IMPLEMENTING THE CONVERGENCE OF
ENGINEERING, TECHNOLOGY & MEDICINE
UI College of Medicine Dean’s Office
Business Plan
November 3rd, 2014
TABLE OF CONTENTS
Page #
INTRODUCTION .............................................................................................................................. 1
PROGRAM STATEMENTS & COST ESTIMATES:
1. Strategically Integrate Engineering into COM Education and Training .......................... 4
2. Redefine the Role of the COM-Urbana Champaign Regional Site .................................. 9
3. Formalize Clinical Partnerships ..................................................................................... 12
4. Establish the Illinois Translational BioEngineering Institute ......................................... 14
ECONOMIC IMPACT....................................................................................................................... 23
APPENDIX A – Methodology for Calculating Economic Impact .................................................... 26
APPENDIX B – Current State of COM-UC ...................................................................................... 27
APPENDIX C – UIC Initiatives for Technology Innovation & Commercialization ........................... 31
APPENDIX D - Report from the President’s Council of Advisors on Science and Technology....... 35
APPENDIX E – Additional Bibliography ......................................................................................... 37
Page i
INTRODUCTION
In medicine and healthcare, as in other areas of endeavor, critical solutions to the challenges of our time
can arise from convergence, that is, transdisciplinary integration of insights and approaches from distinct
fields. The University of Illinois College of Medicine (UI COM) boldly proposes that biomedical and
technological convergence becomes a central pillar at its four campuses, undergirding medical
education, research, and compassionate patient care. By incorporating this theme with the humanity of
medicine and other COM pillars, the COM seeks to address ongoing and unmet healthcare needs of
Illinois and of society at large for the present and foreseeable future.
We are in the midst of an ongoing technological revolution, which presents a timely opportunity for the
COM to be at the forefront of transforming medicine. The COM is well positioned to leverage UI’s
engineering and scientific assets on our four campuses to address unmet patient needs. Our continuing
goal is to integrate science and technology with the humanity of medicine, educate Illinois’ physician
workforce for an era of high technological innovation, and translate discoveries into practical
applications targeted to the diverse communities and settings of our state. We envision an emerging
technology-based approach to permeate throughout the COM (medical students, graduate students,
residents, fellows, faculty and administration) to facilitate affordable technology development, private
economic spinoffs, and public-private partnerships in the UIC-UIUC corridor and throughout Illinois.
Among the alternatives being considered for the future of medicine at the University of Illinois, a unified
COM is best positioned to promote university-wide collaborations, avoid balkanization, leverage the
immense opportunities provided by our presence in Chicago in conjunction with our seven Health
Science Colleges, and implement the wider scope of changes that are required to bring about a farreaching, impactful transformation in medicine that will have a significant social and economic impact
within and beyond the state of Illinois.
Over 100 years ago, the Flexner report established the biomedical model as an enduring basis for
medical education. Now, in an era of increasing technological pervasiveness, the COM believes that the
biomedical science-centric model of education, training and research should be enhanced to better
incorporate the growing convergence of medicine with engineering, computational science, physical
sciences, social sciences, and other fields. The innovations that will result from this trans-disciplinary
convergence will enable increasingly effective and affordable health care for communities living in
diverse urban, rural and suburban settings in Illinois and beyond. The wide reach of the unified COM
across the state will enable us to be a well-spring for the development and implementation of
innovative technologies. Our students and graduates will be superbly trained for the most effective
practice of medicine in the new era of technology-intense, innovative health care. The proposed unified
UIC-UIUC ecosystem will provoke innovation and commercialization, facilitate transition from
laboratories to the marketplace through rapid product development, and expand economic activity in
Illinois.
The future of medicine will be driven by innovations and discoveries that result from the creative
convergence of approaches and insights from multiple fields, and from growing interconnections
between medicine and other life sciences on the one hand, and engineering, computational, physical
and chemical and social sciences on the other. This convergence will yield new understanding of the
causes of disease, and technological breakthroughs in the way we diagnose, treat and manage patients,
whether in specialized settings or in their communities. To be at the cutting edge of this technological
revolution in medicine will require trans-disciplinary integration and, concomitantly, strengthening the
humanistic elements of medicine. It will also require physician scientists and other researchers who are
Page 1 of 38
trained across disciplines and who form partnerships with clinical colleagues. Transformative research
will change the model of patient care to one that focuses on prevention, population health and
management of chronic disease and will result in opportunities for commercialization of innovations
that will contribute to the well-being of the citizens of the state, while also contributing to significant
growth in economic activities across Illinois.
Medicine is already changing rapidly and dramatically. The Affordable Care Act is directing health
provision towards a continuum of care and reduced total costs. Demand for accessible, personalized,
affordable health care is growing. The rapidly emerging need is for technology that offers the best
affordable innovations that can be adapted for use across the entire spectrum of healthcare. To respond
to these developments, we envision a bio-innovation ecosystem that can integrate technology and
innovation in medical education, clinical care and research. At the center of this bio-innovation
ecosystem is the convergence of engineering and medicine. The COM has already taken steps in creating
cultural, administrative, research, teaching, partnership, and funding structures that form the
foundation for a successful convergence ecosystem.
The vision for the future COM will combine the aspirations of UIC and UIUC to promote an enhanced
academic enterprise, across COM’s four campuses (in Chicago, Peoria, Rockford and Urbana), serving
Illinois and the Midwest. Each campus will build on its strengths, engaging partner hospitals and local
community resources. For example, OSF Healthcare has academic affiliations with the COM campuses
in Peoria and Rockford as well as with the College of Engineering at UIUC. Collaboration between
entities will strengthen the convergence between healthcare delivery, medical education,
biotechnology, and high quality patient care.
With this vision in mind, the COM commissioned Manatt Health Solutions to make recommendations
that would enable implementation of our vision and, simultaneously, advance a “win-win” partnership
with UIUC to address the UIUC/Carle objectives as enunciated in the Tripp Umbach Report
http://go.illinois.edu/collegeofmedicinestudy. These steps are detailed in the Manatt white paper
released a few weeks ago (a copy is available at http://medicine.uic.edu/whitepaper for your reference).
Manatt’s white paper proposed a set of recommendations that are distinct from, and mutually exclusive
of, a separately accredited medical school. A separate UIUC medical school will have limited access to
the diverse patient populations, clinical presentations, and economies of scale that exist within the
unified state-wide COM. Manatt’s white paper recommendations, including “establishing an innovative
engineering-centric curriculum, expanding an engineering-centric MD-Ph.D. program, developing a GME
consortium, recruiting basic and clinical faculty onto the UIUC campus, and implementing enhanced
models for research development” can all be accomplished within the current unified COM structure.
This approach has the highest probability of transformative change that benefits all of the University of
Illinois as well as citizen’s across the state. This would have the added benefit of saving a substantial
amount of the projected start-up costs for a new medical school and the LCME accreditation hurdles.
Resources could then be directed to faculty recruitment, research programs and development activities,
including acceleration of incubator activities, with tremendous economic impact to the University and
the State of Illinois (see page 24 and Appendix A).
We recognize the continuing value and quality that UIUC affords to the unified COM, and we view
favorably Manatt’s white paper recommendations for specific changes to the COM campus at UrbanaChampaign for increased autonomy in lieu of a separate medical school. Documented below is a
Page 2 of 38
detailed plan for implementing the various initiatives to achieve both the COM’s vision for the future
and UIUC’s objectives.
Page 3 of 38
PROGRAM STATEMENTS FOR NEW INITIATIVES
1. S TRATEGICALLY I NTEGRATE E NGINEERING INTO COM E DUCATION AND T RAINING
Recognizing the convergence of medicine with science, engineering and technology, the University of
Illinois College of Medicine (UI COM) is embarking on a transformational change to the way physicians
are trained. The innovations being implemented will provide our medical students, residents and
fellows with the skills necessary to be leaders in clinical practice and in creating new knowledge to
benefit generations to come. The results of our efforts will be a major expansion of the opportunities
for students to incorporate physical sciences and engineering knowledge into their program of study. In
particular, the focus will be to create a broad pipeline of students who will choose to integrate medicine
with engineering and related disciplines and follow through their training to become clinicians,
researchers and physician-scientists, ultimately finding positions as clinician leaders, faculty,
entrepreneurs, employees of biomedical companies, and other key employers including government.
With UI COM remaining as a unified medical school the integrity of the curriculum across the campuses
will be maintained and strengthened with elective opportunities for research and additional degrees.
Various programmatic emphases may differ in scale or direction on each campus and translate into
unique educational options providing all students with opportunities to choose a program that allows
them to achieve their own educational goals.
The new programs and opportunities for students include the following:
A) UI COM will introduce engineering into the training of all undergraduate medical students on all four
campuses of the UI College of Medicine. In doing so, UI COM will provide students with a unique
undergraduate medical experience that will prepare them to practice medicine incisively during a
period of burgeoning technological innovation in healthcare. College graduates will be leaders in
the delivery of clinical care in this new era, and will widely impact medical research. This innovative
educational program will introduce engineering concepts into the didactic component of M1 and
M2 education. Curricula will be developed jointly by College of Medicine faculty and College of
Engineering faculty and will be team taught by faculty from both colleges. The M1 & M2
“doctoring” courses, the M1 Physiology, Genetics, and Anatomy, and M2 Pathophysiology courses
will be greatly revamped to give medical students understandings that until now have not been
emphasized in medical education - how engineering concepts and technology are integral to the
current and future practice of medicine, and how physicians engage with technological applications
to deliver patient care in a critical, sophisticated manner. Similarly, clinical experiences subsequent
to these unique M1 and M2 courses and content will include applications of engineering concepts to
clinical practice. Additionally, M4 clinical and research electives that integrate engineering and
medicine will be developed and team taught by COM and Engineering faculty. COM graduates will
be distinctive and sought after, as they will be discriminating early adopters and shrewd facilitators
who also hold to humanistic priorities. This focus on engineering meshes well with the commitment
of the College and our clinical partners to underserved populations in urban, rural, and global
settings as technology plays an increasing role in patient self management, telemedicine, and
population health.
