This consulting report is provided to the University of Hawaii Board of Regents Task Force as part of its review of the pertinent issues, governance structure, and development process of the relocation of the John A. Burns School of Medicine (JABSOM) to the Kaka`ako Biomedical Complex. The Consultant Team's recommendations are meant to serve as guidelines for the deliberation between the University of Hawaii Board of Regents and the University Administration as they collaboratively determine the substance and direction that the governance structure, the development process, and the operations of JABSOM will take at the Kaka`ako Biomedical Complex.
The objectives and tasks of the project were achieved because of the many stakeholders in the Hawaii community who came forward to provide valuable insights and perceptions about the key issues pertaining to the relocation of JABSOM to the Kaka`ako Biomedical Complex. In addition, their views were complemented and often validated by the views and perspectives obtained from the representatives of the 28 bioscience-related institutions and agencies that were visited on the mainland United States, Japan, Singapore, and Hong Kong.
This report has been possible due to the support of those individuals, including the members of the Regents Task Force on JABSOM (Alvin Tanaka, Walter Nunokawa, and Andres Albano, Jr.); David Iha, Secretary of the UH Board of Regents and his staff; Dr. Hank Wuh, biomedical adviser, entrepreneur, and inventor, who provided advice and guidance during the early stages of the project; Christopher Helm, Senior Adviser to the UH Vice President for Research, who provided coordination and liaison with the local stakeholders and Asia site visits and supervised the list of references, and his staff; and Stephen Sherman, Consultant Associate, who provided invaluable research, analysis, and coordination support throughout the project.
The Consulting Team assumes all responsibility for the content of the report and for any interpretation of perspectives supportive or counter to those expressed by the various individuals interviewed, including organizational representatives. Any errors of omission and accuracy are accepted fully by the authors.
Richard L. Sherman
Glenn K. Miyataki
Once upon a time........in 1973, a two-year medical science program on the University of Hawai`i at Manoa evolved into a four-year degree granting program and was named the John A. Burns School of Medicine (JABSOM) of the University of Hawai`i in honor of Hawaii's Governor. As an outgrowth of the Pacific Biomedical Research Center (PBRC), JABSOM's original mission was to provide a medical education program that would train and graduate qualified medical doctors for communities throughout the State of Hawaii and the Pacific Island nations. After more than 31 years of operation, JABSOM has developed into a school with a more balanced mission of teaching, research, and service, including the enhancement of biomedical research and clinical research.
In 2005, JABSOM will relocate to and occupy two new buildings at the University of Hawaii Biomedical Research Complex in Kaka`ako approximately six miles away from the main campus in Manoa and closer to downtown Honolulu. This move occurs at a time when biotechnology is one of the hottest priorities around the globe. Although referred to by many names - "biotechnology", "biomedical research", "bioscience", or "life science" -these terms all focus upon elements that relate to a full spectrum of "life" of human beings as a species --- before, during, and after our individual lives. This industry focuses upon "life" itself and creates opportunities to advance humanity and health care through science and technology. JABSOM can take advantage of the opportunities afforded by its new location to become a stimulus and core of the biomedical industry.
According to biotechnology practitioners, more than 40 geographic locations in the United States and 17 other regions globally are pursuing biotechnology and biomedical research today, and this evolutionary trend will continue for an infinite number of years. Scientists are moving with great speed to unlock the many mysteries of life and the interaction between the human body and the environment. For example, a recent cover story in Newsweek (2004) highlighted the discovery of the biochemistry of fat cells that brings us closer to understanding and treating heart disease, diabetes, and other debilitating diseases. Also, at the Kyoto Center for Biochemistry Research (2003), researchers are using leading edge models and experimenting with the attributes of the common salamander to discover the secrets of tissue and organ regeneration for application to human medicine.
Will the University of Hawaii and the State of Hawaii join these bioscience clusters by creating a life sciences industry that focuses upon biomedical research and the biosciences in general? Can JABSOM serve as the catalytic "engine" to stimulate the development of an infrastructure that will provide a critical mass of public and private enterprises that would become a viable industry for Hawaii? Can JABSOM's academic and clinical research efforts, together with those of the Cancer Research Center of Hawaii (CRCH) and PBRC gain the necessary prominence to attract other leading academic and private research organizations, private sector venture capitalists and developers to invest in Hawaii? According to our findings, the opportunities do exist, but, do we have the leadership, the vision and the will to make it happen? While time will tell, there is much that can be done today to influence that outcome and enable Hawaii to gain a reputation and stature to be a true crossroads of biomedical education and research.
Within the overall strategic context, the life sciences has become a global priority and the State of Hawaii appears to be serious in its efforts to establish a life sciences industry in Hawaii that would create new, sophisticated jobs, diversify the economy, and enhance a strategy for workforce education and training. Along these lines, the relocation of JABSOM to its new education building in March 2005 and its research building later in the year, possibly as early as August 2005, further supports collaborative efforts between the private and public sectors to stimulate the establishment of a viable life sciences industry for Hawaii. Representatives of the State Department of Economic Development, Business, and Tourism (DBEDT), Enterprise Honolulu, the private sector, academic institutions, and nonprofit organizations have recently begun meeting to discuss the development of a Hawaii Life Sciences Industry Association.
Moreover, under the sponsorship of Kamehameha Schools and Enterprise Honolulu, Richard Seline, a nationally recognized consultant in biotechnology cluster studies, was brought to Hawaii to consult and develop a Life Sciences Innovation Road Map for the State of Hawaii. Similarly, through its bonding authority, the State High Technology Development Corporation (HTDC) is actively considering the development of a 100,000 square feet commercial research and incubator facility in the vicinity of the UH Biomedical Research Complex to attract start-up companies to Hawaii as well as to support home grown biomedical firms.
For all of these reasons, the State of Hawaii seems poised to begin capitalizing on the emerging biomedical research success of JABSOM and other UH bioscience-related projects to develop and facilitate the establishment of the life sciences as the next major industry for Hawaii.
Visits to biomedical sites in Japan's cities of Kyoto and Kobe, Singapore, Hong Kong, and China revealed a growing interest by Asian organizations to reach across international boundaries to collaborate on biomedical research. In a few real examples encountered during the site visits to Asia, it was found that researchers from Kobe, Kyoto, and Hong Kong had already been working informally with UH researchers in the areas of antivirals and regenerative medicine.
Many of the local stakeholders interviewed believed that Hawaii's venture into developing a bioscience industry serving both Asia and Hawaii and the broader United States through JABSOM and other UH research units would be timely and well worth the great risks that are inherent in seeding, nurturing, and growing this industry.
This report describes the key issues pertaining to the relocation of JABSOM to the Kaka`ako Complex, the relationship of JABSOM to other related organizations in this bioscience mosaic, recommendations for enhancing JABSOM's potential to become a key player in this industry, and the significant factors for success that were identified during the site visits to 28 biomedical/bioscience clusters as well as through the stakeholder interviews.
The findings suggest that a large majority of the stakeholders favor efforts by the State of Hawaii and its University to pursue this opportunity to venture into the bioscience industry and to improve health care for its residents and abroad. Although products in this industry take a long time to develop and commercialize (about 8-10 years on the average) and require a lot of patience and persistence during this period, representatives of the site visits continued to recommend entry into this arena. One of the major reasons pertained to their observations that results along the way have been found to contribute toward discoveries and spin off research outcomes that create intermediate value well before the launch of actual products, therapies and services for human health care. Because people are interested in their own health and well-being, support for the development of this industry for Hawaii appears evident, even while these individuals recognize the huge capital requirements and financial investments needed throughout the value chain to spawn and nurture successful biomedical research, education, and practices.
Like all recommendations, these provide a basis of discussion from which more specific implementation and action plans need to be developed and carried out with full consideration of the advantages and nuances of the existing social, economic, political and bureaucratic systems found in the State of Hawaii. The recommendations call for policy makers and decision makers to consider new forms of organization and operations that will allow "entrepreneurship" and rapid response systems to take root and flourish with speed, quality, and durability among complex and sometimes competing interests.
As aforementioned, the findings indicate that this industry does not sprout overnight. It requires a tremendous amount of patience, endurance, and collaboration to make it happen. However, the result is a lasting contribution toward the unlocking of the mysteries of life and healthcare, the broader economic development of the area, and the enhancement of the health and wellbeing of the residents of the entire State.
The Regents' Task Force was first convened in October 2003 to address the myriad of issues pertaining to the relocation of JABSOM to Kaka`ako and the heightened interest expressed by potential developers of the surrounding land adjacent to the Kaka`ako Biomedical Research Complex. To assist in its efforts, a consulting team was organized and approved by the Board of Regents in February 2004. The Consulting Team officially began its work in February and the first draft report of the recommendations was made to the Regents' Task Force in August 2004 as scheduled.
After beginning the consulting work, time became even more of the essence due to a growing number of priority interests associated with the relocation of JABSOM, such as the proposed development rights of Kajima Urban Development Corporation (KUD) to build an aquarium and research building and to relocate PBRC marine biology Look Laboratory to an adjacent parcel. Another priority of interest to the Kaka'ako Complex is the development of a federallyfunded Comprehensive Cancer Care Center next to the JABSOM buildings that is being spearheaded by the University of Hawaii and CRCH in conjunction with Hawaii's Congressional delegation in Washington, D.C.
