Australasian Biotechnology (backfiles) AusBiotech ISSN: 1036-7128 Vol. 10, Num. 6, 2000, pp. 27-34

 Australasian Biotechnology, Vol. 10 No. 6, 2000, pp. 27-34

ABA RESTRUCTURING

Commentary by Martin Playne, Senior Editor

Code Number: au00068

This section of the magazine will cover developments in the re-structuring process as it unfolds in the ensuing months. Most readers will be aware that efforts have been made by the Association to re-structure the organization to enable it to be more useful and relevant to the emerging biotech industry and the associated service industries, such as financial institutes and the legal profession. Directors of the Association will place documents as they are developed in this section. They will also be mounted on the ABA web site (www.aba.asn.au) and on the BioMedOz web site (www.BiomedOz.com.au) which may be more convenient for subscribers to that site. In this magazine, we will be offering all readers an opportunity to comment on the proposals. This can be done by letters (up to 300 words) or as an issues paper (up to 800 words).

As many of you know, as a founder of the Association, I have been very proud of the performance of the ABA over the last 16 years. In many ways it has been a unique organisation - a hybrid of an industry association and a scientific society - I think it has worked very well. However, a lack of resources and a lack of a professional executive, and the limitations of voluntary input by Directors and other officebearers have meant that it has not performed some services essential to the smaller emerging companies, in particular. The present Directors are determined to take the ABA during 2001 into a new level of activity and service. For this to succeed, the Directors will require the full support and ideas of all members. I definitely believe these changes should happen, but, at the same time, we must proceed in such a way that members are fully involved in the process at all times. We must not lose the many good things that we have, and we must remain financially prudent, and budget these changes with great care. I hope you will find this new section a challenging and interesting one to read in each issue.

In this issue, two items are presented: the proposal developed in the last 5 months by a Steering Committee of the ABA - this is a culmination of earlier documents prepared in July 2000 and subsequently. The second item is the executive summary, and considerations (or recommendations) of the Buchan report. This 100 page report was commissioned by Biotechnology Australia (a section of the Department of Industry, Science & Resources, Canberra). It can be read in full on their web site (www.biotechnology.gov.au). Interestingly, it is written as though Australia has no industry association at present! For those of us who have been close to the ABA and the biotechnology industry for many years, we know that this is not the case. Having said that, the Buchan document is quite detailed, and provides a useful background to discussions on re-structuring the ABA, and is well worth reading in full.

Report of the Steering Group Commissioned by the ABA Directors to Research and, Through Appropriate Consultation, Prepare a Proposal for the Strengthening the Role of the ABA as an Industry Organisation

To encourage and facilitate the commercialisation of Australian biotechnology in the domestic and international marketplace.

The Australian biotechnology industry is diverse and growing rapidly. There are many well-established companies, together with a suite of emerging start-ups and spin-outs from research organisations. The major products evolving from this sector include pharmaceuticals, diagnostics, agricultural and food products, environmental and waste management systems and the relevant supporting services.

Biotechnology is a major area for investment and has attracted government support in many countries and most of them have developed strategies to capture the benefits of biotechnology. The global industry itself has grown rapidly in recent years, essentially doubling in size between 1993 and the present time with the market for biotechnology products currently calculated to be over US$60 billion.

The USA is the leading biotechnology economy with significant other players being Canada and the United Kingdom. Indeed, the findings of a recent study of the USA industry indicate the already significant contribution this relatively new industry has made to the overall U.S. economy. In 1999, the combined direct, indirect and induced activities of the industry contributed a total of 437 400 jobs and $47 billion in business revenues to the U.S. economy. With continued advances in genomics research and the accelerating pace of new drug development and approval, the biotechnology industry’s economic and fiscal contribution should increase in pace with the expected contributions to the human sciences, agricultural production and environmental quality.

