Competitive funding strategies for the conquer cancer foundation of ASCO

Tanios Bekaii-Saab, Sanjay Goel, Adrien Dickerson, Jamie Von Roenn, Michael A. Thompson, Anne S. Tsao

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

Purpose The Conquer Cancer Foundation (CCF), the philanthropic arm of ASCO, is responsible for funding innovative clinical research. CCF wants to broaden its donor base instead of relying predominantly on health-care companies. Our Leadership Development Program (LDP) group was tasked with identifying potential donor sources and making recommendations to increase funding. Materials and Methods We selected three sources to research: the general public, crowdsourcing/social media, and ASCO members. We subsequently focused our efforts on ASCO members, of whom only 2% to 3% are donors to CCF and,8% are repeat donors. To analyze this low rate, we sent out two separate surveys to various groups of members within ASCO. Results We identified lack of knowledge as a major deterrent to giving; surprisingly, even those who hold ASCO leadership positions or participated in committees lacked knowledge about CCF funding. Also, the misconception that ASCO is rich and does not need philanthropic support deterred giving; however, respondents would donate if given the right message that stresses the need of continued member-led donations. Conclusion ASCO members, including those in leadership positions, need to be engaged more aggressively to support CCF. Increased education and updating the CCF message is likely to provide the greatest impact on higher member donation, repeated donations, and facilitate CCF's goal of diversifying its donor base away from healthcare companies. Furthermore, we recommend using technology, such as mobile applications, and providing incentives and visibility to major donors.

Original languageEnglish (US)
Pages (from-to)e62-e67
JournalJournal of Oncology Practice
Volume13
Issue number1
DOIs
StatePublished - Jan 1 2017

Fingerprint

Neoplasms
Crowdsourcing
Mobile Applications
Social Media
Delivery of Health Care
Research
Motivation
Technology
Education
Surveys and Questionnaires

ASJC Scopus subject areas

  • Oncology
  • Oncology(nursing)
  • Health Policy

Cite this

Competitive funding strategies for the conquer cancer foundation of ASCO. / Bekaii-Saab, Tanios; Goel, Sanjay; Dickerson, Adrien; Von Roenn, Jamie; Thompson, Michael A.; Tsao, Anne S.

In: Journal of Oncology Practice, Vol. 13, No. 1, 01.01.2017, p. e62-e67.

Research output: Contribution to journalArticle

Bekaii-Saab, T, Goel, S, Dickerson, A, Von Roenn, J, Thompson, MA & Tsao, AS 2017, 'Competitive funding strategies for the conquer cancer foundation of ASCO', Journal of Oncology Practice, vol. 13, no. 1, pp. e62-e67. https://doi.org/10.1200/JOP.2016.014571
Bekaii-Saab, Tanios ; Goel, Sanjay ; Dickerson, Adrien ; Von Roenn, Jamie ; Thompson, Michael A. ; Tsao, Anne S. / Competitive funding strategies for the conquer cancer foundation of ASCO. In: Journal of Oncology Practice. 2017 ; Vol. 13, No. 1. pp. e62-e67.
@article{6f52f56158824627874df2e64c125508,
title = "Competitive funding strategies for the conquer cancer foundation of ASCO",
abstract = "Purpose The Conquer Cancer Foundation (CCF), the philanthropic arm of ASCO, is responsible for funding innovative clinical research. CCF wants to broaden its donor base instead of relying predominantly on health-care companies. Our Leadership Development Program (LDP) group was tasked with identifying potential donor sources and making recommendations to increase funding. Materials and Methods We selected three sources to research: the general public, crowdsourcing/social media, and ASCO members. We subsequently focused our efforts on ASCO members, of whom only 2{\%} to 3{\%} are donors to CCF and,8{\%} are repeat donors. To analyze this low rate, we sent out two separate surveys to various groups of members within ASCO. Results We identified lack of knowledge as a major deterrent to giving; surprisingly, even those who hold ASCO leadership positions or participated in committees lacked knowledge about CCF funding. Also, the misconception that ASCO is rich and does not need philanthropic support deterred giving; however, respondents would donate if given the right message that stresses the need of continued member-led donations. Conclusion ASCO members, including those in leadership positions, need to be engaged more aggressively to support CCF. Increased education and updating the CCF message is likely to provide the greatest impact on higher member donation, repeated donations, and facilitate CCF's goal of diversifying its donor base away from healthcare companies. Furthermore, we recommend using technology, such as mobile applications, and providing incentives and visibility to major donors.",
author = "Tanios Bekaii-Saab and Sanjay Goel and Adrien Dickerson and {Von Roenn}, Jamie and Thompson, {Michael A.} and Tsao, {Anne S.}",
year = "2017",
month = "1",
day = "1",
doi = "10.1200/JOP.2016.014571",
language = "English (US)",
volume = "13",
pages = "e62--e67",
journal = "Journal of Oncology Practice",
issn = "1554-7477",
publisher = "American Society of Clinical Oncology",
number = "1",