The Regents' Task Force identified several objectives and asked the Consultant Team to assist in framing the key issues associated with those objectives and to provide recommendations as to how those issues should be addressed. Consequently, the Consulting Team was guided by the Regents'Task Force objectives, namely,
With these objectives in mind, the Consulting Team conducted an empirical review of prominent biotechnology clusters in the United States, Japan, Singapore, Hong Kong, and China and interviewed more than 83 local stakeholders, including most of the organizations and agencies connected with JABSOM and the Hawaii biotechnology industry as a whole. In addition, web searches and examination of hard copy plans and reports were reviewed to obtain a comprehensive perspective of the task at hand. Local stakeholders interviewed and institutions visited are listed in Appendices A and B respectively.
For purposes of confidentiality and to ensure candid interviews, only handwritten notes which will remain confidential to the Consulting Team were taken. Many interviewees commented that such an environment provided a more candid exchange of ideas, thoughts, and reflections.
The relocation of JABSOM to its new site is not occurring in a vacuum but rather as a part of a dynamic process that affects the University system and its component parts, as well as government, community-based and private interests. Recognizing the importance of this context, the Consultant Team reviewed the pertinent issues affecting JABSOM and the broader biomedical research and education community. For example, JABSOM will need to consider its relationships to and establish dialogue with its new neighbors, service providers, development partners and research collaborators, including: non-UH Kaka'ako development projects; key community hospitals; practicing clinicians who may be simultaneously wearing several hats (faculty members, researchers, hospital staff, independent practicing physicians); research units remaining at UH at Manoa; CRCH; PBRC; other UH campuses; land owners and developers; and other entities that may become neighbors in new facilities in the greater Kaka'ako area. Additionally, the globalization of life science research requires consideration of JABSOM's opportunities for expanded relationships with other biomedical research clusters, particularly on the US mainland and in the AsiaPacific area.
One of the most important and highest priority issues for the Regents' Task Force pertained to the governance structure for JABSOM and related academic units. At the center of this issue is JABSOM's connection to basic science research on the University of Hawaii at Manoa campus balanced with sufficient independence to allow JABSOM to be responsive to its relationships with its various stakeholders. For instance, JABSOM needs to be able to have the flexibility to conduct its biomedical research and then move into translational research and toward commercialization in a manner that encourages quick and decisive coordination and collaboration with other universities, government agencies, private sector companies, and venture capitalists. In essence, JABSOM needs to operate entrepreneurially, and many stakeholders who commented on this issue felt that anything short of such a culture would greatly hamper the ability of JABSOM to serve as an engine for the establishment of a critical mass in the biosciences industry for the State. Recently, consultants brought from the U.S. mainland to plan a Hawaii life sciences action strategy, affirmed that Hawaii could support a viable life sciences industry that would also serve the Asian Pacific Basin and beyond with JABSOM at the Kaka`ako complex as the central catalyst. However, they emphasize that an entrepreneurial culture is needed to make that happen.
One of the central questions of the governance issue pertains to whether JABSOM should continue to be part of the UH at Manoa campus or to be separated into a new organizational unit. Many of the local stakeholders who were interviewed expressed that it was time to create a new entrepreneurial culture in Hawaii, especially at the University, in which JABSOM would be relatively independent in order to pursue its expanded mission and to accomplish its broader goals. Almost everyone agreed that staying under the UH at Manoa jurisdiction with its bureaucratic layers would hamper the development of JABSOM at Kaka'ako and suggested that its relocation would present an opportunity for a different, more independent governance structure. Typical comments include, "Get it away from the Manoa bureaucracy. The less red tape the better for entrepreneurs;" "Being anchored to the Manoa bureaucracy might be a problem for Kaka`ako and hinder developing relationships with private companies;" and "The current governance of JABSOM is replete with several layers of bureaucracy."
Nearly all local interviewees who had a view about the governance of JABSOM suggested a more separate governance structure. However, it was felt that an essential requirement was the fitting of such a structure to JABSOM's vision and mission, not the least of which is utilizing the new Kaka'ako complex to focus opportunities for the State of Hawaii to build a biosciences industry that would help to diversify the economy. Consequently, it was important to consider that a central mission of the new state-of-the-art facilities and environment would be to enhance educational learning opportunities and to create the core conditions for quality research that would attract high caliber researchers, scholars, students, and medical administrators to Hawaii. Taken together, all of the academic and economic aspirations for this project will both enhance and advance the credibility of biomedical research and education at UH and in the State of Hawaii.
The vision of JABSOM is to be the best medical school in the world with an Asian-Pacific focus. This vision is to be accomplished both through its mission to educate students to become outstanding physicians, scientists, and other healthcare professionals, and to conduct research and community service in areas of specific interest to our region and community. In following through on this vision and mission, JABSOM, has begun to hire additional faculty in anticipation of its relocation. For instance, an outstanding expert in infectious diseases from the Center of Disease Control was hired in the fall of 2003 who was brought to UH to establish a Center of Excellence for Tropical Infectious Diseases. The goal is to develop a program in Hawaii that will be unequaled in the world for the study of Asia Pacific infectious diseases. Especially because of a resurgence in the concern for such diseases in the last 20 years and now further enhanced by the threat of bioterrorism, Hawaii's geographic location, ethnic diversity, and cultural ties with Asia could be keys advantages for such a Center.
Also, two new departments specific to Hawaii have been established by JABSOM: Hawaiian Health and Complementary and Alternative Medicine. Both appear to be particularly germane to the healthcare needs of Hawaii and the broader Asia Pacific region.
Biomedical research is also being conducted by other research units on the Manoa campus with very little coordination with JABSOM. For example, the Manoa Chancellor established a program in telemedicine/proteomics/genomics in which JABSOM was not involved. Yet, JABSOM also aspires to programs in these areas, one being the Pacific TeleHealth Hui with the Veterans Administration that originated with Tripler Hospital and for which the new Kaka`ako facility will have a floor related to telemedicine/simulation that will be tied to bioinformatics and networked with the Maui High Performance Computing Center. Interviewees familiar with the situation consistently expressed the need for collaboration in these related areas.
Stakeholders have indicated that the Kaka`ako complex should include a broader base of related health science units and not just JABSOM, one rationale being that the research outcomes of the natural sciences programs outside JABSOM often have principal application to health care. These stakeholders feel that natural sciences should also be represented at Kaka'ako.
One interviewee commented that Kaka`ako as a core biomedical research facility should be available to support any researcher who wants to use it. On several occasions, the need was expressed for more communication across colleges and departments that conduct life science research with linkages among and between the disciplines and departments. However, to what extent the different health sciences units should be physically relocated, especially those that are already organizationally-tied to JABSOM Is a logistically and financially more difficult, yet important, question requiring more in-depth discussions among units with similar missions and related biomedical outcomes.
Observations gained from the site visits to other bioscience institutions indicated that those institutions that were actively expanding their existing bioscience programs favored keeping all the health science units together in one physical location. This clustering was often done at newly developed sites that also reflected an economic development purpose or a renewed academic focus on interdisciplinary research. Examples include the University of California at San Francisco that built a biosciences complex at Mission Bay focused upon faculty communities and adjacent to a city-based economic development and the Bio-X Program of Stanford University that received a $150 million philanthropic grant to build a new facility with central architecture that enhanced interdisciplinary research; collaboration among units, faculty, and graduate students across departments and disciplines; and side-by-side lab research work with private industry researchers.
One of the more definitive developments regarding clustering is the Fitzsimons Redevelopment Authority in Colorado that created a new biosciences park on the grounds of the former Fitzsimons Medical Center. This 500 acre complex is an Aurora City economic development project involving partnerships among the city government, the University of Colorado Health Sciences Center, the Federal Government, the Colorado State Government, and private industry, among others. Currently, the University of Colorado Health Sciences Center comprising the Schools of Medicine, Nursing, Dentistry, and Pharmacy is located approximately six miles from the Fitzsimons Redevelopment Authority in East Denver. The faculty of the School of Medicine already is relocating into two new research buildings in the new biosciences park adjacent to the University of Colorado Hospital (managed and operated by an independent Colorado Hospital Authority), and the entire relocation of the health science schools will be completed by 2008. This clustering is meant to provide synergies through collaboration with other health-related organizations located at the same area such as the Anschutz Cancer Pavilion, Children's Hospital, Native American Health Program, and the Rocky Mountain Lions Eye Institute. Together, the Fitzsimons Redevelopment Authority expects this complex to create more jobs by attracting private industry to Colorado and to provide a critical mass and foundation to incubate and establish new companies specializing in the biosciences. Also, through its high quality research programs, the plan is to attract outstanding researchers and educators in the health-related fields to Colorado that would further enhance the research and teaching mission of the health-related schools and the quality of life in Colorado and the surrounding mountain states region. The University of Colorado is rapidly developing a bioscience niche in this geographic region as well as nationally.
This strong trend towards interdisciplinary research and clustering found at other leading biosciences institutions raises a need for the UH Administration and its Board of Regents to seriously consider the role of clustering University of Hawaii health sciences units to establish a more integrated approach to health sciences research and practice to benefit the residents of the State of Hawaii and beyond. To date, there has been a lack of focus on thinking and planning about building an integrated research cluster for the health sciences at Kaka`ako. Although the possibility of integrating JABSOM more closely with CRCH and PBRC has been raised, little consideration seems to have been given to a broader integration of units that would include a presence by the School of Nursing, basic natural sciences, and even biomedical engineering.
