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    Proj collaborate   design phase planning doc Proj collaborate design phase planning doc Presentation Transcript

    • Project Collaborate For the Childhood Cancer Community Design Phase Planning Document Version control: December 2, 2011 Document Author: Steven L. Pessagno 1/22/2014 Confidential: For Planning Purposes Only 1
    • Project Collaborate For the Childhood Cancer Community Governance Approach for the Design Phase 1/22/2014 Confidential: For Planning Purposes Only 2
    • Scope Project Collaborate – Design Phase Charter Problem / Opportunity Statement Scope Considerations The childhood cancer community is highly fragmented for understandable reasons. As a result, coordination among the myriad stakeholders – childhood cancer charities and advocacy organizations, the pediatric oncology medical community, and individual advocates – can be quite complex; yet, the benefits of collaborating on specific, clearly defined shared objective(s) are potentially significant for the ultimate “customer” – children with cancer and their families. In: Collaboration and interface enhancement/coordination among stakeholder groups who are exclusively focused on creating a world without childhood cancers; e.g., childhood cancer charities funding research and family support services, individual advocates, childhood cancer advocacy and awareness organizations, coalitions focused specifically on childhood cancer causes, pediatric oncology researchers, clinicians, and allied health professionals Voice of Customer Out: Interface enhancement/coordination between the childhood cancer community and other cancer organizations (i.e., those that are not childhood cancer – specific), pharmaceutical companies, legislators. NB: Scope of services that the coalition will provide will be defined in the business plan A mechanism to facilitate idea generation, information sharing, and tactical coordination on specifically defined and agreed initiatives while preserving the identities of the various childhood cancer organizations is seen to have value-added potential to better enable the stakeholders across the community deliver on their respective missions and amplify their ability to create a world without childhood cancer. Project Team Structure / Governance See next slide Key Deliverables Interdependencies TBD as project gets underway Operational Practices Meetings • Working Team:Weekly, 1 hour Friday afternoons (ad hoc as 10/7/2011: Governance plan for Design phase work necessary); pre-reads by COB the preceding Wed. 11/4/2011: Draft recommendations for business plan Exec Summary and • Advisory Team: Schedule TBD … likely Nov & Dec; pre-reads Strategy Summary, for November Advisory Sessions approximately 1 week in advance Guiding principles 12/2/2011: Draft recommendations for business plan Mgt Summary and • Team members to operate according to project guiding principles & Financial plan, for December Advisory Sessions values (see slide after Project Team Structure & Governance) 01/6/2011: Transition plan from Design Phase to Implementation Phase • If a team member is unable to attend a meeting, then s/he should send input on the agenda items and will accept any decisions made at NB: Milestone 3 1/22/2014 dates likely subject to change Confidential: For Planningthe meeting. Purposes Only
    • Scope Project Collaborate – Design Phase Governance PROJECT MANAGEMENT Key Responsibilities 100% dedicated to project PROJECT MGT Project plan development / execution Meeting mgt: Working Team, Advisory Team, ad hoc meetings WORKING TEAM Draft Business Plan (incl. Op Model) Identify risks, actions, issues, interdependencies, and decision; facilitate mgt, resolution, and closure (RAIID) Meeting Mgt Meeting Mgt ADVISORY TEAM Synthesize inputs for Working Team for operating model and business plan development WORKING TEAM Key Responsibilities Meets weekly (1 hour) + 10 hrs/week Develop, implement communication plan Engage stakeholders Develop recommendation for collaboration operating model Input / Feedback Create draft business plan Sign-off w/ Advisory Team on final plan for implementation ADVISORY TEAM Key Responsibilities Facilitation Advisory sessions to be set up in Nov & Dec; likely to require 4-6 hours in each month Provide input / feedback into operating model and business plan proposals 1/22/2014 Confidential: For Planning Purposes Only Sign-off w/ Working Team on final plan for implementation 4
    • Scope Project Collaborate – Design Phase Governance PROJECT MANAGEMENT Steve Pessagno / GlaxoSmithKline “loaned executive” (July 2011 – Jan 2012) PROJECT MGT WORKING TEAM Draft Business Plan (incl. Op Model) Meeting Mgt Meeting Mgt ADVISORY TEAM Input / Feedback Facilitation Please note that these teams are intended to be 1/22/2014 Confidential: transitional, for the Design Phase only For Planning Purposes Only WORKING TEAM Team composition may change Vickie Buenger / Individual community representative Maureen Lilly / Children’s Cause for Cancer Advocacy Joe McDonough / B+ Foundation Steve Pessagno / project mgt Kris Rech / Individual community representative Robyn Raphael/ Keaton Raphael Memorial Foundation Liz Scott / Alex’s Lemonade Stand Foundation ADVISORY TEAM See next slide 5
    • Project Collaborate Advisory Team As the collaboration strives to be wholly representative of the childhood cancer community, leaders representing key stakeholder groups should be consulted to help develop, shape, and finalize the business plan Research & Treatment Awareness Community representatives Jeremy Bliler Amy Bucher Meg Crosset Dan Feltwell Karla Flook Mark Mozer Collaborating to Create a World without Childhood Cancers NB: each of the orgs on the Advisory team contributes to awareness-raising efforts Family Support Services Advocacy Alliance for Childhood Cancer / George Dahlman, Karen McKinley Children’s Cause for Cancer Advocacy / Susan Weiner Kids v Cancer / Nancy Goodman 1/22/2014 Alex’s Lemonade Stand Foundation / Jay Scott Bear Necessities / Kathleen Casey COG Foundation / Peter Adamson Cookies for Cancer / Gretchen Witt (ad hoc) CureSearch / John Lehr Curing Kids Cancer / Grainne Owen Hyundai Hope on Wheels / Zafar Brooks I Care I Cure / Beth-Ann Krimsky IronMatt / Joanne Romano Jeff Gordon Children’s Foundation / Trish Kriger Pediatric Cancer Res Foundation / Nancy Crane PLGA Foundation / Amy Weinstein Quad W Foundation / Lisa Tichenor (ad hoc) Rally Foundation / Dean Crowe Solving Kids Cancer / Scott Kennedy (ad hoc) St. Baldrick’s / Kathleen Ruddy Team Connor / Joy Cruse NB: Some orgs also provide family services Confidential: For Planning Purposes Only Am Children’s Cancer Org / Ruth Hoffman ConKerr Cancer / Gavin Kerr Evan’s Victory Foundation / Gavin Lindberg Evan Dunbar Foundation / Tom Dunbar Children’s Onc Camping Assoc/ Dave Smith SuperSibs / Melanie Goldish 6
    • Project Collaborate – Design Phase Team Operating Principles  Buy into and support the project charter  Be decisive while focusing debates based on thorough review of pre-reads and the facts  Share responsibility for team decisions – Avoid: Not speaking up at meetings, deferring to post-meeting “offline” discussion that is not in support of final decisions and/or recommendations (even when you agree to disagree)  Acknowledge where the ambiguity and uncertainty in the decision is, and make that part of the conversation  Respect others’ ideas; at the same time, challenge and accept challenge  Be an active listener  Clean up misunderstandings  Communicate clearly all decisions and the rationale underlying decisions 1/22/2014 Confidential: For Planning Purposes Only 7
    • DECISION: The Masterful approach will be employed, with Emergent principles blended in Change Management Approaches • • • • • • • • • What‟s to be done is set top down and tightly controlled How to do it? You follow prescribed steps and recipes People get given the same messages from the centre Change is driven through separate projects Change projects are rolled out from the centre” Not much investment in building change skills 100% alignment – you‟re in or you‟re out Leaders say – “keep it simple, just go do it” You engage people to inform and get “buy in” • • • • • Instructions Frameworks A few hard rules Tool kits • • • • • Centralised direction with detail & accountability left to local management Standard tools and templates are handed out to the field for local implementation “Pick „n mix” – people can select what they need to do at local level Content is defined, the process is up to you Though, support teams & “help desks” may be provided on how to implement What‟s to be done is set top down, tested with others, and open to change Change is guided by a common plan, roadmap, agreed projects and consistent language People are involved to identify & sense what‟s really going on & build their responsibility & capability for figuring things out Build skills in leading change, including how to help people through it Establish networks to build connections across the organisation Figure out who‟s important for the change - get and keep them on board • • • • • • • Within an overall purpose, the direction gets adjusted as you go and make sense of what‟s needed Leaders establish a few “big rules” that guide what you do People can then get on with things as they see fit Start in a small way and build up from there Use informal networks to build understanding & energy Work step by step – no need to figure out the whole plan out in advance Go to the hot spots where things are bubbling up and make them bigger
    • Project Collaborate Project Plan MACRO VIEW July Aug Sept Oct Nov Dec Jan Feb Mar Apr  Diagnosis VoC (qual): C3U Members VoC (qual): Researchers Align on Problem Statement to be Solved For CCC Landscape Assessment Decide on C3U Path Forward Design 9/21: PAC2 Workshop Ongoing stakeholder engagement Collaborative models 10/21: Model recommendation research Verify change mgt approach Business Plan Development See next slide for more detail Determine Advisory stakeholders 11/11: Draft plan Advisory Review/Input Finalize plan  Implementation 12/16: Final business plan for implementation; tollgate to proceed to implementation planning 1/6: Draft implementation plan TBD per Design* Secure funding and staffing resources* Formalize governance* Kick-off communications  Embed / Sustain Legend Key Event / Deliverable Tollgate / Key Decision Dependency LAST UPDATED: Oct 7, 2011
    • Project Collaborate For the Childhood Cancer Community Draft Business Plan 1/22/2014 Confidential: For Planning Purposes Only 10
    • Project Collaborate – Design Phase November Advisory Sessions: What We Plan To Cover Executive Summary Vision Mission Values Value proposition Scope of services Strategy Summary Strategy map & key deliverables Goals Objectives Management Summary Organization structure Roles & responsibilities Membership base and structure Governance plan Staffing plan Financial Plan Funding model Key assumptions Projected cash flows Projected balance sheet Long-term plan 1/22/2014 “What we propose to do” For Advisory Team Input & Feedback in November “How we propose to do it” For Advisory Team Input & Feedback in December and January Confidential: For Planning Purposes Only 11
