FY2006-FY2010 SP Financials

STRATEGIC PLAN
Fiscal Year 2006-2010
DIRECTORS OVERVIEW RESEARCH TRAINING AND EDUCATION PROGRAMS GENETIC RESOURCES/REPOSITORY JAX MICE AND SERVICES SCIENTIFIC SERVICES LAB ANIMAL HEALTH/QUALITY CONTROL INFORMATION TECHNOLOGY HUMAN RESOURCES FACILITIES, ENGINEERING AND ENVIRONMENTAL EXTERNAL RELATIONS FINANCIALS ACTION PLANS
3 11 31 41 51 71 85 97 107 121 131 143 151
Proprietary and Confidential
DIRECTORS OVERVIEW
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DIRECTORS OVERVIEW Executive Summary

Over the past ten years, The Jackson Laboratory has achieved a level of success unparalleled in its history. Driven during the most recent five years by a doubling of the NIH budget, the total revenue for the Laboratory grew from $41 million in 1995 to $128 million in 2004. This increase in funding provided the wherewithal to increase the research personnel from 290 to over 500, to increase total employment to more than 1300 team members, and to expand the Laboratory to include a significant presence in West Sacramento, CA. Over the past 5 years, the Laboratory grew at double-digit rates for both research and Jax Research Systems (JRS). Given a dramatic though expected leveling off of the NIH budget, it is unlikely that this rate of growth at the Laboratory can be sustained. Nor did it come in the first instance without serious costs to the institution. Looking back, it is clear that overhead grew more quickly than either our research or JRS programs; it is clear that the research effort and the outreach initiatives of JRS were not coordinated; and it is clear management decisions were made without the underlying planning necessary to ensure that they were in the best interests of the organization. In response to these evolving circumstances, the entire organization has engaged in an effort to develop a new 5-year strategic plan for the Laboratory. With some parts of this effort ongoing for most of the past two years, it has involved an enormous commitment on the part of a large number of individuals across the Laboratory. The research staff has worked in five planning groups to identify new areas of opportunity and recruiting needs essential to ensure evolving approaches in their fields of expertise are well represented and that critical mass can be achieved. The JRS leadership has identified and projected market trends and the Laboratorys capability to adapt to them productively and efficiently. The Training and Education group and Genetics Resources team have identified opportunities in their areas and the additional capacities required to capitalize on them. Department directors have each led their own teams in thinking through the implications of the overall direction of the Laboratory in developing both strategic direction and detailed action plans to provide the necessary support. Finally, External Relations reexamined, reprojected, and recommitted to its fundraising targets to complete the current capital campaign and enhance the Laboratorys on-going, long-term overall fundraising capabilities. These detailed plans have been analyzed by the core strategic planning team and have gone through numerous iterations with the departmental teams to ensure compatible direction, appropriately paced growth, and a unified, supportable staffing and funding plan. Part of this planning effort has been dedicated to immediate steps capturing opportunities that, though challenging to achieve, were immediately at hand. For example, over the past year, JRS has substantially improved its margins by lowering both costs of sales and costs of goods sold. Careful financial attention has begun to bring overhead spending under control. While still much work needs to be done, the Laboratory is on solid financial footing and in a sound position as it faces the next five years.
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The plan described in this report looks forward and describes the programs and initiatives that the Laboratory plans to undertake in fiscal years 2006 through 2010. It involves controlled growth, careful financial oversight, and careful management over the next five years. A living document and one that is sure to evolve as events overtake us and we overtake events, this strategic initiative charts an exciting vision for our collective future. As we become successful in initiating the carefully integrated activities described herein, the Laboratory will grow and improve in many ways: Key Directions and Initiatives
Efforts across the Laboratory will become better unified; once again, our scientists will become JRS best users and JRS will become our scientists most trusted supplierof mice and, later perhaps, of its scientific services. Our research effort will grow from 36 to 46 staff members; we will approach critical mass in five primary research areas, all based on the mouse and mouse-based genetics. Our scientists will benefit through more opportunities for on-site collaboration, and the Laboratory will be less subject to the vagaries of retirement and relocation of critical Staff members. JRS will grow systematically and carefully. Relying on its renowned and growing reputation for genetic consistency and benefiting from an intense effort during the first two years of the plan to develop a world-class ERP system, JRS will become the most trusted supplier of mouse models. JRS young services initiatives in on-demand colony services, speed cryopreservation and expansion, custom breeding, and in-vivo testing will grow thoughtfully. Sound planning, at-hand services opportunities, and solid return on investment will underlie all new investment for JRS. Our education and training programs in genetics, the use of the mouse as a model of human development and disease, and in the techniques of genetic manipulation and study will remain the most sought after in the world. Despite increasing competition, the Repository will continue to be the place in the world that scientists turn to for the most interesting, most trusted, and most diverse mouse models. Scientists will also choose the Laboratory as the repository for making their models available to the research world. During the course of the next five years, our scientific services and facilities will also expand dramatically. The Laboratorys world-class scientific services will continue to provide easy-to-access, high quality, analytical services to the Staff and to JRS. The new Functional Genomics Building (FGB) and East Research Building (ERB) facilities will be brought on line on schedule and on budget making critically needed lab space available. Additional space for bioinformatics and computational biology will be planned, constructed, and made available to support the expansion of that group. Later in the period, more efficient mouse room space will be planned and constructed for JRS, and
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the planning will be carried out for an additional round of wet-lab expansion to be constructed in the FY11- FY 15 time frame. Specific Two Year Action Items
Hire a Director for Research and the first three new faculty members Secure renewal of the Cancer Center Support (Core) grant Complete construction of the FGB and ERB on schedule and on budget Secure state and federal funding for renovations to provide additional space for bioinformatics and computational biology Reinvigorate the Capital Campaign and secure $19M in FY06-FY07 Hire JRS General Manager; strengthen and expand the marketing and outreach effort and meet or exceed JRS FY06 and FY07 revenue target of $132M
The strategic plan necessary to ensure all of this happens is described in this report. It involves controlled growth, careful financial oversight, and careful management over the next 5 years. It is based on careful consideration of the following strengths and weaknesses at the organization: Strengths
Acknowledged leader in mouse genetics 36 scientific staff members that form the basis of a world-class research organization World-class programs for phenotyping the mouse Strong Bioinformatics/Biostatistics programs Worlds most comprehensive mouse resource program o Over 2,800 different lines of mice o Genetics reagents - genomic DNA, DNA clones, libraries etc. o Knowledge databases such as Mouse Genome Informatics Unparalleled interface with the academic research community for resource distribution Knowledge to perform Jax Services for the outside community
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Comprehensive training and education programs Superb scientific administrative support staff Engaged Board of Governing Trustees
Weaknesses
Areas of strength across the Laboratory require integration to achieve maximum synergy Below critical mass in immunology, neurobiology, developmental and reproductive biology, and metabolism Lack of critical expertise in the areas of cell biology, biochemistry, and physiology that will contribute to innovative new strategies for phenotyping mice Lack of critical mass in bioinformatics and computational biology, particularly as it relates to systems and network-based approaches for biological investigation.
Under this plan, the Laboratory will continue to focus on the mouse and mouse genetics for the purpose of studying human development and disease. The research organization will grow significantly to increase the number of principal investigators to about 46, which represents a significant movement toward achieving a critical mass of 55 investigators with 5 different areas of scientific focus. The plans to improve and expand our resource distribution and education efforts are also presented. The financial basis that allows the plan to be successfully implemented has been developed and is part of this plan. Numbers foot from section to sectionboth in terms of the numbers of team members and the dollars required to implement the plan. A discussion on how income is balanced with expenses to make the Laboratory successful is presented in the final chapter. We will end the period in sound financial condition with plant balance, fund balance, and endowment all significantly enhanced over their position today. The scientific vision used to develop this strategic plan focuses on the mouse model and is based on the principle of integration.
Integrate wet-laboratory research and bioinformatics-computational biology to promote the development and seamless sharing of data and resources Integrate genetics/genomics with chemistry and physics to investigate the molecular forces operating within the cell
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Achieve integration among geneticists, cell biologists, biochemists, physiologists and pathologists using mouse models to enable new breakthroughs in human biology and disease Integrate our existing strengths in research, resources and training to create a unified organization with both internal and external synergies Ensure integrated access to the Laboratory resources and services for the Laboratory scientists, their collaborators, and those in the external scientific community
Overall, this strategic plan coupled with the action items presented in the appendices, should ensure that the Laboratory continues to be successful and to achieve the following institutional goal: In five years become the scientific center for integrating mouse genetics/genomics and biological research to advance human health.
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RESEARCH
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RESEARCH Executive Summary

The Jackson Laboratory currently houses 36 wet lab and bioinformatics Scientific Staff members who use the mouse and mouse genetics to understand normal human biology and disease. By most measures, the Laboratorys research effort has succeeded extremely well over the past 10 years. Direct research funding has more than tripled over this period from $13 million in 1995 to over $44 million in 2004 (see Figure 1). Total funding, including indirect costs, increased from $20 million in 1995 to $63 million in 2004.
Figure 1. Sponsored Funding History (direct costs only) The National Institutes of Health (NIH), on whom the Laboratory is increasingly dependent, funds the majority of the Research budget. In 2004, NIH provided 92% of the Laboratorys direct research funding, compared to 82% in 1995. The NIH doubled its budget over the past 5 years, and the Laboratory benefited enormously. We also increased our NIH-funded center and resource programs by more than $7 million over the past 5 years. These increases in funding allowed us to expand the research staff from 290 in 1995 to over 500 in 2004. The rapid growth in NIH funding has now slowed to a much more modest 2-3% per year, and the Laboratory must adapt its plans to this new reality. In this reduced funding environment, we must remain highly competitive by attracting and retaining the best investigators. New faculty recruiting will focus on the best and the brightest scientists, and a priority will be to retain the excellent faculty members who are currently at the Laboratory. To do this, we will continue to provide an outstanding research environment with high quality office, laboratory, and mouse
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room space, a world-leading suite of scientific services, ready access to low- and no-cost mice, outstanding research administrative support, and an efficient and effective overhead infrastructure. Existing services such as pathology will be expanded to meet growing needs and provide new facilities such as a viral vector suite to support cutting-edge research. Approaching the critical mass of investigators at the Laboratory and planning new initiatives in Integrative Biology using mouse models will be critical to our success. The Laboratory will continue to focus on the mouse and mouse genetics research as a surrogate for human biology and disease, and will strive to maintain its prominence in genetics, particularly as it relates to the analysis of complex traits. Additional scientific staff will be recruited to increase our expertise in phenotyping mice at the molecular, cellular, physiological, and anatomical level and to add greater depth in scientific areas critical to the long-term success of the Laboratory. Using in silico methodologies to model in vivo biology, we will also establish a stronger presence in Biomedical Computing to support a new initiative in the Integrative Biology of complex traits.
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Situational Analysis
Strengths
The quality of its scientific staff and support personnel is one of The Jackson Laboratorys major strengths. One of the 100 largest recipients of National Institutes of Health grants in the nation, the Laboratory has achieved a 50% NIH grant success rate compared with a 30% rate for all institutions. Benchmarking Jackson Laboratory investigators with those at comparable institutions such as the Cold Spring Harbor Laboratory and the Salk Institute has revealed that our investigators are highly competitive from the standpoint of research dollars raised per investigator. Our investigators average $1.6 million/investigator, compared with $670K and $960K per investigator at Cold Spring Harbor Laboratory and The Salk Institute, respectively. The Laboratory is renowned for its use of the mouse and mouse genetics for studying mammalian biology and disease. It is a unique organization that has substantial expertise in: o Identifying and characterizing new spontaneous mutations, particularly those that arise in the large production colonies in JAX Research Systems; o Generating new mutations using a combination of approaches that involve chemical and targeted mutagenesis, as well as the ability to generate transgenic lines of mice; o Developing, analyzing and maintaining hundreds of inbred, congenic, consomic, and recombinant inbred lines of mice; and o Analyzing complex traits, including protocols for developing mouse crosses to map traits and for developing innovative software tools for analyzing data. The Jackson Laboratory has developed high-throughput phenotyping capabilities that can be used to further characterize lines of mice: o Neuroscience Mutagenesis Facility phenotyping; o Heart, Lung, Blood, and Sleep Disorders phenotyping; o Scientific Services: Physiology and In Vivo Imaging, Flow Cytometry, Gene Expression, Molecular and Protein Services; and o JRS phenotyping services. The Laboratorys Mouse Genome Informatics (MGI) consortium is the worlds leading bioinformatics resource for the mouse and serves as a base for establishing an emerging program in computational biology that provides an interface between in silico and in vivo biology. The Institute for Molecular Biophysics (IMB), a partnership with the University of Maine and Maine Medical Center Research Institute, is located on the Laboratorys campus and promotes multidisciplinary research among biologists, physicists, and nanotechnologists.
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The Laboratory has initiated and cultivated increasingly meaningful interactions with scientists and educators within the State of Maine. In addition to the IMB funded in part by a National Science Foundation Experimental Program to Stimulate Competitive Research (EPSCoR) grant these include: o Funded (NIH/Center of Biomedical Research Excellence COBRE) collaborative interaction with the Maine Medical Center Research Institute in stem cell science; o Funded (NSF) graduate program in Functional Genomics with UMaine; o Funded (NIH/Biomedical Research Infrastructure network BRIN) infrastructure improvement grant to improve undergraduate education in biomedical sciences within the State of Maine encompassing 4 private colleges (Colby, Bates, Bowdoin, College of the Atlantic), University of Maine and two research institutions (Mount Desert Island Biological Laboratory and The Jackson Laboratory); o Funded (Howard Hughes Medical Institute) program with UMaine to instruct high school science teachers in basic biomedical research science; and o Funded interactive television network connecting most of these institutions and allowing the distribution of graduate courses between them. We have developed new programs that give us the ability to take advantage of advanced graduate students, postdoctoral fellows, and visiting scientists. This is creating an environment that produces new ideas and generates intellectual property for the longrange support of the institution.
Weaknesses
The Laboratory lacks critical mass in the research programs and needs to expand in targeted areas to ensure long-term sustainability. Most importantly, there is insufficient depth to support natural turnover through retirements or departures based on career decisions. Given the diverse focus areas, the Laboratorys current size of 36 Principal Investigators is at the low end for continuing success as an independent research institution. The Laboratory is severely space constrained and cannot expand its research programs. o Until recently, space was not available to recruit the necessary staff scientists to address the need for a larger critical mass of investigators at the Laboratory. o Scientific programs are typically limited to 8-10 researchers each. o Scientists at the Laboratory have not been able to expand their programs for the past several years because there was no additional space available; approximately $10 million in grant funding was not spent last year due primarily to space constraints.
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Areas of strength throughout the Laboratory function as silos within the organization and are not integrated to achieve maximum synergy. The Scientific Staff is aging, and much expertise in mouse genetics will be lost through retirements over the next 5-10 years. While the staff scientists are recognized for their expertise in mammalian genetics, particularly in the area of complex traits, there is a lack of adequate critical mass and expertise on the faculty for an in-depth biological analysis of phenotypes in the mouse at the molecular, cell biological, physiological, pathological and anatomical levels. There is a lack of critical mass in several areas of bioinformatics and computational biology that relate to integrative and systems biology. The Laboratory has had a policy of not allowing infectious agents and human cells and tissue samples to be used in Bar Harbor. This policy was primarily to ensure that there is no risk of infecting our mouse production colonies with deleterious agents. It has prevented the Laboratory from exploiting new research and funding opportunities, including work with human embryonic stem cells, viruses, and other infectious agents.
Opportunities
The mouse is the ideal organism for investigating the causes and therapeutic or preventative strategies for genetically determined diseases such as cancer, obesity and diabetes, and resistance/susceptibility to infectious organisms. Since its inception, The Jackson Laboratory has been dedicated to the goal of using mouse genetic models to unravel human disease. During the past decade, two major advances have helped to shape the potential to fulfill this goal in new ways. First, the development of targeted mutagenesis by homologous recombination in ES cells now makes it possible to make specific genetic models, and with the completion of the human genome project, there is increasing interest in studying gene function as it relates to human biology and disease. With its acknowledged strengths in mouse genetics, the Laboratory is well positioned to take advantage of new initiatives associated with studying gene function in mammals. The developmental biology of mammals is almost solely studied in the mouse. The NIH has launched the Roadmap initiative, which emphasizes multidisciplinary research. The combined approach of applying computational biology/bioinformatics and biophysics/bioengineering to the study of genetics/genomics is the future of biomedical research. With the collaborative Institute for Molecular Biophysics and its own bioinformatics program, the Laboratory is well positioned to take advantage of this opportunity.
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Growing interest in developing a School for Biomedical Science at the University of Maine would provide an ideal opportunity for our Scientific Staff to teach and mentor graduate students. New technologies that allow the analysis of the complete genome, transcriptome (mRNA expression), proteome (protein expression), metabalome (physiological genomics), phenome (exhaustive phenotype in multiple strains of mice), and other omics approaches are making it possible to conduct new types of experiments in integrative and systems biology. These new approaches for conducting biological research are not reductionist in nature, but rather embrace the complexity associated with most biological systems and problems. They will require an unprecedented level of collaboration among biologists, geneticists and comptutational scientists. These new approaches for integrative and systems biology will rest on strong informatics platforms such as those that exist at the Laboratory.
Threats
Research funding for the Laboratory comes exclusively from soft money sources and is subject to federal priorities that are constantly changing. The Laboratory does not have an endowment to sustain its research effort in the event of funding shortages or to seed new ideas. Surplus generated by JRS, which is subject to fluctuations in the mouse sales market also driven by NIH funding, currently fills both the ongoing shortfall in research dollars (approximately $0.17/$1.00 of research) and provides the funding necessary to launch young investigators. NIH is increasingly focusing on translational research the direct application of fundamental research to human disease. The Laboratory will need to build collaborations to position itself to compete in this environment. NIH is unlikely to have substantial increases in funding over the next 5 years, and there is a real possibility that its research funding will stabilize or even decrease due to federal budget challenges driven by current world events. In a funding environment rapidly migrating toward multidisciplinary research, the Laboratorys major funding still comes from single investigator-initiated R01 grants, and is primarily focused on reductionist experiments by individual research groups. Over the past 10 years, many other organizations have constructed large vivariums to meet the mouse room needs of their scientists. Therefore, investigators who in the past would have had few choices other than to join the Laboratory now have many other options.
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The National Cancer Institute Cancer Center Support (Core) Grant is the primary funding source for the scientific services program that is critical to our research effort. If the Cancer Core Grant were not renewed, it would seriously impact the research effort at the Laboratory. Previous competitive renewals of the Core Grant clearly pointed to the Laboratorys deficiency in the number of investigators directly engaged in cancer research, particularly those funded by NCI. There will be an increasing challenge to position the Laboratory to renew the Cancer Core grant, in light of a new administration at NCI, increasing priorities in supporting translational research in which the Laboratory has no direct role, tremendous financial pressures based on a no-growth budget, and the failure of the Laboratory to substantially increase the number of cancer biologists on the research staff. Focus on research areas directly related to bioterrorism such as the genetic control of susceptibility to microorganisms is likely to increase. The Laboratory currently does not have the ability to conduct research in infectious diseases and will not be able to take advantage of these opportunities. The Laboratorys location in Bar Harbor is both an opportunity and a threat to our success. While the environment is attractive to some, lack of spousal employment opportunities, inadequate day care and rapidly increasing housing costs complicate the recruitment process.
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Strategic Direction
The Laboratory will continue to focus on the mouse and mouse genetics for the purpose of studying human biology and disease. The research organization will grow significantly to increase the number of principal investigators to 46, which represents a significant movement toward ultimately establishing a critical mass of 55 investigators at the Laboratory. This growth will ensure that the Laboratory continues to be at the forefront of mammalian genetics research, particularly in the area of complex traits. Additionally, new scientists will be recruited to the Laboratory to ensure that there is adequate talent to conduct cutting edge research in our core areas of interest in neurobiology, immunology, reproductive/developmental biology, metabolism, and bioinformatics/computational biology. Using in silico methodologies to model in vivo biology, we will strive to establish a stronger presence in Biomedical Computing to support a new initiative in Integrative Biology. Through this plan, our scientists will benefit through more opportunities for on-site collaboration, and the Laboratory will be less subject to the vagaries of retirement and relocation of critical Staff members. To accomplish this plan, we have developed the following strategic objectives: 1. Retain, Nurture and Develop Existing Staff The major strength of The Jackson Laboratory is the quality of its Scientific Staff. We cannot afford to lose the staff we have, and we must work to meet their needs:
With the completion of the Functional Genomics Building (FGB) and the East Research Building (ERB), office and laboratory space needs will be met for each scientist, with laboratory sizes in the middle of the range recommended by NIH guidelines. The Laboratory currently offers an average of 155 net square feet per lab worker as compared to the recommended NIH range of 133 to 188 net square feet. New space coming on line is designed to maintain these averages. Figure 2 shows the expected availability and occupancy of laboratory space over the next five fiscal years; also indicated is research support space (shared instrumentation, scientific services, and post-doctoral office space). The process for allocating space is described further in the research action plan. One of the biggest attractions for scientists at the Laboratory has been abundant and affordable mouse room space, which allows investigators to conduct mouse-intensive experiments not possible at other institutions. Every effort must be made to ensure that our investigators continue to have abundant and cost-efficient animal space. An intensive planning exercise was conducted this summer and fall on an investigator-byinvestigator basis, and each investigator has been given a roadmap of his/her mouse space over the next 5 years. Mouse room capacity and occupancy is summarized in Figure 3. Additional details of the planning program are outlined in the action plan.
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Figure 2. TJL Research Space FY05-FY10
Figure 3. Projected Research Animal Facility Supply and Demand
We will work to be competitive with other organizations when it comes to salaries and other benefits for our Scientific Staff. Other organizations such as universities can offer benefits that currently do not exist at The Jackson Laboratory, e.g., tuition reimbursement for children of faculty, special financial incentives to support research programs, endowed chairs to pay salary, on-site day-care, and housing subsidies. Many faculty members are being approached by other organizations, and the Laboratory needs to be competitive in both salary and other benefits. The Laboratory will improve staff access to JRS and repository mice and services that enhance the research programs of our Scientific Staff.
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The Laboratory will continue to support the postdoctoral program to ensure that PIs at the Laboratory have access to excellent postdoctoral trainees.
2. Sustain Current Expertise in Mutagenesis, Positional Cloning, And Complex Trait Analysis Approximately 7 members of the senior Staff are approaching retirement age. These investigators have extensive experience in mapping genes; analyzing spontaneous and chemically induced mutations; using inbred, congenic, recombinant inbred and consomic strains of mice for complicated genetics experiments; and analyzing complex traits. While an individuals timing with regard to retirement is a personal decision, the Laboratory is planning now to ensure adequate space and financial resources to recruit new scientists when these individuals retire. To fill slots opened by retirements, we will recruit geneticists with expertise in mouse genetics, complex traits mapping and analysis, as well as investigators with expertise in new genetics technologies (e.g. RNAi). 3. Increase the Number of Staff Scientists to Achieve Minimum Critical Mass in Key Research Areas while Adding Depth to Existing Areas of Biological Expertise While the research effort has grown considerably over the past 10 years, the number of Principal Investigators has not changed substantially. With 36 PIs (31 wet-lab scientists and 5 informatics/computational biology investigators), the Laboratory does not have sufficient critical mass to sustain its research effort into the future. Unlike more urban scientists, our investigators do not have access to a broad base of other colleagues located in an adjacent department or another institution across town. Moreover, the nature of science is changing, with greater emphasis on collaboration among investigators within a particular area of expertise and especially among investigators on a multidisciplinary basis. Based on the analysis described below and on the recommendations of the Board of Scientific Overseers (BSO), we need to recruit 19 additional Staff members to achieve the critical mass necessary to ensure the Laboratory remains a scientifically viable entity.
Like those at most other institutions, the Laboratorys research programs have changed over the past several years with an increasing focus on molecular mechanisms, biochemical pathways and the networks of genes associated with specific areas of human biology and disease. Mutant lines of mice are used as tools to study these processes. The Staff has coalesced broadly into the following areas of scientific focus: o Neurobiology/neurosensory; o Immunology/hematology; o Developmental/reproductive biology; o Metabolism; and o Bioinformatics/computational biology.
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While the Laboratory will maintain considerable expertise in genetics, there is also a need to recruit biologists who use mice to study the molecular, cell biological, and physiological basis for human biology and disease in these focus areas. We will also need to maintain our leadership position in bioinformatics/computational biology. Having a balanced Scientific Staff with bioinformatics and computational biologists working together with geneticists and other scientists who use mutant mice to study biological processes will be the focus of Staff development efforts.
Planning groups have been formed, comprised collectively of all investigators at the Laboratory (Table 1).
Table 1. Planning Groups Neuro Immun/Hematol BI/CB Eppig, Janan Churchill* Ringwald Blake Bult Graber Kadin Richardson Metab Beamer Davisson Leiter Paigen*, B Barak Donahue Sundberg Lyons Wang Develop Eicher Eppig, John Gridley* Knowles Handel deVries Frankel Barker Ackerman* Harrison John Leiter Naggert Roopenian* Nishina Shultz Burgess Peters Cox Serreze Johnson Chervonsky Chang Golovkina Letts Li Seburn Soper Smith Bergstrom Zheng *Representative to the Recruiting Committee
Each planning group did a strategic analysis within its scientific area of focus and developed a recruiting plan to achieve critical mass for the Laboratory in that area. Achieving critical mass in each area will ensure that if any one investigator leaves the Laboratory, there is not a major negative impact on the collective research effort. The results of these meetings revealed that 19 additional Staff members are needed with expertise in the following areas of scientific focus:
Immunology/Hematology 4 additional scientists 2 with emphasis on the molecular genetics and biology of innate and adaptive immune mechanisms, and 2 in hematology with an emphasis on the biology and molecular genetics of hematopoietic stem cells. In both cases, working in vivo, with expertise on cellular signaling with knockouts and transgenics and competence in bioinformatics is desirable.
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Neurobiology/Neurosensory 4 additional scientists With interests that cover excitability, neurodegeneration, neurodevelopment, neuromuscular function and neurosensory function; interest is specifically for individuals with a research emphasis in cell biology, electrophysiology, neuroendocrine function, neuroimaging or sensory signal transduction. Metabolism 3 additional scientists With expertise in obesity, type II diabetes, osteoporosis. Developmental/Reproductive biology 4 additional scientists With expertise in areas including gametogenesis, preimplantation development, sex determination, gonad development, stem cells, and postimplantation development. Bioinformatics/Computational Biology 4 additional scientists With expertise in gene/protein networks and molecular pathways, comparative genomics, modeling multicellular systems, computational tool development, complexity and chaos theory, and natural language processing. Consistent with the recent RFA announced by the NIH soliciting proposals to establish National Centers for Biomedical Computing, this initiative will bring computational scientists and computational biomedical scientists to the Lab and foster collaboration between them and the Labs wet lab scientists to capture and integrate the complexity of information that will be essential to crossing new thresholds in understanding human development, disease, and targets for disease therapy.
As part of our recruiting effort, we will attempt to increase the number of investigators that both fit into our major areas of scientific focus and are also directly engaged in cancer research. The NCI Cancer Core grant will be up for its competitive renewal in February of 2006, and the site visit will occur in May of 2006. For the past two renewal cycles, the reviews have made note of the relatively low percentage of our investigators that are directly engaged in cancer research. With the changing priorities at the NCI, having more cancer biologists on our Staff will better position us for the upcoming renewal. In sum, to achieve critical mass at the Laboratory, it will be necessary to expand the research staff to 55 total Staff Scientists. This number is in alignment with the 50 to 60 total Staff scientist range that was developed during the discussion between the BSO and the Board of Governing Trustees (BGT) at the Annual Meeting in July 2004. The goal for the next 5 years is to move halfway toward this goal from the current PI count of 36 to an FY 2010 count of 46. In carrying out this recruiting plan, the Laboratory will:
Focus on attracting the highest quality scientists to the Laboratory regardless of scientific focus. This factor will be considered over all others when it comes to making hiring decisions at the Laboratory. Much of the Laboratorys success over the past 10 years was
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based on hiring the best and the brightest, and we will continue to choose only the best scientists to join the Staff at the Laboratory;
Cast a broad net for scientists in all areas where the Laboratory needs additional expertise. A general advertisement announcing positions in all areas, including cancer research, first appeared in Science magazine on Sept. 17, 2004; Recruit up to 3 new investigators each year for the next 5 years. This is the maximum number of investigators that can be absorbed in order to assure quality mentoring. Evaluate annually which hires were made and then adjust hiring strategy to meet needs in the individual areas of scientific focus; and Achieve a balance among Associate, Staff, and Senior Staff Scientists. We anticipate 7 retirements from the ranks of Senior Staff Scientists, promotions of 7 Staff Scientists to Senior Staff Scientists, and promotions of 6 of the 7 Associate Staff Scientists to Staff Scientist. Given this scenario, the faculty would be top heavy with 17 Senior Staff, 10 Staff Scientists, and only 1 Associate Staff Scientist. If we hire 1 Senior Staff Scientist (as a replacement for the Director of Research) and 16 Associate Staff Scientists over the next five years, we will more or less balance the faculty with a slightly larger number of Associate Staff to allow for about 20-30% attrition without distorting the overall balance.
The above recruiting plan presents numbers based on hiring mainly Associate Staff Scientists. We will consider recruiting more senior members of the Staff, including Staff Scientists and Senior Staff Scientists. However, by doing do, more space would need to be allocated to these more senior recruits, and the total number of recruits would have to be reduced accordingly. Also, we will remain flexible to use some of the available space to allow our existing scientists to expand their programs beyond their present size. This will also impact the space that will be available to accommodate new recruits. Adding new Staff at any time adds financial burden to the Laboratory. Most new recruits are younger investigators who come without any grant funding. The Laboratory incurs a one-time charge of approximately $150,000 per wet lab investigator to establish appropriate laboratory facilities as well as up to $250,000 annually to support the investigator and his/her program, for a total of as much as $900,000 over three years (the cost of a bioinformatics recruit typically runs lower due to more modest facilities set-up and program requirements). In the shrinking funding environment, the Laboratory will continue to commit to funding new investigators for 3 years, while it is likely that promising investigators will be funded for up to 5 years before they secure independent research funding. The funding plan for the next 5 years assumes supporting a total of 17 new recruits including new positions and replacement of retirees (Table 2). The Operating pro forma shown in the Financials section takes this into account.
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Proprietary and Confidential Table 2. Scientific Staff Recruitment Schedule Number of Staff per Fiscal Year 05 Current Staff Projected departures Projected Additions Total Staff 36 (1) 1 36 06 36 (1) 4 39 07 39 (1) 3 41 08 41 (1) 3 43 09 43 (2) 3 44 10 44 (1) 3 46
Figure 4 illustrates total projected funding for the new recruits outlined in the above schedule. The Laboratory provides initial start-up support; as external funding is secured reliance on Lab funds decreases until the recruit is fully funded by external funds. The continued institutional support reflected below indicates the sustained recruitment effort planned for the next five years. While the funding plan assumes a net outlay of $900k per wet lab recruit and $500k per informatics recruit, our experience has been that the average recruit rarely requires those full amounts. However given the slowed growth of federal funding, and the need to anticipate possible unsuccessful recruitments, we have budgeted institutional support at those levels, ensuring sufficient funds to accommodate longer start-up time frames. The funding plan further assumes the average recruit will require two years to obtain modest external funding, three years to obtain substantive outside funding (typically an R01 or equivalent), and five years to become fully funded independently. The above assumptions are based on the recruitment of associate staff members. The plan additionally includes a two year start-up package in FY06-FY07 for a senior staff scientist as Director of Research; it is anticipated this individual will have an externally funded research program equivalent to approximately two R01s.
Figure 4. New Recruit Funding Sources Space for 46 investigators will become available in the Laboratory after completion of the FGB, the ERB, as well as the Snell renovation and LCC third floor addition, both planned for
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additional bioinformatics space. The space plan shown in Table 3 includes space for existing investigators programs to grow modestly as well as to handle new recruits and replacement of retirees. Late in this 5-year planning period, the Laboratory will begin another research expansion planning cycle in order to support growth from 46 Scientific Staff members to 55 Scientific Staff members.
Table 3. Research Space Deployment Schedule Projected Available Projected occupancy Projected occupant 05 1 4 3 3 3 3 Fiscal Year 06 07 08 09 10
Research Expansion 1 wet lab - FGB FY05 FY05 (program expansion) 1 wet lab - FGB FY05 FY05 (program expansion) 1 wet lab - ERB FY06 FY06 (program expansion) 1 wet lab - ERB FY06 FY06 (program expansion) 1 wet lab - ERB FY06 FY06 (program expansion) 1 wet lab - ERB FY06 FY06 (program expansion) 1 wet lab - ERB FY06 FY06 wet lab recruit 1 wet lab - ERB FY06 FY06 wet lab recruit 1 wet lab - ERB FY06 FY07 wet lab recruit 1 wet lab - ERB FY06 FY08 wet lab recruit Existing wet lab space - available by retirements/departures 1 wet lab - BRL FY05 FY05 wet lab recruit 1 wet lab tbd FY06 FY06 Director for Research 1 wet lab tbd FY07 FY07 (program expansion) 1 wet lab tbd FY08 FY09 wet lab recruit 1 wet lab tbd FY09 FY10 wet lab recruit 1 wet lab tbd FY10 FY10 wet lab recruit Existing wet lab space - available by deployment of ERB 1 wet lab - BRL FY07 FY07 wet lab recruit 1 wet lab - NRB FY07 FY08 wet lab recruit 1 wet lab - NRB FY07 FY09 wet lab recruit 1 wet lab - NRB FY07 FY10 wet lab recruit Bioinformatics space 1 dry lab - BRL FY05 FY05 (program expansion) 1 dry lab - BRL FY06 FY06 bioinformatics recruit 1 dry lab - BRL FY07 FY07 bioinformatics recruit 1 dry lab - BRL FY07 FY08 bioinformatics recruit 1 dry lab - LCC FY08 FY08 (program expansion) 1 dry lab - LCC FY08 FY09 bioinformatics recruit Total New Recruits
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4. Develop and Sustain World Leading Science Facilities and Services The Laboratory provides world-class science services and facilities to support its investigators in carrying out their research. Continuing to maintain this advantage requires constant vigilance to address shortcomings and to adopt new technologies in advance of the bulk of the research community. The Laboratorys science services and facilities plans are described in other chapters. Mission critical issues are identified here:
Develop a strong program in Mouse Pathology at the Laboratory; Develop new facilities, services, and/or collaborative relationships that will enable our Scientific Staff to work with viral vectors, infectious agents, human embryonic stem cells, and other human tissues and cell lines; Secure renewal of the NCI Cancer Core Grant through enhanced capabilities in cancer research, participation in the Cancer Bioinformatics Grid (caBIG), integration of the Laboratorys efforts with the Mouse Models for Human Cancer Consortium, and close collaboration with the Institute for Molecular Biophysics; and Secure increased funding for bioinformatics and, particularly, computational biology, by initiating a planning and long-term fundraising effort to position the Laboratory as a National Center for Biomedical Computing.
5. Achieve External Synergies While it is important to achieve a critical mass of investigators in Bar Harbor, the Lab will still need to enhance its outreach to investigators at other institutions. We plan to do this by: Enhancing the visiting investigator program by developing sabbatical/exchange programs that allow investigators to visit TJL and conduct collaborative work. During the early years of the plan, well take advantage of underutilized space while we are reaching full recruitment.
Developing, nurturing, and funding potential collaborations with other institutions to achieve new external synergies. The list of institutions that we plan to reach out to include: o A Comprehensive Cancer Center (e.g. The Dana Farber Cancer Institute) to strengthen the role of the mouse as a model for cancer diagnosis, prevention, and treatment, and to integrate our basic research efforts into a bench to bedside continuum for discovering new therapies for cancer. o Tufts University for a joint graduate student program with TJL. o Maine Medical Center Research Institute to bring expertise in cell biology, stem cells and signaling. o The University of Maine in computational science, physics and engineering, and zebra fish model development.
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o Institute for Molecular Biophysics in Optical Microscopy/nanotechnology; o University of North Carolina, Harvard Medical School for proteomics; and o Undergraduate teaching institutions and Mount Desert Island Biological Laboratory to ensure state and federal infrastructure funding through the Maine Biomedical Research Coalition. Research Pro forma In addition to individual investigator-initiated grant support and new investigator support, the research budget includes large programs supported by center grants, program project grants, and cooperative research agreements; institutionally supported interim support; pilot projects; the post-doctoral and graduate programs; and scientific services.
actual FY04 36.1 0.4 36.5 2.2 34.8 0.4 37.4 18.1 26.3 (9.1) -17% forecast FY05 35.6 0.5 36.1 2.3 34.3 0.5 37.1 18.1 28.4 (11.2) -21%
(in millions) Revenue Grant Revenue Endowment Revenue Total Revenue Expenses TJL Expenses Grant Expenses Endowment Expensed Total Expenses Indirect Cost Revenue Overhead Expense Net Surplus (Deficit) Percent of Revenue
FY06 36.4 0.5 36.9 2.6 34.8 0.5 37.9 18.6 30.3 (12.7) -23%
FY07 37.5 0.5 38.0 3.3 35.8 0.5 39.6 19.2 31.9 (14.2) -25%
FY08 38.6 0.5 39.1 3.5 36.8 0.5 40.8 19.8 32.8 (14.7) -25%
FY09 40.6 0.5 41.1 4.0 38.8 0.5 43.3 20.9 33.6 (14.9) -24%
FY10 42.2 0.5 42.7 4.1 40.3 0.5 44.9 21.7 34.8 (15.3) -24%
The above projections are based on the following assumptions: 3% grant revenue increase on existing programs 10% grant revenue increase in expansion programs Loss of NMF mutagenesis grant in late FY06 Recruitments and retirements as outlined in Table 2 Recruitment expenses as outlined in Figure 4 The increased recruitment costs associated with the next five years result in a larger net deficit in research. In FY04 recruitment costs were minimal, resulting in a 17% funding deficit overall. That deficit is projected to increase steadily over the next five years the percent drops in FY09 and FY10 reflecting increased overhead recovery as new recruits secure external funding. Cumulative Research Program Deficit FY06-10: $71.8M.
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Proprietary and Confidential Table 4. Research Major Capital Project Plan Project Computational Biology/BioInformatics Lab Space (principal Investigator Assignments) Research Animal Facility (RAF) LCC-3RD FL BIOINFORMATICS Cost Timeline FY05 FY06 FY07 FY08 FY09 FY10 Goal Space for New CompBio recruits and/or expansion of existing pgrms 4-6 PI groups Space for New CompBio recruits and/or expansion of existing pgrms 2-3 PI groups In coordination with broad IT strategy, provide infrastructure support. * Research Expansion funding from Philanthropy * Research Expansion funding from Philanthropy Renovations and fit outs for recruits Renovation per Research Expansion Plan
$ 3,300,000
SNELL RENO (BI PH4) MACHINE ROOM REPLACEMENT PHASE 1 RESEARCH EXPANSION & ASSOC INFRASTRUCTURE PHASE 2 RES EXP ERB/COMMONS & INFRASTRUCTURE RECRUIT & STAFF RENOS/FITOUTS SNLNRB-ERB SNL 4315/4325 FULL RENO MISCELLANEOUS PROJECTS
$ 1,300,000
$ 1,800,000
$ 26,486,000 *
$ 34,616,000 *
$ 2,140,204 $ 314,000 $ 1,200
POD2 - ERB (planning) Phase 9- (FGB) Animal Space (funding included in Phase 1 FGB)
$ 250,000
Planning & development for potential future expansion Adds 5,158 boxes in support of the Research Expansion. Animal health & capacity upgrade - Total project cost is $2.7M, partially funded by NIH grant/TJL match of $1.6M in FY02. Next Major RAF bld Expansion (15,000 boxes) planning and development Health Status upgrade On-going health upgrade caging/changing stations
RAF PH8 AN FAC RENOV-TJL MATCH RAF BLDG EXPANSION (15,000 BOXES) planning RAF CLEAN PROCESS UPGRADE CONVERSION TO PIV
$ 2,008,761
$ 250,000 $ 1,500,000 $ 1,500,000 $ 76,664,965
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TRAINING AND EDUCATION
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TRAINING AND EDUCATION PROGRAMS Executive Summary