For example, with regard to the School of Nursing, integration with JABSOM would recognize and encourage the building of integrated medical therapy teams comprised of physicians and nurses; further emphasize the importance of nursing as a critical component of the care delivery team; and build integrated clinical research teams. In fact, according to perspectives gained from other institutions, the nursing component may be particularly important in supporting clinical research protocols in order to effectively achieve successful clinical research projects. Also, integration with JABSOM may elevate the status of the nursing component overall in the clinical research matrix and possible even encourage some switchover between the nursing and medical education programs. For instance, the University of South Florida has a very successful program to train foreign doctors (who can't qualify to be MD's in the United States mostly because of language) as RN's in an accelerated program to allow them to get back into the health care system as a first step toward becoming licensed as MD's in the U.S.
A related governance issue is whether the current Board of Regents or a separate independent board should govern JABSOM and related health sciences units. In the case of institutions that have moved toward a clustering of units, both options were noted. Although the University of Colorado Health Sciences Center is represented on the Fitzsimons Redevelopment Authority, it still reports directly to the University of Colorado Board of Regents. Oregon Health Sciences University has an entirely separate governing structure from the University of Oregon. Most other universities retain the medical school under their Regents or Board of Trustees. In the case of UH, the consideration should be whether a separate governing board would materially assist in creating the type of governance that would facilitate operating in the fast-paced, entrepreneurial and competitive academic world of biomedical research.
This is a particularly sensitive issue with a great deal of history that involves above all the relationship of JABSOM, PBRC and CRCH to each other. Most interviewees support the functional integration at some level of JABSOM and CRCH as well as of PBRC programs with JABSOM. Currently, CRCH and PBRC are separate units each reporting directly to the Chancellor of UH at Manoa while JABSOM seems to reside de facto under the temporary authority of the UH Vice President for Research, although de jure it continues to be under the organizational structure of UH Manoa.
Advocates of bringing CRCH and PBRC under the governance of JABSOM argued that consolidation would create more synergy in collaboration as well as more efficient management of faculty and resources. Others pointed out that in some universities the Director of the Cancer Center reported to the Dean of the School of Medicine, and in others, including some of the most successful, there was no formal or direct reporting relationship from the Cancer Center to the Medical School, although both may report to some umbrella health sciences unit.
Most interviewees locally and at other institutions felt that the more common model was for PBRC to be a part of JABSOM, especially since JABSOM is an historical outgrowth of PBRC. It is also noted that in recent years the administration of a number of biomedical research grants have been reassigned from PBRC to JABSOM. However, PBRC has important research components in marine biology and environmental sciences, and while some elements of these program may co-inhabit the greater Kaka`ako complex, its faculty clearly expressed a preference to remain independent and report to the Manoa Chancellor.
These governance issues were considered in arriving at the governance recommendations later in this report.
The relocation of JABSOM to the Kaka`ako Biomedical Complex brought forward several academic issues related to the teaching mission of the JABSOM faculty and its relationship to other undergraduate and graduate programs on the Manoa campus. Insights into the importance of these academic issues were provided by several stakeholders as well as through the perceptions of representatives of JABSOM. Furthermore, this generic issue was also recognized and touched upon during the site visits with institutions such as Johns Hopkins, Stanford, the University of Colorado, and the University of Washington.
One of the consistently identified issues is JABSOM's ongoing role in providing medical related education to UH undergraduates and non-medical school graduate students. Its faculty taught a total teaching load of approximately 4,000 undergraduate student semester hours in the most recently completed fall semester. Concerns have been expressed as to whether medical school faculty can reasonably continue to teach these student semester hours if it relocates to Kaka`ako. General agreement seems to indicate that the medical school faculty needs to find a way to continue teaching a portion of the undergraduate curriculum while not unduly draining financial and personnel resources from either JABSOM or the rest of the Manoa campus.
Enrollment in the natural sciences at UH is increasing and departments are struggling to keep up with faculty teaching assignments. If JABSOM and CRCH faculty who have undergraduate teaching responsibilities are relieved of that duty because of their relocation to the Kaka`ako complex, it was felt by several interviewees that the undergraduate students could be short-changed. Historically, UH basic science graduate faculty has also taught at the undergraduate level, but to continue this tradition, Kaka`ako-based faculty will need to commute to teach those undergraduate courses unless an alternative undergraduate teaching plan is implemented. However, this is not a unique problem. Johns Hopkins University, the University of Utah, and the University of Colorado Health Sciences Center use shuttle services to move faculty, administrators, and students between campus locations for classes, laboratory assignments and other academic activities.
According to JABSOM, three programs that currently interface with undergraduate faculty will most likely remain completely at UH Manoa: Medical Technology, Speech Pathology/Audiology, and Public Health. Undergraduate students are primarily integrated with the overall program on the Manoa campus and the general sentiment of the JABSOM administration and faculty is to continue to support the undergraduate programs at their current locations.
Related to this issue is the concern expressed by several non-medical school university personnel regarding the deployment of faculty from the Manoa campus to the Kaka`ako Complex. Manoa-based researchers are very interested in moving into office and research laboratory space that would be vacated upon the relocation of the medical school faculty. A general feeling was expressed that older faculty preferred to stay and teach while younger faculty preferred to move to new research facilities; however, this was not the principal concern. The larger concern was that there were two separate committees working on the space reallocations, and neither was collaborating actively with the other. One committee is from JABSOM and another broader based committee represents other disciplines at the Manoa campus.
For example, due to the disrepair of Snyder and Edmondson Halls, interest in relocating programs to the current biomedical building on the Manoa campus was expressed. However, which committee had the responsibility for this decision was not clearly understood by any of the interviewees. This ambiguity is also raising concerns about the logistics of the relocation of JABSOM itself.
A critical element for any institution that emphasizes the development of its basic science toward commercialization and the helping of patients is the ability to move the science out of the research lab and into the stage of "translational research" activities designed to bridge research to the clinical development activities necessary for ultimate commercialization and patient benefit. However, this attitude promoting commercialization is not shared by everyone. It can be a sensitive issue for faculty steeped in the traditional academic view that all scholarship and research findings in academia should be quickly available at the earliest possible stage for public consumption and transmission to other scholars and practitioners.
For example, when the University of Chicago first ventured into encouraging application of its bioscience research, faculty initially displayed a lack of interest since its focus was built on a philosophy of collegiality, sharing, and the purity of basic research. This was also the case at UCLA. However, once a few faculty members demonstrated practical success in attracting funding (including venture capital) for moving into translational research with a timetable for patient use and commercialization, more and more faculty started to express an interest in seeking similar funding for their research projects. These schools indicated that a demonstrated commitment by the administration toward commercialization as both appropriate and beneficial to society set the tone for this change in research philosophy.
It is also important for faculty to understand, appreciate, and support the economic development perspective of commercializing research. Relationships with those seeking funding to launch new companies, accelerate translational research, and facilitate efficient technology transfer must be cultivated, particularly in establishing trusting and open relationships between the institution's technology transfer function and the faculty. The strength of such relationships is critical for determining what is best for the university with respect to any particular technology. For example, the faculty at Yale embraced a new culture of commercialization following a long history of antagonism toward the private sector. The catalyst was a few initial successes, after which both faculty and administrators, noting that, "success breeds success," more aggressively sought further successes.
Visits to various biosciences institutions indicated that dedicated internal seed funds, while not uncommon, are not embraced by all institutions. For instance, while Yale does not have a pot of money earmarked for pre-seed funding of translational research projects, it does not believe that its technology commercialization efforts have been retarded for lack of funding. Rather it believes that if the technology or science is good, the money will find it, albeit they acknowledged that the "Yale" name might have something to do with that. There is also a feeling that seed funds are "incestuous" in that if the science is funded internally, there is the tendency that good money might be thrown after the bad under the pressure of internal university politics. However, those universities who do administer their own pre-seed grant programs argue that their commercialization activities and the positive impact on the local economy have been accelerated by the judicious use of such funds.
Whether funding is directly available or not, all agreed that clear, strong and entrepreneurial technology transfer policies and procedures, and a proactive technology transfer function are absolutely necessary to stimulate technology commercialization. Also, an active outreach effort to educate faculty is needed as well as a liaison function within the University to bridge the gap between the university and the broader community, and to represent advocates for and the users and funders of technologies.
Another critical issue is how best to accommodate the trend to interdisciplinary biotechnology and biomedical research. One of the clear themes of the site visits to the mainland United States is that quality basic science comes first and everything else must be built on it. Without credible and quality basic research, nothing of worth will follow. The academic research component must be the primary and continuing emphasis in order to attract and retain biotechnology and associated academic entrepreneurs who seek institutions with research credibility. Collaboration is becoming a requirement in response to the interdisciplinary nature of more and more of the advancements in basic science in bioinformatics, bioengineering and structural biology to name just a few. In almost all cases, whether in the mainland United States or the institutions visited in Asia, the interdisciplinary nature of basic science research today requires a working culture of collaboration to a degree not found previously in most institutions.
In addition to faculty collaboration, it was emphasized at institutions such as Stanford and Johns Hopkins that the role of students in basic science research is very critical, and opportunities for collaboration, especially for those interested in entrepreneurship, need to be encouraged. For example, in the area of technology transfer, institutions such as UCLA, the University of Utah, Johns Hopkins, Yale, and Rutgers have created dedicated positions and recruited fulltime individuals to specifically address the collaborative and connectivity issues between the basic science research units and business schools and to provide business planning and business development assistance to researchers.
