2004 – 2007 Strategic Plan Executive Summary
THE LEUKEMIA & LYMPHOMA SOCIETY WILL CONTINUE TO LEAD THE EFFORT TO ELIMINATE LEUKEMIA,
LYMPHOMA AND MYELOMA, WHILE SERVING AS THE MOST TRUSTED AND EFFECTIVE PROVIDER OF
SUPPORT SERVICES AND ADVOCACY NATIONWIDE ON BEHALF OF PATIENTS AND THEIR FAMILIES.
Key Priorities
The Society seeks to accelerate scientific advances to treat, diagnose and prevent all blood
cancers. Through its Career Development, Translational and SCOR research programs, the
Society will:
 Attract and fund the most promising investigators and projects.
 Advance scientific knowledge and translate it into new therapies or prevention.
 Apply research advances to increase the duration and quality of life for those afflicted with blood
cancers.
The Society will expand its patient services to support tens of thousands of additional
individuals, from diagnosis throughout their journey with a blood cancer. The focus will be to:
 Increase access of all patients to the most effective treatments and care.
 Conduct targeted outreach to myeloma, lymphoma and leukemia patients and healthcare
professionals.
 Organize our efforts to support and engage patients, family members, health care professionals and
donors whose interests are linked to a single blood cancer.
The Society will renew emphasis on public policy advocacy to create greater impact and visibility
for the Society and its mission. The advocacy directions will be:
 Continuing to maximize federal support for blood cancer research.
 Increasing federal support for patient access to new and existing therapies.
 Creating new initiatives to achieve federal support for patient service and education programs.
To support its mission, the Society will:
 Attract greater numbers of individuals and teams to Team in Training®, Light The Night®, and
other events with high growth potential.
 Research and develop a new event with potential to generate $20M in new revenue.
 Accelerate donations from individuals and corporations, by integrating relationship building and
donor development into all aspects of the Society’s work.
The foundation for the Society’s mission and revenue generation efforts will be:
 An increasingly high impact body of volunteers and staff, efficiently organized and effectively
leveraged.
 Powerful and useful technology to support our volunteers and staff, by expanding their ability to
capture and use data, provide services and communicate with external and internal stakeholders.
 Increasingly effective marketing communications and brand building that attract our target
audiences and position the Society as the preeminent resource on each of the blood cancers:
leukemia, myeloma and lymphoma.
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Research Strategic Plan 2004-2007
Research Overview
The strategic planning process has reaffirmed the importance and excellence of the existing research
program including the Career Development Program, the Translational Research Program, and the
Specialized Center of Research Program. These programs provide research funding through the three
principal mechanisms of research: stipend support for new investigators, individual-initiated research
grants, and synergistic consortium grants. In addition, the specific design of each program
complements programs of other grant funding agencies including the National Institutes of Health, the
American Cancer Society, and other major voluntary health agencies.
An important component of the research plan is to make annual assessments by the Medical and
Scientific Affairs Committee of the sufficiency of grant dollar amounts and duration of support in each
program. An annual review of the progress of the translational research program is held to review the
results of all grantees entering the third year of their research. A triennial or quadrennial review of the
progress of each Specialized Center will be held to assess the progress of these grants.
We will monitor a) the number of applications each year to each program and b) the number and
proportion of outstanding and excellent grants selected in the individual research programs. We will
also monitor and communicate c) the distribution of disease-targeted grants bearing on leukemia,
lymphoma, or myeloma, d) the allocation strategy for research funding, and e) the actual allocation of
funding to each research program.
Overall Research Goal:
Accelerate the acquisition and application of scientific understanding to advance the treatment,
diagnosis, or prevention of leukemia, Hodgkin and non-Hodgkin lymphoma, and myeloma.
Outcome 1. Career Development Program: Attract the most promising early career scientists who can
make future contributions to our understanding of blood-related cancers and our ability to prevent or
cure them.
Strategy 1. Evaluate stipends and duration of award periodically to insure that they are the most
desirable for interested scientists.
Strategy 2. Continue to enhance the use of direct mail, the internet, exhibits at meetings of scientific
societies, and print advertising to ensure the broadest awareness of our research programs among
scientists and physicians worldwide.
2004 – 2007 Annual Target

Fund at least 10 outstanding and excellent Scholar grants, 25 outstanding Special Fellow, and 25
outstanding Fellow grants each year. Outstanding and excellent applications receive a priority
score of 1.0 to 1.6. (Number of high-ranking grants increased from FY2000-03 plan based on
trends during that period of observation.)
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Outcome 2. Translational Research Program: Attract the most promising clinical investigators to
accelerate the translation of basic science knowledge to clinical application for the benefit of patients
with leukemia, lymphoma, and, myeloma.
Strategy 1. Continue to evaluate periodically the award size and duration of new and renewal
translational research grants to be sure that investigators have the best opportunity to meet the goals of
developing novel and effective new diagnostic and therapeutic approaches.
Strategy 2. Continue to fund Scholars in Clinical Research to encourage clinical scientists to pursue
translational research on leukemia, lymphoma, and myeloma.
Strategy 3. Enhance awareness of the Translational Research Grant Program through direct mail, the
internet, exhibits at scientific society meetings, and print advertising to clinical scientists worldwide.
2004 – 2007 Annual Targets


