
Society for Blood and Marrow Transplantation. Term ends: 2012. Joe
Kelley is Vice President, Government Affairs for Lilly USA, where
he serves as the head of Lillys Washington Office and is
responsible for Lillys federal, state, and international government
affairs activities. He is also a member of Lillys U.S. Affiliates
Operations Committee. He has been an active member of LLSs National
Capital Chapter where he served on the Executive Committee and
Co-Chairs the Chapters highly successful Annual Leukemia Ball, and
has been responsible for raising significant funds for this very
successful event. Joe established the Virginia Sheldon Jerome
Foundation in memory of his wife, whom he lost to AML in 2002. Joe
has also assisted with LLSs government affairs activities to help
secure funding for blood cancer research. Term ends: 2012. Armand
Keating, MD, FRCPC Joseph B. Kelley Rodman N. Myers Rod Myers is Of
Counsel to Honigman Miller Schwartz and Cohn in Detroit, Michigan.
He is a member of the American Bar Association, the State Bar of
Michigan, and the Detroit Bar Association. He is a graduate of
Wayne State University, and received his law degree from The
University of Michigan. Rod has been an active volunteer for the
Leukemia Society of America since 1985. H e was the founding
President of the Michigan Chapter, and has chaired nearly every
chapter committee over the years. He was elected to the National
Board of Trustees in 1985, and served the Board in a wide range of
capacities, including Executive, Chapter Development and Legal
Affairs committees. Rod received the National Leadership Award in
1994. Term ends: Life Member. 21
Slide 23
June 2010 BOARD BIOS Roles and Responsibilities Derek Raghavan,
MD, PhD, FACP Dr. Raghavan joined the team at the Cleveland Clinic
Taussig Cancer Center in March 2004, and rapidly set about the task
of moving to a platform of multi-disciplinary translational
research and treatment. Since March 2004, nearly a dozen new
faculty have been recruited to the Cancer Center and arrangements
have been made to establish new clinics. Dr. Raghavan originally
trained in Australia and the United Kingdom, receiving his medical
degree from the University of Sydney; a Ph.D. from the University
of London; and post-doctoral studies at the University of
Minnesota. In 1991 he lead the Divisions of Solid Tumor Oncology
and Investigational Therapeutics a the Roswell Park Cancer
Institute and in 1997 was associate director of the Norris
Comprehensive Cancer Center and head of the Division of Oncology.
Dr. Raghavan has served as chair of the NCI Cancer Clinical
Investigations Review Committee, the Veterans Administration Merit
Review Board in Oncology, and the Cancer Communications Committee
of the American Society of Clinical Oncology. He is a member of
many editorial boards, including the ASCO People Living With Cancer
Web site, Journal of Urology, Clinical Cancer Research and Urologic
Oncology, and sits on the scientific advisory boards of the
European Organization for Research and Treatment of Cancer, the
Southwest Oncology Group, Cancer Research UK, and several
comprehensive cancer centers. Term ends: 2013 22 Ken Schwartz
Transaction Advisory Services Partner with Ernst & Young LL).
He has been providing these services to both private equity and
corporate acquirers for the past ten years. Kens experience
includes complex, cross-border mergers, acquisitions, divestitures
and recapitalizations. He has led teams working on transactions
ranging from $5 million to over $25 billion. Ken is a Certified
Public Accountant with over 17 years of experience. He earned his
bachelors degree from the State University of New York at Albany.
He is a member of the American Institute of Certified Public
Accountants and the new York State Society of Certified Public
Accountants. Ken is a member of the Long Island Chapter since July
2008. Term ends: 2013. Kenneth Schwartz
Slide 24
June 2010 BOARD BIOS Roles and Responsibilities Norb Sieber is
President of NJS Consulting, an independent company specializing in
strategic, organizational problem solving and change management.
