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Governance Handbook 2010-11

Governance Handbook 2010-11. 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

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Governance Handbook 2010-11

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  1. Governance Handbook2010-11

  2. 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 • LLS’s 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 statement…………………………………………………………… 14 • Director job description………….…………………………………………………. 15 • Director’s 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 rosters…………………………………………… 32-42 • Committee Chair job description… ………………………………………….... 43 The purpose of this Handbook is to be a ready reference guide of the national Board’s 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

  3. AT A GLANCE Key Dates and Contacts Who to Call and Where To Find It • 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” • Bylaws…………………………………………………… LLS 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 terminology…………… LLS Website: Home page “Glossary” • Fact Sheets – LLS mission programs………… LLS Website: “About Us”  “Board Extranet”  “Board Manual” • Fact Sheets – blood cancers…………………… LLS 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 report…………………………………………LLS Website: “About Us” ”Financial Information” • LLS policy positions and issue papers………LLS website  “Advocacy” • LLS partners and sponsors……………………… LLS 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 chart……………………………LLS Website: “About Us”  “Board Extranet”  “Board Manual” • Travel expense reimbursement………………. Ileana Ortiz • Registration (Board meetings)………………… Ileana Ortiz • Strategic plan FY10-11 Revision……………… LLS Website: “About Us”  “Board Extranet”  “Board Manual” • Videos…………………………………………………… LLS Website: “About Us”  “Mission and Vision” • Mission video, PSA, organizational overview 3

  4. BOARD MEMBERS Key Contacts Elected Officers Chair Scott Carroll 513-898-0050 scott.carroll@jacksonlewis.com Vice Chair Tim Durst 214-953-6816 tim.durst@bakerbotts.com Secretary /Treasurer Kevin Ryan 215-545-4800 kryan@citrincooperman.com James A. Beck 724-283-3788 james.beck@hefren.com Jorge L. Benitez 786-425-7020 jorge.l.benitez@accenture.com Elizabeth J. (Betsy) Clark, PhD 202-336-8200 bclark@naswdc.org Jorge Cortes, MD 713-794-5783 jcortes@mdanderson.org James H. Davis, PhD, J.D. 301-251-6039 jim_davis@hgsi.com Thomas L. Fitzpatrick 508-795-5409 tom.l.fitzpatrick@saint-gobain.com Alan M. Gewirtz, MD 215-898-4499 gewirtz@mail.med.upenn.edu D. Gary Gilliland, MD, PhD 267-305-1911 gary_gilliland@merck.com Steven Hooker 503-297-1584 shooker-54@comcast.com Raanan Horowitz 817-234-6714 raanan.horowitz@elbitsystems-us.com John M. Kamins 248-785-4727 jkamins@fosterswift.com Armand Keating, MD 416-946-4595 armand.keating@uhn.on.ca Joseph B. Kelley 202-434-1034 jbkelley@lilly.com Rodman N. Myers 313-465-7490 rnm@honigman.com Derek Raghavan, MD, PhD 216-445-6888 raghavd@ccf.org Directors For Board bios and photos, see pp.17 4

  5. Board Contacts Key Contacts Directors - continued Kenneth Schwartz 212-773-6099 kenneth.schwartz@ey.com Norbert J. (Norb) Sieber 412-606-3333 njsieber@comcast.net Jay L. Silver 713-798-1069 silver100@earthlink.net William M. Ward, Jr. 316-685-1100 bward@pmma.org Louise G. Warner 216-536-8526 louisewarner@roadrunner.com Matthew Evan Winter 847-402-1128 mwint@allstate.com Michele C. Wong 916-853-0304 michele.wong@synergex.com For Board bios and photos, see pp. 17 5