New knowledge is the quest of the research scientist. Translating that knowledge, and the process used to obtain it, to the scientific and lay communities is the function of Training and Education at The Jackson Laboratory. To accomplish this, a suite of programs has evolved at the Laboratory, ranging from updating and polishing the skills of postgraduate scientists, to preparing students for a career in science, to providing a view of genetic research for kindergarten through masters degree students. One-on-one predoctoral and postdoctoral research is the responsibility of the Research Staff, while the Courses and Conferences programs and the K-18 science education programs are overseen by the Training and Education staff. The Laboratory hosts a variety of courses, meetings and workshops designed to maximize professional scientific interaction for students and established investigators alike. These gatherings serve a critical function both in maintaining currency within various scientific disciplines, and improving or enhancing the informational exchange between disciplines. In the context of the genetic research and resources offered by The Jackson Laboratory, these public forums show new and established scientists how the laboratory mouse may be used as a tool to understand basic mammalian biology and human disease. In 2003, 1,240 scientists from around the world participated in these programs, with total offerings of 24 courses, workshops and conferences, compared to nine in 1997. The 2004 program, which concluded in November, featured 32 separate events sponsored by Courses and Conferences. The Laboratorys educational programs include the nationally renowned Summer Student Program, which provides high school and college students with an opportunity to conduct independent research under the guidance of Staff scientists. More than 2,000 students, including two Nobel laureates, have participated in the program. The 2004 summer class, the largest ever, was comprised of 24 college and 10 high school students from 13 states and three foreign countries. Other educational opportunities supported by the Laboratory include an academic-year internship program for local high school students, an academic-year program for undergraduates, and a new internship program for science teachers-in-training in cooperation with the University of Maines Masters in Teaching program. These programs have been consolidated under the leadership of the Vice President for Training, Education and External Scientific Collaborations to strengthen both internal and external synergies and ensure representation of the programs at the senior management level. The challenge for the next 5 years is to examine and hone these programs, providing for their judicious growth in a period of economic volatility and decreasing federal funding. In order to grow, the Laboratorys Courses and Conferences and Educational Programs require upgraded facilities to accommodate more visitors and internal staff, and the electronic means to disseminate information and tutorials to the public and the international scientific community. Strong, well-considered programs and a seasoned, dedicated staff are in place, but space shortages threaten to overwhelm expansion capacity.
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Strengths
Strong, well-considered programs and a seasoned, dedicated staff are in place. The Laboratory is now the preferred meeting place for scientists who model the genetic control of human development and disease in mice. In 2003, 1,240 participants attended 24 courses, workshops or meetings, 17 of which were NIH-funded. Two meetings yielded published meeting reports. Press Week, held in association with the Short Course in Medical and Experimental Mammalian Genetics, was attended by 20 nationally known science reporters. Their interviews of the faculty from the Laboratory and abroad influence the public perception of genetics. The Summer Student Program in 2004 included 34 students (10 high school, 24 undergraduates; 7 minority); academic-year interns totaled 19 (13 high school, 6 undergraduates), and 3 workshops were held for Hancock County science teachers. 600 children come to the Laboratory through school visits and Kids Science Nights. The Development Office publishes alumni updates and coordinates alumni affairs and reunions. The Educational Programs Manager serves on the Board of Advisors, Maine Math and Science Alliance; Down East Educational Partnership; Maine Space Grant Consortium; and as a judge for science fairs.
Weaknesses
Inadequate space to host these programs: o Highseas must be available year-round (June to mid-August is the exception) for residential courses and workshops. o Insufficient renovated dormitory space at Highseas to accommodate summer students as the Scientific Staff expands. o The Clarence Cook Little Conference Center lobby should be enlarged for meeting space and a bioinformatics/computational science course and demonstration laboratory. Auditorium/breakout space is insufficient to hold more than 80 participants comfortably. Break-even point for meetings is approximately 100 paying participants.
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o Space is needed for breaks, lunches, and poster sessions that is permanent (screened-in porch adjacent to Lodge) to allow extension of the conference season. Tents do not work well and create an eyesore on the lawn. o Contiguous office/workspace for the Courses and Conferences office needs to be identified. Callendar House could possibly be considered for this purpose. o Evaluation is required to determine if renting the Bar Harbor Club or Regency is sufficient for some larger meetings and if more living facilities are needed for the faculty and some students/participants (currently available: Lowseas, Woodlands Cottages, Callendar Cottage, Highseas, except June to mid-August, and Callendar House).
There is no dedicated institutional/technical backup for course faculty members. Federal funding requires reapplication and rereview and can not be considered a stable for summer student funding.
Opportunities
To become the center for information exchange, education and training. To establish The Jackson Laboratory as the preferred option for premier scientific courses and conferences. To publicize and institutionalize the program. To introduce young people to scientific research in genetics/genomics, and the ethical/legal/societal issues that arise from scientific investigation. To develop science programs to educate young people from our community, Maine, and the nation. Strong programs bring community support and voter understanding of local and national scientific issues. To engage alumni to provide scientific and economic aid for all Laboratory programs.
Threats
Air transportation to Bar Harbor is at risk. Competition from other meeting centers may usurp our attendee base. Loss of funding for Courses and Conferences from an over-stretched NIH budget.
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Strategic Direction
1. Establish The Jackson Laboratory as the preferred option for premier scientific courses and conferences. Publicize and institutionalize this program.
Develop innovative strategies to identify cross-disciplinary topic areas. Then develop a series of meetings set at the edge of the Road Map, the thought leaders program. Provide a forum and meeting place for contemporary topics in genetics/genomics. Provide access to cutting edge laboratory techniques, for which we wish to be known, or in areas TJL must learn, through hands-on and demonstration courses in the experimental course laboratory. Provide access to new cutting edge Computational/Bioinformatics techniques through hands-on, demonstration, and didactic course work. Modest expansion will be achieved by careful evaluation and honing of continuing programs and additions where needed.
Specific objectives in the next five years include: o Town water piped to Highseas (and Lowseas), so that Courses and Conferences may be operated year-round. o Move Courses and Conferences office to adequate space. o Interact with internal departments such as Laboratory Animal Health, Scientific Services and Computing to purchase adequate help for hands-on courses; and with Scientific Program Development and Sponsored Programs to obtain help in grant writing and proposal submission. o Strategic plan for new topics and course leaders/faculty with the Laboratorys Scientific Staff, BSO and BGT advisors, and members of the Affiliates Program. o Deploy a renovated Callendar House to serve as a center in aid of these programs. o Access to a pool of skilled animal, laboratory, and computing technicians, equipment, computers and programs. o Hire a live-in Highseas attendant to aid in administration/housing/feeding of Courses and Conferences participants and Summer Students. o Provide on-line protocols or DVD/CDs from each hands-on course, and possibly web streaming video. o Access new Lobby/Conference Center additions on three floors and reassess the need for auditorium/meeting space.
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2. Introduce young people to scientific research in genetics/genomics, and the ethical/legal/societal issues that arise from scientific investigation.
Develop science programs to educate young people from the community, the state, and the nation. Strong programs bring community support and voter understanding of local and national scientific issues. Engage alumni to provide scientific and economic aid for all Laboratory programs.
Specific objectives in the next five years include: o Expand successful HHMI-supported program with the University of Maine to give a hands-on research experience to graduate students who plan to be high school teachers. o Improve didactic portion of the Summer Student Program by providing discussions in key areas of importance, such as ethics and career counseling. o Extend the Laboratorys 2nd grade Bacteria Unit to more schools in the state by using volunteers. o Bring more members of the Scientific Staff into student interactions, and enlist a scientist to preview a new course for grade school children in heredity. o Continue to improve minority and underrepresented participation. o Convert north attic space of Highseas into living space, basement space into a caretakers apartment, and provide year-round water and parking. o Establish new sources of funding for science education. o Become an authoritative source for establishing a knowledge-based economy in Maine. o Increase the visibility of summer student, intern and high school teacher programs in the state, nationally, and internationally.
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The following table outlines projected program participation from the current fiscal year through 2010. We project a modest increase in Courses in Conferences attendance (~+5% annually) due to an anticipated increase in the number of workshops. The education programs are likely to remain at present participation levels.
Table 5. Projected Participation in Courses and Conferences Event 2005 2006 2007 2008 2009 2010 5 5 6 6 7 8 13 14 15 16 18 20 8 8 9 9 10 10 26 27 30 31 35 38 1,685 1,755 1,800 1,860 1,925 2,100 Projected Participation in Education Office Programs Program Summer Student Program Academic Year Program - High School Students Academic Year Program - College Students Academic Year Program - MTS Program Students Outreach 2005 2006 2007 2008 2009 2010 35 35 35 35 35 35 10 12 12 12 12 12 4 4 4 4 4 4 5 4 7 7 7 7 500 500 500 500 500 500
Short Courses Workshops Meetings Total Events # Total Participants
Training pro forma

(in millions) Revenue Grant Revenue Training Fees Endowment Revenue Total Revenue Expenses TJL Expenses Grant Expenses Endowment Expended Total Expense Indirect Cost Revenue Overhead Expense Net Surplus (Deficit) Percent of Revenue FY04 0.8 0.5 0.1 1.4 0.5 0.8 0.1 1.4 0.2 0.7 -0.5 -34% FY05 0.8 0.7 0.1 1.6 0.7 0.8 0.1 1.6 0.1 0.9 -0.8 -50% FY06 0.8 0.8 0.1 1.7 0.8 0.8 0.1 1.7 0.1 0.9 -0.8 -48% FY07 0.8 0.8 0.1 1.7 0.8 0.8 0.1 1.7 0.1 1.0 -0.9 -53% FY08 0.8 0.9 0.1 1.8 0.9 0.8 0.1 1.8 0.1 1.0 -0.9 -51% FY09 0.8 0.9 0.1 1.8 0.9 0.8 0.1 1.8 0.1 1.0 -0.9 -51% FY10 0.8 1.0 0.1 1.9 1.0 0.8 0.1 1.9 0.1 1.1 -1.0 -53%
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As indicated in the above financials, the training and education program covers direct expenses via grant and fee revenues. Courses and Conferences program growth is covered primarily by increased fee revenues. However, because training and education grants do not reimburse for overhead the program is unable to fully recover all costs. Cumulative program deficit FY06FY10: $4.5M. Capital The primary capital projects identified for The Laboratorys training program include muchneeded upgrades to our Highseas facility.
Table 6. Training Major Capital Project Plan Timeline FY05 FY06 FY07 FY08 FY09 FY10
Project Highseas Town Water Installation Highseas Interior Improvements Callendar House Improvements Highseas Interior Improvements
Cost
$ $
950,000 75,000
$ 2,200,000 $ $ 440,000 3,665,000
External funding opportunities for Highseas and Callendar House renovations will be actively pursued.
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GENETIC RESOURCES/REPOSITORY
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GENETIC RESOURCES/REPOSITORY Executive Summary

The scientific community produces and uses an ever-increasing array of mouse models. Some of these have broad utility; other irreplaceable models are of great scientific significance but are designed to address specific research questions and so are in lower demand. The Jackson Laboratorys resource mission encompasses more than 2,800 strains, 97% of which are uniquely supplied by the Laboratory. The extent of these holdings significantly enhances our international prestige and benefits our research and training missions. Yet, capacity has been reached to handle new strains using existing processes. The Laboratory must pioneer new ways to manage resources including new methods for cryopreserving gametes and embryos and recovering mice quickly and cost-effectively to meet the international scientific communitys expectation that we take the lead in preserving and distributing these rare strains. If the Laboratory does not move rapidly on this initiative, others will take the lead. For example, the four Mutant Mouse Regional Resource Centers (MMRRC), two of which are commercial breeders, provide similar mouse resources on a smaller scale and are competitors for grants, strains and revenue. New internal management and communication structures must be established to coordinate and make even more efficient the complex processes of strain acquisition, rederivation, cryopreservation, small colony management and distribution, and technical and customer support. Goals of the Strategic Plan The goal is to enhance the Genetic Resources Program, including the mouse Repository, to build and enhance the Laboratorys capabilities as a world-class, international resource to the scientific community. Renowned for mouse-based research, information systems on the genetics and biology of the mouse and efficient distribution of mice to researchers, the Laboratory is uniquely positioned to serve this function. In the future, most repository strains will be managed through a bank of cryopreserved embryos or gametes, and only those in low but continuing demand will be in live colonies. We will focus on the principles of sound customer relations, scientific innovation and excellence in use of public support while ensuring the financial stability and enhancing the reputation of The Jackson Laboratory. The short-term goal is to establish more cost-effective management of repository strains by consolidating colonies and personnel into one functional unit until mice or frozen germplasm are economically and efficiently available from the Cryopreservation Resource. The long-term goal is to enhance the capability for developing efficient and cost-effective sperm and embryo cryopreservation and reconstitution, as well as the use of reproductive technologies such as in vitro fertilization to expand colony size rapidly to meet continuing or temporary demand. Genetic Resources Main Functions:
Repository of mouse strains; Genetic information and education resource;

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Resource research; and Genetic and science guidance and governance to other departments
Current Status After presentation of a vision statement and draft plan to the JAX Research Systems Advisory Council in April 2002, a Repository planning committee was established in May 2002. A strategic plan with goals and initiatives was developed in 2003. Repository components were defined as mouse strains that require some grant support, research related to model development and Repository-related technology, and database support. For historical reasons related to obtaining grants, Repository strains are currently grouped into 11 Resources: the Mouse Mutant (MMR), Induced Mutant (IMR), Special Mouse Stocks (SMSR), Craniofacial (MMRCF), Eye Models (MMREY), Cytogenetic Models, Type 1 Diabetes (T1DR) and Alzheimer's Disease Mouse Model (ADMMR) resources, as well as the Neuroscience Mutagenesis Facility (NMF), low-volume JRS strains, and the Embryo Bank (part of the Reproductive Technology Resource). Cryopreservation, assisted reproduction and SNP genotyping technologies became the responsibility of the Technology Development group. As of August 2004, a single Repository cost center (December 2004) has been established to track actual costs and revenues, and we transitioned existing accounts into new accounts (June 2004); hired a Repository Operations Manager to implement reorganization of individual resources into a single Repository structure; and consolidated most low-demand strains under Repository management. External funding has been obtained for new construction and renovation to create a high barrier facility for Repository strains (Building 32 and connections to Building 26) and to continue research on new and improved technologies for cryopreserving and reconstituting strains and to enhance the Laboratorys training program to create a broader user community capable of reconstituting strains from frozen material.
Figure 5. Jackson Laboratory Repository Flow
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Strengths
The Laboratory has a long-term history as THE center for mouse genetics. There is a link to Laboratory scientists and having scientists within Genetic Resources. Genetics Resources scientists are recognized in the external scientific community. The Repository provides a pipeline for new strains to JRS. The Laboratory has more mouse specialty strains than any other distributor. The Mouse Genome Informatics (MGI) database, based at the Laboratory, strengthens us as a source of mouse genomic information. The mouse is the best experimental mammalian organism. Genetic Resources is able to obtain NIH support for specialty strain resources. There is a supporting relationship between Genetic Resources and JRS personnel. An established career ladder for resource scientists adds stability to the program. The Genetic Resources group has a strong depth of scientific knowledge of models and genetics. The MMR research program is strong and well-funded. MMR and IMR grants had successful 5-year renewals in 2003/2004. An external scientific advisory board provides unbiased feedback.
Weaknesses
Maintaining specialty strains is a financial burden. Funding: o The Laboratory must identify sources of support other than NCRR for Repository strains.
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o There is no financial reserve to draw from when community demands exceed the Repository or other funding (e.g., congenic panel). o There is insufficient funding for importation and cryopreservation to meet community needs.
There is still room for improvement in links between JRS and Genetic Resources for an effective working relationship. The Laboratorys ability to support the research community with technical information is compromised by inadequate database systems. The IMR research program needs development and additional funding.
Opportunities
The Laboratorys resource leadership can be maintained and enhanced. Future growth is based on new technologies to genetically engineer mice, and renewed interest in large strain panels for QTL analysis. The NIH sharing policy requires investigators to distribute mouse strains. The proportion of foundation funding for research and resources is beginning to increase. There is an initiative to knock out every gene in the genome. Complex Trait Consortium 8-way cross 500-1000 RI strain set. Rats: There are advances in genetic engineering, neurophysiology studies and QTL analysis.
Threats
There is competition from new centers MMRRC, Harwell. The leveling-off and possible decrease in NIH funds for biomedical research affects our market as well as the Laboratory.
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Strategic Direction
1. Enhance the Laboratorys mouse Repository to strengthen it as a world-class, international resource to the scientific community:
Improve cost and management through consolidation; Develop funding plans that support growth; Continue to implement operational and cost improvements; and Enhance technical knowledge and processes to strengthen models scientific value.
2. Maintain a diverse group of Resource scientists:
Continue to attract and keep high quality Resource scientists; Assure job security for Resource scientists; Provide sufficient scientists to staff courses and give seminars to make the Laboratory a leader in mouse genetics, cryopreservation, colony management and genetic nomenclature.
3. Continue to strengthen Informatics:
Develop consolidated database system for strain information; and Maintain and enhance the Laboratorys public image as a source of mouse information.
4. Resource Research:
Establish a diverse group of Resource scientists aligned with research and resource core areas to support growth and quality of mouse strains, reagents, tools, services, and practical knowledge and standards; Expand the funding strategy; Continue to support and expand new mutant discovery; and Improve research in IMR subunit of Repository.
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5. Provide genetic and scientific guidance and governance to other Laboratory departments:
JRS: Support growth and quality of mouse strains, reagents, tools, services, and practical knowledge and standards; Other: External Relations, Office of Sponsored Programs, and Research Staff to provide genetic expertise and nomenclature review; Provide genetic and science guidance to External Relations, including Public Information and Development, Training and Education, and Research Staff; and Provide genetic guidance and mouse models to Research Staff to support research, discovery and model development.
Genetic Resources Pro forma

actual FY04 2.9 4.1 7.0 3.5 4.1 (0.6) -9% 2.7 3.5 (1.4) -14% forecast FY05 2.9 4.5 7.4 3.5 4.5 (0.6) -8% 2.7 3.4 (1.3) -13%
(in millions) Revenue Mice Shipments Repository Grants Total Revenue Expenses TJL Expenses Grant Expenses Gross Margin Percent of Revenue Indirect Cost Revenue Overhead Expense Net Surplus (Deficit) Percent of Revenue
FY06 3.8 4.6 8.4 4.7 4.6 (0.9) -11% 2.8 3.6 (1.7) -15%
FY07 3.9 4.2 8.1 4.5 4.2 (0.6) -8% 2.6 3.7 (1.7) -16%
FY08 4.0 4.3 8.3 4.3 4.3 (0.3) -4% 2.7 3.8 (1.4) -13%
FY09 4.1 4.4 8.5 4.2 4.4 (0.1) -2% 2.8 3.9 (1.2) -11%
FY10 4.2 4.5 8.7 4.4 4.5 (0.2) -3% 2.9 4.0 (1.3) -12%
Genetic Resources will balance The Laboratory's goal of building and enhancing its capabilities as a world class, international resource to the scientific community with the funds available. Genetic Resources will do this by: Continuing to seek funding from external sources Managing colonies more efficiently Maintaining the resource in a high barrier facility to ease distribution In FY06 the cost to the institution will increase due to the number of strains coming into the Repository, the number of strains on the shelf that need to be cryopreserved, and the cost
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associated with movement into the new high barrier facility. The estimated number of strains in the live Repository is expected to increase by ~104 over the next 5 years. If several large external projects currently being proposed should happen, Genetic Resources could grow to as much as ~3600; however, most of these strains are expected to reside in the Cryopreservation Bank. The cost per strain from FY05 to FY10 is expected to decrease because of anticipated cost savings from changes in management practices, including managing more strains by cryopreservation. Projected net program cost FY06-FY10: $7.3M. Capital Plan for Genetic Resources To accommodate existing colonies (~9,600 boxes) and planned growth, the Repository requires physical capacity for a minimum of 12,000 boxes. The anticipated growth to 12,000 boxes includes importation of new strains and strain panels and transfer of additional low-demand strains from JRS. The 12,000 box total represents 4,000 more boxes than space allocated in Annex 11 and 12, which are projected to hold 8,000 boxes after renovation. The current plan is for the additional 4,000 boxes to occupy the shell between Buildings 26 and 32, i.e., in the same facility as Annex 11 and 12.
Table 7. Genetic Resource Major Capital Project Plan Project Cost Timeline FY05 FY06 FY07 FY08 FY09 FY10 Goal Adds additional 5,640 boxes for Repository. Provide necessary redundancy and capacity for the additional 5,640 boxes.
1st floor repository shell programmatic fitout
1,600,000
Additional sterilizer capacity/redundancy
$ $
650,000 2,250,000
Consolidation of all Repository strains in one facility under one management structure is a key goal of the strategic plan and critical to its financial success. It is essential to recognize in the 5year budget forecast that fitting out the shell space is critical to achieving the 5-year strategic plan for the Repository consolidation; however, grant support needs to be sought to relieve the institutional budget. Fit out of the shell space is the best approach to consolidate the Repository into one facility. If alternative space were to be considered, requirements would include (a) direct sterile supply (as opposed to sterile-in delivery) and (b) room operation under RAF management. Both are needed to achieve the Repositorys strategic goals regarding improved health status and improved economy of colony management.
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JAX MICE AND SERVICES
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JAX MICE AND SERVICES Executive Summary

