hamilton chamber of commerce life science cluster report

8/13/2019 Hamilton Chamber of Commerce Life Science Cluster Report

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Building a Lie Sciences Cluster:A Case for Hamilton

Author: Hamilton Chamber o Commerce,Lie Sciences Sub-CommitteeDate Published: January 2014


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FOREWORD

The City o Hamiltons current Economic Development Plan, ratified by Hamilton City Council in 2010,proposes specific goals or the creation o a lie sciences industry cluster by 2015. Since this plan wasadopted, the rationale and urgency or creating a lie sciences cluster in our region has increased

dramatically.

Hamiltons health service and research sector is now the citys largest employer. The magnitude o healthand lie science research being conducted here has doubled in recent years, and is receiving globalrecognition and awards. We have built incredible health inrastructure that is attracting specializedknowledge and human capacity that is the envy o cities worldwide. Furthermore, the stakeholdersinvolved in every aspect o this flourishing sector are aware o whats at stake, and are willing to worktogether to enhance their shared capacity or commercial innovation.

The assets and momentum Hamilton has cultivated in its lie sciences sector present us with a once-in-ageneration opportunity to develop new, sustainable economic and social wealth in our community. The

Hamilton Chamber o Commerce and its member organizations want to leverage this momentum and ourcitys wealth in health to the greatest possible extent. We want to bridge the gap between research andcommercialization in this sector. We want to attract new global venture capital and entrepreneurial talentto Hamilton to compete at an international level. We want made-in-Hamilton health discoveries and liescience innovations to drive exports out o this region. We want to ensure that this vibrant and significantpart o the Hamilton economy grows or generations to come.

This report is the culmination o more than a year o work conducted by the Hamilton Chamber oCommerce, our dedicated committee volunteers and key stakeholders. It compiles their collectiveexpertise and research with input rom industry partners about the state o growth in Hamiltons liesciences sector. More importantly, it explains the key determinants o successul industry clusters aroundthe globe, thus illuminating our path going orward.

The essential next step identified in this report is the commission o a cluster working group comprised oleaders rom the public and private sector (academia, health care, government, business and banking),who will catalyze the next phase o development o Hamiltons lie sciences cluster. Were happy to saythat all parties are enthusiastic in moving orward and will convene in early 2014.

While hard work remains, the areas that need our attention and urther development are not at allinsurmountable, cost-prohibitive, nor duplicative o past or current efforts. Thereore, we believethat success in creating a vibrant lie sciences cluster in Hamilton is achievable, i key leaders remaincommitted to act.

I want to thank the Chambers Lie Sciences Subcommittee members, as well as the other contributorsinvolved in the development o this paper, specifically Hamilton Economic Development, InnovationFactory and McMaster Innovation Park.

Keanin LoomisPresident & CEO, Hamilton Chamber o Commerce


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CONTENT

Executive Summary 4Preace 6Importance o Lie Sciences In Hamilton 7Elements o a Successul Cluster 10

Progress on Cluster Determinants 13Path Forward 15Recommendations 16Acknowledgments 18Appendix A 19Appendix B 23Appendix C 31Appendix D 42


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EXECUTIVE SUMMARY

Given the magnitude o lie sciences activity in this city and the act that lie sciences is expected toremain a global growth industry, it is sae to assume that the uture economic prosperity o Hamilton willbe determined in large part by the steps we take now to leverage the significant health assets we have

cultivated in this region. Hamilton possesses Ontarios second-largest hospital network and a ormidablehealth research inrastructure. Its health institutions have created specialized knowledge and developedtalent that is not easily ound elsewhere in the world. In act, Hamilton has assets in this sector that takedecades to nurture. In this sense, the city has an abundance o the most elusive, valued and essentialpreconditions or a vibrant lie sciences industry cluster.

Still, there has been insufficient progress towards the realization o cluster-based commercial co-operation ocused on Hamiltons health assets. Though the lie sciences sector generates significanteconomic activity in this community, this has yet to materialize into a proportionate level o economicdevelopment.

There is no systematic union o businesses and institutions working to capitalize on Hamiltons wealth inhealth. And with other regions around the world aggressively developing lie sciences cluster strategies,countless opportunities to derive commercial value out o world-class research and technical expertiseevaporate annually, and each passing year represents a slip in global competitiveness.

In 2013, the Hamilton Chamber o Commerces Innovation and Technology Committee took a leadershipposition on this issue and ormed a subcommittee to investigate the preconditions driving successulindustry clusters elsewhere around the world. The subcommittee, comprising representatives o keyprivate and public sector stakeholders, took stock o Hamiltons lie sciences assets and examined 35 casestudies in an attempt to better understand the essential eatures behind these successul industry clusters.Five case studies are highlighted herein.

SUMMARY OF FINDINGS

The subcommittee identified five eatures that are essential or a cluster to orm and thrive. These are:

O these five essential eatures, Hamilton has an abundance o knowledge and research in the lie sciencessector. We also have a burgeoning industry base, with approximately 300 private companies operating inlie sciences. Hamilton also possesses a community o stakeholders who broadly agree that an innovationoriented lie sciences cluster is an economic imperative or the citys continued prosperity.

Knowledge and talent;

An industrial base;

Inrastructure and unding;

The support and alignment o stakeholders; and,

A driving orce.

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However, the analysis that ollows in this report also points to some deficiencies. Hamilton needs toincrease the amount o dedicated inrastructure designed to nurture the ormation o this industry cluster,such as lie sciences incubation space. We have insufficient venture capital flowing to the region, andthere are too ew programs working to promote and exploit Hamiltons lie sciences assets, or to createa culture o commercialization within the lie sciences sector itsel. Arguably, we also lack significantbusiness expertise required to commercialize and support business ventures. Most importantly, thereis no driving orce or chie advocate leading the charge or the establishment o a lie sciences industrycluster in Hamilton.

RECOMMENDATIONSThis report looks at Hamiltons assets and deficiencies in greater detail. By comparing Hamilton to theelements o successul clusters, the subcommittee is able to make the ollowing recommendations:

Fortunately, none o these recommendations are impossible to implement; they are not duplicative or cost

prohibitive, nor are they going to take decades to nurture and develop. Many essential pieces, in act, arealready coming together. Progress, though never easy, is possible i key leaders are determined to act.

I there is an appetite rom industry stakeholders to drive orward, the Hamilton Chamber o Commerceand the stakeholders that contributed to this report pledge to champion this initiative and be thegalvanizing orce needed to help build a lie sciences cluster in the Hamilton region.

Champions must emerge. Key industry stakeholders in both theprivate and public sector must create a unified vision, convene toidentiy specific goals and act as a champion group that leads thedevelopment o a local cluster mentality.

We must create a physical lie sciences incubation space, which iscritical or anchoring a regional cluster.

Associated with the incubation space, an arms-length organization,ocused on commercialization and innovation in lie sciences, mustbe established to open up global channels and equip the creatorso intellectual property with the knowledge, tools and connectionsthey need to achieve commercial success.

A marketing and branding strategy or Hamiltons lie sciencescluster must be created. Enhanced public awareness o research willcreate community support, commercialization interest, the attentiono venture capital and the pressure to innovate.

Pursue investments rom the provincial and ederal governmentsto support the creation o the cluster and to help bridge the gap tocommercialization.


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PREFACE

In May 2012, business and community leaders convened at the 5th Annual Hamilton Economic Summit,presented by the Hamilton Chamber o Commerce. Together, participants identified five sectors that areessential to the Hamilton regions uture economic and social prosperity. They are: education, advanced

manuacturing, creative industries, transportation and lie sciences.

Since then, the Hamilton Chamber o Commerce and its members have dedicated significant resourcesand expended considerable effort to build momentum and to support growth in each o these sectors.In particular, given Hamiltons abundance o intellectual and institutional health assets, the lie sciencessector drew considerable interest rom a broad range o stakeholders as being ripe or uture economicdevelopment.

The stakeholders ormed a subcommittee o the Chambers Innovation and Technology Committee toinvestigate urther.

SUBCOMMITTEE VISION

The subcommittee then endeavoured to understand what is required or Hamilton to meet this vision. This

pursuit started with an examination o past progress achieved in advancing lie sciences as an economic

development agenda item.

The concept o lie science cluster ormation has been on the radar o stakeholders in the city o Hamilton

or at least a decade. Most notably, the Economic Development Department o the City o Hamilton

prioritized the lie sciences sector as an area o importance in its 2010-2015 Economic Development

Strategy. Within this development strategy, the city and stakeholders identified a number o short- and

long-term priorities or the development o Hamiltons lie sciences cluster by 2015.

Some progress has been made, but much more needs to be done

To position health as a wealth creator by exporting new innovation

and unique delivery models, and exploiting new platorms or

commercialization in order to catalyze new unding concepts or

health and lie sciences.

To promote Hamilton as a centre o excellence and emphasize

our positive global reputation to attract international businesses,

talent and investments in Hamilton.