    • Project Collaborate – Design Phase Problem & Opportunity Synopsis Cancer persists as the leading cause of death by disease among children & adolescents in the United States, and most survivors will experience significant debilitating complications that result from existing treatments (developed for adults); unfortunately, only two drugs have been approved specifically to treat a pediatric cancer in the last 20 years. These and other key facts about childhood cancers do not seem to be well understood by the general public, policymakers and government officials, potential donors, and even the general medical community and biopharmaceutical manufacturers. A greater degree of more accurate awareness is needed. In addition, research & treatment efforts and support services for pediatric cancer survivors & their families require greater funding from both public and private sources in order to increase support, accelerate progress to develop age-appropriate therapies, and, eventually, achieve cures for all pediatric cancers. Because the childhood cancer community is fragmented, the community – and the people it serves – will benefit from greater levels of coordinated action where common goals and objectives exist across stakeholders who desire to collaborate in a way that leverages their unique strengths, minimizes waste of precious resources and expertise, and ultimately drives better outcomes for patients and their families. 1/22/2014 Confidential: For Planning Purposes Only 12
    • Project Collaborate – Design Phase Vision  Mission  Goals & Objectives for Years 1 & 2 Vision Create a world without childhood cancers. Mission Foster and sustain greater levels of collaboration, information exchange, learning, and coordinated action across the childhood cancer community through agreed upon initiatives in the areas of advocacy, awareness building, family services, and/or research & treatment. Goals A B C D COLLABORATION INFRASTRUCTURE Establish and embed a national network across the childhood cancer community to facilitate coordinated action and collaboration where agreed AWARENESS Elevate childhood cancer awareness nationwide RESEARCH & TREATMENT Optimize research efforts of network organizations to amplify the impact of funds raised where appropriate and agreed FAMILY SUPPORT & RESOURCES Increase awareness of and collaboration among organizations providing family support & resources Objectives A1: Establish governance for decision-making, prioritization, and budgeting     A2: Arrange “seed” funding for Year 1 and develop long-term funding strategy A3: Develop and implement a network staffing plan B1: Create, distribute a nat’l media campaign to stimulate general public responsiveness; update the campaign annually B2: Create, maintain a fact repository of CC facts, figures, and issues; launch a virtual communication mechanism to the general public by Q3 2012 C1: Create, maintain a central database of research being funded by network participants; launch by Q3 2012 C2: Develop a business process to help align funders and researchers on barriers, gaps, and areas of breakthrough progress D1: Create a mechanism for orgs to share info and collaborate on providing family support services by Q3 2012 D2: Develop, maintain, and launch a comprehensive national database of orgs providing family support & resources by Q3 2012 ADVOCACY E1: Support annual Advocacy Day in Washington DC Facilitate integration of policy and advocacy E2: Provide timely information about federal policy issues and advocacy efforts on relevant childhood cancer causes Confidential: For Planning Purposes Only 1/22/2014 opportunities, and facilitate coordinated action among network members E  13
    • Project Collaborate – Design Phase Vision  Mission  Goals & Objectives for Years 1 & 2 Vision Create a world without childhood cancers. Mission Foster and sustain greater levels of collaboration, information exchange, learning, and coordinated action across the childhood cancer community through agreed upon initiatives in the areas of advocacy, awareness building, family services, and/or research & treatment. Goals Objectives A1: Establish governance for decision-making, prioritization, and budgeting A COLLABORATION INFRASTRUCTURE Please note: embed a national network across Establish and A2: the childhood cancer community to facilitate The goals & objectives as currently proposed Arrange “seed” funding for Year 1 and develop long-term funding strategy should be considered foundational at this point; A3: Develop and implement a network staffing plan coordinated action and collaboration where i.e., a agreed starting point. good  ThoseAWARENESS be serving on the permanent Governance body ultimately will be responsible for who will B Elevate childhood cancer awareness nationwide finalizing the goals & objectives. Once that is done, a detailed tactical plan can be developed to achieve the goals & objectives  1/22/2014 Confidential: For Planning Purposes Only 14
    • Project Collaborate – Design Phase Vision  Mission  Goals & Objectives for Years 1 & 2 Objectives Possible Metrics A1: Establish governance for decision-making, prioritization, and budgeting Milestone: Delivery of plan by end of Q1 2012 A2: Arrange “seed” funding for Year 1 and develop long-term funding strategy $: Securing seed funding for Year 1 operating expenses A3: Develop and implement a network staffing plan B1: Create, distribute a nat’l media campaign to stimulate general public responsiveness; update the campaign annually B2: Create, maintain a fact repository of CC facts, figures, and issues; launch a virtual communication mechanism to the general public by Q3 2012 Milestones: Launch of approved facts & figures library; finalization of approved message strategy and public service announcement campaign # media outlets that run PSA # of hits to social media platform Awareness measurements pre- and post-campaign C1: Create, maintain a central database of research being funded by network participants; launch by Q3 2012 Milestones: launch of database by Q3 2012; finalization of ways of working for aligning funders and researchers C2: Develop a business process to help align funders and researchers on barriers, gaps, and areas of breakthrough progress Convening of summit between funders and researchers, with published alignment on gaps and areas of breakthrough progress / identification of co-funding opportunities D1: Create a mechanism for orgs to share info and collaborate on providing family support services by Q3 2012 Milestone: launch of collaboration / info sharing mechanism by Q3 2012; launch of database of orgs providing family support & resources D2: Develop, maintain, and launch a comprehensive national database of orgs providing family support & resources by Q3 2012 E1: Support annual Advocacy Day in Washington DC TBD E2: Provide timely information about federal policy issues and advocacy opportunities, and facilitate coordinated action among network members Confidential: For Planning Purposes Only 15
    • Project Collaborate – Design Phase Internal Values for the ‘Network’  Put the children and their families first in everything we do  Assume positive intent  Enable the community while being mindful not to compete with its participants or duplicate projects/programs/services that they provide  Be accountable and take ownership of one’s commitments within the collaborative  Be cost effective with resources  Be inclusive and collaborative **  Help give voice to the community, and amplify it in a coordinated fashion  Stay action-oriented and flexible  Apply standards of excellence to the collaboration that are consistent with your own standards and/or those of your organization * This value will need to be validated pending final decisions regarding membership composition; it definitely refers to being inclusive and collaborative with respect to those who are a part of the network. If membership is set up to be more exclusive, then this value would require qualification. 1/22/2014 Confidential: For Planning Purposes Only 16
    • Project Collaborate – Design Phase Value Proposition The network effectively advances specific childhood cancer causes by unifying the childhood cancer community through broad-based collaboration that leverages the strengths and expertise of its individual members and avoids duplication of effort at a national level. For individuals and organizations committed to creating a world without childhood cancers, _____________ is a national network dedicated to fostering and sustaining greater levels of collaboration, information exchange, and learning across the childhood cancer community through agreed upon initiatives in the areas of advocacy, awareness building, family services, and/or research & treatment. Such initiatives are not within the remit of any existing childhood cancer organization and cannot be effectively or efficiently delivered in the absence of collaboration. The network provides a mechanism for planning and carrying out broad-based collaboration efforts in the childhood cancer community. Ultimately, ____________ provides value to network participants by allowing them to deliver on their individual missions while participating in both short-term and durable collaborative initiatives fostered by dedicated resource(s) to guide the collaborative process in a way that ameliorates fragmentation across the community. 1/22/2014 Confidential: For Planning Purposes Only 17
    • “soft” benefits Project Collaborate – Design Phase Benefits that can be directly measured Value Proposition The network effectively advances specific childhood cancer causes by unifying the childhood cancer community through broad-based collaboration that leverages the strengths and expertise of its individual members and avoids duplication of effort at a national level.  Relationship- and trust-building among network members / participants Primary Customers: Network Participants  Information sharing and cross-promotion among members: who’s doing what, successes best practices, opportunities to work together More comprehensive, readily available information on the research & treatment landscape (gaps, areas of breakthrough progress, co-funding opps)  Opportunities and ease to co-fund larger research projects  In impact of funds raised by member orgs for research & treatment 2ndary Customers: Pediatric Cancer Patients, Survivors, a nd their Families Stronger capability to facilitate coordinated action across the community Tighter integration of national and grass-roots advocacy efforts  In $ funding for research, new treatments, family support & resources Greater levels of more accurate awareness about childhood cancer causes  $ for member orgs Better, faster access to shared information and resources for patient and family support ↓ Waste in time of human resources  # of grass-roots advocates and volunteers  Efficiency in leveraging, deploying existing resources w/in the network Enhanced loyalty, commitment of existing donors, advocates, vol unteers Accelerated advances in research & treatment / new cures for childhood cancers Enhanced levels / types of support and resources for patients, survivors, and/or their families Confidential: For Planning Purposes Only 18