During interviews with Manoa campus individuals, a concern was expressed regarding the "flavor of the day" approach to allocating resources rather than focusing upon the long term funding of biomedical research. For example, several believed that providing resources for developing the Manoa campus infrastructure in such areas as the library and support technologies could be ignored in favor of funding the "hot" trend of biomedical research, the implication being that academic responsibilities and research should be kept separate rather than co-mingled in resource allocation, i.e., biomedical research should be virtually self-funding.
A final significant academic issue pertains to the academic relationship among the key research units primarily related to biotechnology or biomedical research. In 1999, with a new Dean of JABSOM, the UH President planned to integrate JABSOM, CRCH, and PBRC into one unit; but this did not happen. With the pending relocation of JABSOM to Kaka`ako and to sort out the campus and system issues regarding the move, the JABSOM Dean was temporarily assigned to the UH Vice President for Academic Affairs (VPAA) in October 2003. Since June 2004, the VPAA assumed the role of UH Acting President, and the Dean of JABSOM now reports to the Vice President of Research, another temporary assignment. Both the CRCH Director and the PBRC Director (vacant and recruitment in process) continue to report to the Manoa Chancellor. Many researchers on the Manoa campus recognize that all three units have related missions and question the separate reporting lines since active collaboration among the units is felt to be more difficult in such a structure. Moreover, faculty at CRCH has appointments within JABSOM and JABSOM was "born" from PBRC, but little community of interest seems present. The accrediting commission for JABSOM has made full note of this situation and is looking forward to a solution for governance in the next few months and prior to its relocation to Kaka`ako.
From a related perspective, a general awareness was expressed by almost everyone regarding the need for active collaboration among the leadership of the Manoa campus, JABSOM, and CRCH. Everyone agreed that this relationship would serve the best interests of the University and the State and looked forward to the more harmonious collaboration among these units no matter what formal structure was finally agreed upon.
While much discussion centered upon the relationship among JABSOM, CRCH, and PBRC, during the course of the interviews, other research units of the Manoa campus expressed active interest in forging closer relationships with JABSOM. For instance, CTAHR also conducts biomedical research, and while it's principals did not feel that it was necessary for CTAHR to relocate physically to Kaka`ako, it was presumed that faculty and postdoctoral students would have opportunities to collaborate with JABSOM and conduct laboratory work at the Kaka`ako complex. Also, a view that it would be helpful for Public Health and Nursing to have a presence at Kaka`ako for closer coordination and collaboration with JABSOM was expressed.
Similarly, the UH Center for Marine Microbial Ecology & Diversity (CMMED) expressed interest in having some presence at Kaka`ako to be close in proximity to researchers and private sector companies. This Center is enhancing research at UH and improving the economy of the State of Hawaii through sponsored research with companies such as Diversa, Syngenta, Ocean Nutrition Canada, and Yamaha; maintaining shared-use analytical and culture collection facilities for drug discovery; and encouraging and collaborating with large, interdisciplinary research projects supported by agencies such as NSF, NOAA, and NIH through its administrative support services. The Center has joined forces with other units on the Manoa campus, including JABSOM, and through interaction and collaboration between oceanographers and biomedical researchers, an aggressive research agenda has been planned. CMMED's collaboration with JABSOM at the Kaka`ako Biomedical Complex appears to provide opportunities for JABSOM in its pursuit of biomedical research and for the medical education and training of its students as well as for the biomedical research and practice in the State of Hawaii.
The financial implications of JABSOM relative to its current operations and future direction are at the heart of stakeholder concerns related to the move of the School of Medicine to Kaka'ako. JABSOM leadership and faculty assert that the School of Medicine, if separated from the Manoa campus, is fully capable of operating as a financially independent and self-sufficient entity. However, it is still unclear at this point whether this assertion is based on accurate assumptions used for forecasting JABSOM's revenues and expenses. Moving forward will require additional evaluation of the fully-costed operating expenses of JABSOM, the prospects for increased NIH overhead rates, the overall net realizable overhead rates, and all other existing and potential revenue streams to determine the viability over time of a financially self-supporting medical school at Kaka'ako. An accurate review will enable decision makers to either move forward with confidence as it relates to the current medical school financial plan or to identify and evaluate possible additional revenue generating opportunities and funding methodologies.
One of the problems encountered by the Consulting Team was that each unit, i.e., JABSOM, CRCH, PBRC, and the Manoa Chancellor's Office, presented different numbers for JABSOM revenues, projected revenues, and operating expenses. While some of the difference may be accounted for by each unit claiming maximum credit for all grant revenues, it is important for future funding of all units that there be a consensus on revenue and operating expense projections. Without a basic financial foundation, going forward with differing projections would make it more difficult to sufficiently fund the expansion of UH operations at Kaka'ako, especially when short- and long-term commitments and support are necessary from the State Legislature, the University budget, hospital affiliations, sponsored research, and the private sector, among others.
Similarly, and independent of its governance structure, stated and actual realized overhead rates for UH were low relative to the mainland universities visited, where the NIH overhead rates ranged from 49% to 62%. Also, during the discussion on overhead rates, institutions with overhead rates as high as 80% were noted. By contrast, UH's NIH stated overhead rate is 36%. While it is not reasonable to expect this to be corrected overnight, it seemed clear that the underlying causes of this gap between UH and other research universities are a combination of deferred maintenance on physical plant and extraordinarily conservative accounting policies. Everyone interviewed on this issue agreed that progress needs to be made quickly on increasing overhead rates if UH life sciences research expects to become competitive with other institutions.
The relocation to Kaka`ako has also raised operational and implementation issues pertaining to the recruiting and hiring of personnel, parking, transactions processing, faculty and student movement between locations, administrative coordination, and a host of other concerns that speak to logistics of the move and subsequent daily operations. Several key issues were identified and are described below.
Various local constituencies with an interest in JABSOM's relocation, particularly the collective bargaining units and faculty senates, felt that they were not sufficiently informed about the project and that avenues to provide input about their concerns were neither readily available nor sought. More specifically, representatives of various groups were concerned about personnel deployment, task realignment, space reallocation, and the overall logistics of the move. Efforts to raise the awareness of all affected constituencies as to what is being planned and implemented, as well as the establishment of an ongoing and readily available forum for the sharing of issues and concerns, are needed to insure a smooth and effective JABSOM relocation with a minimum of disruption to the academic and research communities.
Because JABSOM does not have its own teaching hospital, it has historically relied on affiliations with several community hospitals in the State. Although these arrangements have served both the University and the community well, as JABSOM moves into a new role as a major medical research institution, it is appropriate to revisit the question of whether the University should consider creating more formal relationships with leading community hospitals by designating one or more institutions as teaching "Hospital(s) of the University of Hawaii." Such arrangements are prevalent at mainland institutions (whether or not the hospital is actually owned or managed by the university) and could provide financial and clinical research benefits to JABSOM.
For example, the University of Colorado School of Medicine will be occupying several floors of the new University of Colorado Hospital that has been built at the Fitzsimons Redevelopment Authority in Denver, Colorado, to serve the University of Colorado Health Sciences Center that will be comprised of the Schools of Medicine, Nursing, Dentistry, Pharmacy, and the Graduate School. Although the University of Colorado Hospital is considered the "teaching hospital" for the University of Colorado, it is under the jurisdiction of an independent Colorado Hospital Authority.
Yale University's "teaching hospital" is owned and managed by the New Haven County Hospital rather than the University. However, because of its close collaboration, interaction, and reliance upon clinical research and practice with Yale's faculty, the Yale University Hospital has assumed an identity that makes it appear to be an integrated part of the University.
Two substantial funding opportunities stand at opposite ends of the research spectrum: the receipt of grants (usually from the NIH, other government agencies or private companies) to underwrite basic research programs and royalty and related revenues from technologies invented by university scientists that become commercially available products for patient care. Accordingly, it is critical that efficient, effective and responsive grant development and administration as well as technology commercialization expertise and overall efficiency in transaction processing (everything from ordering equipment to personnel changes) be made readily available to JABSOM researchers in as direct a way as practicable with a minimum of bureaucracy. This should include identification of and active liaison with relevant companies in the private sector who are interested in providing research support in particular research areas.
The Regents have been wrestling with the implications of several development proposals at the Kaka`ako complex for land adjacent to JABSOM as well as partial use of a proposed additional research building within the JABSOM Biomedical Research Complex. One of the major and most recent developments pertains to the possible construction of a Federally-funded comprehensive cancer research center with its own out-patient clinical facilities on a parcel adjacent to the JABSOM site. The University of Hawaii has already submitted its plans and the Hawaii congressional delegation spearheaded by the State's senior Senator have placed the appropriation process into motion. The building of a new cancer center facility adjacent to JABSOM has spotlighted the recurring discussion of the relationship between CRCH and JABSOM including whether its director should report to the Dean of JABSOM.