Fund at least 15 outstanding and excellent translational research grants (priority score =1.0-1.7)
each year.
Fund at least 5 renewal grants of studies that have entered an early phase clinical trial each year.
(These targets are slightly less than FY2000-03 plan because number of awards are slightly less as
a result of the financial impact of the SCOR program.)
Outcome 3. Specialized Center of Research. Accelerate basic research and/ or translational research
advancements in leukemia, lymphoma, and myeloma by supporting cross-disciplinary, interactive, and
synergistic research programs.
Strategy 1. Encourage the research community to consider the team approach to research on leukemia,
lymphoma, and myeloma to couple individual creative initiatives with the requirement for
multidisciplinary solutions to complex medical problems.
Strategy 2. Evaluate annually the award amount and duration of the SCOR grant to ensure that
funding is sufficient to the goals of the program.
2004 – 2007 Target

Fund at least 12 outstanding new or renewal Specialized centers of research during 2004 – 2007.
Outcome 4. Strengthen support for research through communications that make it transparent to
donors, patients, staff and volunteers, and that delineate the impact of our program on leukemia,
lymphoma, and myeloma, respectively.
Strategy 1. Develop and implement a real-time classification of grants into three categories—
leukemia, lymphoma, and myeloma—to facilitate communications to key audiences (patients and their
families, donors and potential donors, the public, the media, governmental agencies, staff and
volunteers). The Society will explicitly report our investment in disease-focused translational and
clinical research, in addition to our funding of basic research on genetics, molecular biology,
immunology, structural biology, and experimental therapeutics.
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Strategy 2. Enhance our liaison with the Marketing Communications to ensure effective and balanced
presentation to all relevant audiences of a) the research being conducted on each of the three major
diseases of our interest and b) the involvement of disease-specific thought leaders in the Society’s
programs.
2004 – 2007 Annual Target

Produce semi-annual report of disease-focused research.
Outcome 5. Determine whether the Society can encourage pharmaceutical companies to accelerate
drug development and early clinical trials of compounds with therapeutic potential but an apparently
small market.
Strategy 1. Investigate opportunities at pharmaceutical and biotechnology companies to make relevant
drugs available for study when they are not being pursued for business reasons. If exploratory findings,
including the role being played by the National Cancer Institute and the biotechnology industry,
indicate that it would be productive, hold a conference attended by all parties to consider a program to
accelerate drug development for blood-related cancers through interagency cooperation.
2004 Target

Make determination of the role the Society can play to foster drug development for leukemia,
lymphoma, and myeloma.
N.B. The Society will also track the annual incidence, prevalence, and mortality statistics published by
the National Cancer Institute to measure progress in the treatment of the blood-related cancers,
including where possible their subtypes. The two principal measures of progress will be the trend of
the 5-year survival for each disease, reported annually and 2) the ratio of the annual prevalence to the
annual incidence. As the latter ratio increases, it indicates an increase in survival from the disease
under consideration. A caveat is the dependence of this ratio on the methodology (accuracy and
precision) of the NCI incidence and prevalence data. For example, in 2002, the prevalence of disease
changed significantly when NCI went from one to nine reporting registries for their calculations.
5
Patient Services Strategic Plan 2004-2007
Patient Services Overview
In 2000-2003 the Society patient services program goal was to reach all patients with our disease and
make a significant difference in their lives. Over the last 4 years we have developed both broad-based
and intimate programs with varying levels of support for patients diagnosed with leukemia, lymphoma
and myeloma, and in 2003 we achieved over 445,000 patient-related contacts. Patients now can call
their Chapters to participate in a family support group or meet a trained peer through First Connection.
They can hear information about the latest treatment options via live programs on the World Wide
Web or a teleconference in the privacy of their homes. We are actively working to improve the
quality of patients’ lives after diagnosis and throughout their journey with cancer.
As we move forward into this next strategic plan our goal is to reach all myeloma, lymphoma and
leukemia patients and offer services at each stage of the disease and recovery process. To accomplish
this we must increase our efforts to help patients identify the Society as the source of information on
their diseases early in their diagnosis. In addition, we want to proactively contact patients throughout
the continuum of their disease and remove barriers that inhibit access to quality care.
Life changes in a heartbeat when a patient hears the words, “You have cancer.” The Society is poised
to be the most consequential support to patients with leukemia, lymphoma and myeloma. In 20042007, we must continue to build on the significant resources we already have for patients and develop
new strategies for ensuring that patients receive life saving information as early as possible so that they
can make the best choices for their recovery.
Overall Patient Services Goal:
Reach all myeloma, lymphoma and leukemia patients/families and offer services at each stage of the
disease and recovery process.
Outcome 1. Increase numbers of myeloma, lymphoma and leukemia patients/families participating in
disease specific information, education and support services.
Strategy 1. Organize all information, education and support programs by specific disease and deploy
Society resources accordingly.
Strategy 2. Recruit professional “thought” and “care” leaders and form institutional and organizational
alliances to increase referrals.
Outcome 2. Improve quality of life/quality of care for patients/families by empowering them to make
effective treatment and coping choices at each stage of the disease and recovery process.
Strategy 1. Develop a Society wide service delivery system that will respond effectively to
patient/family needs and nurture on-going relationships with the Society.
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Strategy 2. Continue to provide guidance and social/emotional support through established and new
programs and delivery systems with expanded impact.
Strategy 3. Assist patients by providing education and information on navigating the health care
delivery system, accessing clinical trials and managing health care reimbursement.
Outcome 3. Improve access of under-served myeloma, lymphoma and leukemia patients to quality
treatment and supportive care.
Strategy 1. Assess the needs of specific patient populations and the barriers to their use of Society
services and programs.
Strategy 2. Develop initiatives to address needs of specific populations i.e. the elderly, children,
minorities, uninsured, long term survivors, et al.
Strategy 3. Create organizational alliances to assist with meeting the needs of under-served
patients/families.
Strategy 4. Identify and secure external resources to expand services and programs for under-served
populations.
2007 Targets