The JRS FY05-FY10 plan is built around four strategic goals, chosen to enhance our ability to meet the needs of the world-wide biomedical research community in support of our resource mission.
Provide genetically defined mouse models to the biomedical research community. Directly share our knowledge of mouse genetics and disease models with researchers working to discover and develop new drugs by providing in vivo testing services. Provide the surplus contribution required to support the Labs own research initiatives. Provide large populations of animals for screening for spontaneous mutations of use in the research operation of The Laboratory.
The objectives are closely tied to our resource research and build on the Laboratorys respected position in the scientific community. In contrast to the past 5 years, we face a much more challenging research-funding environment. Annual increases in the NIH budget have leveled off after doubling over 5 years; pharma research budgets have also leveled off after several years of rapid growth, and biotech funding is only now starting to recover from its most recent bust cycle. Despite these challenges, we have identified several growth opportunities for JRS, all of which more fully leverage the resource science of the Laboratory. We anticipate continued growth in: On Demand Colony Management services based on the need for cost effective colony management solutions. Models of complex disease, including many inbred strains as well as disease model services based on new research strategies in pharma/biotech that aim to establish efficacy and safety at the earliest possible stage of drug discovery. In Vivo Services focused on mouse models and proof of concept studies due to the need not being met by other service organizations.
Key initiatives over the next five years include: TJL leading the way on genetic stability and building brand recognition around being the international standard for genetics.
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ERP implementation critical to meeting customer information needs in a cost effective manner for both JAX Mice and JAX Services. Maintaining our position in the academic community Providing scientific seminars and regional resource workshops
We believe there is unmet need in the current market for our mice and services; however, overall growth of the market will be slower than in previous years. The revenue and surplus contribution pro forma reflects 4-5 % average growth over the next 5 years versus the 23% average annual growth on revenue and 10 % average annual growth on surplus over the last 5 years. It also takes into account the timeline for ERP implementation and maintaining current investment levels in sales and marketing.
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Strengths
The laboratory mouse is the single most studied mammalian model - developmental biology of mammals is almost uniquely studied in the mouse, and other organisms are unlikely to supplant it. The mouse is also the ideal experimental organism for investigating the causes, and therapeutic or prevention strategies for genetically determined diseases such as cancer, obesity and diabetes, and resistance/susceptibility to infectious organisms. It is used throughout the drug discovery and development process. The Laboratory is a recognized leader in mouse-based research and provider of genetically defined, genetically modified mice. TJLs name is a force in the scientific community based on our longstanding contributions to both basic research and resource development. We have a historic link to the scientific community and a collegial relationship with the scientists (versus a customer-supplier relationship). As a result, we are trusted above all. Our J strains are the most published mouse strains. Efforts such as the Mouse Phenome Database, re-sequencing of the most widely used inbred strains and characterization of strain panels for pharmaceutical development will only add to the current wealth of information on these animals. In practical terms, the more that is published the more investigators will choose JAX strains as most new ideas are built on previous publications. TJL is recognized as the gold standard for genetic purity of mice. We are further defining the industrys best practice for establishing this gold standard through our new genetic stability program (GSP). The Laboratorys databases (e.g. MGI, JAX Mice, Mouse Phenome) house, or provide gateways to, much of the information known about the laboratory mouse. We are considered the knowledge center for the use of the mouse in biomedical research. TJL is the repository of many specialty mouse strains and mutations, exceeding all other repositories and commercial suppliers combined. This, combined with TJLs cutting edge cryobiology program, positions us to continue as the focus of the international repository efforts. The repository collection fuels the growth of our Dedicated Supply service. TJL operations have achieved long-term accreditation through the Association for Assessment and Accreditation of Laboratory Animal Care (AAALAC), due in no small part to the strength of its Laboratory Animal Science, technician training and quality management programs. AAALAC accreditation is highly valued within our industry and the user community.
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Weaknesses:
Linkages across the Laboratory must be improved to facilitate translation of our discoveries into new resources for the scientific community. There are currently only a few investigators willing to devote their time to support resource development/delivery. The scientific community views us highly as research colleagues but does not view us as the resource provider of choice. Our production and order management systems do not support reliable and cost effective delivery of animals, especially in the context of providing an experiments worth of mice. Nor do they support rapid and efficient customer care. We remain the source of specialty mice and/or the supplier of last resort. This is particularly true of procurement staff. Pharma/biotech researchers, with their tight development timelines, also share this view. Our ties are strongest to the academic community. However, as PhRMA Pharmaceutical Research and Manufacturers of America, likes to point out, the combined annual research budget of the pharmaceutical industry exceeds that of NIH. We must continue to build relationships with pharma and biotech. We need to build a better understanding of drug discovery research within the Lab to be a credible service supplier, particularly as we begin to interact with the in vivo pharmacologist Commercial suppliers are fast followers for our new products and services because we have actively chosen not to erect barriers to entry but rather share our knowledge and processes with the worldwide scientific community. Our services market is limited to the US and Canada we do not have global presence. The Laboratorys data resources are not well integrated, making it difficult for the user to make model selection decisions or to fully capture the data richness of our strains. TJL is a late entrant into the transgenic and in vivo services area. Further, we do not offer a complete package of resource services e.g. diagnostics, GLP-services, toxicity/safety testing etc. When all other considerations are equal, the researcher/facility manager will choose to go with a single source. We should attempt to round out our offering, either directly or through partners, in areas consistent with our mission and long-term growth objectives. The facility infrastructure in Bar Harbor requires significant capital investment to implement industry-standard best practices in resource management and animal husbandry (air showers, sterile materials delivery, automated cage retrieval, ventilated change stations). The quality of our animals health is perceived by the user community as low when compared to commercial providers, primarily due to the way in which we have
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historically reported animal health. We must develop institutional standards for animal health and quality, and effectively integrate these standards into our marketing strategies. Opportunities
Take advantage of high priority research areas (e.g. bioterrorism, obesity/diabetes, etc.) by packing our mice, services and knowledge resources around these areas. Our repository efforts further support this by providing an ongoing source of new models for both current and emerging research priorities. Biotech funding continues to be cyclical with current investment focused on near term product development. As a result, companies are staying focused on core competencies and outsourcing in non-core areas. This presents an excellent opportunity for both custom breeding and in vivo services. We must upgrade our business processes and systems in order to allow us to deliver an experiments worth of mice and perform the experiment to our clients satisfaction. The FDA has launched its Critical Path initiative in an effort to modernize the medical product development process. In their view, a serious gap exists between highthroughput, innovative approaches to drug discovery and the tools for drug development. Again, better disease models were identified as an area of critical need in the critical path to drug development. We are entering the reality phase in the application of omics technologies to drug discovery; having a lot of targets isnt helpful when validation remains such a challenge. Use of KO/Tg technologies for target discovery is being viewed cost ineffective, resulting in a scaling back of these activities. This may impact our custom breeding opportunity. Advances in cryopreservation techniques make it feasible to transfer animals as frozen germplasm rather than live mice. Utilization of this approach requires dedicated infrastructure as well as trained technicians. This offers the opportunity for both training/education and cryo services. Pharma is reevaluating its role in the drug discovery and development process, looking more to development and shifting basic and discovery research back to academics and biotech. (Note: this is a long-term trend and will not be all or none). As this shift occurs, it will increase our services opportunities in the academic community. Funding for NIH has leveled off after a doubling over 5 years. Grant application approval rates have dropped as a result. While academics typically consider it cheaper to make, rather than buy, the current funding environment may make outsourcing a more viable alternative as solutions such as high-efficiency colony management (Speed cryo
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etc.) and purchasing, rather than making JAX mice, free up valuable laboratory technician time to devote to data generation.
The pharmaceutical industry is experiencing a productivity crisis. R&D spending in dollars has doubled in the last five years whereas output of new drug candidates has dropped in half. The problem is further exacerbated by high failure rates once drug candidates enter clinical trials. Access to better mouse models, for both efficacy and safety, is recognized by the pharmaceutical industry and FDA as an essential component of the solution to this complex problem. Advances in genetic manipulation (e.g. RNAi transgenics) offer the opportunity for more rapid and less costly model development. We may see an increase in repository submissions as these methods become fully validated and more widely used. Genetics is more important than ever in the research community. Enhancing the recognition of JAXMice brand by reinforcing conditions of use, ensuring proper nomenclature and ensuring that commercial entities providing non-sanctioned substrains clearly designate their source will support this effort. The JAXMice and Services brand is not well known in the scientific community. We must leverage the Laboratorys strengths (e.g. value of the J, scientific expertise) to develop collaborations with commercial entities that offer complimentary products and services to expand our overall ability to meet the scientific communitys needs. These collaborations are also a mechanism to facilitate expanding our presence in the community. NIH recently reaffirmed its position requiring NIH funded investigators to share resources developed with NIH dollars and added additional guidance on sharing model organisms. This renewed emphasis on timely distribution of models will likely lead to an increase in repository submissions since most investigators do not want to take the time to distribute animals to others.
Threats
Commercial providers continue to acquire and sell J substrains, which both confuses the user concerned with genetic integrity and limits the growth of the true J strain. The trend toward proof of concept clinical trials may limit animal testing overall. Once data is available in human studies, the animal studies are less important. However, both early and long term tox/safety testing will continue in animals. While outsourcing is expected to be an opportunity in the current funding environment, there is a significant emphasis on bundling to achieve internal cost savings through
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procurement efficiencies. CRLs Inveresk acquisition significantly strengthens their position in this regard. Selling the value of science in this environment is more difficult, particularly when multiple vendors offer similar products.
If the current collaborative arrangement with Charles River in Europe and Asia ends, we will face challenges on how to supply and service international customers and build the JAX Mice brand identity. Our exposure to animal rights terrorists has increased, particularly at our JAX West site given its proximity to UC Davis, a site for animal rights activities. However, it should be noted that the UC Davis police are recognized experts at managing animal rights activists and have supported us with training in the past. The West Sacramento police are also aware of the threat and are prepared to handle these types of situations. The continued recovery of the California economy threatens the stability of the JAX West operation. Greater job opportunities in the Sacramento area means that staff can more easily move to a new job if compensation and career growth opportunities at TJL do not meet their expectations. Cell assays and other animal models compete with the mouse for research dollars. It is a stated objective of most pharmaceutical companies to reduce their use of animals. Efforts such as parallel-tracking toxicity and efficacy with discovery will minimize the number of animals used in preclinical testing. Patent developments are rapidly changing and impact our ability to acquire and supply important disease and other models. The trend is towards more closely held intellectual property on potentially valuable models (with patenting on the fundamentals of biology genes and proteins) and less willingness on the part of academic institutions to freely share their models.
Market Analysis The Laboratorys position in the research community differentiates it from all commercial mice and service providers and defines the niche role it plays in the market we provide mouse-based resources that are closely linked to our research. Commercial providers offer a much broader range of products and services over a broader portion of the biomedical research value chain.
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Figure 6. TJL Position in The Biomedical Research Pipeline
JAX Mice JAX Mice includes inbred, spontaneous mutants, hybrids, and genetically modified strains. Our collection of over 2800 lines is by far the largest in the world. The Laboratory is known throughout the worldwide research community as THE source of specialty strains.
Figure 7. JAX Mice Market Position Diagrams
The Laboratory, Charles River, and Taconic share a roughly equal place in the market for mouse models. Note: Our relative position in the overall research animal market is much smaller. All
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three commercial providers offer rats and other models. Charles River is the dominant provider in the research animal market. Charles River offers 43 mouse strains, and while they continue to add new models, the focus is on strains with clear market potential. Taconic currently offers 120 strains. They intend to expand this collection, as well as their position in the research community, through participation in the Mutant Mouse Regional Resource Center (MMRRC) program. They recently announced plans for a new rodent production facility in Indiana. Harlan is known more for its rat models and lab animal diet products than for mice. However, Harlan has acquired J substrains through acquisitions and takes an aggressive discounting strategy to gain market share for those strains. JAX Services Our services include: Dedicated Supply offering custom mouse production of limited-availability strains On Demand Colony Management including IVF-based cryopreservation and colony expansion to maximize space utilization Model Development including special crosses, speed congenics and diet induced obesity (DIO) Genome Scanning In Vivo Services including compound administration and high-throughput phenotyping TJL offers a subset of all services offered by the commercial providers. Our services strategy is to focus in those areas that leverage The Laboratorys mouse model collection and its science. It is the research communitys perceived value of the science of the Lab that differentiates us from the commercial providers in this arena.
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Summary of Services
Table 8. Summary of Services TJL CRL Taconic Mice Mice, rats, other Mice, rats, other ? Harlan Mice, rats, other ?
Animals Services Husbandry Cryopreservation Transgenic Development Compound Administration GLP Surgery Pathology/Clin Chem Reproduction Physiology ECG Lung function Metabolic Body Comp Neuromuscular Pain Behavior Other Feed, equipment Biopharma safety Contract staffing Antibody production Cell culture Drug Dev Services Clinical Trials
Note: This is a snapshot summary. Each service offering is slightly different, with varying degrees of competitive advantage, but each meet the same core need.
Charles River is by far the dominant participant in the transgenic services area. The recent acquisition of Inveresk strengthens their position in drug development (acute and long term tox/safety). Their ability to bundle services across the drug discovery and development pipeline makes them a more formidable competitor for the commercial providers and forces us further into our niche position.
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Figure 8. JAX Services Market Position Diagram
Taconics service offering shows the most overlap with ours, and as with mice, they are moving toward JAX on the science prestige axis. They have established a collaboration with Albany Medical College to support their Research Animal Services, which includes compound and diet administration, physiological characterization, molecular analysis and antibody production.
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Strategic Direction
Sales and Marketing In keeping with the approach to a more unified Laboratory, Jax Animals and Services will work hard to take advantage of the synergies that greater interaction with the Labs research staff and educational teams can provide. Mouse models developed by the staff need to be shared with the broader research community sooner and more effectively. Services developed either by or to serve the Labs scientists must be shared with outside researchers as soon as efficacy is proven and capacity is established. This approach will not only serve our mission by better enabling the research of others but should also contribute surplus to help fund the Labs own growing research efforts. Specific approaches currently planned include:
Utilize the Laboratorys staff in a pyramid outreach approach to bring the science of the Laboratory to the user community. Approaches include: providing scientific seminars and resource presentations at key accounts; providing regional workshops to sustain academic loyalty and communicate key scientific messages; and a revamp of the Affiliates program to better leverage the power of the Lab to build relationships. Conduct an in-depth go-to-market study to evaluate the potential returns to an expanded effort to tell the story of our mouse models and particularly of the services that the Lab can provide. We will evaluate potential opportunities to leapfrog the current market to offer research solutions to critical hypotheses rather than simply providing mice or isolated services. Every opportunity to enhance research and add value through contract breeding, custom colony management, dosing, in vivo phenotyping, and necropsy analyses will be made available to the research community. We will evaluate opportunities to expand our field staff to build more effective and enduring relationships that convert to both incremental and recurring sales. As a result of this evaluation, we may request additional funding for marketing and outreach but only if the potential returns justify the investment. Evaluate options for expanding sales effort and presence, either through growth of efforts internally or through collaborative relationships. Build marketing capabilities through disciplined product launch, i.e. enhanced Go to Market strategy and improved measures of success. Align offerings around the needs of drug discovery researchers through packaging of mice and services into therapeutic areas. Build JAX Mice differentiation through genetic stability position (nomenclature; GSP/quality, most published; most data/phenotyped). Build reputation and recognition of Laboratory Animal Health quality.
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Expand/grow international collaboration(s): enhance availability and build royalty/revenue streams.
ERP Implementation
Timely and successful implementation of ERP along with the replacement of the current production hardware and software is critical to achieving all JRS goals. The expected gains include: o Improved inventory management providing accurate real time inventory and allowing hard allocation of specific mice to specific customer orders (i.e. Roche) in support of delivering an experiments worth of mice. o Margin improvements through better forecasting, capacity planning, labor tracking/management and colony management. o Improved customer satisfaction and reduced customer service cost by streamlining project quoting, project management and data reporting.
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Strategic Objectives
1. Provide genetically defined mouse models to the biomedical research community.
Continuously evaluate market opportunities and then match capacity to optimize margins while maintaining and/or enhancing biosecurity. Build collaborations with non- mouse model providers to broaden access to JAX Mice while limiting TJL investment. Broadly communicate the intrinsic value proposition of the JAX Mice brand. Continually reinforce our relationships with our core academic customers and identify opportunities for strategic collaborations with academic institutions.
2. Directly share our knowledge of mouse genetics and disease models with researchers working to discover and develop new drugs by providing in vivo testing services.
Leverage the Laboratorys knowledge of the mouse (basic biology and genetics), mouse models of disease, and phenotyping strategies in the development of new products and services. Continually expand on core competencies in mouse production to drive out cost and reduce delivery time of an experiments worth of mice. Improve quote development and project management processes to provide a better customer experience and improve margin. Build depth of knowledge within Technical Support and In Vivo management in key research areas to reduce time commitment of Scientific Staff in support of model selection. Build on nascent competencies in in vivo compound screening. Transfer new approaches from research to the user community that add value to the mouse as drug discovery platform; e.g. Mouse Menopause, Len Shultzs models for stem cell studies, Derry Roopenians model for characterizing humanized antibodies, panel concept for toxicity testing. Add 1 new service or expansion of service offer per year equal to or greater than $100K with a 2 year ramp up. Add one new large service every 3 years of $1M or greater in size with a 3 year ramp up.
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3. Provide the surplus contribution required to support the Labs own research initiatives.
Succeed in strategic objectives 1 and 2 above to exceed revenue projections outlined in pro forma below. Drive process improvement to drive cost down while improving health quality. Continue evaluation of technology advances that drive operation cost down while improving technician safety, animal health and welfare.
4. Successfully implement JAX West operation
Continually assess the optimal use of capacity at JAX West to meet overarching goals. Improve margins on JAX West Services projects and JAX Mice strains. Continue to build JAX West Services competencies and add Jax Mice strains in response to user community need.
JRS 5-Year Pro Forma Revenue growth for FY05-10 is projected to be a relatively modest 27% compared to the previous five years growth of 115%. Key factors influencing these projections include:
Projected slowing of research investment including leveling off of NIH funding and reduced pharmaceutical R&D spending. Anticipated growth in the use of C57BL/6J, which contributes 22% of mice revenue, based on brand building activities such as GSP, the public transcriptome project and the potential for a public, large-scale knockout project. Other inbred strains will benefit from continued characterization, e.g. Mouse Phenome Project, Tox panel project, our characterization efforts. Research organizations remain space constrained supporting cryopreservation, custom breeding and dedicated supply services. Pharmaceutical/biotech outsourcing will continue. Reuters estimates 2001-2010 average annual growth rate for the outsourcing market at 16% per year. We continue to add new products and services with one significant opportunity (annual revenue $1M) added every three years, e.g. In vivo services, RTR.
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The 5 year forecast for In vivo services is based on the current operation in JAX West. We intend to revise the business plan for this service in the next few months to include a possible expansion in JAX West as well as launch of similar services in Bar Harbor. Any associated changes in revenue/expense will be reflected in the next revision of the 5 year numbers.
Net contribution is expected to grow by 32% over the 5 years based on minimal additional gross margin improvements and sales cost maintaining a constant percent of sales. Net cumulative contribution FY06-FY10 totals $91.4M.
(in millions) Revenue Mice Shipments Services Other Total Revenue Expenses COGS- Direct Selling Expense Facil/Util/Deprec Interest Operating Surplus Percent of Revenue General & Admin Exp Facil/Util/Deprec alloc to G&A Net Surplus (Deficit) Percent of Revenue actual FY04 47.4 9.1 2.9 59.4 22.8 4.8 6.9 0.9 24.0 40% 6.5 1.8 15.7 26% forecast FY05 50.5 8.4 2.6 61.5 24.3 3.9 7.6 0.9 24.8 40% 6.8 2.0 16.0 26% FY06 53.1 8.2 2.8 64.1 25.3 4.8 8.5 0.9 24.6 38% 6.8 2.3 15.5 24% FY07 56.4 8.6 2.8 67.8 26.4 5.2 9.2 0.9 26.1 39% 6.8 2.4 16.9 25% FY08 59.2 9.7 2.8 71.7 28.0 5.6 9.4 1.0 27.7 39% 7.1 2.5 18.1 25% FY09 61.6 10.9 2.5 75.0 28.9 5.9 9.6 1.0 29.6 39% 7.3 2.6 19.7 26% FY10 64.0 11.8 2.5 78.3 29.8 6.2 10.1 0.9 31.3 40% 7.4 2.7 21.2 27%
NOTE : The increase in Selling cost in FY06 is based on the assumption that cost of transportation will increase due to gasoline prices. The increase in depreciation in FY06 is based on covering the debt cost, ERP and the depreciation of the new facility.
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Capital Plan The 5-year capital plan is driven by: 1) the absolute requirement for ERP to gain operating efficiencies and enhance customer satisfaction, 2) need to renovate existing facilities and enhance animal health and 3) provide for needed capacity.
(in millions) Animal Capacity Facilities Maintenance General Equipment Information Technology Process Improvements Total FY05 1.4 .17 .06 1.53 $ 3.15 FY06 2.67 .10 .08 .48 .66 $ 3.99 FY07 1.21 .02 .12 .05 $ 1.4 FY08 .84 .56 .02 .05 $ 1.47 FY09 3.84 .02 1.0 .50 $ 5.35 FY10 15.00 $ 15.00 Total 24.96 0.85 0.30 3.00 1.26 $30.4
Table 9. Major Capital Project Plan

Site Project Cost FY05 FY06 FY07 FY08 FY09 FY10 Goal Timely and sucessful implementation of ERP along with the replacement of production hardware and software that is critical in meeting JRS goals. Continue routine renovation goal as well enhance Animal Health with Sterile In connection and air shower Provide steril-in high health capacity and expand capacity available Expanded capacity in a Sterile-in high health status while minimizing capital cost per box General renovation and enhancement of health status by addition of ventilated changing stations General renovation and enhancement of health status by addition of ventilated changing stations General renovation and enhancement of health status by addition of ventilated changing stations Implement an integrated customer relations solution. Renovation Repair due to flamible material Replace and upgrade processing equipment Replacement of MP19,20 and 21 as well expansion of capacity at an sterile-in high health status capacity Fitout barrier to reduce operating cost for production of mice Increase density and lower operation cost in current facility If/When the 3rd barrier is added expansion to the current cagewash facility is required to meet processing requirements Based on types of In Vivo projects anticipated in the future additional procedure space is required
ERP Order to Cash System
$ 2,000,000
RD building Renovation Sterile Corridor and room renovation in BLD 12 BLD 51 barrier room Bar Harbor JAX West AX9 renovation AX10 renovation AX8 renovation CRM Software Replacement Food Service Replacement B15 Roof Replacement Process Improvement and Misc Equipment
$ 375,000 $ 1,500,000 $ 4,000,000 $ 840,000 $ 840,000 $ 840,000 $ 1,000,000 $ 300,000 $ 250,000 $ 1,275,000
BLD 51 Twin Racking and Caging to Fitout 2nd Barrier Room 3rd Barrier
$ 15,000,000 $ 275,000 $ 1,120,000
Cagewash Expansion Procedure space for In Vivo
$ 550,000 $ 250,000 $ 30,415,000
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Capacity Plan Capital renovation and expansion planned will position the Lab to: Provide quality space for repository. Perform quality upgrades on the production space. Expand swing space which will allow renovations and replacement plans to continue. The trailers will be 15 years old and will need to be replaced. Gain expansion space for future growth. The Building 51 twin slated to replace the trailers is planned in FY10 and will be evaluated as we progress. Though the immediate opportunities at Jax West have not filled to capacity as fast as hoped, the site has shortened delivery time and reduced transportation costs to west coast customers, improved awareness and has incubated the extremely promising In vivo service. The capital renovation and expansion plan positions us to meet the expected needs of the next 5 years with an additional ~5,800 boxes in Bar Harbor as shown in figure 9 and ~3,000 boxes in JAX West by the end of FY10 as shown in figure 10. While Building 51 twin (~12,000 boxes) and third barrier in JAX West (~1,220 boxes) are capital projects in the plan, they will be evaluated as we progress based on need.
Figure 9. Bar Harbor Projected Capacity
Figure 10. JAX West Projected Capacity
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SCIENTIFIC SERVICES
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SCIENTIFIC SERVICES Executive Summary

