Lawrence Biosciences Taskforce Strategic Plan Presentation

1. Lawrence Biosciences Taskforce Strategic Plan Presentation May 3, 2005

2. 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 McElwain Lavern Squier The Team Bioscience Taskforce Lawrence Bioscience Taskforce Strategic Planning • Lynn Parman • Mark Buhler • Marty Kobza • Matt McClorey • 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

3. Matthew McClorey Larry McElwain Lynn Parman Jim Roberts David Shulenburger Tom Sloan Lavern Squier Tracy Taylor Ted Haggart-co Chair Sherry Schaub-co-Chair Jim Baxendale Sam Campbell David Dunfield Dennis Highberger Bob Johnson Donna Johnson The Team Strategic Planning Subcommittee Members: Lawrence Bioscience Taskforce Strategic Planning

4. Lawrence Biosciences Taskforce Strategic Planning PROCESS

5. How to do Strategic Planning • Review the History and Context of Bioscience at the University-- in Lawrence and Douglas County. • Define the Current State—Strengths, Weaknesses, Opportunities, and Threats. • Benchmark successful Bioscience Communities and Universities to define the “Gold Standard”. • Assess the position of the University and Community in Bioscience Research and Commercialization to identify our Core Competencies. • Identify Gaps and Barriers that might hinder our ability to become a leading Bioscience University and Community. Lawrence Biosciences Taskforce Strategic Planning Where have we been and where are we? History/Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers

6. How to do Strategic Planning Cont’d. Lawrence Biosciences Taskforce Strategic Planning Where Do We Want To Be? History/Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Mission Objectives

7. How to do Strategic Planning Cont’d. How Do We Get There? Lawrence Biosciences Taskforce Strategic Planning History/Context Current State (SWOT) Gold Standard Core Competencies Gaps and Barriers Mission Objectives Strategies Plans

8. Strategic Planning Overview Mission 1 Lawrence Biosciences Taskforce Strategic Planning PROCESS Strategic Planning Plans 4 Objectives 2 Strategies 3

9. Our Mission --- Strategic Planning Lawrence Biosciences Taskforce Strategic Planning Advancing Lawrence as the most prosperous and livable university community through the biosciences.

10. Bioscience Objectives Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

11. Strategies and Plans Strategic Planning 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 • Create a City, County, University, Chamber inter-local agreement to fund and sustain bioscience initiatives. • Create community information clearing house for bioscience. • Create a single point of contact for business at the university. • Construct affordable clean room and wet lab space. Lawrence Biosciences Taskforce Strategic Planning

12. Strategies and Plans Strategic Planning Strategy #1—Cont’d. Action Items • Enhance and expand LRTC businesses assistance resources and capabilities. • Improve access to early-stage capital (i.e. develop strong angel investor network, etc.). • Create a “Bio-Bank” Capital Fund Partnership. • Create public-private partnership that allows collocation of private and university research. • Enhance access to experienced professional support services (e.g. legal, accounting, sales, marketing, etc.). • Develop consortium for buying and sharing equipment and instrumentation. • Provide shared access to market research databases, search engines and scientific journals. • Identify experienced bioscience entrepreneurs and managers. • Expand qualified technical-based labor pool (e.g. mid-level PI’s and research directors). Lawrence Biosciences Taskforce Strategic Planning

13. Strategies and Plans Strategic Planning 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 • Create a City, County, University, Chamber inter-local agreement to fund and sustain bioscience initiatives. • Resolve public private legal issues that inhibits collocation of private and university research. • Enhance state and local government assistance and incentive programs. • Encourage a “friendly” regulatory and tax environment. Lawrence Biosciences Taskforce Strategic Planning

14. Strategies and Plans Strategic Planning Strategy #2—Cont’d. Action Items • Develop predictable permitting, planning and land development processes and procedures. • Work with private sector to provide land and facilities needed for future growth. • Offer higher education curriculum and training opportunities to support existing and future bioscience needs. • Create programs at the University Technology Transfer Office that promote strong working relationships with local Industry. Lawrence Biosciences Taskforce Strategic Planning

15. Strategies and Plans Strategic Planning 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 Develop a Marketing Plan and Brand Image for biosciences. Utilize the Lawrence Chamber of Commerce and its Economic Development Division as the coordinating entity for biosciences initiatives. Work with the Kansas Bioscience Authority and The University to recruit Federal Bioscience Research Facilities and Funding Lawrence Biosciences Taskforce Strategic Planning

16. Strategies and Plans Strategic Planning Strategy #3—Cont’d. Action Items Offer Higher Education Curriculum and Training Opportunities to support Existing and Future Bioscience Companies. Cultivate Relationships with Regional Bioscience Organizations to Ensure Continued Collaboration within the Region. Target Suppliers of Existing Bioscience Companies as a Business Attraction Priority. Lawrence Biosciences Taskforce Strategic Planning

17. Lawrence Biosciences Taskforce Strategic Planning Implementation

18. Implementation Agenda Strategic Planning • Decide WHO will be responsible for implementing the Bioscience Strategic Plan and WHERE this person will reside and report. • Develop HOW the Bioscience Strategic Plan will be funded. • Finalize WHAT the next steps are to launch the Strategic Plan. Lawrence Biosciences Taskforce Strategic Planning

19. Board of Directors(Governing Body) Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

20. Bioscience Position and Place Strategic Planning 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. Lawrence Biosciences Taskforce Strategic Planning

21. Implementation Scenarios Strategic Planning 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. Lawrence Biosciences Taskforce Strategic Planning

22. Bioscience Operating Budget Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

23. Bioscience Capital Budget Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

24. Bioscience Total Budget Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

25. Funding Alternatives Strategic Planning Lawrence Biosciences Taskforce Strategic Planning

26. Next Steps to Launch the Strategic Plan Strategic Planning Lawrence Biosciences Taskforce Strategic Planning