public and private leadership - uab

Public and Private Leadership

Objective 1: Organize the Birmingham region’s business

community to serve as a powerful, proactive, and definitive voice for a unified, progressive, regional vision.

ACTION 1.1: Leverage local and national media to change internal and external perceptions of the Birmingham region.

METRICS: Increase by 5% per year the number of positive media stories.

Increase by 5% per year the number of perception survey respondents (BBA

investors) rating the region overall as “favorable.”

TACTICS: Work with regional media to encourage balanced reporting on regional issues

and events. Fund internal and external media relations campaigns. Leverage the Blueprint Birmingham process as a platform for business to

communicate the urgency for strategic regional transformation.

ACTION 1.2: Use BBA tools and resources throughout the region to encourage governments to partner for effective change.

METRICS:

Completion of website redesign by 10/1/10; Phase II completed

summer 2012. Complete.

Launch of public awareness campaign by 9/9/10. Complete.

TACTICS:

Utilize an enhanced Blueprint Birmingham website and the BBA’s new

website as public information tools related to regional strategic

efforts and actions of implementation partners. Complete, ongoing.

Launch a comprehensive public-awareness campaign (the “I’m OPEN”

campaign) associated with Blueprint Birmingham efforts. Complete.

ACTION 1.3: Produce annual state and federal legislative agendas.

Legend Green Text = Completed Tactic

Goal Statement: “We will expect and support capable leaders

who govern and manage responsibly thereby earning our residents’ trust. In addition, we will aggressively develop the

next generation of leaders who are capable, visionary, and ethical.”

METRICS:

BBA Public Policy Committee rating of effectiveness of execution of legislative

agenda issues.

TACTICS: Develop state and federal agendas working with existing BBA

committees focused on public policy and governmental affairs.

Complete; ongoing.

Actively publicize the legislative agendas in all regional media.

Complete; ongoing.

Charge staff and contracted lobbyists with aggressively pursuing

legislative priorities. Complete; ongoing.

ACTION 1.4: Consider developing a regional political action committee (PAC) to support candidates who will best serve the

interests of the Birmingham region. Complete: BBA Executive

Committee has decided not to develop a PAC.

METRIC: Decide by 1/1/12 whether to develop the PAC. Complete.

ACTION 1.5: Create and promote a process to inform private

sector leaders about opportunities for public service.

METRIC: Number of executive committee and board members involved in public sector

leadership roles.

TACTICS: Reach out to the community to identify interested private sector leaders.

Provide opportunities for private sector leadership to elevate their voices on

issues of regional significance.

Develop an outreach and training program assisting and encouraging

qualified members of the business and civic community to run for

public office in the region. Complete; ongoing.

Objective 2: Achieve a renewed spirit of regional collaboration and cooperation between the public and private sectors.

ACTION 2.1: Establish forums and provide opportunities for dialogue between public and private sector leadership.

METRIC:

Number of BBA hosted meetings annually

TACTICS:

Host meetings, forums and events for local government and state

government officials with representatives of the business community.

Complete; ongoing. Coordinate forums and provide opportunities for dialogue on key

issues of concern. Complete; ongoing.

ACTION 2.2: Promote efficiencies of combining city, county, and regional services to the fullest extent possible, including but not limited to, the use of online and new media tools.

METRIC:

Number of existing collaborative efforts with the region.

TACTICS:

Identify and analyze the benefits of collaboration among key municipal and

county government operations, focusing on areas such as, but not limited to,

911 services, first-responder services, fire/rescue operations, purchasing, etc.

Encourage opportunities for collaboration as they are identified.

Support the implementation of eGovernment practices to optimize

Government-to-Citizen (G2C) communications in the Birmingham region.

Objective 3: Ensure all regional constituencies are reflected in

positions of leadership and influence.

ACTION 3.1: Broaden diverse, multi-cultural participation on public appointed boards and commissions throughout the seven-county region.

METRIC: Metric noted below.

TACTICS: Conduct a full assessment of top-appointed boards and commissions in the

Birmingham region to determine where opportunities exist for volunteers to

serve. Communicate service opportunities to all BBA investor firms. Share

findings with major boards and commissions receptive to the assessment.

ACTION 3.2: Fully engage young professional individuals and groups as positive influences for regional change.

METRIC:

Number of persons in the region, ages 25 and older, with a bachelor's degree

or higher.

TACTICS:

Identify and work with young professionals in the region to encourage

participation in issues of regional significance. Encourage YPs in the region to volunteer in progressive local improvement

efforts, and to become public advocates for good government practices,

regionalism, inclusiveness, and boosting of citizens’ perceptions of the

Birmingham region.

Work with young professional leadership to schedule candidate and issue

forums for key local races, policies and referenda. Arrange meetings with young professionals and elected officials to

communicate on critical policies, programs and votes.

Goal Statement: “We will develop a 21st century workforce by

promoting educational excellence in the Greater Birmingham region through targeted improvements in pre-K–12 education,

higher education, and training and support programs.”

Workforce Development

Objective 4: Improve pre-K–12th grade education in the Birmingham region.

ACTION 4.1: Work with the Birmingham Regional Education Partnership to leverage partnership opportunities for the benefit

of regional school systems. METRIC:

Creation of the BREP by 1/1/12. Complete.

TACTICS:

Bring together regional educational leaders to discuss educational

best practices and partnership opportunities for the Birmingham

region’s K–12 districts. Complete; ongoing.

Promote strong linkages with all public education foundations in the

Birmingham region. Explore funding and programmatic partnership

opportunities with the Birmingham Education Foundation to help achieve

public education goals.

Identify appropriate mechanisms by which the Birmingham region’s business

community can support public education improvement. Create a best

practice database, using the best practices provided in Blueprint

Birmingham as the foundation. Complete.

Determine the potential to provide full-time staff support for the

BREP Partnership. Complete.

Utilize the BREP Partnership to monitor academic performance and develop agenda

for Birmingham Regional Education Conference.

Support the annual Birmingham Regional Education Conference under the auspices of

the BREP Partnership.

ACTION 4.2: Promote the implementation of innovative programs and policies in the Birmingham region’s under-performing school

districts.

METRIC: Percentage of adult population (age 25+) with a high school diploma.

Legend

Green Text = Completed Tactic

TACTICS:

Communicate the availability of alternative education models and campuses.

Support the development of innovative programming in under-

performing systems, to include the four strands adopted by the

Birmingham Education Foundation: Birmingham Parent University,

college and career-focused high schools (career academies),

professional development for school leaders, and Pre-AP initiative.

Form a public/private coalition in the Birmingham region with the cooperation

from other stakeholders throughout the state to support legalizing the

development of charter schools in Alabama.

Facilitate the incremental implementation of student leadership programs such as

“Leader in Me” as a pilot project within Birmingham City elementary schools and within

the region’s elementary schools.

Support incentives policies that encourage professional development for

educators.

Support funding for early childhood education for all eligible students by

requesting additional state pre-K funding.

Support efforts to help expand access for early childhood education for all eligible

students.

Objective 5: Assess the skills needed to satisfy regional

workforce demand and attract and retain talent; optimize the potential of the Birmingham region’s two- and four-year

colleges and universities to meet those needs.

ACTION 5.1: Encourage two-year and four-year degree programs that support the Birmingham region’s target business sectors.