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LIFE SCIENCES REMAIN CRITICAL FOR HAMILTONSFUTURE ECONOMIC PROSPERITY

Lie sciences continue to be a growth industry domestically and globally. Despite governmental fiscalrealities, leading analysts project an optimistic period o growth or the sector over the coming decades

due to new discoveries and shiing demographics. Additionally, patent expirations have increased thepressure or industry leaders to develop new sources o income.

For these reasons, the industry is projected to grow in North America, pursuing mergers and acquisitionsthat will help populate product pipelines, while concurrently investing in research or new products andservices to address ever-changing health care demands.

Statistics Canadas 2012 Canadian Business Patterns survey estimated that close to 300 businesses arecurrently operating in the lie sciences sector in the Hamilton region. Their commercial activities arediverse and comprise (but are not limited to) the fields o biotechnology, agriculture, pharmaceuticals,biomedical technologies, lie systems technologies, kinesiology, nutraceuticals, cosmeceuticals, oodprocessing, environmental, biomedical devices, health inormatics and administration, and organizationsand institutions that devote the majority o their efforts to the various stages o research, development,technology transer and commercialization. Furthermore, our analysis o the aorementioned Stats Candata over the last three years has also shown an approximate 12% increase in the number o establishedbusinesses in the lie sciences sector in Hamilton.

As recognized in the City o Hamilton 2010-2015 Economic Development Plan, these businesses engagethe intellectual capital o Hamiltons academically-ocused health research institutions and centres. In act,a majority o the start-up lie science companies (70%) are created rom science developed at universities.Hamilton has world-class lie institutions working in this field. McMaster University, Hamilton HealthSciences and St. Josephs Healthcare Hamilton have won global and national accolades and recognitionor research perormance. Mohawk College has also prioritized service innovation in the health sector

through its Apps or Health initiative and the recent creation o the Mohawk eHealth Development andInnovation Centre (MEDIC). Significant economic development can be derived rom these local assets,in part through businesses needing to be in close proximity to Hamiltons physical and intellectuallie science resources, but most importantly when outside capital flows into the city to und thecommercialization o intellectual property and when subsequent domestic and international export salesmaterialize.

There is a strong, and necessary, relationship to be nurtured between Hamiltons lie science researchinstitutions and the local and global businesses that are capable o commercializing their discoveries.Research hospitals and health-ocused academic institutions produce scientific and technical knowledge,but they also help lie sciences businesses as they navigate the pathway towards commercialization.


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Commercializing lie sciences requires many steps, including a proo o concept, validation and theselection o exploration candidates or possible incubation by virtue o prospecting and technologicaldue diligence, as well as clinical trials. Incubation partnerships with academic institutions are createdto give businesses access to the extensive network o scientific or technological expertise, as well asintellectual property advice, and support or navigating the convoluted channels o government unding.Most importantly, academic institutions have existing access to commercial partners who are more likelyto support a new business i its affiliated with a college, university or hospital.

Stakeholders, including the Government o Ontario, City o Hamilton and McMaster University haveattempted to systematically promote and encourage this commercial relationship. Governments andacademic institutions are allocating public unds to initiatives that are designed to identiy the commercialpotential o new research, develop an entrepreneurial culture among researchers, and createopportunities and support to help lie sciences businesses grow.

Profile: Golden Horseshoe Biosciences NetworkThe recent example is the Golden Horseshoe Biosciences Network (GHBN), which was incorporatedas a not-or-profit in 2005, with representation rom the City o Hamilton, Halton Region, the Regiono Niagara, McMaster University and its affiliated research hospitals, as well as various companiesin the biotechnology sector. This network strived to promote the Golden Horseshoe region oOntario as a globally competitive bioscience cluster or the development and commercializationo innovative products, and as a world class provider o services in the areas o biotechnology,biopharmaceuticals, health and medicine, bio-manuacturing and bioengineering technologies. TheCity o Hamilton, together with McMaster University, played an integral role in the creation o GHBN.

Among its accomplishments over our years o operation, GHBN managed to help provide one-on-one support to numerous startups and commercialization projects, provided tools to clariyprovincial and ederal unding envelopes that were accessible in the sector, and developed abusiness plan or an 80,000 square oot incubator space at McMaster Innovation Park (MIP).

MIP is now in the development process or the 80,000 square oot Emerging Technology Centre,which is ocused on new technologies coming rom McMaster University and the Hamilton area.The current plan includes 20,000 square eet o space committed as a bio-tech incubator, withlaboratories and central services. A urther 20,000 square eet o open acceleration space is alsobeing discussed to house the growth in new entrepreneurial firms coming rom McMaster University,Mohawk College, and to the Hamilton area over the last two years.

In 2010, the GHBNs primary unding rom the Government o Ontario was reallocated to capitalizethe ormation o Regional Innovation Centers across the province, including one in Hamilton. Whilethe resulting organization, Innovation Factory, has a mandate to continue nurturing the Hamiltonregions commercial entities in the lie sciences sector, the organization is sector-agnostic and worksto catalyze commercial activity emanating rom intellectual property developed in a broad range osectors. It is not strategically ocused on any specific economic development goals using Hamiltonshealth assets.


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Despite the investments in GHBN and Innovation Factory, the pace and orm o collaboration towards thecommercial innovation o lie sciences knowledge developed in the Hamilton region lags behindprovincial, national and international counterparts. There is still no recognizable, dynamic businessnetwork or support system working to derive and promote commercial activity rom the significantassets ound in Hamiltons lie sciences sector. The question arises: what has been missing rom previousnetworks, and remains missing rom current investments, that is inhibiting the ormation o a verifiablecluster?

The second hal o this paper examines the essential eatures or the development o lie sciences industrycluster in more detail. Furthermore, based on this analysis, the authors have proposed a response to thequestion posed above. There are some specific elements missing rom previous and current attempts toderive and promote commercial activity rom Hamiltons lie sciences assets.


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ELEMENTS OF A SUCCESSFUL LIFE SCIENCECLUSTER


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ELEMENTS OF A SUCCESSFUL LIFE SCIENCECLUSTER

The development o economic clusters is nothingnew and has been pursued in hundreds o cities in

dozens o countries around the world. In Canada,several clusters have developed over the past twodecades in a number o industries. In Ontario, oneo the most notable clusters is in the Kitchener/Waterloo region, which ocuses on technology-based companies.

In the lie sciences sector, seven clusters wereidentified in a 2003 report, and included Toronto,Montreal, Vancouver, London, Ottawa, Haliax,and Saskatoon (CPRST, 2003). Le out rom thatreport, or potentially included in Toronto, isMississauga, a region that has garnered the nameo Pill Hill due to the large concentration omultinational pharmaceutical companies ound inthe municipality.

Clusters emerge rom regions that have achievedcritical mass in a particular area o expertise and are ofen anchored by strong research universities,industrial laboratories and/or entrepreneurial companies with human capital to match (CPRST, 2003).Within these organizations, overlapping interests and shared benefits are realized. Initially, this is oenaccomplished through ocused efforts among stakeholders, and an integration agent is required to osterand develop collaborative opportunities between these organizations (CBC, 2013). This agent is required

until capacity is established whereby these partnerships and synergies take place naturally.

Through its research, this subcommittee has identified five primary determinants that contribute towardsthe successul development and sustainability o lie sciences clusters.

Clusters are agglomerations o

interconnected companies andassociated institutions. Firms in a clusterproduce similar or related goods orservices and are supported by a rangeo dedicated institutions located inspatial proximity, such as businessassociations or training and technicalassistance providers. Vibrant clustersare home to innovation-oriented firmsthat reap the benefits o an integratedsupport system and dynamic business

networks.- United Nations: Industrial Development

Organization, 2013

1. KNOWLEDGE AND TALENTKnowledge is developed by institutions (universities, colleges and labs) that aredesigned to support the curiosity o, and seek answers to, undamental scientificquestions. However, knowledge also arises as a trickle-down effect rom theseinstitutions (i.e. knowledge discovery can lead to commercial opportunities and build

tertiary knowledge about patents, legal issues and finance). Significant health caredelivery capacities also allow this specialized knowledge to be transerred into theadvancement o medical practice (i.e. rom bench to bedside).

Talent is nurtured by institutions that promote and support the training anddevelopment o human knowledge, skills, and capabilities. Talent is required to conductresearch within both public and private institutions. It is also the unique extension oocused and rigorously-regulated proessional accreditation regimes (i.e. specializedmedical skills).


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2. INDUSTRIAL BASE.Clusters must be supported by an industrial base that is comprised o establishedbusinesses that both directly and indirectly support cluster development. Directsupport comes rom existing private sector companies in the given sector (e.g. inthe case o lie sciences: pharma, medical device, diagnostics, etc.), which provideknowledge on how to commercialize products and services, as well as the dos anddonts associated with the path to commercialization, thus accelerating growth.Indirect support includes businesses that are capable o providing other essentialcommercialization supports, such as capital, business expertise, services, networks andcredibility. Building an industrial base is certainly a challenge within the lie sciencessector given the comprehensive regulatory requirements and financial risk associatedwith certain subsectors.

