Lawrence Biosciences Taskforce Strategic Plan Presentation May 3, 2005 1
Strategic Planning Lawrence Bioscience Taskforce The Team Bioscience Taskforce • • • • • • David Shulenburger Ted Haggart Barbara Ballard Bennett Griffin Bill Duncan Bill Fuerst Bob Johnson Bob Marcusse Cheryl White Craig Weinaug Dan Lambert David Dunfield Dolph Simons, Jr Eli Michaelis Gene Meyer Jim Baxendale Jim Martin Jim Roberts Karen Swisher Kelvin Heck Larry Mc. Elwain Lavern Squier • • • • • • Lynn Parman Mark Buhler Martha Gage Marty Kobza Matt Mc. Clorey Mike Litscher Mike Maddox Mike Wildgen Paul Davis Ralph Gage Randy Weseman Robert Hemenway Robin Lehman Roger Pine Sam Campbell Sheryl Jacobs Sherry Schaub Steve Kelly Steve Warren Tom Sloan Tracy Taylor Victor Frost 2
Strategic Planning Lawrence Bioscience Taskforce The Team Strategic Planning Subcommittee Members: • • Ted Haggart-co Chair Sherry Schaub-co-Chair Jim Baxendale Sam Campbell David Dunfield Dennis Highberger Bob Johnson Donna Johnson • • Matthew Mc. Clorey Larry Mc. Elwain Lynn Parman Jim Roberts David Shulenburger Tom Sloan Lavern Squier Tracy Taylor 3
Strategic Planning Lawrence Biosciences Taskforce PROCESS 4
Strategic Planning Lawrence Biosciences Taskforce What is Strategic Planning? STRATEGIC PLANNING is a systematic process of: • Forming a mission statement to clarify the purpose of the organization. • Identifying measurable objectives. • Developing strategies that define how the organization will achieve its mission and objectives. • Crafting a plan to achieve the desired results. 5
Strategic Planning Lawrence Biosciences Taskforce How to do Strategic Planning Where have we been and where are we? History/Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers v Review the History and Context of Bioscience at the University-- in Lawrence and Douglas County. v Define the Current State— Strengths, Weaknesses, Opportunities, and Threats. v Benchmark successful Bioscience Communities and Universities to define the “Gold Standard”. v Assess the position of the University and Community in Bioscience Research and Commercialization to identify our Core Competencies. v Identify Gaps and Barriers that might hinder our ability to become a leading Bioscience University and Community. 6
Strategic Planning Lawrence Biosciences Taskforce How to do Strategic Planning Cont’d. Where Do We Want To Be? History/Context Current State (SWOT) Mission Gold Standard Core Competencies Objectives Gaps and Barriers 7
Strategic Planning Lawrence Biosciences Taskforce How to do Strategic Planning Cont’d. How Do We Get There? History/Context Current State (SWOT) Mission Strategies Gold Standard Core Competencies Plans Objectives Gaps and Barriers 8
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Overview Mission 1 PROCESS Plans 4 Strategic Planning Objectives 2 Strategies 3 9
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Subcommittee Report 10
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context History and Context “Bioscience Defined” Bioscience is research that allows scientists to isolate and closely observe human, plant or animal life at its most basic form —the molecular and cellular level. The commercial output of this research may create the means to alleviate and eventually cure many of the basic natural defects found in cell structures of all living organisms, and thus vastly improve health care, agriculture, the environment, and even our nation’s security. 11
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context History and Context “Beginning-National/State Status” v v Bioscience research and commercialization began 20 years ago. National bioscience employment--1. 5 million in 2001. Kansas bioscience employment--10, 225 in 2001 (0. 68%) of U. S. Bioscience activity cuts across different industries—therefore no SIC Code—making it difficult to track bioscience information. v Kansas Economic Growth Act “groups” bioscience into five broad industry categories: ü ü ü Chemical Manufacturing Pharmaceuticals and medicine manufacturing Medical and laboratory equipment and supplies manufacturing Research and development Diagnostic, testing, veterinary services, and medical services v Over half of the state’s bioscience employment falls into: ü ü ü Veterinary services Diagnostic imaging centers Medical laboratories, Pharmaceutical preparation manufacturing All other basic organic chemical manufacturing 12
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context History and Context “Regional Bioscience Organizations” v Lawrence/Douglas County location is in close proximity to a bioscience workforce and prominent organizations cultivating and supporting Biosciences: ü Higuchi Biosciences Center ü Kansas Biotechnology Association ü Kansas City Area Development Council ü Kansas City Area Life Sciences Institute ü Kansas Technology Enterprise Corporation ü KU Center for Research ü Stowers Institute ü University of Kansas ü ü ü Lawrence Bioscience Task Force Lawrence Biosciences The Lawrence Technology Association The Lawrence Regional Technology Center KU Small Business Development Center Lawrence Chamber of Commerce. 13
History and Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context “History--Lawrence Bioscience Firms” Annual & Monthly 1990 Averages 1995 1997 1999 2001 2003 2004 Average Annual Jobs 305 555 465 233 259 103 170 Average Annual Number of Firms 9. 3 7. 6 8. 7 7. 0 8. 3 6. 8 9 Avg. Mthly. Wages ($-adj. for Inflation) 2487 2460 2549 2784 2890 2863 2800 Observations: v Historically bioscience in Douglas County has been comprised of small R&D Firms (less than 10 employees) and a few manufacturing firms. v Average bioscience wage $2700 Versus $1900 for “All-Industry” versus $2800 for “Manufacturing”. v Recent growth is encouraging—past decade indicates instability in 14 employment and numbers of firms.