755,000 service contacts with patients and family members through:
 562,500 web site visits
 85,000 IRC contacts
 35,000 in Internet programs
 15,000 in teleconferences
 30,000 in education seminars
 13,000 in First Connection and Family Support Groups
 14,500 in Patient Aid
Set annual targets for patients and family member contacts by disease type.
Track ages of patients and their participation in Society activities.
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Public Policy Strategic Plan 2004-2007
Public Policy Overview
In striving to achieve its mission, the Society recognizes that the federal government has a tremendous
impact on the search for cures and the quality of life for patients and their families. Each year the
United States Congress and federal agencies appropriate and manage hundreds of millions of dollars in
blood cancer research funding, regulate the development and approval of treatments and dictate a
broad range of influences on the patient’s treatment environment.
Consequently, the Strategic Plan places a high priority on the Society’s role in public policy formation,
by influencing federal decision-making and by developing collaborations between the federal
government and the Society.
The Strategic Plan also places a priority on the role that public policy activities can play in enhancing
the visibility of the Society and facilitating additional contributions to its mission.
Overall Public Policy Goal:
Establish a public policy capability that achieves high impact and visibility for the Society’s mission.
Outcome 1. Maximize federal government support for Society service and education programs.
Strategy 1. Develop legislative funding initiatives for the three blood cancers, individually and
collectively.
Strategy 2. Establish a “Legislative Strategy Group” of influential leaders to guide and support the
Society’s legislative agenda.
Strategy 3. Utilize influential spokespeople as disease-specific champions.
2007 Target

$3 million annual income level
Outcome 2. Maximize federal government support of research in blood cancers.
Strategy 1. Establish and train a cadre of Society staff and volunteers and place them in roles to
influence policy formation.
Strategy 2. Establish a “Legislative Strategy Group” of influential leaders to guide and support the
Society legislative agenda.
Strategy 3. Establish disease-specific funding initiatives for each of the blood cancers in agencies such
as the Department of Defense, the Department of Energy and the Department of Health & Human
Services.
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Strategy 4. Support and/or lead coalitions of professional organizations, providers, patient advocates
and voluntary health associations.
2007 Targets


Improve and grow NIH funding for biomedical research in general and for blood cancers
specifically.
$10 million level in non-NIH funding for blood cancers.
Outcome 3. Maximize patient access to new and existing therapies:
A. Maximize government support for rapid development of new therapies
(FDA, clinical trials, PRG recommendations)
B. Maximize federally-mandated coverage of existing and new therapies for blood cancers.
Strategy 1. Support and/or lead coalitions of professional organizations, providers, patient advocates
and voluntary health associations.
Strategy 2. Establish and train a cadre of Society staff and volunteers and place them in roles to
influence policy formation.
2007 Targets