Most countries are planning to benefit from this advancement of biotechnology and, closer to home, this is increasingly true of the Asia Pacific region. Notably the national governments of Japan, Taiwan and China have mobilised significant resources and are aggressively encouraging the growth of biotechnology industry with appropriate policies and support. In most of these countries, as elsewhere in the world, this support is often further enhanced through the activities of regional and local governments.

The social and economic impacts of biotechnology in Australia are expected to follow overseas trends, particularly as in countries such as the USA and Canada. This is not expected to happen without support from government, industry and organisations such as the Australian Biotechnology Association (ABA) which represents the various stakeholders in biotechnology. In Australia, there are approximately 160 local active biotechnology companies, with more than 150 other companies having a significant involvement in biotechnology or closely related technologies. Most of these companies are small to medium enterprises by international standards. This relatively small Australian industry, by world standards, has recently been characterised by significant growth built on Australia’s strong research base in the medical and agricultural sciences, with a growing interest and support from government.

Biotechnology has been likened to Information Technology as an enabling technology with applications in many industries that create wealth and jobs from biological science. The biotechnology industry is of primary concern to governments. Issues, such as a requirement for flexibility, the need for a variety of investments over a long time frame, rapid development and partnership considerations being distinguishing characteristics of companies involved in biotechnology which governments must deal with appropriately.

It is important for governments to recognise and understand these characteristics in order to work with the industry effectively and enhance its evolution. This can be catalysed through an effective industry organisation that acts as the interface between government, science and industry.

ABA Responding to the Growth and Evolution of the Industry

Internationally, the development of a strong industry base in biotechnology is founded on the establishment of organisations that work across the span of activity from R&D through to commercialisation. These organisations are supported by commercial firms, researchers (public & private) and government; such membership reflecting the importance of these components to the biotechnology industry.

The ABA was formed in 1985 as a company, limited by guarantee, by a group of scientists to represent the interest of scientists in biotechnology, at a time when the industry in Australia was embryonic. With their foresight, the ABA has become a highly successful and respected organisation working at the interface of science and business and providing services for its members and others interested in biological sciences. These services have been largely due to the voluntary commitment and energy of individual members, Directors and those involved in specific roles supported by a dedicated secretariat. The Australian industry has grown considerably since the ABA’s inception and furthermore, the industry has become extremely diverse. These developments have occurred in parallel with the evolution of issues such as community concerns, ethics, the need for regulation, and policy concerning the development of many aspects of biotechnology. Consequently, there has been a clear lack of resources for the current ABA organisation to be a primary force at a time when governments, industry and the community are in need of strong leadership and the provision of a variety of services.

The ABA, as the peak body representing biotechnology interests in Australia, has done a diligent job in helping nurture biotechnology in this country. The Association has excellent credentials domestically and a membership resource for providing informed opinion and expert advice. However, as the level of biotechnology increases in the private sector, it has a greater need for the support of the ABA. This support would specifically be applied to assist, through a number of mechanisms, the establishment of biotechnology companies, emerging biotechnology companies (or start-ups), and research institutes engaged in the process of commercialising science through the establishment of companies.

The ABA can provide this leadership, direction and support mechanisms. It is a unique organisation because of its large proportion of academic and student membership that represents a vital part of the biotechnology sector. It is also vertically diverse in having strong interests in process technology and academic research through to commercial, social/ethical and legal aspects including Intellectual Property (IP), finance, regulatory affairs and education. It has also recently established Branches in most States that work with State governments concerning regional interests. All of these stakeholders represent a vital part of the growing biotechnology sector.

On a number of occasions, the ABA has re-evaluated its various roles. The most recent being at the national meeting (ie ABA2000) which brought together all the elements of the Australian Biotechnology Sector and increased the emphasis on commercialisation. At ABA2000, a major forum and various meetings were held to discuss further strengthening of the role of ABA in serving the biotechnology industry’s needs. The general consensus of the participants at the ABA2000 meeting was that if the ABA did not evolve in order to be able to “deliver” on addressing the needs of the Australian biotechnology industry, then another such organisation would certainly be established.