Previously, he was president of MARC USA/Miami, one of the largest,
independent advertising agencies in the United States. Norbs
involvement with LLS began in 1986 in the Western Pennsylvania and
the West Virginia Chapter, where he served as chapter president and
vice president. On the national Board, he has chaired the Strategic
Plan Oversight Group and Marketing and Communications committees,
and served on the Executive, Internet and Finance committees prior
to becoming Chairman in 2002-2003. Term ends: 2011. Jay Silver is a
financial and litigation consultant based in Sugar Land, Texas. He
was as a partner in the international accounting firm of Deloitte
& Touche. Previously, he was Chief Operating Officer and Chief
Financial Officer of Bradmark, Inc., a worldwide computer software
development firm, and Senior Vice President, Finance and
Administration of Lifeco Travel Services Company, a billion dollar
service organization. Jay has been actively involved with the Texas
Gulf Coast Chapter since 1981. He was elected to the National Board
of Trustees in 1986 and served as Chairman of the Societys Fund
Raising Committee from 1989 1999, during which time, the Societys
total revenues increased from less than $30 million annually to
more than $107 million. Jay was Chairman of the National Board of
Trustees in 2000. Term ends: Life Member. Bill Ward is the
President and CEO of Presbyterian Manors of Mid-America, a not-for-
profit retirement and health services organization serving Kansas
and Missouri. He has been involved with LLS since 1975 and has
served both the Gateway Chapter and the national Board in many
capacities. He has been a Chapter President, and was Chair of the
National Board of Trustees in 1996-97. he has served on numerous
committees, including Chapter Relations, Finance, Executive,
Nominating, Bylaws and Legal Affairs Committee. Term ends: Life
Member. Norbert J. (Norb) Sieber Jay L. Silver William M. W ard,
Jr. 23
Slide 25
June 2010 BOARD BIOS Roles and Responsibilities Louise Warner
has been involved with LLS since 1999. She has been very active at
the local level as well as nationally. She served as Chapter
President and Secretary, and chaired numerous Black Tie events,
Light the Night and the donor development committee. She completed
the Disney half-marathon with Team in Training in 2003. She served
as the first Chair of the Board of Representatives, and has been
involved in strategic planning, organizational design and planning
volunteer leadership conferences. She co-chaired task force s on
volunteer engagement, and chapter president best practices., and is
currently a member of the Board Development Committee. Louise lost
her mother to Lymphoma in 2004. Term ends: 2011. Matthew Winter is
President & CEO of Allstate Financial and a member of the
Allstate senior management team. Since joining Allstate in 2009, he
has been responsible for leading Allstate Financials effort to
provide life insurance and retirement products to middle-income
Americans. He most recently served as Vice Chairman of American
International Group and was President & CEO for AIG American
General Domestic Life Companies for approximately 3 years. Matt
earned a Bachelor's of Science degree from the University of
Michigan, a J.D. from Albany Law School of Union University, and a
LL.M. from the University of Virginia School of Law. Term ends:
2013 Michele Wong is President/CEO of Synergex International
Corporation, an international software company headquartered in
Gold River, CA. She is a Past President of the Greater Sacramento
Area Chapter, where she has served on the chapter board for six
years. She chairs the chapters major donor campaign, and is a
member of the Board Development Committee, and the Advocacy and
Strategic Committees. She chaired Light the Night for three years,
and have participated in TNT in the Nike Women's Marathon. She
worked with area high school students to form the Junior Board as a
way to get young people involved in the Society. Michelle joined
the national Board in 2008 and is a member of the Board Development
Committee. Term ends: 2011. Louise G. Warner Michele C. Wong 24
Matthew E. Winter
Slide 26
June 2010 SENIOR STAFF BIOS Roles and Responsibilities John
Walter has been the Societys President and CEO since April, 2008.
He joined LLS in 1995 as Senior Vice President of Finance &
Information Technology. Most recently, he designed and implemented
LLS's Co-Pay Assistance Program, leading a cross- functional team
that established, made operational and raised in excess of $3
million in less than six months. He also led LLS's Canadian
division in adapting LLS's strategic plan. Earlier accomplishments
include projects that continue to enhance efficiencies and internal
controls, such as the centralization of all finance and treasury
operations in the United States and Canada. John also established
LLS's information technology and Web services functions. He came to
LLS from the March of Dimes, where he worked for nine years. John
had previously worked at Donaldson, Lufkin & Jenrette and at
Bristol-Myers Squibb, where he had broad international experience.
As Chief Scientific Officer, Lou DeGennaro is responsible for the
administration of LLS's research grant programs that support
research leading into the prevention, diagnosis and cure of
leukemia, lymphoma and myeloma. He also directs LLS's Therapy
Acceleration Program, which supports private sector and
academic-based projects with the goal of moving more blood cancer
therapies into the development pipeline. Lou has more than 20 years
of research and drug development experience in academic and private
sector settings. He received his PhD in biochemistry from the
University of California at San Francisco and did his post-doctoral
research at Yale University School of Medicine. His previous
academic positions include Research Group Leader at the Max Planck
Institute in Munich, Germany, and Associate Professor of Neurology
and Cell Biology at the University of Massachusetts Medical School.
His private sector positions include: Senior Director of Molecular
Genetics at Wyeth Pharmaceuticals in Princeton, NJ, and Executive
Vice President for Research and Development, SynX Pharma, Inc. in
Toronto.. Louis J. (Lou) DeGennaro, PhD (Chief Mission Officer)
John Walter (President and Chief Executive Officer) Jeff Como
(Chief information Officer) As the Chief Information Officer, Jeff
Como oversees the overall technology strategy, delivery, and
services for the organization. In addition to those areas, Jeffs
responsibilities include evaluating & implementing emerging
technology opportunities that can optimize operations, improve
collaboration, and enhance user satisfaction for both staff and
volunteers across the organization. Jeff joined LLS in 2005 as the
Vice President of Systems Development where he built and executed a
systems strategy to revamp LLS's online fundraising platform. Jeff
comes to LLS with over 20 years of Information Technology
leadership experience across diverse commercial enterprises,
building large-scale enterprise solutions for both major
corporations and dot.com startups. 25
Slide 27
June 2010 SENIOR STAFF BIOS Roles and Responsibilities Nancy
Klein (Chief Marketing and Revenue Officer) Hildy Dillon (Senior
Vice President, Patient Services) George Dahlman (Senior Vice
President, Public Policy) George Dahlman is in charge of LLS's
growing advocacy efforts. Based in Washington, DC, he has
contributed toward the enhancement of LLS's advocacy network, the
expansion of the organization's federal activism and the launch of
the Grassroots Network Development Program. He joined LLS in 2000
after 20 years in communications and public affairs. Over that
time, George served as Assistant Executive Director for the
Regional Transportation Authority in Chicago; Director of Public
Affairs for British Aerospace, Inc. and as Press Secretary for U.S.