3. INFRASTRUCTURE & FUNDINGInrastructure encompasses the public and private sector institutions where researchtakes place (e.g. laboratories) and in the health care delivery systems where researchbecomes validated at the bedside or in clinical trials. Funding can reer to eitherdirect capital investment (e.g. government grants and loans programs) or by creatingavorable environments or discovery and commercialization to take place (e.g. taxincentives). Venture capital (e.g. private equity, angel investment) is required tosupport inrastructure development and research along the pathway tocommercialization.

4. SUPPORTIVE ECOSYSTEM/ALIGNMENT OFSTAKEHOLDERSClusters require an ecosystem or network o individuals and organizations who arewilling to support the development o ideas and products by leveraging their existingresources and connections. Such an ecosystem ecosystem can be achieved throughormal engagement opportunities, or through serendipitous interaction, which takesplace once capacity has been established. Opportunities or innovators and thebusiness community to connect must exist not only or commercial purposes, but also tobuild awareness around specific initiatives this creates momentum or a movement. Itis very important that all key stakeholders are aligned in all cluster-development effortsand are, in act, actively collaborative.

5. DRIVING FORCEThe driving orce is a chie advocate or group o advocates willing to lead the chargeor a sustained period o time until the cluster is established and sustainable. This groupaims to create a new status quo and acts both as the leader and as the glue that holdsthe initiative together


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1. KNOWLEDGE & TALENT Grade: Excellent We have strong knowledge inrastructure with internationally-ranked lie sciences

research institutions at HHS, St. Josephs and McMaster University. Hamilton Health Sciences, St. Josephs and Bay Area Health Trust have ormidable

clinical trial activity and lab inrastructure. Mohawk College has made significant investments in developing technologists

dedicated to addressing the service side o health care delivery. There are over 20,000 jobs directly and indirectly related to lie and health sciences

in Hamilton: Hamilton Health Sciences: 10,000, St. Josephs Health Care: 5,000,McMaster: 7,000, Mohawk: 1,000.

Hamilton Health Sciences is one o the three largest hospital systems in all oCanada, and the second largest hospital network in Ontario.

2. INDUSTRIAL BASE Grade: Fair We have a limited number individuals and/or organizations with expertise in

commercialization at a number o institutions in Hamilton (e.g.: McMaster IndustryLiaison Office, Innovation Factory, Bay Area Health Trust).

We have business development managers who can partner with innovators andoster incubation (e.g.: McMaster Industry Liaison Office, Innovation Factory, Bay

Area Health Trust) There are 298 Hamilton-area businesses operating in the lie sciences sector

(Appendix C is a directory o these businesses). The sector has also shown positivegrowth over the last ew years.

Relative to other Canadian cities, we have little representation rom largemultinational companies in the lie sciences industry at this time.

PROGRESS ON THESE DETERMINANTS INHAMILTON

Using the above-mentioned determinants, we are able to create a report card or current progresstowards creating a lie sciences cluster in Hamilton region.


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3. INFRASTRUCTURE & FUNDING Grade: Fair/Poor We have excellent acilities and equipment at publically-unded institutions, with

potential real estate available at McMaster Innovation Park or uture expansion. We need to identiy opportunities to introduce incentives that encourage

commercialization and new businesses in lie sciences to develop. We need programs designed to instigate a culture o commercialization within the

existing research community. We need the ormation o a dedicated lie science incubation space. We need to grow channels to venture capital that supports commercialization at

McMaster, Mohawk and throughout the local health care system. We need government unding programs designed to support innovation and

collaboration between industry partners (Public Private Partnerships).

4. SUPPORTIVE ECOSYSTEM/ALIGNMENT OFSTAKEHOLDERS Grade: Good

There is significant operational alignment between Hamilton Health Sciencesand St. Josephs, and the recognition that significant gains can be achieved bycontinued partnerships.

We have a municipal economic development agency that has ocused on liesciences and works well with the industry.

We have increasing awareness among the private sector and the Hamilton Chambero Commerce o the commercial potential o the significant research and healthdelivery capacity in this community.

We have a strong community consensus on the need or increased collaborationtowards developing a lie sciences cluster in Hamilton. (Appendix B shows the ulllist o stake holders interviewed or the purpose o this paper.)

We need our existing institutions to ully embrace principles o innovation at alllevels o their organization; this will result in dynamic, redesigned systems whereinnovative ideas flourish, become implemented, and, where applicable, aredeveloped as new commercial entities.

5. DRIVING FORCE Grade:Fair/Poor Initiative in Hamiltons lie sciences sector is still too diffuse, and the progress made

is too insignificant to keep pace with other regional clusters. We need an arms-length institution, invested in by all stakeholders, that drives

continued cluster ormation and has the bench strength necessary to meet theunique challenges o commercialization and innovation within the lie sciencesindustry.


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WHERE DO WE GO FROM HERE?

In addition to these economic benefits, a city o Hamiltons scale and population benefits rom the abilityto be nimble, and make significant changes occur aster than our larger municipal counterparts, such asMontreal and Toronto. More specifically, we have ewer stakeholders to align and should theoretically beable to do so aster.

The success o a cluster has to do with the level o integration among stakeholders, because, by definition,it must successully leverage all o the existing assets within a region. All o the health and academicinstitutions, businesses, community organizations and levels o government that are directly affected bythe cluster must be involved and drive this initiative. I not, the likelihood o success alls drastically, as

interests will not always align and eventually the costs o pursuing this initiative by secondary stakeholderswill outweigh the benefits that can be accrued rom its ull realization.

HAMILTON IS A CITY CURRENTLY WORKINGTHROUGH A STAGE OF ECONOMIC

REJUVENATION

We are starting to realize the benefits o:

Economic incentives instituted by our municipal government;

Significant financial investment in post-secondary educationinstitutions;

Shifing visions o how these same institutions should involvethemselves in the community;

Greater recognition o Hamiltons quality o lie offerings andauthenticity;

A private sector that is seeing increased levels o activity in both itsmature industries (i.e. advanced manuacturing, goods movement)as well as new markets and industries (e.g. agribusiness,lie sciences, creative industries).


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PRIMARY RECOMMENDATIONS

Hamilton remains an excellent place to continue the development o a lie sciences cluster. Building onthe work already completed by this subcommittee, and the considerable business development effortsby the City o Hamilton Economic Development Department, our primary recommendation is for a

working group of organizational leaders, drawn rom the primary stakeholders in both the private

and public sector, be commissioned to continue the discussion, identiy specific goals, and act as achampion group that can work with the City to motivate industry stakeholders to collaborate and growtogether.

(Appendix D)in the ull report is a supplementary document proposed by the Innovation Factory thatreviews this idea and suggests a potential path orward or the ormation o this group.)

This group will re-engage all stakeholders, and begin to develop a cluster mentality o collaboration whilealso working to market the regions assets as a cluster. A similar exercise was conducted successully bythe Toronto Board o Trade in spring 2013; a steering committee was ormulated consisting o key playersin academia, health care, government, banking and the private sector. Through an ideation conerence

they have currently identified a number o priorities to be tackled by working groups.

Take steps to create a marketing and branding strategy or Hamiltons lie sciences cluster, tocelebrate the existing accomplishments o commercialization initiatives, as well as the economic andsocial potential to be derived rom existing health research being conducted in the region. Enhancedpublic awareness o depth and potential o this research will help create commercialization interest,attract the attention o venture capital and apply pressure to innovate.Create a physical incubation space.McMaster Innovation Park is on the verge o developing anEmerging Technologies Centre. The City o Hamilton committed approximately $5 million to the initialdevelopment o MIP, earmarking the money or a lie sciences incubator space. While Hamilton currentlyhas several state-o-the-art labs and spaces where commercialization activities are happening, it lacks acentral location to act as an instigator or commercialization activities and greater collaboration amongststakeholders. Incubation centres are critical or anchoring regional clusters.

Mere incubation, however, is not enough.An arms-length organization, ocused on commercializationand innovation in lie sciences, must be established to open global channels and equip the creatorso intellectual property with the knowledge, tools and connections they need to achieve commercialsuccess. Models around the world abound, with some o the most successul ones close to home e.g.Torontos MaRS. Hamilton might not require a new organization , since Innovation Factory is modelledare MaRS and Waterloo Regions CommunitechIt would, however, need to enhance its lie sciencescommercialization capacity and expertise.

The nature o research commercialization in the lie sciences sector is such that private venturecapital across the world has preerred to get involved at a later stage in the project, are a proo-o-concept and clinical tests have been successully completed. Thus, we must pursue investmentsrom the provincial and ederal governments to bridge the gap to commercialization. Through a varietyo programs, both levels o government have been instrumental in kick-starting innovation centres inHamilton and other Canadian cities. A recent example is the ormation o an eHealth Incubator at MohawkCollege (MEDIC) through the Canada Foundation or Innovation. The City o Hamilton needs incentiveso this nature to spur commercialization activities rom university and health care research units, as well assupport or small- and medium-sized enterprises that have been ounded in recent years.


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REFERENCES

Canadian Broadcast Corporation. (2013). National Research Council move shis eds science role.Centre or Policy Research on Science and Technology (CPRST). (2003). The biotechnology cluster inVancouver.