Following the ABA2000 forum and meetings, the current Directors of the ABA commissioned a Steering Group, comprising of some ABA Directors and a cross section of other biotechnology stakeholders. The key objective of the Steering Group was to research, through appropriate consultation, ways in which to strengthen the ABA so that it can evolve into the required biotechnology industry organisation.

This proposal outlines the findings of the Steering Group for the strengthening of the ABA to evolve into the Australian biotechnology industry organisation.

The biotechnology industry organisation aims to increase its support and focus on industry and the processes required for its growth. This can be achieved through an effective industry organisation that acts as the interface between science, government and industry. The structure and membership of the new organisation will reflect the increased importance and needs of the Australian biotechnology industry.

  3.0 Major Goals and Activities of the Industry Organisation

3.1 Commercialisation

The organisation will support the commercialisation of Australian bioscience as a priority function. The organisation will work with corporate members to identify barriers to commercialisation, consolidate input form stakeholders to develop strategies to remove/overcome these barriers and identify ways of making the commercialisation process more effective. An increased emphasis will be applied to encourage of adoption of biotechnology in traditional manufacturing sectors and secure investment from a wider range of contributors.

3.2 Representation

As one of the most important activities, the organisation will represent the policies and issues established and identified by the Board and promote the industry in appropriate national and international fora.

3.3 Communication

The organisation will communicate its policies, scientific and technical information and positions on issues affecting the development of its industry base to the general community, to representatives of government and to its members and stakeholders.

3.4 Participation

The organisation will work to encourage an increase in participation by relevant industry sectors in biotechnology R & D and to strengthen the investment by new and existing organisations.

4.0 Membership and Stakeholders

Figure 1

Any organisation and individual with a significant interest in biotechnology, within the continuum from inception, R&D and through to commercialisation, may become a member of the organisation, as described below. (Refer to Figure 1)

The membership will reflect the importance of the commercialisation of biotechnology and an increased emphasis on the needs of biotechnology companies.

4.1 Corporate Membership

This category of membership provides for corporate membership which include the following priority areas:

• Biotechnology and related companies
• Companies which service and supply the biotechnology industry
• Research centres/institutes where biotechnology is the primary focus
• Organisations with a specialised interest in biotechnology including government departments and agencies.

4.2 Individual Membership

This category of membership provides for individual and student members who will have an increased input to the Board through the Council of State Chairs.

4.3 Stakeholders

• Government including federal, state and local organisations.
• The general community and users of biotechnology products and services.
• The media
• National and international bodies relevant to the development of the Australian biotechnology industry

The major structures of the new industry organisation will include the following:

1. A Board
2. An Office with an Executive Director and Staff
3. Regional and State Branches
4. A Council of State and Regional Chairpersons
5. Special committees

(Refer to Figure 2)

Figure 2

5.1 Board

A Board will be established to meet the needs of biotechnology and related (life science) companies. The Board will focus on national issues and primarily work with national bodies, which includes the Federal Government.

It is recommended that the Board itself will consist of 8 Directors and an Executive Director with the majority (ie. 5) of the Board Members coming from biotechnology and related companies which are Corporate Members. Each year, three Board members will be rotated resulting in three-year terms for each Director.

Two of the Board members will be from different research institute/centres, that are corporate members, and one Board member will be the Chair of the Council of State/Regional Chairs.

All corporate and individual members will be eligible to elect the Board members of the new industry organisation.

The Chairperson of the Board will be elected by the Board and will also be known as President of the industry organisation.

The Annual General Meeting (AGM) will coincide with the national biotechnology industry conference to be held once a year. A combined Board and Council of State Chairs will meet at this conference.

5.2 Executive Director

A full time Executive Director (ED), with experience working with government and industry will be appointed. An assistant will be appointed to support the ED.

The ED will have executive skills in developing strategies and policies relevant to the organisation and will receive a package consisting of salary plus bonuses and will work to deliver the benefits to members as outlined.

The ED will have resources to appoint additional support staff and/or contract for services in policy development, media, public relations, internet and information management.