METRIC:

Number of 2 and 4 year college graduates with degrees applicable to target sectors.

TACTICS:

Coordinate with Target Sector leadership on college and university curriculum

development (see also action item 8.2). Enable regional businesses to inform

curriculum and program-development efforts, leveraging recommended

sector leadership councils. ACTION 5.2: Leverage regional colleges and universities in talent

retention and attraction efforts.

METRIC:

Number of alumni from regional colleges and universities living in the region.

TACTICS:

Align internship and career placement programs at regional colleges and

universities with available positions in the region’s businesses.

Seek partnerships with the region’s higher educational institutions to

further talent-attraction programs through expatriate/alumni

outreach. Complete; ongoing.

ACTION 5.3: Increase coordination and cooperation between the Birmingham region’s education and training institutions and systems.

METRIC:

Annual usage of the STARS transferability website by students in 2 and 4 year

public colleges within the region.

TACTICS:

Work with regional employers in Jefferson County to improve awareness of

the training services supported by the Governor’s Office of Workforce

Development (Region 4), and the Jefferson County Workforce Investment

Board, including the Incumbent Worker and Rapid Response programs.

Market to the business community the availability of course credit

transferability protocols between higher education institutions in the

region. Complete.

Objective 6: Address barriers to accessing training and employment destinations.

ACTION 6.1: Ensure regional constituents have access to adequate transportation options.

METRIC:

Annual improvement in transit availability ranking as compiled by the

Brookings Institute.

TACTICS:

Maximize opportunities for the workforce and employers to provide feedback

regarding transportation needs and challenges by leveraging the Target

Sector Leadership Councils. (see Action 8.2).

ACTION 6.2: Promote increases in the capacity and improvements in the quality of local child care and after school programs.

METRIC:

Distribute annual Childcare Resources assessment and database.

TACTICS:

Working with all relevant partners and providers, conduct a full

assessment of licensed child care services, and build a database of

available providers. Complete; ongoing.

ECONOMIC PROSPERITY

Objective 7: Maximize the economic impact of UAB and the

Birmingham region’s full complement of innovators and research-focused entities.

ACTION 7.1: Market UAB as a branding mechanism for technology-based Birmingham, partnering with UAB and other entities to

achieve maximum effectiveness.

METRIC:

Increase UAB annual state funding to support specific projects directed to

economic development and research capacity activities $15M over 5 years.

TACTICS:

Continue outreach to the Birmingham region’s business leadership to best

understand the economic development potential of UAB-generated research

and innovation.

Craft a message aimed at increasing recognition of UAB’s local and

statewide economic impact and its status as a leading research

institution nationwide. Complete.

Guided by UAB, advocate for increased UAB funding and support.

Work with UAB administrators, key private sector leadership, and the BBA

Governmental Affairs Committee to develop a coordinated and aggressive

lobbying effort to encourage state support for and contributions to the

Eminent Scholars Trust Fund.

ACTION 7.2: Enhance UAB’s research, technology transfer, and

enterprise-development support capacity.

METRIC:

Increase annual UAB licenses and option agreements 5-10% annually.

TACTICS:

Work with UAB to establish a “proof of concept” pathway that

supports the development of new startups. Complete.


Goal Statement: “We will develop a more prosperous region by focusing on business retention and expansion, marketing

and recruitment, and small business development and entrepreneurship. We will encourage a culture of innovation by

supporting research, development, and technology transfer at UAB and other higher education institutions in the region.”

Benchmark the activities and output of the University of Alabama at

Birmingham Research Foundation’s (UABRF) against comparable

institutions. Analysis should include funding mechanisms, resources,

staffing levels compared to research volume and overall role within

the university and research administration. Appropriate comparable

institutions include the University of North Carolina-Chapel Hill,

Indiana University, University of Maryland-Baltimore, Oregon Health

& Sciences University, Vanderbilt University, and the University of

Massachusetts. Complete.

Consider forming a collaborative Commercialization Advisory

Committee to guide the development of the commercialization

assessment and provide qualitative input. Complete; ongoing.

Utilizing the findings of the aforementioned commercialization assessment,

work with UAB administrators and key departmental leadership to evaluate

the potential benefits of creating an Office of Corporate Alliance and

Strategic Partnerships (OCASP). Complete.

Work with UABRF and University administrators to develop a “Philanthropic

Fund” to support the technology-based economic development at UAB,

including start-ups.

Working with UAB’s Governmental Affairs officials, continue to lobby for state and

federal appropriations that support key UAB, technology transfer and economic

development initiatives. Support continued growth within the region’s entrepreneurial capital continuum,

with a heightened focus on seed-capital funding in conjunction with and supportive

of CAC and UAB activities in order to foster and advance technology-based

economic development activities in the region.

ACTION 7.3: Develop entrepreneurial districts in the region

supported by growth of research/resource centers and facilities.

METRIC:

Number of annual graduates from research/resource centers in the region.

Number of jobs held within research/resource centers in the region.

TACTICS:

Study best practice entrepreneurial districts that have been

developed in recent years around the country, including but not

limited to the CORTEX district in St. Louis, Missouri and the Piedmont

Triad Research Park in Winston-Salem, North Carolina. – Completed.

Create a Master Plan for an Entrepreneurial District in partnership

with UAB’s Development Office, Facilities Division, Innovation Depot,

and other key partners. Complete; ongoing.

Leverage the Master Plan to design, fund, and develop new facilities in the

Entrepreneurial District.

Identify research/resource centers across the region that could

potentially form the core of additional entrepreneurial districts.

Complete. (Note: Victor Brown maintains the list.)

ACTION 7.4: Maximize the region’s research capacity for the benefit of

the target sectors.

METRIC:

Target sector employment growth (as a % of total employment).

TACTICS:

Healthcare Services; Biological, Medical and Information Technology:

Utilize and expand new, up-and-coming biological and medical technology

programs at UAB, and explore potential approaches to facilitating

collaboration with other local institutions.

Encourage the Southern Research Institute (SRI) to optimize the

value of its $14.7 million National Institutes of Health (NIH) grant to

become a production site for a national collaborative research

network designed to expedite drug development. Complete.

Work with the Lakeshore Foundation to determine the potential to focus

research and development monies on its efforts to provide therapeutic and

recreational opportunities for physically disabled clients.

Metal and Steel Manufacturing:

Promote the integration of research and development conducted at UAB’s

Materials Processing and Applications Center with target development efforts.

Facilitate potential partnerships with SRI in a wide variety of industrial

medical research projects and contracts.

Trade and Distribution:

Determine if the Birmingham region’s strong information technology capacity

in regional universities and companies can be directed towards opportunities

in logistics.

Investigate potential synergies between the Birmingham region’s Healthcare

Services and Biological Medical and Information Technology sectors and the

region’s Trade and Distribution sector.

Diverse Manufacturing:

Pursue opportunities to leverage the Birmingham region’s traditional

production economy into employment growth in “green” manufacturing.

All Sectors

Collaborate with faculty and staff at the region’s colleges and universities to

provide value-added research of interest to firms in the region’s core sectors

and emerging opportunities.

Objective 8: Effectively leverage existing businesses for the growth of the Birmingham region’s economy.

ACTION 8.1: Enhance and expand the BBA’s business retention

and expansion (BRE) program.

METRIC:

Announced new jobs.