Page 4 of 38
In order to redesign the curriculum, faculty resources will have to be dedicated and their time
protected. Curriculum development will require two COM faculty and two Engineering faculty at
0.4 FTE (four half days per week) for one year. The ongoing success of the program is dependent on
the faculty, across the College, committing to the program and rigorously introducing its new
components into the instruction that they provide. In order to ensure that the new curriculum is
adopted and continues to evolve, faculty Leaders charged with being champions for the program
and a resource to other faculty will be appointed, two 0.25 FTE in Chicago and one 0.25 FTE in
Rockford and Peoria. This role will be performed in Urbana, by the leaders of the Eng-Med program
(see below). M4 clinical electives that incorporate engineering and clinical medicine will be
developed by a team consisting of one 0.25 FTE COM and one 0.25 FTE engineering faculty member
over a three year period. In order to assist students in selecting the appropriate electives and
advising them of the way these electives will affect their career, a half-time program director for
Chicago and quarter-time program directors in Peoria and Rockford will be appointed. The M4
electives will be team-taught by COM and Engineering faculty. The Engineering faculty will be
recruited internally from the Department of Bioengineering and other departments in the COE. The
College of Medicine currently has a small core of faculty whose training and experience has
prepared them to teach the engineering based M4 electives. The College does not have a sufficient
number of engineering trained clinical faculty to fully staff this program. However, as faculty leave
and retire, replacement faculty who have the appropriate backgrounds to teach in this new
environment will be hired as replacements. Table 1 – Section A provides a summary of the program
costs for integrating engineering into the undergraduate curriculum. Start-up costs for introducing
engineering into the curriculum for all students will be approximately $660,000 and the on-going
costs are approximately $530,000 per year.
B) An engineering intensive (Eng-Med) program will start with 24 students (12 at UIC and 12 at UIUC),
with the objective of eventually growing to 48 students per year, pending the availability of faculty
prepared to provide the appropriate clinical experiences. The Eng-Med track adapts best practices
from the UI COM Rural Medicine (RMed), Global Medicine (GMed), and Urban Medicine (UMed)
programs and from the Harvard-MIT Health Sciences & Technology MD program. It establishes a
four-year program of coordinated activities conducted in a cohort structure that can be
accomplished without prolonging the length of undergraduate medical education. Similar to the
other track programs, the Eng-Med program will establish unique admission criteria, with a B.S.
degree in an engineering or physical science field preferred. It will initially be focused on UIC and
UIUC, starting with cohorts of 12 at each educational site. This program introduces engineering and
technology focused didactic instruction during the summer between the M1 and M2 year as well as
a capstone course as one of the electives during the M4 year.
We can easily imagine this program expanding to the other sites. For example, students who begin
in Urbana and come to Peoria could participate in this Eng-Med program utilizing the resources of
the Jump Trading Simulation Center and the existing Applied Research in Community Health through
Engineering and Simulation (ARCHES) program. In addition, they could work with OSF/Unity Point in
data analytics, systems engineering, rural care delivery, or other fields. Their capstone activities and
their project direction could occur in Peoria with the appropriate support. Similarly, students at
Page 5 of 38
Rockford could build on the large rural medicine and pharmacy programs there to advance the study
of technology in rural care delivery.
Eng-Med program costs are built-up and detail is provided in Table 1 – Section B. These costs
include program directors (half-time) at both Chicago and Urbana to advise students in the program.
The curriculum for the summer between the M1 and M2 year and the capstone coursework will be
developed by a team consisting of two 0.25 FTE COM and two 0.25 FTE engineering faculty
members over a three year period. A unique feature of this program is that it does not increase the
cost of undergraduate medical education to the students and as a consequence, tuition for each
participating student for additional required coursework during the summer between the M1 and
M2 years is included in program cost. Stipends will be provided for faculty supervising capstone
course in Chicago and Urbana. Start-up costs for the Eng-Med program will be approximately
$650,000 and the ongoing costs are approximately $810,000 per year.
C) Increased opportunities for Residents and Fellows to obtain engineering knowledge will be provided
through a set of electives incorporating bioengineering, bioinformatics, and related technology
concepts and applications into residency programs. Costs for the development of these electives
will be small as they will be spinoffs from the M4 clinical instruction developed for the
undergraduate program and delivered as part of the regular clinical program. Total start-up cost is
approximately $150,000 (see Table 1, Section C).
D) UI COM will provide support for students at UIC and UIUC who want to obtain a BS in Engineering
that leads directly into the UI COM MD program. This initiative, akin to UIC’s Guaranteed
Professional Program Admissions (GPPA) program, will include advising, seminars during the
baccalaureate program and opportunities for students with this interest to interact with one
another. Annual operating costs are approximately $142,000 per year (see Table 1, Section D).
E) The UI COM will provide opportunities for students to earn MS degrees in engineering at UIC or
UIUC, either during or after completing the MD degree. The Colleges of Engineering at UIC and UIUC
and College of Medicine propose to offer a joint MD/MS in Bioengineering. This five year program
will prepare medical school graduates with the skills required to combine their clinical knowledge
with the knowledge and skills needed to conduct research to prepare them for careers as clinical
researchers. Students could either devote the year between their M3 and M4 program years to
completing the MS program or enter the MS program after completion of the undergraduate
medical degree. The program will typically require only one year beyond the commitment for the
MD program and will be linked tightly with the Eng-Med undergraduate medical education program.
There are no incremental costs for this initiative.
This program could also involve all four campuses of the college of medicine, building on the unique
assets of each. In Peoria, the Jump Trading Simulation Center and the ARCHES program could
support masters training specifically linked to engineering simulation devices or medical device
development. Rockford’s Medicine/Pharmacy connection could add master’s training that links
technology to correct prescribing, drug delivery, rural telepharmacy and technology-enhanced
patient prescription education.
Page 6 of 38
F) UI COM will grow the existing MD-PhD programs at the Chicago and Urbana campuses of UI COM
and link them directly to the Eng-Med program. The Eng-Med program with a PhD degree in an
engineering field will be available in partnership with the Colleges of Engineering at UIC and UIUC.
This dual-degree program is designed to prepare students as leading physician-engineers at the
forefront of research and development of advanced healthcare technology and its translation into
clinical practice and ultimately vastly improved health outcomes. There are two options, depending
on campus location: (1) Medical Scientist Training Program (MSTP) at UIC; (2) Medical Scholars
Program (MSP) at UIUC. These programs combine the major portions of the Eng-Med medical school
experience and biomedical engineering PhD curricula to provide an integrated physician-engineer
education. Program duration varies from student to student, but training generally requires seven to
eight years.
The cost summary for this program is shown on Table 1, Section F. These costs are based on a
growth of enrollment of 5 students at UIC and 15 Students at UIUC. The on-going cost for expanding
the MD-PhD programs at Chicago and Urbana are approximately $1.64 million.
Implementing recommendation 1 will significantly transform medical education at the University of
Illinois and serve as a model for medical education nationally. The total cost of implementing
recommendation 1 is summarized in Table 1. This recommendation, including the infusion of
engineering across the curriculum, development of the Eng-Med track, enhancement of the GME
programs, and support for MD/PhD growth at both the Chicago and UIUC campuses, will require startup costs of approximately $1.5 million with annual operating costs at full implementation estimated to
be approximately $3.1 million.
Funding for this initiative would come primarily from existing COM reserves during the first three years
of the initial implementation. Additional and continuing support from UIC and UIUC campus might be
another source for funding the operation of this new track. It is expected after the third year to access
funding from NSF and/or NIH grants to cover most of the $2.8 million estimated annual operating costs.
We would expect to apply for and receive a large educational grant related to the “convergence of
Engineering and Medicine.” Another source of funding is expected to come from the growth of our
philanthropic donations.