The ED will sit on the Council of State and Regional Chairs.

As soon as it is possible, the ED will establish and/or refine operational plans for the organisation in the form of a Business Plan.

6.0 Committees

The Board will establish a number of working groups/committees including but not limited to working on:

• Policy
• Regulation
• Ethics
• Science and Technology
• Education
• Others, as required

For example:

The Board will establish policies and provide advice on biotechnology based on the highest level of scientific and technical input.

A Science and Technology Committee (STC) will be established to provide this high level of input to the Board. The STC may consist of individual members of the organisation and other non-aligned experts, as required.

The Executive Director and Board will call upon all or part of this STC as required.

  7.0 State and Regional Branches

International experience has shown that the development of biotechnology has been most successful on a regional basis where there have been clusters of related industries, researchers and the general community with support from government.

Particularly important is the vital role that State and local governments are playing in the development of biotechnology as an industry in Australia.

Therefore, the new industry organisation will continue establishing and developing State Branches and empower them to run the Branches consistent with national strategies.

The Executive Director will play an active role in coordinating the activities of the Branches ensuring consistency with policies and strategy of the industry organisation.

One mechanism for achieving this will be the Council of State Chairs that will convene quarterly. The Council will identify a Chair who will coordinate the meetings, sit on the Board as a Director and will provide input on issues concerning regional development.

The industry organisation needs to capitalise on the energy and grass-roots support at the regional level and to allow the Board to address broad picture activities and interact with the international community. Individual members will therefore have a primary focus through the activities of the branches.

• It is expected that Branches will align with the national states but they could also arise from a region with a particularly active membership such as the Canberra region. These Branches will have an increased emphasis on working with State and regional governments.
• State Branches will play a role and participate in the organisation and management of relevant national and regional events.
• Branches will be encouraged to seek state government support for special activities that are regionally oriented and capitalise on the need for State governments to retain benefits to the region.
• Branches will be encouraged to increase the level of activity at the local level through initiatives, Branch meetings and workshops and especially provide networking opportunities for members. (Networking has been identified as being particularly beneficial to researchers and small companies).
• The Branch will collect membership fees from Branch and Student Members and contribute towards the operation of the industry organisation according to Business Plan objectives and to a formula that will be detailed by the new Board
• The Branches will have separate bank accounts that are linked to the National account. The Branch may raise revenue from any reasonable source for regional functions, but will hold responsibility for the financial outcome of functions including losses.
• The industry organisation remains the legal entity and has ultimate responsibility.

It is recommended that the industry organisation recognises the importance of the regional nature of biotechnology growth, the development of relevant critical mass, and the critical role for State and local governments.

State Branches or their equivalents should therefore be strengthened and/or established, building on the model already developed within the current ABA organisation.

It is recommended that the Council of State Chairs mentioned above convene up to 3 times a year and at least once with the Board, as mentioned previously. The Council will provide input to the Board on regional issues relevant to the national agenda, and to ensure effective communication and implementation of the organisation’s objectives.

Both corporate and individual members will participate in and support the activities of State Branches.

State Branches will work closely with the Local and State Governments.

  8.0 Activities and Responsibilities of the Industry Organisation

The industry organisation, through the Board will:

• Maintain the office of the Executive Director and other staff;
• Hold corporate membership lists and fees which are used solely for running the organisation and Executive Director and
• Establish policies and directions.

The Executive Director will:

• Provide policy directives and advice to government and co-ordinate national projects and initiatives including those at government;
• Promote participation by industry in biotechnology and investment in biotechnology research and development;
• Co-ordinate major international events and programs including CEO roundtables and summits with government;
• Be responsible for the National (annual from 2002) Conference, databases, websites and journal;
• Provide support to State Branches and work with them to provide dissemination of policies, information and support appropriate activities;
• Develop interaction with other associations through joint activities such as satellite sections of regional workshops, meetings and management training;
• Provide avenues for public awareness and education;
• Form and maintain alliances with national bodies (such as ANZFA, AVCAL) and international organisations such as BIO, BIA and BioTENZ;
• Promote investment and participation by a wide range of potential contributors to the biotechnology sector;
• Promote participation by companies outside the main cities especially those in agriculture, environmental biotechnology etc.