An ongoing strategy of the institution calls for full development and exploitation of technologies and services as a comprehensive support system for research. Since the establishment of Histology in the 1950s, The Jackson Laboratory has employed this model to operate centrally managed and interactive services offering many advantages to investigators. Common intellectual and technical resources serve to connect common research interests, and consolidated facilities leverage economies of scale beyond the reach of most individual investigators. Committed institutional support has enabled the Laboratorys interactive Scientific Services to achieve this strategy, thus providing investigators access to state-of-the-art technologies, facilities and dedicated technical expertise supporting basic research. Services now include Biological Imaging (Histology, Electron and Light Microscopy), Cell Biology and Microinjection, Computational Biology Resources, Fine Mapping, Flow Cytometry, Glassware, Microchemistry (Allele Typing/SNPs and Sequencing, Gene Expression, Molecular and Protein), Multimedia (Biological Photography, Conferences, Graphics and Print Shop), Physiology & In Vivo Imaging, Scientific Equipment Repair and Shared Facilities. Several Services receive operating support from a Cancer Center Support Grant (National Cancer Institute), National Heart, Lung and Blood Institute, and National Center for Research Resources in addition to the Laboratorys direct support and fee-for-service recovery. The centralized Scientific Services management structure includes a Director, Senior Services Manager and Administrative Assistant, in addition to Scientific Staff Advisors for each Service. Through this structure, the Laboratory aims to assure the necessary advocacy, budget management, technical staffing and development, planned technology acquisition and implementation, and user communications necessary to meet dynamic faculty needs. Scientific Services needs to be responsive to faculty needs and proactive with regard to service evolution and new service development. To assure operational currency, user meetings are held twice a year; the services are further reviewed annually by the Laboratorys external Board of Scientific Overseers. Those Services receiving federal funding are held accountable through progress reports and in some cases site visits by NIH-selected peer reviewers. Scientific Services conducts external facility benchmarking annually and uses this information to enhance not only scope of service delivery but also to assure competitive pricing and efficiencies. This multi-pronged approach to operational review has positioned Service operations for continuous contribution to research programs internally. While scientific services are not generally available to the external scientific community, JAX Research Systems (JRS) has independently delivered a finite number of services to the external community, including Allele Typing, Cryopreservation, Phenotyping and Genotyping, which are similar to those services provided internally. These two areas do not share a common management structure and only in rare cases employ common instrumentation. Reproductive Technologies are offered internally and externally through a separate arm of the institution, and Necropsy Services are provided ad hoc through Laboratory Animal Health. Although the
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frequency of communication between the parts of the organization is growing and remains productive, formalized operational integration needed assessment. An intensive evaluation of operational complementation, synergies and overlap was conducted. The Laboratory evaluated the benefit of a more coordinated management of these institutional resources. A key requirement for the success of a coordinated service delivery approach is that internal service delivery be maintained as the priority customer while the external customer realizes on-time delivery of quality cost-effective products that meet the expectations of one contracting with an outsource service provider. Internal customers should see only enhanced access to existing and new services at equivalent if not lower cost and of equal or better quality. External customers should gain access to things that the Laboratory is uniquely positioned to deliver: services that enhance their use of JAX mice and therefore make the act of external service delivery consistent with the Laboratorys resource delivery mission. Through institutional reorganization in the fall of 2004, the Laboratorys Reproductive Technology Resource (Importation, Cryopreservation and Expansion, Assisted Reproductive Technologies), JRS Allele Typing, JRS Genotyping, Necropsy Services and Library Services will merge with existing Scientific Services. This effectively doubles the Laboratorys Service organization. The addition of these functional areas expands the Service funding sources to include HHMI and the Ellison Foundation. Services must be positioned to effectively expand existing services, develop new services, and redevelop old services as well as outsource services where cost-effective and terminate outmoded functions in order to meet the needs of the internal scientific community. The accompanying 5year plan details overarching goals, key strategies and implementation actions necessary to achieve this delivery growth while conserving resources where possible.
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Strengths
Scientific Services staffing: o Scientific Services employs a competent, creative, and dedicated technical and non-technical support staff. o Personnel have had diverse technical training and work experiences offering the group as a whole a great collective expertise and effectively positions the services for expansion. o The diversity of the Laboratorys faculty offers Services continued opportunity for technical development and implementation as well as continued professional learning. Jackson Laboratory leadership: o recognizes the necessity of well-staffed, technically current and future-thinking support services for successful competitive research programs to flourish at TJL; o recognizes a need to expand these services to meet projected growth and changes in the Scientific Staff; and o has a positive working relationship with Scientific Services Management. The Laboratorys Faculty support continued Scientific Services operations. Scientific Services: o is currently well-funded such that internal pricing offers TJLs faculty considerable subsidy, which has both recruitment and retention benefit; o is generally viewed as successfully delivering technical support and processes internally; o supports good user communications; user groups facilitate discussions; o includes management/administration that is accessible to users as well; and o management staff has active research experience and is accruing management experience allowing staff members to effectively bridge the scienceadministration gap. Scientific Staff Supervisors serve in an advisory capacity for Scientific Services in which they have specific technical expertise. Many actively lend support to Service activities. They contribute to and in some cases control development of Service-directed program grant applications (e.g. National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK) and National Heart, Lung and Blood Institute (NHLBI) grants for Gene Expression); they participate in developing equipment grant applications. They receive quarterly activity reports and financial reports, assist in hiring, evaluate new technology, wholly develop and/or assist in writing grants. Several of the supervisors are identified as Project Leaders on the budget for Cancer Center Support Grant (CCSG)-supported services:
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o o o o o o o o o o
Tom Gridley Cell Biology/Microinjection Derry Roopenian Flow Cytometry Gary Churchill CBR-Stats Carol Bult CBR-Apps and Analysis Greg Cox Physiology and In Vivo Imaging Dick Smith Bioimaging Jrgen Naggert Microchemistry Ed Leiter Glassware Sasha Chervonsky Equipment Repair and Shared Instrumentation Martin Ringwald Multimedia
The Laboratorys Information Technology infrastructure adequately supports general communications and supports some data/storage. The Director of Technology Development has a strong working relationship with Scientific Services. With FGB completion, Scientific Services will occupy ~12,300 sq. ft. of high-quality lab and animal space. The Laboratory supports continuing education, which is critical in offering Scientific Services staff job-retraining opportunities.
Weaknesses
Scientific Services draws considerable funding from federal sources (30% of base service activities are supported by federal dollars). Loss of the Laboratorys CCSG funding is possible, and other current funding mechanisms may not be renewable. The Laboratorys National Stem Cell Resource (NSCR) subcontract with American Type Culture Collection (ATCC) expires 8/31/05, NHLBI funding is in its last year in 2005, and the CCSG is up for renewal in 2006. Alternative sources for internal rate subsidy need to be identified in advance of the CCSG, NHLBI and ATCC outcomes. Research requirements will continue to include access to advanced technologies, usually in the form of expensive capital instrumentation better operated centrally. The Laboratory will continue to seek grant funding for such instrumentation. However, the funding climate will be increasingly competitive, and therefore success rates will be lower. Recruiting competent Scientific Services staff prospects, with high-demand expertise, is difficult given our location.
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Maintaining technical competence requires significant resources and personal effort given our location. Major scientific capital acquisition and replacement is grant-dependent. Diverse technical training and work experiences of Services staff members can serve to isolate individuals and create the perception of little technical or functional commonality with others. The scientific user base is demanding and often fails to acknowledge technical expertise of Services Staff, viewing them as a labor resource, not an intellectual resource. Scientific Services has little formal interaction with IMB researchers but needs to in order to more fully understand and plan to address its service needs. Many Scientific Services areas occupy adequate space for current operations but are space-limited in terms of physical expansion. Available unoccupied space is limited and will gait services physical expansion. Simply scaling Scientific Services staffing and space needs proportionally with anticipated increases in faculty programs, Scientific Services should add 30 FTE, requiring an additional 6,100 square feet of space based on current Scientific Services FTE/SqFt ratios. Anticipated Services growth will overwhelm existing Scientific Services communications and management structure. Intra-service and cross-campus services communication is limited; there is little formal connection between JRS and Scientific Services. Scientific Services management staff members are active daily contributors to the capacity of their services area. Not all managers are equipped today to deal with broader management responsibilitiestechnical managers are not necessarily seasoned administrators. Additional responsibilities that result from service expansion and broadened client base will in most cases impact total existing service capacity. There are inadequate internal financial, labor and capital resources to develop new services/techniques without impacting existing operations. There is little formal process around prioritizing Service research and development. The Laboratory lacks a unified approach to its Services customer interface. The customer interface for internal Scientific Services is the Service Staff directly. JRS Services has its own customer interface. Current approaches and experience data sets of these two areas differ significantly. Scientific Services will effectively double in size as a result of the pending reorganization. Adapting Services departmental management capabilities and communication methods
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to accommodate this new organization is essential. The inability to do so represents a significant operational threat.
Loss of employee commitment as a result of accelerated change and growth can threaten Scientific Services. Scientific Services are the single highest volume data generator on campus. The Laboratorys IT infrastructure marginally supports archival storage and high-speed data transfer and backup. Services IT infrastructure needs to exist to support the efforts including but not limited to those listed below many of which overlap with JRSServices operational needs: o internal/external customer self-service on-line estimates and quoting accessible to services as well; o order entry interface and tracking system; o scheduling; o internal/external customer & internal view of project progress; o internal process data for QC, productivity and efficiency metrics; o possible data delivery/pick-up capability (service dependent); o data management and query capability; o archival storage; and o billing system
Opportunities
The external scientific community has come to accept the mouse as the preeminent human disease model. As a broader spectrum of researchers turns to this model, the need for expertise in use of the model grows. Such needs may include colony management approaches and tools, gene mapping skills, histology and pathology, access to embryonic stem cells, and production for targeted and transgenic animals. Also, reproductive and cryopreservation technologies are clearly an area of need the community has articulated. Service delivery opportunities exist in the external research community: o representing an untapped source of operational subsidy; o presenting opportunity for the Laboratory to earn community good will; and o offering the Laboratory extended visibility as a technical knowledge resource provider for the community. Resource conservation must be an underlying strategy employed in expanding Scientific Services capacity to meet internal demand. JAX Services operates some overlapping service delivery infrastructure. Scientific Services and JAX Services are managed separately and in some cases maintain redundant expertise and instrumentation. Opportunity may exist to achieve expanded capacities and broader service delivery through consolidated management of aspects of these operations. Incorporating the
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wealth of existing experience will serve as a first step toward effective and efficient use of resources across existing and developing services campus-wide. Support for employee continuing education and job retraining will be essential in labor resource conservation.
Public-private sector relationships represent an alternative opportunity for the Laboratory, especially in terms of bringing in new technologies. Alternative funding opportunities (federal, philanthropic and other) must be identified and pursued to maintain the internal Service subsidy rates. NIH and NSF recognize the necessity of enabling interdisciplinary and multidisciplinary research. Scientific Services can/should play a role in enabling such efforts at the Laboratory.
Threats
On the heels of the NIH doubling, the current federal funding climate is flat for NIH. Although NSF will likely fare better, it has a smaller budget at the outset. Unless the general economy takes an upward turn, philanthropic funding is likely to remain sluggish. While subsidized Service rates will be increasingly valuable to users, they will be increasingly harder to deliver. NCI is focusing on Cancer Centers ration of CCSG funding. The Laboratory does not fare well in this calculation. Renewal of our CCSG is not assured. The Laboratorys faculty members are disproportionately mid-career and are ripe for competitive recruitment. Likewise, Scientific Services managers are not only technically skilled but are also effective Core Facility managers who are prized by other institutions.
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Strategic Direction
1. Assure the Laboratory faculty access to essential services enabling the conduct of quality research and maintenance of competitive granting status.
Facilitate TJL access to emerging technologies including: proteomics and mass spectroscopy, clinical imaging modalities including MRI, RNAi methodologies, electrophysiology, advanced computational modeling and other technologies critical to faculty progress. Use external benchmarking and faculty contacts to assure needs are met. Focus effort on the evaluation, funding, importation and implementation or identify functional outsourcing options for access to emerging technologies.
2. Operate the Laboratorys Service infrastructure in a cost effective manner and fully realize the potential of the collective labor and technical resources committed currently to service delivery.
Define opportunities for cross campus Service integration. Given funding limits and projected growth in the Laboratory research, expand Service delivery capacity to meet research needs but with the minimum necessary net increase in FTE and footprint. Resource conservation must be an underlying strategy employed in Services expansion. Incorporating the wealth of existing experience will serve as a first step toward effective and efficient use of resources across existing and developing services campus-wide. Support for employee continuing education and job retraining will be essential in labor resource conservation.
3. Maximize Labor, space and technology resources in the delivery of Scientific Services meeting the needs of the broadest appropriate user community.
Understand what opportunity exists for service delivery to the external scientific community that adds value to the Laboratorys mouse models in a manner consistent with our mission.
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4. Sustain and enhance necessary Services operations and subsidy rates.
In an atmosphere of flat Federal funding, it is necessary to exploit all appropriate funding opportunities providing operating and capital support for Services.
5. Enhance standard light microscopy, 4-Pi & multi-photon confocal microscopy, histopathology & necropsy, physiology & clinical imaging offerings.
Complete occupancy of the FGB and maximize use of newly constructed Scientific Services facilities to broaden service & support offerings. Deliver Necropsy Services within the Biological Imaging Service umbrella. Support IMB 4-Pi operations. Centrally manage biological imaging and necropsy services in support of the Laboratorys sick mouse/surveillance and research pathology efforts. Deliver the full scope of physiology & imaging Services from FGB-4.
6. Fully exploit information technology for a) the efficient delivery, maintenance and mining of Services generated data and b) the accession and mining of externally generated data.
Fully implement ISIS - the Integrated Services information System - for internal and external service users. Support expanded tool development & delivery in Statistics and Analysis. Deliver well integrated Library Services. Support effort integration across Computational, Analytical and Library Sciences.
7. Deliver comprehensive Reproductive Technology Resources to the Laboratory faculty and the research community at large.
Maintain and enhance functionally integrated Reproductive Technology Resource and Cell Biology & Microinjection Service units. Strengthen the RTR units administrative structure by elevating management skills and competencies in key areas.
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Renew assessment of direct external market opportunities and indirect collaborative opportunities.
8. Facilitate retroviral vector, human stem cells and tissues and infectious agent research by the Laboratory faculty as needed.
Support the development and delivery of infrastructure for retroviral vector, human stem cells and tissues and infectious agent research.
9. Sustain effective administration of the Scientific Services organization. Restructure Scientific Services organization. Assure effective communications. Apply rigorous financial oversight. Be prepared to take advantage of growth and funding opportunities. Establishing overall strategies and even defining best practices for anticipating and facilitating rapid change now will put more distance between Scientific Services, in fact all of the Laboratory Services, and a reactionary future reality. Scientific Services personnel must remain committed to and engaged in the overarching objective: providing service. Research Base Growth: Impacts On Staffing, Space and Capital Projections Scaling Scientific Services staffing and facility space in parallel with projected faculty program growth indicates a projected need for additional Scientific Services staffing of 21 FTE over the period and an increase in square footage of 4,305 sq ft. Assuming an average salary of $45,000 and 29% fringe rate, the financial impact of 21 new FTE is calculated to be ~$1.22M. 21 additional FTE will also have an impact on area operating budgets in terms of supplies and training. These factors combined are anticipated to increase the required gross Services operating budget to $7.5M. Assuming an average construction cost of per square foot of wettechnology of $900, the 4,305 sq ft is ~$3.87M. Following similar scaling, the RTR, Genotyping, Necropsy and Library functions would require 20 new FTE and 2,600 sq ft. Scientific Services cannot follow the if you build it they will come model of capacity planning. It is not anticipated that faculty funding would sustain this volume of service business nor is it anticipated that external business would ramp up at a pace justifying this combined investment of ~$5.1M (ignoring for the moment growth in newly added service areas). If one scales capital assets similarly to projections in FTE and square footage, $7.04M instrumentation supports 60 Scientific Services FTE currently. One would anticipate acquiring at least $2.4M in capital instrumentation with a Scientific Services ramp-up. Scientific Services must first look to
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automation, outsourcing, personnel gains from consolidation and job retraining to achieve incremental increases in capacity. However, retraining will not likely meet all service expansion demands. The exceptions will likely come from the emergence of new technologies demanding defined expertise. Services staffing growth projections are illustrated below (Figure 11) and do not meet the projected increases estimated above. The following are areas where Scientific Services may require FTE gains: Biomedical Engineering, Clinical Imaging (microCT, ultrasound), Computational Modeling, Cytogenetics, Equipment fabrication, Electrophysiology, Microscopy and Pathology.
Figure 11. Scaled Scientific Services Staffing Growth*
Table 11. Five Year Forecast ($M) Scientific Services funding (research base activities) FY05 FY06 FY07 FY08 Grant funds 1.19 1.23 1.27 1.31 TJL 0.98 1.08 1.19 1.31 Fees 1.61 1.77 1.95 2.15 Total 3.78 4.08 4.41 4.77 Scientific Services funding (research overhead activities) FY05 FY06 FY07 TJL 1.32 1.36 1.40
FY09 1.35 1.38 2.26 4.99
FY10 1.39 1.44 2.35 5.18
FY08 1.44
FY09 1.48
FY10 1.52
Scientific Services funding is included in the Laboratorys research budget either as research program or research overhead, depending on the nature of the service. Of the $3.8M program expense, $1.2M is covered by grant funds; our Cancer Center Support grant represents $.8M of that total (the above table does not reflect $.7M in associated indirect cost revenue from those
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grants). User fees defray $1.6M in direct costs, and the institution supports $1M in scientific services program costs. The Laboratory additionally funds $1.3M in scientific services overhead activities (those services that do not directly charge user fees). Capital Plan
Table 12. Capital Project ERB FITOUT RENO RL4 WHOLE AN IMAG - FGB RENO/RELO CBR STATS Rl3/4 RENO CELL BIO RENOVATION RESEARCH SHARED EQUIPMENT SHARED SERVICES EQUIPMENT INFORMATION TECHNOLOGY UPGRADES, LICENSES AND HARDWARE Cost $ $ $ $ $ $ $ $ 900,000 725,000 500,000 300,000 425,000 150,000 1,318,600 7,898,500 Timeline FY05 FY06 FY07 FY08 FY09 FY10
2,203,000
$ 14,420,100
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LAB ANIMAL HEALTH/QUALITY CONTROL
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LAB ANIMAL HEALTH/QUALITY CONTROL Executive Summary

The health status and the genetic quality of The Jackson Laboratory research and production mice is excellent, and targeted efforts will help to ensure that it remains so in the future. Institutional policy on the desired health status of TJL mice will be clarified, particularly with respect to costs versus benefits of excluding certain minor opportunistic agents. A thorough review of policies, procedures, and facilities will identify areas where a more effective approach to microbial exclusion is needed, as well as areas where efforts that are out-of-balance with respect to risks can be reduced. Efforts will be expanded to assure more uniform compliance with existing policies and procedures, and to bring response readiness to an optimal level should a significant microbial contamination be detected in our mice. Improvements in the accuracy and efficiency of testing, data management, and reporting will ensure that the Diagnostic Laboratory is providing state-of-the-art diagnostic services. Increased levels of staffing and funding in Diagnostic Research and Development will facilitate the development of new diagnostic tools to replace less-efficient or outdated approaches. Attitudes regarding animal welfare at the Laboratory generally are excellent and, for the most part, there are good policies and procedures in place to protect animal welfare. An effective procedure is in place for investigating and resolving animal welfare concerns brought to the attention of the Animal Care and Use Committee (ACUC). The ACUC and other institutional units involved in quality assurance will develop more effective approaches to ensure that policies and procedures are current, appropriate, and uniformly observed. With the addition of a new veterinarian to the staff in October, Laboratory Animal Health Services (LAHS) will have significant expertise in all major areas of animal health and welfare except pathology, and efforts to recruit a mouse pathologist are under way. Structural reorganization of the department coupled with shifts in departmental priorities will better enable LAHS personnel to highlight their expertise in mouse health, husbandry, and welfare, including the diagnosis and treatment of murine infectious diseases. Animal housing space in the research facility is approaching capacity, and we are entering a phase of significant flux in the availability of barrier housing. During this period, management of space in a transparent, effective, defensible, and flexible manner that will support the research needs of the Scientific Staff will require careful planning and excellent communication.
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Strengths With the addition of a newly hired veterinarian, LAHS has significant expertise in all major areas related to animal health and welfare except pathology. Until a full-time service pathologist can be recruited, adequate pathology support is available as needed from other outstanding mouse pathologists at the Laboratory. Between the veterinary microbiologist on staff and the excellent Diagnostic R&D staff, there is significant expertise available to excel in both the development of valuable new diagnostic tools and the promotion of these tools to the lab animal science community. Sustained efforts by a dedicated group of people representing different parts of the Laboratory have resulted in substantial improvements in biosecurity, particularly as related to emergency preparedness. There is a strong institutional commitment to quality; the vast majority of employees have a strong commitment to animal welfare. The Laboratory has excellent programs for caretaker training and training in biomethods and surgery; biomethods and surgery training are LAHS programs. The Genetic Quality Control group provides a comprehensive state-of-the-art genetic monitoring program that regularly checks all production and repository colonies for genetic contamination, and it has protocols in place for investigating, correcting and reporting to customers when anomalies are uncovered. The OMMT Department has excellent programs for inspecting raw materials, validating/certifying equipment and monitoring environmental conditions for JRS mouse colonies.
Weaknesses LAHS is not yet sufficiently proactive in addressing some remaining areas of inconsistency and inadequacy in policies and procedures related to animal health and welfare. This is largely due to a lingering misperception that LAHS is powerless to influence policies or procedures outside the department. Although diagnostic procedures used to monitor the health of mice are generally adequate, some of the technology and approaches used by the Diagnostic Laboratory are outdated. Provision of a state-of-the-art diagnostic service will require improvements in testing, data management, and reporting.
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Diagnostic R&D is insufficiently funded and staffed to meet the needs of a modern, state-of-the-art Diagnostic Laboratory (above). The staffing problem can be substantially overcome by shifting Jim Faheys focus from administration to R&D. Although several individuals in LAHS are recognized in the lab animal science community for their expertise, the level of recognition does not match the level of knowledge and expertise available within the department. This is related to both a failure to take advantage of opportunities to promote expertise and a perceived lack of time to devote to activities such as publishing and submission of proposals for presentation at national meetings. Both issues can be addressed through structural reorganization of the department, coupled with some changes in prioritization. Despite outstanding staffs in Clinical Medicine and Animal Welfare and Compliance, we could be doing a better job of assuring compliance with approved policies and procedures. The same assessment appears to apply also to Quality Assurance. The problems appear to be related to levels of staffing, efficiency, and authority (real and perceived). Biosecurity is not yet at a level that engenders complete confidence. A sound emergency response plan exists but requires further development to assure maximal response readiness in the event of a significant microbial break. Exclusion reviews are under way and have engendered improvements in processes and procedures, but additional efforts are required to assure that the best, most cost-effective procedures are in place to protect the health of the mice. An emergency response plan describing effective, efficient approaches to meeting the basic needs of our mice is needed for optimal response readiness in the event of a natural or manmade emergency. A process for the assignment of animal space within the RAF is under development but needs polishing and acceptance by the research staff. Implementation of the final plan will be a management challenge. The design of animal housing and support facilities, particularly production facilities, should be reviewed to ensure that Laboratory facilities are appropriate to maintain high health status animals in the most cost-effective manner. The quality inspections performed by the staff of the OMMT group are largely lacking in the RAF and Importation, however this can be addressed through prioritization and staffing levels.
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Opportunities Changes in senior administrative views of the role, responsibilities, and authority of LAHS are providing the appropriate environment for creating and enforcing the policies/procedures that will provide optimal protection of animal health and welfare. The growth of the Laboratory and influx of new employees are helping to overcome obstacles to improvement, e.g., resistance to change. New employees, particularly those involved in research, are also coming in with training acquired elsewhere in modern approaches to protecting animal health. This helps to gain acceptance for similar procedures that are being introduced to the Laboratory. The international lab animal science community is at a critical point with regard to infectious disease control in mice. Opportunities exist for assuming a leadership role in defining new diagnostic approaches and for gaining recognition in the diagnosis and control of infectious diseases. In particular, an opportunity exists for developing a diagnostic program that surpasses that of other mouse vendors and for communicating the program in a manner that presents the Laboratory as a leader in the area of mouse health. Neither the Laboratory nor any of its major competitors currently monitor immunocompetent barrier-housed mice for Pneumocystis carinii. As several customers have expressed an interest in purchasing Pneumocystis-free immunocompetent mice particularly C57BL/6 the Laboratory is in a position to gain a competitive advantage if we can establish colonies of immunocompetent mice that are verified free of Pneumocystis. Many customers are concerned about the presence of Klebsiella in JAX mice. It appears that this concern is related primarily to confusion between K. oxytoca the species most often found in JAX mice and K. pneumoniae, an organism that is potentially pathogenic in humans and some other species (rarely in mice). Therefore, concerns about Klebsiella-positive JAX mice probably can be allayed by educating customers about the distinction between K. oxytoca and K. pneumoniae. This will not necessarily eliminate the possibility that some JAX mice will have to be maintained Klebsiella-free to meet customer expectations. Implementation of material, equipment and environmental quality control TJL-wide will ensure continued customer satisfaction and extension of quality assurance throughout the research lab colonies.
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Threats More rapid growth and increased turnover associated with a larger employee base results in a greater challenge to keep everyone committed to quality and informed regarding procedures to maintain quality. Threats related to biosecurity are increasing. This includes animal rights activity: the focus on the Laboratory by activists is related primarily to production of genetically engineered mice. The potential for microbial contaminations also is increasing because of increased importation of mice and increased challenges in assuring that employees follow best practices to reduce risk. Pressures to relax importation/rederivation procedures and requirements for example, to provide custom breeding of imported customer mice, or to allow Jackson Laboratory investigators quick access to nonrederived mice for experimental manipulation are mounting. It will be important to guard against inadvertent assumption of increased risk in the face of such pressures. Despite the fact that JAX mice are now as clean or cleaner than those of our major competitors, there is a persistent perception that the health quality of JAX mice is inferior to that of Charles River and Taconic mice. It is highly probable that, in the future, microorganisms that are currently accepted as part of the normal murine flora will be labeled as undesirable (e.g., trichomonads). Any mice that harbor these organisms will be viewed by a subset of customers as being of inferior quality. This may necessitate rederivation of some JAX mice to eliminate these organisms, coupled with augmentation of barrier practices to maintain the new health status.
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Strategic Direction
Animal Health There are no significant mouse pathogens in any Laboratory mouse colony, although mice in several areas harbor opportunistic organisms. These include Pasteurella and Helicobacter in 26 rooms in the research facility, Spironucleus muris in 2 rooms in the research facility, and Pneumocystis carinii in immunodeficient mice in 2 rooms in the research facility and 5 rooms in the production facility. In addition, mice in 17 rooms in the research facility and 14 rooms in the production facility harbor Klebsiella oxytoca, a nonpathogenic enteric bacterium that is nonetheless considered undesirable by some customers. Other minor opportunistic pathogens including Staphylococcus aureus, Streptococcus, and Pseudomonas are discovered several times a year in mice in both the research and production facilities. When these organisms are found, clinical investigations are undertaken to identify the extent of the contamination and eliminate all infected mice. Institutional policy regarding the desirability of excluding opportunistic organisms needs to be clarified, particularly with respect to costs versus benefits of doing so. Improved consistency of policies, procedures, and facilities designed to protect mouse health would be beneficial. A thorough review of policies, procedures, and facilities can identify areas where extra effort and resources would be advantageous or where expenditures can be reduced with little or no increase in risk. This effort is currently under way (see Biosecurity). Animal Welfare Attitudes regarding animal welfare at the Laboratory generally are excellent. The overwhelming majority of people who work with the mice want to ensure that the animals are well treated and comfortable. However, the needs of the mice are sometimes overshadowed by other pressures, e.g., the pressure to reduce costs associated with mouse production. There are also some common assumptions that can clash with animal welfare, e.g., that mice do not feel significant pain after surgery or that they do not develop post-operation wound infections. For the most part, there are good policies and procedures in place that should protect animal welfare despite these issues, but compliance with the policies and procedures could be improved. An effective procedure is in place for investigating and resolving animal welfare concerns brought to the attention of the Animal Care and Use Committee (ACUC). However, a more targeted effort from ACUC and other institutional groups involved in quality assurance would help to ensure that policies and procedures are current, appropriate, and uniformly followed. Areas where improved procedures and/or compliance would be particularly beneficial include: daily animal welfare checks, euthanasia, post-surgical care, and biomethods and surgery training. Biosecurity Biosecurity consists of: 1) protection of Laboratory mice from infection with undesirable microorganisms; and 2) preparedness to respond swiftly and effectively when serious contaminations do occur. Nearly 2 years ago, an effort was organized to draft an emergency response plan and to develop a program that would ensure emergency preparedness. A sound plan now exists, standard operating procedures (SOPs) specific to biocontainment events have been written, training in these SOPs is under way, and several drills have been held to improve response readiness at all levels of the organization. There is no doubt that a microbial contamination today would be handled in a far more efficient, cost-effective manner than was
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experienced with the last such event (the Tyzzers contamination in 2002). However, more work needs to be done particularly in the areas of training and drills before response readiness will be at an optimal level. A rigorous review of all practices related to care and use of Laboratory mice was started approximately 9 months ago. This review is intended to identify policies and procedures that are less than optimally effective in protecting the mice from microbial contamination, and to recommend changes that would improve risk management. Animal housing and support facilities are included in the review. Several improvements have come out of this review so far, including improved pest control, training, and materials management. It is anticipated that the review will be completed within the next 12-18 months. RAF Animal Space Animal housing space in the research facility is effectively full. Many rooms are filled beyond a comfortable working capacity for most research programs, breeding and research activities become cumbersome when the animal room is more than 85% occupied and of those that are not, almost all are dedicated to a particular activity, e.g., cryopreservation, and unoccupied space is not readily assignable to other users. The Functional Genomics Building (FGB), with approximately 7,500 new box spaces, is expected to be available for occupancy in January 2005. Approximately six months later, it will be necessary to vacate four animal rooms in the Animal Research Laboratory (ARL) for renovation. During this period, management of space will require careful planning and excellent communication. Effective space management must take into account staff retirements, recruitment, and variable requirements related to rederivation and barrier maintenance of existing colonies. Cooperative planning with RTR will be needed. An RAF operating paradigm and space assignment policy have been developed and shared with the staff, as has an initial plan for assignment of animal room space. Based on current projections derived from strategic initiatives, historical trends, and data from the Office of Sponsored Programs, it is anticipated that animal space in the RAF will be adequate to meet the needs of the Scientific Staff until at least 2010. Genetic and Materials Quality Control The genetic quality control monitor and assure the genetic integrity of the animals raised and distributed by TJL. The OMMT group monitors the animal room and lab environments in which they are raised, and it validates the raw materials and supplies used for their husbandry. This group also certifies and validates critical processing equipment, such as autoclaves, balances and cage washers. It will be important to ensure that these monitoring and validation efforts occur universally throughout TJL facilities. Accordingly, increased efforts could be made to extend the environmental monitoring and materials testing protocols to the RAF and Importation. Additionally, genetic monitoring will continue to be performed on all mouse colonies that are reared for distribution; this includes production and repository colonies currently located in Bar Harbor, at JAX West, and at Charles River facilities with which TJL has contract arrangements. The genetic monitoring program could be extended to other future production sites, as appropriate.
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Strategic Objectives
1. Have a well-defined and well-reasoned microbiological exclusion list or set of exclusion lists for Jackson Laboratory mice:
have all mice at a health status that corresponds to the exclusion list identified as appropriate for each colony; have a policy describing the appropriate response to finding any deviation from the exclusion list in any mouse colony; and have an effective program of customer communication, including public web site and health reports, that highlights the high health quality of JAX mice.
2. Have optimal programs for health, environmental, and materials monitoring. 3 . Have optimal operating procedures to protect Laboratory mice from microbiological contamination and other non-genetic health problems. 4. Have detailed plans to improve facilities for biocontainment; many plans will have been implemented within 5 years. 5. Have a well- and frequently-rehearsed program to respond quickly, efficiently and in a costeffective manner to a contamination event. 6. Have a comprehensive plan to respond to the needs of animals food, water, caging, bedding, medical treatment/euthanasia, alternative housing space in the event of any natural or man-made disaster. 7 . Conform to best practices for optimizing mouse welfare in research and production environments. Have optimal policies and operating procedures to achieve this goal. Have a program that assures policies and procedures related to animal health and welfare are consistently being followed.
8 . Be recognized in the lab animal science community for expertise in mouse health, husbandry, welfare, and surgery, and in the diagnosis of mouse diseases. 9. Have an efficient, consistent process for managing and assigning animal room space within the RAF.
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10. Have an optimal program for genetic quality control and genetic monitoring of mouse colonies. Capital Plan
Evaluate potential facility to perform diagnostic R&D using mouse pathogens this facility could be incorporated into a larger facility designed for scientific research involving agents that are infectious for humans or animals. However, it is important that work with infectious agents of mice be conducted at a site that is distinctly separated from the main Jackson Laboratory campus. Evaluate potential biosecurity crash site this facility could be part of a larger facility designed for diagnostic infectious disease work and/or scientific research involving infectious agents of humans or animals. However, as with the R&D facility, it is important that this facility not be located on the main campus. A permanent location for the Surgery Service is needed. This need must be filled within FY05 or early FY06, and efforts are under way to identify a location and cost of fitting it out.
Table 13. Lab Animal Health Major Capital Project Plan Project Cost Timeline FY05 FY06 FY07 FY08 FY09 FY10 Goal
BIOSECURITY EQUIPMENT BIOSECURITY SWING SPACE BLDG #4 SURGICAL SUITE
$ 277,069 $ 600,000 $ 170,000 $ 1,047,069
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INFORMATION TECHNOLOGY
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INFORMATION TECHNOLOGY Executive Summary