Announced capital investment.

TACTICS: Transition from a volunteer-based to a professionally staffed

program. Complete. (Note: BBA staff and professional economic

development allies in the seven-county region now manage the BRE

program.)

Partner with the Existing Business Team to redesign regional business

retention and expansion efforts based on the newly staffed BBA program.

Complete.

Optimize BBA’s economic development allies and staff(s) in economic

development data gathering, aggregation and analysis for the BRE program.

Formalize the components of the staffed regional BRE program, including the

formalization of outreach and follow-up processes. Complete.

Acquire industry-standard BRE project management software to better manage BRE

program.

Work with medium to large employers (greater than 250 employees) to map supply chains

and identify potential recruitment targets that could benefit from co-location near existing

businesses in the region.

Work with small, minority-owned and women-owned businesses to identify

large employers with diversity supplier programs to facilitate entry into the

large business’ supply chains.

ACTION 8.2: Establish business leadership councils in the Birmingham region’s priority target sectors. METRIC:

All Target Sector Leadership Councils meet quarterly.

TACTICS:

Leverage the councils to support the development of formal sector networks,

inform BRE and business development efforts, assist with the coordination of

regional talent development efforts, and inform new enterprise development

opportunities.

Determine if an existing industry group, council, or board can serve as the

basis for a sector leadership council affiliated with the Blueprint plan.

Determine the optimal membership levels and dynamics, meeting

frequencies, and strategic roles and responsibilities of the councils during

their development phase.

Utilize the councils to develop cross-industry linkages that could benefit the development of

the Birmingham region’s target business sectors.

Encourage representation from private businesses, education and training institutions,

public-sector officials, and non-profit leadership on leadership councils, as appropriate.

Staff each leadership council with a BBA staff member. Complete.

Coordinate workforce needs specific to each economic target sector with

college and university curriculum development personnel.

Leverage the sector leadership councils and affiliated groups to determine the

media, messages, and markets for each sector.

Objective 9: Provide the support and coordination necessary to

enable small businesses to launch and succeed in the Birmingham region.

ACTION 9.1: Augment and better coordinate regional small business and entrepreneurial assistance by establishing the Birmingham Regional Enterprise Council (BREC).

METRIC:

Number of small businesses (< 250 employees) in the region.

TACTICS Initiate discussions with members of BBA’s small business councils to

establish an omnibus, holistic model branded as the Birmingham

Regional Enterprise Council (BREC). Ensure that all existing councils

are included in discussions, including the African American Business

Council, the Entrepreneur’s Roundtable, the Executive Women’s

Roundtable, the Hispanic Business Council, the Small Business

Council and the Women’s Business Council. Complete.

Aggregate all existing small business development programming under the

auspices of the BREC, while maintaining the independent operations and

strategic initiatives of the BBA’s various small business councils. Complete.

Leverage the Birmingham SCORE chapter and assist the chapter in

expanding their volunteer base and small business development

programs. Complete.

Implement a program in the Birmingham region to better coordinate

regional small business support services. Complete.

Expand the Entrepreneur’s Roundtable Program to serve a broader regional

constituency.

ACTION 9.2: Establish and support targeted, minority business development programs.

METRIC:

Number of minorities and women in management roles in publically-owned companies.

TACTICS Support and enhance operations of the South Region Minority Supplier

Development Council. Support minority business mentorship programs and

networking opportunities that engage the regions minority business leaders.

Promote awareness of new educational programs that target minority

students in collaboration with high schools and higher education institutions.

Objective 10: Market the Birmingham region for the purpose of recruitment of domestic and foreign-based businesses.

ACTION 10.1 Facilitate person-to-person marketing opportunities through which the Birmingham region will be promoted.

METRIC:

Announced new jobs.


TACTICS

Continue to implement a marketing campaign focused on business location

consultants and business sector-targeted companies.

ACTION 10.2: Market the Birmingham region as a top destination for innovation, research, and technology commercialization.

METRIC:

Job growth in the innovation, research and technology commercialization

sectors

TACTICS Identify the highest-value markets and media to promote Birmingham as a

top destination for innovation, research, and technology commercialization.

Develop a protocol for following up with leads and prospects.

Complete.

Maximize opportunities to locate aerospace/aviation companies in the Birmingham region.

ACTION 10.3: Enhance the Birmingham region’s marketing collateral, new media, and public relations efforts.

METRIC:

Announced new jobs.


TACTICS Create a new Birmingham Business Alliance website. Complete.

Capitalize on the reach and relevance of Alliance magazine as a prime

communication channel to promote the region’s quality of life as a

key ingredient of successful economic development. Complete;

ongoing.

Develop targeted marketing materials for talent recruitment efforts.

Continue to publish monthly BBA newsletters for both external and internal

audiences. Complete; ongoing.

Develop a branded PowerPoint template and slide library that can be

drawn from to create custom sales presentations. Complete.

Produce a regional overview brochure highlighting the Birmingham region’s key

business-competitiveness advantages, resources, and its economic profile, by

county.

Create target audience datasheets highlighting the region’s assets specifically

to the profiled sector.

Invest in additional software and online tools to facilitate contact and sales

cycle management.

Contract with a top public relations firm or individual to promote the

Birmingham region in the local, state, and national press. Complete; ongoing.

ACTION 10.4: Evaluate and promote export/import opportunities for existing companies.

METRIC:

Measure the annual percent change in the region’s export values.

Announced new jobs.

Announced new capital investment.

TACTICS Utilize BBA’s business retention and expansion program to leverage relationships

with the region’s businesses with overseas headquarters, affiliates, and

buyer/supplier networks for regional benefit.

Best leverage international trade support capacity from the state of Alabama

by continuing to expand and develop new partnerships.

ACTION 10.5: Continue to support the CVB in their efforts to aggressively promote the Birmingham region as a tourism destination.

METRIC:

Number of tourists, by county, annually.

Tourism dollars, by county, annually.

TACTICS Work cooperatively with local CVBs to enhance efforts to promote the

Birmingham region’s most popular tourist attractions.

Objective 11: Ensure that the Birmingham region’s business

climate is competitive for existing and future companies.

ACTION 11.1: Optimize development, review and permitting processes in the region.

METRIC:

Review and assessment of permitting processes completed by 12/31/12.

Recommendations submitted to cities/counties for consideration by 7/1/13.

TACTICS Work with regional governments to effectively streamline operations and services to

improve customer efficiency and oversight.

Support regional governments in efforts to enable clients to apply for, review, and

receive permits online to the highest degree possible.

Produce a seminar for all local governments in the region highlighting best

practices in municipal government management.

ACTION 11.2: Ensure the region’s tax and incentives climate is

competitive.

METRIC:

Announced new jobs.

Announced new capital investment.

TACTICS Pursue the potential development of a regional “super authority” that would include

cooperation among all counties and municipalities to allow for the creation of competitive

incentives on a regional level.

Engage the BBA’s Finance and Taxation Committee to develop a plan to promote

competitive taxation structures within the region. Complete; ongoing.

Continually collect qualitative and quantitative assessments of the region’s tax

climate from external audiences and perspectives.

Continually discuss tax and incentive issues with existing businesses as a

component of BBA’s staffed BRE program.

ACTION 11.3: Collaborate with economic development allies throughout the region to improve prospect-management

processes with counties and municipalities in the region.