    • Project Collaborate Landscape Positioning Generally speaking at a macro level, the childhood cancer community can be thought of as operating somewhere between Cooperation and Coordination. The proposed network will aim to move the community rightward to Collaboration over time; key variables in the network’s ability to do this are: •Investment and outcomes required for what the community agrees to work on collaboratively •Degree of commonality of goals and objectives across stakeholders •Cultural change in how stakeholders currently work together versus what this looks like under true collaboration Cooperation Coordination Lower intensity Higher intensity Shorter-term, informal relationships Longer-term effort around a project or task Shared information only Some planning and division of roles Separate goals, resources, and structures Collaboration Some shared resources, rewards, and risks regarding collaborative initiatives undertaken More durable and pervasive relationships New structure with commitment to common goals All partners contribute resources and share rewards and leadership Adapted from: C Lukas, R Andrews. Four keys to collaboration success. See www.fieldstonealliance.org/client/articles/Article-4_Key_Collab_Success.cfm 1/22/2014 Confidential: For Planning Purposes Only 19
    • Proj Collaborate – Design Phase Landscape Positioning Strategic direction for CC community Follows the direction from the community 0 25 50 75 100 Sets the direction for the community Fundraising Raises no money 0 25 50 75 100 75 Active organizer of cc community meetings and facilitating partnerships 100 75 The “voice” of CC orgs; interacting with media and gov’t agencies frequently 100 Facilitator Passive role 0 25 50 Aggressively raises money External Visibility Behind the scenes 0 1/22/2014 25 50 Confidential: For Planning Purposes Only 20
    • Proj Collaborate – Design Phase Landscape Positioning Funder No funding role at all 0 25 50 75 100 Funds research and/or family assistance programs Locally or Nationally Oriented Local National 0 25 50 75 100 Portal for the CC Community Exclusive to certain groups and/or types of CC 0 25 50 75 100 A "go-to" place; repository of facts / activities; research/org directories “Membership” Exclusivity v Inclusivity Exclusive Inclusive 0 1/22/2014 25 50 Confidential: For Planning Purposes Only 75 100 21
    • Proj Collaborate – Design Phase Landscape Positioning Narrative to come 1/22/2014 Confidential: For Planning Purposes Only 22
    • Project Collaborate – Design Phase Scope of Services Out In Network Operations Business plan for the network (incl. budget for operating expenses) Governance for determining collaboration projects prioritization and funding Management of standards for network participation and rules of engagement Budget and program management resource(s) for approved initiatives Grass-roots fundraising Lobbying (participates can take part in lobbying efforts as they see fit, but the network does not employ lobbyists) Capability building that is general in nature and not specifically tied to an agreed goal and/or objective of the network Network Services Cross-promotion of network members’ events, successes, key initiatives National directory of participants; ‘seal of authentication’ for member organizations Network Web site / portal National network meeting (1-2 per year) Capability building (as this pertains to goals and objectives of the network) 1/22/2014 Confidential: For Planning Purposes Only 23
    • Project Collaborate For the Childhood Cancer Community Operating Model Document Author: Steven L. Pessagno 1/22/2014 Confidential: For Planning Purposes Only 24
    • Proj Collaborate – Design Phase Sustainability Predictors of Sustainability Barriers to Sustainability Leadership Governance challenges Participant diversity Structural issues History of collaboration Lack of funding for core operations Structure Resource diversity Sustainability plans Community buy-in Turf battles Leader and member turnover Shifting priorities Source: Developing a Conceptual Framework to Assess the Sustainability of Community Coalitions Post-Federal Funding. Presented to the Assistant Secretary for Planning and Evaluation, US Dept of Health and Human Services. 2001; Jan 7. http://aspe.hhs.gov/health/reports/2010
    • Proj Collaborate – Design Phase Sustainability Predictors of Sustainability “Critical to Quality” factors for proposed model Leadership Continuity of l’ship over time helps to facilitate sustainability Participant diversity The more diverse, the better History of collaboration Structure Clear operational guidelines; program mgt policies/procedures; governance and composition of governance team (professional + grassroots mix) Resource diversity Political, financial, institutional; money, people, goods, and services Obtaining funds from a mix of dues, community donations, financial partners, in-kind contributions, grants, contracts Sustainability plans Goals, objectives, sustainability strategies: have them and continuously evaluate them Community buy-in Source: Developing a Conceptual Framework to Assess the Sustainability of Community Coalitions Post-Federal Funding. Presented to the Assistant Secretary for Planning and Evaluation, US Dept of Health and Human Services. 2001; Jan 7. http://aspe.hhs.gov/health/reports/2010
    • Proj Collaborate – Design Phase Sustainability Barriers to Sustainability Governance challenges Must clearly define responsibilities of any steering committee, esp. vis-à-vis any coalition staff When the steering committee overrides the rights of individual members Structural issues Few barriers to exiting the coalition; members have divergent structures and work cultures; balancing time and commitment between the coalition and a member’s “home organization” Lack of funding of core operations Must account for more than just project $; i.e., $ needed to convene members, hire staff, build collaborative capacity and plan for the future Turf battles Leader and member turnover Shifting priorities Source: Developing a Conceptual Framework to Assess the Sustainability of Community Coalitions Post-Federal Funding. Presented to the Assistant Secretary for Planning and Evaluation, US Dept of Health and Human Services. 2001; Jan 7. http://aspe.hhs.gov/health/reports/2010
    • Proj Collaborate – Design Phase Sustainability What do we want ‘Sustainability’ to stand for here?  Continuing the collaboration network itself Or To develop and institutionalize programs and activities within the existing community Source: Developing a Conceptual Framework to Assess the Sustainability of Community Coalitions Post-Federal Funding. Presented to the Assistant Secretary for Planning and Evaluation, US Dept of Health and Human Services. 2001; Jan 7. http://aspe.hhs.gov/health/reports/2010
    • Project Collaborate – Design Phase Key Assumptions Question(s) Assumption(s) Will the entity be legally incorporated? If so, what is the planned legal entity type? TBD Will the organization collect and raise funds? Will it be set up as a charity? The entity is presumably going to need to be set up so that it can accept grants / funds and/or fees from its members for the sole purpose of paying for the operating expenses of the collaborative. The collaboration will not be a grassroots fund-raising entity to raises money to help fund childhood cancer research and provide family support services, so it will not be set up as a charity. Will the entity charge its members dues TBD Will the organization be dispensing funds or making grants in its own name, independent of its members? There are no plans to set up grant-review and funding infrastructure for the organization. However, member organizations that do fund research may decide to co-fund a novel research project that they could not otherwise fund on their own; here, the intention would be to use existing infrastructure for grant review, funding, and progress reporting Will the entity engage in lobbying efforts? There are already organizations that lobby for childhood cancer causes; the collaboration is not intended to be a lobbying organization. It can and will work with those other organizations to assist with advocacy efforts through communication to its members. It is not expected for the collaboration to hire lobbyist personnel – either internally or via a 3rd party contract arrangement. 1/22/2014 Confidential: For Planning Purposes Only 29
    • Project Collaborate – Design Phase Key Assumptions Question(s) Assumption(s) Will the entity have paid staff? It is expected that dedicated resources will be needed to operate the collaboration. TBD is whether that staff would be employees of the organization, contract staff, or employees of an association management company Will the entity have a Board of Directors? The governance structure has not been decided; it is likely that there will be some type of Advisory mechanism, and that members of this group would be elected, serve for a specified term (1-3 years), and serve in this capacity on a volunteer basis Who will maintain the entities assets (Website, intellectual property protections etc.?) This will be determined once the model is agreed Who will handle the administration and operations of the entity (bookkeeping, document retention, etc.)? It is expected that dedicated resources will be needed to operate the collaboration. TBD is whether that staff would be employees of the organization, contract staff, or employees of an association management company. Has a name for the entity been decided upon ;if so, is it trademarked A decision on a permanent name is not expected to be made until the governance model is finalized. 1/22/2014 Confidential: For Planning Purposes Only 30
    • Project Collaborate – Design Phase Key Assumptions Question(s) Assumption(s) Will each member maintain rights to any information it provides to the larger group, or will such information become the property of the entity? TBD via governance How will decisions be made? Management group, committees or majority vote all members? If majority vote of all members, for all decision or only material decisions? The governance model has not yet been determined Will members be permitted to provide information shared by other members to third parties? If so, will there by any limitations on use? TBD via governance Will the organization’s Website be accessible to members only, or will it be publicly accessible with certain information only available to members with a password? Any such Website would be publicly accessible with certain information only available to members with a password Will the organization solicit funds on behalf of its members, and then distribute those funds to its members based on an agreed upon formula? No. It is not expected that the organization will be set up as a charity. It is likely to be set up to accept grants to fund its operation and, possibly, membership dues Will the organization sell merchandise and/or execute programs to help fund its operations? TBD 1/22/2014 Confidential: For Planning Purposes Only 31
    • Project Collaborate – Design Phase Key Assumptions Question(s) Assumption(s) What is the vision for the organizational structure and responsibility for day-to-day activities? Will the organization/coalition be run by committees for efficiency purposes because there are so many members and the potential for additional members? Although the precise details of the governance model is yet to be determined, it is envisioned that a “steering” group of some sort will set the goals, objectives, and deliverables with work teams executing the deliverables Will the organizational structure and governance change as more members are admitted? What will the membership criteria be? Will there be a limit on the number of members who are admitted, and a limit on involvement by additional members on work teams as the total number of members increases? The structure and governance will be set up to be enduring. Membership criteria has not be determined at this time. Although there is not expected to be a limit on the number of members, this needs to be confirmed. What is the duration of the organization/coalition? What happens to the assets if the group decides to disband? TBD How often will the organization convene F2F meetings of its membership? 1 or 2 times per year. In-person meetings are suggested to be 2 days in length: 1 day focused on the business of the coalition (may be subset of org leadership) followed by a members meeting focused on strategy planning, project work, and alignment 1/22/2014 Confidential: For Planning Purposes Only 32