Senator Alan J. Dixon of Illinois. As Senior VP of Patient
Services, Hildy provides strategic direction and oversees the
development, guidelines, evaluation and operations of LLS chapter
based and national patient and healthcare professional services
programs, disease specific patient publications & Web pages,
financial and other support services. She joined LLS in 1999 as the
Director of the LLS Information Resource Center. Hildy has dual
Bachelor of Science degrees in biology and zoology from the State
University of New York College of Environmental Science and
Forestry in Syracuse, N.Y. She received her master in public health
degree at the City University of New York Hunter College School of
Health Sciences. Hildy frequently presents to professional oncology
audiences on clinical and supportive care issues and serves on
several professional hematology/oncology advisory group panels. As
the Chief Marketing & Revenue Officer, Nancy Klein provides
strategic direction and overall management of the organizations
marketing and fundraising activities. Her responsibilities include
leading the identification, testing and roll-out of new campaign
initiatives; overseeing the development of successful corporate
partnerships, and providing leadership in the areas of major gifts,
foundation giving, planned giving and direct response. Nancy
oversees the development and execution of comprehensive marketing
efforts, including web site design, content management and
e-marketing programs, video products, and broadcast, radio and
print public service announcements. She is also responsible for all
marketing collateral, direct mail, posters and annual reports,
media relations and crisis management, market research and all LLS
publications including e-newsletters. Nancy also serves as the
marketing communications interface with all sponsors or special
relations programs. 26
Slide 28
June 2010 SENIOR STAFF BIOS Roles and Responsibilities George
Omiros has served as Senior Vice President, Field Development since
June 2008. He is responsible for providing strategic direction and
overall management of LLS chapters. He joined LLS in 1988 and has
served in many capacities, including Executive Director of the
Western Pennsylvania & West Virginia Chapter. George is a
Certified Fund Raising Executive and a Certified Association
Executive, and is a founding member of the Pittsburgh Planned
Giving Council. He is a consultant to many organizations and has
taught college and community programs in the areas of
organizational development, strategic planning, board/volunteer
development, capital campaigns, major giving and special events.
George is recognized in Who's Who in the East, Who's Who in America
and Who's Who in The World. Jimmy Nangle (Chief Financial Officer)
George Omiros, CFRE, CAE (Senior Vice President, Field Development)
Jimmy Nangle is responsible for LLS's financial, administrative,
risk management and travel functions. Prior to joining LLS in 1995,
he worked for AMF, Chesebrough-Ponds and the Jockey Club. Jimmy has
a B.S. degree in accounting from The University at Albany and an
M.B.A. in finance from Pace University. Philip Kozlowski (Senior
Vice President, Human Resources) Michael joined LLS in March 2006
as Executive Director of the New York City Chapter. During his time
in that role, the New York City chapter developed the largest Light
The Night walk, the largest Team In Training program and became the
largest LLS chapter in the country. As Senior Vice President of
Revenue Generation his responsibilities include oversight of LLSs
national campaigns including Team In Training, Light The Night and
Pennies for Patients, as well as its Donor Development efforts.
Michael has over 20 years of experience in the non-profit sector.
Prior to joining LLS Michael was the Executive Director of Careers
through Culinary Arts Program. Michael is a graduate of The Wharton
School at The University of Pennsylvania. Michael Osso (Senior Vice
President, Revenue Generation) Phil joined LLS in October 2009 as
its senior vice president of human resources after a 29 year career
with Hitachi America, Ltd. He was the head of Hitachi's North
American human resources group. He has both global and domestic
business experience in the areas of talent management, leadership
development, performance management, employee benefit plans and
compensation. He also served as Hitachi's national sales/marketing
manager for fax and cell phones for a period of 3 years. Phil
received his B.S. degree from the Wharton School of Business,
University of Pennsylvania and his M.B.A. in marketing from Fordham
University. 27
Slide 29
June 2010 SENIOR STAFF BIOS Roles and Responsibilities Kathy
Plank supervises and manages the operations of the Office of the
President and assists in coordinating, communicating, and managing
support for the Board of Directors, Board of Representatives, Board
Development Committee, other committees and their respective
chairs. In addition, provides oversight and support for LLSs
governance bodies, systems, legal requirements, processes, and
rules. Kathy has been with LLS since December 2000. David Timko
(Senior Vice President, Chapter Growth) David Timko is the Senior
Vice President, Volunteer Engagement for The Leukemia &
Lymphoma Society. He currently leads an effort to identify and
engage high level volunteers in and around our key campaigns,
mission areas and Chapter Boards. He has been with the Society
since 1987, joining the Society as the Executive Director of the
National Capital Area Chapter in Washington, DC, where he served
for over 17 years. The Chapter has consistently been one of the top
performing entities in the Societys history. David has also been
the key liaison for the UFCW/Leukemia Campaign since joining the
Society, and has watched the campaign grow in participation and
revenue for over 20 years. Nancy Allen (President, Canada) Nancy
was appointed to the position of President of The Leukemia &
Lymphoma Society of Canada in March 2010 and is responsible for
ensuring continued growth of the organization by providing staff
leadership in the areas of revenue and patient services as well as
lending insight and direction to research and public policy.