METRIC:

Increased number of new and expanding company announcements in

metropolitan Birmingham.

TACTICS Encourage partnerships between economic developers and municipal

and county staff that provide value to prospects.. Complete; ongoing.

Community and Regional Stewardship

Objective 12: Provide competitive infrastructure capacity in the Birmingham region.

ACTION 12.1: Promote development of priority regional road

transportation and transit system projects.

METRIC:

Travel congestion index (% of daily travel in congested conditions).

Mean travel time to work.

TACTICS:

Support the process of determining the long-term potential to expand

the geographic scope of the Regional Planning Commission (RPC) to

include Bibb County. Complete.

Build consensus on the critical need for local and regional transit capacity in the

Birmingham region, including but not limited to key transit elements of the Long

Range Transportation Plan and the In-Town Transit Partnership.

Leverage ongoing Regional Planning Commission and Metropolitan Planning

Organization efforts to coordinate transit route planning based on employment and

training demand.

Fully leverage the BBA’s Governmental Affairs Committee to proactively and positively

impact transportation-improvement projects.

Advocate for the timely and efficient completion of Interstate-22 as a means of

improving transportation congestion and enhancing economic development

opportunities in the Birmingham region.

Support the Coalition for Regional Transportation’s efforts to fund and develop the

Northern Beltline as consistent with planning priorities regionally, statewide, and

nationally.

Support timely mitigation of traffic congestion on U.S. 280. Complete.

Continue to partner with the RPC/Transportation Subcommittee to support the RPC

and MPO in advancing priority road-infrastructure projects throughout the region.


Goal Statement: “Building a highly-attractive quality of place

is central to Blueprint Birmingham. In order to develop a more attractive region for existing and future residents and

businesses, we will support improvements in physical infrastructure, affordable public transportation, public safety,

environmental quality, entertainment options, and cultural amenities.”

ACTION 12.2: Support actions of the Birmingham Airport Authority to enhance the competitive position of Birmingham-Shuttlesworth International Airport.

METRIC:

Number of passengers served annually at Birmingham-Shuttlesworth

International airport.

Number of daily flights.

Number of cities served by non-stop routes.

Air cargo shipped/received in tons per year.

TACTICS:

Ensure that continued business community representation on the Birmingham Airport

Authority Board is maintained. Support efforts to upgrade the arterial gateways to

and from the airport.

Support efforts to increase passenger demand at Birmingham-Shuttlesworth.

ACTION 12.3: Support Connecting Alabama to ensure regional communications infrastructure remains a competitive advantage.

METRIC:

Combined deployment of broadband communications facilities in the seven-

county region by providers in the Connecting Alabama Broadband Taskforce.

TACTICS: Leverage ongoing business retention and expansion visits to

determine regional businesses’ needs and concerns related to

broadband wireless and wire-line communications capacity.

Complete; ongoing.

Maintain partnerships with communications providers to best manage

companies and institutions’ technology needs and performance demands.

Complete; ongoing.

Objective 13: Improve the Birmingham region’s “quality of

place” amenities.

ACTION 13.1: Support efforts to enhance the Birmingham region’s cultural and

entertainment amenities.

METRIC:

Number of tourists, by county, annually.

Tourism dollars, by county, annually.

TACTICS:

Support the development of The Uptown entertainment district and

other entertainment districts in the region. Complete; ongoing.

Participate on planning committee with Rev Birmingham; integrating

district planning into overall Downtown development plans, and

pursuing available funding mechanisms to support district development.

Complete; ongoing.

Partner with the Cultural Alliance of Greater Birmingham to most effectively

implement the Cultural Master Plan of Greater Birmingham.

Support continued expansion of the Birmingham Zoo, elevating its reputation

as a best-in-class location for tourism in the United States. Complete; ongoing.

Partner with regional cities and counties, educational institutions, and other

key partners to promote and link to a comprehensive events, activities, and

resources website for the Birmingham region. Complete.

Work with hospitality and tourism development staff and regional company

representatives to help advocate for optimization of the City of Birmingham’s business

climate and promote development incentives that enable investors to complete projects

in Downtown Birmingham and other regional activity centers.

ACTION 13.2: Promote and expand the Birmingham region’s opportunities to be a more livable and active community.

METRIC:

Metric to be determined by CRS Advisory Group.

TACTIC: Support Red Mountain Park, Railroad Park and Ruffner Mountain Nature Center in the

implementation of their Master Plans.

Work collaboratively to support ongoing efforts to implement the region’s bicycle,

pedestrian, greenway and parks projects.

Work collaboratively to support the Red Rock Ridge and Valley Trail

System in Jefferson County. Complete; ongoing.

Design and build bike and pedestrian trails around the Birmingham

Zoo/Botanical Gardens that will connect with the Shades Creek

Greenway/Jemison Park Trail/Railroad Park and Red Mountain Park.

Objective 14: Improve public safety in the Birmingham region.

ACTION 14.1: Promote regional public safety coordination.

METRIC:

Violent crimes per 100,000 population.

Property crimes per 100,000 population.

Number of law enforcement jurisdictions participating in Crime Stoppers.

TACTIC:

Expand Crime Stoppers to include representatives from the BBA, law

enforcement, campus police, City Action Partnership, neighborhood

watch entities, corporate security representatives and others from

the region. Complete; ongoing.

Leverage Crime Stoppers to discuss comprehensive, coordinated region-wide public

safety solutions.

Evaluate the idea of establishing a community court system in Birmingham.

Assist the proposed public safety task force (Crime Stoppers) in researching

and developing plans to establish a community court in Birmingham.

Support the establishment of community courts in other regional jurisdictions,

as needed.

Objective 15: Effectively remediate the Birmingham region’s

environmental quality and protection issues.

ACTION 15.1: Support Alabama Partners for Clean Air in their efforts to improve regional air quality in an appropriate and timely

manner.

METRIC:

Achieve EPA attainment status for ozone and PM (particulate matter) standards in

Jefferson and Shelby counties as adopted by the Alabama Partners for Clean Air.

TACTIC:

Initiate constructive dialogue with key regional stakeholder entities

to determine the necessary steps to achieve attainment status.

ACTION 15.2: Work with governmental officials to remediate Brownfields and Greyfields in the Birmingham region.

METRIC:

Brownfield/Greyfield sites to be inventoried by jurisdiction; remediation

efforts to be tracked by project/parcel.

TACTIC:

Work with public and private leaders to create a plan to pursue

remediation strategies and tactics. Complete; ongoing.

Work with the region’s economic development allies, to pursue and support the

administration of Brownfield loan funds and other grants as they are received.

Work closely with other allies and the Alabama Department of Environmental

Management as appropriate to leverage their expertise and support for site

assessments, clean-up assistance, and technical support in repositioning

properties.

Actively market Brownfield and Greyfield properties in the region.

ACTION 15.3: Support the Clean Water Partnership in their efforts to maintain and enhance the quality of water in the region.

METRIC:

TBD by Water Quality Committee.

TACTIC:

Assemble a working group of private sector leaders, academic and

private sector researchers, and representatives from the Alabama

Department of Environmental Management to produce

recommendations for short-term improvements in, and long-term

maintenance of, water quality standards in the region. Complete;

ongoing.