Page 7 of 38
Table 1: Integrate Engineering into COM Education and Training
Start Up Cost
Projected Costs/Year
Component Cost
Year 1
Year 2
Year 3
Year 4
Year 5
A - Introduce Engineering into the Undergraduate Medical Curriculum
M1 and M2 Curriclum Development
$336,000
Lead Faculty
Chicago Campus
Peoria/Rockford Campus
M4 Curriculum Development
M4 Program Director
Chicago Campus
Peoria/Rockford Campus
M4 Team Teaching
Engr Fac - Chicago
Engr Fac - Peoria/Rockford
Net Cost
$100,000
$100,000
$105,000
$336,000
$103,000
$103,000
$108,150
$106,090
$106,090
$111,395
$109,273
$109,273
$112,551
$112,551
Ongoing Annual Cost
5-Year Total
$530,914
$530,914
$324,545
$336,000
$109,273
$109,273
$324,545
65,000
65,000
65,000
65,000
$130,000
$130,000
$65,000
$65,000
$120,000
$60,000
$0
$0
$0.00
$0.00
$0.00
$0.00
$120,000
$60,000
$123,600
$61,800
$243,600
$121,800
$641,000
$314,150
$323,575
$528,545
$540,502
$2,347,772
$61,800
$61,800
$216,300
$63,654
$63,654
$222,789
$65,564
$65,564
$67,531
$67,531
$318,548
$318,548
$649,089
$271,920
$420,116
$576,960
$594,269
$1,863,265
$576,960
$50,000
$50,000
$51,500
$51,500
$101,500
$101,500
$50,000
$50,000
$660,545
$528,545
B - Establish Engineering - Medicine Track ("Eng-Med")
Program Director
Chicago
Urbana
Curriculum Development
M1-M2 Summer Coursework
Student Support/Teaching
M4 Capstone
Faculty Supervision - Chicago
Faculty Supervision - Urbana
Net Cost
$60,000
$60,000
$210,000
$65,564
$65,564
$649,089
$330,000
$611,820
$770,213
$808,087
$832,330
$3,352,450
$649,089
Curricular Development (Electives)
$75,000
$75,000
$0
$0
$0
$150,000
$150,000
Net Cost
$0
$0
$0
$150,000
$150,000
$808,087
C - Enhance Resident (GME) Education
$75,000
$75,000
D - Support BS/MD in Engineering
Advisor/program ing UIC & UIUC
$0
$130,000
$133,900
$137,917
$142,055
$146,316
$690,188
Net Cost
$130,000
$133,900
$137,917
$142,055
$146,316
$690,188
$0
$142,055
$0
$0
$0
$0
$0
$0
$0
$0
Student Support Costs
MD-PhD Students - Chicago
MD-PhD Students - Urbana
$375,000
$375,000
$386,250
$772,500
$397,838
$1,193,513
$409,773
$1,229,318
$422,066
$1,266,197
$1,990,926
$4,836,528
Net Cost
$750,000
$1,158,750
$1,591,350
$1,639,091
$1,688,263
$6,827,454
$0
$1,639,091
$1,926,000
$2,293,620
$2,823,055
$3,117,778
$3,207,411
$13,367,863
$1,459,634
$3,117,778
$142,055
E - Support MD/MS in Engineering
Net Cost
F - Support MD-PhD
TOTAL Net Cost
$409,773
$1,229,318
Notes:
Costs excalated at 3% per year
Ongoing annual costs based on Year 4 costs
Page 8 of 38
2. R EDEFINE THE R OLE OF THE U RBANA C HAMPAIGN REGIONAL BRANCH
Goals:
A foundational component for accomplishing the vision described by Dean Azar will be a new level of
collaboration between UI COM and UIUC, which in our view can only be achieved if a new medical
school is not developed. Therefore, we recommend that the regional branch campus be optimally
configured to support this collaboration. To meet the Urbana campus requirements, we propose
interlocking accountability between UI COM and UIUC and increased flexibility and autonomy for UIUC
in the areas of faculty recruitment, appointments, and evaluation and promotion. Programmatically,
these changes would enable a new focus and development of science/engineering as well as
recruitment of clinical faculty with positions at Carle, Presence, and other affiliates which would address
the need for clinician collaborators. The structure of UI COM-UC would be configured to support the
recruitment of subspecialists at Carle who seek to have a research participation and faculty
appointment.
Current State:
A detailed description of the current state of the COM-UC regional site and its relationship to UIUC can
be found in Appendix B.
Recommendations:
A. Administration
We propose that the following changes be made to the administrative structure, which we believe
provide the flexibility and degree of influence for UIUC that will support its aspirations, while also
providing the benefit of scale and the scope of the College of Medicine.
i.
ii.
iii.
iv.
The Regional Dean of the UI-COM-UC would have a UIUC faculty appointment with primary
reporting to the Executive Dean of the UI-COM and a matrix reporting to the UIUC Provost.
The UIUC Provost would provide input into the recruitment and selection of the UI-COM-UC
Regional Dean as well as input in his/her annual and five year reviews.
Annual and five year reviews of the UI COM-UC Department Heads would be conducted with
input from the relevant UIUC Dean.
The Director of the School of Molecular and Cellular Biology and the Head of the UIUC
Bioengineering Department would be appointed as Associate Deans in the UI-COM.
B. Financial
i.
ii.
iii.
UI-COM will continue to distribute tuition revenue to UI-COM-UC in proportion to student
enrollment as has been the practice for the past few years.
The GRF allocation to UI-COM-UC will be maintained.
The UI-COM has made recent investments to strengthen the regional site in Urbana-Champaign.
Although under the existing MOU the UIUC was expected to support faculty recruitment, UICOM provided full financial support for the recent recruitment of two basic science faculty
members. An appropriate arrangement acceptable to both UIUC and UI-COM will be negotiated
to ensure an appropriate level of financial support for new faculty recruitment.
Page 9 of 38
C. Faculty
Recruitment of additional faculty will be essential to the success of both UIUC and UI-COM-UC. We
propose a straightforward division of responsibilities.
i.
ii.
iii.
iv.
A coordinated recruitment plan for hiring physician-scientists by UIUC and UI-COM will be
established, with input from key clinical partners (such as Carle).
UIUC will recruit basic science faculty with UI- COM input to the search committees.
UI-COM will recruit MD clinical faculty with UIUC input to the search committees, driven by
pedagogical needs and the service/staffing needs of key clinical partners (such as Carle).
UI-COM and UIUC will jointly establish a dedicated process for the promotion and tenure
decisions for faculty members based at UIUC but with UI-COM appointments.
D. Clinical Practice
i.
ii.
iii.
iv.
UI-COM will help develop and establish a practice plan, which is the key to successful
recruitment of clinical faculty.
UI-COM will work closely with Carle to develop a well-defined plan for revenue distribution from
professional billing.
UI-COM will work closely with Carle and assist in their efforts to establish partnerships with
other health care providers.
UI-COM will work closely with Carle in other relevant areas of common interest to strengthen
the relationship.
E. Research
i.
ii.
iii.
iv.
UI-COM is committed and willing to support recruitment of additional research-oriented faculty
to be housed on the UIUC campus.
Both direct and indirect research cost dollars will “follow the investigator” (i.e. remain with UIUC
for UI-COM faculty based at UIUC), which is consistent with the current practice.
Most clinicians’ salaries will be more than that of the NIH salary cap (which is approximately
$180K) and therefore, the salaries for many clinician-scientists can never be fully recovered from
grants. Clinician-scientists’ practice activities should cover the salary differential not covered by
grants.
Research administration services will be provided to COM-UC faculty by UIUC support units just
like they would to UIUC faculty. Any incremental staff needed in these units (e.g., grants &
contracts, IRB, technology transfer, and so on) would be funded from the incremental ICR
generated by the new faculty.
We estimate that implementation of Recommendation 2 with require $1 million in startup costs over
the initial three-year period. Annual operating costs at full implementation are estimated at $350,000.
The estimates for this recommendation include costs associated with student advisory services, human
resources and recruiting expertise, and stipends for administrative support.
Page 10 of 38
Table 2 – Redefine the Role of the Urbana-Champaign Regional Branch
Summary Cost Projection - Recommendation 2
Sub-Recommendation
Enhancement of Urbana-Champaign
Campus to Meet Needs of New
Programs
Recommendation 2 Net Cost
Component
Student Advisory Services
Human Resources
Administrative Support Stipends
Net Cost
3-Year Start-Up
Cost
(FY 16-FY 18) Ongoing Annual Cost
Capital Cost
$
$
$
$
$
-
$
$
$
$
$
225,000
600,000
225,000
1,050,000
1,050,000
$
$
$
$
$
75,000
200,000
75,000
350,000
350,000
Certain aspects of the current arrangement should remain but be formalized. A new MOU would be
drafted, and would encompass the changes describe above but would also include additional
dimensions. These include UIUC campus support for the O&M and R&R costs of space occupied by the
COM on the UIUC campus. UIUC would continue to receive AFMFA revenue generated by students at
COM-UC. As noted above, UIUC would also be receiving F&A revenue from grants secured by COM-UC
faculty.
We anticipate funding the first three years of this initiative, which includes costs related to student
advisory services, human resources, and stipends for administrative support, with existing UI COM
reserves. As new agreements are forged for collaborative faculty hiring, other resources would come
from the Chancellors of UIC and UIUC as well as from cooperation and affiliation agreements with Carle
Health System and Presence (in order to provide UIUC more flexibility and autonomy to recruit and
appoint faculty with positions at Carle, Presence and other clinical affiliates.)
Page 11 of 38
3. F ORMALIZE C LINICAL P ARTNERSHIPS
Clinical partners are essential to all dimensions of our proposed program. The provision of training sites,
the support for faculty recruitment and retention, and the opportunity to rapidly bring new technologies
into clinical practice all require vibrant clinical partnerships. Each of Carle, OSF, Presence, Unity Point,
and other affiliated health systems must address their needs to maintain and build their clinical
workforce, with a range of needs from primary care to selected subspecialists who will help these
clinical systems meet the needs of the communities they serve. Addressing these needs will require a
coordinated planning and workforce development across all of UI COM as well as the potential for
enhancement of programs at Urbana, Peoria, and Rockford. In particular, a true “pipeline to practice”
model should be considered, linking training at every stage to the clinical requirements of Carle, OSF,
Unity Point , Presence and other clinical partners, with the objective of preparing trainees for the next
generation practice of medicine By 2017, the U.S. will graduate more doctors from medical school than
we have residency positions.
We are in agreement with the Tripp-Umbach recommendation for a GME consortium (within TU
recommendation #3), however we feel that the scope of the consortium should extend beyond Urbana
and Carle and would be better served by linking existing clinical affiliates together, combined with the
COM’s extensive GME experience. Therefore, we propose to work with OSF, Carle, Presence, Unity
Point and others to establish a Regional GME Consortium sponsored by the COM, with the objective of
developing new residency programs in the region, enhancing the stability and excellence of current
programs, and developing new affiliated sites to support additional training locations. Benefits of a GME
consortium include sharing the costs of administering the GME programs, sharing educational resources,
coordinating the financial arrangements needed to develop and sustain new programs, and supporting
community based medical education. A GME consortium can prove pivotal in establishing new programs
at regional acute care hospitals in underserved areas that do not have the capacity or size to start
quality programs on their own. GME consortia can also serve to stimulate and encourage clinical
research in collaboration with a sponsoring medical school.