Joining the LLS in 2003 Nancy was a member of the Field Management
Department of LLS and served as interim Executive Director to
several U.S. chapters. Formerly the Leukemia Research Fund, The
Leukemia & Lymphoma Society of Canada has been affiliated with
LLS since 2005. LLSC 28 Kathy Plank (Director, Office of the
President) Rick Winneker is the SVP, Research, and provides
leadership for the LLSs various research programs with the goal of
improving the standard of care and accelerating cures for leukemia,
lymphoma and myeloma. He is responsible for the management of the
research staff and for the strategic planning of future innovations
in LLS research programs. Dr. Winneker has more than 20 years of
experience in pharmaceutical research and development and has
extensive experience with all phases of pharmaceutical research and
development. Scientifically, his background is very diverse with
over 80 peer-reviewed publications in multiple therapeutic areas.
Dr Winneker received his Ph.D. in Anatomy from the University of
Minnesota and conducted his post-doctoral research at the Cell
Biology Department, Baylor College of Medicine in Houston, Texas.
Richard Winneker (Senior Vice President, Research)
Slide 30
June 2010 OFFICER JOB DESCRIPTIONS Chair Term of Office Two
years Role In collaboration with the Chief Executive Officer and
the Board of Directors, to safeguard the organizations reputation
and credibility, ensure progress in implementing the strategic plan
and foster an environment that attracts and energizes outstanding
volunteer leaders. Committee Assignments Board (Chair), Executive
Committee (Chair); all Board and Operating Committees as an ex
officio, non-voting member (except for the BDC). Responsibilities
Serve as presiding officer at regular and special meetings of the
Board of Directors. Act as LLSs official representative and
spokesperson. Ensure compliance with Board policies, procedures and
legal standards. Educate the Board on its ethical obligations and
ensure Directors compliance with LLSs conflict of interest policies
and annual disclosure procedures. Resolve issues related to
potential conflict of interest, or refer matters to the Audit
Committee for resolution as appropriate. Facilitate the Boards
involvement with the annual process of establishing Enterprise
Goals and Objectives consistent with the Strategic Plan, and lead
the Board in its review and approval of the LLSs goals, objectives
and Strategic Plan. Act as the Boards primary liaison to the Chief
Executive Officer. With the Executive Committee, oversee the annual
performance assessment of the CEO, including the setting of the
CEOs performance goals and objectives consistent with the
Enterprise Goals and Objectives and the Strategic Plan. Keep the
Board informed of significant organizational developments and
Executive Committee actions in between Board meetings, and ensure
effective two-way communication between Directors and Officers.
Participate in major donor solicitations and other development
activities at the request of the CEO or Chief Marketing and Revenue
Officer. Roles and Responsibilities For complete job descriptions,
including qualifications and time commitments, contact Kathy Plank
or a member of the Board Development Committee 29
Slide 31
June 2010 Vice Chair Term of Office Two years Role To support
the Board Chair and help ensure effective management of the Board.
Committee Assignments Executive Committee Responsibilities Act as
Vice Chair of the Board of Directors and the Executive Committee.
Preside over Board and Executive Committee meetings in the Chairs
absence. Provide support to the Board Chair in establishing
objectives, timelines and plans for the Boards activities, and
monitoring progress against plans on the Chairs behalf. Oversee one
or more substantive projects as directed by the Board Chair, such
as chairing strategic planning, executive search or CEO
compensation efforts. Participate in major donor solicitations and
other development activities at the request of the Board Chair, CEO
or Chief Marketing and Revenue Officer. Immediate Past Chair Term
of Office Two years Role To provide institutional knowledge and
leadership continuity. Committee Assignments Executive Committee
Responsibilities Provide advice and feedback on leadership, Board
management or business issues to the Board Chair, upon request.
Participate in major donor solicitations and other development
activities at the request of the Board Chair, CEO or Chief
Marketing and Revenue Officer. Assist the Chair in mentoring new
Directors and coaching underperforming Directors, upon request.
Roles and Responsibilities OFFICER JOB DESCRIPTIONS 30
Slide 32
June 2010 Secretary-Treasurer Term of Office Two years Role To
help the Board discharge its fiduciary duties and to document the
Boards actions. Committee Assignments Finance Committee (Chair);
Executive Committee Responsibilities Work with the Chief Executive
Officer and Chief Financial Officer to ensure that accurate
financial records are maintained, and that appropriate financial
reports are made available to the Board on a timely basis. Review
the annual budget and presenting recommendations about managements
budget to the Board for approval. Ensure compliance with relevant
legal and regulatory requirements and ethical standards. Ensure
that the organizations assets are protected, expended and invested
according to Board policies and procedures. Ensure that accurate
minutes of all Board meetings are prepared by staff, approved by
the Chair, distributed to Directors in a timely fashion, formally
approved by the Board, and maintained at the Home Office. Ensure
that notices for meetings and other actions are given in accordance
with the provisions of the Bylaws, or as required by law. Ensures
that LLSs records are maintained as required by law, including
Board minutes and the official list of Directors, and the corporate
seal. Certify and ensure that a current copy of the Bylaws is
maintained in the Home Office and is made available to the Board
during its meetings. Affix the seal, as authorized by the Bylaws or
required by law, to duly executed documents of the corporation.