  6. Senior Staff Key Contacts Home Office • 1311 Mamaroneck Avenue, White Plains, NY 10605 • John Walter President & CEO 914-821-8822 john.walter@lls.org • Jeff Como Chief Information Officer 914-821-8898 jeff.como@lls.org • Lou DeGennaro, PhD Chief Mission Officer 914-821-8922 lou.degennaro@lls.org • Hildy Dillon Sr. VP, Patient Services 914-821-8815 hildy.dillon@lls.org • Nancy Klein Chief Revenue & Marketing 914-821-8812 nancy.klein@lls.org • Officer • Jimmy Nangle Chief Financial Officer 914-821-8824 jimmy.nangle@lls.org • George Omiros, CFRE, CAE Sr. VP, Field Development 914-821-8852 george.omiros@lls.org • Michael Osso Sr. VP, Revenue Generation 914-821-8211 michael.osso@lls.org • Ileana Ortiz Assistant, Office of the 914-821-8272ily.ortiz@lls.org • President • Kathy Plank Director, Office of the 914-821-8831 kathy.plank@lls.org • President • Richard Winneker Sr. VP, Research 914-821-8310 richard.winneker@lls.org • 66 Canal Center, Suite 520, Alexandria, VA  22314 • George Dahlman Sr. VP, Public Policy 703-535-6650 george.dahlman@lls.org • Dave Timko Sr. VP, Volunteer Engagement 703-535-6650 dave.timko@lls.org • 804 2 Lansing Square, Toronto, ON M2J 4P8 • Nancy Allen President, LLSC 416-661-9541 nancy.allen@lls.org Southern Regional Office Canadian Office For senior staff bios and photos, see PP. 25-28 6

  7. COMMITTEE CONTACTS Key Dates and Contacts Standing Committees [Board] • Audit • Chair Jay L. Silver 713-798-1069 silver100@earthlink.net • Sr. Staff Partner Jimmy Nangle 914-821-8824 jimmy.nangle@lls.org • Board Development • Chair Raanan Horowitz 817-234-6714 raanan.horowitz@elbitsystems-us.comSr. Staff Partner Kathy Plank 914-821-8831 kathy.plank@lls.org • Executive • Chair Scott Carroll 513-898-0050 scott.carroll@jacksonlewis.com • Sr. Staff Partner John Walter 914-821-8822 john.walter@lls.org • Finance • Chair Kevin Ryan 215-545-4800 kryan@citrincooperman.com • Sr. Staff Partner Jimmy Nangle 914-821-8824 jimmy.nangle@lls.org • Mission Oversight • Chair Timothy S. Durst 214-953-6816 tim.durst@bakerbotts.com • Sr. Staff Partner Lou DeGennaro 914-821-8922 lou.degennaro@lls.org • Medical & Scientific Affairs • Chair Armand Keating, MD 416-946-4595 armand.keating@uhn.on.ca • Sr. Staff Partner Rick Winneker, PhD 914-821-8310 richard.winneker@lls.org • Patient Services • Chair Elizabeth J. Clark, PhD 202-336-8200 bclark@naswdc.org • Sr. Staff Partner Hildy Dillon 914-821-8815 hildy.dillon@lls.org • Therapy Acceleration Program (TAP) • Chair James H. Davis, PhD 301-251-6039 jim_davis@hgsi.com • Sr. Staff Partner Rick Winneker, PhD 914-821-8310 richard.winneker@lls.org • Investment Committee • Chair Steven Hooker 503-297-1584 shooker-54@comcast.com • Sr. Staff Partner Jimmy Nangle 914-821-8824 jimmy.nangle@lls.org • President’s Advisory Council • Convenor John Walter 914-821-8822 john.walter@lls.org • Public Policy • Chair Joseph Kelley 202-434-1034 jbkelley@lilly.com • Sr. Staff Partner George Dahlman 703-535-6650 george.dahlman@lls.org Operating Committees [Board] Other Committees [CEO] For more information about committees, including rosters, see PP. 32-42 7

  8. NORTH STAR 2015 VISION Strategic Framework Executive Summary The North Star 2015 Vision describes a future which The Leukemia & Lymphoma Society’s 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 LLS’s strategic planning processes, so that the outcomes envisioned for blood cancer patients and their families and caregivers are realized by 2015. North Star 2015 Vision Framework 2015 Patient Outcomes Ideal Future Elevated & Expanded Mission Impact Superior Service & Program Streams Core Capabilities Superior Knowledge Applications Superior Relationships Superior Stewardship Superior Innovation Superior Leadership Learning Empowerment Creative Thinking Accountability Service Core Values Inclusion & Teamwork Leadership Behaviors For the North Star Vision document, visit the Board Extranet and click on “Board Manual” 8