The ABA is much valued and recognised as a brand name. It is recommended that the value of the ABA name is retained and while at the same time, to recognise the increased importance that government and community put on industry development. Most stakeholders see this as a necessary evolution.

Consequently, it is desirable that the use of the initials ABA be retained but with the inclusion of the word ‘Industry’ or equivalent to reflect this increased importance.

Therefore, it is recommended that a modification be made to the name along the following lines and that the new organisation be called the Australian Biotechnology Industry Association or some such name that the members might determine.

  10. Budget

This Proposal does not contain a detailed budget. It does identify a range for membership fees which has been validated by independent reports.

The ABA Steering Group had access to two financial models. Both of these models showed that the resourcing of an Executive Director and other staff is feasible, given an appropriate membership structure and provision of services.

This will mean an increase in fees for corporate members that will be defined in the definitive Business Plan following appropriate research and financial analysis.

The new ABA Board and Executive Director will define the details of this budget and play a major role in the initial activities of raising income, refining budget and controlling expenditure as part of the transition to the new organisation.

Generally, incentives will be applied to the Executive Director to stimulate efficient budgeting, raising funds and ensuring quality and timely performance.

The ED will plan to secure long-term sponsorships and take a strategic approach to securing these funds and playing a leadership role in attracting corporate membership.

In this regard, the ED and ABA Board will work together on policy development.

The P & L showing the potential for sustainability and feasibility will be established in a definitive Business Plan prepared by the ED and the ABA Board leading to the establishment of the industry organisation.

The income to drive the activities of the industry organisation will come largely from the private sector and through contracts with government agencies.

11.0 Income Generation

11.1 Membership Contribution

It was agreed that the membership contribution will be scaled according to staff numbers so that the fees are fair and equitable, offering reasonable value with a “base” figure for non-profit generating or small companies.

Corporate Membership contributions will be based on numbers of employees, as described above, and is likely to be in the range of $3 000 and $10 000.

Branch Membership will be at two levels, namely individual members and student members.

11.2 Sponsorships

Financial, legal and service organisations will be encouraged to join the organisation as corporate members, and be much more active in its activities by providing business network contacts.

Companies may be more directly involved in promotion by sponsoring meetings, events, educational projects and web pages. In return, the companies’ logos and details will be prominently displayed together with other benefits.

The Board will develop plans for different levels of sponsorship above direct membership levels.

The ED will play a leadership role in developing sponsorships and may seek inputs from the President and the Board.

11.3 Conferences, Events and Workshops

A national conference will be held each year in a major capital city.

The emphasis of the conference will be on commercialisation and other issues with increasing emphasis on quality and delivery of outcomes for the Australian biotechnology industry and its stakeholders.

An operational plan for conferences would have the following aspects:

• The conference will focus on outcomes of benefit to Australian Industry;
• The conferences to be run at a profit;
• Emphasis on international groups especially USA;
• Links with Asian biotechnology Organisations; and
• Closer links with New Zealand.

Workshops and focused meetings should be held on a regular basis in all the regions. These may be focused on, for example, venture capital, starting a new biotechnology business, emerging technologies, community concerns etc. The ED may engage and work with the regional Branches in running these smaller meetings.

The Board and ED will plan for conference profits of $50K - $100K depending on the size of the event.

11.4 Contract Work

The ED will source both private and public sector for contracts that are consistent with the organisation’s goals and mission. Where State and Regional Branches play a role in running workshops and earning income, arrangements will be established whereby the Branches can share in the revenues.