Information Technology at The Jackson Laboratory is comprised of three diverse technical organizations (Mouse Genome Informatics, Computational Biology Resources and traditional Information Technology - IT) supporting a scientific and JRS user base of 1350 employees. Robust, well-managed technology resources are critical to enabling the integration of research, resources and education in support of the Laboratorys mission. Planning to meet the technology requirements is focused on identifying critical and most urgent needs, developing short-term and long-term strategies, and fostering technology collaboration throughout the Laboratory. Among the most urgent and critical needs are network and compute growth, enterprise systems, information security, and an integration driven approach to solutions (i.e., need to change from solutions driven to data driven).
Figure 12. Connectivity
Network and Compute growth are essential to our ability to apply technology to more and more areas of research, to develop research collaborations throughout the world, and to facilitate information integration. We have doubled our bandwidth connectivity to the outside world (Internet and Internet2), we are in the third year of a four year plan that increases the bandwidth to the desktop ten-fold and we are continually increasing the compute processing capability year after year (Figure 12). While these plans are impressive they may still fall short of our need for technology. We have strong indications that Computational Informatics needs will grow exponentially over the next several years (Figure 13). Our ability to keep pace with those needs is of paramount importance.
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Figure 13. Growth of Information Technology in Research
We are looking at connectivity via redundant communication links, wireless bandwidth and our ability to grow with our current providers. We are developing strategies that provide for compute power both on and off campus by utilizing grid technologies and collaborations with other institutions and geographic compute centers. Short-term strategies have been created with the help of an IT Advisory Committee that consists of representatives from Research, Scientific Services, JRS and the Laboratorys Core infrastructure. With this team, the FY05 IT initiatives that support the most critical and urgent needs of the laboratory were identified. Long-term strategies include a more in-depth look at the IT organizational structure and development of an overall integrated IT architecture that meets Laboratory needs. Information Security has become a major issue for everyone as more and more information/data become available from virtually anywhere in the world. We must educate the institution on the need for information security and then define plans to systematically increase our levels of security. We have initiated an Information Security office and are developing a plan and approach to ensuring that laboratory information assets are protected, including; on-going awareness, policy and procedures, incidence response and management procedures, the proper staffing and budget, and influencing the technology architecture to include security. Technology collaboration has been accomplished with the IT Advisory Committee as well as with a joint effort between MGI, CBR and IT to create a lab-wide standard for developing software applications (i.e. software development life cycle). Weve initiated joint planning for IT resources (networks and computing) as well as created a cross-organizational problem-solving group for Software Quality Assurance.
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Strengths A dedicated staff that is committed to the Laboratorys mission and goals, who have experience in research applications and development as well as mouse production, animal health and laboratory applications is a key area of advantage for the laboratory. The technology infrastructure has evolved over the past ten years to become extremely reliable; we have a solid UNIX based core competency as well as sound expertise for both Windows and Macintosh. The collaborative culture of the lab enables problem solving and team building that overcomes many of the functional barriers that sometimes arise among organizations. New technologies are often introduced and exposed to the lab due to the nature of our outside relationships with funding and research organizations. Our affiliation with other world-class organizations enables the opportunity to learn about and introduce new ways of applying technologies to our problem sets.
Weaknesses Training has not been adequately kept up and our skill sets have fallen behind resulting in technical expertise voids. There has been a general lack of good planning for technologies, application development and implementation. Inadequate computer machine room space, power, and cooling have resulted in delayed implementations as well as created risk around ample disaster recovery capability. Our remote location can become a weakness when recruiting top-notch resources. This has also affected our ability to access and affordably implement technologies such as bandwidth and wireless capabilities. Lack of coordinated and coherent technology planning among the three technology organizations (MGI, CBR, IT) has enabled a disjointed approach to technology planning.
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Opportunities Coordinated planning and standards among all of the lab technology groups will create synergy, and faster, more complete solution implementations. By sharing resources (employees/expertise/physical hardware) we can enable implementation of better and more cost effective technology solutions for the laboratory. Grant funding for technology resources (employees/expertise/physical hardware) will allow us to develop and implement a set of more comprehensive solutions without having to cut corners and make decisions that go against proven methodologies and practice. Outsourcing of non-essential tasks can alleviate the cost of technology training/access in the areas where they do not directly benefit the lab. Collaboration efforts with the Maine Biomedical Research Coalition will help drive common technology issues and create a single-voice to drive solutions. The implementation of standards for hardware, desktop applications, storage architecture, security, web and application development will enable consistency, better resource utilization and reduction of overhead costs.
Threats Technology growth, particularly within the scientific community are growing exponentially, the lab needs to develop plans and processes that will allow us to implement technology to keep pace with new demands. Seamless connectivity to the outside world is critical; we must create a technology infrastructure that will provide reliability to our increased need and use of technology. The cost of the needed IT infrastructure and on-going expense needed to meet the labs expectations and growth will be a major challenge to our success.
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Strategic Direction
Goals The major goals of the Information Technology Strategy plan will continue to enhance current capabilities, support new uses and integration efforts and to become a world-class strategic tool for the lab. We will continue to expand our network, compute and storage capability to allow the Laboratory to lead in mouse-based research, informatics and efficient systems supporting the production and distribution of mice and services to researchers worldwide. Key Strategies 1. Compute Space Plan and upgrade for a new Laboratory Compute facility to increase our current combined footprint of approximately twelve hundred (1200) square feet to a new twenty four hundred (2400) square foot compute center. We are also planning for a network operations center (NOC) that will be central in the lab where we will underscore the need and capability of the laboratories compute resource. Additionally we will develop plans to house compute in current or new locations to support our disaster recovery needs. 2. Data Driven Develop education and strategies for data integration that will enable the shared use and accessibility to the labs valuable information asset. We will develop data standards and disciplines that will facilitate our ability for data warehouses, data mining and data archival. 3. Network Invest/plan for increased bandwidth and connectivity to key organizations. We will invest in technologies that will increase our capabilities to support new demands and provide for cost effective solutions. 4. IT Planning Process Develop annual and ongoing IT planning process that includes the IT, CBR and MGI organizations. We will develop a process which engages all technology groups across the institution to ensure that all needs and potential for new demands are included. 5. Order Management Implement Quote to Cash functionality to meet our growing production and service demands. a . A successful implementation of ERP will replace our current production hardware and software and eliminate the maintenance of old, inflexible and costly infrastructure. b. Implementation of an integrated solution will enable shared access to critical data as well as speed the time to solution while decreasing cost of solutions. c. We will develop plans to remove unneeded functionality with other systems and move towards further integration.
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6. Data Collection Replace current PEN functionality with an up-to-date data collection architecture that can be used for the ERP as well as other areas needing data collection (i.e., MTS, Colony Management). We will look to provide solutions that span across functions, thus reducing the number of different systems needed today. 7. Security Develop and implement Information Security office, policies and procedures to ensure that information assets of the Laboratory are secure. We are developing an information security awareness campaign so that security is everyones job. Additionally we will execute a security audit to determine key areas of risk and vulnerability. 8. Web e-mail access Implement an institution email/calendar system that enables access from anywhere. We will implement an application suite that will incorporate collaboration tools such as Instant Messaging, centralized file sharing, voicemail and employee directory services. 9. Hardware planning Develop plans for obtaining compute hardware (storage/compute) to meet the needs of the lab by implementing cross functional planning that integrates the needs for the entire laboratory. 10. Disaster Recovery plan Develop a plan and processes with functional inputs that prioritize the critical needs (by severity/category of disaster) for the lab and develop and implement periodic tests for each category of disaster. 11. Develop IT standards and policies Define institutional standards and policies for use across all functions of the Laboratory. Develop measurements and service level agreements that will facilitate continuous education and improvements.
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5 Year Summary Capital Plan The following capital plan represents current spending requests in support of known projects and initiatives. Current capital IT requests:
Table 14. Information Technology Major Capital Plan Timeline Project Cost FY05 FY06 FY07 FY08 FY09 FY10 Goal Replace and add computing power to meet the current Compute Servers $ 1,340,000 and projected plans Software license fees for Licenses $ 845,100 existing software solutions Upgrade bandwidth, phone switching and connections to Network Infrastructure $ 1,935,000 the internet Add/replace PC's - replace PC/Workstations $ 2,718,493 over a 5 year time span Printer/Scanner/ Add/upgrade printers on a 5 Upgrades $ 200,000 year replace schedule New software needed for application needs (ERP/PEN/others) and Software* $ 4,178,850 developers tools Strategic change to more centralized storage - better Storage $ 2,060,000 access/share/backup/archive $ 13,277,443
* $2M shown also in JRS program for ERP/PEN replacement.
Please note the above plan does not include some of the exponential growth capital that has been presented to the MBRC initiative. The MBRC proposal includes $1.5M for increased bandwidth, $3.6M for compute servers, $4.7M for storage, and $1.7M for compute space.
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HUMAN RESOURCES
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HUMAN RESOURCES Executive Summary

Human Resources, Employee Health, and Environmental Health, Safety, and Security focus on the people side of the organization. Human Resources is organized into four functional areas: Compensation and Benefits, Employee Relations, Human Resources Information Services (HRIS), and Recruitment. Environmental Health, Safety, and Security is organized into groups including Research Safety, Security and Custodial, Occupational Safety, and Ergonomics/Exercise Physiology. The strategic contribution of these groups to The Jackson Laboratory can be measured by their success in helping to align people strategy with organizational strategy and the ability to provide the tools to attract and retain talented employees; identify the right staff for the right position/succession planning; provide consistency in rewards, training and managing employees; support workforce development aligned with institutional needs through effective employee training and educational programs in leadership, management, communications, information technology and research technologies; support a culture that demonstrates caring, generates excitement and encourages excellent work; provide the ethical framework for organizational decisions; collaborate with operating units to anticipate human capital requirements, address skills and planning gaps, motivate employees, increase productivity and gauge satisfaction; support the organization in moving toward a performance-based culture; provide valuable insight into the organizations problems and opportunities; and provide a Wellness Program that will lead to a healthier/happier employee population and a more productive workforce. Success in these outcomes can also be measured in terms of increased productivity a structure that supports a more-productive workforce; more-effective decision-making and collaboration at all levels to help the organization move in the right direction; more satisfied employees motivated current employees and the attraction of new talent that fits well with the organization; and a workforce that is continually developing to meet the Laboratorys evolving needs for new and/or different skill sets and ongoing need for employees with strong leadership, communication, and information technology skills.
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Strengths
Self-contained and effective employee health center. Recent launch of the self service system (SSHR) to give employees greater control of personal information, benefits packages, and access to their own compensation information. Strong employee network in both resources and research. Good Communications Team process. Oracle software up and running. Reorganization nearly complete to align responsibilities and authorities. Very attractive retirement package. Managers and supervisors supportive of continuing education. Quality of life and easy access to Acadia National Park and outdoor activities.
Weaknesses
Limited resources limit flexibility in using monetary incentives. The lack of a well-defined and articulated Total Rewards Philosophy covering Compensation, Benefits, and The Jackson Laboratory Work Experience to attract, retain and motivate high performance employees. Rising health care costs that burden both the Laboratory and the team member. Ineffective communication of the overall benefits associated with working at The Jackson Laboratory. Lack of a formal peer input process for performance reviews to assist in calibrating performance scores. Lack of a rigorous process that ties pay to performance.
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Manual performance appraisal and compensation management systems; yet to fully implement HRMS functionality due to personnel and resource constraints. Lack of management depth and a formal Succession Planning and Management Program (SP&M). Lack of a skills and competency inventory database to support succession planning. Lack of an effective tool to consolidate employee-training records (and maintain training requirements by position). Such a tool (i.e., software solution) could be used to support more fair-handed practices in talent management, including career development planning by employees and supervisors, succession planning, career progression, promotions, and transitions. Lack of a consistent approach to ongoing workforce development, which is integrated with performance assessments and performance management practices. Lack of funding for management/leadership training programs.
Opportunities
As an outcome of the 9/11 terrorist attacks, many professionals currently living in large cities are considering moving their families to less-populated areas. The Recruitment Management System is scheduled to come online January 05 to streamline the entire recruitment process. Development is ongoing of a Health and Wellness Program to assist in containing health care costs and to promote individual responsibility. Employee Self-Service HR has been implemented in advance of rolling out increased HRMS functionality to managers so that they can track and manage employee development, performance and compensation management. The employee base in general is hungry for training opportunities as a means to further careers at the Laboratory, change career tracks, or enhance competency in current positions.
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Threats
Paid healthcare expenses in the region are 29.9% higher than the national average. The Laboratory has experienced an 8.9% increase from 2003 to 2004 and a projected 10% increase is expected for 2005. Nationally, the cost of health care insurance has risen by 36% from 2000 to 2004. Our experience suggests an average 10% increase per year over the next five years. Maine Dirigo Health and the requirement of employers to make contributions to the program could impact the Laboratory $300 to $500K in FY06. Housing and the cost of living in the local Mount Desert and Ellsworth areas are higher than surrounding regions. Increased transportation costs because of fuel prices tend to offset the lower costs of housing when commuting 45 minutes plus from the Downeast, Bangor and Bucksport regions. There is limited access to social activities often found in urban areas. There is difficulty in locating employment opportunities for spouses/significant others. Supervisory and management staff feel pressured to accomplish more with less resources (financial, capital, and human), so investing time in training often means a temporary decline in productivity due to employee shortages. Although hungry for training, supervisory and management staff sometimes need to delay training due to the urgency of work priorities.
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Strategic Direction
1. Effective and Timely Staffing
Move to a totally electronic recruiting system accommodations will be made to assist those individuals who may not be computer literate through use of a Recruitment Management System (RMS) for recruiting throughout the Laboratory. The RMS will allow total electronic advertising, applicant interaction, application selection and rejection processes. Web base/database allows secure tracking by HR and all supervisors of the total recruiting process. Create new external Web site to more fully communicate with potential applicants about opportunities at The Jackson Laboratory. Further enhance outreach capabilities to key skill sets that are needed over the next few years, particularly advanced biological skills (BS degree and beyond) that include specific technology backgrounds and those with overall advanced education in the biological sciences. Secondly, enhance training programs for animal husbandry technicians. Continue presence in local/regional career and job fairs in order to educate the community about opportunities at the Laboratory and to promote goodwill and commitment to the local and regional communities and job outreach efforts. Maximize current employee capabilities to fulfill future needs. Better understand current skill sets and develop new skills in current employees as they may represent the most immediate, capable and committed applicant pool (See Section E. Workforce Development). Comprehensive screening of candidates include outsourcing background checks and preemployment drug testing.
2. Development of a Total Rewards Program Approach A plan will be designed to develop, integrate, package and communicate the elements of Compensation, Benefits and The Jackson Laboratory Work Experience into a Total Rewards Program so that it reinforces the Laboratorys mission/vision, business strategy, human resources philosophy and strategy in attracting, retaining and motivating our employees. The future vision is one where a Total Rewards Philosophy is developed, supported by senior management, integrated into the business strategy, clearly communicated and understood throughout the organization. As the business strategy changes, adjustments are made to support those changes through a regular evaluation and revision process.
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Adopting this integrative approach requires the development of a Total Rewards Philosophy that identifies (1) objectives of the total rewards program; (2) desired competitive position in the marketplace; (3) factors that should be considered in maintaining internal equity; (4) communication approach for total rewards; (5) position regarding benefits cost sharing; and (6) desired mix of Total Reward elements taken from the programs core elements (i.e., compensation, benefits and work experience).
Analyze the current programs (Compensation, Benefits and TJL Work Experience) that are the key elements of the Total Rewards Program and determine what changes are required to support the Laboratorys strategic goals. Develop a Total Rewards Philosophy Statement that incorporates the goals of the program. Develop and implement the Total Rewards Program tying all the key elements together, creating a compelling story that clearly shows why the Laboratory is the employer of choice. Program elements should also include cost containment strategies to balance the needs of the employer and those of the employee. Develop the appropriate tools for the administration of the program and a systematic process for continual evaluation and revision.
3. Development of Health and Wellness Programs To develop a work-based Health and Wellness Program contributing to a healthier/happier employee population in order for The Jackson Laboratory to maintain a thriving, prosperous and productive workforce.
Strive to become one of Americas Healthiest Organizations and align its mission to the health and welfare of its employees by achieving Platinum Well Workplace Status, the highest award as designated by WELLCOA (the Wellness Councils of America). Employee involvement and senior leadership support will be as critical to the success of this program as developing the partnership with a third party health assessment group. Incorporate an employee assistance program that will also provide 24/7 support to employees and families who deal with a multitude of issues in balancing work, home, personal life and family. Supervisor training support and education for managers to recognize and handle workplace performance/behavioral issues is key to the success of this program.
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4. Development of Performance-Based Programs The goal is to become an organization where performance-based programs help supervisors and managers to:
Provide a direct line-of-sight to connect individual goals to organizational goals; Identify, develop, support and reward high-performing employees; Identify gaps in workforce skills and knowledge so that relevant training programs can be developed and offered to help the current workforce evolve with changing organization needs; Update the performance appraisal tool to support the link between people, workforce development and training needs, and organizational strategy. Use also to support succession planning; Introduce the process for calibrating employee performance scores of managers/supervisors who interact either directly or indirectly with employees of their fellow managers/supervisors; Ensure the proper allocation of financial rewards based on (a) pay equity within the group considering the employees performance, skills, competencies, and knowledge as compared to others in the same or similar positions; (b) the employees attitude and willingness to go above and beyond standard fulfillment of position responsibilities and goals; (c) the employees initiative to learn and/or continually improve his/her own skills or enhance processes that improve departmental or organizational performance; Inventory skills and competency for future assignment or development opportunities; and Engage in Succession Planning to ensure leadership continuity in key positions, retain and develop relationships, intellectual and knowledge capital for the future, and encourage individual advancement.
5. Workforce Development Programs (Leadership and Management Training, Communications Training, and Information Technology Training) The Laboratorys Senior Management Team has identified a need for certain key workforce training and development programs needed across the organization. These programs include three primary areas: a) leadership and management training; b) communications training; and c) information technology training. Workforce development in these three areas, offered on an institutional basis, would:
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Enable more effective collaborative approaches to problem-solving, decision-making and resource sharing; Support a more consistent application of management practices, particularly performance management; Enable workforce with enhanced skills to foster productive working relationships with co-workers and customers; and Enable workforce with information technology skills required as the Laboratory transitions more labor-intensive processes to computer-assisted ones.
Current Structure of Employee Training and Education The management and administration of the Laboratorys various training and educational activities is decentralized (see below). This decentralized model seems to be working effectively for the delivery of required training. However, we would be better positioned to conduct timeefficient, more effective talent management by investing in a software solution to consolidate employee training and education records into one data resource that could be queried to retrieve training information for each employee and position.
Important Note: This document describes only the Employee Training and Education programs managed and administered by Human Resources.
Employee training efforts will focus on:
The identification, clarification, communication and reinforcement of management, employee, and Human Resources responsibilities with respect to employee development. Leadership Development to enable Laboratory management staff and supervisory staff with fundamental theory and support skills to succeed as group leaders.
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o Provide training to the most senior management first so that this employee subset can model expected behaviors and practices and also help with the training and coaching of less-senior managers and supervisors. o Link training with performance expectations so that assessments include progress evaluation in key training areas. Evaluations would be conducted by peer groups as well as assigned supervisor.
Communication skills training for all employees, including interpersonal communications, teamwork, business/professional writing, English as a Second Language, leveraging work style diversity, preparing for and conducting conversations about work performance. o Offer exposure group training and access to support resources as needed and requested by management staff and employees. o Work with local educational institutions to provide on-site general communications training and English literacy support funded by federal or state resources when appropriate. Rely on supervisory and managerial staff to model effective communications and coach employees. Information technology training in basic desktop computer software and more advanced specialty software to help support evolving needs of the workforce to become more computer literate and to continually strive to maximize operational efficiencies (e.g. employee self-service applications and on-line posting/application for internal position openings). o Offer courses, workshops, and access to resources as needed and requested by management staff and employees. o Work closely with Information Technology (IT) staff to keep abreast of institutional directions and new technology implementation plans in order to provide relevant training on a timely basis. Draw upon external resources as needed to meet urgent, mission-critical IT training needs.
6. Workforce Safety Programs Occupational and Research Safety
Provide a research safety and support program that goes beyond strict regulatory compliance. Improve safety awareness through providing employee education and health improvement programs. Maintain 100% compliance with all applicable environmental rules and regulations, and where appropriate, engage in pro-active environmental stewardship initiatives that
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support a healthy local ecosystem, for the benefit of our employees, our neighbors and our community. o Implement standard feed-back loop programs for all environmental compliance programs. o Expand environmental stewardship initiatives, through collaborative efforts with State, Federal, Municipal, Industry and NGO partnerships.
Reduce lost time rate to zero, reduce OSHA reportable rate to zero. o Integrated support for the ergonomics program, bundle ergonomics into occupational safety programs via job hazard analysis, continue to collaborate ergonomics into standing occupational safety training programs. o Develop integrated behavior based safety programs. Use elements of commercial products but adapt them to the Laboratorys specific environment.
Ergonomics and Physical Therapy Services
Drive incident rate for all new (work related) ergonomic injuries to zero. o Maintain and expand current conditioning center, use results of research project to continue to reduce injury rates and improve recovery services. o Research and prototype robotic cage changer to reduce significant stress on musculoskeletal systems of animal care technicians.
Industrial Hygiene and Allergy Research Program
Establish an industrial hygiene and laboratory animal allergy research program that promotes the Laboratory as a world-class, international resource to the scientific community. Reduce incidence and prevalence of laboratory animal allergies in the Laboratorys population to zero. o Expand collaborative industrial hygiene and laboratory animal allergy research initiatives with external collaborators. o Develop integrated allergen exposure model that incorporates the best in colony management (design, equipment and technique) and respiratory protection.
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Proprietary and Confidential Table 15. Staffing and Implementation Schedule FY05 FY06 FY07 FY08 Research Existing plus open positions Net New Turnover Rate Replacement Research Support Staff Existing plus open positions Net New Turnover Rate Replacement Internal & External Scientific Services Existing plus open positions Net New Turnover Rate Replacement JAX Animal Resources & Operations Techs Existing plus open positions Net New Turnover Rate Replacement JAX West Existing plus open positions Net New Turnover Rate Replacement Sales & Marketing Support Staff Existing plus open positions Net New Turnover Rate Replacement Administrative Support Existing plus open positions Net New Turnover Rate Replacement External Relations Existing plus open positions Net New Turnover Rate Replacement Total Staff No. New Positions No. Recruitments 335 5 13% 44 191 0 8% 15 115 0 12% 14 304 18% 55 47 88% 41 75 11% 8 260 11% 29 26 9% 3 1,353 5 214 340 30 12% 41 191 2 8% 15 115 7 12% 14 304 4 16% 49 47 -6 50% 24 75 0 11% 8 260 3 11% 29 26 3 9% 3 1,358 43 226 370 20 12% 44 193 4 8% 15 122 6 12% 15 308 7 15% 46 41 1 40% 16 75 1 11% 8 263 3 11% 29 29 2 9% 3 1,401 44 220 390 20 12% 47 197 2 8% 16 128 5 12% 15 315 4 15% 47 42 1 30% 13 76 2 11% 8 266 3 11% 29 31 0 9% 3 1,445 37 215 410 20 12% 49 199 2 8% 16 133 4 12% 16 319 1 15% 48 43 1 20% 9 78 1 11% 9 269 3 11% 30 31 0 9% 3 1,482 32 212 430 20 12% 52 201 3 8% 16 137 2 12% 16 320 0 15% 48 44 0 20% 9 79 2 11% 9 272 3 11% 30 31 0 9% 3 1,514 30 213
FY09
FY10
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FACILITIES, ENGINEERING AND ENVIRONMENTAL
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FACILITIES, ENGINEERING AND ENVIRONMENTAL Executive Summary

The Jackson Laboratory campus is comprised of 137 acres and 703 K gross square feet (gsf) of buildings, including a leased (42 K gsf) facility in West Sacramento, CA. While the campus has grown by 39% in the last 5 years to support research and resource needs, this growth will slow or stabilize over the next 5 years. With the Functional Genomics Building (FGB) near completion and the East Research Building (ERB) construction well underway, TJL is in good position to meet the research initiatives outlined in the Research section of this Strategic Plan. The goals and strategies section of this chapter reflect that while facilities growth will slow, critical facilities capital investment is still required over the next 5 years to support our world-class research. A challenge will be financially supporting these capital expenditures. The pro forma indicates that we can only support requested capital funding at an 85% level. Approximately $10-12 million of proposed work will need to be funded from other sources or deferred. Maximizing the operating efficiency of the Engineering/ Facilities/ Environmental group, as well incorporating design efficiencies into the physical plant projects, remains imperative with the anticipated tight funding. Our challenges also include sustaining our security priorities; meeting environmental stewardship responsibilities, sensitivity to the impact of our growth on the Town of Bar Harbor, Acadia National Park, and the local region; and maintaining strong working relationships with our grant, governmental and philanthropic funding sources. The 60-70% of the capital expenditures planned for FY05-FY10 are engineering and maintenance projects, as shown in the figure 14. More detailed plans for these projects are reflected in the strategic direction of the chapter.
Figure 14. FY05-FY10 Capital Expenditures Plan by Category
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Strengths
Substantial capital investment ($190 M) has been made in the physical plant of the Laboratory over the last 15 years, above and beyond our capital depreciation funding: o 1990-1993 JRS Fire Recovery Construction $32 M o 2001 Sterile Process/Mouse Production Bldg 51 $14 M o 2001-2003 Bioinformatics Space RL5 $3 M o 1995-2004 Snell Building Wet Lab Renovations $3.8 M o 1993 North Research Building $20 M o 1997 Genetics Resource Building $28 M o 1995-2004 Research Animal Facilities Renovations $14 M o 2004 Functional Genomics Building $23 M o 2005 East Research Building/Commons $29 M o 1990-2004 Primary Infrastructure Projects, i.e., HVAC, Emergency Power Generation, Steam and Chilled Water upgrades, Fire Alarm/Detection Systems, Sprinklers/Water Supply, Security Automation $23 M Facilities support and operating costs compare favorably within national averages, Redding Consultants, Inc. Summary of Findings, ~5% below benchmarks. The specific benchmark institutions were Fred Hutchinson Cancer Research Center, Whitehead Institute for Biomedical Research, and Scripps Research Institute. Flexibility/efficiency in new space design, an aggressive Energy Conservation Program, procurement strategy initiatives and ongoing organization efficiency analysis all promise further improvement in managing operating costs and achieving increased productivity. NIH-NCRR, the State of Maine, Capital Campaign philanthropic donors, and foundations have been instrumental in the investment in facilities and infrastructure required to meet strategic growth. The national economy and the current NIH Roadmap are major variables in achieving continued success. The strong working relationships with all of the above funding sources will be key in long-term growth of the Laboratory. The Laboratorys contingent of capable and long-term employees has historically been a strength due to their loyalty and commitment on a 24-hour basis.
Weaknesses
Geographic location issues o Competitive pricing Mount Desert Island has high costs relative to other regions in the state. Access to contractors and vendors for capital projects and operations outsourcing options is limited. This is exacerbated by the Laboratorys
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demanding internal operating parameters during construction/renovation work necessary to protect the research and animals. o Environmental stewardship as special priority on Mount Desert Island calls for the Laboratory to be particularly sensitive to these issues, which has related financial costs.
The Laboratorys growth and its attendant local infrastructure demands, plus environmental impact issues, are major concerns for both the Laboratory and its surrounding communities. Particularly in the Town of Bar Harbor, demand on sewer systems, schools, town services, and traffic are important, and we have experienced very mixed support. Island-wide, including the national focus of Acadia National Park, there is a natural environmental emphasis versus economic growth debate that calls for the Laboratory to partner with our neighbors. Major capital projects involving external funding sources may have requirements and schedules that conflict with that of the Laboratorys, forcing our work to compromise to some extent to meet their needs while still achieving objectives. Our current conference and Training and Education (T&E) facilities have capacity and seasonal limitations that are constraints for these important programs.
Opportunities
Technology-based process improvements have been successfully implemented and other opportunities are available for further progress, such as: o Energy conservation; o Operating processes primarily in animal rooms and clean/dirty support areas, caging and racking systems, inventory control/process automation/robotics, materials flow and management including purchasing and procurement strategy; o Security automation; o Building Automated Systems Management. Additional animal space and sterile supply capabilities are available with existing infrastructure at reduced capital cost.
Threats
Security Animal rights and technology-adverse organizations abound in Maine and must continue to be considered seriously. There are physical, public relations and economic threats to the Laboratory based upon the historical activities of these groups.
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Concerns relative to future growth The Town of Bar Harbor has expressed serious concerns relative to the growth of the Laboratory. We have successfully worked with the town for the last 15 years and have been responsive to its needs as we grow, yet concerns remain. The national attention aspects related to our proximity to Acadia National Park magnify this situation. Regulatory issues. o The U.S. Department of Agriculture is in the process of writing regulations regarding animal health/welfare that could have substantial operating cost and capacity impacts. Regulatory restrictions on animal use and transportation are other potential threats. o The U.S. Food and Drug Administration regulations for drug production in animals and pharmaceutical industry requirements could stipulate future demands on our operating costs. o Association for Assessment and Accreditation of Laboratory Animal Care (AAALAC) accreditation is essential. In recent years, we have added staff/costs to comply with new requirements. Bolstering the Laboratorys applied research should be considered in order to influence AAALAC guidelines by providing a sound scientific basis for their application. o U.S. Environmental Protection Agency and Occupational Safety and Health Administration regulations require that campus/site carrying capacities for air emissions, land use and sewerage are carefully managed. Ergonomics and animal allergies are important employee health/safety issues, and despite significant progress, incident rates can still be improved.
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Strategic Direction
1. Provide facilities needed to support The Jackson Laboratory research mission.
Complete Research Expansion Project on schedule and on budget and continue to support research recruitment effort and research space plan with PI program-specific space and equipment fit outs.
Table 16. Research Expansion
RX Budget Status Through 08/19/04 Total Original Budget (Nov 02) Project Scope Complete Budget Paid To Date Budgeted Contingency Contingency Drawn Projected Final Cost
Phase 1 $26.5 M $23.0 M (86.8%) $21.31 M (80.4%) $2.1 M $.835 M (39.8%) $26.5 M
Phase 2 $34.6 M $8.21 M (23.7%) $7.52 M (21.7%) $2.7 M $.175 M (6.5%) $34.6 M
Complete Phase I of Repository Consolidation/Sterile Supply Project on time and on budget. Complete design and funding for Computational Biology/Bioinformatics Third Floor Addition at LCC. Expand Computational Biology/Bioinformatics Space to meet research strategic plan goals. Provide additional Scientific Services lab space to support increased scientific staff size that responds to the strategic direction of combined Laboratory services components. Accommodate expected Biophysics program growth and plan out the programs longterm space requirements. Complete the Phase I Biophysics expansion and develop longrange options consistent with the research strategy and master plan.
2. Provide animal space to support research initiatives.
Complete Research Animal Facility Upgrade Phase 8 Project on time and on budget. Five large animal rooms (4,940 boxes). Continue RAF caging/equipment upgrade plan and initiate Phase 10 RAF projects.
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Evaluate LAH Building 3 replacement and coordinate this work intimately with the concurrent ERB-Pod 2 Research Expansion Planning.
3. Provide appropriate facilities that support Training and Education initiatives
Initiate renovation work at the Highseas facility to improve its physical condition and add utility to the Training and Education Program (T&E). Improve the current Conference Center Auditorium and Lobby to support T&E activities. Complete the CompBio/LCC Expansion, which has a Training and Education component, on time and on budget. Callendar House future use options have been developed and are ready for seeking funding opportunities.
4. Implement JRS strategy to move to predominantly sterile supply operations.
Construct clean corridor from the Clean Process Facility to the production rooms in Building 12. Retro fit rooms and caging to accommodate sterile supply operating changes while maximizing capacity. Reconfigure Building 51 to operate as a primary barrier facility, taking advantage of the already existing connection to Clean Process to implement sterile supply operations and re-gain the capacity lost in the unsuccessful isolator-based operations in that facility. Consider construction of the Building 51 equivalent on the other side of the clean corridor site when addressing long-term JRS growth needs, operating efficiency optimization and gaining additional sterile supply capacity. Complete West Sacramento third barrier room as required. Initiate long-term facility planning for West Region in conjunction with the JRS business plan. Address JRS Food Service/Cafeteria renovation needs. This work requires close coordination with the Community Building project as an alternative solution. Current JRS cafeteria could be redeployed as office space. Context for all the Laboratory food service-related projects will be provided by the Laboratory Food Service Strategic Plan currently under development.
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5. Participate fully in determining solutions to biocontainment-related initiatives under consideration.
Develop facilities recommendations in concert with Laboratory Animal Health and the Scientific Staff. o Biocontainment/Emergency Response space for any disease outbreak on campus or at JAX West. o Infectious Disease Laboratory work space to support the research strategic plan.
6. Maximize the operating efficiency of the Engineering/Facilities/Environmental group. Incorporate efficiency and productive objectives into physical plant projects.
Implement recommendations of the organizations efficiency initiative, including full exploration of outsourcing/out-tasking opportunities and organizational design changes. Participate fully in developing process engineering analysis and facility design initiatives and master planning intended to enable the Laboratory to become the lowest-cost husbandry and production operation for mice for research and for distribution. Mouse box changes should be kept as low as possible for our researchers and be highly pricecompetitive with other suppliers. Accelerate the current Energy Conservation Program and consider co-generation strategies in the longer term. Continue working with Laboratory-wide project management initiative to improve project coordination and accountability.
7. Maintain 100% compliance with all environmental regulatory requirements. Engage in proactive environmental stewardship initiatives that support a healthy island ecosystem, for the benefit of employees, neighbors and community.
Implement standard feedback look programs for all environmental compliance programs (Audit, Review, Recommend, Implement, Audit). Expand environmental stewardship initiatives through collaborative efforts with local state, federal and community partnerships. Participate in the Maine Department of Environmental Protection Step-Up program. The state extended an invitation for the Laboratory to participate in this environmental leadership program early in 2004. We propose going beyond simple compliance with environmental regulations and develop economically sound, but environmentally friendly, initiatives at the Laboratory in the future.
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Expand municipal and Acadia National Park collaborative efforts. Partner with the Town of Bar Harbor and Acadia National Park in environmental stewardship initiatives, including transportation, waste management, biological/ecosystem protection, etc. Review the existing Laboratory Emergency Response Plan. Complete a comprehensive emergency plan that addresses all phases of emergency planning and response, integrated with existing plans (Haz Mat. SPCC, Biosecurity, Risk Management, etc.).
8. Continue to support Plant Infrastructure needs
Drive Energy Conservation projects. Improve signage and landscaping. Maintain and renovate existing plant through an upgrade and replacement program. Develop and implement plan for Maintenance Shop replacement. Develop and implement plan for a Community Building that will support the unified Laboratory effort.
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EXTERNAL RELATIONS
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EXTERNAL RELATIONS Executive Summary