A GME consortium also enhances the flexibility to move residencies amongst participating institution,
which can enhance the educational experience that is provided. GME consortia are developing around
the country to achieve these types of objectives, with a number of public institutions serving as
organizers and sponsors, including the University of Arizona, The Icahn School of Medicine Consortium
for Graduate Medical Education (NY), South Georgia Medical Education & Research Consortium, Grand
Rapids Medical Education Partners (Michigan State University), Capital Area Health Consortium
(UCONN), Florida Atlantic University (Charles E. Schmidt College of Medicine), amongst others.
UI COM is well positioned to implement such a consortium and to assist Carle, OSF, Presence, Unity
Point and other affiliated institutions in completing the necessary development work needed to receive
ACGME accreditation for new programs. Developing new or enhanced programs will also provide
needed financial support to create a revenue stream from faculty supervision, which to the related UI
entities will be an important component of faculty support. The best predictor of where a doctor will
practice is where they do their residency – not where they go to medical school. By increasing the
number of residencies, we can address Illinois’ need for more physicians.
The costs to develop a GME consortium are estimated to be modest, given the existing GME
infrastructure that exists at the COM. The cost estimates for this recommendation assume a single
administrative office overseeing all residency programs under the consortium. Initial costs include
consulting and legal fees to transition sponsorship from affiliates, as appropriate. The office will be
Page 12 of 38
overseen by an Associate Dean for GME and Affiliations who serves as the Designated Institutional
Official for accreditation purposes. Several administrative staff would be hired to support the new
Office.
The estimates also include the cost of establishing two new residency programs. We assumed
incremental growth of 10 new residents per year until a total of 40 residents (20 residents per program).
Each program would have a designated Program Director as well as supporting staff. The costs of
managing the residency programs is largely offset by revenue from clinical affiliates (VA, Carle, OSF,
Presence, UIMC, Stroger, others).
Start-up costs over the initial three-year period are estimated at $2.8 million. Annual operating costs at
full implementation are estimated at $920,000. We expect to fund this project with support from our
clinical affiliates (Carle Health System, OSF, UIMC, Presence, VA, Stroger, others) as well as with reserves
from the UI COM.
Table 3
Summary Cost Projection - Recommendation 3
Sub-Recommendation
Establishment of a Regional GME
Consortium Infrastructure
Establish GME Consortium Operations
Component
Formation of Consortium
Consulting
Recruitment
Net Cost
Staff
Associate Dean for GME and
Affiliations/DIO
Director of Medical Education (1)
Administrative Staff (2)
Staff benefits
Office Expenses
Office Expenses
Net Cost
Program Management & Staff
Program Director
Program Coordinator
Staff Benefits
ACGME Fees (Initial Application &
Annual Fees)
Creation of NEW GME Programs (2 New Resident Management
Programs)
Resident Recruitment
Resident Insurance
Resident Salaries
Resident Benefits
Total Expenses
Revenue
Hospital Affiliation Agreements
Net Cost
Recommendation 3 Net Cost
3-Year Start-Up
Cost
(FY 16-FY 18) Ongoing Annual Cost
Capital Cost
$
$
$
-
$
$
$
100,000 $
$
100,000 $
$
$
$
$
-
$
$
$
$
618,180
309,090
309,090
420,362
$
$
-
$
$
$
-
$
$
$
$
218,545
109,273
109,273
148,611
$
$
90,000 $
1,746,722 $
30,000
615,702
-
$
$
$
556,362 $
154,545 $
241,708 $
196,691
54,636
85,451
$
-
$
33,200 $
10,400
$
$
$
$
$
-
$
$
$
$
$
60,000
60,000
1,683,000
572,220
3,361,035
$
$
$
$
$
20,000
60,000
1,699,500
577,830
2,704,508
$
$
$
-
$
$
$
2,400,000 $
961,035 $
2,807,758 $
2,400,000
304,508
920,210
Page 13 of 38
4. I LLINOIS T RANSLATIONAL B IO E NGINEERING I NSTITUTE
UIC will work together with UIUC and the Peoria and Rockford campuses to create the Illinois
Translational BioEngineering Institute (ITBI). This institute will provide a unique and a highly integrated
bio-innovation ecosystem. The institute will take full advantage of the research and innovation strengths
that exist on UIC and UIUC campuses. The institute will bring together efforts in the areas of education,
clinical care, and research and serve as a focal point for the integration of clinical medicine, science, and
engineering.
Creating a central home for applied research development is an integral component of the UI COM longterm vision for linking engineering, computational, physical and chemical sciences, and innovation with
medicine. We envision a multi-campus research Institute that will create a focus for faculty investment
by multiple colleges working together around the unifying theme of engineering in medicine. The
institute will invigorate and strengthen convergence research on all campuses.
We already have evidence that collaborative ventures are possible. An extant example is the
collaboration between UIUC’s College of Engineering, UICOM-Peoria, and OSF occurring within the
newly created Applied Research in Community Health through Engineering and Simulation (ARCHES)
program. The ARCHES program takes place within the Jump Trading Center, which itself is another
collaboration of UICOM-Peoria and OSF. The Jump Trading Center is a 67,000 square foot simulation
center that includes a bioengineering laboratory. Initial collaborations have occurred between UICOMP
faculty, OSF clinicians, and engineering students (many of whom come from UIUC). The ARCHES
Program is building a $50 million endowment with $25 million pledged and $25 million being raised by
OSF. UIUC has also committed funding for this program. Two additional floors of JUMP are anticipated
to be designed and completed in an open landscape format that combines engineers with healthcare
providers including telemedicine, clinical research, process improvement, data analytics and perhaps
other healthcare providers. The expectation is that ARCHES will provide economic development,
research, scholarship, and improved processes of patient care with a particular emphasis on rural
communities and medical care provision outside the hospital. The convergence of practicing healthcare
providers, a large medical system, medical data warehouses, engineers of multiple backgrounds,
telemedicine, and clinical research inside an open landscape space will lead to the free exchange of
ideas that will spark new applications of existing technology and creation of new technology.
The ARCHES program and collaboration resulting in the Jump Trading Simulation Center serve as
examples of the types of activities that could occur in the ITBI. ARCHES and Jump in partnership with
UIUC will provide linkages between engineering and medicine, and engineering and medical education.
Moreover, there are evolving relationships with device companies, industry partners, entrepreneurs,
investors, and others. The activity to date suggests that the engineering/medicine ecosystem can be
successfully created in Central Illinois and is likely a viable model for the State.
The proposed Institute will be populated with world renowned scientists and clinicians with expertise in
divergent areas of research. These teams of experts will focus on important challenges that will define
future medicine by developing and implementing affordable novel technologies that can be deployed in
class rooms, as well as in health care delivery centers in rural as well as urban settings. This innovation
ecosystem will extend beyond the development of new technologies and tools. Harnessing the talent of
the people and resources at UI today will result in industry leading breakthroughs that will have long
lasting social and economic impact not only in the Chicago-Urbana corridor, but also in Peoria and
Rockford and all of Illinois.
Page 14 of 38
The UI COM will work closely with other colleges to expand the scope of the ITBI. This would allow the
institute to go far beyond what any one college of medicine or college of engineering could accomplish
on its own. The institute will have scale of operations dedicated to translation. It will have the focus of
engineering–medicine convergence. It will have a deep commitment to a multi-disciplinary
collaboration, across departments, campuses, and clinical and industry partners. Its infrastructure would
include core facilities specialized to support its mission. Its culture will be oriented towards translational
research and its success measured by impact factors including inventions produced and intellectual
property commercialized.
The ITBI will seek to establish partnerships and affiliations with each of Carle, OSF, and other health
systems that collaborate with the COM campuses. These partnerships might include the following
features:
 Each clinical partner would be invited to become a founding member of the Institute. Members
would be expected to make significant funding commitments to the Institute, particularly for
faculty and program director recruitment packages and faculty support costs. They would also
become members of the Board.
 In return, clinical partners would receive the following benefits: selected medical staff
participation in the ITBI; participation in clinical trials; branding opportunities; and thematic
programs targeted to their unique interests.
 The ITBI and Carle Clinic would initiate a multi-year recruitment effort for subspecialists who
would become members of the Clinic and also have an appointment and protected research
time in the Institute. Their faculty appointment would be in the COM, restructured as described
below.
 We anticipate that ARCHES would develop as it is currently conceived. As ARCHES succeeds and
OSF spreads academics more widely across its healthcare system, then additional opportunities
will arise.
Industry partners may be developed along a thematically based “Innovation Center” model, which
targets the development of solutions to specific problems in the biomedical arena. In this context, UI
might establish a long term relationship with an industry partner with a bioengineering in medicine
emphasis – and research projects underway in Chicago and Urbana to leverage the resources of each.
Of particular interest to an industry partner might be the breadth of settings and expertise that UI
provides across campuses, combined with the wealth of PhD candidates to work with in its research
initiatives.
The governance structure is envisioned as follows:
 An Institute Board of Directors comprised of each of the Department of Bioengineering Heads,
the COM Dean, and the UIC and UIUC Vice Chancellors for Research, the UI VP for Academic
Affairs, two prominent industry experts (one nominated by the UIC Chancellor and one by the
UIUC Chancellor), and CEO’s of clinical affiliates which agree to become Institute members.
 The Chair of the Institute Board jointly appointed by the Chancellors of UIC and UIUC, for a term
of five years.
 An Advisory Committee comprised of selected members of the board, leading UI researchers,
and industry experts from regional delivery systems and leading pharmaceutical, device, and
biotechnology companies.
 An Institute Executive Director, jointly recruited by the Provosts of UIC and UIUC.
