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Proj collaborate design phase planning doc
1. 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
2. Project Collaborate
For the Childhood Cancer Community
Governance Approach
for the Design Phase
1/22/2014
Confidential: For Planning Purposes Only
2
3. 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
4. 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
5. 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
6. 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
7. 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
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8. 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
9. 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
10. Project Collaborate
For the Childhood Cancer Community
Draft Business Plan
1/22/2014
Confidential: For Planning Purposes Only
10
11. 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
12. 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
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
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
14. 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
15. 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
16. 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
17. 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
18. “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
19. 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
20. 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
21. 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
22. Proj Collaborate – Design Phase
Landscape Positioning
Narrative to come
1/22/2014
Confidential: For Planning Purposes Only
22
23. 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
24. Project Collaborate
For the Childhood Cancer Community
Operating Model
Document Author: Steven L. Pessagno
1/22/2014
Confidential: For Planning Purposes Only
24
25. 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
26. 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
27. 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
28. 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
29. 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
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30. 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
31. 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
32. 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
33. 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
34. (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
35. (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
36. (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
37. (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
38. (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
39. 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
40. (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
41. (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
42. Project Collaborate
For the Childhood Cancer Community
Financial Plan - Summary
1/22/2014
Confidential: For Planning Purposes Only
42
43. 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
44. 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
45. 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
46. 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
47. 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
48. (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
49. (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
50. (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
51. 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
52. (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
53. (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
54. (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
55. (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
56. (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
57. (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
58. (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
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?
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
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-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
61. (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
62. (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
63. (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
64. (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
65. (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
66. (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
67. (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
68. (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
69. (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
70. (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
71. (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
72. (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
73. (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
74. 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
75. 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
76. 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
77. 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
78. 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
79. 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
80. 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
81. 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)
82. 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
83. 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
84. 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
85. Project Collaborate
For the Childhood Cancer Community
Proj Mgt Section
Document Author: Steven L. Pessagno
1/22/2014
Confidential: For Planning Purposes Only
85
86. 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
87. 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
88. 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
89. 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
90. 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
91. 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
92. 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
93. 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
94. 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
95. 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
96. 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
97. 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.