Expedite the drug approval process for promising therapies at the FDA.
Expedite patient participation in clinical trials.
Ensure coverage of oral anti-cancer drugs.
Improve the Medicare coding process for coverage of new blood cancer therapies.
Outcome 4. Increase visibility and awareness of the Society through public policy activities.
Strategy 1. Utilize influential spokespeople as disease-specific champions.
Strategy 2. Establish and leverage public policy initiatives and Society activities to build visibility.
2007 Target

Participation by members of Congress or key decision-makers in 100 Society events.
Outcome 5. Develop and maintain a nationwide grassroots capability to support our legislative and
policy initiatives.
Strategy 1. Develop and enhance a centralized database to manage grassroots advocates.
Strategy 2. Develop and deploy a model for chapter-based public policy activities (recruitment,
training, structure, etc.).
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Strategy 3. Formalize an annual review of public policy priorities and agenda.
Strategy 4. Establish a “Legislative Strategy Group” of influential leaders to guide and support the
Society’s legislative agenda.
2007 Targets




Develop and activate hierarchical structure for advocating public policy:
1. Legislative Advisory Committee (“celebrities”)
2. Legislative Strategy Group (policy leaders)
3. Public Policy Leaders – agency committees (policy leaders)
4. Chapter Advocacy Leaders (grasstops)
5. Chapter Advocates (grassroots)
Break down each tier of the structure by disease type
35,000 total grassroots advocates
Key contacts (grasstops) in 300 House districts
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Revenue Generation Strategic Plan 2004-2007
Revenue Generation Overview
The Society has experienced considerable growth over the last strategic plan timeframe. Between
1996 and 2001 the 5 year growth was 205%. 2002 results fell far short of previous growth. It is
believed that this shortfall was due principally to the external factors of September 11th, low consumer
confidence and weak economy. In 2003 the Society’s revenue growth resumed, at a moderate level.
With that as a backdrop for this strategic plan, we proceed cautiously but optimistically with a focus on
maximizing net income from sources that may be less traditional but capable of growth performance in
a slow economic recovery period. Meanwhile, we will stabilize traditional campaigns by maximizing
efficiencies and employing targeted strategies for growth.
The plan also builds on new products and methods like e-giving and conversion of traditional activity
to new internet/web methods of marketing events in order to more effectively and efficiently recruit
participants and donors and better support programs of the Society.
Employing new methods that focus staff and volunteers on building donor relationships will take front
stage over more traditional silo event activity. Broadening the definition of donor development to
include all sources of revenue will require an organizational shift in thinking made possible by
strategies contained here and integrated with the human resource section of the plan.
Overall Revenue Generation Goal:
Maximize the Society’s net income through efficiencies and targeted growth. Enable the Society to
increase mission related investment while developing increased reserves and extending the potential
and readiness to seize opportunities for major growth.
Overall 2007 Revenue Generation Targets
 $225 million in total public support in revenue
 $210 million in total net campaign revenue
Outcome 1. Maximize net campaign revenue and reduce expense ratios of Team in Training through
targeted growth strategies and efficiency models.
Strategy 1. Provide enhanced level of support to chapters with the highest net income growth
potential.
Strategy 2. Reduce expenses and increase efficiencies through a variety of tactics including:
 Centralization of targeted key campaign elements (i.e. direct mail)
 Develop a plan to improve net TNT income in chapters.
Strategy 3. Enhance revenue through development of priority campaign elements (i.e. sport extension
and new sport development, targeted venue additions, target audience marketing and expansion, and
outlying market development).
11
Strategy 4. Target alumni groups for extended participation in one or more Society fundraising
programs through relationship building strategies.
Strategy 5. Evaluate Business Model and test alternative concepts that may have revenue generation
potential.
2007 TNT Target

$66.7 Million net revenue, representing an $8 million [14%] growth over FY ‘03 budget.
Outcome 2. As the campaign identified with the most significant immediate growth potential,
accelerate the net campaign revenue growth of Light The Night.
Strategy 1. Provide enhanced level of support to chapters with the highest net income growth
potential.
Strategy 2. Develop and incorporate a strong volunteer management and support structure into the
critical campaign elements (i.e. team recruitment, sponsorship development, and public relations and
promotions).
Strategy 3. Execute targeted expansion of campaign to sites in outlying markets.
Strategy 4. Establish Corporate Team Development as an organizational priority on national, regional
and chapter levels.
Strategy 5. Provide appropriate level of staff and technology resources to insure accelerated campaign
growth and participant relationship management.
2007 LTN Target

$42 million in net revenue, representing a $28.3 million over FY ’03 budget.
Outcome 3. Increase net campaign revenue from new and expanded revenue sources.
Strategy 1. Develop and execute targeted national growth strategies for the School & Youth and the
Man & Woman of the Year Campaigns.
Strategy 2. Develop and execute targeted chapter and targeted market growth initiatives for select
campaigns (i.e. Black Tie, Regatta).
Strategy 3. Insure that each Chapter focuses on the selection and number of events that will produce
the greatest total net income, incorporating “return on investment” to govern all campaign decisions.
Strategy 4. Improve the recruitment and support of existing events by utilizing the web, intranet and
other internet applications to market and support the Society’s fundraising efforts.
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Strategy 5. Install resources, structure and systems to create a Research & Development program that
designs, tests and evaluates new revenue generating activity.
2007 Other Special Event Targets