Page 15 of 38


The Executive Director would be a nationally recognized biotechnology scientist.
Responsibilities will include faculty recruited in conjunction with college deans and department
heads, fund raising, research development, and coordination with clinical affiliates and industry
partners.
The Institute Executive Director will have offices in both Chicago and Urbana and will be a
regular participant in activities at Rockford and Peoria. Program directors at Chicago, Urbana,
Peoria and Rockford would coordinate activities at those sites and report to the Executive
Director. These five people will form the Executive Committee of the Institute under the
leadership of the Executive Director.
We envision that over a five year period the Chicago and Urbana branches of the Illinois Translational
BioEngineering Institute will each recruit a Campus Level Director and at least 30 new faculty members,
ten each at the assistant, associate, and full professor rank. Institute nodes in Peoria and Rockford will
recruit faculty as resources permit and will be focused on the campuses’ core strengths. For example,
there is an Engineer in Chief already at the Jump Center, hired by UIUC; Dr. Kesavadas is an expert in
robotic simulation and will be routinely spending time in Peoria. Institute nodes in Peoria and Rockford
could appoint Assistant Directors whose purpose will be to facilitate engineering connections between
UICOMP and UICOMR and the engineering departments at UIUC and UIC as well as promote the EngMed and other educational tracks.
We also anticipate that both the Chicago and Urbana campuses will focus fundraising efforts on building
a facility to house the Institute. The specific configuration of that facility will be determined by the
particular scientific and engineering focus of that campus. This vision will require careful planning and
coordination between all of the campuses of the University of Illinois College of Medicine and leadership
at UIC and UIUC. In advance of the conversations that will be necessary to translate this concept into a
shared vision, the following analysis is offered as a proof of concept and a conceptual plan to
demonstrate the viability of the Institute.
The following cost estimates are for the Chicago campus. It is likely that the costs in Urbana will be
equivalent, although the manner in which the program or the facility to house the Institute is funded
may vary.
The staffing plan is provided in Table 4. The anticipated staffing level of the UIC branch of the Illinois
Institute for Science and Engineering in Medicine at the end of five years will consist of a campus
director, ten assistant professors, ten associate professors and ten full professors in addition to half of
the executive director. Recruitment of core faculty will be done in partnership with participating
colleges and their academic departments. Each of the new core faculty members would split their time
half in their academic home and half in the Institute and their salaries would be split accordingly. The
exact disciplinary mix will be determined by the interest of the colleges/departments, but the
expectation is that the faculty would come largely from departments in the colleges of engineering and
all of the branches of the UI COM.
Salary projections are provided in Table 5. Because of the phasing of the hiring, salary costs increase
from $1.1 million in year 1 to just over $4 million in year 5. Assuming the year 5 complement of faculty
stays the same, then that is the steady state salary cost, to be escalated by the campus salary program.
Start-up package costs are modeled out in Table 6. Assuming that the start-up packages are expensed in
the year the faculty member is hired, the cost for year 1 is $18 million and then $3 million in each of the
next four years. The total for the initial cadre of Institute faculty is $30 million over five years.
Page 16 of 38
Projected Grant funding and the distribution of Indirect Cost Recovery (ICR) funding is modeled in
Table 7. The estimates were based on an assumed ramp-up schedule in which each faculty member is
expected to grow his/her research program over time. After five years total grant activity reaches
$6.6 million per year. Grant activity is projected to continue growing for another three years as the
most recently hired cohorts ramp up to the expected steady state level. ICR reaches $1.8 million per
year in year five with some projected growth. The estimated ICR is based on the Institute receiving the
deans, VCR and Provosts share of the ICR generated by grants submitted through the institute.
Table 8 summarizes the revenue and expenses for operating the Institute. The Institute will require an
infusion of approximately $25 million over five years for start-up costs and another $20 million in
operating subsidies as faculty are hired and build their research portfolios. Once the Institute matures
both in terms of the size of the faculty complement and the grant funding that they will generate, the
operating subsidy necessary to maintain the Institute will be in the range of $525,000 per year at steady
state. This analysis does not account for anticipated licensing income or royalties from the spinoff
patents and business that are expected from the Institute faculty or clinical or business partners which
the Institute will attract.
At this juncture it is premature to specify the exact size or configuration of a facility to house the
institute. Nevertheless, we envision a facility that will include dry lab and wet lab capacity, as well as
office space much like the Advanced Chemical Technology Building (ACTB) soon to be constructed on
the east campus of UIC. Facilities cost, will depend on the size of the facility. Table 9 provides a range of
cost estimates for buildings of 60,000, 80,000 and 100,000 gross square feet. While fund raising success
will play a role in determining the size of the facility, the ultimate determination will be based on the
program to be housed in the facility. It is our expectation that a 100,000 gross square foot building is
the most likely outcome. Similar facilities could be subsequently planned for UIUC in partnership with
Carle, Peoria in potential partnership with OSF Healthcare, and in Rockford with its clinical affiliates.
Corporate and foundation major gifts and individual major gifts will have a key function, starting with an
already committed nearly $10 million donation from Sweeney estate. Contributions, collaborations, and
partnerships with the regional campuses, hospitals, health systems, and industry will each fund portions
of the $17 million startup costs and most of the $2.8 million estimated annual operational costs, which
will be offset in part by incremental grant revenue where we expect to have robust NIH funding for basic
and clinical sciences.
Successful research and development activities in the ITBI will also attract venture capital investors and
generate incremental revenue from commercialization of new medical technologies.
To finance the anticipated capital cost of approximately $160 million required to build the needed
facilities at all four regions ($60 million in capital costs at each of the CU and Chicago campuses,
$20 million in capital costs at each of the Peoria and Rockford campuses) we hope to receive additional
State support to cover 25%-40% of the needed capital in recognition of the incremental economic
impact this project would create throughout Illinois. The collaboration and support from the IMD is
expected for the identification and concession of land to build the needed infrastructure. In addition, we
anticipate receiving full collaboration and support from President’s office, Chancellors at UIUC and UIC,
VCHA office, more than a few other colleges, and from several departments (e.g., Bioengineering) at
both campuses.
Page 17 of 38
Illinois Translational BioEngineering Institute (ITBI)
Chicago
Table 4 - Five Year Staffing Plan
Year
1
Headcount
Year
2
Year
3
Year
4
Year
5
Executive Director
1.0
1.0
1.0
1.0
1.0
Chicago Director
1.0
1.0
1.0
1.0
1.0
Professor
2.0
4.0
6.0
8.0
10.0
Associate Professor
2.0
4.0
6.0
8.0
10.0
Assistant Professor
2.0
4.0
6.0
8.0
10.0
8.0
14.0
20.0
26.0
32.0
Total
Year
1
FTE
Year
2
Year
3
Year
4
Year
5
Executive Director (1)
0.5
0.5
0.5
0.5
0.5
Chicago Director
1.0
1.0
1.0
1.0
1.0
Professor (2)
1.0
2.0
3.0
4.0
5.0
Associate Professor (2)
1.0
2.0
3.0
4.0
5.0
Assistant Professor (2)
1.0
2.0
3.0
4.0
5.0
4.5
7.5
10.5
13.5
16.5
Total
(1) Shared with UIUC
(2) Shared with academic department
Page 18 of 38
Illinois Translational BioEngineering Institute (ITBI) - Chicago
Table 5 - Five Year Salary Projections
Salaries
Executive Director (1)
$350,000
Chicago Director (1)
$300,000
Professor (2)
$250,000
Associate Professor (2)
$200,000
Assistant Professor (2)
$150,000
(1) +/- 20%
(2) +/- 30%
Salary Expense
Year 1
Year 2
Year 3
Year 4
Year 5
Executive Director
$175,000
$180,250
$185,658
$191,227
$196,964
Chicago Director
$300,000
$309,000
$318,270
$327,818
$337,653
Professor
$250,000
$515,000
$795,675
$1,092,727
$1,406,886
Associate Professor
$200,000
$412,000
$636,540
$874,182
$1,125,509
Assistant Professor
$150,000
$309,000
$477,405
$655,636
$844,132
$1,075,000
$1,725,250
$2,413,548
$3,141,590
$3,911,143
Total
Page 19 of 38
Illinois Translational BioEngineering Institute (ITBI) - Chicago
Table 6 - Start-up Expenses
Start-up Funding
Year 1
Executive Director
$10,000,000
Chicago Director
$5,000,000
Professor A
$1,500,000
Professor B
Year 2
Year 3
Year 4
Year 5
$1,500,000
Professor C
$1,500,000
Professor D
$1,500,000
Professor E
$1,500,000
Associate Professor A
$1,000,000
Associate Professor B
$1,000,000
Associate Professor C
$1,000,000
Associate Professor D
$1,000,000
Associate Professor E
Assistant Professor A
$1,000,000
$500,000
Assistant Professor B
$500,000
Assistant Professor C
$500,000
Assistant Professor D
$500,000
Assistant Professor E
Total
$500,000
$18,000,000
$3,000,000
$3,000,000
$3,000,000
$3,000,000
Page 20 of 38
Illinois Translational BioEngineering Institute (ITBI) - Chicago
Table 7 - Grant Funding and ICR Distribution
Grant Funding
Year 1
Year 2
Year 3
Year 4
Year 5
Executive Director
$100,000
$300,000
$500,000
$500,000
$500,000
Chicago Director
$200,000
$500,000
$800,000
$1,000,000
$1,000,000
Professor A
$100,000
$300,000
$500,000
$700,000
$700,000
$100,000
$300,000
$500,000
$700,000
$100,000
$300,000
$500,000
$100,000
$300,000
Professor B
Professor C
Professor D
Professor E
$100,000
Associate Professor A
$50,000
Associate Professor B
$200,000
$500,000
$500,000
$500,000
$50,000
$200,000
$500,000
$500,000
$50,000
$200,000
$500,000
$50,000
$200,000
Associate Professor C
Associate Professor D
Associate Professor E
Assistant Professor A
$50,000
$0
Assistant Professor B
Assistant Professor C
$100,000
$200,000
$375,000
$375,000
$0
$100,000
$200,000
$375,000
$0
$100,000
$200,000
$0
$100,000
Assistant Professor D
Assistant Professor E
$0
Total
$450,000 $1,550,000 $3,250,000
$5,025,000
$6,600,000
Page 21 of 38
Illinois Translational BioEngineering Institute (ITBI) - Chicago
Table 8 - Five Year Revenues and Expenses
Revenue
Year 1
Year 2
Year 3
Year 4
Year 5
Grant Revenue
$450,000
$1,550,000
$3,250,000
$5,025,000
$6,600,000
ICR Distribution
$126,113
$434,388
$910,813
$1,408,256
$1,849,650
$576,113
$1,984,388
$4,160,813
$6,433,256
$8,449,650
$13,000,000
$3,000,000
$3,000,000
$3,000,000
$3,000,000
Salaries
$1,075,000
$1,725,250
$2,413,548
$3,141,590
$3,911,143
Salaries Offset by Grants
($181,000)
($320,000)
($498,300)
($634,200)
($770,100)
Other Grant Expenditures
$269,000
$1,230,000
$2,751,700
$4,390,800
$5,829,900
$14,163,000
$5,635,250
$7,666,948
$9,898,190
$11,970,943
($13,586,887)
($3,650,862)
($3,506,135)
($3,464,934)
($3,521,293)
($586,887)
($650,862)
($506,135)
($464,934)
($521,293)
Total Revenue
Expenses
Start-up Costs
Total Expense
Net Revenue
Net Operating Revenue
Table 9 - Facility Cost Estimate
Building Size (GSF)
60,000
80,000
100,000
Assignable Square Feet @ 65%
39,000
52,000
65,000
5,000
7,000
9,000
Support Space
Lab Space
34,000
45,000
56,000
Double Lab Modules @1200 sq. ft
28
38
47
Building Cost per GSF (1)
720
720
720
Project Cost
$43,200,000
$57,600,000
$72,000,000
Annual Debt Service @ 5%
$3,441,850
$4,589,134
$5,736,417
Page 22 of 38
ECONOMIC IMPACT
The University of Illinois Hospital and Health Sciences System is a significant resource for healthcare
innovation within the State of Illinois. The state benefits from the collaborative relationship between
the University of Illinois Hospital and the UIC’s Health Science Colleges, which includes the Colleges of
Medicine, Dentistry, Pharmacy, Applied Health, Nursing, Social Work, and the School of Public Health.