    • Project Collaborate – Design Phase Key Decisions (A) Network / Org Structure (B) (E) Roles & Responsibilities Operating Model Staffing Plan Summary Section (D) Governance 1/22/2014 (C) Membership / Participant Base Confidential: For Planning Purposes Only 33
    • (A) Network / Org Structure Project Collaborate – Design Phase Recommended Network / Org ‘Strawman’ at a Glance Participants/Membership Base Dues-Paying (Year 2+ / different schedules by membership type) Provide input into network strategy and collaboration priorities Deliver objectives via approved Action Team projects Exchange information, learnings, best practices Staff Contracted Exec / Managing Director Develop network strategy, recommend prioritization of collaboration projects (Action Teams) Collaborating to Create a World without Childhood Cancers Approve funding strategy, budget, staffing plan Obtain grants for operating expenses Oversee governance & membership Assist with obtaining funding for operations Manage staff resources Approve governance changes and membership strategy Program Management Provide project-manage support to Membership to deliver objectives via Action Teams Administrative Asst Manage clerical duties Assist Director, PM w projects as needed Appointed + Volunteer / 2-year term limits Approve network strategy and priorities Manage budget Implement social media strategy Steering Group Approve Action Teams (projects) Action Team Collaboration Initiatives Awareness Research & Treatment Family Support & Resources Advocacy Sponsors Could be stratified based on years of funding commitment and/or $ amount Provide funding for network operating expenses via unrestricted grants 1/22/2014 Confidential: For Planning Purposes Only 34
    • (B) Project Collaborate – Design Phase Roles & Responsibilities Synopsis: Key Roles & Responsibilities RASCI: Responsible, Accountable, Supportive, Consulted, Informed Exec / Board / Advisors Managing Dir Program Mgt Set strategy and priorities; manage operating budget and resources to deliver on goals & objectives A R Bring in revenue for operating expenses; ensure funding viability A Members / Participants R Sponsors C I Admin I C C R Fund network operating expenses R Oversee governance and membership A R I I I I Deliver network/org goals A R C R I I I C A Create, evolve, and implement network / org social media strategy C A R C I Plan and implement network/org national meetings C A C C R A C A/R A/R Deliver network/org objectives via collaborative projects Manage clerical duties for network operations Exchange information, learnings, best practices 1/22/2014 A/R R I As leads or members of Action Teams Confidential: For Planning Purposes Only I R A/R A/R 35
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions National recommended at least for Years 1 & 2 C-1. Will the membership scope be national or international? C-2. What type of membership / participant categories or types will be included? C-3. Will the organization / network collect membership / participant fees on an annual basis C-3a. C-3b. revenue? C-4. Recommended for Year 2 If so, what targets will be set for membership/participants fees as a % of overall TBD for Year 2 Will “founding” memberships be utilized for seed funding to fund operations in Year 1? C-4a. C-5. If so, what will the fee schedule approach be? See next slide If so, what will the approach be? Recommended Will there be an individual or a team who will decide on membership / participant acceptances Subgroup of Steering / as well as removals from the network / organization? Advisory C-6. What will be the requirements for the different membership / participant categories? C-5a. What will the application process be (e.g., submit a form? Financial documents?) TBD by permanent governance 1/22/2014 Confidential: For Planning Purposes Only 36
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-2. TOPIC for DECEMBER ADVISORY SESSIONS What type of membership / participant categories or types will be included? Options include but may not be limited to: Individual Advocate Adult (non student) Researcher / Scientist (non student) Student (including children & adolescents) Voluntary Health Agencies / Nonprofit Organizations Emerging Nonprofits (pre- 501c3 status) Established Nonprofits (501c3 status) Hospitals / Integrated Health Systems Government Agency / Association Corporate / Allied Industry Stakeholders (e.g., pharmaceutical and medical equipment manufacturers) 1/22/2014 Confidential: For Planning Purposes Only 37
    • (D) Project Collaborate – Design Phase Key Decisions Governance D-1. What person and/or group is responsible for administering the governance of the network / organization? See Next Slide D-1a. Are the person and/or group appointed? Elected? D-2b. For each role involved in administering the governance, are term limits involved? If so, what are they? D-2. Will Governance feature parity voting (i.e., each member has 1 vote of equal value) or will voting “weight” be determined by membership category/contribution level? Suggest parity D-3. What are requirements for the by-laws of the network / organization? D-4. Besides the by-laws, to what else do prospective members / participants need to agree in order TBD via permanent to be members / participants (e.g., ethics)? TBD via permanent governance governance D-5. What are the business rules governing expulsion from the network / organization? TBD via permanent governance 1/22/2014 Confidential: For Planning Purposes Only 38
    • Project Collaborate – Design Phase (D) Key Decisions Governance D-1. What person and/or group is responsible for administering the governance of the network / organization? D-1a. Are the person and/or group appointed? Elected (by whom?)? D-2b. For each role involved in administering the governance, are term limits involved? If so, what are they? Summary Recommendation Exec / Managing Director role administers Governance for the entity (paid staff member) Steering / Advisory Team Mix of appointed and volunteer / elected: founding members offered 1 seat; remaining seats filled by each membership category type (1 or 2 each) – suggest first Steering/Advisory team be composed of Project Collaborate Working Team + a few others from Project Collaborate Steering Team for ease of implementation. Term limits: Yes, 2 years Co-Chaired: 1 founding member and 1 individual community representative Recommend an odd number of members so as to avoid “ties” in decision-making Volunteer appointments vs. Elections: pros/cons to be discussed 1/22/2014 Confidential: For Planning Purposes Only 39
    • (E) Project Collaborate – Design Phase Key Decisions Staffing Plan E-1. What staff positions – if any – are required for the network / organization? E-2. If staff positions exist … E-2a. E-2b. Where physically will they work? E-2c. Can they be “hosted” by an existing network member organization (i.e., the staffer works for an existing network member organization but is dedicated 100% to the network / organization)? E-2d. E-3. Are they paid? To whom do they report? If staff positions are paid… E-3a. E-3b. 1/22/2014 Are they insourced (i.e., the staffers are employees of the network / organization), outsourced (i.e., via association mgt company, a consulting firm, or independent contractors) What is their salary and benefits plan? Confidential: For Planning Purposes Only 40
    • (E) Project Collaborate – Design Phase Summary Recommendations Staffing Plan STAFF POSITIONS • Exec/Mng Director: 1, full-time • Program Mngr: start w/ 1, full-time (assumption: can manage 2 Action Team projects at once plus network social media platform; adding incremental PMs will depend on level of funding and Steering decisions on project priorities) • Admin Asst: 1, part-time • Paid positions: Ensures accountability; volunteer positions introduce risk to sustainability • Reporting Rships: Exec/Mng Director reports to Steering/Advisors; PM & Admin report to Exec/Mng Dir STAFF SOURCING Insource Set Up Stand-Alone Org Outsource Use Assoc. Mgt. Firm Host Network Member(s) Host Resources Pros Greater control, no shared admin staff Pros Expertise at setting up and managing association-type orgs & staff Pros Leverages infrastructure of existing orgs Lower overhead costs (shared back-office, admin) Cons Introduces risk of perceived and real conflicts of interest Avoids perceived / real conflicts of interest among membership Cons Increased complexity at outset for setting up new organization; likely to take longer Increased liabilities (network as employer) Higher costs; e.g., overhead, salary/bens Assumed to be fastest route to set up Cons Perceived less control over staff; assume shared admin staff Complexity of managing SLAs and crosscharging for resource expenses Strong recommendations from case study research to avoid this model Complexity of managing SLAs 1/22/2014 Confidential: For Planning Purposes Only 41
    • Project Collaborate For the Childhood Cancer Community Financial Plan - Summary 1/22/2014 Confidential: For Planning Purposes Only 42
    • Project Collaborate – Design Phase Financial Plan - Summary FUNDING APPROACH • Network is not a grass-roots fund-raising organization • Suggest taking a “seed funding” approach in Year 1 • Founding memberships by organizations that believe in the network’s mission, goals and objectives – and are willing and able to support the network by funding operating expenses in Q2 – Q4 • Founding members will be offered a seat on the Steering / Advisory board (2-year term) Funding Sources & Plan Example – Not Benchmarked • • Could utilize a “matching” incentive 100% 80% • 1/22/2014 Grants 40% Dues 20% Seed Funding 0% Year 2+: Operating expenses to be covered by grants and membership fees • Assume a majority of expenses covered by unrestricted grants • • Other 60% Year Year Year Year 1 2 3 4 Organizations that fund collaborative entities Biopharmaceutical manufacturers and medical services companies Favorable budget variances can go into a reserve fund for future years or be put toward rebates to membership fees pending Steering/Advisory Team decision making Confidential: For Planning Purposes Only 43