$37.6 million net campaign revenue from market based and relationship based special event
expansion (excluding TNT and LTN), representing a $12.5 million or 50% growth over FY ’03
budget.
$ 9.5 million in new net revenue from new revenue sources.
Outcome 4. Accelerate the net campaign revenue growth from direct gifts to the Society from
individuals, foundations and corporations by integrating the principles of donor development into all
aspects of Society business at the chapter, national and regional levels.
Strategy 1. Integrate the concepts of donor development into campaign development and patient
services activities to insure the discovery of major donor prospects.
Strategy 2. Complete the full development of the Society Central database and utilize the system for
relationship management.
Strategy 3. Determine which planned giving vehicles are most effectively marketed, create an
investment plan and substantially grow Planned Giving revenue while increasing the probability of
obtaining deferred gifts through the Society’s event and activity participants.
Strategy 4. Develop and incorporate Society-wide volunteer and staff structures that can implement
and support a substantial major gift initiative at the chapter, division and national levels.
Strategy 5. Recruit to chapter and national major gift efforts, volunteers capable of giving and getting
6 and 7 figure gifts.
Strategy 6. “Quick start” a major gift and planned gift initiative by providing models and resources for
targeted major markets.
Strategy 7. Develop and execute a donor development marketing plan that:
 Establishes program identity and articulates services and offerings.
 Creates and increases emphasis on disease specific major gift appeals
 Includes patient appeals and the marketing of fundraising events to patients.
2007 Donor Development Target

$30 million in net revenue, representing an $18 million increase over 2002 or a 150% increase.
Outcome 5. Grow direct response net income.
Strategy 1. Utilize e-fundraising as a means of improving efficiency and effectiveness of traditional
direct response programs: direct mail, community campaign and coinboards.
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Strategy 2. Utilize the internet to acquire new donors through marketing e-giving throughout Society
programs.
Strategy 3. Increase net income by applying efficiencies to the renewal and acquisition direct mail
campaign and community campaigns.
Strategy 4. Research the potential of new markets for direct response fundraising, i.e. Canada, etc.
Strategy 5. Increase contributions from partner corporations to improve direct response margin and net
revenue.
Strategy 6. Utilize internet/web applications to directly solicit prospects for on-line gifts in support of
memorials, e-greetings, and e-direct gifts.
2007 Direct Response Targets


$5 million in additional net income, a 60% increase over 2002.
$1 million in additional net income from new market development.
Outcome 6. Generate additional net campaign revenue at chapter and national levels through
establishment and management of external partnerships.
Strategy 1. Increase resources dedicated to corporate sponsorships resulting in:

Increased net income for campaign sponsorship.

Increased net income for mission program sponsorship.

Increased cause related, 3rd party events/promotions.
Strategy 2. Initiate an organizational process to leverage sponsors at the chapter, division, regional and
national levels who have potential to support multiple locations.
Strategy 3. Develop corporate relationships aimed at increased event participation through the
corporate employee base.
Strategy 4. Improve chapters’ ability to secure local sponsorships through training and material
support.
2007 “External Partnerships” Target

An additional $2.5 million in net revenue over 2003 baseline (estimated to be $5.2 million).
Outcome 7. Enhance the Society’s overall revenue generation capabilities.
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Strategy 1. Utilize disease specific events or fundraising products to increase the numbers of donors
participating in the Society



As prospect information is developed, package major gift offerings by disease interest and
type.
Utilize “disease type” marketing to enhance event participation and participant levels of
giving.
Through the direct response program, target audiences with a high probability of
responding to specific disease type offerings and utilize target appeals
Strategy 2. Create tools, technologies and methods that encourages communication and supports
relationship management with individuals, institutions and foundations.
Strategy 3. Improve the recruitment and support of existing events and donor development activities
by utilizing the web, intranet and other internet applications to market and support the Society’s
fundraising efforts.
2007 Capacity Building Targets


See recruitment targets in the Marketing Communications strategic plan.
$5 million of major gifts for disease specific research in lymphoma and myeloma.
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Financial Performance Strategic Plan 2004-2007
The three targets that follow are indicators of financial performance that the Society has monitored
closely for a number of years. Results in these areas are keys to the Society's financial stability and its
ability to fund both mission and infrastructure development. Achievement of these targets will depend
upon strong performance of the Society’s 2004-2007 revenue generation and human resources
strategies. It will also require effective individualized planning and budgeting by chapter “market
types,” strong expense management, and effective use of marketing communications and information
technologies across all levels of the Society. Attached below each target is a chart showing the
Society’s historical performance.
2007 Targets