The External Relations department consists of a number of interrelated units: Development, Government Relations, Trustee Relations, Public Information and Marketing Communications. Collectively, these units are responsible for communication and relationships with outside entities, and play a vital role in The Jackson Laboratorys continued success through fundraising and philanthropy; government support and funding of Laboratory initiatives; public awareness of the Laboratorys mission and research; positive Board development and growth; and marketing efforts to represent the Laboratory professionally and cohesively. Coordination and cross functioning between these units is a critical component in realizing External Relations strategic goals. Development Fundraising and philanthropic support are integral to the Laboratorys financial plans for both operating revenue and funding for capital projects. The Laboratory has just begun to realize its full philanthropic potential, and dedicated support by scientific and administrative leadership, Board members and other volunteers, and External Relations staff will be necessary to achieve theambitious goals set for the future. There are challenges to continued success, however, including geographic isolation, federal budget cuts, and uncertain economic conditions that impact philanthropic and foundation giving. Opportunities do exist to build on new leadership at the Laboratory and to expand the Laboratorys external presence to meet a number of ambitious goals over the next 5 years, including: a challenging Capital Campaign (due to current world and economic climates); continued leadership consideration of extending the campaign to the end of FY08 with a potentially increased goal (should result in sustainable philanthropic support in excess of $12 million annually); implementation of a funding plan to support an FY05 goal in excess of $8 million; and initiation of a work plan to support an $890,000 Annual Fund goal. Government Relations Federal, state and local government funding, support and recognition of The Jackson Laboratory is a crucial element in ongoing Laboratory plans and initiatives. Maintaining solid working relationships with government representatives and their staffs is a primary function of the Office of Government Relations, and includes providing relevant information about the Laboratory and keeping abreast of current developments, at all levels, that could impact the Laboratory. While there is a potential for impending budget cuts and increased competition for federal and state dollars to adversely affect the Laboratory, there are also opportunities to garner continued support and funding by providing additional education to the federal delegation, state legislators
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and local government about the importance of biomedical research, and the force of the Laboratory as an economic engine for Maine. Federal relations: Emphasis is given to building relationships with the federal delegation and staffs to continually raise awareness of Jackson Laboratory successes and goals, and encouraging these offices to support funding initiatives in addition to seeking new sources of funding. In recent years, over $5 million in funding has been secured through federal sources and the efforts of Government Relations. State relations: The Laboratory is a member of the Maine Biomedical Research Coalition (MBRC), a group of 5 nonprofit biomedical research institutions. The MBRC was formed to approach the state for possible funding as a group that can demonstrate a significant positive impact on Maines economy. MBRC coalition members actively promote biomedical research throughout the state. Participation in the MBRC has resulted in ~$30 million in bond revenue for The Jackson Laboratory, representing a major contribution to the Capital Campaign. Trustee Relations Members of the Board of Governing Trustees and the Corporation offer pivotal leadership, business acumen and philanthropic support to the Laboratory. Trustee Relations is the key to fostering productive relationships with individual members; providing a conduit between the Board and the Laboratory, with a focus on enabling members to discuss and promote the Laboratory to potential donors; utilizing business expertise on committees and subcommittees to further Laboratory objectives; developing and advancing major giving opportunities; and continuing overall Board development. As the Development effort seeks to increase philanthropic contributions from key Board participants, Trustee Relations provides vital support through information and contacts. Challenges include economic pressures; time constraints on Board participation; and assistance with maintaining a balance between Board and Laboratory goals and objectives. Public Information Media coverage and public awareness of the Laboratory are two key functions of Public Information, which supports the Laboratory as a whole, and all External Relations units. There is a bridge between Research and External Relations, and Public Information disseminates information to the media and public about the Laboratory, while keeping Laboratory employees informed of coverage and pertinent events. Positive and regular media coverage helps to educate the public about the Laboratorys research and mission, which, in turn, assists with potential donors and supporters by raising awareness and dispelling rumors. The office of Public Information contributes public relations expertise to the Maine Biomedical Research Coalition, on behalf of the Laboratory, and all state and federal government plans involve Public Information participation.
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Goals for the unit include a statewide publicity campaign for the upcoming bond issue; increased public relations presence nationwide to support fundraising efforts; and continuing to create opportunities for members of the science media to learn about the Laboratory. Challenges include maximizing these campaigns and opportunities with existing staff and budget. Marketing Communications Marketing Communications provides marketing and design expertise to all External Relations units, as well as other departments at the Laboratory. Materials produced and created by Marketing Communications are sent to donors, Board members, government representatives, and the public, and support efforts including fundraising; public and government awareness; education; and branding and marketing of the Laboratory. The goal of marketing in general is to ultimately provide a common framework for all marketing functions at the Laboratory. This process has begun, and one of the goals and challenges within External Relations will be to successfully make this transition, which will, in turn, strengthen the Laboratorys position, both academically and publicly.
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Strengths
The department of External Relations provides support and funding for the Laboratory and its scientific and ancillary programs, offering the credibility and intellectual resources necessary to connect with various constituencies. Increased public, state and federal awareness and knowledge of the Laboratory is another strength. An internal management team is committed to External Relations programs, as is a supportive Board, and a long-serving and capable staff.
Weaknesses

The Laboratory exists in an isolated area. The Laboratory does not have a deep set of constituencies for any of its programs, and, as a stand-alone research organization, it does not have the breadth of activities that benefit many successful philanthropic institutions. The location of the Laboratory, adjacent to Acadia National Park and downtown Bar Harbor, also presents some local government and public relations issues with regard to environmental impacts, traffic and increasing numbers of residents. Budget cuts over the past few years have subtracted some vital elements from department programs.
Opportunities
The chance to build on new leadership and the commitment of all segments of the Laboratory to continue to build an external presence represent opportunities for External Relations. There are many people outside of the Laboratory who are interested in its mission, and a priority will be to engage them in the Laboratorys work. Altering strategies for both the campaign and other external activities to emphasize personal contact will result in more support over time. The Laboratorys unique role as the worlds largest mammalian research institute and the key provider of genetic resources to the worldwide scientific community presents
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attractive funding possibilities to outside agencies and donors, as External Relations can relay the message that incoming dollars leverage discoveries worldwide.
Increased internal and external interaction with the Scientific Staff will also result in more support as the departments varied audiences have the chance to become more informed and involved in the Laboratorys research and mission.
Threats

Federal and state funding limits negatively impact ability to raise funds in these areas. Potential long-term decline in the economy.
It should be noted that competition with colleague institutions has not been cited as a threat because it is believed that one institution's success does not necessarily preclude other organizations success.
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Strategic Direction
Development: Exceed Campaign for Discovery goal of $85 million; focus efforts on large gifts from individuals, corporations and foundations; build philanthropic base for sustained giving of $12 million following the campaign; build regional programs to larger groups of long-term supporters; and expanded planned giving efforts through activities of the Society for Discovery, both in Bar Harbor and in concert with regional programs. Design and begin implementation of a program to increase significantly the endowment for the Laboratory, recognizing that the long term health of the organization will be aided substantially by an endowment more consistent with its size and mission. Government Relations: Enhance existing relationships with government representatives; seek new sources of federal and state funding and support; and expand efforts to educate government and community audiences about the Laboratory. Trustee Relations: Improve Board participation and giving; and continue efforts on Board development and planning. Public Information: Increase public awareness of the Laboratory through increased public relations presence. Marketing Communications: Provide a common framework for all marketing functions at the Laboratory, providing consistent, professional messages about the Laboratory to all external audiences.
Key Strategies 1. Successfully complete the "Campaign for Discovery" and lay the groundwork for the next Campaign. o Focus on individual donors who have capacity and interest to make major gifts to the Laboratory. o Further develop regional committees, including both Board members and friends of the Laboratory. o Extend outreach efforts into corporate and business communities. o Expand Annual Giving programs and activities. 2. Build a robust individual giving program that, through direct action by both senior staff and Board members, engages the interest and personal involvement of individuals capable of and interested in making significant contributions to the Laboratory. 3. Reach and sustain an annual fund that well exceeds $1 million annually; build and sustain a major gifts program that exceeds $7 million annually; and develop a planned giving program that produces in excess of $1 million annually through Society for Discovery.
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4. Design and begin implementation of a plan to secure endowment and other funds in support of the Laboratorys Training and Education mission. 5. Design and begin implementation of a long-term philanthropic development plan to follow the Campaign for Discovery. Key elements of this plan will be to build the Laboratory's endowment, and to continue to expand and build relationships with individual donors who have the capacity and interest to make significant commitments to the Laboratory. 6. Explore new revenue streams at the federal, state, and local levels. 7. Develop consistent relationships with elected officials and key agencies at state and federal levels. 8. Continue to develop collaborative relationships with organizations such as the University of Maine, MMCRI, EMHC, and other organizations in Maine and across the country. o Continue as priority all work with the Maine Biomedical Research Coalition. o Expand intellectual reach of the Laboratory to Bangor, Orono and other regions in Maine. 9. Build a BGT and Corporation that actively and fully participate philanthropically at levels commensurate with their wealth in both annual and capital giving. 10. Increase Board region activities and participation. 11. Complete and solidify a Board structure that clarifies roles and responsibilities and provides a clear vision for future actions. 12. Complete and implement an institutional marketing plan that will be used as the cornerstone for marketing the Laboratory as one entity with many component parts. 13. Complete and implement a strategic plan for additional Public Information and Media Relations activities. 14. Complete evaluation and put in place a strategy for the Laboratory's participation in national and regional associations.
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External Relations Operating Pro forma

(in millions) Revenue Annual Giving Major Gifts Endowment Gifts Total Revenue Expenses Direct Expense Overhead Expense Net Operating Surplus (Deficit) Non-Operating Activity Res Exp Campaign -Revenue Future Capital Expansion Campaign - Expenses Net Non-Operating Surplus Net Operating+Non-Operating Percent of Revenue actual FY04 0.7 0.9 1.6 0.7 1.5 (0.6) forecast FY05 0.9 1.1 2.0 0.7 1.5 (0.2) FY06 0.9 1.4 1.0 3.3 1.0 1.5 0.8 FY07 1.0 1.8 1.2 4.0 1.2 1.5 1.3 FY08 1.0 2.3 1.5 4.8 1.4 1.6 1.7 FY09 1.0 2.5 2.5 6.0 1.8 1.7 2.5 FY10 1.0 2.8 3.0 6.8 2.0 1.7 3.0
4.4 (0.6) 3.8 3.2 53%
5.9 (0.7) 5.2 5.0 63%
5.7 (0.8) 4.9 5.7 63%
6.1 (0.9) 5.2 6.5 65%
6.2 (0.9) 5.3 7.1 64% 5.5 (0.9) 4.6 7.1 62% 5.3 (0.9) 4.4 7.4 61%
Philanthropy contributes to both the operating budget and to capital expansion and is so reflected on our financial statements. Overall philanthropy is projected to reach $12M annually by FY10. Fundraising expense runs at approximately 22% of philanthropic funds raised. When factoring in all departmental costs and associated overhead, net projected contribution FY06 FY10 totals $33.8M. A detailed analysis of our current Capital Campaign for Discovery follows.
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Proprietary and Confidential Table 17. Projected Philanthropy - thousands Research Expansion (excluding public sector) Actual Budget FY02-04 FY05 FY06 FY07 9,918 2,400 4,000 4,000 815 3,500 1,675 2,050 271 11,004 5,900 5,675 6,050 1,270 730 800 850 9,734 5,170 4,875 5,200
(a) Individuals (b) Foundations (c) Other Subtotal Less fundraising expense Net total
FY08 4,225 2,000 6,225 900 5,325 30,304
Net cumulative total research expansion
Annual Fund and Additional Annual Philanthropy (including endowment) Actual Budget FY02-04* FY05 FY06 FY07 FY08 FY09 (d) Annual Fund 2,563 890 925 950 975 1,000 (e) Endowment 785 250 1,000 1,200 1,500 2,500 (f) Major Gifts etc. 6,209 960 1,400 1,800 2,300 2,500 Total 9,557 2,100 3,325 3,950 4,775 6,000 * that portion designated as capital campaign Cumulative annual philanthropy contributed to capital campaign Anticipated future capital philanthropy TOTAL PROJECTED FUNDS RAISED RESEARCH EXPANSION + ANNUAL PHILANTHROPY 8,000 29,707 FY09 5,500
FY10 1,000 3,000 2,750 6,750
FY10 5,250
9,000
10,000 11,000
11,500
12,000
Table 18. Capital Campaign Summary Projection - in thousands Actual through FY04 Philanthropy - Research Expansion Philanthropy - Annual & Endowment Philanthropy - Major Gifts Public Sector - Federal Public Sector - State Total funds raised Less capital campaign expense Net Total Capital Campaign 11,004 3,348 6,209 6,120 25,472 52,153 1,270 50,883 - 141 FY05 FY08 23,850 7,690 6,460 38,000 3,280 34,720
TOTAL 34,854 11,038 12,669 6,120 25,472 90,153 4,550 85,603
FINANCIALS
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FINANCIALS
Operating Pro forma Due to the slower growth planned for the next five years and the required investments in new research programs, fiscally responsible planning and tight cost control are critical to our continued success. The operating efficiencies and investments in the Mice and Services area will position us well to gain a sustaining and constant contribution over this time frame. Critical to the success of this plan is growth in ongoing philanthropy revenue and successful completion of the Capital Campaign. Opportunities for cost control through operating efficiencies and process improvements will be actively pursued.
Five Year Operating Pro Forma actual forecast FY04 FY05 FY06 59.4 7.0 1.6 0.5 21.0 1.0 36.1 1.3 0.1 128.0 27.6 7.6 0.7 34.9 37.4 1.3 11.2 0.0 2.2 122.9 5.1 5.1
(in millions) Revenue Jax Research Systems Resource Science Development (ongoing philanthropy) Endowment (restricted by donor) Indirect Cost Recovery Investment Research Training Miscellaneous Total Revenue Expenses JAX Research Systems Resource Science Development (ongoing philanthropy) Management and General Research Expense Training Expense Depreciation Expense Contingency Interest Expense Total Expense Net Operating Surplus (Deficit) Cumulative Operating Surplus (Deficit)
FY07
FY08
FY09
FY10
61.5 64.1 67.8 71.7 75.0 78.3 7.4 8.4 8.1 8.3 8.5 8.7 2.1 3.3 4.0 4.8 6.0 6.8 0.6 0.6 0.6 0.6 0.6 0.6 20.9 21.5 21.9 22.6 23.8 24.7 0.7 0.7 0.7 0.7 0.7 0.7 35.6 36.4 37.5 38.6 40.6 42.2 1.5 1.6 1.6 1.7 1.7 1.8 0.1 0.1 0.1 0.1 0.1 0.1 130.4 136.7 142.3 149.1 157.0 163.9 28.2 30.1 31.6 33.6 34.8 36.0 8.0 9.3 8.7 8.6 8.6 8.9 0.7 1.0 1.2 1.4 1.8 2.0 37.9 38.6 39.6 41.4 43.0 44.3 37.1 37.9 39.6 40.8 43.3 44.9 1.5 1.6 1.6 1.7 1.7 1.8 11.5 13.9 15.7 15.4 15.3 16.2 2.0 2.0 2.0 2.0 2.1 2.1 2.2 2.2 2.2 2.4 2.4 2.3 129.1 136.6 142.2 147.3 153.0 158.5 1.3 0.1 0.1 1.8 4.0 5.4 6.4 6.5 6.6 8.4 12.4 17.7
Assumptions: M&G growth tracks at one-half the revenue growth rate with adjustments to reflect lease payment drop Facilities includes a growth rate of 2.5% while Utilities includes a growth rate of 9% Depreciation reflects 100% funding with 85% funding of new capital expenditures through plant fund Contingency is held at $2-$2.1 MM annually
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Capital Planning/Depreciation Funding The capital planning has been tied to the overall goals and strategies identified over the next five years while balancing with the capacity of the plant fund to ensure we can support the necessary expansion, renovation, and maintenance that are critical to the institutions success. To meet this balance, we will fund 85% of total requested needs, including a $5M contingency and fully funded depreciation inclusive of debt payments. As figure 15 reflects, this will have a net favorable variance on the plant fund at the end of FY10 of ~$100k. The capital expenditure plan includes expansion, renovation, equipment and IT investment. Expanded and continued investment will occur in IT and animal capacity. The animal capacity component includes both quality upgrades as well expanded utility.
Figure 15. Plant Fund Table 19. Total Capital Request By Program
(in millions) Research Training Genetic Resources JAX Animals and Breeding Service Scientific Services Management and General Contingency TOTAL -Less Philanthropic Support Projected Funding Level by Plant Fund Amount to be funded by other sources or deferred FY05 62.3 0.4 3.1 1.6 2.7 70.1 61.1 9.03 21.15 3.73 17.57 3.10 9.01 1.59 11.62 2.05 18.89 3.33 FY06 4.0 2.7 2.3 4.0 3.6 7.4 1.0 24.9 FY07 6.9 0.4 1.4 3.3 7.6 1.0 20.7 FY08 1.2 0.2 1.5 2.4 4.4 1.0 10.6 FY09 1.5 5.4 2.1 3.7 1.0 13.7 FY10 0.8 15.0 1.4 4.0 1.0 22.2 Total 76.7 3.7 2.3 30.4 14.4 29.8 5.0 162.2 61.1 87.3 13.81
-Note IT and Lab Animal Health and included in Management & General Amount deferred will be determined on a case by case basis
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Debt Management The Jackson Laboratory currently has $63.4M in long-term debt represented by two Series 2002 30-year tax-exempt bond issues. Over the next five years, the bonds outstanding will decrease by $6.9M due to required redemptions, and the plan is to further redeem $10M through voluntary early redemption. This will bring the bonds outstanding at the end of 2009 to $46.5M. The combination of further required redemptions in 2010 and 2011 of $3.2M and additional voluntary redemptions of $10M will reduce the outstanding balance to $33.3M. From a cost of borrowing standpoint, we have entered into interest rate swaps for all but $20M (portion to be repaid) of the bonds issued. This gives us a synthetic fixed rate of 3.4% for the remaining bonds. 5 Year Investment Plan Philosophy Over the next five years, the Endowment Fund will seek to capitalize on potential bull markets while protecting the existing funds to the greatest extent possible in the event of a down market. In order to realize this goal, the Investment Subcommittee has embarked on an aggressive restructuring of the asset base, placing a higher emphasis on alternative investment managers and by reducing the exposure to growth managers. Examples of alternative funds include distressed company funds, realty funds, forest funds, commodity funds, and currency funds. In addition, the endowment fund has added hedge funds, designed to capitalize on upward and downward market trends, and reduce the exposure to traditional fixed-income funds given the forecast of rising interest rates over the next five years. The overall financial objective for the Endowment is to provide support for the operating budget, while maintaining the purchasing power of the Fund. To balance the needs of current and future generations, the Laboratory must maintain the real (inflation-adjusted) purchasing power of the Fund, net of payments, pursuant to the spending policy. The primary investment objective is to attain over the long term (rolling three- to five-year periods) an average annual total return (net of fees) equal to the Spending Rate plus inflation, defined as the Consumer Price Index (CPI). The secondary investment objective is for the Fund to achieve a total annual return* (net of fees) that meaningfully exceeds the returns possible in the markets (investing passively in index funds) and compares favorably with the returns achieved by peer group institutions. Over the past five years, the Endowment Fund has performed in a manner so described.
*Total return is calculated as the sum of capital appreciation (or loss) and current income, time adjusted for capital additions and withdrawals, for a given fiscal year.
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Management and General With 70% of the Laboratory's operating budget dedicated to personnel expense, we clearly must carefully manage our labor resources. This will be accomplished through both performance and attrition management. As elaborated in the Human Resources section of this document, the Laboratory will be extending existing performance management programs and further developing workforce training programs to enhance the value and productivity of our employee base. In addition, we must actively identify and pursue opportunities to consolidate activities and/or redeploy existing staff via attrition. As of May 2004, we have in place a process whereby all institutionally funded open positions are reviewed by a budget committee comprised of key managers from areas throughout the organization. Committee members review the position description, a cost/benefit analysis, organizational impact, as well as alternative service delivery options. A recommendation is then forwarded to the Chief Operating Officer who makes the final determination on the position in question. While this is just an initial step in maximizing attrition opportunities, further development of a rigorous cross-organizational review process in concert with inventoried skills and competencies will set the stage to achieve both process efficiencies and cost savings going forward. We have identified several areas on which we will focus over the next five years to reduce and/or control overhead expenses. The first of these opportunities exists in pursuing alternate approaches to addressing operational needs outside of our core competencies through outsourcing or out-tasking. We have already taken this approach through remote DBA services and service contracts on many of our systems and much of our equipment. Currently, we are performing a review of all facility operations to determine if opportunities exist for providing any of these services in a more economical and efficient manner through outsourcing. We will continue to review all overhead functions for such possibilities for cost savings. We will continue to focus on greater use of productivity tools. This has already begun with the implementation of self-service applications in Human Resources, recruitment management software, travel and travel expense control, and institution wide procurement. Additional applications have been identified which will further leverage the efficiency gains from our systems implementation of the last several years. Closer examination of all Laboratory operating programs to consider productivity alternatives provides another area of opportunity. These can deliver both direct cost reduction benefits and overhead containment. First will be the consolidation of synergistic activities such as core animal support operations, administrative support, IT support functions, and genotyping. Additionally, we will reassess the needs for service levels and types of services being provided institution wide.
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We will pursue standardization of purchased items and services such as computer hardware and software, uniforms and protective wear, direct materials, MRO materials, and travel. These as a group can provide substantial direct savings as well as further savings from not having to internally support the plethora of non-standardized platforms existing today. Additionally, we will be reviewing the applicability of SOPs in operating paradigms for further cost saving/containment opportunities.
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ACTION PLANS
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Research
Goal 1. Retain, Nurture and Develop Existing Staff Strategy Lab space allocation Action Space needs for each scientist were assessed in August and September 2004 through written surveys and personal interviews. Scientists who indicated additional space requirements were identified; this was cross-referenced with each investigator's current and anticipated future funding, number of employees, and other identified factors. We benchmarked our space allocation with other AIRI institutions, selected universities, and established biomedical standards to ensure our allocations are within accepted standards. A space deployment plan was developed incorporating current and projected space availability that assigned space to each investigator. This plan also factors in space needs for new recruits over the coming years. Deploy the Functional Genomics Building (FGB). Deploy the East Research Building (ERB). Renovate the Snell cafeteria area and third floor LCC for use as quality bioinformatics/computational space. To assess investigator requirements for mouse room space, we surveyed the staff over the summer, and then developed an extensive plan to meet each scientists needs in the Research Animal Space (RAF). The space plan for the RAF plan incorporates deployment of the FGB in January 2005 as well as the renovation of several of the existing animal rooms in the RAF. We have carefully calculated the number of boxes that will be available over the coming several years. Based on careful calculation of box capacity in the coming several years, we anticipate sufficient space to accommodate the needs of our scientists through the year 2011. The plan will take a total of 3-5 years to implement and will be completed in 2009. The plan incorporates anticipated mouse room space needs for new recruits. Owner DIR FY05 FY06 FY07 FY08 FY09 FY10
DIR
DIR
DIR COO COO COO COO
Animal room space allocation
COO
COO
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Research Continued.
Goal Strategy Competitive compensation and benefits Action The Lab will annually review salaries of Scientific Staff to ensure that they are competitive with other research institutions and universities. The Director of the Laboratory will make adjustments, as necessary, to ensure that we stay competitive. The Lab will work with the Trustees to set up a special fund that could be managed by a group of venture investors on the Board and Corporation. With support from the Human Resources Department, the Director of the Laboratory will administer these funds to benefit the Scientific Staff in some of the following ways: 1) Subsidize day-care services for Laboratory Staff at local providers in the community 2) Provide financial assistance to make housing affordable in close proximity to the Lab. 3) Offer supplemental tuition reimbursement for children of the Scientific Staff (the Lab is exploring a program for children of all employees). Develop a pilot funding program for the faculty to dedicate to special research projects. Increase access to mice and other resources from the repository and JRS. Surplus mice will continue to be available at no charge to our scientists, and proper incentives and infrastructure will be put in place to ensure JRS can promptly fill internal orders for mice and services. An easy to access web interface for mice and services will be set up so that our scientists understand how to get the resources they need to do their experiments. To ensure our own scientists are recognized as important customers and to ensure that JRS benefits by learning from their customer experience, an internal staff/JRS team will be established to increase staff use of JRS and improve customer service and order fulfillment. Identify areas of expertise specific to Senior Staff members approaching retirement age. Recruiting Committee to incorporate identified areas in recruitment efforts. Owner DIR FY05 FY06 FY07 FY08 FY09 FY10
DIR
Access to seed money Access to JRS products & services
DIR JRS GM JRS GM JRS GM DIR DIR
2. Sustain current expertise
Recruit geneticists with expertise in mouse genetics & QTL
Research Continued.
Goal 3. Achieve critical mass/add depth in key research areas Strategy Recruit additional Scientific Staff Action Planning groups were formed based on five broadly defined areas of scientific focus. Each group engaged in a detailed planning effort to identify what would be required to achieve critical mass in its research area. Results of identified requirements of each group were consolidated; financial and resource requirements were assessed. A timeline was developed for the recruitment effort. Recruiting Committee formed, including a representative from each of the five research areas. Recruit Director of Research to establish strong mentoring program for new recruits. Launch aggressive recruitment plan; recruit only the best and brightest. Recruit scientific services coordinator and Lab Animal Health staff pathologist. Establish task force to assess TJL's possible role; identify resource requirements. Owner DIR FY05 FY06 FY07 FY08 FY09 FY10
DIR DIR DIR DIR COO
4. Develop/ Sustain science facilities and services
Develop a strong mouse pathology program Develop capability to support infectious disease research Secure renewal of Cancer Center Support Grant Strengthen computational biology program
DIR DIR DIR DIR DIR DIR
Maintain participation in NCI caBIG initiative. Incorporate cancer as a focus area in recruitment. Develop and defend renewal of CCSG; identify team to ensure successful site visit review. Incorporate computational biology as a focus area in recruitment. Respond to NIH Roadmap initiatives as appropriate.
5. Achieve External Synergies
Enhance Visiting Investigator program Sustain/nurture existing collaborations
Secure space and resources to promote coordinated VI effort. Continue participation in Institute for Molecular Biophysics consortium with UM and MMCRI.
DIR
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Research Continued.
Goal Strategy Action Continue collaborations with other Maine institutions, including Mount Desert Island Biological Laboratory and undergraduate teaching institions via the BRIN program. Pursue translational research opportunities via collaboration with a comprehensive cancer center (e.g. Dana Farber Cancer Institute). Pursue joint graduate student program with Tufts University. Pursue potential collaborations in proteomics with UNC and Harvard Medical School. Owner DIR DIR VP ED DIR FY05 FY06 FY07 FY08 FY09 FY10
Develop potential collaborations
Develop potential collaborations
Training and Education: Courses and Conferences

Goal 1. Establish TJL as the preferred option for premier scientific courses and conferences. Strategic objective Town water piped to Highseas (and Lowseas), so that Courses and Conferences may be operated year round Move Courses and Conferences office to adequate space. Action Pursue HHMI and identify other sources in conjunction with the TJL Board, Development group and the VP for ETESC In conjunction with the Director for Scientific Services, identify space openings pursuant to the shifting of laboratory and office space usage. Maintain positive can-do group attitude by continued training and morale building within group. Hire technical and accounting staff that can be shared with other groups and solve staffing problems on a broader scale. Owner VP ED, Mgr Conf & Courses VP ED FY05 FY06 FY07 FY08 FY09 FY10
Interact with internal departments such as: Laboratory Animal Health, Scientific Services and Computing to purchase adequate help for hands-on courses; Institutional Program Development and Sponsored Programs office to obtain help in grant writing and proposal submission. Strategic Plan for new topics and course leaders/faculty with TJLs Scientific Staff, BSO and BGT advisors, and members of the Affiliates Program.
Mgr, Conf & Courses
Deploy a renovated Callendar House to serve as a center in aid of these programs Hire a live-in Highseas attendant to aid in administration/housing/feeding of Courses and Conferences participants (and in the summer student program).
Provide on-line protocols or DVD/CDs from each hands-on course, and potentially web streaming video.
Work with scientific staff, BSO members and Affiliates. Network with external scientists at various events - study section, external and internal scientific meetings. Continue to generate new contacts by email and phone to promote interest in the TJL program. Maintain personal relationships with key NIH personnel and forge new relationships as necessary to stay abreast of NIH scientific and funding trends. Pursue and identify sources of funding in conjunction with the TJL Board, Development group and the VP for ETESC Work with Facilty Services and other departments to identify possible work triage opportunity to justify the higher salary this position will likely require to attract desirable candidates. Work with HR to attract potential hires. Work with Graphic Services and IT to identify necessary technology and any expertise that is not on site already. Work with Development and Sponsored Programs to identify possible sources of funding.
VP ED, Mgr Conf & Courses
Mgr, Conf & Courses
Mgr, Conf & Courses
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Training and Education: Education Programs