Conle, M., Taube, M. (2010). Anatomy o cluster development in China: The case o health biotech

clusters. EUROPE INNOVA (2007). Biotech cluster development: constraints and good practices affecting

companies and clusters in their development. Porter, Michael (2013). Institute or Strategy and Competitiveness: Competition and Economic

Development. Harvard University. http://www.isc.hbs.edu/econ-clusters.htm PriceWaterhouseCoopers (2013). The missing ingredient:Canadian Lie Sciences Industry Forecast

2013. PriceWaterhouseCoopers (2012). From vision to decision: Pharma 2020. www.pwc.com/

pharma2020. Toronto Region Board o Trade. (2013). Lie Sciences Cluster Forum: The Time is Now. Executive

Summary. March 28 2013.

United Nations: Industrial Development Organization (UNIDO) (2013). Clusters and networkdevelopments. http://www.unido.org/clusters.html

Wadhwa, Vivek. (2009). Lessons rom a New Industry Cluster in India. Bloomberg Businessweek:Small Business.

Leydesdorff, L. (2012). The Swedish System o Innovation: Regional Synergies in a Knowledge-Based Economy. arXiv preprint arXiv:1210.4396. Cooke, P., Kaumann, D., Levin, C., & Wilson, R. (2006). The biosciences knowledge value chain and

comparative incubation models. The Journal o Technology Transer, 31(1), 115-129. Papaioannou, T., & Rosiello, A. (2009). Bio-clusters as Co-evolutionary Developments o High Tech,

Venture Capital and socio-Political Institutions: A Historical Perspective o Cambridge and Scotland.Innogen Working Paper 73

Cooke, P., Gomez Uranga, M., & Etxebarria, G. (1997). Regional innovation systems: Institutional and organisational dimensions. Research policy, 26(4), 475-491. Cooke, P., & Leydesdorff, L. (2006). Regional development in the knowledge-based economy: The

construction o advantage. The Journal o Technology Transer, 31(1), 5-15. Cooke, P., Kaumann, D., Levin, C., & Wilson, R. (2006). The biosciences knowledge value chain and

comparative incubation models. The Journal o Technology Transer, 31(1), 115-129 Iammarino, S., & McCann, P. (2006). The structure and evolution o industrial clusters: Transactions,

technology and knowledge spillovers. Research policy, 35(7), 1018-1036. City o Hamilton. Economic Development Strategy 2010-2015. http://www.investinhamilton.ca/

wpcontent/uploads/2011/06/Hamilton-EcDev-Strategy2010.pd Deloitte (2013). Global lie sciences outlook: Optimism tempered by reality in a new normal. Jones Lang Lasalle (2011). Lie Sciences Cluster Report. http://www.joneslanglasalle.com/

ResearchLevel1/Global_Lie%20Sciences%20Cluster%20Report_2011_gb.pd United States Studies Centre: University o Sydney (2010). Biotechnology cluster Project: San Diego

analysis Moodysson, J. (2008). Principles and practices o knowledge creation: On the organization o buzz

and pipelines in lie science communities. Economic Geography, 84(4), 449-469.

Weigel, S. (2011). Medical Technology's Source o Innovation. European Planning Studies, 19(1),

43-61.


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ACKNOWLEDGMENTS

The Hamilton Chamber o Commerce would like to thank and acknowledge all those involved in the

development o this paper.

The life sciences subcommittee membership included:

Edward, Valerie Ballagh & Edward LLP

McCracken, Paul Bay Area Health Trust

Reid, Carolynn City o Hamilton

Hewitt, Duane DNA Digital

Ward, Doug Express Employment Proessionals

Adames, David Hamilton Chamber o Commerce

Neale, Parker Hamilton Health SciencesWright, Tyler Innovation Factory

Neumann, Ron Innovation Factory

Lim, Bernard Innovation Factory

Loomis, Keanin Hamilton Chamber o Commerce

Patricelli, Matteo Hamilton Chamber o Commerce

Saeed, Huzaia Hamilton Chamber o Commerce

Madden, Patrick KPMG

Stewart, Mark McMaster Innovation Park

Yuyitung, Gay McMaster University

Markettos, Nick McMaster University

Bender, Duane Mohawk College

Roediger, Elzabeth Mohawk Corporate Enterprise

Selevan, Leslie PEO Canada

Levo, Aaron Smartwell Strategy

Travis, Judy Workorce Planning Hamilton


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APPENDIX A

Models or Growth and Cluster FormationThis Workgroup was tasked with reviewing theoretical and case study models that have been used orother cities and suggest a path orward or Hamilton.In our literature review we looked at a variety o structural models, namely ully private, public private and

publicly unded incubators that have served as a hub or clusters. A limited number o case studies romthe chamber's extensive research are eatured to highlight the impact o certain variables o a successulcluster.

Public Private: Munich, GermanyIn Munich, Martinsreid in the south-western suburbs marks the center o biotechnology research andincubation in Germany. One o the worlds largest pharmaceuticals Aventis opened its Centre or AppliedGenomic Research there and the Biotechnology Innovation Centre (IZB) unded by the Germangovernment is located nearby with 9000m2 o laboratory and office space. The cluster is centered bythe organization responsible or managing development o biotechnology, BioM. The area has becomea biomedical research campus with 8000 researchers working in biology, medicine, chemistry and

pharmacy located there. BioM AG is a one-stop shop with seed financing, administration o BioRegioawards and enterprise support under one roo. Seed financing is a partnership und rom the BavarianState government, industry and banks up to 600,000 (euros) per company. BioMs investments aretripled by finance rom tbg (public investment und) and Bayern Kapital, a special Bavarian financinginitiative. The und has over e200 million or supporting biotechnology activities. Bay BG, and BV Bank-Corange-ING Barings Bank have special public/private co-unding pools, and a urther eight (rom 16)Munich venture capitalists in the private market sector invest in biotechnology. DBFs increased rom 36to 120 between 1996 and 2001 (Kaiser, 15). BioM is a network organization, reliant on science, financeand industry expertise or its support committees. It also runs young entrepreneur initiatives, includingdevelopment o business ideas into business plans and financial engineering plans. Business plancompetitions are also run in biotechnology.

Importance o a strong knowledge base & organizational support: San Diego, USA.The San Diego region is one o the largest lie sciences clusters in the United States, anchored byprominent non-profit medical research institutions and R&D-oriented private companies such as TheScripps Research Institute, Sanord-Burnham Medical Research Institute, Synthetic Genomics, PaciraPharmaceuticals and Althea Technologies. What is also remarkable about this cluster is the relatively shortamount o time it's institutions grew since their inception.

The presence o CONNECT and later BIOCOM was critical during the ormative period o the regionshigh technology clusters in the 1980s and early 1990s, because the region lacked a critical mass oentrepreneurial talent and business support services. The local business community ormed CONNECTin 1985 as a way to accelerate and support the burgeoning Lie Sciences industry, it was hosted within UC

San Diego to avoid appearance o bias. CONNECTs Biotechnology Corporate Partnership Forums wereinstrumental or attracting interest in San Diegos emerging biotech industry rom outside the region. Inlater years, the Springboard Program began a process o coaching and mentoring entrepreneurs thatcontinues to this day. The organization now has a $3 million annual budget and over 17 staff members. Itholds over 330 events each year that attract approximately 15,000 attendees and claims responsibility ororming over 3,000 companies and more than $3 Billion o investment.


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APPENDIX A

Publicly unded: Montreal, CanadaQuebec Biotechnology Innovation Centre (QBIC), inaugurated in May 1996. It was created to promotethe launch and development o biotech companies specializing in health, environment, agro-oodand orestry industries in the greater Montreal region. The region has a large biomedical cluster with

leading companies and a strong research base with our universities in Montreal, an establishedbiopharmaceuticals industry with well over 145 companies and 14,500 jobs and 50 biological researchinstitutes including the Canadian National Research Council Biotechnology Research Institute, animportant ederal biotechnology research centre. QBIC is located in the Laval Science and HighTechnology Park, Montreal. The Park was created in 1989 as the result o a strategic alliance betweenthe INRSInstitut Armand-Frappier (a research centre o Quebec University), the City o Laval and LavalTechnopole. The Laval Science and High Technology Park is the ocus o Biotech City, a $100 millioninitiative launched in June 2001 to develop a business and science centre supported by the Quebecgovernment, Investissement Quebec, the Institut National de la Recherche Scientifique (INRS), the LavalTechnopole and the City o Laval. Some 30 businesses, biotechnology and biopharmaceutical companies,research centres and IT firms exist in Biotech City. Like Oxord BioTechNet, it is a not-or profit organization

with two unding partners: first, the INRSArmandFrappier Institute o Immunology and Virology atthe University o Quebec, and second, Laval Technopole, which is the Economic Development Agencyo Laval City. QBIC relies on the support o the Canadian and Quebec governments or around 45% ooperating finance with the remainder sel-financed through mainly rent (c. 80%) and other services suchas the hire o scientific equipment to outside companies. Private sector sponsors such as the Royal Bank oCanadathe main commercial bank in Canada have also invested. QBIC has a wide range o incubationperiods, rom 36 months to 34 years with many companies staying the ull 4 years. The Centre considersbetween 15 and 20 proposals or start ups per year with around 3 accepted.