CRCH has consistently maintained that it should remain a free-standing cancer center with the purpose of retaining autonomy to make decisions about programs, faculty, resources, and collaborative relationships. From the visits to other NCI Cancer Centers, it was found that while the majority reported directly to the school of medicine in their related institution, a number were organizationally aligned in a health sciences unit independent of the school of medicine and, in at least two cases, independent of the university altogether. Free-standing cancer centers of note could be counted on one hand; however, even these freestanding centers relied upon a close and very interactive affiliation with faculty from a major university. An example is the affiliation between Fred Hutchinson Cancer Center in Seattle, Washington and its formal affiliation agreement with the University of Washington School of Medicine. Both parties indicated that while their units were independent of each other, the affiliation made all the difference in the world regarding their initiatives and capabilities to conduct medical research and practice.
Another development issue pertains to further construction contemplated by the developers directly responsible for the construction of JABSOM at Kaka`ako. In addition to this development, the recent termination of Kajima Urban Development (KUD) International LLC rights from the Hawaii Community Development Authority (HCDA) to lease 11.5 acres adjacent to JABSOM on the makai side of the Kaka`ako complex in favor of a more comprehensive development proposal process highlights the importance of this broader development. The Kajima's plan includes an aquarium close to the waterfront in the vicinity of the current PBRC marine biology laboratory that will have to be relocated to make room for the aquarium and a new research facility that would be built under an agreement negotiated with UH to provide leaseable laboratory space of 150,000 sq. ft. of which 50,000 will be leased back by PBRC and 100,000 will be for additional life sciences facilities. A critical need is for the Regents to consider the relationship between any such research facility, JABSOM, the newly-designed and to be constructed Cancer Center at Kaka`ako, and additional proposals that may be advanced by other private developers.
Other development proposals are emerging that claim to provide additional infrastructure and capabilities to enable the Kaka`ako complex to become the hub for bioscience or biomedical research developments in Hawaii. The University Administration and the Regents have lacked a single contact and coordination point to address these development proposals and to ensure that synergy rather than competition results from the selected projects. During the interviews, it became clear that a different contact person spearheaded the development of each project currently under consideration. This meant that when a new potential developer such as the Townsend Corporation came to town to express interest in financing and developing the Kaka`ako complex, one of the first questions it asked was, "Who is the person to see on this matter?" Currently, there is no clear answer to that question with the result that multiple developers are talking to multiple contacts within the University who may not be talking to each other in any meaningful way. Acting President McClain has taken the first step towards addressing this issue by naming Dr. Gaines as his Kaka'ako liaison.
Several of the project proposals being discussed for the Kaka`ako site include a genomic center that be sponsored by a consortium of Japan pharmaceutical companies; an incubator facility; the possible relocation and building of regional headquarters for the National Ocean and Atmospheric Administration; and even a new cruise ship terminal for the Norwegian Cruise Lines. In addition, landowners other than HCDA such as Kamehameha Schools and General Growth Properties and others, who own adjacent parcels, are themselves involved in "master-planning" exercises that may not be fully coordinated with UH. Fundamentally, UH itself lacks a master plan for the Kaka`ako complex that could guide its response to the developers who propose additional facilities, such that the result will be an integrated community that can maximize the opportunity to create a viable bioscience industry for Hawaii.
Based on a review of the issues described and discussed above, the Consulting Team makes the recommendations below for consideration by the JABSOM Regents' Task Force and, subsequently, by the full Board of Regents.
Recommendation #1: The UH Biomedical Research complex at Kaka'ako should be governed as a system-wide health sciences unit led by a new System-wide Vice President (SVP) for Health Sciences reporting directly to the President of UH. This unit should include at least JABSOM, CRCH, and PBRC and consideration should be given to having the School of Nursing report to the Dean of JABSOM and physically relocate to Kaka'ako.
A system-wide approach has a number of significant advantages, including:
The University is also encouraged to establish a presence for the School of Business at Kaka'ako, in order to provide a resource to entrepreneurial faculty interested in considering company formation, business plan development, or other technology commercialization activities. This could also provide both undergraduate and graduate business students with a flow of interesting projects in a major industry sector and help train them to become a part of the growing business infrastructure that will be needed for the growth of a life sciences industry cluster in Hawaii.
Recommendation #2: Consider the establishment of a formal system-wide Health Sciences Council chaired by the SVP of Health Sciences that would include representatives from the system-wide health sciences unit, bioscience constituencies within the University system, and representatives of the broader life sciences community in Hawaii such as Enterprise Honolulu, DBEDT, the Counties, and private sector firms. The Council would act as an advisory body for collaboration; a clearing house for new strategies, ideas, and general communications; and a forum for airing issues.
The University Administration and Board of Regents would need to carefully consider the size of the council, its task charges, the method of representation, the representatives themselves, and the extent to which it would play an advisory role rather than a policy making or decision making role.
Recommendation #3: The Office of the SVP for Health Sciences should become the single contact point for developments and projects at the Kaka`ako complex in which the University is involved in any capacity.
This recommendation is self-explanatory. As additional developers come to town and express interest in the Kaka`ako development that would benefit the University, everyone in the University as well as those in the broader bioscience community should know that there is a single designated University contact to interface with all such proposals.
Recommendation #4: A full-time dedicated "entrepreneur-in-residence" should be hired in the Office of the SVP for Health Sciences.
The candidate for such a position would be an M.D. with academic teaching, research, and clinical credentials as well as experience in industry and technology transfer. Ideally, he or she would be the former CEO of a successful life sciences company. The entrepreneur-in- residence (EIR) would:
The Consulting Team believes that individuals capable of filling the EIR position are available nationwide and are known to those experienced in this field. The particular requirements for the position and the attributes necessary to attract such an individual should be developed and confirmed so as to meet the particular needs of the bioscience enterprise at Kaka`ako and the academic and socio-economic context of the University and the State.
Recommendation #5: One or more community hospitals should be designated as a "Hospital of the University of Hawaii" and be integrated more fully into expanded clinical research programs of JABSOM and CRCH.
In order to join the vast majority of U.S. medical schools, encourage clinical research by JABSOM faculty, stimulate additional human clinical trials in the State, and counter the sometimes adversarial tone of the current relationships between JABSOM and Hawaii's community hospitals, a closer relationship should be forged between JABSOM and the key institutional caregivers for health care in the State. The characteristics of such a new relationship would include official designation of one or more hospitals as the "Hospital of the University of Hawaii" or "University of Hawaii Hospital System". Based on stakeholder interviews, it is clear that this approach already has substantial support within the hospital community although further discussions and details are necessary should consideration be given to this recommendation. Such a designation would include dotted line relationships between the directors of those hospitals and the UH SVP for Health Sciences and possible cross fertilization of governing bodies.
The creation of such relationships could have a number of distinct advantages, including:
Recommendation #6: In order to increase the ability of JABSOM and other University health sciences units to attract and retain the best researchers and to enhance its general reputation for excellence in the medical community, a finite number of research areas should be chosen for development into centers of research excellence.
Although university research by its very nature is opportunistic, the formal selection of certain areas of concentration of interest for life science research excellence will allow UH and JABSOM the greatest opportunity for early success and enhanced reputation as a major health sciences research center. Areas of concentration will most likely include those in which UH or the broader Hawaii community has some traditional or historic strengths such as:
Concentration in a number of research specialties will enhance the ability of UH to recruit the well-funded researchers and medical opinion leaders with proven track records of success who are absolutely essential to strengthening the missions of JABSOM and CRCH as growing research institutions.
However, given the fundamental nature of university research, a policy of research excellence is not meant to exclude other forms of basic science research that are pursued at the most basic level through the interest of the faculty member in expanding the understanding science and accumulation of basic knowledge.
Recommendation #7: Particularly because of the apparent confusion and disagreements over the "financial realities" of JABSOM and the proposed UH operations at Kaka'ako, an independent financial study should be commissioned to resolve the continuing issues within UH as to the correct projections for operating costs and revenues of JABSOM and the Kaka'ako site and to recommend a uniform set of assumptions to be used for financial planning purposes going forward.
Based on the interviews and review of UH financial documents, it appeared that a generally-agreed upon system for accounting for or projecting JABSOM revenues and operating expenses has not been applied. More specifically, UH at Manoa, JABSOM, CRCH and PBRC all seem to be advocating and producing numbers based upon different allocations of revenue and expenses. In order to plan effectively for the development and operation of JABSOM, a single set of financial assumptions and projections needs to be developed and implemented into the University's accounting systems. Producing consistent and accurate numbers will validate the planning for a broader UH Kaka'ako presence, a coordinated approach to increasing NIH overhead rates, and increased credibility with the State Legislature and the broader Hawaii community.
As a result of site visits to other institutions, input from local stakeholders, and review of successful bioscience cluster research, several critical factors that lead to the development of successful biomedical clusters have been identified. While these are not the only factors leading to success, they were observed at most of the successful sites visited and were articulated repeatedly by local stakeholders.
Autonomy, speed, quality, flexibility, and financial strength are all necessary to survive and prosper in this field. These are critical attributes that JABSOM and related academic research units need in order to carry out their operations in a manner leading to effective and efficient results. In today's global environment, organizations of all kinds need to function with speed, quality, and persistence in order to compete successfully with their peers. In particular, the bioscience industry requires close and timely coordination and collaboration among basic science faculty, hospital administrators, physicians, private company executives, health care officials, pharmaceutical company representatives, public health interests, venture capitalists, and Federal and State government officials, among others.