    • Project Collaborate – Design Phase Financial Plan – Year 1 Operating Expenses Phasing Transition Program 20 hrs/ week; assumes GPSEG volunteer support Lead team $ 20,000 $ 25,000 $ Staff GPSEG, Alta Mgt (Assoc Mgt firm); assumes 3d party sourcing via Assoc Mgt firm - does not Managing / Exec Dir include benefits $ - $ - $ 25,000 $ 30,000 $ 25,000 $ 30,000 $ 25,000 Staff Salary @ ~70% of Mng/Exec Director; assumes 3d party sourcing - does not include benefits; 1 Program/Proj Mgr PM could handle 2 key projects simultaneously $ - $ - $ 17,500 $ 22,500 $ 17,500 $ 22,500 $ - $ - $ 3,900 $ 6,500 $ 3,900 $ $ - $ - $ 8,000 $ 10,000 $ - $ - $ - $ 300 $ 450 $ Projects Projects Year 1 -- PR for network; build upon kidscancerfight.org; obtain pro bono PR support; Awareness Strategy align on facts, figures, message strategy; invest & Tactics in media campaigns post Year 1 pending funding $ Social Media Web maintenance, hosting, content mgt $ - $ $ - $ 250 $ 500 $ Projects Database / Repositories Utilize social media platform (internal) in Year 1; invest in enhanced database(s) once funding strategy established $ - $ 500 $ F2F Network Mtgs Meetings (per year) Telecon/WebEx Services (per Meetings month) $100 - $150/month Other Professional Expenses services Legal filings / services, accounting services, org set-up fees, association mgt fees. REQUIRES MORE VALIDATION Other Expenses T & E $ 20,500 $30,000 $ 75,000 $ 90,000 $ 17,500 $22,500 $ 52,500 $ 67,500 6,500 $ 3,900 $ 6,500 $ 11,700 $ 19,500 $ - $ 8,000 $10,000 $ 16,000 $ 20,000 300 $ 450 $ 300 $ 450 $ 900 $ 1,350 250 $ 500 $ 250 $ 500 $ $ 750 $ $ 1,500 - $ - $ - 1,000 $ 500 $ 1,000 2,250 $ 4,500 1/22/2014 $ 26,000 - $ - 750 $ 1,500 $ $ 55,700 $ 71,450 $ 47,700 Confidential: For Planning Purposes Only 750 $ $ - 1,500 $ 61,450 $ $ - $ Year 1 High Low $ 25,000 $ $ Low $ 20,000 $250 - $500 / month $ - Low Q4 High Staff 20 hrs/ week; shared resource via Assoc Mgt firm - no benefits Low Q3 High Item Admin Asst Low Q2 High Category Staff Remarks / Assumptions Q1 High - 750 $ 1,500 $ $ 55,700 $71,450 $ 179,600 $ 230,350 44
    • Project Collaborate – Design Phase Financial Plan – Year 1 ‘Seed’ Funding Requirements Seed Funding Required (Q2 Q4) Low High $ 159,100 $ 204,350 Year 1 Seed Funding Required by Each Founding Member Low High Example: If 6 organizations agree to provide “seed” funding for the network, then each organization would contribute between ~$25K and $35K depending on the final budget (assuming = contributions) # of Founding Orgs 1$ $ 204,350 2$ 79,550 $ 102,175 3$ 53,033 $ 68,117 4$ 39,775 $ 51,088 5$ 31,820 $ 40,870 6$ 26,517 $ 34,058 7$ 22,729 $ 29,193 8$ 1/22/2014 159,100 19,888 $ 25,544 Alternatively, one or two organizations could put in a matching grant Should there be a threshold for seed funding? Confidential: For Planning Purposes Only 45
    • Project Collaborate Draft Implementation Transition & Plan MACRO VIEW Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Establish governance Finalize members Draft by-laws Kick-off monthly mtgs Prepare network set-up Propose, approve name / branding Determine legal entity type Make legal filings Finalize staffing plan Goals & objectives Validate, prioritize for Yr 1 v Yr2 Budget and funding Finalize Year 1 budget Secure “Seed” Funding (Yr 1) Funding sources Transition grant (ALSF) Seed Funding Grants Membership Dues Legend Key Event / Deliverable Tollgate / Key Decision Dependency LAST UPDATED: Dec 2, 2011
    • Project Collaborate – Design Phase Key Decisions (A) Network / Org Structure (B) (E) Roles & Responsibilities Operating Model Staffing Plan Detail Section (D) Governance 1/22/2014 (C) Membership / Participant Base Confidential: For Planning Purposes Only 47
    • (A) Project Collaborate – Design Phase Key Decisions Network / Org Structure A-1. “Flat” / less traditional versus hierarchical / more traditional A-2. Fixed versus Variable Teams Fixed (e.g., Membership) versus Variable (e.g., project teams) A-3. Will the network / organization be set up as a legal entity? A-3a. A-3b. 1/22/2014 If so, then what type? If not, then what are the ramifications of this decision? Confidential: For Planning Purposes Only 48
    • (A) Network / Org Structure A-1. Project Collaborate – Design Phase Key Decisions “Flat” / less traditional versus hierarchical / more traditional Recommendation Design and implement a relatively “flat” structure. Seems to “fit” the culture of the childhood cancer community Keep It Simple 1/22/2014 Confidential: For Planning Purposes Only 49
    • (A) Project Collaborate – Design Phase Key Decisions Network / Org Structure A-2. Fixed versus Variable Teams Fixed (e.g., Membership) versus Variable (e.g., project teams) Recommendation Governance team (e.g., BoD, Steering) should be the only fixed team; otherwise, utilize variable project teams to deliver objectives. Keep It Simple 1/22/2014 Confidential: For Planning Purposes Only 50
    • Project Collaborate – Design Phase (A) Key Decisions Network / Org Structure A-3. Will the network / organization be set up as a legal entity? A-3a. If so, then what type? A-3b. If not, then what are the ramifications of this decision? Business Requirements Only collects revenue to fund operating expenses as approved by Governance Options include, but are not limited to: membership dues, grants, merchandise Majority of revenue should come from grants and other sources versus dues from members/participants Grass-roots fund-raising to be prohibited in the by-laws Favorable budget variances can be used to fund additional projects and/or staff or held in an investment reserve to be applied to a future fiscal year’s budget 1/22/2014 Confidential: For Planning Purposes Only 51
    • (A) Project Collaborate – Design Phase Network / Org Structure Generally speaking…. Key Decisions …501 c 6 orgs… …501 c 3 orgs… Operate for a "public benefit" purpose defined in law (for which many membership associations qualify) Are eligible to receive tax-deductible contributions from individuals Operate for the benefit of their members Receive the majority of their funding from duespaying members Are not eligible to receive tax-deductible gifts Are potentially eligible to receive foundation and government grants Are not likely to receive grants Are usually exempt from paying corporate income taxes Are governed by a board of directors elected from and by the membership Are subject to most taxes paid by businesses Are often exempt from paying property and sales taxes Are prohibited from publicly supporting any particular political candidates Are governed by a board of directors/trustees selected from the community or by the membership 1/22/2014 Confidential: For Planning Purposes Only 52
    • (A) Network / Org Structure 501(c)(3) Project Collaborate – Design Phase Key Decisions 501(c)(4) No requirement (or less stringent) No requirement to dedicate assets 501(c)(6) No requirement (or less stringent) No requirement to dedicate assets 501(c)(7) No requirement (or less Organizational requirement stringent) Assets must be dedicated to No requirement to dedicate charitable purposes assets Social activity must be primary; Social activities must be Social activity may be anything Social activity may be anything other activities must be less insubstantial less than "primary" less than "primary" than primary No limit on legislative activity Legislative activity must be No limit on legislative activity as long as it furthers the No limit on legislative activity insubstantial, or <20% if as long as it furthers the exempt purpose; legislative as long as it furthers the election made exempt purpose expenditures may limit the exempt purpose deductibility of dues Absolute prohibition against Political activity permitted, but Political activity permitted, but Political activity permitted, but political activity taxed taxed taxed Can serve community purposes, Can serve the business Serves the social and recreation Must serve public purposes can be somewhat narrower purposes of the members purposes of members than (c)(3) Donations not deductible as Donations not deductible as Donations are deductible as charitable contributions charitable contributions Donations not deductible as charitable contributions by businesses sometimes deduct businesses sometimes deduct charitable contributions donors on their tax returns as advertising; dues may be as advertising deductible as business expense Eligible for low cost non-profit Not eligible for lowest bulk mail Not eligible for lowest bulk mail Not eligible for lowest bulk mail bulk mailing permit rates rates rates Must take care to generate enough public support to avoid Not an issue under (c)(4) Not an issue under (c)(6) Not an issue under (c)(7) classification as a private foundation Exempt from Federal income Exempt from Federal income Exempt from Federal income Exempt from Federal income tax unless the organization has tax unless the organization has tax unless the organization has tax on income 1/22/2014 Confidential: For unrelated business income unrelated business income Planning Purposes Only income unrelated business 53
    • (B) Project Collaborate – Design Phase Roles & Responsibilities Key Decisions B-1.What are the key responsibilities needed to make the network function effectively and efficiently? B-2. What specific roles will be needed within the network to own and manage these responsibilities? B-3.Who is accountable and responsible for what? Who is consulted versus informed? B-4. Language used to describe the “roles” of the network, e.g.: • Board of Directors / Advisory Team or Council / Steering Committee • Action Team / Committee / Task Force / Team / Work Pod • CEO / Executive Director / Managing Director / Convener • Program / Project Manager • Members / Participants • Sponsors / Funders 1/22/2014 Confidential: For Planning Purposes Only 54
    • (B) Project Collaborate – Design Phase Roles & Responsibilities Roles & Responsibilities RASCI: Responsible, Accountable, Supportive, Consulted, Informed Responsible •Conducts work •Owns the problem •There should be only 1 per high level activity Accountable •Approves completed work •Is fully accountable for the end result Supportive •Acts as a resource to Responsible role •One or more team members •Tasked with work (/led) by Responsible role Consulted •Has information /capability that may be needed •Assistance is sought via 2-way communication •Interaction typically with Responsible role Informed •Notified of results and /or progress •Notification is via 1-way communication – NOTE: participation in meetings is not a required means to inform •Communication typically from Responsible 55
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-1. Will the membership scope be national or international? C-2. What type of membership / participant categories or types will be included? C-3. Will the organization / network collect membership / participant fees on an annual basis C-3a. C-3b. revenue? C-4. If so, what will the fee schedule approach be? If so, what targets will be set for membership/participants fees as a % of overall Will “founding” memberships be utilized for seed funding to fund operations in Year 1? C-4a. If so, what will the approach be? C-5. Will there be an individual or a team who will decide on membership / participant acceptances as well as removals from the network / organization? C-6. What will be the requirements for the different membership / participant categories? C-5a. 1/22/2014 What will the application process be (e.g., submit a form? Financial documents?) Confidential: For Planning Purposes Only 56
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-1. Will the membership scope be national or international? Key Variable/Consideration National International Scope Manageability More manageable Less manageable Complexity Lower Higher Broad inclusivity -- -- Reach of potential impact Lower Higher Potential funding sources for network operating expenses Less More Recommendation Start with a national scope at the outset (e.g., for Years 1 & 2) and consider expanding to international membership via Governance thereafter Establish new ways of working / collaborating and stabilize the network in the US first Achieve concrete collaborative “wins” and prove the value-add for network members before introducing additional complexity of managing an international network / entity 1/22/2014 Confidential: For Planning Purposes Only 57