Start-ups at the pre-incubation stage can apply to QBICs seed-corn und which is a rotating interest-ree unsecured loan up to a maximum o 75% o projected costs repayable in ull when companiessecure second round unding. The remaining 25% o finance must be raised by entrepreneurs, withregional unds or institutional venture unds the main sources. A business mentoring service is availableto help reduce start-up costs and equip companies with appropriate human and financial resources.The mentoring structure relies on the bioincubator manager who acts as a first-line advisor to the headso resident companies. Further mentoring expertise is provided by a network comprising consultantscovering the seven major fields o bioincubation competence and acting as an advisory committee.

QBIC occupies 27,000 sq.. o space including 20 wet laboratories and 19 offices, its 2003 enrolment was6 resident companies, with 13 graduate companies having moved on to other premises. Start-upcompanies have access to acilities such as laboratories, offices, specialised storage areas and basicurniture. Tenant companies also have access to a host o sophisticated scientific instruments on a time-sharing basis or no extra cost.

A key attraction o QBIC to clients is the wide array o equipment available so clients have to buy lessequipment themselves, leaving unds to pay or research staff. The graduation policy at QBIC entailswriting a business plan 12 months prior to graduation, raising a final round o financing, and setting a timelimit on occupation at QBIC. Part o the graduation policy stipulates that companies are not allowed togrow to more than 25% o the total incubator space. A large majority o companies (90%) graduating romQBIC have been successul in raising capital are incubation with the average amount raised around $120million.


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APPENDIX A

The two prior examples have demonstrated that the Lie Sciences cluster possesses a unique seto attributes and challenges to development. There is an immense amount o specialization andcollaboration required due to the overlap between the various subsections that make up the field o LieSciences within any project. Thereore in almost all cases they tend to be clustered around Universities

or Hospitals, utilizing their existing capital acilities to lower costs during the crucial initial phase otesting and building a business case, until a point where they can prove the success o their high riskclinical trials or product. This latter point is important since it distinguishes the sector rom other sectorswhere investors are more willing to ront the up ront costs. The other take away was also centered onthe importance and prevalence o public unding to kick start incubators and support clusters. Thegovernment sponsored Capital unding and research awards were instrumental in creating a healthyecosystem or researchers leading to outside Venture Capital at a later stage upon the completion ocertain stages o research.

Pittsburgh: Importance o a regional public - private organization

Pittsburghs anchor institutions account or more than $11 billion in local salaries, or 22% o the total

salaries in the region. Theyve also spun off hundreds o companies in the past 15 years, drivingPittsburghs technology boom. Firms in the lie science sector have been doing especially well. These

companies wanted to be close to Pittsburghs universities and hospitals in order to leverage local

intellectual capital, resource availability and collaboration. But once these companies began to grow,

several either relocated or were acquired by firms outside o the region. The movement o companies

just beore a critical stage o job and revenue growth was hurting the local economy.

In 2002, in an attempt to make these companies eel more entrenched in the local lie science

ecosystem, the Commonwealth o Pennsylvania, University o Pittsburgh, Carnegie Mellon University,

the University o Pittsburgh Medical Center and Pittsburghs regional oundation community pooled

resources and established the Pittsburgh Lie Sciences Greenhouse (PLSG). PSLG Offers a variety oresources to organizations in the sector. They offer Early Stage and Regional Economic Development

loans executive training program, acilitating industry collaborations, a ull-service lie science

incubator, location services, and workorce development programming. The pool o industrial

expertise housed at PSLG allows companies to commercialize aster and more efficiently.

In terms o results, since 2002 PSLG boasts 178 investments totaling $19 million in 76 companies,

leveraging $840 million in additional capital. The regional cluster has also attracted an additional 13

Lie Science companies to the region. More importantly, with help rom various partners and a $2.4

million grant rom the U.S. Department o Labor, the anchors comprising the PLSG have also trained

more than 6,000 people or jobs in the lie sciences cluster since 2005.


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APPENDIX A

Philadelphia: The role o Government IncentivesPhiladelphias large concentration o academic institutions, geographical proximity to New York andstrategic incentives have allowed it to host a significant cluster o over 1,200 Lie Science companies. TheUniversity City as its also called, plays host to The Science Center, one o the largest urban research parks

in the United States. With 100 colleges and universities and 25 medical schools, Philadelphias institutionshave ed the regions 432,000 jobs and $20.2 billion in earnings within the biotechnology and healthcaresectors, accounting or 26.5 percent o the regional workorce and nearly 15.0 percent o Philadelphiaseconomic activity, respectively.

The Science Center is strategically located proximate to several major universities and research institutionsincluding The Childrens Hospital o Philadelphia, Drexel University, the University o Pennsylvania,University o the Sciences in Philadelphia and The Wistar Institute. Serving as an incubator or many o theregions growing companies and research efforts, University Citys Science Center specifically has led tomore than 40,000 jobs in the region and $64.5 million or the city and state in tax revenue.

The government sponsored Capital unding and research awards were instrumental in creating a healthyecosystem or researchers leading to outside Venture Capital at a later stage upon the completion ocertain stages o research. Arguably, the state o Pennsylvania is the most influential orce in providing awide variety o incentives and leadership. For example through the Keystone Innovation Zones, tax creditso up to $100,000 were offered to companies based on revenue growth, as well as a variety o directgrants and loans and tax exemptions.

Furthermore, Ben Franklin Technology Partners provides risk capital and commercialization products toearly stage companies, supporting the development o centers o excellence in the region. Accordingto a report in 2013, apart rom creating over 16,000 jobs and over $6.6 Billion impact on the localeconomy, there was a 3.6-to-1 return on investment to the state on its $13.7 million investment in BenFranklin between 2007-2011. Lastly, through the Collegiate Consortium or Workorce and EconomicDevelopment assists lie science businesses with customized workorce training, retention, andskill development program For example, the Philadelphia Naval yard closed down in 1995, the cityimmediately obtained over 1,000 acres o land and began working to transorm it into a vibrant mixeduse commercial zone. The area was successully transormed into a hub o Lie Sciences and technologyactivity with over 120 new companies and several global pharma firms moving their headquarters into thecity and the Naval yard.


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APPENDIX B: PUBLIC SECTOR STAKEHOLDERS

Explanation o contents:Appendix B contains a listing o work compiled by the Lie Sciences Subcommittee o the HamiltonChamber o Commerce and Workorce Planning Hamilton. Please note that this is not meant to be anexhaustive list o sector stakeholders.

List o Tables:Page 24: Academic LeadershipPage 25: Healthcare LeadershipPage 26, 27, 28 & 29: Research LeadershipPage 30: Other leadership


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Training Nurses, Cardiovascular Technologists,Diagnostic Cardiac Sonographers, MedicalRadiation Sciences Technologists, MedicalLaboratory Technologists, Medical LaboratoryAssistants/Technicians, Occupational TherapistAssistants & Physiotherapist Assistants, PersonalSupport Workers, Pharmacy Technicians & otherhealth professionals.

MohawkCollege

Organization Department Description Contact Website

HealthSciences

Paul Armstrong, DeanDonna Rawlin, AssociateDeanLori Koziol, Associate Dean

James Humphreys,Associate Dean

www.mohawkcollege.ca/healthsciences-programs.html

MohawkCollege

EngineeringTechnology

Tony Thoma, DeanBill Brimley, Associate DeanTom Low, Associate Dean

www.mohawkcollege.ca/engineering-technology-programs.html

McMasterUniversity

Faculty ofEngineering

Ishwar Puri, DeanKenneth Coley, AssociateDean (Academic)Peter Mascher, AssociateDean (Research and ExternalRelations)Maria White, Assistant Dean(Studies)

www.eng.mcmaster.ca

Our Faculty thrives on a team approach to healthcare that represents a true partnership between thecommunity and the University. Within McMaster'shealth care group is a broad spectrum of staff,faculty, students, alumni and communitysupporters, as well as our strong academichospitals Hamilton Health Sciences and St.

Joseph's Healthcare Hamilton. The Faculty ofHealth Sciences is a major contributor inmaintaining McMasters position as one ofCanada's top research-intensive universities., with

$133 million in research funding being overseen byhealth sciences investigators. The Faculty iscommitted to moving forward with discoveries thatwill improve medical knowledge and treatmentsfor the people of Hamilton, Canada and beyond. Inpartnership with hospitals, government bodiesand private enterprise, we continually pursuemedical breakthroughs in our laboratories andincorporate them into the practice of health careprofessionals. Training programs exist forphysicians, nurses, physiotherapists, occupationaltherapists, physician assistants, midwives andresearchers.