History and Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context “ 9 --Lawrence Bioscience Firms” Bioscience Firm Start Date M-pact 1979 Medical Device manufacturer and distributor. 86 III Sigma 1993 Dry-flowing products bulk density technology development and manufacturer. 3 Pinnacle 1995 Contract research and development--and technology development. Flint Hills Scientific 1995 Medical Signal Processing and R & D. 7 Pro. Quest 1997 Research and Development with a focus on pharmaceuticals. 4 IRIS 1998 Instrumentation for research and development sector. 3 Crititech 2000 Fine-particle compound production—using Super Critical Fluids. 5 Deciphera 2003 Drug discovery and development company. 13 Serologicals 2004 Biological products and enabling technologies to life science companies. 46 Total Bioscience Specialty # Emp. 13 170 15
History and Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context “KU Bioscience Funded Research” Fiscal Year Headcount Research Projects ($M) Research Expenditures 1999 N/A 437 16. 6 2000 1897 581 31. 5 2001 2058 574 34. 6 2002 2108 595 40. 7 2003 2285 661 47. 6 2004 TBD 680 53. 3 % Increase 20. 5% 55. 6% 321. 4% Observations: v 2285 people employed at KU with a payroll of $60. 8 million. v Funded bioscience-related research has increased more rapidly than employment (20. 5% versus 321. 4%). v KU expects to add 60 new bioscience faculty in the next 5 years. v Breakout of expenditures shows 45% goes to wages and fringe benefits, 36% goes to purchased material and services, and 19% goes to 16 overhead.
Current State (SWOT) Gold Standard Core Competencies Strengths Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context 1) University of Kansas a strong Bioscience Research University – (i. e. faculty, centers for research, and curriculum). 2) High educational attainment – (i. e. 42. 7% of the population over age 25 with bachelor degrees and good K-12 schools). 3) High-quality workforce (science and engineering). 4) Community and quality of life a plus in recruiting toplevel managers and scientists. 5) Cluster of research resources, and support for bioscience in Kansas City and Lawrence. 6) Nationally--a lower cost region for doing business. 7) Ability to structure partnerships between the University and the Community to develop bioscience industry. 8) Effective models and expertise for commercialization ( i. e. KTEC, LRTC, etc. ). 17
Current State (SWOT) Gold Standard Core Competencies Weaknesses Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context 1) 2) 3) 4) 5) 6) 7) 8) 9) Private sector firms not concentrated in the biosciences – (i. e. lack of critical mass). Access to capital resources insufficient at all stages of development. Inability to collocate public and private research at The University of Kansas due to state laws and other legal concerns. Lack of a single point of contact for industry at the university. Availability of a community clearing house for coordinating Bioscience Initiatives. Minimal history in commercializing bioscience start-ups—(i. e. lack real life bioscience success stories). Lack of existing affordable wet laboratory space and related facilities for private sector access. Availability of bioscience workforce personnel and training minimal (i. e. entry level and mid-level managers, Ph. D’s, etc. ). Infrastructure support currently insufficient to support bioscience university commercialization. 18
Current State (SWOT) Gold Standard Core Competencies Opportunities Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context 1) Expand strengthen collaboration between the University, the business sector, and local government. 2) Develop infrastructure to support bioscience firms. 3) Expand strengthen commitment to bioscience commercialization (through regional and community support). 4) Expand share of Federal and Private bioscience research funding. 5) Construct affordable clean room and wet lab space. 6) Identify and change state laws and other related legal issues that affect collocating public and private research. 7) Realize current funding initiatives (i. e. Kansas Economic Growth act). 19
Current State (SWOT) Gold Standard Core Competencies Threats Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context 1) Kansas Image and lack of public awareness do not contribute to the acceptance and support of biosciences in Lawrence and Douglas County. 2) Competition aggressively pursuing bioscience initiatives. 3) Potentially damaging state legislation – (i. e. anticloning and stem cell). 4) Failure of stakeholder (i. e. State of Kansas, Kansas City, and Lawrence) coordination and collaboration to advance bioscience initiatives. 5) Need for improved bioscience industry incentives and programs. 20