  12.0 Benefits to Corporate Members

The revised industry organisation will provide a more effective delivery of both existing and new services that will include:

• Provision for an expanded (ie majority) and well defined membership on the Board of the industry organisation;
• Effective delivery of new and existing benefits;
• Input via the ED and Board into the preparation of the organisation’s policies;
• Strong and effective representation of industry issues to government;
• Participation in regularly held CEO round table discussion forums;
• Participation in government/industry summits;
• A stronger and more coordinated involvement in trade missions, conferences and related activities;
• Access to Branch activities and participation through delegates on expert committees;
• Special rates and some free promotion;
• Discounted registration and booth rates at conferences;
• Access to an Internet information, database and publication which can be personalised to meet individual corporate member’s needs;
• Password access to selected areas of website and Email notifications;
• Access to a variety of subsidised information services (to be developed);
• Copies of the journal (already available);
• Copy of the Directory and free company entry (already available);
• Services on the web-site including links to home pages, company profiles (partially available and to be further developed);
• Access to mailing list (already available);
• Services/ contract placement and job placements on web-site;
• Linked as supplier to Search/order supplies;
• Directory of consultants/expert witnesses on request
• Other benefits to be developed with input ongoing input from Corporate Members;

• Representation to the board through the Chair of Council of State Chairs;
• Increased focus of activities through Branches;
• Participation on expert committees;
• A copy of the journal (already available);
• Discount on Directory and conference registration;
• Networking opportunities through local activities and national conferences;
• Access to consultants and expert witness list on request;
• Technology show-casing;
• Job advertising;
• Participation in web newsgroup for technical and commercial advice;
• Other benefits to be developed with appropriate and ongoing input from Individual and Student Members.

The incoming Board of the ABA, following the ABA AGM on the 18/10/00 will lead the implementation process arising from this proposal and recommendations of the Steering Group commissioned by the ABA Directors.

Where appropriate, this Board will continue to seek advice from members of the ABA Steering Group, now dissembled.

This Board will nominate and appoint a Project Manager to oversee the implementation process and work with the stakeholders to achieve the recommendations of the ABA Steering Group. This Project Manager may or may not be the foundation ED who will work with the Board to establish and manage the new organisation.

The transition period will be funded with support from ABA.

Changes to the Memoranda and Articles of the ABA will be considered with appropriate legal advice and, if required, an extra-ordinary AGM (EGM) will be called to vote on the proposed changes.

Peter Riddles, Chairperson Representing the Steering Group

BIOTECHNOLOGY INDUSTRY SECTORS

THE BUCHAN REPORT

We reproduce below the the Executive Summary and the list of Considerations or Recommendations of this Report. The full report can be viewed at Biotechnology Australia’s web site . (www.biotechnology.gov.au ). The Report was commissioned by Biotechnology Australia (an arm of the Federal Government’s Department of Industry, Science and Resources ), and is not necessarily endorsed by the Australian Biotechnology Association Ltd. It is provided for the information of Members, with permission of Biotechnology Australia. It provides further views and recommendations on the re-structuring of the ABA to meet emerging industry needs.

Buchan Communications Group Feasibility Study - Establishment of a National Biotechnology Organisation Final Report

This report was commissioned by Biotechnology Australia in order to contribute to the current assessment of models for a future Australian Bio-Industry organisation. The views in the report are those of its authors and do not necessarily represent the views of Biotechnology Australia.

Biotechnology Australia is pleased to make this report available in order to inform the ongoing discussion within the Australian biotechnology community.

This report outlines the detailed findings of our research concerning the need and the feasibility of establishing a national biotechnology industry organisation in Australia.

The research-based report sets the context for the industry, identifies some key issues that have been raised and reviews models for a new organisation.

Three models are examined - a network, a national federation of associations and a new industry association.

While issues related to each model are examined in detail, we suggest that an industry association is the best vehicle to promote the development of the biotechnology industry in Australia.

Our research found similar views across the industry about current representation and the need for a new organisation. Our research included examination of selected international biotechnology organisations, their activities, membership and revenue structures. These examples provide useful directions for an Australian organisation.

As indicated in our interim report, there is significant concern about the absence of an effective organisation that can provide a single authoritative voice and service the needs of the biotechnology industry in Australia.