Achieve a net asset ratio of 35% (net assets divided by total annual expenses)
NET ASSET RATIO
(excluding mark-to-market)
50%
45%
40%
34.5%
35%
35.0%
33.4%
28.8%
30%
30.0%
26.6%
27.7%
25%
20%
15%
10%
1999

2000
2001
2002
2003
Projection
2004
Target
2007
Target
F
I
N
A
N
C
I
A
L
T
A
R
G
E
T
Achieve a combined Chapter net income margin of 42%.
CHAPTER NET INCOME MARGIN
50%
45%
45.5%
44.4%
41.8%
40.3%
40%
40.8%
39.3%
42.0%
40.0%
35%
1998
1999
2000
2001
2002
2003
Projection
2004
Target
2007
Target
F
I
N
A
N
C
I
A
L
T
A
R
G
E
T
16
2004-2007 Financial Performance (Continued)

75% of Chapters achieving net income budget
50
45
40
35
30
25
20
15
10
5
0
47
F
I
N
A
N
C
I
A
L
20
NUMBER OF CHAPTERS ACHIEVING
NET INCOME BUDGET
T
A
R
G
E
T
75%
60%
38
44%
26
47%
28
36%
21
27%
16
20
07
04
03
02
01
00
20
20
20
20
T
T
t
ge
ar
io
ct
je
t
ge
ar
o
Pr
n
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Marketing Communications Strategic Plan 2004-2007
Marketing Communications Overview
The marketing communications overall focus will be dedicated to building brand awareness among
external target audiences: patients and families identified by disease type (leukemia, lymphoma and
myeloma), donors, participants in Society events, public policy makers, and health care professionals.
Marketing Communications services will be provided internally to public policy, research, patient
services, fundraising and chapter development. Support will also be provided for external activities
such as cause-related marketing, corporate sponsorships and 3rd party relationships.
Market research, public relations support, creative services and web marketing will be utilized to
support the achievement of strategic plan outcomes in all functional areas.
Overall Marketing Communications Goal:
To build awareness of the Society and position it as the preeminent resource on blood cancers by
making information about the Society accessible and understandable to all target audiences.
Outcome 1. The Society will have a strong brand/disease identity as the leading resource for diseasespecific audiences (leukemia, lymphoma and myeloma) supported by a marketing plan (Advertising,
PR, DM, Promotion, Web and Spokespersons) that is integrated with the organizational design.
Strategy 1. Develop effective marketing communications to reach each set of patients:
 Leukemia
 Lymphoma
 Myeloma
Strategy 2. Develop effective marketing communications to reach each set of potential donors:
 Leukemia
 Lymphoma
 Myeloma
Strategy 3. Unify and make consistent sub-brand designs with the master brand (Society) positioning.
2007 Targets



Achieve an awareness level in the middle third of NVHA’s being monitored in the Society’s
Annual Tracking Study.
Establish baselines in 2004 and set annual targets for 2005 – 2007 for increasing awareness of the
lymphoma and myeloma brands .
Achieve a combined print and broadcast public service announcements media value of
$20,000,000/year
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Outcome 2. Create the perception and belief among leading consumer and medical/scientific media
that the Society is the definitive source of information on blood cancers.
Strategy 1. Establish direct personal relationships between Society communications staff and the
media.
Strategy 2. Establish a capacity to communicate on an ongoing basis the Society’s standing as the
definitive, credible resource on blood cancers through paid and non-paid media communications.
2007 Target

Establish baselines in 2004 and set annual targets for 2005 – 2007 for increasing the level of
Society awareness among medical/scientific and consumer media as measured in an annual attitude
and awareness survey.
Outcome 3. Expand the Society’s ability to attract participants to fundraising events (TNT, LTN,
Relationship-Based & and Market-Based) through targeted marketing communications.
Strategy 1. Gain and apply a high level of insight into targeted audiences through market research to
increase participants.
Strategy 2. Determine whether to tie disease- specific brand identity to events and, if so, the kinds of
linkage that will be most effective for attracting participants.
Strategy 3. Re-package national and local communications and marketing materials to reflect brand
positioning where appropriate.
Strategy 4. Unify and make consistent sub-brand designs with the master brand (Society) positioning.
2007 Target