Annually, approximately 14,000 inpatient and outpatient surgeries are performed, over 57,000 patients
visit the emergency department, and approximately 20,000 patients are admitted to the hospital. In
addition, UIHHSS is a member of the Illinois Medical District which provides partnership opportunities
for healthcare delivery and innovation.
The Illinois Medical District is one of the largest urban healthcare districts in the United States which
includes medical research facilities, labs, a biotech business incubator, raw development area,
universities, and more than 40 healthcare related facilities. A study completed by the Center for Urban
Economic Development (2013) stated that the Illinois Medical District adds $3.4 billion to the economy
of the Chicago region, of which most of the impact comes from the University of Illinois at Chicago and
Rush University as a result of the medical education these institutions provide.
The University of Illinois Hospital and Health Sciences System (UIHHSS) is comprised of the University of
Illinois Hospital, which includes the 485-bed University of Illinois Hospital and a Federally Qualified
Health Center, and the UIC health science colleges, which includes the Colleges of Medicine, Dentistry,
Pharmacy, Applied Health, Nursing, Social Work, and the School of Public Health. Based on FY 2013
educational, research, and clinical expenditures, UIHHSS adds $3.3 billion to the state economy
annually. Of the $3.3 billion, the College of Medicine and the Hospital contribute $2.7 billion to the
State economy. These contributions are a result of the direct and indirect impact on other industries,
the contributions related to healthcare education, the delivery of clinical care provided across the entire
state, and the research activities that lead to commercialization of new healthcare products or
processes. The contributions of the Health Science Colleges provide unique opportunities for
partnerships that are only possible with the multitude of health care providers and colleges that co-exist
within the University of Illinois.
The collaborations that exist amongst the College of Medicine and other partners in the health science
enterprise with the Colleges of Engineering on both campuses have resulted in great opportunities for
federal funding in the arena of biomedical science. The UIHHSS and the Colleges of Engineering
expended $399 million of research in FY 2013 with $226.3 million awarded by NIH or NSF. The research
alone has resulted in almost $1 billion of economic impact to the State of Illinois economy. A study
completed by the Center for Measuring University Performance indicated that the University of Illinois
at Chicago and the University of Illinois at Urbana-Champaign ranked 44th and 20th respectively in federal
research funding for Engineering and Medical colleges. However, when both campuses are combined
together, the University of Illinois ranks 5th nationally. Better Together!
The proven success of the Colleges of Engineering, in both Chicago and Urbana, to attract NSF funding
opportunities, along with the NIH funding acquired by the UIHSS, has led the University of Illinois to
become the catalyst to further the biomedical initiatives within the State of Illinois. Federal funding for
biomedical research has led to discoveries that advance the understanding of human disease and the
development of tools and therapies that have improved the delivery of healthcare and stimulated the
economy.
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The creation of an Illinois Translational BioEngineering Institute will build on the individual successes of
the colleges of Engineering, the college of Medicine, and the entire University of Illinois healthcare
enterprise and develop a multi-disciplinary collaboration. By 2035, the research generated from the
new Illinois Translational BioEngineering Institute is projected to add $409 million to the economy of the
State of Illinois along with 3,806 new jobs.
The new Illinois Translational BioEngineering Institute may require two new facilities to support the
research and economic development for biomedical engineering research. Assuming a total of 120,000
square feet of new facilities, and assuming that the State of Illinois contributes 25% of the facility costs,
the return on investment will be $12.59 for every dollar invested (Table 10).
Table 10: Illinois Translational BioEngineering Institute Facility Return on Investment
Illinois Translational BioEngineering Institute
Facility Costs
$86 M
State Contribution
$22 M
Economic Impact in 2035
$991 M
Tax Revenue in 2035
$50 M
Total Tax Revenue over 20-years
$272 M
Return on Investment
$12.59 for every dollar invested
The economic value to the state will also be significant as a result of the innovation and
commercialization of the biomedical engineering research. Research from public research institutions
has helped to facilitate the transfer of technology from research to application. Through various
avenues including patents, licenses, and new spin-off companies being created, the commercialization
of research allows for collaboration and dissemination of new scientific knowledge. These efforts not
only create additional revenue to support the research enterprise, but also allows for scientific progress
in the biomedical arena to be met. The research from these new institutes will provide a wealth of
opportunities for commercialization. These innovations will have a direct impact on the delivery and
innovation of healthcare across the entire state. The projected commercialization opportunities along
with the research being conducted will result in an additional $784 million to the state economy and
4,840 new jobs.
Overall Economic Impact
Through a combination of educational enhancements, including a new MD-ENG degree and expansion
of the current graduate medical education, clinical innovations, and the new Illinois Translational
BioEngineering Institute, the overall impact to the State of Illinois will be an increase of $1.7 billion to
the overall economy. This is in addition to the projected 7,700 new jobs that will be created.
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Total Economic Impact
UIHHSS Growth
New Initiatives
Total
FY 2015 FY 2025 FY 2035
$3.28B $3.64B $3.97B
$0.28B $1.02B
$3.3B
$3.9B
$5.0B
Change
$0.68B
$1.02B
$1.7B
These new initiatives will provide a platform that will have a trickle-down effect for growth in healthcare
innovation and biomedical research, not only at the University of Illinois but for other partners including
the Illinois Medical District and healthcare delivery across the entire State of Illinois. The opportunities
for research development in the biomedical industry will have a substantial impact on the State of
Illinois economy allowing for it to be one of the leaders in biomedical healthcare in the nation.
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APPENDIX A: Methodology for Calculating Economic Impact
The Bureau of Economic Analysis (BEA) of the Department of Commerce provides regional input-output
multipliers as a tool to analyze the economic impacts on regional economies. The Regional Input-Output
Modeling System (RIMS II) is a regional economic model that generates multipliers that can be used to
estimate the economic impact of projects within a specific region. These multipliers provide an estimate
of the total impacts across all industries in the region.
The final demand output and employment multipliers for the State of Illinois along with University of
Illinois institutional data for:
 Direct Expenditures
 Research Expenditures
 FTE
 Clinical visits and admissions
 Medical Student enrollments
 FTE Residents
 Capital Budgets
 Payroll Expenditures
 Research grants and contracts
were used to conduct an economic impact analysis to estimate the employment, economic value added,
and tax revenue impacts of the proposed programs within this document. The study used standard
input-output modeling methodologies to conduct the economic impact analysis. Considerations were
used when evaluating the economic impact as it relates to the higher education, scientific, and
healthcare industries. Dr. Joshua Drucker, Assistant Professor with the UIC College of Urban Planning
and Public Affairs, cautions that input-output models have difficulty in forecasting long-term economic
impacts due to the ever-changing factors influencing the economy. While the analysis provides
projected economic impacts for an extended time period, the expectation is that the estimates provided
indicate an average effect that does not include any potential changes to the state economy over that
same time period.