Perform any other duties required by the Bylaws, Articles of
Organization or the law, or at the request of the Board. Roles and
Responsibilities OFFICER JOB DESCRIPTIONS 31
Slide 33
June 2010 COMMITTEES Roles and Responsibilities Audit Committee
Role To assist the Board of Directors in fulfilling its fiduciary
responsibility to oversee the quality and integrity of the LLSs
accounting, auditing, and reporting practices. Responsibilities
Oversee the LLSs compliance with applicable legal, ethical and
regulatory requirements, including financial reporting to the
public. Ensure compliance with federal, state and other
requirements related to finances. Review (and forward to the Board
for its approval) management's annual recommendations on
appointment of external auditors, approve the compensation for and
oversee the performance of services by the public accounting firm
(external auditors) engaged to audit the financial statements of
the LLS. Annually confirm the independence of the external
auditors, and review the firms non-audit services to the LLS, if
any, and related fees. Review with the external auditors and
Management o Audit scope and plan o Adequacy of the LLSs internal
controls, including computerized information system controls and
security. o Adequacy of the LLSs Conflict of Interest and Ethics
Policy, and Whistleblower policies and procedures. o The LLSs
significant business or financial risks and/or exposure, including
business continuity/disaster recovery plans, and assess the
effectiveness of managements efforts to minimize risk. o Any
significant changes to Generally Accepted Accounting Practices and
Principles, watchdog agency policies or standards, and evolving
oversight practices, and implications of these changes, if any, for
the LLS. Oversee the resolution of any disputes between the
external auditors and management regarding the adequacy of internal
accounting and fiscal controls, and the fair and accurate
presentation of the financial statements of the LLS. Review the
external auditors findings and recommendations on deficiencies or
performance improvement opportunities, and assess managements
response to the auditors concerns and/or recommendations.
Communicate the results of the annual audit to the Board and assist
Directors in understanding the auditors findings and
recommendations. Conduct or authorize investigations into any
matters within the Committees scope of responsibilities, including
retaining independent counsel, accountants, or others to assist in
the investigations. 2011 2012 Roster Jay L. Silver, Chair John M.
Kamins Kenneth M. Schwartz Norbert J. Sieber See Board Extranet for
complete charter. 32
Slide 34
June 2010 Roles and Responsibilities Board Development
Committee Role To enhance the capacity and effectiveness of the
Board of Directors and ensure a succession of strong volunteer
leaders at the national level to advance the Societys mission.
Responsibilities Board Performance Recommend strategies and
policies to build the Boards governing capacity. Periodically
evaluate the effectiveness of the Board, its committees and
individual Directors, including conducting a biennial assessment of
Board practices, and recommending enhancements or corrective
measures to the Board. Periodically review policies and protocols
pertaining to the Board and to the interactions between Board and
staff, including but not limited to the Board Mission Statement,
Directors Agreement, Directors job description, LLS
anti-discrimination and harassment policy, Directors give/get
requirements. Nominations Establish and periodically review the
Committees Board Capabilities Framework to identify capabilities
needed on the Board and define the backgrounds and skills desired
in Directors. Annually identify and prioritize capabilities needed
in the upcoming election cycle, including assessing gaps created by
Directors whose terms are expiring or who are candidates for
reelection, and establishing the desired mix of internal versus
external backgrounds and skills. Annually cultivate and recruit
internal and external candidates that meet the Committees criteria
and priorities, including outreach to volunteers and staff who have
high-level external connections, and working with the Board of
Representatives to identify potential BOD members from the field.
Nominate a slate of candidates as directed by the Bylaw: for
Directors, to be elected by the Board of Representatives; For
Officers, to be elected by the Board of Directors; For Board
Development Committee members, to be elected by the Board of
Directors. Leadership Development Design and implement the LLSs
leadership development strategy, including recruiting materials,
orientation of new Directors, officers and Committee Chairs, and an
ongoing program of Board education and teambuilding. Regularly
evaluate and mentor Directors as needed to optimize their
productivity and assist them in meeting the Boards needs for
governance, stewardship, continuity, and renewal. Consult
collaboratively with the Board Chair and the CEO to identify
emerging leaders and potential candidates for Committee Chairs,
Vice Chairs and at-large committee membership. COMMITTEES 2011 2012
Roster Raanan Horowitz, Chair Jorge L. Benitez Elizabeth Clark
Joseph B. Kelley Louise G. Warner Note: Chair is elected annually
by committee members See Board Extranet for complete charter.
33
Slide 35
June 2010 Executive Committee Role To support the policy work
of the Board of Directors and act on behalf of the Board in
specified situations. Responsibilities Overall Responsibilities
Conduct the business of the LLS between meetings of the Board of
Directors if an urgent matter arises that requires attention prior
to the next Board meeting, either as the result of an emergency or
to ensure a nimble response to a business matter. Report actions to
the Board promptly, including asking the Board where appropriate to
ratify the decisions of the Committee at the next regularly
scheduled Board meeting. Carry out specific directions of the
Board, and take action on policies when they affect the work of the
Committee or when the Board so directs. Test controversial ideas,
study (or direct others to study) important issues and present
findings to the Board. Consider the need for temporary task forces
to address issues that fall outside the scope of existing standing
or operating committees. Initiate the Boards involvement in
developing a strategic plan and guiding other Board initiatives at
the Boards request. Responsibilities Related to the Chief Executive
Officer With the CEO, annually establish Enterprise Goals and
Objectives for the Society. With the CEO, annually establish the
CEOs performance goals and objectives consistent with the
Enterprise Goals and Objectives and the Strategic Plan. Act as the
Boards liaison to the Chief Executive Officer in coordinating
implementation of the strategic plan, and providing counsel,
feedback and support on strategic and management issues as
appropriate. Facilitate an annual performance assessment of the
Chief Executive Officer by the Board, including o Conducting a
comparative review of compensation and benefits. o Establishing
performance objectives and metrics for the upcoming year. o
Assessing the adequacy of succession planning and appropriateness
of compensation for the senior management team. o Making
recommendations to the Board for its approval. Limitations It is
outside the scope of the Executive Committee to do the following:
Elect or remove Directors; fix the compensation of directors for
serving on the Board or any committee; approve or change the
budget; hire or terminate the Chief Executive Officer; amend or
repeal the Bylaws or adopt new Bylaws; make major structural
decisions affecting the LLS, such as adding or eliminating programs
or approving mergers; amend or repeal any resolution of the Board
which by its terms cannot be amended or repealed. Roles and
Responsibilities COMMITTEES 2011 2012 Roster Scott A. Carroll,
Chair Steven Hooker, Immediate Past Chair Timothy S. Durst, Vice
Chair James H. Davis, At-Large Kevin Ryan, Secretary/Treasurer See
Board Extranet for complete charter. 34
Slide 36
June 2010 Finance Committee Role To assist the Board in
fulfilling its responsibility for oversight of the financial
reporting, forecasting and budgeting practices of the LLS.