Establish baselines in 2004 and set annual targets for 2005 – 2007 for increasing web registrations
and participant recruitment for priority campaigns, Team In Training, Light The Night Walk and
School and Youth.
Outcome 4. The Society will broaden its marketing support services to ensure that the marketing
needs of 5 core areas are met: Patient Services, Donors, Advocacy, Research and Chapters.
Strategy 1. Build marketing plans for each of the five areas.
Strategy 2. Identify resources.
Strategy 3. Integrate and organize plans for the five areas in a way that is consistent with outcome #1.
Strategy 4. Build a marketing communications capacity within Chapters.
2007 Target

Qualitative Measurement:
Distribute an Internal Customer Survey in 2004 to determine level of satisfaction on planning and
quality of plan deliverables and set annual targets for improvement in 2005-2007.
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Outcome 5. Continually upgrade web capabilities and create new offerings to reach, engage and serve
a high percentage of the Society’s various audiences: (a) patient, caregiver and professional
populations to enhance support and services; (b) the public to facilitate education and involvement in
key federal and state issues; and, (c) donors, volunteers and event participants to encourage campaign
recruitment and fund raising.
Strategy 1. Organize the web site by disease groups, e.g. leukemia, lymphoma and myeloma,
providing tailored information, accessibility and focus for these specific diseases to all constituencies
Strategy 2. Facilitate remote participation in Society programs and campaigns using such tools as:
internally supported web casts and teleconferences, online web chat and pre-programmed robot
support, wireless access and notifications, and kiosk support.
Strategy 3. Actively support the Society’s e-business (e.g. marketing, fund raising) strategy using
advanced and creative web site and email technologies and integration with other Society internal and
external resources and databases
Strategy 4. Develop applications on the intranet (Society Online) that have highest potential to reduce
costs and improve staff productivity.
2004 – 2007 Annual Target

Benchmark in 2003 the levels of customer satisfaction with Society web sites and, based on those
benchmarks, set annual targets for improvements in satisfaction.
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Human Resources Strategic Plan 2004-2007
Human Resources Overview
The Society has achieved considerable growth and operational sophistication over the last strategic
plan timeframe. We have diversified our revenue stream, significantly improved our technology
capabilities, and placed increasing focus on finance, business planning, infrastructure, volunteer
development, marketing, advocacy and patient services programs. The 2004-2007 plan calls for even
greater achievement in these areas, along with greater diversification and growth.
The goals, outcomes and strategies of the Human Resources plan build on our current success, identify
gaps that must be closed and support the achievement of a highly competent, well trained and
effectively aligned workforce of staff and volunteers.
Overall Human Resources Goal:
Be a dynamic, cutting edge organization comprised of highly competent, productive and efficient
volunteers and staff who are dedicated to the Society’s mission, a common set of organizational
values, and the donor’s trust.
Outcome 1. Build a sufficient and capable volunteer force to achieve the Society’s strategic
outcomes.
Strategy 1: Achieve the established High Impact Board initiative and develop new ways to elevate
chapter, division and national board impact through 2007
Strategy 2: Develop and implement a system that enables recruitment and management of specific
volunteer functions in the areas of major gifts, governance, revenue generation, disease thought
leaders, care leaders and spokespersons, advocacy, financial oversight, corporate sponsorship,
marketing and public relations.
Strategy 3: Align volunteer development and deployment to support achievement of organizational
objectives in identified markets.
2004 – 2007 Annual Targets:


100% of boards (national and chapter) achieving established HIB status.
Establish other annual volunteer targets as needed to address gaps within organizational priorities
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Outcome 2: Upgrade Management Capabilities of Key Staff
Strategy 1: Develop and implement a succession planning process for targeted management positions
Strategy 2: Develop and implement a management development program to increase capabilities of
management staff, with focus on financial and relationship management, leadership of volunteers and
use of technology
Strategy 3 Identify and develop core competency models that support targeted recruitment,
professional development, and succession planning for key positions
Strategy 4: Develop and implement organizational standards in functional areas such as finance,
human resources, management & administration, marketing & communications etc.
2007 Targets


By year-end 2004 identify “key positions” and baseline performance in filling them internally, and
establish a 2007 target for filling key positions with qualified internal candidates.
By year-end 2004 establish organizational standards for chapters and a 2007 target for chapter
fulfillment of those standards
Outcome 3: Improve productivity and reduce the impact of turnover
Strategy 1: Identify and implement approaches to mitigate high turnover in entry level staff positions
Strategy 2: Identify high potential employees and target development and retention as appropriate
Strategy 3: Develop and deploy job design and learning tools that speed the transfer of knowledge,
maximize employee productivity, and improve overall performance
Strategy 4: Design recruitment efforts targeted to specific skill sets and develop testing systems that
validate/assess skills of candidates
Strategy 5: Ensure that the Society is highly competitive in compensation and benefits to attract and
retain key employees
2007 Targets