Goal Strategic objective Assess new Lobby/Conference Center additions on three floors and reassess the need for auditorium/meeting space. Bring on line a cutting edge program for high school teachers exposed to research Action Work with Scientific Staff to determine requirements for training programs, courses and conferences that require expanded facilities. Continuous evaluation of program to meet the needs of student teachers; year 1 thru year 3 Recruit more student teachers; recruiting visits to UMaine fall 2004 Plan for funding for years following year five; approach by end of 2005 Obtain NSF and/or HHMI funding for bioethics short course Continue student evaluation of didactic component: ongoing Extend program to one off-island school by 2005 Recruit 27 labs to take SSP students by 2005 Recruit 13 labs to take academic year students by 2005 Four recruiting trips specifically to alert minority students of opportunity Increase stipend to $3000 Pursue HHMI and identify other sources in conjunction with the TJL Board, Development group and the VP for ETESC Make contact with new foundations Work with HHMI to ensure alignment with their priorities in funding educational initiatives Ramp up participation in state and federal educational groups Plan participation in NPS Acadia Park Schoodic Research and Education project Participate in NSF & HHMI funding review panels Begin speakers tour to science teachers national meetings Contribute articles to teaching journals Owner VP ED FY05 FY06 FY07 FY08 FY09 FY10
2. Introduce young people to scientific yyresearch in genetics and genomics
Ed Pgms Officer
Improve didactic component of the summer student program
Ed Pgms Officer
Extend bacteria Unit to more schools Enlist more Scientific Staff into student interactions Continue to improve minority and underrepresented participation Highseas renovations (attic, basement, parking, year-round water) Pursue new funding sources; cultivate relationship with existing funding sources
Ed Pgms Officer Ed Pgms Officer Ed Pgms Officer VP ED
VP ED, Ed Pgms Officer VP ED Ed Pgms Officer Ed Pgms Officer
Become a source for establishing a knowledge-based economy in Maine
Increase visibility of student and teacher research internship programs
Genetic Resources
Goal 1 Strategy 1 Action Continue the physical and managerial consolidation of the Repository into a single functional unit Complete building 32 renovations and relocate strains, including rederivation as needed Identify funding source to complete renovations of shell between buildings 26 and 32 Develop a financial plan for handling growth and revise annually. Work on a contingency plan for resource funding loss Continue to refine cost allocations between Repository and JRS Owner Repository Ops Mgr (ROM) ROM Anticipated Outcome Repository = one functional unit with direct line reporting organizational chart Building 32 renovations complete and as many strains as it will hold relocated from D1, Ax8 and MP25 Funding source identified and funds applied for. Financial plan in place and revised annually Contingency Plan in progress Cost allocations reviewed and decided upon FY05 FY06 FY07 FY08 FY09 FY 10
1 1 1
2 2 2
1 1
2 3
Identify new grants sources to support importation and cryopreservation of new mice Reduce Repository deficit: evaluate and redefine colony management systems and criteria for keeping mice on the shelf Explore cost sharing options for distributing strains from the freezer Replace pen-based data collection system Design and implement a new operational database system including a tracking system for all Repository strains Initiate the phenotyping portion of the IMR grant Support JRS strategic objectives (e.g. genetic stability program) Provide opportunities and encourage resource scientists to write grants
DirGenetic Resources (DGR) Financial Analyst DGR, Asst DGR Asst Dir Genetic Resources (ADGR) DGR, ADGR ROM
New grant sources identified and pursued Decrease in Repository deficit shows in financials Cost sharing plans identified New data collection system in place Operational database and tracking system in place
1 1 1
3 3 3
ROM ERP Team GR Database Mgr (GRDM) ROM, Model Acq. Mgr DGR, ADGR DGR, ADGR
Phenotyping of IMR strains begun
1 2
4 1
Repository and JRS personnel working well together Stable pool of high quality resource scientists
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Genetic Resources - Continued

Goal 2 3 Strategy 1 1 Action Continue resource career ladder implemented in 2004 for resource scientists Establish a common data dictionary and controlled vocabulary including JRS GR databases and MGI Continue to work with MGI to share informatics to scientific community Complete and implement JAX Strain Provide basic information on each strain in JAX Mice (now) and JAX Strain (when implemented) Increase number of publications/white papers, including review articles in external literature, internal publications in JAX Notes, JAX communications, web information, to become world leader in phenotype and genotype information for the mouse Determine maximum amount of space that should be allocated for research (lab and Animal) Establish process for coordinating new grants and competing renewals to plan for growth, align core areas, determine number of PIs, etc. Determine % of TJL institutional funding for resource research (e.g. start-up, interim support) Increase collaborations with other institutions Encourage and provide time for resource scientists to apply for R01 funding Better define roles of Genetic Resources and JRS activities and oversight, marketing scientific services, etc. Establish decision grid, appropriately linking authority and accountability, for Genetic resources to JRS Improve technical training oversight and nomenclature training Owner DGR, ADGR GRDM GRDM GRDM DGR, GRDM DGR Anticipated Outcome Stable pool of high quality resource scientists Common data dictionary established Successfully work out data sharing with MGI JAX Strain database implemented Each strain in JAX Mice has some basic information on datasheet Papers and contributions to TJL publications increased FY05 FY06 FY07 FY08 FY09 FY 10
3 3 3 3
1 1 1 2
ADGR
Space determined
Process in place DGR SMT DGR, ADGR DGR DGR DGR, ADGR DGR Decision grid established and agreed to by GR and JRS Continuing Criteria determined Increased Collaboration More R01s obtained Roles defined
4 4 4 5
2 3 3, 4 1
Genetic Resources Continued

Goal 5 5 Strategy 1 1 Action Improve technical training oversight and nomenclature training Quantify these contributions in terms of value to institution and determine institutional support Continue to provide genetic expertise and nomenclature review to other TJL departments Owner DGR Anticipated Outcome Continuing Level of Institutional agreed upon DGR, SMT ADGR Continuing FY05 FY06 FY07 FY08 FY09 FY 10
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JRS
Goal 1-Provide genetically defined mouse models Share knowledge of mouse genetics and disease models 1-Provide genetically defined mouse models Action Match capacity to market needs while balancing flexibility and biosecurity Evaluate/establish collaborations with CROs, reagent providers, etc. to broaden market reach for mice/services Continue to build brand equity of JAXMice Genetic quality and stability Continue to integrate knowledge and resources of the Lab under one umbrella to enhance value to scientists (with emphasis on academic loyalty) Build recognition of the reputation of LAH of JAX Mice Establish incentive and process for TJL scientific participation in product/market development Implement on-demand colony management as part of TJL operating process Owner JRS GM Anticipated Outcome FY05 FY06 FY07 FY08 FY09 FY10
Sr. Director Opportunity Development Sr. Dir Mkt & Cust Rel Sr. Dir Mkt & Cust Rel
Expanded market reach while limiting investment in field development. Differentiation against substrain J suppliers and price premium. Sustain loyalty of academic base.
Sr. Dir Mkt & Cust Rel SMT
2- Share knowledge of mouse genetics and disease models
GM
Develop/Implement colony management methods based on new technological approaches Implement ERP solution, replacing the existing data collection and inventory management system (pen computer)
DirectorTechno logy Development Sr. Manager, Production Planning and Inventory Control, Technology Development
Maintain reassurance amongst customers of JAX LAH quality. Achieve strategy of leveraging the science of the laboratory. The scientists have to participate for this to work. Increase acceptance of strategy by ext. community leading to increase sales in related services. Internal cost savings, particularly in repository strains. Ongoing process improvement. Accurate real-time inventory; capability to hard-allocate mice to specific orders; integrated labor data tracking.
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JRS Continued
Goal 2-Share knowledge of mouse genetics and disease models Action Implement ERP quoting and contract management software; reengineer business processes as necessary to optimize the efficiency of the new software Owner Sr. Manager, Production Planning and Inventory Control Sr. Dir Mkt & Cust Rel Anticipated Outcome ERP data warehouse developed for ease of access and reporting, allowing standardized or custom quotes and reports as required; achieve consistency in quoting, pricing and improve customer satisfaction. Facilitate transfer of knowledge from TJL staff to customer, more accurate project plans and quotes. Fill in gap of time commitment from Scientific Staff for supporting customers. Promise and position directed to meet drug discovery needs. Promise and position directed to meet needs in key research areas. FY05 FY06 FY07 FY08 FY09 FY10
Establish position for Bar Harbor Scientific Manager, JAX Services (title is place holder, this is the "Allison" of BH) Continue to build technical support capabilities as application specialists in specified areas. Continue to build bridge to drug discovery researchers Continue to align offering around disease platforms. Utilize new production data collection software and hardware for in vivo data, and ERP software to integrate this data into available and expanded customer options Develop business plan to expand in vivo services capacity in BH
GM
Sr. Dir Mkt & Cust Rel
Sr. Dir Mkt & Cust Rel Sr. Dir Mkt & Cust Rel In Vivo Resource Scientist
Sr. Director Opportunity Development GM, Opportunity Development Sr. Director, Opportunity Development
Execute in vivo services expansion plan
Launch Mouse-o-pause, new diabetes model, FcRn model
Expand opportunity. Timing depends on organizational changes, grant expirations, capacity, etc. Not sure about timing based on above. Also need to consider launch of second facility on JW unit growth. FY05 revenue target of $350K
JRS Continued
Goal 2-Share knowledge of mouse genetics and disease models Action Identify, assess, and transfer new emerging models, platforms, tools to support pharma development (e.g. tox panels, Shultz stem cell models etc.) Evaluate need to modify purchasing system to better fit corporate ordering needs Owner Sr. Director, Opportunity Development Anticipated Outcome Opportunity Development FY05 FY06 FY07 FY08 FY09 FY10
Implement pyramid/influence sales approach Redefine Affilates to deliver a new level of value to the members Evaluate/implement solution for maximizing Field efforts
Sr. Manager, Production Planning and Inventory Control Sr. Dir Mkt & Cust Rel Sr. Dir Mkt & Cust Rel Sr. Dir Mkt & Cust Rel
3-Provide surplus contribution required to support TJL research initiatives
Use ERP best-in-class data structure to develop best-practice business and operation processes
Sr. Manager, Production Planning and Inventory Control
Develop secondary suppliers for items that have been historically sole-sourced
Operations Manager
Bringing value of science of Lab to customers as solutions. Core relationships built with drug discovery researchers. Targeted account approach optimizing combination of internal and external sales. Enhanced use of channel access collaborations. Improvements in forecasting, capacity planning and management capability make colony management improvements possible; data warehouse of the ERP data will be the supply/demand tool and data for internal and external customer communication Costs for raw materials decrease; margins improve.
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JRS Continued
Goal 3- Provide surplus contribution required to support TJL research initiatives Action Research alternate raw materials Owner Operations Manager Operations Manager Anticipated Outcome Lower life cycle costs and reduced waste for raw materials. Reduced costs for shipping food, animal bedding and other key raw materials. FY05 FY06 FY07 FY08 FY09 FY10
Develop partnerships with vendors not commonly seen in the animal industry to produce raw materials cheaper than what is currently available from traditional animal industry suppliers. Bar Harbor line managers continue to drive safety performance improvements
Director, Bar Harbor Production and Operations
Line managers continue to evaluate cost of operations and lead process efficiency improvements using the ERP solution for labor and inventory data analysis. Complete evaluation of robotic arm to retrieve boxes
Improved safety performance, 0 OSHA recordables and reportables, improved technician morale, reduced operating costs. Continued reduction in operating costs, improvement in biosecurity, animal health and welfare. Decreased labor costs, improved safety performance, biosecurity, animal health and welfare. Improved public perception of animal health quality for JAX Mice and Services at Bar Harbor. Reduction in materials processing costs including handling and waste. Decreased labor costs, improved safety performance, biosecurity, animal health and welfare. Improved biosecurity, animal health
Sr. Director, JAX West
Implementation of a sterile corridor connection from the Bldg 51 Sterile Supply Area to the four barrier rooms in Bldg 12. Evaluate alternate means of product sterilization and packaging. Evaluate alternate means of product delivery to barrier spaces i.e.- wire guided vehicles, augers, conveyors, automatic watering. Investigate and implement upgrades to animal drinking water
Director, Bar Harbor Production and Operations Operations Manager Operations Manager
3- Provide surplus contribution required to support own research initiatives
Operations Manager
JRS Continued
Goal Action Programmatic approach to upgrade Bar Harbor barrier personnel entry with air showers Programmatic approach to purchase and install ventilated changing stations in Bar Harbor barriers. Develop and implement improved filter top for static racks 4-. Successfully implement JAX West operation Develop and implement best practices in JAX West isolators and barriers Owner Operations Manager Anticipated Outcome Improved biosecurity, animal health, reduced labor costs (due to decrease in personnel entry time) Improved biosecurity, animal health. Improved biosecurity and animal health through microisolator-quality caging. During FY05, achieve balance between flexibility, operating costs and biosecurity; in future years, continuous improvement in all areas. Increase surplus generated by JAX West site. Capacity expansion plan in place to match potential business opportunities. FY05 FY06 FY07 FY08 FY09 FY10
Operations Manager Operations Manager Sr. Director, JAX West
Develop system for determining optimal product mix for JAX West site. Identify potential future expansion sites to accommodate potential future rapid growth in In Vivo, Custom Breeding or JAX Mice business opportunities, to include a possible doubling of business. Develop and implement biocontainment plan for the JAX West site.
Sr. Director, JAX West Sr. Director, JAX West
Biocontainment plan documented, implementation team established and trained, SOP's in place.
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JRS Continued
Goal 4- Successfully implement JAX West operation Action Develop and implement ERP solution in conjunction with Bar Harbor. Owner Sr. Director, JAX West Anticipated Outcome Improvements in forecasting, capacity planning and management capability make colony management improvements possible; data warehouse of the ERP data will be the supply/demand tool and data for internal and external customer communication Improved performance management, safety performance, technician morale, reduced operating costs. JAX West IT and ERP efforts are integrated and coordinated with Bar Harbor. Services project throughput capacity increased in times of peak demand for technical skills without need for linear expansion of personnel resources. Resource plan documented, optimized utilization of personnel resources at JAX West. FY05 FY06 FY07 FY08 FY09 FY10
Transfer and implement line management training in performance management, efficiency improvement, process analysis, and safety investigation. Identify and implement business process and systems role at JAX West Develop and implement programs for cross training JAX West technicians in biomethods and research project execution.
Sr. Director, JAX West Sr. Director, JAX West
Develop a resource plan dividing site-wide animal care activities into skills-based tasks allowing for job sharing among technicians during peak periods of Services project demand. Collaborate with Business and Field Development to identify In Vivo and Breeding Services project opportunities that match JAX West competencies.
Increased demand for In Vivo and Breeding Services at JAX West
JRS Continued
Goal 4- Successfully implement JAX West operation Action Identify key competencies that require further development to increase Services opportunities. Develop and implement recruiting, training and retention strategy for JAX West technicians to match business expansion plans. Coordinate and unify services quoting and project management activities between Bar Harbor and JAX West. Identify and assess capacity requirements for expansion of In Vivo and Custom Services in JAX West, to match business plan. Owner In Vivo Resource Scientist Sr. Director, JAX West HR Generalist, JAX West Sr. Director, JAX West Anticipated Outcome Expanded Services offering at JAX West Personnel resource plan matches demand and business plan for JAX West Services. Increase customer satisfaction through consistency in Services quoting, pricing, presentation and content. JW Capacity assessed and developed for optimum flexibility, accounting for bestpractice risk management strategies for the site. FY05 FY06 FY07 FY08 FY09 FY10
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Scientific Services
Goal 1. Assure TJL faculty access to essential services Strategy - Facilitate TJL access to emerging technologies - Use external benchmarking - Focus effort on the evaluation, funding, import and implementation Implementation Complete external benchmarking exercise assessing scope of CORE services and infrastructure accessed by faculty peers Deliver results to TJL faculty, collect their input regarding current /future access needs to assure TJL delivers what they require. Special emphasis on proteomic needs is critical to resolve this lingering, currently unmet, slowly emerging need Develop plan for changes in Service delivery based on this interaction including scope of deliverables, costing and outsource options Establish R&D proposal process to assure critical R&D happens. Establish an understanding of cross campus service capabilities: deliverables, skills and infrastructure Define overlap and complementation Assess customer expectations for quality, turn-around and cost. Assess financial structure of TJL Services Review Services external funders expectations and restrictions Communicate integration opportunities in advance of FY06 budget process Review what Services market data exists on campus already. Identify Services, based on understanding gained from xcampus Service inventory, that could potentially serve an external user base. Use these Service deliverables as a communication pilot to targeted external friends of the lab query their interests in such services. Use these data sets to develop pilot project for external service delivery consider Histology, Flow Cytometry, Microinjection, Gene Mapping Participate in CCSG renewal & site-visit Review opportunities presented by NCI through new programs including Centers of Cancer Nanotechnology Excellence (CCNEs) and Multidisciplinary Research Teams Identify opportunities for support through NSF Pursue private partnerships affording technology access Owner DIR SciSvcs FY05 FY06 FY07 FY08 FY09 FY10
2. Operate TJLs Service infrastructure in a cost effective manner and fully realize the potential of the collective labor and technical resources committed currently to service delivery. 3. Maximize Labor, space and technology resources in the delivery of SciSvcs meeting the needs of the broadest appropriate user community. 4. Sustain and enhance necessary Services operations and subsidy rates
Define opportunities for cross campus Service integration.
DIR SciSvcs, SciSvc Mgrs
Understand what opportunity exists for service delivery to the external scientific community that adds value to TJLs mouse models in a manner consistent with our mission. In an atmosphere of flat Federal funding, it is necessary to exploit all appropriate funding opportunities providing operating and capital support for Services.
DIR SciSvcs, SciSvc Mgrs, Sr Dirs JRS
DIR SciSvcs, SMT
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Scientific Services Continued

Goal 5. Enhance standard light microscopy, 4-Pi & multi-photon confocal microscopy, histopathology & necropsy, physiology & clinical imaging offerings. Strategy Complete occupancy of the FGB and maximize use of newly constructed SciSvcs facilities to broaden service & support offerings. Deliver Necropsy Services within the Biological Imaging Service umbrella Support IMB 4-Pi operations Centrally manage biological imaging and necropsy services in support of TJLs sick mouse/ surveillance and research pathology efforts Deliver the full scope of physiology & imaging Services from FGB-4 Fully implement ISIS - the Integrated Services information System - for internal and external service users. Support expanded tool development & delivery in Statistics and Analysis Deliver well integrated Library Services Support effort integration across Computational, Analytical and Library Sciences Implementation Occupy FGB-1 fully including the migration of Necropsy Services Maximize use of 4-Pi microscope by operating multiphoton system within Bioimaging and deliver supporting preparative technologies Restructure biological imaging to include necropsy services renaming it Histopathology & Imaging Sciences. Add a necropsy supervisor and needed infrastructure (equipment & I.S.) to support a full-service Pathology operation. Occupy FGB-4 fully including relocation of Phys & IVI Services in operation, deployment of testing paradigms in storage, validation of new and relocated testing paradigms. Relocate Snell-3 shared equipment room, shared animal procedure room equipment and Cs irradiator. FY05 Owner DIR SciSvcs, Mgr BioImaging, Engineering DIR SciSvcs, Mgr BioImaging, DIR IMB DIR SciSvcs, Mgr BioImaging, DIR LAH DIR SciSvcs, Mgr Phys & IVI, Engineering DIR SciSvcs, Sr Mgr SciSvcs, Mgr Shared Equip, Engineering FY06 FY07 FY08 FY09 FY10
6. Fully exploit information technology for the efficient delivery, maintenance and mining of Services generated data and the accession and mining of externally generated data
CBR & IT collaborate to develop work plan including inventory of user needs, data types, and existing ISIS modules Develop estimate for module development, integration, data storage, service and customer web interface. Assess available commercial applications Develop time line and labor/materials estimate Conduct cost/benefit analysis and if positive then secure funding from internal, federal or other sources Administer Library Sciences through SciSvcs. Integrate MGI, DB development, data generation, statistics and library expertise to fully focus resources on scientific queries
DIR SciSvcs, Mgr CBR, DIR IT, SciSvc Mgrs

Goal 7. Deliver comprehensive Reproductive Technology Resources to TJL faculty and the research community at large. Strategy Maintain and enhance functionally integrated Reproductive Technology Resource and Cell Biology & Microinjection Strengthen RTR units administrative structure by elevating management skills and competencies in key areas Renew assessment of direct external market opportunities and indirect collaborative opportunities Support the development and delivery of infrastructure for retroviral vector, human stem cells and tissues and infectious agent research 9a. Restructure Scientific Services organization 9b. Assure effective communications 9c. Apply rigorous financial oversight 9d. Take advantage of growth and funding opportunities 9e. Establishing overall strategies. Implementation Identify complementary/overlapping functions w/in these groups and establish collaborative SOPs. (ICSI, frozen blasts & pronuclei, soup-to-nuts KO-or-Tg from bench-tofreezer). Merge like processes to eliminate waste (superovulation, embryo transfer). Evaluate colony operations and establish cooperative resource management. Introduce colony management information systems. Assure RTR access to administrative support Use any capacity gains to extend services externally and/or offer added RTR services. Aggressively infuse management training and/or direct hiring. Identify competent Managers for the major arms of RTR Conduct a market assessment (including evaluation of technology development and RTR application assessments) leading to the development of a 2007-2010 marketing plan. Contribute to institutional planning including program and space development Review/visit similar off-site facilities Contribute to federal funding applications Develop applicable support cores as need emerges Establish the following support areas with clear leadership of each area: Computational Sciences, Genome Sciences, Histopathology & Imaging Sciences ,Library Sciences, Phenotyping Sciences, Physiology & In Vivo Imaging Sciences, Reproductive Sciences, Infrastructure Services Restructure Services Administration to include: a) a Services administrative communications & support function, b) a dedicated financial support core for the Services, c) Associate Director of Services Expand Sci Services Admin& Management team to include all budget managers Technical professionals must be valued by the institution drawing personal value and satisfaction from their efforts on behalf of the institution. Key Personnel, including Service Managers, must participate in decision processes in order to successfully address these challenges. Stakeholders must also be included in the process: Director, COO, Dir. Research, JRS-Services representatives, Scientific Advisory Committee and SciSvcs Staff Advisors. FY05 Owner DIR SciSvcs, Mgr RTR FY06 FY07 FY08 FY09 FY10
8. Facilitate retroviral vector, human stem cells and tissues and infectious agent research by TJL faculty as needed. 9. Sustain effective administration of the Scientific Services organization
DIR SciSvcs, Mgr RTR, Sr Dirs JRS DIR SciSvcs, DIR LAH, COO, DIR DIR SciSvcs
DIR SciSvcs
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Goal 9. Sustain effective administration of the Scientific Services organization Strategy 9a. Restructure Scientific Services organization 9b. Assure effective communications 9c. Apply rigorous financial oversight 9d. Take advantage of growth and funding opportunities 9e. Establishing overall strategies. Implementation Establish the following support areas with clear leadership of each area: Computational Sciences, Genome Sciences, Histopathology & Imaging Sciences ,Library Sciences, Phenotyping Sciences, Physiology & In Vivo Imaging Sciences, Reproductive Sciences, Infrastructure Services Restructure Services Administration to include: a) a Services administrative communications & support function, b) a dedicated financial support core for the Services, c) Associate Director of Services Expand Sci Services Admin& Management team to include all budget managers Technical professionals must be valued by the institution drawing personal value and satisfaction from their efforts on behalf of the institution. Key Personnel, including Service Managers, must participate in decision processes in order to successfully address these challenges. Stakeholders must also be included in the process: Director, COO, Dir. Research, JRS-Services representatives, Scientific Advisory Committee and SciSvcs Staff Advisors. Owner DIR SciSvcs FY05 FY06 FY07 FY08 FY09 FY10
Laboratory Animal Health Sciences

Strategic Objective 1. Well defined health status program Action Define desired health status for RAF and JRS mice; devise and initiate plan to achieve desired health status; draft a policy to address any deviations from the desired health status Identify facilities alterations and policy/procedure changes needed to maintain mice at the desired health status(s); coordinate with any biosecurityrelated facilities changes Develop specific plan - with budget - for alterting facilities to maintain desired health status; draft policies/procedures needed to maintain mice at desired health status Implement plan to achieve desired health status(s), including facilities alterations and policies/procedures needed to maintain desired health status(s) Work with Customer Service and Marketing personnel to enhance the image of TJL mice via revision of the Health Report format and revision of animal health information on the public web site Implement new health report format and web revisions/additions Validate 2 commercial multiplex serologic assay systems Owner Dir LAHS FY05 FY06 FY07 FY08 FY09 FY10
Dir LAHS
Dir LAHS
Dir LAHS
Dir LAHS
2. Programs for health/environmental monitoring
Diag Svcs Diag Svcs
Initiate integration of multiplex serologic assays into routine health monitoring for JRS/RAF for expanded serosurveillance. Evaluate application of multiplex serologic assays as an adunct to health monitoring; implement if appropriate Review and revise as necessary the environmental monitoring program for JRS, JAX West, and RAF: evaluate efficacy of SporKlenz as an adjunct to Coverage Plus for sanitation of mouse rooms; institute new environmental monitoring program based on above test results; review new environmental monitoring program results and adjust as needed Validate the newly developed TJL molecular MAP test; if appropriate, submit an abstract for consideration at the next AALAS meeting (also objective #10) Adjust molecular MAP test methodology as needed for monitoring embryos, sperm and ova, filters from mouse rooms and other materials.
Diag Svcs Diag Svcs Diag Svcs
Diag Svcs Diag Svcs
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Laboratory Animal Health Sciences - Continued

Strategic Objective Action Develop a diagnostic approach and plan for monitoring immunocompetent mice for Pneumocystis carinii - Determine whether oral swabs can be used to diagnose Pneumocystis - If oral swabs are feasible for monitoring Pneumocystis, initiate on an experimental basis for routine monitoring - Evaluate results of experimental monitoring for Pneumocystis and implement Lab-wide if appropriate Revise the health monitoring program: review and, as appropriate, revise the use of sentinels in both JRS and RAF, develop a plan for efficient implementation of the new program, submit an abstract for consideration at the next AALAS meeting (also objective #10) Determine whether irradiated feed is a desirable and cost-effective alternative to autoclavable feed; if irradiated feed is determined to be a preferable alternative: - Develop a plan for switching to it from autoclavable feed - Determine a bio-secure and cost effective method to integrate irradiated grain into the RAF supply system. Develop a plan for the use of Spor Klens or other sterilant/high level disinfectant as part of the routine cleaning procedure for animal rooms Review policies and procedures within RTR Importation in particular and revise as necessary to assure that they are adequate to protect the health of established TJL colonies Identify reasons why mice are moved from one room to another in JRS and develop a plan to limit or eliminate such moves; implement the plan to the extent feasible this fiscal year based on budgetary and business constraints Continue implementation of plan to limit mouse moves in JRS Complete exclusion review for all TJL facilities, policies and procedures; develop specific plans with budgets for any changes identified as needed to provide optimal protection of TJL mice from microbiological contamination Implement changes identified during exclusion review (may continue past FY10) Develop and implement a procedure for moving mice within TJL that protects their health status without placing them at excessive risk of suffocation or hyperthermia (also #7) Owner Diag Svcs Diag Svcs Diag Svcs Diag Svcs Diag Svcs FY05 FY06 FY07 FY08 FY09 FY10
3. Protect TJL mice from contamination
Dir LAHS
Info Spec Info Spec Info Spec Diag Svcs
Dir LAHS
4. Improve facilities for biocontainment
Dir LAHS Dir LAHS, LAHS Info Spec Dir LAHS, LAHS Info Spec LAHS Info Spec

Strategic Objective 5. Contamination response Action Finalize the Bar Harbor containment plan Identify an existing facility and/or construct a new facility that can be used as emergency swing space in the event of a significant contamination; renovate and/or equip as required Develop an annual biosecurity drill schedule Complete at least 3 containment drills, including at least 1 drill that involves the Executive, Management, and Implementation teams Complete all containment-related SOPs; complete initial training for all Implementation team members Draft a containment plan for West Sacramento Owner Dir LAHS, Info Spec Dir LAHS, Info Spec Info Spec Info Spec Info Spec Dir LAHS, Sr. Dir Jax West Dir LAHS, Sr. Dir Jax West Sr. Dir Jax West Dir LAHS Dir LAHS Dir LAHS FY05 FY06 FY07 FY08 FY09 FY10
Write containment-related SOPs for West Sacramento; complete initial training for all Implementation team members; develop a containment drill schedule Implement containment drill schedule for West Sacramento 6. Disaster response plan for needs of mice Continue work on the TJL emergency plan; outline specific response procedures and backup plans for LAHS and RAF - Write SOPs specific to emergency plan; train personnel as needed in emergency SOPs; develop and implement emergency plan drill schedule - Determine what emergency supplies and/or swing space would be needed for an effective response in an emergency; assure that any necessary supplies/space are available at all times or can be made available as needed in an emergency Develop and implement an approach to daily animal welfare checks that assures that sick/injured animals and cages needing food/water will be identified before animals suffer severe pain, distress, or death Develop and implement a plan for assuring that animals shipped to outside customers will not leave TJL without adequate food and moisture Review current procedures for CO2 euthanasia, revise procedures as necessary, and implement any revised procedures Document the current state of quality control efforts within the RAF, highlighting areas where QC efforts are adequate and areas where QC efforts could be improved
7. Best practices for optimizing mouse welfare
Associate Vet Dir LAHS Associate Vet Mgr RAF
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Strategic Objective Action Quality assurance review and, as indicated, modify the goals, operational approaches, and staffing of the Quality Assurance unit to increase effectiveness and plan for future expansion of institutional coverage. Develop specific plans to: - Complete development of necessary SOPs in JRS, including JAX West; assure that new and existing SOPs in JRS are being followed - Coordinate the activities of the Quality Assurance unit with other units in LAHS, esp Training and Animal Welfare and Compliance - Provide quality assurance oversight for RTR, particularly Importation - Provide quality assurance oversight for RAF and LAHS - Institute a lab-wide web-based document management program Complete development and facilitation of relevant quality programs compliant with standard industry quality systems (I.e., Supplier Qualification, Corrective & Preventive Action, Records Management, Cost of Quality, Design Control, Change Management, Equipment Calibration, etc...) Incorporate root cause analysis along with Corrective and Preventive Actions into analysis and remediation of inspection findings; eliminate dependence upon temporary, band-aid solutions, establish standard system for resolving root causes of system failures. Implement quality assurance oversight for RTR, RAF, and LAHS Design and implement a program to assure compliance with policies and procedures related to animal health and welfare; this program will be in addition to the current biyearly ACUC inspection process (also #3) Design a visiting surgeon program whereby outside customers can be training in surgical procedures at their own institutions Owner Mgr QA FY05 FY06 FY07 FY08 FY09 FY10
Mgr QA Mgr QA, Animal Welfare Mgr QA Mgr QA Mgr QA
Mgr QA
8. Recognized expert in lab animal science community
Mgr QA Mgr QA, Animal Welfare Trainer
Implement visiting surgeon program Develop a plan for taking the Courses and Conferences Surgery Course on the road Implement the plan for offering Surgery Course off site; expand number of off site locations Present seminars and/or posters at 2 or more national or regional lab animal science meetings each year; focus on areas related to animal care, animal welfare, diagnostic procedures, and biosecurity Develop a biosecurity module for presentation during the Colony Management Course and possibly as a stand-alone seminar Work with the JAX Notes staff to develop a regular LAHS 'column' in JAX Notes related to animal health and welfare
Trainer Trainer Trainer Dir LAHS, LAHS Mgrs Dir LAHS, Info Spec Dir LAHS

Strategic Objective 9. Animal room assignment process Action Implement new space plan - Initial occupancy of the FGB and renovated Unit 3 animal rooms - Relocate Colonies to allow for RAF 8 (ARL, A floor) renovation - Occupy ARL, A floor after RAF 8 renovation - Final mouse colony moves to align facility with RAF strategic plan Expand the genetic monitoring program to new TJL colonies as appropriate. Owner Mgr RAF Mgr RAF Mgr RAF Mgr RAF Mgr RAF Mgr GQC, Supervisor GQC Lab Mgr GQC, Supervisor GQC Lab FY05 FY06 FY07 FY08 FY09 FY10
10.Genetic Quality Control Program
Evaluate new systems for genetic monitoring as they become available.
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Information Technology
Strategic Objective 1. Compute space Plan and upgrade for new Laboratory Compute facility Action Increase current space by adding ~400sq ft and redesign existing compute space Submit Renovation grant to include new compute room with 150% of current space Build new compute facility Put data architect and resources in place ID high return projects (educate/collaborate across all TJL functions) Initiate/Deliver 1-3 data focused projects (ie JaxStrain) Develop Data Warehouse/Access/ Archiving Strategies Implement 2-4 data warehouse applications Implement storage access processes/procedures Develop Internet2 connectivity Develop MRBC/Statewide awareness for Bandwidth needs Increase bandwidth to Internet/Internet2 to 20Mb Increase bandwidth to Internet/Internet2 to meet on-going needs Increase bandwidth to desktop from 10Mb to 100Mb Develop plans for 1Gb to the desktop Increase internal network backbone from 1Gb to 10Gb Develop strategies for redundant connectivity to/from TJL Implement redundant connectivity Participate in Informatics Planning process Develop coordinated process for combined Information Management planning Project kickoff Project Coordination/Educ. Business Reqmts Definition Confirm conversion date ERP Systems design/implementation (w/vendor) Pen replacement design Pen Pen Testing Pen Conversion Owner CIO CIO, Dir Sci Pgm Devt CIO, Eng CIO Data Mgr FY05 FY06 FY07 FY08 FY09 FY10
2. Data Driven Develop education and strategies for data integration
3. Network Invest/plan for increased bandwidth and connectivity to key organizations
CIO CIO, GovRl CIO, Mgr IT Core Svcs, Network Admin
4. IT Planning Process Develop annual and on-going IT planning process that includes the I.T., CBR and MGI organizations 5. Order Management Implement Quote to Cash functionality to meet our growing production and service demands 6. Data Collection Replace current PEN functionality with an up-to-date data collection architecture that can be used for the ERP & other areas needing data collection (ie MTS, Col Mgmt)
CIO
CIO, Sr Mgr Prod Plan, Mgr Appl Dev
CIO, Mgr Appl Dev
Pen implementation
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Information Technology Continued.