It was found at most sites that the health sciences were treated as a special sector and received attention and encouragement that promoted autonomy within allowable guidelines of the institution. For example, at the University of Oklahoma Biotechnology Park that is located in Oklahoma City, the Senior Vice President of Health Sciences reports directly to the President of the University of Oklahoma who was located about 100 miles away in Norman, Oklahoma. However, in actuality, the Senior Vice President often reported on critical health care issues directly to the Governor of the State of Oklahoma with the full blessing of the President of the University, allowing for much autonomy and flexibility.
The Chancellor of the University of Colorado Health Science Center located in Denver, Colorado reports directly to the President of the University of Colorado System who is located about 30 miles away in Boulder, Colorado. With the relocation of the Health Sciences Center to the Fitzsimons Redevelopment Authority approximately six miles northeast of its current location, additional attention to responsive collaboration has become necessary, since the Fitzsimons Redevelopment Authority gained its authority from the economic development efforts of Aurora City within which it resides. The Authority is chaired by Aurora's mayor.
In addition, under the leadership of the University of Colorado Health Sciences Center, the Fitzsimons site has evolved into the central bioscience center for the entire State of Colorado, and autonomy is needed more than ever by the Dean of the School of Medicine and his colleagues at the University of Colorado Health Sciences Center to work ever more closely and collaboratively with other patient care facilities and services such as the Colorado Hospital Authority, the Anschutz Centers for Advanced Medicine that includes the Cancer Pavilion, the Rocky Mountain Lions Eye Institute, the Native American Health Care project, the Colorado Children's Hospital, the private sector-based Colorado Bioscience Park, and all of the University's health science units such as Nursing, Dentistry, and Pharmacy that will be relocated to Fitzsimons by 2008. Being one of the most recently relocated bioscience clusters in the country, the Fitzsimons project should be watched carefully by UH as a possible template for ideas about its own bioscience development plan for Kaka`ako.
An entrepreneurial culture must be infused into everyday operations to stimulate the growth of biomedical research at Kaka`ako. State, county, and University policies and procedures must be developed to enable entrepreneurism to emerge, and State and University policy makers and decision makers must have an entrepreneurial attitude to develop and provide an organizational climate within which coordination, collaboration, and efficient implementation of research activities can be accomplished. Without stimulating the entrepreneurial spirit and enabling the tools to practice it, the motivation to translate new research to commercialization will be absent, making it difficult to create a viable bioscience industry. As an example, an entrepreneur who wishes to collaborate with toplevel researchers from UH must have the latitude to do so, and UH must have the proper policies to allow such activities, including possibly joint appointments, to take place. System-wide policies and procedures must also allow such actions to happen quickly and responsibly, with clear guidance about financial participation, intellectual property and conflicts of interest.
The faculty of JABSOM must also develop a positive attitude and entrepreneurial spirit to carry out their duties in medical education, research, and community service. Appropriate rewards and incentives must allow for entrepreneurial pursuits that often involve risks. Self-motivation, risk taking, and being proactive are desirable traits that must be encouraged, nurtured, and recognized for an entrepreneurial culture to take root in JABSOM and related bioscience units throughout the University.
Successful projects do not emerge from any institution without the consistent practice of quality and credible world class science. According to many technology transfer administrators interviewed during site visits to mainland bioscience institutions, a common theme for success is the importance of the quality of the basic sciences and the credibility of the institution and its faculty in conducting basic and translational research. As someone from the University of California at San Diego emphasized, "It all starts with science. Without it, you have nothing!"
JABSOM appears to be on the right path to strengthening its quality and credibility by recent faculty hires, including a national authority on infectious disease from the Centers for Disease Control and Prevention in Atlanta, Georgia. The impetus to develop an Asia Pacific Institute of Tropical Medicine and Infectious Disease that would position JABSOM as a global research and training resource for emerging global infectious diseases is exactly the kind of initiative that will contribute to this essential reputation for doing quality science and attracting credible researchers.
At the sites visited, each enterprise concentrated its efforts in selected areas of excellence. Their advice was uniformly to do the same at JABSOM, carving out focus areas and making a commitment to pursue them fully. For example, in overseas sites such as Kyoto, Singapore, and Hong Kong, each of the institutions has identified a few areas of research and development focus. At Kyoto University the areas selected are: regenerative medicine, stem cell research, and medical devices. In Singapore, where the bioscience industry began with research from pharmaceutical companies investing in Singapore manufacturing facilities, focus was upon drug manufacturing, genetics, and virus research. In fact, in the case of virus research, the entire virus laboratory center from Kyoto University was acquired and relocated to Singapore. In Hong Kong, at both the Hong Kong University of Science and Technology and the Chinese University of Hong Kong, traditional Chinese medicine (TCM) is an area of selective excellence. The Hong Kong Institute of Biotechnology also considered TCM as one of its areas of focus.
What are JABSOM's areas of excellence? Has it carved out its niche? Can it provide full commitment to these areas? These are important questions that will need to be addressed along the road to research excellence.
For JABSOM and other bioscience initiatives to be successful, access to clinical research capacity is a necessity. Basic science research, translational research, and clinical research, including human clinical trials, provide a value chain of development that requires attention every step of the way. Almost every out-ofstate facility visited had a teaching hospital, providing opportunities for clinical research that were close in proximity and expected as an important joint collaborative effort.
JABSOM and Hawaii's medical hospital system provides one of the more unique webs of affiliation relationships substituting for a "teaching hospital" for JABSOM. However, it was noted by a number of interviewees that having a teaching hospital changed the dynamics of relationships between clinical practice staff and clinical researchers. Apparently, having a truly joint mission rather than just a set of contracted tasks can enable clinical research and clinical practice to be tied closer together between the University and the hospitals. This could also foster a more unified and comprehensive faculty practice plan for JABSOM and biomedical researchers from the CRCH and PBRC that will allow the biomedical research component to be more self-sufficient in advancing its margin of excellence. Finally, a restructured relationship may well help to better align economic interests and bring everyone to the "same side of the table".
This does not mean that the University needs to own or even manage a hospital. As aforementioned, Yale does not have its own teaching hospital. The University of Colorado Hospital which is the teaching hospital for the University of Colorado Health Sciences Center is under the jurisdiction of its own independent authority. Yet, its relationship is such that the Colorado faculty has developed its own practice plan and has articulated joint missions of clinical research and clinical practice. According to the Dean of the Medical School, access to clinical research facilities coupled with a faculty practice plan has enabled the Dean to provide faculty incentives and faculty enhancement funds that have attracted and retained top caliber faculty. This margin of excellence, to a great degree, is due to the creation of clinical practice conditions that provided the justification for an all-encompassing faculty practice plan for the Colorado faculty.
Technology transfer capabilities varied widely among the bioscience institutions visited on the mainland and Asia. All had the basic components of invention disclosures, filing for patents, working out licensing agreements, and even occasionally taking equity positions in start-up companies. They also all agreed that at least 80% of their work was generated from life science technologies.
However, the manner in which these functions were exercised made a difference in their success. The University of Wisconsin at Madison relies upon an entirely separate foundation, the Wisconsin Academic Research Foundation (WARF) that had been successful in garnering about $400 million of research grants per year. The Baylor School of Medicine utilized a private equity-based company to promote and broker research projects. On the other hand, the University of Chicago experimented with a separate organization but decided that an in-house technology transfer operation would better meet its objectives and be more consistent with its culture. Some institutions, such as Yale and the University of Pennsylvania, have full time staff in their technology transfer groups who are charged with developing "alternative" technology transfer solutions, including starting and funding new companies.
At UH, OTTED is tasked with the promotion of technology transfer, patents processing, licensing agreements, and equity positioning. With JABSOM requiring more direct and increased attention when it relocates to Kaka`ako, timely and attentive service often in a complex environment will be critical to fulfill JABSOM's requirements as well as to seek innovative ways to fund and advance translational research. OTTED will need to work closely with the new health sciences entrepreneur-in-residence and should consider an on-site presence of its own at Kaka'ako to service the needs of UH researchers at that location.
As evidenced by the history of the bioscience clusters in San Diego, San Francisco, and Boston to name a few, long-term commitments are needed to develop a bioscience industry. Usually led by economic development goals, State and private developers jointly collaborate to build the industry. It took San Diego about 30 years to get to the stage where the square footage of incubator and research space is now greater than the square footage of retail space in San Diego County. The San Francisco Mission Bay project had its genesis almost 25 years ago, and only last month a private investor donated funds to begin building a necessary research building that will finally stimulate the development of the University of California Mission Bay campus as planned. Everyone indicated that biotechnology or bioscience development requires a lot of patience, tolerance, innovative funding, and a long-term strategy. Commitments must be gained collaboratively with everyone pulling together to build the necessary bioscience infrastructure. These stakeholders with long-term commitments must include the Legislature, the State government administration, landowners, developers, the University Administration and the Board of Regents, and private funding sources, not the least of which is venture capital.
Normally, development of health science technology from basic science to commercialization can be expected to take as long as ten years, particularly for a therapeutic product. Infrastructure funding agencies must recognize this lengthy period and have the understanding to stay the course.
The budget is the single most important instrument that turns dreams into realities. Especially with the high risks inherent in the bioscience industry, along with long-term commitments a broad base of public and private funding must be available to adequately fund basic science, translational research, clinical trials, and commercialization. As the biomedical research mission of JABSOM expands and its discoveries begin to attract private investment capital, a critical mass could grow and become self-sustaining. But for now, all potential sources of seed funding must be explored and identified to "prime the pump."