Maintain staff productivity at 6.0 or fewer positions per $1 million raised Society-wide.
Continue to raise at least $5.50 in chapters overall for every dollar invested in chapter salaries.
By year-end 2004 identify baseline turnover rates for key positions, and set a 2007 target for
decreasing turnover in those positions.
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Information Technology Strategic Plan 2004-2007
Information Technology Overview
As a continuation of the 2000-2003 Strategic Plan, information technologies are treated as a high
organizational priority during 2004-2007. In the prior period, major investments and implementation
were targeted for improved technology systems infrastructure, web site and intranet, and consolidated
application database systems.
In this short period, the Society has moved to a position of leadership among non-profit voluntary
health agencies. Every desktop in every office is connected via a high-speed, secure wide area network
and virtual private network, able to access the Society’s intranet, the internet, and consolidated
application databases for information on Light the Night, Donor Development, event donations,
Society employees, and the National Board of Trustees.
As an enabler of Strategic Plan outcomes, strategies and targets for all functions within the Society,
Information Technology (IT) provides a competitive and efficiency advantage to all aspects of the
Society’s operations. In this role, IT serves as both an initiator and promoter of advanced technologies
that provide business solutions in mission and infrastructure, and which are represented in the
Outcomes, Strategies and Targets below.
Overall Information Technology Goal:
Continue to develop and maintain an industry leading information technology capability that enables
the successful accomplishment of all Society goals and focuses on high ROI, efficiency enhancing
initiatives.
Outcome 1. Complete and maintain an integrated Society database (Society Central) including
information on all constituents—patients, families, researchers, donors, event participants, volunteers,
advocates, health care professionals, local and national board members, and staff—to effectively
manage relationships and events.
Strategy 1. Utilize advanced technologies in database design and data mining to combine information
on all those constituents that interact with the Society to optimize, facilitate and simplify management
of those relationships.
Strategy 2. Integrate Society Central with the Society web site to significantly enhance patient
services, donor development, event management and volunteer support.
Strategy 3. Integrate Society Central with all other Society databases (Research Grants, IRC and other
call centers, Advocacy, Direct Response, event donation processing [PayCor], and JDEdwards
financial) to improve data management, control data quality, and provide mining of relevant
management information to improve staff effectiveness and efficiency.
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2004 – 2007 Annual Targets


Conduct annual online customer surveys of field and Home Office staff that reflect high levels of
customer satisfaction and that show improvement each year. Identify and complete annual releases
for Society Central.
Complete Society-wide installation of an integrated database of National Events known today on
“Society Central” by the end of 2008.
Outcome 2. Identify and incorporate advanced infrastructure technologies to support all Society
objectives while stabilizing and improving efficiency, cost and expense management, and business
continuity.
Strategy 1. Improve efficiency and productivity by: centralizing email and shared file resources into
the Home Office and by providing access to all employees to these resources through a secure, highly
usable Virtual Private Network (VPN) from home, home office or travel locations via local internet
connection.
Strategy 2. Improve expense management and significantly reduce operating expenses, without adding
headcount, by pursuing advanced technology R&D and developing:
 electronic rather than paper solutions, (e.g. optical scanning of documents—invoices, event
registration forms; wireless communications at events and for traveling staffers; distribution of
marketing and other materials),
 work flow applications delivered via the intranet (e.g. hiring process, payroll authorization
process, employee appraisal process, employee payroll and benefits information self service),
 communications vehicles using the low cost internet (e.g. voice over the internet -- VOIP), real
time chat and wireless capabilities, and
 continued enhancements to financial systems and outputs to support the organization.
Strategy 3. Implement a fully automated Business Continuity Plan capability providing redundancy
and alternate delivery paths covering any contingency for email, shared files, Society Central, Society
Online, JDEdwards financial, telephone communications, call centers, and all other technology
systems.
2006 – 2007 Targets


Complete Chapter email/file consolidation by the end of FY 2006.
Using FY 2003 as the benchmark, reduce Help Desk calls by 20%, as a result of eliminating field
server related problems.
Outcome 3. Enhance the capability of Society staff (in conjunction with Human Resources Strategies)
to most effectively utilize technology tools in meeting Society objectives, from strategic planning
through initiative development, system requirements and specification, development and release, and
training and support.
Strategy 1. Utilize a documented application development process to deliver responsive, timely and
quality applications to Society functional areas, focusing on business process ownership, IT delivery
and field sign-off roles.
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Strategy 2. Develop, with HR and Training, a series of courses, delivery vehicles and support staff to
enhance the capability of the organization to utilize advanced technologies to most effectively meet the
Society’s goals including: business concepts, IT concepts, general technology tools and Societyspecific technology web and application tools.
2007 Targets


Using FY 2003 as the benchmark, reduce Help Desk and IT Support calls related to internal
applications by 20%.
New employee orientation on IT skills successfully completed by 90% of new employees initially
and by remaining 10% of new employees within one year.