A number of gaps in services currently available to the industry were identified and individuals articulated a clear role for a new industry-driven organisation.

While there was clear agreement on the role, there were differences of opinion concerning how such an organisation should be established. While some wanted the establishment of a totally new organisation, others saw the Australian Biotechnology Association (ABA) as providing the nucleus for development.

In addition, we examine selected Australian industry organisations. These are reviewed from several perspectives - as benchmarks for fees and member services, and as organisations with which a new biotechnology industry association may partner.

In determining the need and the feasibility of establishing a national biotechnology industry organisation, several key questions need to be addressed. In brief these are:

• Is there a perceived need by the industry?
• Can an existing organisation deliver what is needed
• Is the potential membership base large enough to sustain the association?
• Can an adequate budget be generated?
• Is the political environment right - will state and federal governments welcome a new organisation?

Our research and analysis led to a clear “yes” for each of these questions.

Our research also found that:

• No existing organisation can fill the gaps identified.
• The industry is expanding rapidly, hence there is a growing potential membership base
• There is the potential to generate a significant budget based on a modest fee structure by industry association standards.
• The political environment is right for the emergence of a new organisation - Commonwealth and State Governments recognise the positive role that an industry association can play in an emerging industry.

We conclude that it would be feasible and desirable to establish an Australian Bio-Industry Organisation that would:

• Have a membership base of companies and organisations
• Become the national voice for the biotechnology industry.
• Offer a portfolio of services ranging from government relations and policy advocacy to business development programs.
• Be established as a national association, serviced by a full time secretariat.
• Be located in one of the capital cities that provide access to a significant cluster of biotechnology companies.
• Have State Chapters in each State to deliver member programs.
• Be able to deliver programs under contract for the government.

List of Considerations

Con. 1. That in developing an industry organisation for Australia a broad definition of the industry would need to be adopted

Con. 2. That the government and the industry recognise the need for the development of a newbiotechnology industry association.

Con. 3. That a new organisation when established should work closely with the other associations that are involved on Biotechnology issues

Con. 4. That the current membership structure and low fees of the ABA are major impediments to the development of an effective industry association.

Con. 5. That the limitations expressed by industry concerning the ABA be taken into account when structuring a new organisation.

Con. 6. That the operational models provided by relevant sector industry associations be utilised when developing the structure and operations of a new biotechnology organisation.

Con. 7. That the difference between the roles of professional associations and an industry association should be clearly recognised.

Con. 8. That the new biotechnology industry organisation could provide a membership category to enable professional associations to join..

Con. 9. That relevant models of international biotechnology industry associations be examined in developing a national Australian biotechnology organisation.

Con. 10. That a national industry association provides the best vehicle for representation of the biotechnology industry in Australia.

Con. 11. That a new organisation should offer a portfolio of services - covering government relations, community awareness and delivery of programs to members.

Con. 12. That the government and stakeholders should recognise that a substantial potential membership base that exists in the industry.

Con. 13. That corporate members be developed as the primary core of the new organisation.

Con. 14. That suppliers to the industry constitute a major membership category for the new organisation.

Con. 15. That a special category of membership for research organisations should be established and that special activities should be developed to service this group.

Con. 16. That in developing the new organisation a major focus must be placed on building recognition by government at both the national and state levels.

Con. 17. That the new organisation needs to be clearly positioned as an advocate for the development of the biotechnology industry in Australia.

Con. 18. That suitable names for the new organisation include: BioIndustry Australia.and the Australian Biotechnology Industry Association

Con. 19. That the mission of the organisation should be to foster the development and growth of an internationally competitive biotechnology industry in Australia.

Con.20 . That a set of clear objectives that emphasise the association as a national voice for the industry should be developed

Con. 21. That the new organisation should create a leadership position in the industry by the recruitment of an experienced CEO and by ensuring that the board includes CEOs of biotechnology companies.

Con. 22. That membership of the association at the national level should be focused on companies and organisations.

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