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APPENDIX B: COLLEGE OF MEDICINE AT URBANA-CHAMPAIGN – CURRENT STATE
1. ORGANIZATION and GOVERNANCE
The University of Illinois College of Medicine is accredited as a single College with four different
geographic sites where the curriculum is delivered. Organizationally, the College is part of UIC and the
Dean of the entire College reports to the Provost at UIC. The Regional Dean in Urbana reports to the
Dean of the College of Medicine. Operationally, the Regional Dean has had access to the Provost at
UIUC and the Regional Dean has been included on the UIUC Council of Deans.
2. FACULTY APPOINTMENTS
As of August 2013, there were 14 tenure system, research track faculty who have a half-time or greater
appointment in the COM. Most of these appointments are 100% College of Medicine, 0% partner
College. These numbers have declined from a former steady state of 20-25 faculty.
Most of our basic science faculty (13 of 18) have appointments in departments within the School of
Molecular and Cellular Biology (MCB), wherein they fulfill their faculty roles on an equal footing with
their departmental colleagues in the College of Liberal Arts and Sciences (LAS). In addition to delivering
the COM courses within their discipline, COM faculty within MCB also participate in the delivery of LAS
undergraduate and graduate level courses and in the training of graduate students. This same model
applies to faculty with appointments in other units (i.e. in addition to LAS) to optimize our academic
mission. For instance, the COM supports faculty in the Department of Anthropology (with 0% COM
appointments) who are responsible for delivering the gross anatomy course to medical students.
3. UNDERGRADUATE MEDICAL EDUCATION
COM students are admitted to the overall College and then get assigned to a regional site. M1 students
begin their medical education either in Chicago or in Urbana. Generally about 125 medical students
matriculate each year in Urbana. At the end of the first year, fifty of those students go to Peoria, fifty go
to Rockford, and the remainder stay in Urbana to complete their medical training. The M2 through M4
classes at Urbana have 25-30 students each per year. Approximately 15-20 students in any given class
are in the Medical Scholars Program (MD/PhD). Below is listing of the traditional M1 student counts
over the past three years.
2011
2012
2013
Total
118
111
121
Peoria
53
51
59
Rockford
51
51
57
Urbana
14
9
5
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4. GRADUATE MEDICAL EDUCATION (Residencies)
COM-UC has one ACGME accredited program, an internal medicine program with approximately 50
residents, many of whom complete rotations at the Carle Foundation Hospital and at Presence.
The Internal Medicine Residency Program (IMRP) is approved by the ACGME for up to 52 trainees; the
current complement is distributed as follows:
Training Level/Program
Resident Complement
PGY 1 / Preliminary
3
PGY 1 / Categorical
15
PGY 2 / Categorical
14
PGY 3 / Categorical
15
Total
47
5. SPONSORED RESEARCH
Culturally, socially, and intellectually, the College of Medicine at Urbana faculty are members of the
Urbana community. Although the Dean of the COM is organizationally responsible for the success of the
COM-UC faculty, the research contributions of the COM-UC faculty are credited to UIUC, not UIC or
COM.
The sponsored research activity of the basic sciences faculty is usually housed within an academic
department of the UIUC campus, most often the School of Molecular and Cellular Biology (MCB) in the
College of Liberal Arts & Sciences. Historically, the management and oversight of sponsored research
grants and contracts takes place in the UIUC academic department rather than in the COM. For
example, the administrative offices of MCB manage and oversee the sponsored research grants and
contracts of the basic sciences faculty whose tenure home is in MCB. This includes proposal submission,
grants management, and associated regulatory issues. Through historical arrangements, COM provides
salaried positions to MCB in the areas of IT support, departmental graduate education, grants
management, and accounting services. COM faculty have full access to UIUC research facilities including
offices of regulatory oversight (IACUC and IRB) as well as central research cores such as the Carver
Biotechnology Center, Proteomics facility, Flow cytometry facility, Transgenic mouse core and others.
COM research faculty embedded in MCB have full access to school and departmental graduate student
programs. In addition, MCB provides IT support, central stores, machine and electronic shops,
microscopy suite and procurement services. In short, there is no distinction between COM and LAS line
faculty and COM faculty generally consider their UIUC department as their academic home in the area of
research.
As a group, COM faculty are very productive. The 15 research faculty with active laboratories spent
approximately $3.7 million in research dollars in FY 2013. Given the flattening of the federal research
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budget and the retirement or departure of senior COM faculty, this grant income has decreased in
recent years (e.g., in FY 2010 it was over $8 million). Nevertheless, $3.7 million equates to $247,600 in
research expenditures per faculty member for the last fiscal year. Only a few of these grants are
administered through the College of Medicine and the COM receives little indirect costs and credit for
these research endeavors.
6. CLINICAL PRACTICE
COM-UC does not have a practice plan for its clinical faculty.
There are no full-time clinical faculty, approximately 5 clinical faculty with appointments of half-time or
greater, and approximately 54 clinical faculty with a 5-50% appointments (who primarily teach in the M2
year). These latter two categories include administrators, department heads, and course coordinators.
There are an additional ~722 clinical faculty who teach our students and residents on a volunteer basis.
7. SPACE and FACILITIES
Research space in the College of Medicine encompasses the basement, 4th and 5th floors of the Medical
Sciences Building totaling 23,000 square feet as well as the 2nd, 3rd and 4th floors of Burrill Hall Annex
totaling 18,000 square feet. Traditionally, these spaces have housed the laboratories of COM basic
science faculty. There are also more than 10,000 square feet of animal facilities located within the
basement of the Medical Sciences Building and within the 5th floor of Burrill Hall Annex. These are
overseen and operated by the UIUC Department of Animal Research. The Dept of Entomology operates
a greenhouse on the roof of the Medical Sciences Building.
Funding for renovations within COM has historically been difficult to come by. The current strategy is to
loan out undesirable COM space to UIUC units in exchange for extensive space renovations. For
example, the 4th floor of Burrill Hall Annex has recently undergone extensive renovations in exchange for
a lease to the School of Integrative Biology within the College of LAS until August 2017. A similar
agreement has recently been reached with the Department of Anthropology for the renovation of a lab
module and tissue culture room on the 5th floor of the Medical Sciences Building. In the long run, space
is returned to COM in a condition suitable for faculty use.
The College of Medicine at Urbana is responsible for maintaining the Medical Sciences Building (MSB)
space and Burrill Hall space.
The 3rd floor Medical Science Building is being remodeled for new collaborative learning and clinical
setting areas. The 4th floor Burrill Hall space is being remodeled for temporary use to accommodate the
Natural History Building project - space is "loaned" to LAS. The remodel in Burrill Hall will update the
current space so when it comes back to COM-UC it will be improved space for COM-UC researchers
without additional cost to remodel. Current plans include allowing Anthropology to use and update
some research space in MSB. Anthropology has been using space in the basement that they previously
updated.
Space at the Carle Forum is leased space between the College of Medicine at Urbana and Carle with
payments for this space coming from the Carle annual gift funds and the Internal Medicine Residency
Program (funded by Carle and Presence). Expenses for utilities are included in the Carle lease.
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Space at Presence Medical Office Building is donated by Presence, so there is not a lease for this space.
Space in Morrill Hall and the Madigan Lab is provided by UIUC through other departments for COM-UC
research faculty.
Utilities for the University buildings are funded by UIUC. General maintenance of the Urbana campus
buildings is provided by UIUC Facilities and Services, although specific maintenance issues would be the
responsibility of the College.
The Health Sciences Library in the Medical Sciences Building is a UIC-based medical library which can be
used by the College of Nursing students as well as the medical students.
8. FUNDING FLOWS
The College of Medicine-Urbana-Champaign receives funding from UIC and UIUC. The general operating
budget flows from UIC and comprises both GRF and tuition. UIUC provides an annual fixed allocation of
Indirect Cost Recovery revenue that is not dependent on sponsored research activity, currently set at
$297,800.
Under the current MOU between the campuses, faculty recruitment costs are supposed to be supported
by UIUC. Historically those funds have flowed from UIUC programs that support spousal hires, faculty
excellence hires, TOPS (Targets of Opportunity) hires, and faculty promotions. More recently the COM
has had to provide start-up funds for new faculty.
In addition to these funds we utilize gift funds (primarily donated by Carle) to support the clinical
programs and other expenses. Carle Hospital also supports a number of clinical faculty salaries.
Endowment funds are used for their specific purpose such as fellowships/scholarships. There are also
general funds that can assist with various needs of the college including convocation, recognition
activities, etc.
The Internal Medicine Residency Program is supported by Carle, Presence, and the Danville VA.
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APPENDIX C: UIC INITIATIVES FOR TECHNOLOGY INNOVATION & COMMERCIALIZATION
Listed below are just some of the resources available within the UIC campus to support technology
innovation and commercialization. Imagine what is possible when the resources of both the UIC and
UIUC campuses are combined!
1. Incubator Laboratory Facility
2242 W. Harrison Health Technology Innovation (HTI) incubator. The purpose of the HTI is to:
“create a unique space to incubate health technologies, foster collaboration between campuses
and regional partners and serve as a springboard for health-oriented start-up companies.” A
partnership with the State of Illinois Department of commerce and Economic Opportunity – the
university is making an investment of $3.5M over ten years to achieve this goal.
The OTM FY 2013 Annual Report (for Chicago) notes: 163 invention disclosures, 187 US Patent
applications filed, 24 US Patents granted, 50 Licenses and Options executed, 5 start-up
companies created creating a total of $20M in royalty revenue earned. Of these, the COM
Chicago specifically had: 81 disclosures, 85 Patent applications, 7 patents issued and 24 licenses
and options. In the 2013 OTM annual report 4 of the 5 start-up companies listed appear to be
COM-based (Immune Cell Therapy, Mariam Medical, Remedyon, LLC and ROS Technologies).