}

TY - JOUR

T1 - Competitive funding strategies for the conquer cancer foundation of ASCO

AU - Bekaii-Saab, Tanios

AU - Goel, Sanjay

AU - Dickerson, Adrien

AU - Von Roenn, Jamie

AU - Thompson, Michael A.

AU - Tsao, Anne S.

PY - 2017/1/1

Y1 - 2017/1/1

N2 - Purpose The Conquer Cancer Foundation (CCF), the philanthropic arm of ASCO, is responsible for funding innovative clinical research. CCF wants to broaden its donor base instead of relying predominantly on health-care companies. Our Leadership Development Program (LDP) group was tasked with identifying potential donor sources and making recommendations to increase funding. Materials and Methods We selected three sources to research: the general public, crowdsourcing/social media, and ASCO members. We subsequently focused our efforts on ASCO members, of whom only 2% to 3% are donors to CCF and,8% are repeat donors. To analyze this low rate, we sent out two separate surveys to various groups of members within ASCO. Results We identified lack of knowledge as a major deterrent to giving; surprisingly, even those who hold ASCO leadership positions or participated in committees lacked knowledge about CCF funding. Also, the misconception that ASCO is rich and does not need philanthropic support deterred giving; however, respondents would donate if given the right message that stresses the need of continued member-led donations. Conclusion ASCO members, including those in leadership positions, need to be engaged more aggressively to support CCF. Increased education and updating the CCF message is likely to provide the greatest impact on higher member donation, repeated donations, and facilitate CCF's goal of diversifying its donor base away from healthcare companies. Furthermore, we recommend using technology, such as mobile applications, and providing incentives and visibility to major donors.

AB - Purpose The Conquer Cancer Foundation (CCF), the philanthropic arm of ASCO, is responsible for funding innovative clinical research. CCF wants to broaden its donor base instead of relying predominantly on health-care companies. Our Leadership Development Program (LDP) group was tasked with identifying potential donor sources and making recommendations to increase funding. Materials and Methods We selected three sources to research: the general public, crowdsourcing/social media, and ASCO members. We subsequently focused our efforts on ASCO members, of whom only 2% to 3% are donors to CCF and,8% are repeat donors. To analyze this low rate, we sent out two separate surveys to various groups of members within ASCO. Results We identified lack of knowledge as a major deterrent to giving; surprisingly, even those who hold ASCO leadership positions or participated in committees lacked knowledge about CCF funding. Also, the misconception that ASCO is rich and does not need philanthropic support deterred giving; however, respondents would donate if given the right message that stresses the need of continued member-led donations. Conclusion ASCO members, including those in leadership positions, need to be engaged more aggressively to support CCF. Increased education and updating the CCF message is likely to provide the greatest impact on higher member donation, repeated donations, and facilitate CCF's goal of diversifying its donor base away from healthcare companies. Furthermore, we recommend using technology, such as mobile applications, and providing incentives and visibility to major donors.

UR - http://www.scopus.com/inward/record.url?scp=85011410519&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85011410519&partnerID=8YFLogxK

U2 - 10.1200/JOP.2016.014571

DO - 10.1200/JOP.2016.014571

M3 - Article

C2 - 27875070

AN - SCOPUS:85011410519

VL - 13

SP - e62-e67

JO - Journal of Oncology Practice

JF - Journal of Oncology Practice

SN - 1554-7477

IS - 1

ER -