McMasterUniversity

Faculty of HealthSciences

John G. Kelton, Dean andVice PresidentSusan Denburg, AssociateVice-President (Academic)Stephen Collins, AssociateDean (Research)Alan Neville, Associate Dean(Education)William Orovan, AssociateDean (Clinical Services)Andrea Baumann, Associate

Vice-President (GlobalHealth)Catherine Tompkins,Associate Dean andDirector, NursingPatty Solomon, AssociateDean and Director,Rehabilitation ScienceCatherine Hayward,Associate Dean (GraduateStudies)Susan Emigh (DirectorPublic Relations)

fhs.mcmaster.ca/main/index.html

A research-intensive Faculty, Science is McMaster'slargest, with over 6500 undergraduate andgraduate students. McMaster is consistentlyranked as one of the top research universities inCanada and one of the country's most innovative.

McMasterUniversity

LeadershipMohawk College TBA PresidentMcMaster University Dr. Patrick Deane President

Faculty ofSciences

John G. Kelton, Dean and VicePresidentSusan Denburg, AssociateVice-President (Academic)Stephen Collins, AssociateDean (Research)Alan Neville, Associate Dean(Education)

William Orovan, AssociateDean (Clinical Services)Andrea Baumann, AssociateVice-President (Global Health)Catherine Tompkins,Associate Dean & Director, NursingPatty Solomon, AssociateDean & Director, Rehabilitation ScienceCatherine Hayward, AssociateDean (Graduate Studies)Susan Emigh (Director PublicRelations)

fhs.mcmaster.ca/main/index.html

Academic Leadership


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Founded in 1848 as the first hospital in Hamilton,Hamilton General Hospital has grown to become aleading healthcare provider, not only for the downtowncommunity of Hamilton, but for the entire South CentralOntario region. With state-ohe-art facilities, the Generalis recognized as a regional centre of excellence incardiovascular care, neurosciences, trauma and burntreatment.

Hamilton Health Sciences' Chedoke site houses non-acutecare programs in a campus setting on Hamilton's westmountain. A leading Prosthetics and OrthoticsDepartment and several McMaster Children's Hospital(MCH) outpatient services are located at Chedoke.

HamiltonHealthSciences


Organization Campus Description Contact Website

HamiltonGeneralHospital

www.hhsc.ca/body.cfm?ID=228


ChedokeHospital

Through the years, the Juravinski Hospital hasbecome an integral part of the mountaincommunity as the region's centreof excellence forcancer and orthopedic care and a full servicegeneral hospital.

MCH is home to 154 acute care beds, 40 subspecialtyclinics, a Children's Treatment Centre and one of thelargest and most impressive Neonatal Intensive Care Unitsin Canada. Founded in 1988, MCH has rapidly become a

leader in pediatric evidence-based care, collaborativeresearch and innovative leading-edge education.




JuravinskiHospital

JuravinskiCancerCenter

Dr. Ralph Meyer, President

Dr. Ralph Meyer, President


www.jcc.hhsc.ca/

www.mcmasterchildrenshospital.ca

McMasterChildren'sHospital

A complex continuing care hospital on MaplewoodAvenue in downtown Hamilton, St. Peter's providesinpatient, outpatient, and community-based programsand services that focus on four pillars of excellence:Dementia, Aging, Palliative Care and Rehabilitation.



St. Peter'sHospital

LeadershipHamilton Health Sciences Mr. Rob MacIsaac President & CEOSt. Josephs Healthcare Hamilton Dr. Kevin Smith President & CEO

Teresa Smith, President

McMaster University Medical Centre plays a major role inthe provision of healthcare services for Hamilton and thesurrounding region of central-west Ontario. MUMC ishome to Adult Day Clinics (Medical and Surgical),McMaster Children's Hospital and the Women'sReproductive Health and Newborn Care program.


McMasterUniversityMedicalCentre


The Main Street West Urgent Care Centre (UCC) opened

on April 4, 2011, providing another level of care to thecommunity. The UCC serves as an alternative between thedoctor's office and an emergency department (ED) as anoption when someone is not sick enough to visit an ED butcan't wait for an appointment with their doctor.

Hamilton

HealthSciences

Urgent

CareCentre

www.hamiltonhealthsci

ences.ca/body.cfm?ID=2109

Dr. Peter Fitzgerald,President

Rebecca Repa, President

St. Joseph's Home Care, a not for profit charity, isdedicated to providing quality home care, communitynursing and personal support services to our clients atcompetitive prices.

St. JosephsHealthcareHamilton

www.stjosephshomecare.ca/

St. Joseph'sHome Care

St. Joseph's Healthcares Charlton Campus is a 600-plusbed acute care facility located at 50 Charlton Avenue Eastin Hamilton, Ontario.


www.stjoes.ca/default.asp?action=article&ID=84

Charltoncampus

St. Josephs Villa, located in Dundas, Ontario, isrecognized as one of the province's largest and mostinnovative long term care homes with 378 beds.

Shawn Gadsby, President

Dr. David Higgins, President


www.sjv.on.ca/St. Joseph'sVilla's

We are a hospital-sponsored outpatient facility supportingthe service needs of the residents of Stoney Creek, EastHamilton, and the broader Hamilton-Wentworth Region.Our King Campus brings health care into the communitywith a variety of services and programs from eye care andcataract surgery to pain management.


http://www.stjoes.ca/default.asp?action=article&ID=192

Kingcampus

St. Joseph's Healthcare Hamilton's West 5th Campus ishome to the regional specialized Mental Health Servicesfor Central South. We are a specialized tertiary care centrededicated to the service of individuals suffering with asevere mental illness, their families and their community.




www.stjoes.ca/default.asp?action=article&ID=191

West 5thcampus

Healthcare Leadership


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McMasterUniversity

Center for HealthEconomics andPolicy Analysis(CHEPA)

Dr. MichelGrignon

Health Policy,HealthEconomics

www.chepa.org/

Interdisciplinary environment in thefields of health economics and healthpolicy analysis.

McMasterUniversity

Institute forInfectious DiseaseResearch(IIDR)

Dr. GerryWright

InfectiousDisease,Bioinformatics,High ThroughputScreening

www.iidr.mcmaster.ca/index.html

Understanding the mechanisms ofantibiotic resistance to treat infectiousdisease. High throughput synthesisand screening facilities for early stagedrug discovery.

McMasterUniversity McMaster StemCell and CancerResearch Institute

Dr. MickBhatia Oncology, StemCell www.sccri.mcmaster.ca/index.html

Explores the underlying cellular andmolecular origins that initiate humancancer by employing human stemcells as a model system. This centrehas research expertise in epigenetics,signalling pathways, neural cancerstem cells, human leukemia andpluripotent stem cells; as well asshared facilities for high contentscreening and analysis.

McMasterUniversity BiointerfacesInstitute Dr. JohnBrennan MedicalDiagnostics,Biosensors,Biomaterials

www.biointerfaces.mcmaster.ca

Ability to rationally and rapidlydevelop new biomaterials withsurfaces engineered to have theappropriate interactions with theintended biological environment forapplications in medical diagnostics,biosensors, and ophthalmic materials.

McMasterUniversity

McMaster Institutefor AppliedRadiation Sciences(McIARS)

Dr. DavidChettle

MedicalImaging,Diagnostics,Oncology

www.science.mcmaster.ca/mciars/

Core Facilities include: McMasterNuclear Reactor, McMasterAccelerator Laboratory and licensedlaboratories for handling high levels ofradioactive materials. Medicalresearch inlcudes: imaging andanalysis of bone & joint structure usingMRI and quantitative CT, as well as useof optical techniques (optical imaging,photodynamic therapy, and opticalspectroscopy) to diagnose, treat, andmonitor response of cancer in patientsand preclinical animal models.

McMasterUniversity

McMasterUniversity

Allergy, Genes &EnvironmentNetwork (AllerGen)

Centre for GeneTherapeuticsMcMasterImmunologyResearchCentre (MIRC)Centre forFunctionalGenomics

Dr. JudahDenburg(Scientific

Director/CEO)

Dr. JohnathonBramson

Diana Royce,ManagingDirector/COO

Not For ProfitCentre ofExcellence

Immunology,Respiratory

Immunology,Bioinformatics,Respiratory,Therapeutics,Vaccines,Virus, GMP Lab

www.allergen-nce.ca/

www.mirc.mcmaster.ca/

National network of researchersconducting discovery,development,and knowledge

translation/mobilization in the field ofallergy, asthma and anaphylaxis.Expertise in the delivery of genes astherapeutic agents and/orvaccines in the treatment of humanand animal disease; focus onrespiratory, oncology, and infectiousdiseases - e.g. TB, influenza.GMP facilities for virus production andother services available.

McMasterUniversity

McMasterUniversity

Center for ProbeDevelopment andCommercialization(CPDC)

Farncombe FamilyDigestive HealthResearch Institute

Dr. JohnValliant

Dr. StephenCollins

Diana Royce,ManagingDirector/COO

Not For ProfitCentre ofExcellence

Imaging,Diagnostics

DigestiveDisease,Immunology

www.imagingprobes.ca

http://farncombe.mcmaster.ca/index.html

Focus on all areas related to thedevelopment of molecular imagingprobes and chemical compounds thatprovide a non-invasive means

to diagnose disease at its earliest stage.

Focused on developing new strategiesfor diagnosis, treatment andprevention of intestinal diseases andother diseases that may be caused

and/or profoundly influenced bydigestive health and nutrition.otherservices available.