  9. Strategic Plan 2008-2011 Strategic Framework Amended Key Priorities & New 2010-2011 Targets • The Leukemia & Lymphoma Society’s 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. Revised Key Priorities will ensure that: For the complete Strategic Plan amendment document visit the Board Extranet and click on “Board Manual” 9

  10. GOVERNANCE STRUCTURE Strategic Framework Board of Directors CEO Board of Representatives • Fiduciary and strategic oversight • Intellectual, economic, political & social capital to advance mission • Door opening; give/get • Organizational ambassadors • Field leadership President’s Advisory Council Standing Committees Mission Oversight Board Development Finance Executive Audit • Compliance with accounting standards • Strategic oversight of mission areas • Outcomes assessment • Integration of TAP & research agendas • Research grant approval • 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 Operating Committees Therapy Acceleration Program (TAP) Medical & Scientific Affairs Other Committees & Project Teams Investments Patient Services Public Policy g • Investment Oversight • Recommend changes to investment strategy/policies • Composition varies according to capabilities needed (BOD, BOR, other volunteers, staff, outside experts) • Issue or project-specific • Permanent or ad hoc • Example: Public Policy • Information delivery • Financial assistance • Professional education • Grant peer review • Professional education • Biotech Accelerator & Academic Concierge • Clinical trials Approved September 2008 Revised November 2009 10

  11. DECISION MAKING AUTHORITY Strategic Framework At the Board Level • 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 • Elect Directors to the BOD • Elect Officers of the BOR • Amend bylaws under BOR jurisdiction Board of Directors Board of Representatives At the Staff Level • Hire and terminate staff • Set performance objectives and metrics • Sign contracts • Appoint staff-driven committees, e.g. Public Policy CEO At the Committee Level Standing Committees • Exercise authority delegated from the Board • Report to the Board Audit • Define auditor’s services and set compensation • Investigate Conflict of Interest complaints • Nominate Directors and Officers • Elect BDC Chair • Set qualifications and metrics to evaluate volunteer performance and Board effectiveness Board Development • Act in between Board meetings within Board-approved guidelines. • Set performance objectives and evaluation metrics for CEO Executive Additional committee-specific decision rights Finance • Approve recommendations from the Investment Committee Mission Oversight • Approve grants • Volunteer-dependent organizational functions • Define procedures and timelines for committee’s work • Appoint subcommittees and work groups • Reports to the Mission Oversight Committee or Finance Committee (where appropriate) Operating Committees • Staff-dependent organizational functions • Define procedures and timelines for committee’s work. • Report to CEO Other Committees 11

  12. Strategic Framework GOVERNANCE CALENDAR Oversight Functions Leadership Development Functions Committee Appointments (Apr-Jun) July - Sep Oct - Dec Jan - Mar Apr - Jun CEO Performance Review & Goal Setting (Jun) BOR Election of BOD Directors (Apr) Director and Officer Candidate Recruiting (Oct-Jan) Director and Officer Nominations (Jan) BOD Officer Elections (Apr) BDC Needs Assessment (Aug-Sep) Auditor’s Report (Jan) Budget Approval (Jun) 12

  13. Strategic Framework BOARD FACTS • 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 CEO’s 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 Chair’s 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

  14. BOARD MISSION STATEMENT Roles and Responsibilities Board of Directors Mission Statement 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. • It is the responsibility of the Board to: • Exercise fiduciary oversight of LLS’s financial, ethical and legal affairs, and ensure the organization’s stability and viability. • Partner with the executive staff to establish a strategic plan that is consistent with LLS’s 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 Society’s access to revenues, resources and opportunities. • Approve the organization’s 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 LLS’s 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. Adopted September 2008 14

  15. 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 LLS’s 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 Director’s Agreement at the beginning of each term. • Comply with LLS’s 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 one’s 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 LLS’s services and programs and act as an ambassador to promote LLS’s 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