Responsibilities Regularly review the LLSs financial statements and
managements performance analyses, and ensure the accuracy and
timeliness of presentation of financial statements to the Board.
Help the Board understand the LLSs financial affairs, and identify,
as appropriate, any significant financial issues that may not be
readily apparent to the Board. Safeguard the LLSs assets, including
assessing the implications of proposed funding and ensuring that
adequate risk- management provisions are in place. Review and make
recommendations to the Board in the following areas: o Funding
parameters for program and non-program expenditures o Annual
operating and capital budgets aligned with the Strategic Plan and
Board policies, such as policies pertaining to net assets ratio and
the adequacy of fund balances to meet outstanding and anticipated
financial obligations o Management forecasts o Management requests
to expend non-budgeted funds Periodically review the Societys
financial policies and recommend revisions to the Board. Assume
other duties as directed by the Board. Collaborate with the
Investment Committee to ensure alignment between the Societys
financial position and its investment policies. Roles and
Responsibilities COMMITTEES 2011 2012 Roster Kevin Ryan, Chair
James A. Beck Jorge L. Benitez Alan M. Gewirtz, MD See Board
Extranet for complete charter. Steven Hooker Raanan Horowitz
Matthew Winter Michele C. Wong 35
Slide 37
June 2010 Mission Oversight Committee Role To help the Board
make informed judgments about the strategic direction and alignment
of all of the LLSs mission-related programs to the organizations
mission and vision, including the impact of the LLSs efforts on
improving the standard of care for patients. Responsibilities
Monitor and periodically report to the Board on the LLSs progress
against the strategic plan in all mission-related areas. Make
recommendations to the Board on the strategic direction and
priorities for the LLSs mission- related programs. Make
recommendations to the Board on mission-related programs and
services, including requesting the approval of new initiatives,
modifications to existing offerings or termination of current
activities. Review the strategic objectives, priorities and
programs of each mission area, as provided by the relevant
operating committee, or other mission-related entity. Establish
criteria for evaluating the effectiveness of the LLSs
mission-related programs in research, patient services, public
policy and other mission-related areas. Collaboratively with staff,
analyze the effectiveness of each mission program, using input from
a variety of sources, including data from the relevant committees
or task forces, outside experts, and others. Ensure that the
agendas of all mission-related committees are appropriately aligned
and integrated. Monitor external scientific, medical,
technological, political, social and economic trends related to the
LLSs mission and assess their implications on the LLSs programs and
priorities. Educate the Board on the LLSs progress toward its
mission-related goals and activities and ensure that communication
to external constituents about the LLSs mission impact is
effective. Provide guidance to Management and the Finance Committee
to help ensure that annual funding is linked to the LLSs mission
priorities. Roles and Responsibilities COMMITTEES 2011 2012 Roster
Timothy S. Durst, Chair Jorge Cortes, MD Thomas L. Fitzpatrick D.
Gary Gilliland, MD, PhD Steven Hooker Derek Raghavan, MD, PhD, FACP
Michele C. Wong See Board Extranet for complete charter. 36
Slide 38
June 2010 Investment Committee Role To assist the Board in
fulfilling their responsibilities for oversight of the investment
assets of the Society. Responsibilities Review and oversee the
management of the Society's investments. Provide investment
oversight, including monitoring investment performance and
developing and recommending changes to the Society's investment
strategy, policies and guidelines, as needed. Report to the Board,
the external managers and advisors of the Society's investments.
Regularly review with investment counsel, Society management and
the Board: o Benchmark indices for equity and fixed income managers
O Portfolio return objectives for the Operating and Endowment funds
O Asset allocation oFund performance oStatus of compliance of funds
with the Investment strategy oChanges being recommended in the
overall strategy of the funds, its target asset allocation, or fund
managers Review significant investment related risks or exposure,
and assess the steps management has taken to optimize the
risk/return balance in accordance with the appropriate risk
tolerance considerations. Periodically review formal investment
policy statements. Roles and Responsibilities COMMITTEES 2011 2012
Roster Steven Hooker, Chair James A. Beck Bernard Garil Francie
Heller Lee E. Schneider Kenneth M. Schwartz Matthew Winter See
Board Extranet for complete charter. 37
Slide 39
June 2010 Roles and Responsibilities Medical and Scientific
Affairs Committee Role To further the LLSs mission by fostering
scientific discoveries and medical advances in blood cancers.