Gold Standard Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Success Elements Gold Standard Rating Low Med Hi • Drug Discovery University Involvement X • Bioscience Research X • Drug Delivery X • Economic Development X • Commercialization (technology transfer) Community Involvement • Economic Development • Commercialization (University Technologies Locally) X X+ X • Momentum X • Seed financing for start-up firms • Private Funding Capital Availability X X • Public Funding (Private companies) ü Federal (SBIR-Small Business Innovation Research and STTR-Small Tech Transfer Research) X üInvestment (KTEC, State of Kansas Angel Investor Tax Credit) ü Local X X 21
Gold Standard Cont’d. Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Success Elements Gold Standard Rating Low Med Hi • Intermediary Bioscience 0 rganizations Professional Networking X • Academic X Xstate • Government (State/local) • Private X X • All interacting (i. e. academic, private, etc. ) • Scientists X • Technicians Bioscience Human resources Xlocal X • Production Workers X • Training (i. e. secondary, post secondary, etc. – Non University degree). X • Experienced biosciences business (Managers and entrepreneurs). X 22
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Gold Standard Cont’d. Success Elements Gold Standard Rating Low • Space available for Bioscience Firms Bioscience Facilities/ Equipment X • Specialized facilities and equipment X • Access to facilities and equipment by private companies. X • Incentives encouraging growth X • Attractive tax structures City & State Business Climate Hi X • Bioscience Incubators – Existing affordable Wet Lab space Med X • Commitment of Political Leadership Local X State – Financial Support X+ • Business advocacy and leadership – tied to awareness X 23
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Core Competencies Quartile Ranking Drug Design and Discovery—KU Research 2 Drug Delivery—KU Research 1 Cancer Research—KU Research 2 Bioprocessing / Celliance – cell culture products, diagnostics and contract services. 3 Neurosciences 2 24
Core Competencies Cont’d. Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Competencies Quartile Ranking Bio-informatics—KU Research 4 Bio-engineering (Mechanical engineering – just starting to build). 4 Bio-Sensors 3 Information Technology 1 Interdisciplinary Collaboration (i. e. film, arts, etc. ) 3 NSF Engineering Research Center 1 25
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context 1. Private investment in research and product development. 2. Unsettled political environment regarding science policy. 3. Inability to collocate public and private research at KU due to state laws and other legal concerns. 4. Insufficient financial capital at all stages of development. 5. Few local examples of commercializing University-based technologies. 6. Limited private sector access to affordable market research. 7. Lack of funding and incentives. 8. Few established bioscience companies (i. e. no critical mass). 26
Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Strategic Planning Lawrence Biosciences Taskforce History/Context Gaps and Barriers Cont’d. 9. Lack of experienced business managers. 10. Lack of Bioscience Technical Training. 11. Lack of existing affordable wet lab space for the private sector. 12. Education and training for start-up Bioscience CEO’s. 13. Coordinated marketing/branding/public relations initiatives for biosciences. 14. Availability of a community clearing house for coordinating bioscience initiatives. 15. Funding for local Bioscience Initiatives. 27
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Our Mission --- Advancing Lawrence as the most prosperous and livable university community through the biosciences. 28
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Bioscience Objectives Current 2015 KU Bioscience Funded Research $60 M $120 M KU Employment (incl. Students) 2373 2, 873 Private Sector Firms 11 30 Private Sector Employment 185 1, 185 New Investment *Cumulative Net Investment $4 M $50 M* Seed Funding for Start-ups $1 M $20 M* $33, 600 30 -40% Above $6. 8 M $57 M Salaries and Wages (Averages) Payroll Impact 29
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #1—Develop Bioscience Industry Resources by providing an infrastructure of professional talent, modern facilities, specialized equipment and capital around targeted core competencies currently emerging at the University and in the community’s private sector. Action Items 1. Create a City, County, University, Chamber inter-local agreement to fund and sustain bioscience initiatives. 2. Create community information clearing house for bioscience. 3. Create a single point of contact for business at the university. 4. Construct affordable clean room and wet lab space. 5. Enhance and expand LRTC businesses assistance resources 30 and capabilities.