  16. DIRECTOR’S AGREEMENT Roles and Responsibilities • As a Director of The Leukemia & Lymphoma Society, I am committed to LLS’s 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 LLS’s 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: ______________ Adopted September 2008. To be signed at the beginning of each term. 16

  17. BOARD BIOS Roles and Responsibilities Scott A. Carroll (Chair) Scott A. Carrollis 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 Timothy S. Durst (Vice Chair) Kevin R. Ryan (Secretary/Treasurer) 17

  18. BOARD BIOS Roles and Responsibilities James A. Beck 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. Jim’s 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, Jorge’s 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 Accenture’s US business, Global People Advocacy worldwide, and the global Partner Matters function for Accenture. Jorge’s 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 bachelor’s and master’s degree in social work , a master’s of public health from the University of Pittsburgh, and a master’s 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. Jorge Benitez Elizabeth J. (Betsy) Clark, PhD Jorge Cortes, MD 18

  19. 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 world’s 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. Gary’s 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

  20. BOARD BIOS Roles and Responsibilities Steve Hooker (Immediate Past Chair) 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 company’s 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 Chapter’s 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 John M. Kamins 20

  21. BOARD BIOS Roles and Responsibilities Armand Keating, MD, FRCPC 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 Lilly’s Washington Office and is responsible for Lilly’s federal, state, and international government affairs activities. He is also a member of Lilly’s U.S. Affiliate’s Operations Committee. He has been an active member of LLS’s National Capital Chapter where he served on the Executive Committee and Co-Chair’s the Chapter’s 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 LLS’s government affairs activities to help secure funding for blood cancer research. Term ends: 2012. 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

  22. 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 Kenneth Schwartz 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. Ken’s 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 bachelor’s 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. 22

  23. 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. Norb’s 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 Society’s Fund Raising Committee from 1989 – 1999, during which time, the Society’s 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

  24. BOARD BIOS Roles and Responsibilities Louise G. Warner 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 Financial’s 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 chapter’s 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. Matthew E. Winter Michele C. Wong 24

  25. SENIOR STAFF BIOS Roles and Responsibilities John Walter (President and Chief Executive Officer) John Walter has been the Society’s 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) 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, Jeff’s 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

  26. SENIOR STAFF BIOS Roles and Responsibilities 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. Hildy Dillon (Senior Vice President, Patient Services) 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. Nancy Klein (Chief Marketing and Revenue Officer) As the Chief Marketing & Revenue Officer, Nancy Klein provides strategic direction and overall management of the organization’s 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

  27. Roles and Responsibilities SENIOR STAFF BIOS Philip Kozlowski (Senior Vice President, Human Resources) 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. Jimmy Nangle (Chief Financial Officer) 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. George Omiros, CFRE, CAE (Senior Vice President, Field Development) 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. Michael Osso (Senior Vice President, Revenue Generation) 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 LLS’s 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. 27

  28. SENIOR STAFF BIOS Roles and Responsibilities Kathy Plank (Director, Office of the President) 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 LLS’s 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 Society’s 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. Richard Winneker (Senior Vice President, Research) Rick Winneker is the SVP, Research, and provides leadership for the LLS’s 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. LLSC 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. 28

  29. OFFICER JOB DESCRIPTIONS Roles and Responsibilities • Chair • Term of Office • Two years • Role • In collaboration with the Chief Executive Officer and the Board of Directors, to safeguard the organization’s 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 LLS’s 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 LLS’s 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 Board’s 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 LLS’s goals, objectives and Strategic Plan. • Act as the Board’s primary liaison to the Chief Executive Officer. • With the Executive Committee, oversee the annual performance assessment of the CEO, including the setting of the CEO’s 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. For complete job descriptions, including qualifications and time commitments, contact Kathy Plank or a member of the Board Development Committee 29

  30. OFFICER JOB DESCRIPTIONS Roles and Responsibilities • 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 Chair’s absence. • Provide support to the Board Chair in establishing objectives, timelines and plans for the Board’s activities, and monitoring progress against plans on the Chair’s 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. 30

  31. OFFICER JOB DESCRIPTIONS Roles and Responsibilities • Secretary-Treasurer • Term of Office • Two years • Role • To help the Board discharge its fiduciary duties and to document the Board’s 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 management’s budget to the Board for approval. • Ensure compliance with relevant legal and regulatory requirements and ethical standards. • Ensure that the organization’s 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 LLS’s 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. 31