Responsibilities Approve grants to be funded and the wait-list of
grants for the following programs, or for additional areas the
Committee deems appropriate: Translational Research Program,
Specialized Center of Research Program, Fellows, Special Fellows,
Scholars, and Scholars and Fellows in Clinical Research in the
Career Development Program. Evaluate the effectiveness of the LLSs
grant and professional education programs against the goal of
impact on scientific discoveries and medical advances, including
annually reviewing grant programs to identify the need for
adjustments in their focus, amount or duration. Make
recommendations to the Mission Oversight Committee in the following
areas: o Strategic direction and priorities for the LLSs medical
and scientific research grant agenda, and its related research and
professional education programs and services. o Development of new
initiatives, modification of existing programs or services, or
termination of programs or services (or elements thereof). o
Formulation or revision of policies governing the LLSs medical and
scientific affairs. Monitor trends in biomedical research and
professional medical education and assess their implications on the
LLSs programs and priorities. Educate the Mission Oversight
Committee on the LLSs research goals and activities, and keep the
Committee apprised of external trends and their potential impact on
the LLSs research and professional education programs. Provide
expert counsel to the Mission Oversight Committee, and upon request
the Board of Directors, on issues related to medicine and the
biomedical sciences. Oversee planning of the annual biomedical
symposia sponsored by the LLS. Work collaboratively with staff to
provide information for the Mission Oversight Committees annual
review of mission effectiveness, respond to media requests, and
meet with prospective donors interested in underwriting LLS
research programs, providing the request does not present a
conflict of interest with the committee members parent institution.
Identify opportunities to work collaboratively with the TAP
Committee, Patient Services Committee and Public Policy Committee
on research-related issues. COMMITTEES 2011 2012 Roster Armand
Keating, MD, Chair Fred Appelbaum, MD Irwin D. Bernstein, MD Steven
Bernstein, PhD Alexandra Mayes Birnbaum Jorge Cortes, MD See Board
Extranet for complete charter. James H. Davis, PhD, JD Brian
Druker, M.D. Alan M. Gewirtz, MD D. Gary Gilliland, MD, PhD James
Griffin, M.D. Mary Horowitz, MD, MS Catriona Jamieson, MD, PhD
Susan OBrien MD Derek Raghavan, MD, PhD, FACP Frank O. Smith, MD
Nancy Speck, PhD 38
Slide 40
June 2010 Roles and Responsibilities Patient Services Committee
Role To oversee, facilitate and guide the LLSs efforts to improve
the quality of life for blood cancer patients and their families
and increase accessibility to healthcare. Responsibilities Assess
the effectiveness of the Patient Service Departments programs and
services, including the Information Resource Center, National
Patient Education, Patient Services Field Operations, patient
components of the website, Family Support Groups, First Connection,
Patient Navigation, Patient Financial Aid and Co-pay and Insurance
Assistance. Make recommendations to the Mission Oversight Committee
in the following areas: o Strategic direction and priorities for
the LLSs patient services. o Development of new programs or
services, modification of existing programs or services, or
termination of programs or services (or elements thereof). o
Formulation or revision of patient services-related policies.
Monitor trends in patient service delivery and assess their
implications on the LLSs programs and priorities. Educate the
Mission Oversight Committee, and upon request the Board, on patient
services goals and activities, and keep the Mission Oversight
Committee apprised of external trends and their potential impact on
the LLSs patient-centered services. Work collaboratively with staff
to provide information for the Mission Oversight Committees annual
review of mission effectiveness. Work collaboratively with staff
and chapters to: o Support the development and implementation of
programs and services for blood cancer patients and their families.
o Identify opportunities for the LLS to provide leadership in the
delivery of patient-related assistance. Work collaboratively with
the Medical and Scientific Affair Committee, Therapy Acceleration
Program Committee and Public Policy Committee on patient-related
issues. Support the Patient Services Departments collaborative
efforts with oncology professionals and organizations addressing
quality of life issues. COMMITTEES 2011 2012 Roster Elizabeth J.
Clark PhD, Chair Margaret H. Anderson Marcia Desonier, LCSW John M.
Kamins Rodman N. Myers Guadalupe R. Palos, RN, LMSW, DrPH Jay L.
Silver Louise E. Warner See Board Extranet for complete charter.
39
Slide 41
June 2010 Roles and Responsibilities Therapy Acceleration (TAP)
Committee Role To facilitate collaborations that produce more
effective diagnostics, therapies and outcomes for blood cancer
patients. Responsibilities Oversee an effective proposal review and
decision process including: o Establishing evaluation criteria and
review procedures to ensure that only the most outstanding
proposals receive funding o Initiating programs, RFPs, and other
mechanisms of solicitation o Providing qualified experts to review
TAP proposals o Working collaboratively with the LLSs Research
Department staff to ensure that the most outstanding projects are
brought forward for consideration and funding. Allocate resources
designated for TAP in the LLSs annual operating budget. Make
recommendations to the Mission Oversight Committee in the following
areas: o Strategic direction and priorities for the LLSs Therapy
Acceleration Program. o Development of new initiatives,
modification of existing programs or services, or termination of
programs or services (or elements thereof). o Formulation or
revision of policies and procedures governing TAP. Evaluate the
effectiveness of the Biotechnology Accelerator, Academic Concierge
and Clinical Trials Program including: o Determining whether the
funded entity has achieved sufficient progress on its milestones to
substantiate a second round of funding o Evaluating whether
approved programs continue to support and advance the LLSs mission
and vision for TAP. Monitor external scientific, medical and
technological trends related to the blood cancer therapies and
assess their implications on the TAP programs and priorities.
