State and Local Government Relations Seminar Getting the Job Done: Structure and Implementation Kathy Feegel Director, State Government Relations November 17, 2003

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State and Local Government RelationsSeminarG
etting the Job Done Structure and
ImplementationKathy FeegelDirector, State
Government RelationsNovember 17, 2003
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Presentation Overview

• Amgen introduction
• SGR function and structure
• Identify resources needed
• Commit to regular internal
• communication
• Track your success

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Amgen Corporate History

• Pioneered development of novel therapeutics based
  on recombinant technology
• Founded in 1980 as Applied Molecular Genetics in
  Thousand Oaks, California
• Currently more than 12,000 employees
• Major facilities in 6 states and Puerto Rico

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Company Facts

• Our aspiration to be the best human
  therapeutics company in the world
• Invest 25 of revenues in RD
• USA sites California, Colorado, Kentucky,
  Massachusetts, Rhode island, Washington Puerto
  Rico
• 2003 revenue is projected over 7 billion

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What is Biotechnology?

• Biotechnology as an industry
• Of all biotech products, approved 70 since 1997
• Extremely research intensive
• 800 million to commercialize new product
• Biotech RD cost in 2001 approximately 16
  billion
• Current product targets
• Alzheimer's disease AIDS
• Heart disease Arthritis
• Multiple sclerosis Parkinsons disease

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State Government Relations Overview

• State Legislatures
• 52 legislative sessions
• 7,500 state legislators
• Special sessions called
• Structurally different
• Develop relationships with health care and
  finance/appropriations members, House and Senate
  leadership, caucuses
• Executive branch governors office and
  high-level executive agency policy makers
• State budget deficits compound our issues
• Ethics Commissions
• SGRs Amgen registered lobbyist
• Laws on lobbying executive and legislative
  branches
• Gift limits, reporting requirements

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Internal Communications

• Who do you serve?
• Know the market for your products or services
• Identify challenges - prioritize
• Determine ability to influence/be proactive vs.
  monitoring
• Manage expectations

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Building an SGR Function and Structure

• Maintain communication with internal
  stakeholders
• Write a mission statement
• Develop a plan (strategy, timeline, job
  descriptions)
• Map out details (budget, headcount, vendors,
  etc.)
• Set goals
• Provide range of options (short-term, long-
  term, interim)

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Identify and Price Resources

• Conduct or seek out benchmarking
• Work with your trade organizations
• Meet with services vendors
• Maintain and frequent useful websites
• Determine internal staff functions vs.
  outsourcing

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What your company needs to consider

• Identify your most important states market,
  facility locations
• Develop good communications network for
  information internally and externally
• Hire staff on the ground for accurate
  intelligence and ability to influence contract
  lobbyists
• Develop relationships with advocacy groups
  mobilize for letter writing campaigns

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What your company needs to consider

• Ability to form coalitions identify other
  industries with similar issues
• Establish contacts with important state leaders,
  state agencies and offices
• Research membership opportunities in
  organizations that support your companys
  objectives
• Use of media, public relations

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Track Your Success

• Demonstrate leadership
• Measure results
• Communicate achievements and progress
• Design communication vehicles (newsflash,
  reports, newsletters)
• Continue to refine and improve