JABSOM knows that it cannot rely only upon Federal government dollars from NIH, NCI, and NSF to fund its operating needs. Avenues of additional based funding must be identified, attracted, and encouraged to invest in JABSOM and related health science units.
The relocation of JABSOM to Kaka`ako provides Hawaii with a timely opportunity to heighten biomedical research and health care for its residents. In considering its future in the broader field of the life sciences, the University of Hawaii needs to clarify the role of JABSOM in leading this effort and promoting its relationship with the other research units on the Manoa campus and in different parts of the UH System. Furthermore, this vision and understanding must extend beyond the University's borders and the State to reach those bioscience communities abroad.
The competitiveness of biosciences should drive the State, counties, hospitals and clinics, and UH researchers to accept the challenges and build a new and important industry for Hawaii. Institutions across the Pacific Ocean have taken up the challenge and have developed national plans in order to compete in the global world. Japan, for example, recently passed legislation that would financially promote industry-university partnerships, a culturally unheard of concession for that country to spur further growth for economic development. Beginning in 1998, Japan has been infusing millions of dollars into technology licensing offices (TLO's) around the country with particular attention to bioscience development in Tokyo, and now, at the Kobe Bioscience Park that involves the major universities and research institutions in the Kansai area, namely, Kyoto, Osaka, and Kobe.
Will JABSOM live up to its promise? Can the stakeholders work together to build an entrepreneurial culture that will make things happen and achieve results? Can the Kaka`ako complex compete with other bioscience clusters to attract high caliber faculty, competent technicians and scientists, and relevant graduate/post graduate students to provide the vibrant environment necessary for breakthrough discoveries, leading edge research, and clinical development activities?.
Can UH take advantage of its geographic location, multicultural population, cultural diversity and sensitivity, and the basic science know-how already resident here to develop and build a viable new industry? Will the political process and bureaucracies provide obstacles to development or will the obstacles be removed to pursue the opportunities? John Naisbitt, world renowned author of Megatrends, indicated at a forum held at Oxford University in January 2004 that, "Systemic change occurs by pursuing opportunities, not by removing obstacles!" Will stakeholders join together to pursue those opportunities for the good of Hawaii or will special interests prevail?
The single most important ingredient indispensable for success, as echoed by those interviewed from the site visits and local stakeholders, is the need for STRONG COLLABORATIVE LEADERSHIP. It requires leaders with a clear vision of the future, a substantive mission which others will support, the ability to consistently get different parties to work together with a common goal, ability to summon a wide network of relationships to develop the broad public and private funding bases, and those who will lead by example with the respect and dignity that others wish to follow. Finally, it requires leaders with extraordinary skills simply to get the job done and produce results, who can deal with the conflicts and take advantage of opportunities, all the while keeping the big picture and vision in mind as the bioscience industry is developed, step-by-step.
It is only with such leadership that JABSOM, the broader University health sciences community, and the State of Hawaii will grow, and over time come to "live happily ever after".
University of Hawai`i System
1. Evan Dobelle, President, March 31
2. Dr. David McClain, Vice President for Academic Affairs, March 25 Dr. David McClain, Acting President, July 1
3. James Gaines, Interim Vice President for Research, February 17
4. Sam Callejo, Chief of Staff, March 4
5. Walter Kirimitsu, General Counsel, March 5
6. Jan Yokota, Director of Capital Improvements, February 24
7. Richard Cox, Associate Director, Office of Technology Transfer & Economic Development, February 24
8. Kevin Hanaoka, Interim Director, Office for Research Services, March 5
9. Keith Mattson, University Connections, March 25
University of Hawai`i at Manoa
10. Peter Englert, Chancellor, March 25
11. Rodney Sakaguchi, Vice Chancellor, Administration, Finance & Operations, March 5
12. Charles Helsley, Interim Vice Chancellor Research, April 1
13. Andrew Hashimoto, Dean, College of Tropical Agriculture & Human Resources (CTAHR), March 4
14. Marilyn Dunlap, Interim Director, Pacific Biomedical Research Center (PBRC), February 26
15. Michael Hadfield, Director, Kewalo Marine Laboratory, February 26
16. Rob Robinson, Executive Director, Pacific Asia Center for Entrepreneurship (PACE), March 1
17. Robert Bidigare, Director, Center for Marine Microbial Ecology & Diversity (CMMED), March 5
18. Kevin Kelly, Director of Business Development, CMMED, February 26
19. Chuck Hayes, Interim Dean, College of Natural Sciences, March 24
20. Klaus Kiel, Dean, School of Ocean & Earth Science & Technology (SOEST), April 1
21. Dr. Barry Raleigh, SOEST, June 25
22. Dr. Mary Tiles, Chair, UH Manoa Faculty Senate Executive Committee, March 24
23. Dr. Martha Crosby, UH Manoa Faculty Senate Exec. Committee, March 24
24. Dr. Thomas Hilgers, UH Manoa Faculty Senate Executive Committee, March 24
25. Dr. Roger Lucas, UH Manoa Faculty Senate Executive Committee, March 24
26. Dr. Thomas Schroeder, UH Manoa Faculty Senate Executive Committee, March 24
27. Dr. Janice Uchida, UH Manoa Faculty Senate Executive Committee, March 24
28. Dr. Jim Wills, Interim Dean, College of Business Administration, March 25
29. Dr. Bill Chismar, Associate Dean, College of Business Administration, March 25
John A. Burns School of Medicine (JABSOM)
30. Edwin Cadman, Dean, February 26
31. Roseanne Harrigan, Associate Dean, and former Dean, School of Nursing, March 5
32. Satoru Izutsu, Senior Associate Dean, March 22
33. Sam Shoemaker, Chief Operating Officer, March 22
34. Robert Nobriga, Chief Financial Officer, March 25
35. Allan Ah-San, Director of Physical Facilities, Kaka`ako, March 25
36. Dr. Kelley Withy, JABSOM Faculty Senate Executive Committee, March 8
37. Dr. Steven Ward, JABSOM Faculty Senate Executive Committee, March 8
38. Dr. Lois Weiss, JABSOM Faculty Senate Executive Committee, March 8
39. Dr. Elizabeth Tam, JABSOM Faculty Senate Executive Committee, March 8
40. Duane Gubler, Director, Asia Pacific Institute for Trop. Medicine & Infectious Diseases, March 22
41. John Lederer, Chief of Radiation Oncology, Queens Medical Center, March 25
42. Dr. Naleen Andrade, Chairman, Queens, and Chair, Dept. of Psychiatry, April 19
43. Dr. Ken Ward, Kapiolani Medical Center, and Chair, Dept. of ObstetricsGynocology, June 23
Cancer Research Center of Hawai`i
44. Carl Vogel, Director, Cancer Research Center of Hawaii, March 5 Carl Vogel presentation at Cancer Research Center of Hawaii, May 12
State of Hawai`i
45. Governor Linda Lingle, June 21
46. Theodore Liu, Director, DBEDT, June 21
47. Linda Smith, Senior Policy Advisor, Office of the Governor, June 21
48. Dr. Chiyome Fukino, Director of Health, June 21
49. Calvin Say, Speaker, House of Representatives, Hawai`i, May 12
50. Robert Bunda, President of Senate, State of Hawai`i, July 12
Medical Community of Hawai`i
51. Gary Okamoto, President & CEO, The Queen's Health Systems, March 8
52. Terry Long, CFO, St. Francis Healthcare System, March 22
53. Roger Drue, CEO, Hawai`i Pacific Health, March 24
54. Dew-Ann Longcaon, Hawai`i Pacific Health, March 24
55. Art Ushijima, President & CEO, Queens Medical Center, April 1
56. Captain Kevin Berry, Tripler Hospital, April 19
57. Alvin Wong, OnCare Hawai`I, April 22
58. Rich Meiers, President, Healthcare Association of Hawai`I, May 12
59. Tom Driskill, CEO, Hawai`i Health Systems Corporation, June 23
Business Community of Hawai`i
60. Anton Krucky, President & CEO, Tissue Genesis, February 26
61. Phil Bossert, Executive Director & CEO, High Technology Development Center, March 1
62. David Watamull, President & CEO, Hawai`i Biotech, March 5
63. Carl Trygstad, Vice President, Quintiles Japan-Hawai`I, March 31
64. Dan Dinnell, Executive Director, Hawai`i Community Development Authority, April 1
65. Leigh-Ann Miyasato, Executive Director, HiBEAM, April 19
66. Laurence G. Preble, Vice President, KUD International, April 22
67. Patrick Sullivan, Founder, Chairman, OCEANIT, June 2
Other Hawai`i Stakeholders
68. Harold Matsumoto, retired Executive Director, Research Corporation of UH (RCUH), March 1
69. Terry Rogers, retired Dean of JABSOM, March 4
70. Kirk Horiuchi, Asset Manager, Kamehameha Schools, March 24
71. Robert Oda, Project Manager, Commercial Assets Division, Kamehameha Schools, March 24