Organization(s) Center/Institute Director Alt Contact NotesArea(s) of Expertise/ Key Word(s)

WebsiteDescriptionResearch Leadership


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McMasterUniversity

Medical ImagingInformaticsResearch Centre atMcMaster(MIIRC@M)

Dr. DavidKoff

MedicalImaging,eHealth,Informatics

www.miircam.ca

Brings together radiologists andengineers in order to bridge the gapbetween clinical studies and computersciences and to solve specific issues inMedical Imaging. The Centre focuseson seamless integration of medicalimages in the daily world of healthcareprofessionals with appropriate

delivery of relevant content anddecision support and educate the newworld of imaging/EHR professionals.

McMasterUniversity

Centre forLongitudinal Studyof Aging(CLSA)

Dr.ParminderRaina

Gerentology,Bioinformatics

www.clsa-elcv.ca/

CLSA is a large, national, long-termstudy that will follow approximately50,000 men and women between theages of 45 and 85 for at least 20 years.The study will collect information onthe changing biological, medical,psychological, social, lifestyle andeconomic aspects of peoples lives.

These factors will be studied in orderto understand how, individually and incombination, they have an impact inboth maintaining health and in thedevelopment of disease and disabilityas people age.

McMasterUniveristy,HamiltonHealthSciences

Michael G.DeGroote Institutefor PainResearch and Care

Dr. AkbarPanju Neurological,Pain www.fhs.mcmaster.ca/paininstitute/index.html

The institute explores the causes of anumber of different types of pain,develops new strategies for itsprevention, diagnosis andmanagement and develops innovativecare for patients. A special emphasiswill be on thalamic pain.

McMasterUniveristy,


Offord Centre forChild Studies

Dr. Harr ietMacMillan

(acting)

Mental Health,Child

Development,Autism

www.offordcentre.com

Our research is dedicated toimproving the life quality and life

opportunities of the one in fiveCanadian children and youth whosuffer from serious social andemotional problems.

McMasterUniversity

SurgicalOutcomesResearch Centre(SOURCE)

Dr. AchillesThoma

Surgery, BestPractices

www.fhs.mcmaster.ca/source/about_us.html

SOURCE, housed within theDepartment of Surgery at McM aster,is a world leader in the area ofEvidence-based Surgery (EBS). Theyhave developed an ongoing series ofinstructional articles and workshopsthat teach clinicians how to interpretand apply evidence to clinicalscenarios by use of various examplesfrom the field of surgery.

HamiltonHealthSciences,McMasterUniversity

EscarpmentCancer ResearchInstitute(ECRI)

Dr. MarkLevine

Oncology,Clinical Trials

The ECRI brings together cancerresearch groups from McMasterUniversity, Hamilton Health Sciences,and the Juravinski CancerCentre, with promise to embrace andgrow the opportunities forsynergies in cancer research.


Population HealthResearch Institute(PHRI)

Dr. SalimYusuf

Clinical Trials,Digestive Disease,CardiovascularDisease, InfectiousDisease,NeurologicalDisorders,Endocrine Disorders

www.phri.caTo conduct trans-disciplinary researchto improve major healthoutcomes in common and neglectedconditions affecting Canadiansand populations across the world.

McMasterUniversity

R. SamuelMcLaughlinCentre forGerontologicalHealth Research

Dr. JohnBrennan

Gerentology,Neuroscience,Mobility

www.research.mcmaster.ca/research-chairs-and-institutes/sammc

Research is conducted in four specificareas: health promotion and diseaseprevention; the aging brain; aging,mobility and participation; andpharmacology and therapeutics.




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Thrombosis andAtherosclerosisResearch Institute(TaARI)

Dr. JeffWeitz

VascularDisease,MedicalDevices,Clinical Trials

www.taari.caTo reduce death and disability fromthrombotic diseases by conductingresearch into the pathogenesis,prevention, diagnosis and treatmentof thrombosis and vascular disease.


Centre for MinimalAccess Surgery(CMAS)

Dr. MehranAnvari

Surgery www.cmas.caA state-of-the-art multi-disciplinarytechnological education and researchcentre, designed to increase theawareness, as well as support theresearch and development, of thespecialized techniques of minimal

access surgery and surgical innovation.

St. JosephsHealthcareHamilton,McMasterUniversity

Imaging ResearchCentre (IRC)

Michael D.Noseworthy

MedicalImaging,Diagnostics

www.ece.mcmaster.ca/~mikenose/web/HOME.html

Service provider for research use - 3TMR, PET/CT Dr. Medical Imaging,Diagnostics


Programs forAssessment ofTechnology inHealth (PATH)

Mr. RonGoeree

HealthEconomics,Health Policy,TechnologyAssessment

www.path-hta.ca/Home.aspx;

www.thecem.net/path.php

Mission to improve population healthby conducting and promotingevidence-based evaluations of theeffectiveness and efficiency of new &existing health care technologies.PATH's educational and researchactivities are separated into 5 primaryprograms: the FieldEvaluation andEconomic Assessment Program(FEEAP); the HealthTechnologyAssessment Program (HTAP); the Trialand EconomicModelling MethodologyProgram (TEMMP); the St. Joseph'sHealthcare Hamilton (SJHH) HealthTechnology Assessment Appraisal &

Review Program (SHARP); and theHealth Technology AssessmentEducational Learning Program (HELP).


Firestone Institutefor RespiratoryHealth (FIRH)

Dr. PaulO'Byrne

Respiratory,Immunology

www.fhs.mcmaster.ca/firh

Closely integrated clinical, researchand educational activities focusing onrespiratory health, disease and care.Research is wideranging includingbasic and clinical investigations withthe expectation of improving patientcare.

St. JosephsHealthcareHamilton,

McMasterUniversity

Hamilton Centre forKidney Research(HCKR)

Dr. RichardC. Austin

Nephrology www.hamiltonkidneyresearch.ca

Mandate to combine expertise inclinical and basic research toreduce the risk of kidney disease and

its complications.


Clinical ResearchNetwork (CR Net)

Clinical Trials www.stjoes.ca/default.asp?action=article&ID=1143

Formed to bring clinical research teammembers from many research areastogether for the purpose of researcheducation through presentations,networking ect.

St. JosephsHealthcare

Hamilton,McMasterUniversity

Centre for SurgicalInvention and

Innovation (CSii)

Dr. MehranAnvari

(ScientificDirector)

SurgicalRobotics

www.csii.ca LianeStefurak

(ExecutiveDirector)

Not for ProfitCentre of

Excellence

Develop and commercialize a newclass of robotic platforms for

image targeted and less invasivesurgical and medical interventions.


Biostatistics Unit Dr. LehanaThabane

Biostatistics www.stjoes.ca/default.asp?action=article&ID=1978;http://www.thecem.net/biostat_intro.php

Provides statistical support tailored tothe needs of researchers at variousstages of the research process:planning, implementation, analysisand reporting.




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WebsiteDescription

MohawkCollege

Mohawk AppliedResearch Centre(MARC)

Ted Scott(Dean,AppliedResearch &ChiefInnovationOfficer)

Ted Scott(Dean,AppliedResearch &ChiefInnovationOfficer)

eHealth,Informatics

www.mohawkcollege.ca/about/research/marc.html

MARC plays a vital role in the collegeand the community. We foster aculture of collaboration, learning, &innovation - essential skills foridentifying and solving relevantproblems. Includes the MARC HealthInformatics Electronic Health Record(MARC-HI EHR) project.

MohawkCollege

iDeaWORKS eHealth,Informatics

www.mohawkcollege.ca/ideaworks

iDeaWORKS is a project centre basedon partnerships between Mohawkstudents and start-ups, smallbusinesses and non-profitorganizations. Together, we work onthe design, development, testing andcommercialization of new productsand technologies. Home of MohawkeHealth Development and InnovationCentre (MEDIC).

LeadershipMcMaster University Dr. Mohamed Elbestawi Vice-President, Research & International AffairsMcMaster University Dr. Fiona McNeill Associate Vice-President, Research

McMaster University Mr. Nick Markettos Assistant Vice-President, Research PartnershipsMcMaster University Dr. Peter Mascher Acting Associate Vice-President, International Affairs & Associate Dean (Research and External Relations),

Faculty of EngineeringMcMaster University Dr. Stephen Collins Associate Dean (Research), Faculty of Health SciencesMcMaster University Dr. Gianni Parise Associate Dean Research

and External Relations, Faculty of ScienceMcMaster University Mr. Greg Weiler Director, Health Research ServicesHamilton Health Sciences Dr. Salim Yusuf Vice President of ResearchHamilton Health Sciences Dr. Heather Arthur Chief Scientific OfficerHamilton Health Sciences Mr. Frank Naus Director of ResearchSt. Joseph's Healthcare Hamilton Dr. Mark Crowther Vice President ResearchSt. Joseph's Healthcare Hamilton Ms. Dori Kazimer Director, Research AdministrationMohawk College Mr. Ted Scott Dean, Applied Research

Research Leadership


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The McMaster Industry Liaison Office (MILO) supports the researchendeavors of McMaster University and its affi liated hospitals, HamiltonHealth Sciences and St. Josephs HamiltonHealthcare by facilitatingcollaborative research with industry partners and disseminating researchresults through commercialization. MILO is a unit of the Research andInternational Affairs Office at McMaster University.