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-2. What type of membership / participant categories or types will be included? Options include but may not be limited to: Individual Advocate Adult (non student) Researcher / Scientist (non student) Student (including children & adolescents) Voluntary Health Agencies / Nonprofit Organizations Emerging Nonprofits (pre- 501c3 status) Established Nonprofits (501c3 status) Hospitals / Integrated Health Systems Government Agency / Association Corporate / Allied Industry Stakeholders (e.g., pharmaceutical and medical equipment manufacturers) 1/22/2014 Confidential: For Planning Purposes Only 58
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-3. Will the organization / network collect membership / participant fees on an annual basis? For Against Helps with funding operating expenses, offsetting dependence on charitable grants Could conflict with value of inclusivity unless the fee schedule is set flexibly by membership type Provides an added element of “skin in the game” for members to participate actively and to have a financial stake in the collaborative’s success Recommendation Utilize a flexible fee schedule so that inclusivity is not impacted 1/22/2014 Confidential: For Planning Purposes Only 59
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-3. Will the organization / network collect membership / participant fees on an annual basis C-3a. If so, what will the fee schedule approach be? NB: Final fee schedule and tiers / amounts to be decided by Governance. Participant / Member Type Fee Schedule Options Remarks Individual – Adult (non-student / non-researcher / scientist) Flat fee, benchmarked See appendix for relevant references Individual – Researcher / Scientist Flat fee, benchmarked See appendix for relevant references Individual – Student Flat fee, benchmarked See appendix for relevant references VHA / Nonprofit – Emerging Flat fee, benchmarked See appendix for relevant references Should be set at same rate as lowest tier of Established VHA/nonprofit VHA / Nonprofit – Established Graduated dues schedule as a % of operating budget for most current fiscal year See appendix for relevant references Recommend 3 tiers / no more than 5 Hospitals / HIS Graduated dues schedule as a % of operating budget for most current fiscal year See appendix for relevant references Recommend 3 tiers / no more than 5 Government Agency / Assoc Graduated dues schedule as a % of operating budget for most current fiscal year See appendix for relevant references Recommend 3 tiers / no more than 5 Corporate / Allied Industry Stakeholders Graduated dues schedule as a % of gross revenues or # of employees for most current fiscal year Confidential: For Planning Purposes Only See appendix for relevant references Recommend 3 tiers / no more than 5 1/22/2014 60
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-3. Will the organization / network collect membership / participant fees on an annual basis C-3b. If so, what targets will be set for membership/participants fees as a % of overall revenue? Example – Not benchmarked yet 100% 80% Other 60% Grants Dues 40% Seed Funding 20% 0% Year 1 1/22/2014 Year 2 Year 3 Year 4 Confidential: For Planning Purposes Only 61
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-4. Will “founding” memberships be utilized for seed funding to fund operations in Year 1? C-4a. If so, what will the approach be? Recommendation Yes NB: This will be covered in more detail in the Financial Plan (to come) 1/22/2014 Confidential: For Planning Purposes Only 62
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-5. Will there be an individual or a team who will decide on membership / participant acceptances as well as removals from the network / organization? Recommendation This should be standing agenda item for the Governance team instead of setting up a separate team – at least in Years 1 & 2 Keep It Simple 1/22/2014 Confidential: For Planning Purposes Only 63
    • (C) Project Collaborate – Design Phase Membership / Participant Base Key Decisions C-6. What will be the requirements for the different membership / participant categories? C-5a. What will the application process be (e.g., submit a form? Financial documents?) TBD 1/22/2014 Confidential: For Planning Purposes Only 64
    • (D) Project Collaborate – Design Phase Governance Governance D-1. What person and/or group are responsible for administering the governance of the network / organization? D-1a. Are the person and/or group elected (by whom?)? Paid? D-2b. so, For each role involved in administering the governance, are term limits involved? If what are they? D-2. Will Governance feature parity voting (i.e., each member has 1 vote of equal value) or will voting “weight” be determined by membership category/contribution level? D-3. What are requirements for the by-laws of the network / organization? D-4. Besides the by-laws, to what else do prospective members / participants need to agree in order to be members / participants (e.g., ethics)? D-5. What are the business rules governing expulsion from the network / organization? 1/22/2014 Confidential: For Planning Purposes Only 65
    • (D) Project Collaborate – Design Phase Governance Governance D-2. Will Governance feature parity voting (i.e., each member has 1 vote of equal value) or will voting “weight” be determined by membership category/contribution level? To be discussed with Working Team & Advisors 1/22/2014 Confidential: For Planning Purposes Only 66
    • (D) Project Collaborate – Design Phase Governance Governance D-3. What are requirements for the by-laws of the network / organization? D-4. Besides the by-laws, to what else do prospective members / participants need to agree in order to be members / participants (e.g., ethics)? D-5. What are the business rules governing expulsion from the network / organization? To be discussed with Working Team & Advisors 1/22/2014 Confidential: For Planning Purposes Only 67
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-1. What staff positions – if any – are required for the network / organization? E-2. If staff positions exist … E-2a. E-2b. Can they be “hosted” by an existing network member organization (i.e., the staffer works for an existing network member organization but is dedicated 100% to the network / organization)? E-2c. E-3. Where physically will they work? To whom do they report? If staff positions are paid… E-3a. E-3b. 1/22/2014 Are they insourced (i.e., the staffers are employees of the network / organization), outsourced (i.e., via association mgt company, a consulting firm, or independent contractors) What is their salary and benefits plan? Confidential: For Planning Purposes Only 68
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-1. What staff positions – if any – are required for the network / organization? Recommendation for Years 1 & 2 Exec / Managing Director role (1, full-time) Program Management role (start with 1, full-time / assume can manage 2 Action Team projects plus network portal content mgt … may need to expand to 2 depending on # projects approved by Governance) Administrative Assistant role (1, part-time) 1/22/2014 Confidential: For Planning Purposes Only 69
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-1. What staff positions – if any – are required for the network / organization? Exec / Managing Director role (1) Required Characteristics / Experience Preferred Characteristics / Experience Ethical Patient Ability to engender trust Comfortable with: Diverse range of participants People who don’t take orders Non-hierarchical structure Multiple communication modes Familiarity with aspects of establishing new organizations and/or business ventures Experience with developing and/or implementing business and marketing plans Experience with alliance / coalition / network entities Experience with awareness-building / PR campaign creation and implementation Strong track record of revenue generation and budget management Nonprofit experience Effective fundamental project management skills Familiar with children’s causes Strong listening and communication skills (written /oral) Aware of and sensitive to bereaved parents Proven ability to balance planning and implementation Able to work across time zones Gregarious nature – ability to engage effectively with a broad range of stakeholders Can move back and forth adeptly between strategic and tactical conversations, planning, and implementation Comfort and tact with managing project “politics” and “agendas” – but not a political person him/herself Balance between task and person orientation 1/22/2014 Confidential: For Planning Purposes Only 70
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-1. What staff positions – if any – are required for the network / organization? Program Manager (1 to start) Required Characteristics / Experience Preferred Characteristics / Experience Bachelors degree Masters degree 8+ years project management, process improvement and/or change management experience Certifications in project management and/or Lean/Six Sigma Demonstrated experience organizing, motivating, and guiding teams of high-level individuals Strong analytical skills Excellent presentation skills to large and small audiences Proven ability to undertake project planning, risk assessment, interdependency management, and risk & issue management Proven ability to influence, communicate and negotiate effectively across a variety of stakeholders Exceptional oral & written communication skills Working knowledge of Lean Sigma / business continuous improvement principles Extensive experience in the design, planning and management of projects to deliver specific business objectives Working knowledge of planning and performance management methods and practices Strong facilitation skills and ability to lead workshops 1/22/2014 Confidential: For Planning Purposes Only 71
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-2. If staff positions exist … E-2a. Where physically will they work? E-2b. Can they be “hosted” by an existing network member organization (i.e., the staffer works for an existing network member organization but is dedicated 100% to the network / organization)? TBD Recommendation No – strong recommendation against a hosting model, especially to avoid perceived and potential for real conflicts of interest (i.e., staff being “beholden to the host”) E-2c. To whom do they report? Recommendation Staff answer to the Board / Steering mechanism 1/22/2014 Confidential: For Planning Purposes Only 72
    • (E) Project Collaborate – Design Phase Staffing Plan Staffing Plan E-3. If staff positions are paid… E-3a. Are they in-sourced (i.e., the staffers are employees of the network / organization) or outsourced (i.e., via association mgt company, a consulting firm, or independent contractors) E-3b. What is their salary and benefits plan? TBD 1/22/2014 Confidential: For Planning Purposes Only 73
    • Project Collaborate For the Childhood Cancer Community Appendix: Examples of Collaboration Models / Orgs Document Author: Steven L. Pessagno 1/22/2014 Confidential: For Planning Purposes Only 74