  32. 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 LLS’s accounting, auditing, and reporting practices. • Responsibilities • Oversee the LLS’s 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 firm’s non-audit services to the LLS, if any, and related fees. • Review with the external auditors and Management • Audit scope and plan • Adequacy of the LLS’s internal controls, including computerized information system controls and security. • Adequacy of the LLS’s Conflict of Interest and Ethics Policy, and Whistleblower policies and procedures. • The LLS’s significant business or financial risks and/or exposure, including business continuity/disaster recovery plans, and assess the effectiveness of management’s efforts to minimize risk. • 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 management’s 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 Committee’s scope of responsibilities, including retaining independent counsel, accountants, or others to assist in the investigations. See Board Extranet for complete charter. 2011 – 2012 Roster Jay L. Silver, Chair John M. Kamins Kenneth M. Schwartz Norbert J. Sieber 32

  33. COMMITTEES 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 Society’s mission. • Responsibilities • Board Performance • Recommend strategies and policies to build the Board’s 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, Director’s Agreement, Director’s job description, LLS anti-discrimination and harassment policy, Directors’ give/get requirements. • Nominations • Establish and periodically review the Committee’s 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 Committee’s 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 LLS’s 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 Board’s 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. See Board Extranet for complete charter. 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 33

  34. COMMITTEES Roles and Responsibilities • 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 Board’s involvement in developing a strategic plan and guiding other Board initiatives at the Board’s 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 CEO’s performance goals and objectives consistent with the Enterprise Goals and Objectives and the Strategic Plan. • Act as the Board’s 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 • Conducting a comparative review of compensation and benefits. • Establishing performance objectives and metrics for the upcoming year. • Assessing the adequacy of succession planning and appropriateness of compensation for the senior management team. • 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. See Board Extranet for complete charter. 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 34

  35. COMMITTEES Roles and Responsibilities • 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 LLS’s financial statements and management’s performance analyses, and ensure the accuracy and timeliness of presentation of financial statements to the Board. • Help the Board understand the LLS’s financial affairs, and identify, as appropriate, any significant financial issues that may not be readily apparent to the Board. • Safeguard the LLS’s 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: • Funding parameters for program and non-program expenditures • 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 • Management forecasts • Management request’s to expend non-budgeted funds • Periodically review the Society’s 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 Society’s financial position and its investment policies. See Board Extranet for complete charter. 2011 – 2012 Roster Kevin Ryan, Chair James A. Beck Jorge L. Benitez Alan M. Gewirtz, MD Steven Hooker Raanan Horowitz Matthew Winter Michele C. Wong 35

  36. COMMITTEES Roles and Responsibilities • Mission Oversight Committee • Role • To help the Board make informed judgments about the strategic direction and alignment of all of the LLS’s mission-related programs to the organization’s mission and vision, including the impact of the LLS’s efforts on improving the standard of care for patients. • Responsibilities • Monitor and periodically report to the Board on the LLS’s progress against the strategic plan in all mission-related areas. • Make recommendations to the Board on the strategic direction and priorities for the LLS’s 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 LLS’s 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 LLS’s mission and assess their implications on the LLS’s programs and priorities. • Educate the Board on the LLS’s progress toward its mission-related goals and activities and ensure that communication to external constituents about the LLS’s mission impact is effective. • Provide guidance to Management and the Finance Committee to help ensure that annual funding is linked to the LLS’s mission priorities. See Board Extranet for complete charter. 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 36

  37. COMMITTEES Roles and Responsibilities • 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 • Fund performance • Status of compliance of funds with the Investment strategy • Changes 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. See Board Extranet for complete charter. 2011 – 2012 Roster Steven Hooker, Chair James A. Beck Bernard Garil Francie Heller Lee E. Schneider Kenneth M. Schwartz Matthew Winter 37

