THE VISION TO BELIEVE IN A BETTER WORLD

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• THE VISION TO BELIEVE IN A BETTER WORLD

THE COURAGE TO COMMIT TO IT
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Our first 100 years were great!

• Tuberculosis -- no longer the threat it once was
  in America.
• Smoking prevalence -- much reduced.
• The air -- much cleaner.
• Management of asthma --improved.

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• What do we want to get done
• in the next 100 years?
• How can we make a difference in the next
  century?
• How do we build results together?
• How do we want to be remembered?

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• What are our
• challenges today?
• Over the last twenty years, lung diseases death
  rates have increased by 30.
• In contrast to heart disease death rates, which
  are down by over one-third

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• Today, 35 millions Americans live with chronic
  lung diseases.
• 11.2 million have been diagnosed with COPD
  (chronic obstructive pulmonary disease).
• 440,000 die annually from diseases related to
  cigarette smoking

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• Asthma is the leading chronic disease among
  American children

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• Half the nations population still lives with
  polluted air

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• We knew our challenges when we started strategic
  planning.
• We still chose to set lofty goals in our
  strategic plan.

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• Tobacco-related lung disease will be eliminated
  in future generations.
• Asthma will no longer be a burden to patients and
  their families.
• The air we breathe will not cause or worsen lung
  disease.
• We will monitor lung health and be the champion
  for those affected by lung disease.
• We re-affirmed our role as the defender of the
  lungs and their health.

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We know how to reach these goals

• Tobacco
• A focus on advocacy
• Increasing tobacco taxes
• Expanding clean indoor air

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We know how to reach these goals

• Air pollution
• Defend the Clean Air Act.
• Fight for cleaner vehicles.
• Modern controls on power plants and older
  industrial facilities.
• Local plans to achieve air quality standards.

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We know how to reach these goals

• Asthma
• Asthma Friendly Schools Initiative
• Self-management training for kids with asthma.
• Asthma Clinical Research Centers

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Making our vision a reality Organizational
Effectiveness

• We must align and focus our work on the few key
  activities that can make a difference.
• We must organize ourselves to a scale that will
  retain and attract great staff.
• We must organize our governance to enable fast,
  flexible response, while our increasing local
  presence.

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The case for Organizational Effectiveness

• Our strategic plan calls for American Lung to be
  committed to its goals, aligned in its action
  and accountable for its performance.
• Organizational Effectiveness is the
  implementation plan for this visionary
  operational goal.

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The case for Organizational Effectiveness

• Focus on the few key activities that make a
  difference deeply and widely.
• AFSI, Open Airways For Schools and NOT are
  demonstrated successes.
• Advocacy for clean air, tobacco control programs,
  smokefree air and increased taxes on tobacco
• Research for asthma and other lung diseases.
• Education and information for COPD, influenza,
  and other lung diseases.
• Monitoring for the public good.

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The case for Organizational Effectiveness

• We know that our fundraising efforts are less
  successful than they could be.
• Last year we fell off the Chronicle of
  Philanthropys Top 100 for the first time this
  year were at 114.
• ACS has hired 50 fundraisers to concentrate on
  major gifts and plans for another 120 next year.
• Our own research shows were not asking!

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• Our nationwide inflation-adjusted revenue has
  remained stagnant over the past 37 years
• Revenues over the past 4 years have actually been
  lower than they were during the late 1960s.
• When compared to 5 national charities on
  contributions from the public, we rank at the
  bottom in terms of revenue growth.

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Recent nationwide survey research the issue is
not whether we had made the case for people to
give Summary of respondents stating that theyre
likely to support May 03 Aug 03 Nov
03 Jan 04  67 59
57 54 AHA 58
47 49 44 ADA
59 47 48
44 American Lung Association But, whether
we asked for and closed the sale
Percentage of respondents stating that theyd
given in the last 6 months The American Heart
Association          30The American Diabetes
Association     21The American Lung
Association           11
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The case for Organizational Effectiveness

• Donors expect effectiveness and efficiency.
• Effectiveness is proven outcomes and breadth
  reaching millions, not thousands or hundreds.
• Efficiency is delivering effectively and at the
  lowest cost consistent with public needs via the
  Internet, the Call Center and distribution
  partnerships.