Objective 16: Work to make the Birmingham region’s residents

and businesses strong advocates for its existing businesses and future prospects.

ACTION 16.1: Design and implement an internal marketing campaign to elevate and improve community pride and perceptions.

METRIC:

Percentage of annual image survey respondents having a favorable

impression of the region.

TACTIC: Reach out to regional constituencies and leadership to capture stories that speak to

the Birmingham region’s unique people, places, programs, and partnerships.

Create an interactive website associated with the internal campaign.

Complete.

Leverage a multi-channel approach to marketing the internal campaign.

Complete; ongoing. (The following “channels” were added during 2012:

- Weekly BBA/Blueprint e-newsletters.

- Bi-weekly BBA newsletter.

- Ongoing contract for promotion with Development Counsellors International.

- Bi-monthly Alliance magazine.

- Newly designed BBA website premiered 3Q12.

- Ongoing local media relations programs.

- Public talks by senior BBA management team and CEO.)

BIRMINGHAM, ALABAMA

Technology + InnovationTechnology and innovation are thriving in Birmingham,

Alabama, energized by a globally recognized research

university and medical center, the University of Alabama at

Birmingham, the Southeast’s largest and globally recognized

technology incubator, Innovation Depot, and the more than 700

technology businesses that call Birmingham home.

$500 Million

IN MEDICAL RESEARCH

1,400ACTIVE

CLINICAL TRIALS

TECHNOLOGY-BASED COMPANIES

700+

Later

Expansion

R&D

Early

Seed

22%47%

23%

6%

2%

$2 billionIN INNOVATION CAPITAL

#1 TECHNOLOGY INCUBATOR

$1.25 billionECONOMIC IMPACT

R&D

SEED

EARLYEXPANSION

LATER42% OF NET NEW REGIONAL

JOBS WERE TECHNOLOGY CLUSTER RELATED.

top 5MEDICAL CENTER IN U.S.

WITH MORE THAN 1.3 MILLION PATIENT VISITS ANNUALLY

Silicon Valley

OF THE SOUTHEAST

GREATER THAN NATIONAL AVERAGE2.6 x

6th Best BRAIN MAGNET IN THE U.S.

Top 5% I.T. SECTORS AND

INNOVATION CITIES IN U.S.

— NETWORK WORLD

— CLUSTERMAPPING.COM

— FORBES

INNOVATION ECOSYSTEM

● TEDx Birmingham is the Birmingham edition of

TEDx, a program of local, self-organized events

that bring people together to share ideas worth

spreading through TED Talks, video and live

speakers that combine to spark deep discussion

and connection.

www.tedxbirmingham.org

● Ignite Birmingham is an information exchange

for fostering and inspiring the city’s diverse

community. Ignite nights are organized around the

globe and provide a unique stage for anyone with

a good idea to speak.

www.ignitebirmingham.com

● Meetups are self-organized local groups getting

together to learn something, do something or

share something. Birmingham has a wide range

of innovation and entrepreneurship-oriented

meetups that are constantly evolving.

www.meetup.com/cities/us/al/birmingham

● The Real Business Solutions Center provides

a single location where small businesses

can access a variety of business resources,

technology, research tools and support

organizations relevant to Alabama entrepreneurs.

realbusinesssolutioncenter.com

Incubators and coworking

● Innovation Depot is a business incubation facility and program that focuses on the development of emerging

biotechnology/life science, information technology and service businesses, operating in partnership with the University

of Alabama at Birmingham. The 140,000-square-foot facility offers the largest technology incubation program in the

Southeast U.S. and has been recognized as technology incubator of the year and international soft landing center by the

National Business Incubator Association. innovationdepot.net

● Bessemer Business Incubation System operates two facilities in the Bessemer, Alabama, area that provide space and

services to service, light industrial/manufacturing and information technology business.

www.bessemerincubator.net

● SocialVenture is a coworking space and business community where entrepreneurs, freelancers, small businesses and

others can establish an office in a collaborative environment.

www.revbirmingham.org/catalytic-development/social-venture

● Sparkbox is a coworking space located at Innovation Depot. Its members share open office space to work on their project

or business alongside other independent professionals. sparkboxcoworking.com

RESOURCE PROVIDERS

Trade groups, networking and other support organizations

● The Birmingham Venture Club is an association of business professionals who seek to increase the amount and quality

of venture capital-related activities in the Birmingham area. www.birminghamventure.com

● Birmingham Entrepreneur encourages, assists and inspires potential entrepreneurs and startups in Birmingham. It

promotes connections between new and serial entrepreneurs, supplies members with startup-pertinent information, and

connects entrepreneurs with resources and people that can help them with their business.

www.birminghamentrepreneur.com

● TechBirmingham is a trade group that strengthens and promotes Birmingham’s technology ecosystem through

the promotion of tech companies, helping recruit and retain, and providing technical training and education for IT

professionals. www.techbirmingham.com

● BioAlabama is a statewide organization representing Alabama’s bio-related industries, research scientists, clinicians and

business professionals who are working together to foster, develop and support the life sciences in Alabama.

www.bioalabama.com

● Birmingham Startup Drinks is a grassroots effort shared with cities around the world where people gather around a bar

to have a pint and discuss what they are working on, what they need help with and what they can do for each other.

www.bhmstartupdrinks.com

● Tech-on-Tap is a Birmingham networking group created to foster relationships and ideas among Birmingham’s IT and

Creative Professionals. techontapbham.com

Mentoring and Technical Assistance

● The Birmingham Venture Club’s Entrepreneur Accelerator Program is a leadership development and

entrepreneurial networking program that builds relationships with other high-caliber entrepreneurs in addition to

funders, mentors and other proven leaders that help grow high-quality businesses.

www.birminghamventure.com/accelerator

● The Ensley Business Resource Center offers small business owners and entrepreneurs one-to-one coaching,

helping them take their business from slow to successful. www.revbirmingham.org/growing-business/ebrc/

● Alabama Technology Network is a part of the Alabama Community College System and the Manufacturing

Extension Partnership, which links industries and businesses with resources from the state’s network of universities,

colleges, businesses and government to deliver the training. www.atn.org

● The Alabama Small Business Development Center Network is a statewide, inter-institutional program to enhance

economic growth in Alabama by providing no-cost management and technical assistance to small businesses.

birminghamsbdc.org

● AIDT is the award-winning state agency that encourages economic development through job-specific training,

offered in many areas, at no cost, to new and expanding businesses throughout Alabama.

www.aidt.edu

● The UAB Institute for Innovation and Entrepreneurship serves as the nexus for UAB innovation, entrepreneurial

educational models, applied research, management of intellectual property and an entry point for industries seeking

to collaborate with UAB.

www.uab.edu/research/innovation/

● The Entrepreneurs’ Organization (EO) is for entrepreneurs only and is a dynamic, global network of more than

9,500 business owners in 40 countries. The Birmingham chapter, like many others around the world, serves as a

catalyst for entrepreneurs to learn and grow from each other.

eoaccess.eonetwork.org/Birmingham

● The Spark mentoring and coaching program is an initiative of the Birmingham Business Alliance to help

Birmingham-area startups succeed in the Alabama Launchpad startup competition through technical assistance and

active mentoring and coaching.

birminghambusinessalliance.com/wp-content/uploads/2012/05/Spark-Workshop-Flyer.pdf