  38. COMMITTEES Roles and Responsibilities • Medical and Scientific Affairs Committee • Role • To further the LLS’s 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 LLS’s 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: • Strategic direction and priorities for the LLS’s medical and scientific research grant agenda, and its related research and professional education programs and services. • Development of new initiatives, modification of existing programs or services, or termination of programs or services (or elements thereof). • Formulation or revision of policies governing the LLS’s medical and scientific affairs. • Monitor trends in biomedical research and professional medical education and assess their implications on the LLS’s programs and priorities. • Educate the Mission Oversight Committee on the LLS’s research goals and activities, and keep the Committee apprised of external trends and their potential impact on the LLS’s 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 Committee’s 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 member’s parent institution. • Identify opportunities to work collaboratively with the TAP Committee, Patient Services Committee and Public Policy Committee on research-related issues. See Board Extranet for complete charter. 2011 – 2012 Roster Armand Keating, MD, Chair Fred Appelbaum, MD Irwin D. Bernstein, MD Steven Bernstein, PhD Alexandra Mayes Birnbaum Jorge Cortes, MD 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 O’Brien MD Derek Raghavan, MD, PhD, FACP Frank O. Smith, MD Nancy Speck, PhD 38

  39. COMMITTEES Roles and Responsibilities • Patient Services Committee • Role • To oversee, facilitate and guide the LLS’s 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 Department’s 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: • Strategic direction and priorities for the LLS’s patient services. • Development of new programs or services, modification of existing programs or services, or termination of programs or services (or elements thereof). • Formulation or revision of patient services-related policies. • Monitor trends in patient service delivery and assess their implications on the LLS’s 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 LLS’s patient-centered services. • Work collaboratively with staff to provide information for the Mission Oversight Committee’s annual review of mission effectiveness. • Work collaboratively with staff and chapters to: • Support the development and implementation of programs and services for blood cancer patients and their families. • 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 Department’s collaborative efforts with oncology professionals and organizations addressing quality of life issues. See Board Extranet for complete charter. 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 39

  40. COMMITTEES 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: • Establishing evaluation criteria and review procedures to ensure that only the most outstanding proposals receive funding • Initiating programs, RFPs, and other mechanisms of solicitation • Providing qualified experts to review TAP proposals • Working collaboratively with the LLS’s Research Department staff to ensure that the most outstanding projects are brought forward for consideration and funding. • Allocate resources designated for TAP in the LLS’s annual operating budget. • Make recommendations to the Mission Oversight Committee in the following areas: • Strategic direction and priorities for the LLS’s Therapy Acceleration Program. • Development of new initiatives, modification of existing programs or services, or termination of programs or services (or elements thereof). • Formulation or revision of policies and procedures governing TAP. • Evaluate the effectiveness of the Biotechnology Accelerator, Academic Concierge and Clinical Trials Program including: • Determining whether the funded entity has achieved sufficient progress on its milestones to substantiate a second round of funding • Evaluating whether approved programs continue to support and advance the LLS’s 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 Committee’s 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. 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

  41. COMMITTEES Roles and Responsibilities • President’s 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 LLS’s 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. For more information, contact the office of the President 41

  42. COMMITTEES 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 LLS’s mission. • Make recommendations to the CEO on the strategic direction and priorities for the LLS’s national and state public policy agendas. • Assist Management in the implementation of the LLS’s public policy strategies, agenda and positioning to promote optimal policies for the study, treatment and management of blood-related cancers and communicate the LLS’s 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 LLS’s programs and priorities. • Educate the Mission Oversight Committee on the LLS’s public policy goals, priorities and activities, and keep the Mission Oversight Committee apprised of external trends and their potential impact on the LLS’s public policy agenda. • Work collaboratively with staff to provide information for the Mission Oversight Committee’s annual review of mission effectiveness. • Assume other duties at the direction of the CEO. See Board Extranet for complete charter. 2011 – 2012 Roster Joseph B. Kelley, Chair Elizabeth J. Clark, PhD Fred Dombo Michelle Fried Galvanek Frank T. Short 42

  43. 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 committee’s 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 LLS’s strategic plan, annual plan and the committee’s 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 committee’s work and give final approval for the committee’s work products. • Act as subject matter expert in areas within the committee’s 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 committee’s 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 Board’s 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 committee’s annual work plan and budget. 43

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