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Orgs & Models Example Model Type Remarks Alliance for Childhood Cancer Professional Association / Coalition – Membership Based “Hosted” w/ no paid staff “Hosted” by American Society of Clinical Oncologists; receives shared admin support via ASCO 25+ members: patient advocate groups & professional societies Membership: participation-based, no fee required, must be nat’l in scope, must submit financials; voted on at bi-annual meeting; formal application required Co-Chair w/ term limits Fundraising: No Alzheimer’s Disease Megacommunity Network Network of orgs from public, private, and civic sectors driven together to solve a compelling problem of common interest Typically facilitated by 3rd party consultant Not necessarily a permanent effort / entity Key roles: Interim Advisory Council, Convener, Program Manager, Members – at – Large No single leader; driven by a network of interconnected leaders American Association of Community Colleges 1/22/2014 Trade Association – Membership Based w/ Insourced Staff Governed via Board of Directors Membership: Educational institutions, nonprofit organizations, and individuals can be members; application required; fees for individuals: Individual Assoc ($100); Educational Assoc ($715); International Assoc ($1290); Lifetime Individual ($1650) Confidential: For Planning Purposes Only 75
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks American Assoc for Cancer Research / Pediatric Cancer Working Group Professional Association / Coalition -- Membership Based w/ Insourced Staff Governed through member volunteers who serve as Offices, Directors, Committee Members, Steering Committee (Ped Cancer Working Group); includes AACR Foundation, which raises $ for research. Features 7 different membership types, with dues ranging from free (Student) to $280 (Active); those in “emerging” economies pay reduced rates. PCWG: open to all members of AACR; dues assessed on annual basis at a rate set by AACR Board of Directors Fundraising: Yes American Cancer Society Franchised Chapters / Insourced Staff Certain % of revenue raised by licensed chapters goes to the national organization Fundraising: Yes American Childhood Cancer Organization (ACCO) Nat’l Org w/ Local Affiliates / Insourced Staff Exec Dir, Program Mgr, Admin + Board of Directors 40 local affiliates Nat’l Org develops programs, materials to local affiliates that provide direct services to families in their communities Fundraising: Yes (nat’l org and affiliates) American Diabetes Association Centralized HQ / Insourced Staff All chapter $ revenue goes to HQ, which sets strategy and dictates resource allocation Autism Speaks Independent 501-c-3 / Insourced Staff Created by merger of Autism Speaks, Nat’l Assoc. for Autism Research, and Cure Autism Now 1/22/2014 Confidential: For Planning Purposes Only 76
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks Brain Tumor Funders Collaborative Partnership via Memorandum of Understanding / No Staff Composed of 8 organizations – mix of private philanthropies and voluntary health orgs Individuals volunteer time, taking on specific roles based on skills and interests; proj mgt resource provided by member orgs Invited membership based on certain criteria (501-c-3s funding brain tumor research nationally); 20 invited, 13 attended initial meeting, 8 signed on Each member had equal voice irrespective of how much $ being put forth Expected to commit $ equal to a standard grant for each org Fundraising: No 1/22/2014 Confidential: For Planning Purposes Only 77
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks Colorado Kids Cancer Association Professional Association / Coalition – Membership Based All Volunteer Co-Chaired Exec Committee members, Secretary, Treasurer, and Committee Heads are elected (term limits) Membership types & dues: Foundation ($100) / Individual Advocate ($25); goes toward Web site and resource binders (100% covered) 30-40 members function as Pediatric Task Force for the Colorado Cancer Plan Quarterly meetings Greater Philadelphia Hotel Association Trade-Association / Membership-Based / Outsourced Staff Association mgt firm operates the Association 3 membership types: Hotel, Allied (suppliers to hotel industry), and Students; application required; fees differ based on membership type Services provided: Networking, fundraising, motivational events, discount programs, training Health Research Alliance Professional Association / Coalition -- Membership Based w/ Insourced Staff 501-c-3 Exec Dir, Program Admin, Board of Directors Membership eligibility: non-governmental, not-for-profit funders of peer-reviewed health research; must publish annual report; application required; must have at least 1 staff member actively involved in at least 1 Working Group; must participate in database of health research awards Graduated dues schedule based on total grants paid; dues range from $2K - $20K 1/22/2014 Confidential: For Planning Purposes Only 78
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks International Confederation of Childhood Cancer Parent Organizations Federation Nonprofit confederation / independent legal entity Duration undefined Mission: exchange & coordination of info between parent associations and medical & scientific orgs; increase public awareness for childhood cancer; represent member orgs on an international level when appropriate; raise, manage, and administer any resources or assets required to achieve aims pursued by the confederation Membership: 4 categories: Member Org, Member Nation, Assoc Member, Honorary Member; dues vary by member type Membership fees make up 40% of all revenue Governed by General Assembly, Exec Committee, and Secretariat General Assembly: composed of representatives from each member Exec Committee: Chairperson and Vice-Chairperson (both must be parents of children with cancer), 5 Members at Large (elected by General Assembly); Secretary and Treasurer (both of which are appointed by the Exec Comm) Revenue sources: annual membership dues, subsidies from nat’l and internat’l agencies, donations from individuals and private entities, any other activity approved by the confederation 1/22/2014 Fundraising: Yes Confidential: For Planning Purposes Only 79
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks Louisiana Association of Nonprofit Orgs (LANO) Trade-Association / Membership-Based / Insourced Staff 11-person staff + Board of Directors Membership types: General Members (org and staff member) and Associate Members (gov’t agency, individual, corporate) Graduated dues schedule for General Members based on operating budget of member org; ranges from $100-$1500 Individual Associate: $150 Government Association: $350 Student: $25 Corporate: graduated based on # employees; $250-$2500 range Leukemia & Lymphoma Society Centralized HQ All chapter $ revenue goes to HQ, which sets strategy and dictates resource allocation 59 chapters in the US, 5 in Canada Maryland Association of Nonprofit Orgs Trade-Association / Membership-Based / Insourced Staff 20-person staff + Board of Directors Membership types: Nonprofits (w/ 501-c-3), Emerging Nonprofits (pre- 501-c-3), and Associates Nonprofits: graduated dues schedule based on operating income for current year; $100 -$3000 range Emerging Nonprofits: $100 Associate – Individual Student: $40 Associate – Affiliate: $150 Associate – Corporation, Contributor $350 Associate – Corporation, Benefactor $750 Associate – Corporation, Sustainer $1500
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks National Breast Cancer Coalition Professional Association / Coalition -- Membership Based w/ Insourced Staff Mission is to “eradicate breast cancer by focusing the administration, U.S. Congress, research institutions and consumer advocates on breast cancer. The Coalition informs, trains and directs patients and others in effective advocacy efforts 501-c-4 for lobbying; also has a 501-c-3 foundation to selffund operations and national advocacy training program ~$8 M annual budget Composed of hundreds of organizations and thousands of individuals Officers (4): Pres, VP, Secretary Exec Board, Treasurer Exec Board Exec Committee (5): Pres, VP, + 3 from Board of Directors (elected) Board of Dir (23): co-chaired by rep from organization and one individual members; 4 meetings per year Staff (7): Pres, COO, Advocacy Training, Field Director, Mkt/Comm, Govt Relations, Research & Quality Care Membership: request-based fee structure for orgs: $100 for member orgs and $500 for Board members. Individual memberships are $35; President’s Council is $1000 (add’l benefits)
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks National Coalition for Cancer Survivorship Professional Association / Coalition -- Membership Based w/ Insourced Staff 501-c-3 “advocates for quality cancer care for all Americans” Governed by Exec Committee (8) and Board (5). Exec Comm includes Chair, Gov Comm Chair, Secretary, Treasurer, Policy Advisor and 2 members-at-large Memberships include individuals, orgs, and corporations; has a specific policy related to Corporate sponsors Staff (11): Pres/CEO, Exec Asst, Dir Survivorship, Comms, Survivorship Programs (2), Finance, Policy (2), Accountant
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks National Health Council Professional Association / Coalition -- Membership Based w/ Insourced Staff “Provides a unified voice for the millions of people with chronic diseases and disabilities and their family caregivers” Board of Dir (21): volunteer/elected; mix of member types Staff (10): Pres, COO, Member Serv, Org Affairs & mtgs, Finance, Comms & Marketing (2), Admin (2), Gov’t Affairs Membership criteria: org must be nat’l in scope and in operation for more than 3 years Membership types: Patient Advocacy Orgs, Professional and Membership Associations, Nonprofits w/ Interest in Health, and Business & Industry, Associate Members (vendors) Applications required, including submission of annual reports, articles of incorporation, bylaws, tax filings Membership fee schedules vary by membership type: Voluntary Health Agencies: 0.000775 times total or consolidated income -- $1300 min to $38,800 max Prof/Member Assoc: by gross income -- $1000 min to $8400 max Nonprofits: by annual budget -- $1300 min to $5400 max Business & Industry: $17,600 flat Associate: $9800 flat
    • Project Collaborate – Design Phase Examples of Different Types of Collaboration Models Example Model Type Remarks One Voice against Cancer Professional Association / Coalition – Membership Based “Hosted” w/ No Paid Staff Hosted/facilitated by ACS “Pay as you can afford” approach to dues; if cannot pay, then host a committee Governed by 6-member Steering Committee Work teams are set up ad hoc Focuses on increasing federal appropriations for cancer research and programs Tennessee Cancer Coalition Professional Association / Coalition – Membership Based w/ Insourced Staff Grant funded 1/22/2014 2 Staff members (Program Mgr + staff person) funded via CDC and TN Dept of Health grants Membership types: Individual, Organization/agency, Informational, Student Governed via Exec Committee (6), Standing Committee Chairs (8), and Resource Committee Chairs & Partners (10). Also includes Regional Chairs (8) and Regional Coordinators (6) Confidential: For Planning Purposes Only 84
    • Project Collaborate For the Childhood Cancer Community Proj Mgt Section Document Author: Steven L. Pessagno 1/22/2014 Confidential: For Planning Purposes Only 85
    • Project Collaborate – Design Phase Draft Strategy Map: Goals v Objectives Goal Objective Action: Generic action Specific action Example: I want to achieve success in the field of genetic research and do what no one has ever done. I want to complete this thesis on genetic research by the end of this month. Measure: Goals may not be strictly measurable or tangible. Must be measurable and tangible. Time frame: Longer term Short to medium term Meaning: The purpose toward which an endeavor is directed. Something that one's efforts or actions are intended to attain or accomplish; purpose; target. Principle: Based on ideas Broad plan Specific Measurable Attainable Realistic Timely Based on fact Plan: Objectives should be SMART: Narrow plan Source: Compare Anything. www.diffen.com Confidential: For Planning Purposes Only 86