2. Clinical Trials Office
The Office of Clinical Trials (OCT) is housed in the Office of the Vice Chancellor for Research.
Significantly expanded in recent years, the OCT provides a wide variety of services to foster
faculty development and the expansion of the research enterprise on the Chicago campus. New
faculty are exposed to learning opportunities through the development of: pilot data,
interdisciplinary collaboration, proposal development, funding source identification and
identification of bridge funding opportunities as needed. These services are essential to the
success of COM faculty members, particularly the success of junior faculty and faculty
developing transitional or translational research programs. The total budget of the OCT is
approximately $600,000. Campus invested an additional $220,000 in FY 2014 and $250,000 in
FY 2015 to expand the operations and scope of the Clinical Trials office.
3. Center for Clinical & Translational Science (CCTS)
In 2008, the CCTS achieved funding from the National Institutes of Health via a Clinical and
Translational Science Award (CTSA). The goal of the CCTS is to accelerate the translation of
scientific discoveries into innovative diagnostics and therapies, disease prevention and
improved health care delivery with a special emphasis on reducing health disparities. The CCTS
coordinates resources and services that facilitate health research and advance knowledge across
the translational spectrum. The CCTS provides: regulatory support, informatics, biostatistics, and
research navigation. The CCTS also houses a number of research programs dedicated to
enhance the development of the research skills and competitiveness of UIC faculty members.
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During the most recent round of funding (FY 11 – FY 16) the total budget of the CCTS is
approximately $6M/year. Of this approximately 57% is funded by the current CTSA grant and
attendant ICR revenues. Of the remaining $2.5M/year, the COM contributes 40%
(approximately $1M/year). The Campus and Medical Center fund 25% and 18% respectively. The
remaining 17% of the budget is funded by the Vice Chancellor for Research and the remaining
five health science colleges. An application for a second five-year grant cycle is currently under
development. The campus has pledged a 10% increase in its level of support for the CCTS.
4. Cancer Center
The UIC Cancer Center provides integrated cancer research and clinical patient care in an
academic teaching environment. The goal of the cancer center is to provide UIC patients a
single seamless integrated clinical experience that brings together the latest in evidence-based
medicine across the disciplines of the six health science colleges. Patient navigators assist
patients in accessing needed services with a special focus on the needs of the members of
under-represented community members within Chicago’s neighborhoods. The Cancer Center
also serves as a resource for community physicians allowing them to provide access to advanced
clinical trials for patients who, otherwise, would have difficulty in accessing such resources.
The Campus has recognized the need to coordinate cancer services and the current
administrative funding for the Cancer Center is in excess of $5M/year. Of this, approximately
$4M/year is funded locally. The Chicago campus funds approximately $1.5M/year, the COM
funds approximately $2.1M/year. The remaining funds are provided through the Vice Chancellor
of Research and the other Health Science colleges.
5. UI Labs
The UI Labs is modeled after pioneering research and development labs such as Bell labs. UI
Labs are located in Chicago within newly renovated space on Goose Island. Meant to serve as an
incubator for the development of research, UI Labs will contribute to the economic
development of Illinois. UI labs houses the Illinois Manufacturing lab (co-funded at $5M each by
the University and State of Illinois). In February 2014, UI Labs has also received a $70M grant
from the U.S. Department of Defense to create the Digital Manufacturing and Design Innovation
Institute – a research center for digital manufacturing technology. The successful grant proposal
noted UIC’s contributions in the areas of computer visualization and technical workforce
development. One goal of the labs is to position “Chicago in particular” as a global technology
hub, according to Caralynn Nowinski the interim executive director and chief operating officer of
the UI Labs.
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6. Chancellor’s Innovation Fund
The UIC Chancellor’s Innovation fund (CIF) was established to enhance the Proof of Concept
(POC) award program’s capability to bridge the gap between basic research and
commercialization. The CIF is a $10M hybrid proof-of-concept and equity investment fund to be
disbursed over five years. One million dollars per year will be used for equity seed investments
through IllinoisVENTURES. These funds provide support to early-stage technology firms
launched by the University in order to bolster the commercialization of research-derived
technology developed at UIC. Another $1M annually funds the POC awards program which
provides up to $75K for individual projects that originate at UIC and which are disclosed to the
UIC OTM. Of the 20 award winning POC proposals awarded since program inception in 2012, 8
have been granted to COM faculty.
7. IllinoisVENTURES
IllinoisVENTURES is a premier seed and early-stage technology investment firm focused on
research-driven companies in information technologies, physical sciences, life sciences and
clean technology. They start and build globally-competitive businesses based on technology
developed at UIC and other Midwestern universities and federal laboratories. IllinoisVENTURES
has collaborated in the initial funding of over 75 new ventures and serves as the administrative
body responsible for the annual allocation of $2M/year in the form of the UIC Chancellor’s
Innovation fund and Proof of Concept seed funding.
8. UIC Collaborative Engagement in Novel Therapeutic Research and Enterprise (CENTRE)
CENTRE is a multi-college collaborative effort which stimulates the application of chemical,
pharmaceutical and translational knowledge to elevate biomedical discoveries at the University
to a level where the benefits of clinical applications will enhance human health and society.
Funded through collaborative agreements between the UIC campus, OTM, OVCR and COM,
Pharmacy and LAS, the CENTRE established five core capabilities that foster the
commercialization of pharmaceutical discoveries at the UIC campus. The CENTRE represents a
critical step toward proof of concept in drug development so that commercialization through
subsequent investors can occur. CENTRE start-up funding covers a period of five years and
includes the give-back of campus ICR for successful competitive grant applications based on
seed grants originating in the CENTRE. The CENTRE was funded at the rate of $475k/year for 3
years and $400k/year for two additional years. The CENTRE has recently received a $3M grant
based on data developed from initial seed-grant funding.
9. Clinical Data Warehouse
During 2011, the Campus developed the UIC Clinical Data Warehouse (UIC-CDW) to support the
UIC health science research enterprise. The UIC-CDW provides a de-identified database to
support research-related queries. It accepts, prioritizes and executes research-related data
requests and assists researchers in understanding and effectively utilizing resident research data
elements. The UIC-CDW provides acts as a data repository between the electronic medical
record system of the medical center, but extracts and stores relevant data fields for use in
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health-science research queries. The cost of developing the UIC-CDW was approximately
$600,000.
10. High Performance Computing
In September of 2013, Campus invested nearly $2.6M to create a High Performance Computing
cluster and research computing platform. Funds were sourced from central campus resources
and multiple participating colleges. This necessary computing infrastructure creates the
platform upon which complex biostatistical analysis and bio-visualization can occur. Campus
further provided $180,000/year for three years in salary costs to support the endeavor.
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APPENDIX D: TRANSFORMATION & OPPORTUNITY – THE FUTURE OF THE US RESEARCH
ENTERPRISE
Report from the President’s Council of Advisors on Science and Technology, November 20121 (text
extracted)
John P. Holdren, Co-Chair
Assistant to the President for Science and Technology
Director, Office of Science and Technology Policy
Eric Lander, Co-Chair
President, Broad Institute of Harvard and MIT
In this report, PCAST describes a series of specific opportunities for the Federal Government,
universities, and industry to strengthen the U.S. research enterprise. These opportunities fall into three
categories: the Federal Government’s role as the foundational investor in basic research; a better policy
environment to encourage industry investment in R&D; and the new role of research universities as
hubs of the innovation ecosystem.
The following is the summary of the key opportunity related to the role of research universities.
Key Opportunity #5. Research universities have the opportunity to strengthen and enhance their
additional role as hubs of the innovation ecosystem. While maintaining the intellectual depth of their
foundations in basic research, they can change their educational programs to better prepare their
graduates to work in today’s world. They can become more proactive in transferring research results
into the private sector.
Action #5.1. Maintain strong commitment to the scope and intellectual depth of fundamental university
research. (Section 6.1)
• Fundamental research provides the foundation for world-changing new industries.
Action #5.2. Augment the educational mission to today’s world. (Section 6.2)
• Train for entrepreneurship and technology transfer.
• Prepare for national needs and grand challenges.
• Increase undergraduate research experiences.
Action #5.3. Embrace more fully the additional role of universities as hubs of the innovation ecosystem.
(Section 6.3)
• Technology licensing best practices.
• Proof of concept centers.
1
Full Report available through http://www.whitehouse.gov
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• Leadership in public-private partnerships.
Action #5.4. Confront difficult career-development and workforce issues, including length of time to PhD
and the reliance of the S&T enterprise on the labor of early-career training positions. (Section 6.4)
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APPENDIX E – BIBLIOGRAPHY
The following represents additional materials consulted during the development of our proposals.
o
o
o
o
o
o
o
New and Developing Medical Schools, Whitcomb, Michael; Josiah Macy, Jr. Foundation 2009; with
update Part 2, 2013
Convergence: Facilitating Transdisciplinary Integration of Life Sciences, Physical Sciences,
Engineering, and Beyond, National Research Council, Board on Life Sciences; Division on Earth and
Life Studies, Committee on Key Challenge Areas for Convergence and Health, 2012
Research Universities and the Future of America: Ten Breakthrough Actions Vital to Our Nation's
Prosperity and Security, National Research Council, Board on Higher Education and Workforce;
Policy and Global Affairs, Committee on Research Universities, 2012
Report to the President: Transformation and Opportunity: The Future of the U.S. Research Enterprise,
President’s Council of Advisors on Science and Technology, 2012
Best Care at Lower Cost: The Path to Continuously Learning Health Care in America, IOM (Institute of
Medicine), Committee on the Learning Health Care System in America, 2012
Physician-Scientist Workforce Working Group Report, NIH, June 2014
Graduate Medical Education That Meets the Nation’s Health Needs, IOM (Institute of Medicine),
2014.
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