72. Mike Fitzgerald, President and CEO, Enterprise Honolulu, March 31
73. Bruce Coppa, Director, The Pacific Resource Partnership, March 31
74. Momi Cazimero, former UH Regent, March 31
75. Fujio Matsuda, UH President Emeritus & Chairman, Pacific International Center for High Technology Research (PICHTR), May 28
76. Walter Niemczura, President, Unit 8, Hawaiian Government Employees Association (HGEA), July 22
77. Leiomalama E. Desha, Field Services Officer, HGEA, July 22/Aug 4
78. Diane Nakashima, State Director, HGEA, July 22
79. Georgette Sakumoto, Oahu Island Division Chair, HGEA, July 22
80. J.N. Musto, Executive Director, University of Hawai`i Professional Assembly (UHPA), July 22
81. Judy Chow, UH Clerical Association President (telephone), August 4
82. Russell Okata, Executive Director, HGEA, August 4
83. Randy Perreira, Deputy Director, HGEA, August 4
Other Interview conducted in Hawai`i
84. Lindsay Desrochers, Vice Chancellor for Administration, UC Merced, March 16
Telephone Interviews conducted in Hawai`i
85. Carolyn Lee, Director, UCSD Connect, March 8
86. Dr. Hal Moses, Cancer Center Director, Vanderbilt University, March 22
87. Dr. Scott Lillibridge, Director, Center for Biosecurity & Public Health Awareness, School of Public Health, University of Texas Health Science Center at Houston, May 28
Mainland United States Institutions
1. UCLA
2. UC San Diego
3. UC San Francisco
4. University of Chicago
5. University of Pennsylvania
6. University of Texas Health Science Center at Houston
7. University of Utah
8. University of Washington
9. University of Wisconsin Wisconsin Alumni Research Foundation
10. Baylor College of Medicine
11. Fitzsimons Redevelopment Authority (University of Colorado Health Sciences Center)
12. Fox Chase Cancer Center
13. Fred Hutchinson Cancer Research Center
14. Johns Hopkins University
15. MD Anderson Cancer Center
16. Oklahoma University
17. Oregon Health Services
18. Rutgers University
19. Stanford University
20. Vanderbilt University
21. Yale University
Asian Institutions
1. Kyoto University, Japan
2. Kobe Port Island Project, Japan
3. Biopolis, Singapore
4. Chinese University of Hong Kong
5. Hong Kong Institute of Biotechnology
6. Hong Kong University of Science & Technology
7. Zhongguancun Haidian Science Park, Beijing, China
Interviewees in mainland United States
Andrew Neighbour, Associate Vice Chancellor - Research, UCLA, March 10
Alan Paau, Asst. Vice Chancellor, Tech. Transfer & IP Services, UC San Diego, March 10
Ray Gesteland, Vice President - Research, University of Utah, March 11
Joel Kirschbaum, Director, Office of Tech. Management, UC San Francisco, March 12
Vijay Pande, Asst. Professor - Dept. of Chemistry, Stanford University, March 12
Murray Sachs, Biomedical Engineering, Johns Hopkins University (JHU) April 6
Ted Poehler, Vice Provost for Research, JHU, April 6
Sigrid M. Volko, Asst. Director, Licensing & Tech. Development, JHU, April 6
Leigh A. Penfield, Asst. Director, Licensing & Tech. Development, JHU, April 6
Catherine E. Vorwald, Asst. Director, Tech. Development, JHU, April 6
R. Keith Baker, Director, Tech. Licensing, JHU, April 6
Louis Berneman, Managing Director, Center for Technology Transfer, University of Penn, April 6 and 8
Jon Soderstrom, Managing Director, Office of Cooperative Research, Yale University, April 7
Office of Corporate Liaison and Technology Transfer, Rutgers University, April 7
Patricia Harsche-Weeks, Vice President, Planning and Business Development, Fox Chase Cancer Center (FCCC), April 9
Susan Higman Tofani, Vice President, Population Science and Network Development, FCCC, April 9
Paul F. Engstrom, Senior VP, Population Science and International Prog., FCCC, April 7
Howard Ozer, Director, Oklahoma University Cancer Center, April 12
Joseph J. Ferretti, Senior VP & Provost, Oklahoma University Health Sciences Center (OUHSC), April 12
Michael S. Gilmore, VP for Research, OUHSC, April 12
Joseph L. Waner, Director, Office of Technology Development, OUHSC, April 12
Bryan Z. Renk, Director of Licensing, Wisconsin Alumni Research Foundation (WARF), University of Wisconsin at Madison, April 13
Paul V. Radspinner, Licensing Manager, WARF, April 13
Phil Thomson, Director of Licensing, MD Anderson Cancer Center, April 14
William J. Doty, Managing Director, Technology Commercialization, MD Anderson Cancer Center, April 14
Alfred `Buz' Brown, President, BCM Technologies, Baylor College of Medicine, April 14
John S. Swartley, Senior Vice President, BCM Technologies, April 14
Laurence Hill, Director of Program Development, Division of Biological Sciences, University of Chicago, April 15
Mike Gara, Project Manager, Office of Technology and Intellectual Property, University of Chicago, April 15
Joseph Robertson, Dean, School of Medicine, Oregon Health Sciences University (OHSU), May 3
Grover Bagby, Director, Cancer Center, OHSU, May 3
Richard Traystman, VP for Research, OHSU, May 3 Peter Kohler, President, OHSU, May 3
Dr. Lee Huntsman, President, University of Washington (UW), May 4
Dr. David Thorud, Acting Provost, UW, May 4
Susan Wray, Director, Industry Relations, School of Medicine, UW, May 4
Dr. Paul Ramsey, Vice President for Medical Affairs and Dean of the School of Medicine, UW, May 4
Dr. Albert Berger, Associate Dean for Research and Graduate Education, School of Medicine, UW, May 4
Dr. Jim Severson, Vice Provost, UW Technology Transfer, UW, May 4
Lee Hartwell, President & Director, Fred Hutchinson Cancer Research Center (FHCRC), May 4
Myra Tanita, Executive VP & COO, FHCRC, May 4
Peggy Means, Senior VP for Strategic Dev. and Planning, FHCRC, May 4
Fred Appelbaum, Senior VP of the Division of Clinical Research & Executive Director of the Seattle Cancer Care Alliance, FHCRC, May 4
Richard Krugman, M.D., Dean, School of Medicine, University of Colorado Health Sciences Center, Fitzsimons Redevelopment Authority, August 20
Robert Olson, Regional Director, Economic Development Administration, U.S. Department of Commerce, August 20
Jill Sikora Farnham, Acting Executive Director, Fitzsimons Redevelopment Authority, August 20
Jack Burns, Ph.D., Vice President for Academic Affairs and Research, University of Colorado System, August 20
Interviewees in Asia
Dr. Chuankuan Yuan, Professor and President, Zhongguancun Institute for Innovation, Beijing, May 19
Wang Shiqi, Vice President, Business Incubator of Zhongguancun Haidian Science Park (ZHSP), Beijing, May 19
Meng Han, Engineer, Enterprise Development & Management Department, ZHSP, Beijing, May 19
Wang Wei, Officer, Educational Administration, ZHSP, Beijing, May 19
Dr. Hiroo Iwata, Professor, Institute for Frontier Medical Sciences, Kyoto University, June 14
Dr. Akinori Noma, Professor, Department of Physiology and Biophysics, Kyoto University, June 14
Dr. Teranishi Yukata, Director, Science and Business Liaison, Shiran-kai, and Visiting Prof., Kyoto University Medical Science and Business Liaison, June 14
Hideho Tanaka, Associate Professor, Management of Technology in Medical Science, School of Public Health, KU Graduate School of Medicine, June 14
Takayuki Kimura, Coordinator, Business/Academica Collaboration, Leading Project for Biosimulation, June 14
Toshiro Maehata, Assistant Manager, Medical Industry Development Project, New Corporate Development Department, Kobe City Government, Port Island, June 14
Dr. Hiromi Nishimura, Sr. Research Scientist, Dept. of Regenerative Medicine, Institute of Biomedical Research and Innovation, Port Island, June 14
P. Jeyaratnam, Executive Chairman, S&J Asia-Pacific Ventures Pte. Ltd, June 16
Howard Califano, Consulting Director, Bio*One Capital, EDB Investments, Biopolis, June 16
Sook Yin Cheong, Senior Officer, Biotechnology, Biomedical Sciences Group, EDB, Biopolis, June 16
Dr. Robert Kozma, Head, Office of Business Development, Genome Institute of Singapore, Biopolis, June 16
Dr. Sharan Sambhi, Sr Mgr, Biomed Sci. Div, Exploit Tech, Biopolis, June 16
Dr. Allen Yeo, Manager, Biomed Sciences Div., Exploit Tech., Biopolis, June 16
Dr. Dennis Lo, Professor of Chemical Pathology, Associate Dean (Research), Faculty of Medicine, Chinese University of Hong Kong (CUHK), June 17
Alice Ngan, Director, Research and Tech. Admin. Office, CUHK, June 17
Billy Lam, Technology Licensing Coordinator, Research and Technology Administration Office, CUHK, June 17
Dr. Walter Ho, Managing Director, HK Institute of Biotechnology Limited, June 17
Dr. Peter Dobson, Associate VP for Academic Affairs, HKUST, June 18
Dr. David Miller-Martini, Business Development Manager, Biotechnology Research Institute, HKUST, June 18
Dr. Bradley Foreman, Physics Department, HKUST, June 18 Dr. Yick Mow Shum, Associate Director, HKUST Shenzhen Institute, June 18
Prof. Tony Eastham, Associate Vice-President for Research and Development, HKUST and President/CEO, HKUST R&D Corporation Limited, June 18
Dr. Rocky Law, Develop. Mgr., Technology Transfer Center, HKUST, June 18
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