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The case for Organizational Effectiveness

• We must be as big as the communities we serve
  while re-establishing our local presence.
• We must free volunteers to work on mission and
  fundraising.
• Local presence is essential to our identity and
  our mission. It can take many different forms.
• For example, most non-profits achieve their most
  successful advertising with nationwide events,
  such as our Asthma Walks.

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The case for Organizational Effectiveness

• Larger constituents with broader reach and
  greater economies bring more efficient, effective
  and responsive delivery of the mission.
• This frees volunteers to work on mission and
  fundraising.
• We should be in 1000s of local communities with
  volunteers g to support effective programmatic
  activity expansion, advocacy, volunteer
  recruitment and fundraising.

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The Organizational Effectiveness Process to Date

• 2000 -- Governance Task Force called for
  examination of form/structure.
• 2002 -- Field Operations Committee formalized
  this into Strategic Plan Goal 7 alignment.
• 2003 -- OEI Steering Committee

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The Organizational Effectiveness Process to Date

• Six work groups.
• Comprised of over 80 leaders -- Board and
  Council, Association Chairs /Chairs-Elect, CEOs,
  National Office staff, Field staff and CLAS,
• Designed new, uniquely ALA model with related
  recommendations.

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THE WORKING GROUPS, Chairs Vice
Chairs Organizational Assessment Jim Gooden
John Holck Historical Perspectives Norm Hetrick
Harold Wimmer Balanced Scorecard Jim Anderson
Martha Bogdan Corporate Design Jack Sutter
Ed Miller Human Resources Dev. Pat Snowberger
Judy Keller Communications Charles Huber
Marina Cofer- Wildsmith
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Recommendation Highlights
Short Term Develop a national advertising
campaign. Provide national office support for
any mergers of local lung associations.  Alignment
to Nationwide Goals
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Recommendation Highlights Long term
A strong grassroots presence is important and can
be enhanced by assisting volunteers to focus on
mission and services The American Lung
Association must embrace and become an
outcome-focused, performance-driven
organization   The American Lung Association must
implement an annual performance review system
the Balanced Scorecard Annual Cycle
Transparent, open communication, as well as
strong leadership, are prerequisites to any
successful reorganization Reorganization requires
a strategic, bottoms up planning process, and
should involve all stakeholders in addressing
issues before, during and after merger because
merger is an ongoing process of many stages A
strong grassroots presence is as important after
merger as it as before and can be enhanced by
assisting volunteers during reorganization to
focus on mission and services needed by the
community
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Recommendation Highlights Long term

The American Lung Association Balanced Scorecard
must include the following perspectives
(perspectives are categories of performance
measures) Customer, Internal Process,
Financial, Results Learning, Governance The
ALA family will become and continue into the
foreseeable future as a two-level
organization. The ALA family will consist of a
National Office, State and Multi-state
corporations.
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Recommendation Highlights Long term
Fund raising will become a prominent focus.   The
ALA family will ensure cultural diversity in its
staff, volunteers, and leadership. Complete
July 1, 2010 -- 15-20 larger scale incorporated
entities are created  
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Recommendation Highlights Long term
The National Office location and lease will be
reviewed. Decision to coincide with the
expiration of the current lease in June
2007.  The National Office will decentralize
certain functions to improve service delivery and
support to the Field. Governance structures
will be revised in the most effective,
expeditious, and excellent way possible.    
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• Together we will build a GREATER AMERICAN LUNG
  ASSOCIATION!
• More effective, resourceful, powerful, aligned.

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• Build a unique American Lung Association model.
• Volunteers, Board, CLAS, CEOs, Council, national
  and nationwide staff working together
• In an open, thoughtful process of deliberation
  and design.

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Courage and Conviction

• Yes, these are big challenges.
• But not as big as our combined passion.
• Our history, commitment, energy, drive and unique
  character
• Vastly exceed our challenges
• Our best days are ahead of us.
• Join me today in our work!