Online Communities, Meetups, and Information Sources

Incubators and co-working

Trade groups, Networking and other Support Organizations


Online Communities, Meetups and Information Sources

Advocates

Educators

Research & Innovation Centers

Competitions

Early Investors

Expansion Stage Investors

Later Stage Investors

Government

INVESTORS

RESOURCE PROVIDERS

IDEA CREATORS & INDUSTRY INNOVATORS

Central Alabama

Angel Network

Alabama Department

of Commerce

Bonaventure Capital

Redmont Venture Partners

Targeted Technology

Fund

New Capital

Partners

Alabama Launchpad

Regions New

Venture Challenge

Social Venture

Sparkboxco-working

Innovation Depot

Bessemer Incubation Network

TEDx Birmingham

Ignite Birmingham

The Real Business Solutions

Center

Birmingham Business Alliance

Economic Development Partnership

Alabama

VA Medical Center

St. Vincent’s

Health System

American Sports

Medicine Institute

Southern Research InstituteJe�erson

State Community

College

Lawson State

Community College

Birmingham Southern College

Samford University

University of

Montevallo

Miles College

University of Alabama

at Birmingham

Gas Tecnology Institute

Alabama Power

Economic and Community

Development

Children’s Alabama

Lakeshore Foundation

28 regional chambers of commerce

REV Birmingham

Meetups

The Ensley Business Resource

Center Alabama Technology

Network

Spark

Entrepreneurs’ Organization

AIDT

The UAB Institute for

Innovation & Entrepreneur-

ship

The Alabama

Small Business Development

Center Network

The Birmingham

Venture Club

The Birmingham Venture Club

Entrepreneur Accelerator

Program

Birmingham Startup Drinks

Tech-on-Tap

TechBirmingham

BioAlabama

Birmingham Entrepreneur

Power Ten Medical Ventures

Founders Investment

Bank

Greer Capital

Advisors

Timberline Investments

Jemison Investments

Alabama Innovation

Fund

Alabama CAPCO

Alabama NMTC

BBVA Ventures

StonehengeCapital

Kirchner Private Capital Group

Fidelis Capital

Porter, White & Company

Harbert Venture Partners

Later stage investors – providing mainly equity investments and/or debt to companies with profits

● Jemison Investments

● BBVA Ventures bbvaventures.com

● Kirchner Private Capital Group www.kirchnerpcg.com

● Stonehenge Capital www.stonehengecapital.com

● Founders Investment Bank www.foundersib.com

● Porter, White & Company www.pwco.com

Educators

● The University of Alabama at Birmingham (UAB) is one of the leading research universities in

the U.S. It has a total annual R&D expenditure of more than $500 million, 32 National Institute of

Health (NIH) research awards in 2012, and ranks No. 10 among all NIH-funded institutions for active

grants. It helps make Alabama rank 12th nationally for R&D intensity and have nearly $5 billion

in annual R&D expenditures statewide. UAB has one of the most prominent academic medical

centers in America. As one of U.S. News and World Report’s Best Hospitals, UAB Health System is

a national leader in patient care, research and training. It is a major center for clinical research with

more than 930 ongoing clinical trials. Areas of extraordinary clinical expertise include oncology,

cardiovascular disease, neurology, arthritis, immunology and diabetes. The university is a magnet

for top-tier talent, offers a master’s program dedicated to biotechnology and ranks the eighth best

place to work for postdocs in the nation.


● Southern Research Institute is a contract research organization located in the heart of

Birmingham, adjacent UAB. It has 550 employees and more than half a million square feet of life

sciences lab space. It conducts applied research in the areas of drug discovery, preclinical drug

development, advanced engineering and environmental protection. Southern Research Institute

has seven drugs approved by the Federal Drug Administration and seven compounds currently

in preclinical development or clinical trials. It has collaborated with its neighbor UAB in numerous

areas, such as materials engineering, high-performance computing, breast cancer research, glial

biology, cystic fibrosis research and gene therapy, and with academic and industry clients around

the world.

Birmingham is home to a rich collection of nearly 800 industry innovators spanning the information

technology, life sciences and advanced manufacturing industry sectors.

IDEA CREATORS AND INDUSTRY INNOVATORS

INVESTORS

Competitions

● The Alabama Launchpad startup competition gives early stage startups from across Alabama the

momentum to take an idea from concept to reality. Up to $100,000 in cash awards are awarded on

a competitive basis during each competition cycle. www.alabamalaunchpad.com

● Regions New Venture Challenge is an annual student business plan competition offered by

Samford University’s Brock School of Business and Regions Bank. First prize for the Open Division

is $7,500.

Early investors - providing mainly equity investments in companies with no revenue

Expansion stage investors - providing mainly equity investments in companies with growing revenue

● Bonaventure www.bonaventurecapital.net

● Fidelis www.fideliscapital.net

● Harbert Venture Partners

www.harbert.net/investment-strategies/private-capital/venture-capital

● New Capital Partners www.newcapitalpartners.com

● Redmont Venture Partners www.redmontvp.com

● Alabama Innovation Fund

www.madeinalabama.com/assets

● Alabama CAPCO alabama-capital.com

● Alabama NMTC alabama-capital.com

Government – Alabama state-supported grant, equity and debt financing

● Alabama Power Economic and Community Development

www.amazingalabama.com

● Birmingham Business Alliance

www.birminghambusinessalliance.com

● REV Birmingham www.revbirmingham.org

● Alabama Department of Commerce www.madeinalabama.com

● Economic Development Partnership Alabama www.edpa.org

● 28 chambers of commerce across the region

Advocates

Incubators and co-working

Trade groups, Networking and other Support Organizations


Online Communities, Meetups and Information Sources

Advocates

Educators


Competitions

Early Investors

Expansion Stage Investors

Later Stage Investors

Government

INVESTORS

RESOURCE PROVIDERS

IDEA CREATORS & INDUSTRY INNOVATORS

Central Alabama

Angel Network

Alabama Department

of Commerce

Bonaventure Capital

Redmont Venture Partners

Targeted Technology

Fund

New Capital

Partners

Alabama Launchpad

Regions New

Venture Challenge

Social Venture

Sparkboxco-working

Innovation Depot

Bessemer Incubation Network

TEDx Birmingham

Ignite Birmingham

The Real Business Solutions

Center

Birmingham Business Alliance

Economic Development Partnership

Alabama

VA Medical Center

St. Vincent’s

Health System

American Sports

Medicine Institute

Southern Research InstituteJe�erson

State Community

College

Lawson State

Community College

Birmingham Southern College

Samford University

University of

Montevallo

Miles College


at Birmingham

Gas Tecnology Institute

Alabama Power

Economic and Community

Development

Children’s Alabama

Lakeshore Foundation

28 regional chambers of commerce

REV Birmingham

Meetups

The Ensley Business Resource

Center Alabama Technology

Network

Spark

Entrepreneurs’ Organization

AIDT

The UAB Institute for

Innovation & Entrepreneur-

ship

The Alabama

Small Business Development

Center Network

The Birmingham

Venture Club

The Birmingham Venture Club

Entrepreneur Accelerator

Program

Birmingham Startup Drinks

Tech-on-Tap

TechBirmingham

BioAlabama

Birmingham Entrepreneur

Power Ten Medical Ventures

Founders Investment

Bank

Greer Capital

Advisors

Timberline Investments

Jemison Investments

Alabama Innovation

Fund

Alabama CAPCO

Alabama NMTC

BBVA Ventures

StonehengeCapital

Kirchner Private Capital Group

Fidelis Capital

Porter, White & Company

Harbert Venture Partners

● Central Alabama Angel Network (AIM) caangelnetwork.com

● Greer Capital Advisors www.greercap.com

● Power Ten Medical Ventures powertenventures.com

● Targeted Technology Fund www.targetedtech.com

● Timberline Investments timberlineholdings.com

For more information on the Birmingham region, contactSteven Ceulemans, Vice President of Innovation and Technology(205) 241-8122 | [email protected]