Strategic Objective 7. Security Develop and implement an Information Security office, policies and procedures to ensure that information assets of the lab are secure. 8. Web e-mail access Implement an institution email/calendar system that enables access from anywhere 9. Hardware planning - Develop plans for obtaining compute hardware (storage/compute) to meet the needs of the lab. 10. Disaster Recovery plan Develop plan, get functional inputs and test plan 11. Develop IT standards and policies Define institutional standards and policies for use across all functions of the lab. Action Establish Information Security Office Implement Short Term Security Improvements Initiate Security Awareness Campaign Establish Incident Response Program Conduct Baseline Security Audit Mitigate High Priority Risks Create pilot team to develop requirements Review integrated solutions/vendors Pilot Solutions Develop Project Plan and team Implement email/Calendar/Employee Directory Develop storage architecture Evaluate hardware and software vendors/offerings Develop implementation plan Phase in new storage architecture / phase out old Develop Disaster Recovery IT plan framework Identify business critical needs and service levels Develop/Test recovery processes Initiate Standards team (IT/CBR/MGI) Develop standards for developing software Owner CIO Info Security Office FY05 FY06 FY07 FY08 FY09 FY10
CIO Mgr Comm Tech Mgr CT, PM Analyst Mgr Core Svcs, Unix Sys Adm Mgr IT Core Svcs CIO, Mgr App Dev Softw Dev Life Cycle Comm Mgr App Dev Mgr App Dev
Develop plans for department and TJL IT standards Implement new standards
Human Resources
Goal Strategy Action 2. TOTAL REWARDS PROGRAM DESIGN AND IMPLEMENTATION SCHEDULE Developing a Analyze Current Inventory Compensation elements Total Rewards Programs Inventory Benefit elements Approach to Inventory Work Experience elements attract, retain and motivate Develop a Total Senior Management & Board Approval employees Rewards Philosophy Statement Develop the Total Compensation Elements: identify types of pay increases, Rewards Program how earned and allocated; determination of initial Components compensation and desired competitive position Benefits Elements: income protection (mandatory and nonmandatory, pay for time not worked) Affordable Benefits Cost Structure: Develop a cost containment strategy, Develop a cost sharing strategy, Review benefit mix Total Rewards Statement: Determine HRMS feasibility to generate; Generate and distribute Work Experience: Acknowledgement, recognition & fulfillment; Work/Life Balance; Caring and supportive culture; Professional/ personal development; Workplace environment Update JAX Retirement Program: Compliance with ERISA 404c, Report Consolidation, Employee Communication, Immediate participation vs. 2 year wait - One-on-one Retirement Planning Implement Program: Implementation Team, Communication Plan, Test Communication Administration, Administration: Create/update program documents, Evaluation & Revision Write/update policies, Tools for administration of Program Evaluation and Revision Owner Dir HR FY05 FY06 FY07 FY08 FY09 FY10
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Human Resources Continued.

Goal Strategy Action 3. HEALTH AND WELLNESS PROGRAMS' IMPLEMENTATION SCHEDULE Develop and Implement Senior Leadership Support (in place) Health & Wellness Assemble Wellness Team Program - Lab-wide representation - Develop mission, vision, goals and process Partner w/ext. vendor for HRAs, data managmeent, interpretation, intervention support, Analyze one-year claim utilization for baseline Communicate Wellness Program - Generate participation interest by providing incentives - Set up administration through Oracle Third Party Implementation of Wellness Protocol: Risk Data Collection, Reporting, Risk stratification of participants, Implement Risk Specific Intervention, Evaluate & compile results, Compare risk stratified population to actual results, Compare participants to non-participants utilization, Report on financial and risk audit Internal championing of Wellness Program: Lunch & learns, Newsletters, Healthier food selections, planned events, EHC medical monitoring Outsource Employee Implementation of 24/7 support for employees on Assistance Program work/life issues (completed June 2004 through LTD carrier) Outsource the Labs formal EAP Program: Maine EAP through UMaine, Non-Maine employees through Ceridian, Orientation for employees to the programs - Supervisor Training Owner Dir HR FY05 FY06 FY07 FY08 FY09 FY10

Goal Strategy Action 4. PERFORMANCE MANAGEMENT PROGRAMS' IMPLEMENTATION SCHEDULE Performance-Based Update the performance appraisal tool: Develop a common Programs set of behavioral and performance expectations, Key achievements linked to prior year's goal setting, Areas of strengths and development opportunities, Career goals and supportive opportunities for coming year, Objectives and goals for next year integrated with training needs and tied to strategic planning Introduce the process for calibrating employee performance scores: Supervisor review of direct reports with colleagues, Capture feedback to validate performance scores, Follow-up with direct reports as needed, Clarify competencies & performance, Is individual promotable? Compensation alignment: Clearly stated and understood compensation philosophy, Understanding of jobs and internal/external market - Utilization of HRMS Compensation Workbench Employee skills, certifications, training, education, and competency inventory - Determine and implement interim software solution for consolidating training records, tracking ongoing training, and capturing training requirements on a per position basis - Evaluation of HRMS for future skills and competency tracking - Determine and implement long-term software solution for consolidating training records, tracking ongoing training, and capturing training requirements on a per position basis Succession Planning & Management (SP&M) - Leadership commitment - Setting up SP&M dependent on SP&M scope - Refine the program before rolling out - Assess present work requirements and individual job performance, Determine future work requirements and individual potential, Closing workforce training and developmental gaps, Assess alternatives to internal development Owner Dir HR FY05 FY06 FY07 FY08 FY09 FY10
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Goal Strategy Action 5. WORKFORCE DEVELOPMENT PROGRAMS' IMPLEMENTATION SCHEDULE Leadership, Managerial, & Research external training providers and obtain quotations, Supervisory Training Decide upon which external training programs to purchase and which TJL staff can serve as training facilitators, Apply for funding from TJL Budget Committee for any recommended purchased training programs, Work with a cross-section of managers as an advisory group to develop a blended learning solution, Promote training and set up support administrative processes, Assess training for perceived effectiveness; make any appropriate adaptations Communications Training Conduct survey to assess perceived needs (two groups: all employees and supervisors, Identify and apply for state/federal funding to provide training on site, Develop curriculum for 1-3 in-depth courses and for several twohour workshop modules in key areas, Promote training and set up support administrative processes, Provide training, Assess training for perceived effectiveness and translation into the workplace; make any appropriate adaptations to enhance the program for the next group of trainees Research, purchase and implement electronic chemical inventory and hazardous materials management system. Closer collaboration with existing and new research staff to identify areas of new discovery, and coordinated safety and support program changes. SPCC plan review in FY05, Facility Emergency Response Plan review in FY05-06. Hazardous Materials plan review in FY07, Air Emission review in FY08 Participation in MEDEP Step-Up program. Participate in Bio-Diesel experiment for production fork-lifts. Expand cooperative activities with ANP and UMaine. Maintain and expand conditioning center, encourage participation by staff at risk for ergonomic injuries. Integrate research results with future planning. Set up prototype robotic cage changer on campus. Continue and expand collaborative industrial hygiene and laboratory animal allergy research initiatives. Develop integrated allergen exposure model. Mgr Safety Owner Mgr Training Pgms FY05 FY06 FY07 FY08 FY09 FY10
6. WORKFORCE SAFETY PROGRAMS 1. Occupational and Research Safety
2. Ergonomics and Physical Therapy Services
3. Industrial Hygiene and Allergy Research Program
Facilities, Engineering and Environment

Strategy Action 1. Provide Facilities to Support Research Complete Research Expansion Fully deploy the Functional Genomic Building (FGB) (Phase I Research Project on schedule and on Expansion), 2 large wet labs/support (2,380 nsf), 5,156 animal boxes (11,560 budget. nsf), scientific support (7,650 nsf), offices/conference (1,730 nsf) on schedule. Closeout the construction phase on budget or better. Finish the construction phase of the East Research Building (ERB) (Phase II Research Expansion) 8 large wet labs/support space (9,840 nsf), offices/ conference/ community space (4,930 nsf), commons (8,900 nsf), on schedule (Dec 2005) and on budget or better. Complete initial deployment phase by Feb 2006. Continue rigorous management of construction phase, building systems commissioning and quality parameters via integrated team work involving TJL Engineering, Construction Management (Tishman Construction) and Architects (Einhorn, Yaffee, Prescott). Continue detailed planning and coordination with Research Staff, Scientific Services and Research Animal Facilities (RAF) occupants/clients during moves and adjustment phase, i.e., animal and people moves logistics, functional fitout equipment planning/installation, environmental controls adjustments, and Principal Investigators (PI) specific program needs. Coordinate all of the above work within the context of TJL Recruitment Strategy, the Research Space Plan and the Research Animal Facility Plan. Connect and renovate two existing animal buildings (26, 32) at JRS to provide the ability to operate under sterile supply standards and the unique operating parameters of Repository Program. This work includes shelling out the infill space between the two structures at minimal cost. Design the shell space fitout per Repository Program specification leaving a full range of options as the program needs dictate. Coordinate with the second phase planning to maximize emerging Repository program needs, particularly as to how they may impact the Phase I work. This project represents the first major scale direct sterile-in supply production facility at TJL. Work hand-in-hand with Repository management and JRS operations to maximize process and design efficiencies on future sterile supply initiatives that are in the planning stage. Coordinate closely with external funding sources for the Repository project to strictly meet their review and funding requirements to sustain good relationships for future opportunities, i.e., NIH-NCRR, Ellison Foundation, Fannie Rippel Foundation. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
Complete Phase I of Repository Consolidation/Sterile Supply project on time and on budget.
DIR Facilities Planning
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Facilities, Engineering and Environment Continued.

Strategy Expand Computational Biology/BioInformatics Space to meet Research Strategic plan goals. Action/ Desired Outcome Establish a planning/working group to define primary building program needs in support of the Research Strategic Plan. This requires involvement of the CompBio/BI scientists as was the model in determining the building program for the current Wet Lab Research Expansion. Coordinate with and support the TJL Development/Government Relations and Institutional Grants groups in exploring funding opportunities for these important initiatives. The initial expansion focus will be on redeploying the Snell cafeteria space and other portions of the Snell second floor to accommodate CompBio recruitment and address current program needs. This space will be available for renovation upon deployment of the ERB/Commons buildings (Feb 2006). The location provides for reasonable cost and most importantly, a direct physical connection of the CompBio groups with their colleagues and the wet-lab based researchers. 4. Support longer range CompBio/BI strategy by developing plans for an additional floor on the LLC. 5. Coordinate closely with TJL Information Technology (IT) team to acknowledge and incorporate core IT infrastructure elements into the planning for all of the above expansion (i.e., storage, networks, servers). The immediate priority is a TJL machine room that consolidates current operations, meets 5 year IT growth projections and is extensible for longer term opportunities/objectives. Work closely with the Development, Government Relations and Institutional Grants groups to establish a budget scope and funding plan. Finalize the program with the CompBio/BI Building Committee, complete architectural and engineering phases and initiate the construction phase. Coordinate carefully with the LCC Lobby/Auditorium/Library users and the proposed phased upgrades on the first floor. There is a good opportunity to integrate efforts, perhaps saving cost and minimizing disruption. Coordinate closely with primary IT infrastructure projects, i.e., new machine room and related storage, networks and servers capacity upgrades that are necessary to support the program growth. Redeploy and renovate low-grade lab space in RL4 to Scientific Services laboratory use. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
Computational Biology/BioInformatics Third Floor Addition at LCC design completed and project funded.
Provide additional Scientific Services lab space to support increased Scientific Staff size that responds to the strategic direction of combined TJL services components.

Action/ Desired Outcome Initiate planning and development to schematic design level to address unified space and efficiency requirements for Scientific Services, JRS Services and other Resource services activities. One option would be to construct a facility connected to the GRB, which is of a similar character, utility and functionality. It would also contribute to bridging the physical gap between JRS and Research Resources operation. Other options should be considered, including potential renovation and redeployment of isolated JRS buildings if their capacity is replaced in other initiatives. Continue the ongoing program plan to renovate/upgrade the shared equipment facilities throughout the Research complex that are managed by Scientific Services. Accommodate expected Renovate adjacent space to Biophysics that will be vacated by relocation of Biophysics Program growth and the Cesium Irradiator and Con-focal microscope suite. These locations are a plan out the Programs long term part of the phase one Biophysics space commitment. space requirements. Program and design additional adjacent space made available by likely TJL machine room relocation. Initiate longer term space planning, programming and development based upon Biophysics strategy and TJL Research Strategic Plan. Support Research Recruitment New recruits and existing PI programs that are relocated have attendant Effort and Research Space Plan minor renovation and equipment requirements for which TJL has historically with PI program specific space budgeted. The execution of the Research Space Plan requires preplanning and equipment fitouts. and prioritized responsiveness to the PI needs. Initiate TJL office space projects RL4-2 conversion of low quality lab space to office use for direct scientific as indicated by need. support or Computational Biology functions completes the phased renovations to all of R4-2. JRS entry lobby redesigned and redeployed to meet broad TJL office needs. Complete environmental improvements in Bldg. 51. Complete the CompBio/LCC Complete the CompBio/LCC Expansion on time and on budget. Expansion on time and on Coordinate closely with possible Community Building project that could budget. complement this initiative. Continue planned RAF, Scientific Scientific Services Support/Shared Spaces planned upgrades. Services and Research Space Plan upgrades. Recruitment and PI Relocation projects Research Space Plan driven Strategy Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
DIR Facilities Planning DIR Facilities Planning
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Strategy Complete the Phase I Biophysics expansion and develop long-range options consistent with Research Strategy and Master Plan. Action/ Desired Outcome Complete the Computing machine room back fill renovation in the Snell basement. Complete long-term space planning for Biophysics programming to the level of schematic design. Assisting in funding strategy and grant/Development support. TJL-wide Services Strategy drive space/facilities options and these are completed through programming to the schematic design stage. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
TJL-wide Services Strategy drive space/facilities options, and these are completed through programming to the schematic design stage. RAF Major Expansion Planning Major Research Expansion at ERB-Pod-2 Site Developed under Completed in Coordination with ERB Auspices of the Research Strategic Plan. Coordinate with RAF Pod 2 Expansion and Biophysics Expansion. 2. Provide Animal Space to Support Research Complete Research Animal Facility Coordinate with Functional Genomics Building (FGB) animal space Upgrade Phase 8 Project on time and on availability and the RAF space plan/rederivation strategy to complete budget. Five large animal rooms (4,940 this job with a minimal impact on the Scientific Staffs projected boxes). animal space needs and with minimal construction disruption to adjacent animal colonies in the Animal Research Laboratory (ARL) building. Integrate and construct an additional personnel entry and exit lock in the RAF as part of the project to provide increased animal health operations for the entire RAF complex. Provide additional fixed PIV caging systems and changing stations that meet NCRR grant requirements, maximize capacity efficiencies, lower animal care operating costs and minimize mouse allergen exposure to employees. This renovation is the next to last project to complete a 12year (10 Phase) total RAF upgrade that was funded in good measure by the NIH-NCRR grants. Continue RAF caging/equipment Increase RAF Clean Supply autoclave capacity to meet barrier upgrade plan and initiate Phase 10 RAF operations standards (Phase 10). projects. Complete clean/dirty corridor improvements at RAF B1a and B1b sites (Phase 10). Planned equipment upgrades execute LAH recommended caging formats and changing stations strategy for RAF operations. Initiate RAF Major Expansion Planning Initiate RAF Major Expansion Planning. Consider LAH Building 3 replacement and coordinate this work intimately with the concurrent ERB-Pod 2 Research Expansion Planning.

Strategy Action/ Desired Outcome 3. Provide Facilities to Support Training and Education Initiate renovation work at the High Implement prioritized maintenance and renovation projects to sustain Seas facility to improve its physical current program uses and ensure the long-term integrity of the High condition and add utility to TJLs Seas building. Training and Education Program (T&E). Improve the current Conference Center Auditorium and Lobby to support T&E Program activities. Implement renovation projects that extend the T&E programmatic use of the High Seas facility to year-round and /or enhance the current High Seas T&E programs. This work is to be planned in concert with T&E Management and the T&E Committee of the BGT. Initiate a phased renovation approach to gain a modest capacity increase, major aesthetic improvement and increase functionality for the Lobby/Auditorium area in the Library Conference Center (LCC) building. Coordination with potential LCC third floor construction and long-term master plan based opportunities. Incorporate T&E strategic planning goals in future potential building opportunities, e.g., TJL Community Space Building, Callendar House. Continue support of the T&E Facilities Complete next phase of the LCC based renovations/upgrades planned Initiatives. and proposed. Complete next phase of the 3-yr. High Seas renovation/upgrade plan. Continue T&E Facilities Support projects. T&E Support continues Callendar House future use options developed and ready for seeking funding opportunities. JRS Facility projects complete - on time and on budget. Major SterileIn Expansion plan complete in conjunction with efficiency/productivity initiatives. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
DIR Facilities Planning DIR Facilities Planning DIR Facilities Planning DIR Facilities Planning
4. Implement JRS Strategy Implement JRS strategy to move to Construct clean corridor from the Clean Process Facility to the predominantly sterile supply operations. production rooms in Bldg. 12. Retro fit rooms & caging to accommodate sterile supply op. changes while maximizing capacity. Reconfigure Bldg 51 to operate as a primary barrier facility, taking advantage of the already existing connection to Clean Process to implement sterile supply operations and re-gain the capacity lost in the unsuccessful isolator based operations in that facility.
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Strategy Action/ Desired Outcome Consider construction of the Bldg 51 equivalent on the other side of the clean corridor site when addressing long term JRS growth needs, operating efficiency optimization and gaining additional sterile supply capacity. Although the JRS capacity needs may not be imminent, the operating cost advantages; animal health advantages and subsequent market advantage may compel this to happen sooner. The isolated buildings at JRS, which are not cost effectively amenable to sterile supply have good potential to be redeployed for other TJL initiatives, e.g., JRS/Scientific Services labs, Cryopreservation/Biocontainment. This could off-set other capital costs. Complete Bldg. 12 renovation to support sterile supply operations. Initiate planned renovation program for all JRS rooms 20-year cycle in conjunction with JRS ventilated changing stations strategy. Complete the shipping space upgrade. Complete initial services expansion at West Sacramento plant, e.g., maternity room. Owner FY05 FY06 FY07 FY08 FY09 FY 10
Complete our JRS Facilities Projects on time and on budget.
Complete or initiate JRS JAX West growth projects as indicated by the Business Plan - on time and on budget.
Complete West Sacramento third barrier room as required. Initiate long-term facility planning for West Region in conjunction with the JRS business plan. JRS based Facilities Project completed or JRS based Facilities Project completed or planning initiated. Planned planning initiated. renovations and changing stations projects continue. West Region Facilities planning and development initiated for future growth. JRS Business plan dependent. JRS Food Service/Cafeteria renovation needs addressed. This work requires close coordination with Community Building project as an alternative solution. Current JRS cafeteria could be redeployed as office space. Context for all TJL food service related project will be provided from TJL Food Service Strategic Plan currently under development. JRS Office space needs addressed.

Strategy Action/ Desired Outcome 5. Support Biocontainment related Initiatives Participate fully in determining solutions Develop facilities recommendations in concert with Laboratory to the Biocontainment related initiatives Animal Health and the Scientific Staff to address. under consideration. Biocontainment/Emergency Response space for any disease outbreak on campus or at JAX West. Infectious Disease Laboratory work space to support the Research Strategic Plan. 6. Maximize Operating Efficiency Maximize the operating efficiency of the Implement recommendations of our organization efficiency initiative Engineering/Facilities/Environmental including full exploration of outsourcing/out-tasking opportunities group. Incorporate like efficiency and and organizational design changes. productive objectives into the physical plant projects we design and develop for our TJL clients. Participate fully in developing process engineering analysis and facility design initiatives and master planning intended to allow TJL to become the lowest cost mouse husbandry and production operation for both mice we use in our own research and/or that we distribute. We seek to keep mouse box changes as low as possible for our researchers and be highly price competitive with other suppliers. Accelerate the current Energy Conservation Program and consider cogeneration strategies in the longer term. Continue working with TJL-wide project management initiative to improve project coordination and accountability. Efficiency Initiatives continue. TJL wide process engineering based projects. Participate fully in developing process engineering analysis and facility design initiatives and master planning intended to allow TJL to become the lowest cost mouse husbandry and production operation for both mice we use in our own research and/or that we distribute. We seek to keep mouse box changes as low as possible for our researchers and be highly price competitive with other suppliers. Accelerate the current Energy Conservation Program and consider cogeneration strategies in the longer term. Continue working with TJL-wide project management initiative to improve project coordination and accountability. Efficiency Initiatives continue. TJL wide process engineering based projects. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
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Strategy Action/ Desired Outcome 7. Maintain 100% Compliance with Environmental Regulations Maintain 100% compliance with all Implement standard feedback look programs for all environmental environmental regulatory requirements. compliance programs, (Audit, Review, Recommend, Implement, Engage in pro-active environmental Audit). stewardship initiatives that support a Expand environmental stewardship initiatives, through collaborative healthy Island ecosystem, for the benefit efforts with local State, Federal and community partnerships. of our employees, our neighbors and our Participate in the Maine Dept. of Environmental Protection Step-Up community. program. The State of Maine extended an invitation for TJL to participate in Step-Up program, a beyond compliance, environmental leadership program early in 2004. We propose going beyond simple compliance with environmental regulations and develop economically sound, but environmentally friendly initiatives at TJL in the future. Expand municipal and Acadia National Park collaborative efforts. Partner with the Town of Bar Harbor and Acadia National Park in environmental stewardship initiatives, including transportation, waste management, biological/ecosystem protection, etc. Review existing TJL Emergency Response Plan. Complete a comprehensive emergency plan that addresses all phases of emergency planning and response, integrated with existing plans (Haz Mat. SPCC, Biosecurity, Risk Management, etc.). Update the TJL Master Plan to reflect Incorporate input from across the TJL organization along with the the new Strategic Plan and a unified Engineering, Facilities, Environmental groups strategy into a Lab. comprehensive master plan update with a 20-year horizon. Take advantage of our working relationship with the Maine DEP Land Use Bureau to further enhance our current long term permitting strategy, which provides the capability to initiate projects on a more timely schedule by pre-approval of concept level building and other site coverage impact projects. Use the Master Plan as an opportunity to plan the implementation of the operational and process efficiency/productivity initiatives outlined earlier. Use the Master Plan as a platform to further strengthen the unified TJL organization goals through tangible, physical manifestations of this important cultural and efficiency imperative. Incorporate the TJL physical plant and IT infrastructure requirements in our master plan to potentiate the TJL campus of the future as specific projects emerge. Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10

Strategy Action/ Desired Outcome Initiate proposed TJL Signage program to include clear entrance and institution identity, ADA compliance, and directional/safety signage in coordination with attendant landscape and parking projects. Complete signage/landscaping program. Continue planned HVAC upgrade/replacement program. Initiate the generator capacity and Research lab emergency power switchyard projects. Bldg. 12 floor 2 re-deployment. Incinerator Replacement Garage Replacement Security and Access Control Projects Owner DIR Facilities Planning FY05 FY06 FY07 FY08 FY09 FY 10
Continued implementation of Facilities Infrastructure Projects.
Continue Plant Infrastructure Initiatives
Infrastructure Projects Completed Maintenance Shop replacement.
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External Relations
Goal Development: Individual Giving Action Plan Reorganize campaign personnel, reporting directly to VP, for greater focus on growing individual giving Focus regional efforts on new areas of donor density, e.g., Ohio, Michigan and Illinois Focus on top level 6 and 7 figure gifts Increase resources available to Dev't officers in order to maximize cultivation efforts Identify and develop relationships with new foundations with track record of funding basic research Maximize award rate from 6 to 7 figure foundations by 10% per year by developing relationships with 10-12 new foundations annually Sustain success rate of 55% or better for proposals being funded by delivering all specific aims on time and on budget and by continuing proactive cultivation strategy Plan for slow growth in annual fund over next 5 years by focusing on donor retention efforts and donor acquisition Increasingly personalize connections to long term annual fund donors by visits and calls Bolster conversion rate of event attendees and mailing recipients to donor status through personal contact (calls, notes) Identify new sources of endowment funding, e.g., individuals and foundations, for whom long term sustainability of TJL is a top priority. Develop marketing plan to enhance endowment naming opportunities for planned giving prospects Seek external funding opportunities for renovation of Highseas and Callendar House for The Laboratorys Training and Education programs Broaden range of desirable gift possibilities in order to maximize opportunities beneficial to TJL Identify and develop relationships with new foundations and individuals with track record of funding basic research Establish a fixed cycle of interaction with local, state and federal government elected officials; maintain a fixed point of contact at the Laboratory for elected officials and their staffs. Provide clear and continuing documentation at state and federal levels regarding Laboratory contributions to scientific advancement and their potential for human health; maintain database of Laboratory contributions to local and state economy and share with local, state and federal elected officials. Add Board Annual Fund, major gifts and Capital Campaign giving to Trustee Relations Managers responsibilities; form Regional Planning Group to coordinate Board giving appeals between Trustee Relations and Development. Owner VP Ext Relations FY05 FY06 FY07 FY08 FY09 FY10
Development: Foundations
Dir Devt VP Ext Relations VP Ext Relations Dir Devt Dir Devt Dir Devt VP Ext Relations VP Ext Relations VP Ext Relations VP Ext Relations VP Ext Relations Dir Govt Relations
Development: Annual Fund
Development: Endowment
Development: Major Gifts
Government Relations: Improve government relationships. Government Relations: Increase public sector funding support. Trustee Relations: Achieve 100% Board and Corporation giving.
Dir Govt Relations
Mgr Trustee Relations
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External Relations Continued.

Goal Trustee Relations: Improve Board development. Trustee Relations: Increase regional committee activities and participation. Public Information: Support June 05 bond issue Public Information: Support Laboratorys Capital Campaign and future fundraising goals. Public Information: Improve science media coverage of the Laboratory. Marketing Communications: Provide framework for marketing the Laboratory and all of its components. Action Plan Clarify board roles and responsibilities; create a board structure including committees and member selection procedures; implement a clear strategy for improved Board communication; continue implementation of the work plan of the Governance and Board Development Task Force; coordinate plans through periodic task force meetings. Assign new regions to Development staff members; develop work plan through Regional Planning Group. Owner Mgr Trustee Relations Mgr Trustee Relations Mgr Public Info Mgr Public Info FY05 FY06 FY07 FY08 FY09 FY10
Plan and execute statewide publicity campaign in support of the bond issue for biomedical research. Expand public relations presence and coverage in key U.S. regions, increasing donor recognition.
Create more opportunities for science and medical writers to visit and learn about the Laboratory.
Mgr Public Info VP Ext Relations
Develop a plan to create the framework, and coordinate specific area needs for various audiences in order to present information about the Laboratory in a professional, consistent manner, thus improving branding and recognition; utilize Laboratory-wide themes and synergies that can cut costs while increasing impact.

FY2006-FY2010 SP Financials

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FY2006-FY2010 SP Financials

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STRATEGIC PLAN

Fiscal Year 2006-2010

3 11 31 41 51 71 85 97 107 121 131 143 151

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DIRECTORS OVERVIEW Executive Summary

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RESEARCH Executive Summary

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Figure 2. TJL Research Space FY05-FY10

Figure 3. Projected Research Animal Facility Supply and Demand

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$ 2,140,204 $ 314,000 $ 1,200

$ 250,000 $ 1,500,000 $ 1,500,000 $ 76,664,965

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TRAINING AND EDUCATION

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TRAINING AND EDUCATION PROGRAMS Executive Summary

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Short Courses Workshops Meetings Total Events # Total Participants

Training pro forma

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$ 2,200,000 $ $ 440,000 3,665,000

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GENETIC RESOURCES/REPOSITORY Executive Summary

Repository of mouse strains; Genetic information and education resource;

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Figure 5. Jackson Laboratory Repository Flow

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2. Maintain a diverse group of Resource scientists:

3. Continue to strengthen Informatics:

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Genetic Resources Pro forma

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1st floor repository shell programmatic fitout

Additional sterilizer capacity/redundancy

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JAX MICE AND SERVICES