UAEM @ PENN

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UAEM _at_ PENN
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Penns Stated Mission

• Penns strategic plan mentions the goal of
  improving the quality, impact, visibility, and
  translatability of Penns academic research and
  scholarly activity.
• Penns Center for Technology Transfer explicitly
  states that its chief objective is to
  commercialize Penn research discoveries for the
  public good.

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Synopsis

• Penn Specific Data Why this matters right here
  at Penn!
• IP Holdings
• NIH Funding
• Potential for Impact
• PennUAEM Strategy
• - What have we done and why?
• - Plans for the future
• - What can we accomplish? The case of Berkeley

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IP Holdings _at_ Penn
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IP Holdings _at_ Penn
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IP Holdings _at_ Penn
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Research Funding _at_ Penn

• Total Research budget - 756 million (figures
  from 2004)
• What does this mean? Potential for Drug
  Development Potential for Impact on Global
  Health
• Breakdown of Funding Sources 1. Federal Agencies
  651 million                                   
     NIH 393,623,671 (2nd in the nation) 
• 2. Foundation/Association 60 million  3.
  Industry - 45 million (less than 6 of total
  research budget)
• 11.9 million in license income (less than 1.5
  of total research budget)
• 22 million in corporate sponsored research
  funding to Penn from licensees  
• How might our proposed changes affect this . . .
  ?

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Impact on the Bottom Line

• Some would argue that having the EAL in place
  would hurt Penns bottom line by making licensing
  deals less attractive. Given that the EAL works
  via segmentation of the world market, and
  therefore, would not have great impact on
  industrys bottom line, this is unlikely. Even
  if it was, remember . . .
• Total Research budget - 756 million
• Total Licensing Income - 11.9 million (less than
  1.5 of total research budget)

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Impact on the Bottom Line
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Potential BENEFIT to Penn

• Possible financial benefits small but
  significant revenue stream from its share of
  royalties for generic end products that would
  otherwise not be sold in poor countries
• Combining access-oriented licensing policies with
  an augmented neglected-disease research agenda
  can help Penn aggressively position itself as a
  research center for foundation-sponsored
  partnerships.
• Intangible Benefits Penn can establish itself as
  a leader in defining the role universities can
  play in closing the global access gap.

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So, what is UAEM doing?
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UAEM Strategy General Remarks

• Seek out faculty/administrators with whom our
  interests are aligned
• Generate support from Student Body at Large
  (across all schools)
• Approach decision makers with our ideas, backed
  by support of students and faculty
• If we meet resistance? (Internal and External
  Channels)

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Letters of Support
X 10
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Letters of Support
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Allies _at_ Penn
Mark I. Greene M.D., Ph.D., F.R.C.P.John Eckman
Professor of Pathology and Laboratory
Medicine (creator of Herceptin
immunopharmacological agent to treat breast
cancer)
Garrett Fitzgerald Chair, Department of
PharmacologyDirector, Center for Experimental
Therapeutics
Art Caplan Chair of the Department of Medical
Ethics and the Director of the Center for
Bioethics
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Allies _at_ Penn
James Hoxie Co-Director of the Penn Center for
AIDS Research
Robert Doms Chair of Microbiology
Martin Carroll Assistant Professor of Medicine ,
Dept. of Hematology/ Oncology
Gary Koretzky Chief of Rheumatology
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Support from Students

• Resolution in Support of UAEM Principles, passed
  MSG nearly unanimously in Nov. 2005
• Resolution in Support of UAEM Principles, passed
  GAPSA in January 2006
• Resolution on the docket for consideration by the
  Undergraduate Assembly later this month.

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Miles to go . . .

• While UAEM at Penn has been gaining speed over
  the last several months, it is important to note
  that there is much still to be accomplished. We
  are entering an exciting period of bringing our
  ideas into discussion with key decision makers.
• While we have well developed ideas on how to
  solve certain pieces of the problem (removing the
  barrier of drug overpricing in the third world),
  there are many problems for which we still have
  no answers . . .

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Plans for the Future

• Proposal submitted to the Presidential Task Force
  on Global Engagement October 2005
• Student/Administrator/Faculty forum to be held in
  late February
• Continuing to raise awareness of issues
• Further research into neglected disease work at
  Penn Foundation IP Policy, etc.
• Expanding our scope
• Lecture on free trade agreements and access to
  medicines
• Lecture on building infrastructure and
  'scaling up in poor countries.

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What can we accomplish? The case of Berkeley

• One of the most active chapters in the country
• Licensing revenues at 50 million-plus and
  counting, yet a more expansive, socially
  conscious view of technology transfer (partly
  resulting from the advocacy of UAEM) has opened
  the door to the distribution of life-saving
  medicines and therapies to needy, economically
  strapped countries.

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The case of Berkeley

• Statement from -Carol Mimura, associate director
  at UC Berkeleys Office of Technology Licensing,
• "In the new reality we can have a double bottom
  line," Mimura explains. "We can have the
  financial bottom line, and we can have the
  societal-impact bottom line. And they're equally
  important to us. On that basis, we can employ a
  full spectrum of IP-management strategies not
  just the few that focus on royalty revenue . . .
  Under double-bottom-line concepts, societal good
  has a value. It's just not the same as bringing
  in dollars under a running royalty from a
  license. And it fulfills our mission of public
  service.

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The case of Berkeley

• Berkeleys Socially Responsible Licensing
  Initiative aims to
• a) promote widespread availability of technology
  and healthcare in the developing world,
• b) share revenue with a contributor of the
  research and/or to give proper attribution to a
  source or collaborator, and
• c) stimulate additional investment by others to
  achieve these goals.
• Statement of commitment from administration, and
  indeed affirmative steps are being taken at
  Berkeley to make good on this statement.

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Berkeley an example
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Berkeley an example

• UC Berkeley will conduct research to perfect a
  microbial factory for the compound artemisinin,
  currently the most effective treatment for
  malaria, and Amyris, a new biotech company
  founded on the breakthroughs in synthetic biology
  pioneered at UC Berkeley, will develop the
  process for industrial fermentation and
  commercialization. OneWorld Health will perform
  the drug development and regulatory work to
  demonstrate the bioequivalence of
  microbially-produced artemisinin derivative to
  the drug's natural form.
• To ensure affordability, UC Berkeley has issued a
  royalty-free license to both OneWorld Health and
  Amyris, of Albany, Calif., to develop the
  technology for malaria treatments. In exchange,
  Amyris will produce the drugs at cost, and
  OneWorld Health will perform the detailed
  non-clinical regulatory work that will be
  required by United States and other global
  agencies to allow the low-cost, microbially-based
  product to be made available in the developing
  world.

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Berkeley an example

• "This is an extraordinary partnership between
  public and private institutions that combines
  cutting-edge science with a commitment to
  affordability and accessibility for those people
  in need," said Regina Rabinovich, M.D., M.P.H.,
  director of infectious diseases at the Bill
  Melinda Gates Foundation. "I hope that UC
  Berkeley's participation will serve as a model
  for other academic institutions to apply their
  scientific knowledge and resources to critical
  global health problems."

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Wrapping Up . . .

• Mission of UAEM aligned with the stated mission
  of the University.
• Due to abundant federal research funding, and
  funding from other sources, Penn has great
  potential to make discoveries which could have a
  huge impact on global health.
• UAEM proposals such as the EAL seek to provide a
  mechanism by which Penn can achieve its stated
  mission of commercializing Penn research
  discoveries for the public good.
• Weve made small steps (generating student and
  faculty support, but there is much ground weve
  yet to cover, and many questions remain to be
  answered . . .

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Lets eat.