SQUARE FOOT FACILITY

90+CLIENT

COMPANIES

15

42

14

11

15

8

140,000

$1.25 Billion

$123 Million

540WITH

EMPLOYEES

COMPANIES GRADUATED FROM INNOVATION DEPOT IN 2013

INFORMATION TECHNOLOGY & SOFTWARE COMPANIES

BIOTECHNOLOGY COMPANIES

ENGINEERING TECHNOLOGY COMPANIES

BUSINESS SERVICE COMPANIES

INDUSTRY ASSOCIATIONS AND SERVICE PROVIDERS

IN ECONOMIC IMPACT IN THE LAST 5 YEARS

CLIENT COMPANIES GENERATED

IN SALES IN 2013

Innovation Depot is a business incubation facility and program that

focuses on the development of emerging biotechnology, life science,

information technology and service businesses. It operates in partnership

with the University of Alabama at Birmingham. In 2011, Innovation Depot

was named the Technology Incubator of the Year by the National Business

Incubation Association. The same organization designated Innovation Depot

a Soft Landings International Incubator, meaning the Innovation Depot’s

programs can help international businesses of any size grow and break into

the U.S. market.

Innovation Depot sits in the heart of downtown Birmingham and

anchors Birmingham’s Innovation District for entrepreneurs. It is just a few

blocks from its partners at UAB – another world-renowned Birmingham

institution – and is in close proximity to award-winning Railroad Park, Regions

Field and the Birmingham city center’s buzzing housing and restaurant

scene.

Innovation Depot is more than just a building. Its award winning

programs help companies develop strategic alliances; identify funding

sources; plan strategically; educate entrepreneurs; market products and

initiatives; and provide technical support. Its tenants have access to a

professional network of accounting, insurance, payroll and legal firms for

early stage companies.

For more information contact Devon Laney at (205) 250-8000 or

[email protected]

AWARD WINNER2011 TECHNOLOGY INCUBATOR

SOFT LANDINGSINTERNATIONAL INCUBATOR

NATIONAL BUSINESS INCUBATION ASSOCIATION

BIRMINGHAMLife Sciences Industry Overview

22%47%

$2 Billion

23%

6%

2% Later (equity and/or debt in companies with profit)

Expansion (equity in companies with growing revenue)

R&D (grant-funding)

Early (equity in pre-revenue companies)

Seed (non-dilutive funding)

46

27

23

194 Research Testing and Medical Labs

Drugs & Pharmaceuticals

Medical Devices & Equipment

Bioscience-Related Distribution

Agricultural Feedstock & Chemicals

A THRIVING BIOTECHNOLOGY INDUSTRY

119 TOTAL ESTABLISHMENTS46

27

23

194 Research Testing and Medical Labs

Drugs & Pharmaceuticals

Medical Devices & Equipment

Bioscience-Related Distribution

Agricultural Feedstock & Chemicals

A THRIVING BIOTECHNOLOGY INDUSTRY

119 TOTAL ESTABLISHMENTS

1,409Clinical Trials*

119Companies

$2 Billion Capital

0 100 200 300 400 500 600 700 800

Other

Phase IV

Phase III

Phase II

Phase I

Phase 0 7

117

401

564

70

25022%

47%

$2 Billion

23%

6%

2% Later (equity and/or debt in companies with profit)

Expansion (equity in companies with growing revenue)

R&D (grant-funding)

Early (equity in pre-revenue companies)

Seed (non-dilutive funding)

With 1.1 million inhabitants and a GDP exceeding $58 billion,

the seven-county Birmingham region is the engine of the state

of Alabama and one of the leading metros of the southeastern

United States. It is also a leading life science hub. Birmingham

is home to the University of Alabama at Birmingham — a leading

American research university and one of the largest academic

medical centers in the country — as well as to a vibrant

biotechnology industry with well over 100 companies. As a top-

10 finance center in the nation, the Birmingham region boasts

competitive capital access with more than $2 billion in active

technology capital, ranging from research grants to late-stage

investments and loans. Birmingham’s accomplished institutions

and companies are leading innovation in Alabama, the Southeast

and the world.

*1,020 of these trials were active at the University of Alabama at Birmingham.

Retrieved from clinicaltrials.gov on June 9th, 2014.

AGRICULTURAL FEEDSTOCK & CHEMICALS

Aqua Services LLC

Dow Agrosciences LLC

Progressive Turf

Terraplan LLC

BIOSCIENCE-RELATED DISTRIBUTION

Archer Daniels Midland Company

Bass Medical Inc.

Biolife Plasma Services L.P.

Bristol-Myers Squibb Company

Carefusion Solutions LLC

Cetec, Limited Liability Company

Crown Therapeutics Inc.

D & K Healthcare Resources Inc.

JANSSEN PHARMACEUTIC

McKesson Corporation

Medaus Inc

Medfusionrx LLC

Origins Natural Resources Inc.

Promotional Concepts

Ri-Med Inc.

Russ Pharmaceuticals Inc

Salient Labs

Southern Surgical Technologies LLC

Spar Medical (prior Alabama Micro

Specialties Inc.)

Industry Innovators

AtherotechAtherotech specializes in cardiometabolic testing and disease management solutions to enable health care professionals to more accurately assess cardiovascular health and employ effective and personalized treatment strategies.

Evonik IndustriesEvonik Industries is a leader in bioresorbable polymer and injectable drug delivery technologies. Evonik will open its first U.S. Innovation Center in Birmingham focused on medical devices and technology.

Biohorizons Inc.BioHorizons is one of the fastest-growing global implant and biologics companies in the dental implant industry. Its portfolio of dental implants, instruments and biologics products are sold in more than 85 markets around the world.

Soluble TherapeuticsSoluble Therapeutics rapidly optimizes protein solubility and stability enhancing the research, development and production of protein-based therapeutics, vaccines and research tools.

DRUGS & PHARMACEUTICALS

Advanced Skin Technologies

Aeon Bioscience

Agenta Biotechnologies

Aligon Pharmaceuticals

Amerisource Bergen

Aptalis Pharma Inc

Avanti Polar lipids, inc

Axcan Pharma

Baxter Healthcare Corporation

Cebert Pharmaceuticals, Inc

Central Admixture Pharmacy

Services Inc.

Centrix Pharmaceuticals Inc

Deva Nutrition LLC

Evonik Industries

Gem Pharmaceuticals Inc.

Immunology Laboratories Inc.

Kor Therapies, Inc

Medaus, Inc

Nektar Therapeutics

Omega Pharmaceutical Inc.

Petnet Solutions Inc.

PNP Therapeutics Inc.