McMasterIndustryLiaison Office(MILO)

Organization Description Contact Website

Elsie Quaite-Randall(Executive Director)

ww.milo.mcmaster.ca/

Ron Neumann (ExecutiveDirector)

www.innovationfactory.ca/

Located in Hamilton, Ontario and networked across North America,Innovation Factory is a notfor-profit Regional Innovation Centre (RIC)funded by the Ontar io Network of Excellence (ONE). We believe in a NewHamilton, a city thats becoming recognized as a global centre ofinnovation. We believe its not the business youre in thats innovative, itsthe way you do business. As the spirit and skills of innovation permeate ourtraditional and advanced industries alike, Hamilton will becomeunstoppable.

InnovationFactory (iF)

The Canadian Society for Medical Laboratory Science (CSMLS) is thenational certifying body for medical laboratory technologists and medicallaboratory assistants, and the national professional society for Canada'smedical laboratory professionals. We are a not-for-profit organization that isfunded entirely by membership dues and revenues from goods andservices. We do not receive operational funding from governments or otherorganizations.

CanadianSociety ofMedicalLaboratoryScience(CSMLS)

Christine Nielsen (ChiefExecutive Officer)

www.csmls.org/

CanmetENERGY is the Canadian leader in clean energy research andtechnology development. With over 450 scientists, engineers andtechnicians and more than 100 years of perience, we are Canada'sknowledge centre for scientific expertise on clean energy technologies.

CanmetENERGY

Dr. Jennifer Jackman(Director General)

www.canmetenergy.nrcan.gc.ca/home

Gillian SheldonGeorge Wright

Anne-Marie HarteNick MarkettosElaine Holding

www.ghmn.org/The Golden Horseshoe has a long, proud history in manufacturing and theGolden Horseshoe Manufacturing Network (GHMN) has been formed to

ensure the future of manufacturing. Formed through a partnershipbetween McMaster University, City of Hamilton, and theRegions of Halton and Niagara.

GoldenHoreshoe

ManufacturingNetwork(GHMN)

Other Leadership


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Lie Sciences in HamiltonAppendix C: Private Sector Company Directory

Prepared by Workorce Planning Hamilton or the Lie

Sciences Sub-Committee o the Hamilton Chamber o Commerce

April 2013 (Updated November 2013)


32/423

OVERVIEW

This directory has been prepared by Workorce Planning Hamilton to provide insight into the currentresearch and commercialization expertise o Hamiltons private sector lie science businesses. The labourmarket profile, Growing the Potential o Lie Sciences in Hamilton, was released by WPH in March 2013which details the current workorce challenges and opportunities or Hamiltons lie sciences cluster.

Identiying Lie Science Companies

Lie Sciences Businesses in Hamilton by Employee Size Range

(Canadian Business Patterns June 2012)

June 2012 Canadian Business Patterns data estimates there could be upward o 298 businesses (bothpublic and private) operating within the cluster1. O these businesses, 132 indicated they were owner-operated, while the remaining 166 had employees. However, a search o the City o Hamilton EconomicDevelopment contacts, YLM directory, BIOTECanada directory (canadianliesciences.com), IndustryCanada and the 2002 Hamilton Biotechnology Profile yielded a result o 31 separate private sectorbusinesses that are currently operating in Hamilton.

On page 33, WPH and the Chamber also conducted a longitudinal analysis or growth between2011 and 2013. The data analysis demonstrates a 12% growth in Lie Sciences sector or "employerbusinesses" (those that report at least one employee on a payroll) and an even more significant increase o

approximately 100 businesses in the "indeterminate" category, which are registered business that do notmaintain a steady payroll or employ contract workers while reporting an income o at least $30,000 perannum.

The inormation presented here was gathered either directly rom the business or the companys publicwebsite. I any inormation is incorrect or outdated, please let us know. Not included are any directcontacts WPH made with these businesses.

1Estimated at the 4 digit NAICS level. Life science industries go as detailed as 6 digits; therefore, some ofthe 298 businesses would not be life sciences.

OWNEROPERATED

1-4 5-9 10-19 20-49 50-99 100-199 200-499 500+ TOTAL

66 42 22 23 10 3 0 0 298132


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AppendixC

NumberofEmployers-LifeSciences

20

11

Column1

Total

(A)

Indeterminate

(B)

Subtotal

(A-B)

1-4

5-9

10-19

20-49

50-99

100-199

200-499

500+

AgriculturalBiotechnology

176

84

92

32

22

17

14

4

3

0

0

IndustrialBiotechnology

12

2

10

5

3

1

0

1

0

0

0

MedicalDevices

11

6

5

0

3

0

1

1

0

0

0

MedicalEquipmentandSupplies

38

7

31

12

10

3

3

2

1

0

0

PharmaceuticalsandRelatedM

an

6

3

3

1

0

1

1

0

0

0

0

ResearchServices

45

25

20

10

5

2

3

0

0

0

0

288

127

161

60

43

24

22

8

4

0

0

2012

Column1

Total

(A)

Indeterminate

(B)

Subtotal

(A-B)

1-4

5-9

10-19

20-49

50-99

100-199

200-499

500+


191

94

97

34

23

17

15

5

3

0

0


12

1

11

6

2

1

1

1

0

0

0

MedicalDevices

9

5

4

0

2

0

1

1

0

0

0

MedicalEquipmentandSup

pli

38

6

32

15

9

2

3

3

0

0

0

PharmaceuticalsandRelated

M

4

2

2

1

0

0

1

0

0

0

0

ResearchServices

44

24

20

10

6

2

2

0

0

0

0

298

132

166

66

42

22

23

10

3

0

0

Column1

Total

(A)

Indeterminate

(B)

Subtotal

(A-B)

1-4

5-9

10-19

20-49

50-99

100-199

200-499

500+


301

182

119

42

31

18

19

4

4

1

0


12

1

11

7

1

1

0

2

0

0

0

MedicalDevices

7

4

3

0

2

1

0

0

0

0

0

MedicalEquipmentandSup

pli

28

5

23

9

7

2

3

2

0

0

0

PharmaceuticalsandRelated

M

6

3

3

1

0

1

1

0

0

0

0

ResearchServices

45

22

23

8

7

6

1

1

0

0

0

399

217

182

67

48

29

24

9

4

1

0

2013


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Activation Laboratories Ltdwww.actlabs.com

Expertise: Development and Research Laboratory

Activation Laboratories Ltd. (Actlabs) was ounded in 1987 by Dr. Eric Hoffman. The laboratory grewto provide contract analytical services to a variety o market segments. The Lie Sciences Division wasestablished in 2003 and has evolved to offer a ull suite o developmental, CMC and researchlaboratory services or the Lie Sciences market. Clients include Pharmaceutical, Biotech, NHP,Medical device and Cosmetic companies world-wide.

The ISO 17025 accredited and Health Canada licensed GMP laboratories have also been inspectedby FDA several times. Actlabs prides itsel on being Technology Pioneers and were awarded anInnovation award by the Federal Government in 2009. Drawing rom their expertise in the fields opharmaceutical analytics, biotechnology analytics and agriculture testing, their Lie Sciences groupoffers scientific expertise across many platorms. Their core vision is to concentrate on development

and delivery o novel analytical assays, bioassays and pioneering technologies in conjunction withour academic and industry partners, while meeting regulatory compliance. With over 300 employeesin our headquarters in Ancaster and over 1000 world-wide, Activation Laboratories continues todeliver excellence in all markets served.

Adiga Lie Sciences Incwww.adiga.ca

Expertise: Development and Commercialization o Medical Science and TechnologyResearch

Based out o the McMaster Innovation Park, Adiga Lie Sciences is a joint venture ormed by McMasterUniversity and UK-based Circassia Ltd. Adiga was originally ormed in 2008 to act as a vehicle or thegrowing scientific collaboration between Circassia and McMaster in the field o allergy research. TheDirectors o Adiga urther recognize that there is a real opportunity or companies able to identiy andcommercialize promising early stage medical technology projects. Adiga thereore has a widermission to provide the management guidance and unding required to demonstrate proo o conceptor projects o interest in a way that will resonate with potential industrial partners. Adiga also attractsrevenue by offering management services or medial development projects being conducted in

Canada.


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Adjuvant Inormatics Corporationwww.medtel.on.ca/index.php/adjuvantinormatics

Expertise: Anesthesia Sofware Products

Adjuvant Inormatics was ounded by an anesthesiologist and a sofware engineer with the goal oproducing high quality sofware products that are optimized or all the needs o an anesthesiadepartment. Adjuvant is a Canadian company with worldwide installations o its clinical applications.Their primary mission Improving Patient Outcomes Through Knowledge is achieved byimproving clinical efficiency with digital systems, acil

hamilton chamber of commerce life science cluster report

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