Educate the Mission Oversight Committee on TAP goals, priorities
and activities, and keep the Committee apprised of external trends
and their potential impact on TAP programs. Work collaboratively
with staff to provide information for the Mission Oversight
Committees annual review of mission effectiveness. Work
collaboratively with Medical and Scientific Affairs Committee and
the Patient Services Committee to ensure improved patient access to
new therapies and clinical trials. COMMITTEES See Board Extranet
for complete charter. 2011 2012 Roster James H. Davis, PhD, J.D.,
Chair Gary C. Cupit, Pharm.D. Thomas L. Fitzpatrick Ian Winchester
Flinn, MD, PhD David Frantze Jennifer Gordon Richard L. Jackson,
PhD William Stratford May, Jr., MD, PhD J. Fred Pritchard, PhD
40
Slide 42
June 2010 Roles and Responsibilities Presidents Advisory
Council Role To provide access to an expanded network of external
advisors and mentors who can offer the President and CEO with
valuable counsel on a range of business and industry issues.
Responsibilities The PAC is comprised of peers and mentors who are
personally invested in LLSs growth and success; and whose
professional expertise and experience can provide the CEO with a
broad range of diverse and independent perspectives. Issues on
which the PAC may provide guidance include but are not limited to
the following: Insights into external business and economic trends
Access to members personal and/or professional networks and
resources Counsel on state-of-the-art management & operational
practices Perspective on leadership and management Thought
leadership on growth strategies and opportunities for innovation
Best practices in leading and managing organizational change The
PAC will operate on an ad hoc basis, meeting once or twice a year.
Occasional telephone consultation may be asked of members,
individually or in small groups, depending on the issue. COMMITTEES
For more information, contact the office of the President 41
Slide 43
June 2010 Roles and Responsibilities Public Policy Committee
Role To promote and advocate for blood cancer research and high
quality patient care representing the legislative and regulatory
interests of blood cancer patients and their families in the U.S.
and Canada. Responsibilities Identify public policy issues that
impact the LLSs mission. Make recommendations to the CEO on the
strategic direction and priorities for the LLSs national and state
public policy agendas. Assist Management in the implementation of
the LLSs public policy strategies, agenda and positioning to
promote optimal policies for the study, treatment and management of
blood-related cancers and communicate the LLSs positions to the
legislative and regulatory arms of the federal and state
governments. Establish subcommittees and special purpose working
groups to monitor government actions, collaborate with external
organizations and make recommendations to promote optimal patient
care in specific areas, such as federal policy, state government
affairs, and grassroots network development. Monitor trends in
biomedical research funding, healthcare reform and other public
health policy issues and assess their implications on the LLSs
programs and priorities. Educate the Mission Oversight Committee on
the LLSs public policy goals, priorities and activities, and keep
the Mission Oversight Committee apprised of external trends and
their potential impact on the LLSs public policy agenda. Work
collaboratively with staff to provide information for the Mission
Oversight Committees annual review of mission effectiveness. Assume
other duties at the direction of the CEO. COMMITTEES 2011 2012
Roster Joseph B. Kelley, Chair Elizabeth J. Clark, PhD Fred Dombo
Michelle Fried Galvanek Frank T. Short See Board Extranet for
complete charter. 42
Slide 44
June 2010 COMMITTEE CHAIR ROLE Roles and Responsibilities Term
of Office At discretion of Board Chair Accountability Reports to
Board Chair Serve on Board of Directors Method of Appointment
Standing and Operating Committee Chairs: Appointed by Board Chair
in consultation with Board Development Committee and CEO Other
[CEO] Committees: Appointed by the CEO Role To ensure that the
committees charge is fulfilled and to make effective use of the
talents and interests of committee members, including the Vice
Chair where applicable. Responsibilities Be informed about the LLSs
strategic plan, annual plan and the committees charge and recent
history. Work with committee staff liaison to establish annual
objectives, work plan, timeline and budget. Set agendas and preside
over committee meetings and teleconferences. Oversee the quality of
the committees work and give final approval for the committees work
products. Act as subject matter expert in areas within the
committees scope, including consulting with staff, the Board of
Directors, other committees and, where appropriate, external
constituencies. Write and/or help draft reports on committee
activities. Keep the Board Chair apprised of issues coming before
the committee as needed. Report activities and recommendations to
the Board or the Executive Committee upon request. Ensure
compliance with relevant Board policies, procedures, legal and
ethical standards. Evaluate the work of the committee and present
findings to the Mission Oversight Committee upon request. Orient
new committee members to the committees role and responsibilities.
Delegate tasks to committee members and encourage their full
participation. Take an active role in developing future leaders and
succession planning, including creating a meaningful role for the
vice chair. Ensure committee members compliance with the Boards
financial and conflict of interest policies. Appoint subcommittee
chairs and members, consistent with the Guidance on Committee
Appointments, approval of the Board Chair and consent of the Board.
Appoint task forces consistent with the committees annual work plan
and budget. 43