Prescription Benefits Inc

Progressive E M U Inc.

Protein Biosystems

Vector Logics, Inc

VistaPharm

MEDICAL DEVICES & EQUIPMENT

3 D Medical Concepts LLC

Advanced Tear Diagnostics LLC

BioDtech Inc.

BioGx Inc.

Biohorizons Inc.

Bonenta Inc.

Compression Works LLC

Dermavista

Durect Inc

Endomimetics LLC

Foodsource Lures

Frontier Devices Inc.

Hayes Handpiece RPR

Hygia Health Inc.

Integrated Medical Systems

Ibbex Inc.

InTec Industries

Nidek Medical Products Inc.

Radiation Shielding Inc.

Synovis Micro Companies Alliance

Tingle X-Ray Products Inc.

VIPAAR Inc.

Vision Research Corporation

RESEARCH TESTING AND MEDICAL LABS

Adv Bioscience LLC

Alabama Clinical Therapeutics

Alabama Tissue Center Inc.

Alliance Clinical Research

Alpha Services

American Diagnostic Imaging

American Testing Laboratory Inc

Antech Diagnostics

Armstrong Testing Lab Inc

Atherotech Diagnostics Lab

Avanti Polar Lipids Inc.

Bendiner Lab

BET Reporductive Laboratories

Brookwood Biomedical

Cahaba Pathology, PC

Capstone Clinical Trials, Inc

Choice Research of Birmingham

Chrysallis Research

Laboratories Inc

Discovery BioMed Inc.

Dynacare Laboratories Inc

GE Clinical Services Inc.

Healthsouth Diagnostic

Center Inc.

Individualized Treatment

Technology Laboratories LLC

Lab Care

Lab First

Lab of Medical Genetics


Laboratory Corporation

of America

Laboratory Resources &

Solutions

MRI of Clanton

Quest Diagnostics Incorporated

Soluble Therapeutics

Southern Biotech

Southern Research Institute

St Clair Removable Dental

Sutherland Environmental

Company Inc.

Technical Assurance Corporation

TLC Mobile Medical LLC

Tuv Rheinland Industrial

Solutions Inc.

U S Diagnostic Labs Inc

Uab Pathology

Unified Testing Services Inc.

University Clinical Research

University of Alabama Health

Service Foundation PC

VIP Labs

Vivo Biosciences

Wearren Engineering Testing

Over 550 companies and 10,000 professionals support the bioscience industry across the state of Alabama. The Birmingham area is home to 119 of these firms, spanning multiple industry segments.

Institutional CapabilitesWith over $500 million in annual R&D expenditures at its major research centers, over 1,400 active clinical trials and one of the largest U.S. academic medical centers, the Birmingham-area bioscience technology capabilities and resources are exceptional.

The UAB Center for Clinical and Translational Science is a targeted effort to enhance the clinical and translational research among a network of twelve of the Southeast’s most cutting-edge research institutions. A centralized physical and virtual hub of Research Commons streamlines resource accessibility and support across the center, which uniquely houses a Phase I Clinical Trials Unit with 8,000 square feet of centralized first-in-human study capabilities.

The UAB Comprehensive Cancer Center is the only National Cancer Institute designated cancer center in the Deep South region of the United States. It is home to over 330 researchers and clinicians, focused on the fields of gene therapy, immunotherapy and drug discovery and development. The center treats an estimated 5,000 new patients each year, including those participating in many clinical trials to target a broad array of cancers, including breast, gastrointestinal tract, lung, ovary, head and neck, brain tumors, and lymphomas.

Southern Research Institute is a contract research organization headquartered in Birmingham. With over half a million square feet of wet lab space, the organization provides comprehensive contract research services in basic discovery research, in-vitro and in-vivo efficacy; ADME/PK; GLP toxicology and reproductive toxicology; gene therapy/biologics; method feasibility, development and validation; formulation and bioanalysis; qPCR and RT-PCR.

The Alabama Drug Discovery Alliance is a drug discovery and development partnership with cross-institutional capabilities in molecular target identification, high throughput screening,

iterative medicinal chemistry, preclinical toxicology and absorption,

distribution, metabolism and excretion (ADME) analysis, and clinical trials. The

current portfolio encompasses 17 drug discovery programs with a primary focus on the central nervous system and oncology, although other therapeutic areas such as diabetes and infectious diseases are touched upon as well.

Innovation Depot is one of the leading technology incubators in the world. The 140,000 square-foot facility includes 20,000 square feet of wet lab space and a shared equipment lab with

common instrumentation. The program houses

90 companies (14 in biotechnology) with 540 total

employees, operating in all 50 states and over 40 countries,

contributing $1.25 billion in economic impact to the region over

the past five years.

The University of Alabama at Birmingham (UAB) is home to over 100 combined university-wide

interdisciplinary research centers and core facilities, aimed to enhance UAB’s

contribution to new knowledge and economic growth: http://www.uab.edu/

research/administration. An example of the university’s commitment to research discovery is the recently expanded Central Alabama High Field Nuclear Magnetic Resonance (NMR) facility, housing the highest field NMR (Bruker

Avance III HD 850 with cryoprobe) in the state and one of the largest

in the U.S.

Resources and incentives

The Birmingham region and the state of Alabama

have a strong economic development track record

and a solid history of companies swiftly integrating

and thriving in our community. As a recent example,

Evonik Industries - a world leader in specialty

chemicals - recently announced a global Innovation

Center for research and development (R&D) of

medical devices and technology at the company’s

Birmingham facility.

Both the region and state have emphasized in

long-range economic growth plans the crucial

importance of technology and innovation to

continued growth and prosperity. As part of

Accelerate Alabama, the state’s long-term plan for

economic development, the Alabama Innovation

Fund was recently formed to support research and

economic development. The Birmingham Business

Alliance (BBA), the leading economic development

organization in the Birmingham seven-county

region, supports a Commercialization Advisory

Committee and life science industry Leadership

Councils, which provide forums for senior leaders

from across the business, policy, capital, academic

and entrepreneur communities to promote and

grow innovation pathways for enhanced technology

growth in the Birmingham region. Alabama and

the Birmingham region offer a strong innovation

ecosystem with a number of support organizations,

such as BioAlabama, TechBirmingham, the

Birmingham Venture Club and the Central Alabama

Angel Network.

For talent recruitment and development, AIDT,

the state’s award-winning and no. 1 nationally

ranked workforce recruitment and training

program, is available to help identify, recruit and

train a high-quality and skilled workforce at no

cost to companies looking to locate or expand

within the state of Alabama. The University of

Alabama at Birmingham and other area colleges

and universities have a strong graduate pipeline,

providing a skilled workforce with training

specifically geared toward the biotechnology

industry. Attractive and competitive incentives are

available for companies looking to grow in

the region.

For more information on the Birmingham region, contact

Steven Ceulemans

Vice President of Innovation and Technology

(205) 241-8122

[email protected]


Alabama Research Economy

1st quartile

2nd quartile

3rd quartile

4th quartile

Alabama:

$3.7 billion annual R&D expenditures, most R&D intensive state in the Southeast

Source: National Science Foundation Science and Engineering Indicators, 2014.

Alabama ranks No. 8 in the U.S. for biopharmaceutical job creation — 62% of those jobs were created in Birmingham

—Site Selection Magazine and Clustermapping US

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