    • Project Collaborate Communication Plan The communication plan is expected to be especially dynamic and updated on a weekly basis. The most current draft is imbedded here (click on the icon to access): Click on the FAQ document to access the most up-to-date version of Frequently Asked Questions: 1/22/2014 Confidential: For Planning Purposes Only 87
    • Project Collaborate RAIID: Risks, Actions, Issues, Interdependencies & Decisions The RAIID log documents identified risks, actions, issues, interdependencies, and decision points; accountability for their management; and status of such efforts. The most current file is imbedded here (click on the file to access): 1/22/2014 Confidential: For Planning Purposes Only 88
    • Project Collaborate Working Team: Agenda for 11/11/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time November Advisory Sessions Nov Adv Session PreRead doc Discuss any last-minute logistics for next week’s call and the game plan post-call 10 mins Identify outstanding actions, issues, and risks; ensure plans in place to address 10 mins Emailed on Tues 11/8 RAIID -- Provide update on Design  Implementation transition staffing Business Plan – Operating Model Slides 30-49 Stakeholder engagement -- Review / discuss synthesis of various model types 30 mins Review / modify key decision-point questions for each aspect of the business plan related to the Operating Model (Slides 40 – 49), especially Legal Considerations Highlight recent stakeholder interactions, assign responsibility for follow-ups as necessary. 5 mins FYI: Inquiries from Jeff Gordon Racing, Max Cure Foundation/Samuel Waxman Cancer Research Foundation Pot Luck -- What’s on your mind? 5 mins Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 89
    • Project Collaborate Working Team: Agenda for 11/4/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Landscape positioning See slides 1214 and attached Word document (Four Keys to Collaboration Success) Discuss Working Team alignment (or lack thereof) and finalize positioning to present to the Advisory Team 15 mins Goals & objectives See slides 2123 Discuss submitted goals & objectives, finalizes recommendation to present to the Advisory Team 15 mins November advisory sessions Please review entire document Review and finalize the following: general approach for the advisory sessions, specific questions/discussion points to take forward, and post-meeting activities 30 mins Stakeholder engagement -- Highlight recent stakeholder interactions, assign responsibility for follow-ups as necessary. 15 mins FYI: Inquiries from Jeff Gordon Racing, Max Cure Foundation/Samuel Waxman Cancer Research Foundation RAIID -- Identify outstanding actions, issues, and risks; ensure plans in place to address 15 mins FYI: Design  Implementation Phase transition planning 1/22/2014 Confidential: For Planning Purposes Only 90
    • Project Collaborate Working Team: Agenda for 10/28/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Goals & Objectives See Slides 2124 Clarify difference between Goals and Objectives 45 mins RAIID log – Slide 37 Highlight outstanding risks, issues, actions, interdependencies, decisions; ensure accountability for resolution RAIID Management Discuss ideas on Goals and Objectives to put forth to the Advisory Team, including timeframe (i.e., Year 1 v Year 2 v Year 3); see Slide 24 for “thought starter” example 30 mins RISK 1: Stakeholder engagement – discuss ongoing feedback, opportunities to strengthen, issues to address RISK 2: Transition plan – discuss opportunity to link in with GPSEG Nonprofit Network and qualities desired for Transition individual(s); agree on next steps ACTION 20: Provide update from discussion with P Adamson regarding any interdependency with COG Foundation plans ACTION 24: Discuss questions for Booz Allen Hamilton team re: Megacommunities model, plan for upcoming telecon DECISIONS: FYI on the Decision Grid Pot Luck -- What’s on your mind? 5 mins Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 91
    • Project Collaborate Working Team: Agenda for 10/27/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Design Phase Governance Slide 14 Discuss ideas and Agree on approach / plan for November & December Advisory Sessions; adjust charter as necessary 10 mins Values Slide 16 Confirm proposed Values for the network 5 mins Landscape Positioning Slide 17 Review proposal and align on what to take forward to the Advisory Team 15 mins Scope of Services Slide 18 Brainstorm what should be communicated and proposed regarding Scope of Services for the network 15 mins Value Proposition Slides 19-20 Discuss ideas for the network’s value proposition; please see Slide 20 for a “thought-starter” example and specific questions 10 mins Agree on next steps regarding the Value Proposition Pot Luck -- What’s on your mind? 5 mins Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 92
    • Project Collaborate Working Team: Agenda for 10/21/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Design Phase Governance Gov teams attachment (Excel) Final Update on Working Team and Advisory Team compositions 10 mins Agree, confirm Working Team ground rules (how we want to work together, arrive at consensus, when to agree to disagree, etc.) Slide 6 Problem/opportunity, mission, vision, values See Slides 13 & 14 Agree on what to propose to the Advisory Team and any related questions to put forth to the Advisors 15 mins Operating model See Slides 1826 Review sustainability and “critical to quality” factors 20 mins Pre-Read on Megacommun ities Discuss merits and applicability (or lack thereof) of the “megacommunity” model Communications and stakeholder engagement -- Discuss needs / ideas for communications and stakeholder engagement activities 5 mins RAIID -- Highlight outstanding risks, issues, actions, interdependencies, decisions; ensure accountability for resolution 5 mins Pot Luck -- What’s on your mind? 5 mins Align on proposed landscape positioning Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 93
    • Project Collaborate Working Team: Agenda for 10/14/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Risks and outstanding actions (RAIID) See Slides 2224 Review, modify mitigation plans for risks related to stakeholder engagement and transition planning 15 mins See Excel file for Gen Distrib List & Advisory Team Assign responsibility for following up with current PAC2 project leads (will any work continue? After Action Reviews) Finalize Advisory Team; make any necessary adjustments to the Working Team Mission statement See Slide 16 Decide on proposed mission statement for the business plan 15 mins Key assumptions for the operating model See Slides 1215 Finalize assumptions; highlight any that may be missing 10 mins Legal update -- Share key discussion points with Legal counsel Review plans for operating model information synthesis and recommendation 10 mins Agree on source for obtaining pro bono Accounting services Funding strategy -- Discuss ideas and approaches for funding the network / association / coalition 5 mins Pot Luck -- What’s on your mind? 5 mins Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 94
    • Project Collaborate Working Team: Agenda for 10/7/2011 Teleconference: (1 pm EST / Noon CST / 10 am PST): Please dial-in at 888-643-3083, then use Participant Code 34620423 Topic Input Discussion / Decision Points Time Proj Collaborate Governance approach See Slides 3-6 Verify charter – please read carefully! There have been changes 15 mins Confirm roles / responsibilities of PM, Working Team, and Advisory Team Confirm suggested Advisory Team members and address open ?s Endorse governance guiding principles Key assumptions for financial modeling and legal input See Slides 1114 If still outstanding, assign accountability for helping to finalize 5 mins Problem Statement, Vision, Mission, and Values See Slides 1517 Align on problem – opportunity statement for draft business plan 15 mins Stakeholder management and Communication Plan See Slide 20 Ensure clarity, next steps for key upcoming communications RAIID management See Slide 24 Agree on next steps for the vision, mission, and values for the draft business plan 15 mins Discuss, agree on how to engage stakeholders to optimize input / feedback / transparency Introduce / explain RAIID management 5 mins Highlight outstanding RAIIDs and determine accountability for addressing Pot Luck -- What’s on your mind? 5 mins Document management Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 95
    • Project Collaborate Working Team: Agenda for 9/30/2011 Topic Input Discussion / Decision Points Time PAC2 Meeting Follow-Up -- Next steps and roles/responsibilities re: 10 mins •Managing and/or closing out current projects (PAC2 business as usual) •Communicating specifically re: breakout session outputs – process and timing for commencing new work Design phase See Slides 3-5 •How do we want to reference the PAC2-C3U “integration”? 10 mins •Does the Working Team agree with the proposed charter for the Design phase? •Requested next steps for providing input into the Proj Plan Change management approach See Slide 6 •Align on which change management approach to employ with the coalition 5 mins Key stakeholders See Slide 7 •Agree on key stakeholders who will to whom the proposed model and business plan will be socialized for input and support 15 mins •Discuss the merits and timing of a strategy planning session with these individuals Legal considerations and financial modeling See Slides 810 Requested next steps for revising assumptions for financial modeling and legal input 5 mins Decide on mechanism for obtaining legal guidance Scope, Mission, Vision, and Values See Slides 1115 Determine next steps related to the aligning on mission, vision, and values for the draft business plan 5 mins Pot Luck -- What’s on your mind? 10 mins Meeting feedback 1/22/2014 Confidential: For Planning Purposes Only 96
    • Proj Collaborate – Design Phase Focus Example -- for Discussion Purposes Only A relatively simple framework can be used to help align consensus on where the collaboration should focus; i.e., “what we want to do” Means of Collaboration Partnering to build scale, reach Advocacy Activate members’ local networks per strategy set by Alliance for Childhood Cancer Awareness Own, implement a nat’l marketing strategy for kidscancerfight.org Family Support Core Areas Coordinating activities Setting common goals; acting independently Sharing knowledge, experience Share, promote best practices at national members meeting Develop a nat’l campaign for Childhood Cancer Awareness month Set national comms and message strategy for childhood cancer, provide to members Maintain, publish a nat’l calendar of members’ key events they want to share Maintain, publish nat’l directory of orgs providing family services Fundraising Research & Treatment Identify key gaps and pool resources to fund 1 larger innovative project per year (research-funding orgs only) Maintain a knowledge mgt process/system of research grants funded by member orgs; publish Adapted from: M Brittin, P Haden. Aid agencies team up. McKinsey Q. 2003; spec ed: The Value in Organization: 13-14.