1. Richard T. Crotty, Mayor Orange County Thomas L. Baptiste, Lt Gen, USAF (Ret), President/Executive Director National Center for Simulation 23 Jul 10

2. AGENDA AGENDA Opening Remarks Breakfast is Served Introduction of Mayor Richard T. Crotty, Dr. Lee Lacy, Chairman NCS Board of Directors Remarks by Mayor Richard T. Crotty Remarks by Lt Gen (Ret) Tom Baptiste Q&A/Discussion Final Remarks & Adjournment

3. 3 THOMAS L. BAPTISTE, Lt Gen, USAF (Ret) President/Executive Director National Center for Simulation (NCS) July 23, 2010

4. OVERVIEW The Opportunity! Why Central Florida? Medical Modeling & Simulation (M&S) Initiative—background on what has been done? Outcome of a Facilitated Strategic Planning Process—where we are today? What’s next? 4

5. CENTRAL FLORIDA’S OPPORTUNITY MODELING & SIMULATION IN HEALTHCARE Healthcare industry is at a tipping point Predicted shortage of healthcare workers in the coming decades Increased regulatory requirements for training physicians, nurses, and allied health professionals Healthcare’s desire for improved patient safety and simulation fidelity 5

6. WHY CENTRAL FLORIDA 1/2 Largest concentration of MS&T focused activity in the world –The Research Park –US Army, Navy, Marine Corps, Coast Guard & Air Force Acquisition presence –UCF and its Institute for Simulation and Training (IST) –150+ MS&T Industry companies spread across Central Florida –MS&T Industry supports more than 58,000 jobs Florida-wide –$7.8B in annual sales activity –The National Center for Simulation (NCS) 6

7. WHY CENTRAL FLORIDA 2/2 ENVIRONMENTAL FACTORS Synergy created by Lake Nona’s Medical City Veterans Administration decision to establish its national simulation center of excellence at Lake Nona Medical Center UCF College of Medicine curricula integrates state-of- the-art simulation methods Florida Hospital’s decision to expand its simulation center at Celebration Health (Nicholson Center) Orlando as the #1 destination in the world for medical conferences 45 years of best-in-class simulation expertise to draw upon Potential for M&S technology transfer 7

8. PURSUING THE OPPORTUNITY 2007/2008/2009 –NCS supported I/ITSEC medical simulation special events –SAIC established a medical simulation working group Fall 2009 –NCS and SAIC collaborated to host a leadership breakfast meeting with a cross section of Central Florida Stakeholders –NCS volunteer group formed to take Medical M&S initiative forward Winter 2010 –Initial planning sessions by volunteers to develop a MEDSIG strategy and way ahead April/May 2010 –NCS holds MEDSIG facilitated strategic planning sessions –NCS conducts implementation planning to advance the idea of a Florida Alliance for Simulation in Healthcare (FLASH) Today! 8

9. Vision Mission Objectives Core Values/Principles MEDSIG STRATEGIC PLANNING 2 facilitated sessions Development of a Strategy Articulation Map Development of an implementation roadmap / timeline Development of a multi-year budget 9

10. STRATEGY SESSION PARTICIPANTS Clinical / Healthcare Simulation Center Louise Van Diepen – Veterans Administration Rick Wassel – Florida Hospital Nicholson Center Eileen Bowe - Orlando Health Michael Zappa, MD - Emergency Medicine Learning & Resource Center Beth Brunner – Emergency Medicine Learning & Resource Center Academia Deb German, MD - UCF College of Medicine Brian Goldiez, PhD – UCF Institute for Simulation & Training Rick Satava, MD – University of Washington Industry Brent Smith - Engineering and Computer Simulations Bill Lewandowski – Simbionix Terri Spoonhour - SAIC Jeff Bergenthall - Lockheed Martin Jeremy Riehl - Lockheed Martin Jack Taylor – CAE Healthcare Military Beth Pettitt - US Army RDECOM Pete Marion - US Army PEO STRI Roger Smith - US Army PEO STRI LTC Wilson Ariza – US Army PEO STRI John McCombs - US Army PEO STRI Barbara Essery - US Army PEO STRI Rob Matthews – US Navy – NAWCTSD Economic Development Tom Baptiste - National Center for Simulation Thad Seymour, PhD – Lake Nona Medical City Eric Ushkowitz – Metro Orlando Economic Development Commision Andy Smith - Halldale Media Session Facilitators Fran Korosec - Taylor Ross Consulting Bob Heinlein - Medical Simulation Associates David Shorrock - The Shorrock Group Mary Trier - Capital Communications & Consulting Brian Levine - SAIC 10

11. A NEW NAME Florida Alliance for Simulation in Healthcare (FLASH) 11

12. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences

13. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare.

14. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers.

15. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented

16. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Market Differentiators Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence in Modeling, Simulation & Training Orlando as a Destination

17. KEY OBJECTIVES Establish FLASH organization Market the Value Proposition of FLASH Develop relationships across the Healthcare Community Quantify the Return on Investment (ROI) of Medical M&S Attract business development opportunities 17

18. AN INITIAL TIMELINE 18 Major Tasks2010201120122013 Establish FLASH Org Business Plan Org Structure 1 st Year Funding Market Value of FLASH Initial Marketing rollout Community of Practice Simulation Summit Sim Vendor Recruiting Host 50 Med Centers Develop Relationships CFL Inventory Develop alliances Quantify MedSim ROI Attract Bus Dev Opps Stimulate grant funding eKnowledge Center Satellite Group

19. NOW WHAT? NOW WHAT? If you can agree that what has been suggested makes sense, then how do we execute? –Is FLASH a new organization? –Can this initiative be absorbed in an existing organization? –This initiative touches the equities of a number of Central Florida organizations and interests How and who will provide direction and strategic guidance How do we harness our collective efforts This is a huge opportunity for Orlando and Central Florida, is critical to the future of Healthcare and deserves a community-wide effort! 19

20. SUMMARY Where do we go from here? 20 FLorida Alliance for Simulation in Healthcare (FLASH)

21. Backup Slides 21

22. IMMEDIATE NEXT STEPS Settle on an organizational approach Develop a charter and governance Decide on an approach to Strategic Guidance/ Oversight Secure initial funding Identify and attract staff Define value proposition and marketing plan Launch early business development initiatives –Establish early alliances and create awareness of Central Florida’s strengths 22

23. AN APPROACH AND INITIAL REQUIREMENTS AN APPROACH AND INITIAL REQUIREMENTS Director of FLASH – 1 FTE Student intern -.8 FTE Volunteer Committees –Marketing –Public Relations –Social Networking –Conference NCS – shared admin staff PR Firm to support marketing initiatives Research Firm to quantify ROI of MEDSIM Advisory Board (including healthcare representatives) 23

24. MULTI-YEAR BUDGET JUNE 2010 THROUGH DECEMBER 2013 24

25. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Offices / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 Establish FLASH Organization

26. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Market the Value Proposition of FLASH 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13

27. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Develop Relationships Across the Community

28. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Quantify ROI for MedSim Present initial findings by 4Q11

29. Drivers FLASH Strategy Articulation Map (Jun ’10 – Dec ‘13) Market Differentiators Objectives Initiatives Key Measures Vision The Collaboration Hub For Simulation Expertise And Innovations In Healthcare. Mission To Provide Shared Knowledge, Resources, Partnerships, And Outreach To Improve Healthcare By Leveraging Medical Modeling, Simulation, And Training Through A Collaboration Between Academia, Industry, Government, And Healthcare Providers. Medical City Collaboration Across Groups Breadth & Depth of M&S Expertise DoD Center-of-Excellence In Modeling, Simulation & Training Orlando As A Destination Attract Business Dev Opps for FLASH CFL inventory by 4Q10 50 new members by 4Q10 50 outreach pres by 4Q13 Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12 Values Innovative Collaborative Customer Focused Trusted Source for Experts Outcomes Oriented Establish FLASH Organization Market the Value Proposition of FLASH Develop Relationships Across the Community Quantify ROI for MedSim Business plan by 7/10 Officers / board by 8/10 1 st year funding by 9/10 100 marketing imp by 4Q11 Recruit major vendor by 3Q12 Host 50 med centers by 4Q13 Present initial findings by 4Q11 Define organizational structure Create governance and by laws Establish advisory board Define business plan Secure long-term funding Establish marketing plan Develop talking points Define value for members Create logo, website, brochures, collateral, & marketing presentations Announce FLASH Hold simulation summit Develop conference attendance plan Develop Community of Practice Catalog CFL inventory and capabilities Develop alliances (SSIH, I/ITSEC, etc) Reach out to tangential simulation communities Outreach to politicians Create team forums Outreach to EDC’s Outreach to medical Boards/societies Pursue endorsements Conduct planning briefing to industry Conduct market survey Develop BusOp website Develop e-knowledge center Support plan for HR 855 Create satellite groups Stimulate new grant sources Outreach to medical “industry” Conduct lit search Define elements of Return Define elements of Investment Develop educational program Develop dictionary Define levels of Fidelity Publish results Present results at industry conferences Attract Business Dev Opps for FLASH Planning Brief by 1Q11 eKnowledge Cent by 3Q12 Satellite Group by 4Q12

30. STARTUP FUNDING ESTIMATE JUNE 2010 THROUGH OCTOBER 2010 30

31. MULTI-YEAR BUDGET - DETAILS JUNE 2010 THROUGH DECEMBER 2013 31

32. MULTI-YEAR BUDGET DETAILS (CONT) 32

33. NATIONAL CENTER FOR SIMULATION (NCS) 501c(3) not-for-profit member corporation in Orlando, FL More than 150 U.S. & international members, with a high concentration in Central FL The link between government, industry & academia to further MS&T technology Promotes the transfer of defense MS&T technology to other applications: medical, homeland security, education, transportation, Digital Media & entertainment Supports MS&T awareness & public policy development Supports Science, Technology, Engineering & Mathematics (STEM) education & workforce development programs www.simulationinformation.com