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #1—Cont’d. Action Items 6. Improve access to early-stage capital (i. e. develop strong angel investor network, etc. ). 7. Create a “Bio-Bank” Capital Fund Partnership. 8. Create public-private partnership that allows collocation of private and university research. 9. Enhance access to experienced professional support services (e. g. legal, accounting, sales, marketing, etc. ). 10. Develop consortium for buying and sharing equipment and instrumentation. 11. Provide shared access to market research databases, search engines and scientific journals. 12. Identify experienced bioscience entrepreneurs and managers. 13. Expand qualified technical-based labor pool (e. g. mid-level PI’s and research directors). 31
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #2—Create a Bioscience Industry Climate that encourages, supports, and sustains the growth of bioscience firms and the commercialization of University research in Lawrence and Douglas County. Action Items 1. Create a City, County, University, Chamber inter-local agreement to fund and sustain bioscience initiatives. 2. Resolve public private legal issues that inhibits collocation of private and university research. 3. Enhance state and local government assistance and incentive programs. 4. Encourage a “friendly” regulatory and tax environment. 32
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #2—Cont’d. Action Items 5. Develop predictable permitting, planning and land development processes and procedures. 6. Work with private sector to provide land facilities needed for future growth. 7. Offer higher education curriculum and training opportunities to support existing and future bioscience needs. 8. Create programs at the University Technology Transfer Office that promote strong working relationships with local Industry. 33
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #3—Implement a Bioscience Industry Attraction Plan to grow a critical mass of bioscience firms by raising the profile of the community and recruiting outside firms, talent, and capital. Action Items 1. Develop a Marketing Plan and Brand Image for biosciences. 2. Utilize the Lawrence Chamber of Commerce and its Economic Development Division as the coordinating entity for biosciences initiatives. 3. Work with the Kansas Bioscience Authority and The University to recruit Federal Bioscience Research Facilities and Funding. 34
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Strategies and Plans Strategy #3—Cont’d. Action Items 4. Offer Higher Education Curriculum and Training Opportunities to support Existing and Future Bioscience Companies. 5. Cultivate Relationships with Regional Bioscience Organizations to Ensure Continued Collaboration within the Region. 6. Target Suppliers of Existing Bioscience Companies as a Business Attraction Priority. 35
Strategic Planning Lawrence Biosciences Taskforce Implementation 36
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Implementation Agenda 1. Decide WHO will be responsible for implementing the Bioscience Strategic Plan and WHERE this person will reside and report. 2. Develop HOW the Bioscience Strategic Plan will be funded. 3. Finalize WHAT the next steps are to launch the Strategic Plan. 37
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Board of Directors (Governing Body) Representation # City Mayor or designee 1 County Commission Chair or designee 1 Chamber of Commerce President and Chair 2 University Heads 2 Heads of Bioscience Companies 2 “At-Large” Member 1 TOTAL 9 38
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Bioscience Position and Place • Title—should reflect position of authority—either Director or Vice President level. • Criteria for Selection—will require previous experience and education with demonstrated track record in Bioscience Development. • Reporting Relationship—will fit within existing Economic Development priority at the Chamber of Commerce by reporting to the Chamber President. • Staffing, Location, and Support—can be provided by the Lawrence Chamber of Commerce. 39
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Implementation Scenarios • Scenario 1—”Barebones” Focus on construction of “Bioscience Laboratory” Space which would be significant to Bioscience Commercialization. Utilize existing Economic Development Organization to support Bioscience Commercial Development. • Scenario 2—”Start-up” Hire the Bioscience Position to begin implementing the early stages of the Strategic Plan by developing a business plan and constructing basic “Bioscience Laboratory” Space. • Scenario 3—”Accelerated” Hire, staff, and fully fund the Bioscience Position. This would include aggressively developing a business plan consistent with the Strategic Plan, constructing Bioscience Laboratory Space, commercializing Bioscience University Research, and recruiting Bioscience Companies. 40
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Bioscience Operating Budget 41
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Bioscience Capital Budget 42
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Bioscience Total Budget 43
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Funding Alternatives 44
Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Next Steps to Launch the Strategic Plan Action Steps Date Resp. 4/31/05 SS 2. Present to Task Force, Final Communication to receive feedback, and approve. Task Force 5/3/05 SP Comm. 3. Present findings to Multi. Community Groups. Key community groups aware 5/15/05 SP Comm. 4. Select Bioscience Board of Directors in Place 9/1/05 LS 1/1/06 BB 1. Finalize Strategic Plan. Expected Results Strategic Planning Document 5. Hire Director of Bioscience Experienced Bioscience Development. “Head” Hired 6. Develop and Adopt Business Plan. BP—Consistent with and Supportive of Strategic Plan 2/1/06 VPBD 7. Determine requirement for “Bioscience Lab” Space and Develop Schedule. “Bioscience Lab” Space Available to Accept Bioscience Business 7/1/06 VPBD 45
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