Universities and Governments: The Commercialization & Innovation Agenda Sitting Beside the Elephant –AUTM Metrics and Performance Anxiety AUCC and Federal Government –Commercialization for Indirect Costs COU and Ontario Government –Engagement in Research Commercialization Agenda Research Funding –From General to Targeted Connecting Research to the Market –“Gap” Funding Government Focus –Technology Transfer Supporting an Innovation Economy 2

Universities: Commercialization, Innovation & the Academic Mission Discussion Dynamic Tension –Universities, Researchers and Scholars, Governments Technology Transfer –An Add-on to the Core University Academic Mission (Supplementary Mission) Technology Transfer –Central to the University Economic Development Mission (Refocused Mission) Technology Transfer –Integrated Element of the Core University Academic Mission (Refined Mission) 3

University, Business and Industry Working Relationships Nature and Richness of Working Relationships with Business and Industry Reflected Through: Industry Sponsored Research Contracts Commercialization and Technology Transfer Activities Working Collaborations – at Jointly Sponsored University Research Institutes and Centres, and “in the Marketplace” Consultation and Advisory Services Provided by Faculty Members Student Placements, Internships 4

University, Business and Industry Working Relationships Economic Impact of Working Relationships Both Commercial and Non-Monetary for University and for Partners UniversityIndustry/Business Partner Commercial Revenues from contract and sponsored research Revenues from licensing and start-ups Enhanced Revenues/Savings from: New products Productivity improvements Improved competitiveness Non-Monetary New I.P. Student experience in industry relevant research Publications and research presentations New or adjusted research directions and research capacity Reputation for relevance and engagement Standard setting innovations Skills upgrading New M.Q.P New business-business partnerships Enhance presence in markets through improved or expanded brand volume Standard setting innovations 5

University of Toronto: Traditional Approach to Innovations and Commercialization Technology Transfer: Commercialization Disclosures & IP Protection Contract & Sponsored Research Knowledge Translation?? 6

University of Toronto Traditional Approach to Innovations and Commercialization Commercialization –University of Toronto Innovations Foundation Contract Research, I.P. Protection, Disclosures –Research Services in the Office of the Vice-President, Research Active and Successful History but Lost Opportunity to Develop Linked Activities Impetus to Change Structure Impetus Operational, not Strategic 7

University of Toronto: The Innovations Group 8 Service to Institution and to Commercialization Clients –Strengthening the Project Management Process Revised Policies Updated Roadmap Adjusted Processes Linking the Elements of the Technology Transfer Supply Chain –Expanding Throughput Capacity in the IP Pipeline Departmental and Faculty Connections Industry Relations Commercialization Partnerships (e.g. MaRS, BioDiscovery Toronto, Parteq) Leveraging Government Funding Facilitating Knowledge Transfer Activities

TIG Commercialization / Technology Transfer Stream License Spin-off Sale Disclosure IP Assignment IP & Market Assessment IP Management Decision Product Development & Market Strategy Identified Commercialization Route Development Funding Contract Research Idea / Research Transfer non- commercial value to broader socio- economy Knowledge Translation 9

From University of Toronto Innovations Foundation to The Innovations Group IN The University of Toronto 10 Transitions and Challenges: –Governance –Staffing –Location –Operating Budget –Mission and Mandate –Service Dichotomy New Opportunities: –Students –Knowledge Translation –Research Funding Application Support –Strategic Projects

The Innovations Group: Next Steps Within the Group: –Rebalancing Resources –Deploying New Provincial Funding –Linking with Research Services on Grant Applications Within the University: –Communicating Updated Services, Policies and Procedures –Establishing University-Wide Advisory Processes –Sustaining Links with Faculties and Departments Within the Industry and Commercialization Communities: –Establishing Ongoing Industry Liaison Forums –Developing Technology Transfer Partnerships 11

The Innovations Group and Partnerships Two Types of Partnerships to Support Business-Industry Working relationships: Commercialization Partnerships – Toronto and Provincial –MaRS Centered on Life Sciences and related disciplines, broad open-ended agenda involving both commercialization and technology transfer and social entrepreneurship. –BioDiscovery Toronto (Research Hospitals) Collaboration in biomedical research commercialization. –Parteq Linking in with complimentary strengths, seed funds and complementary resources. Training, Information Exchange and Networking Partnerships –MaRS Jointly sponsored keynote lectures and conferences. Jointly sponsored showcase events business-researcher/researcher-business. Social entrepreneurship. Educational and Awareness programmes. –TRRA Multi-institutional work with GTA industry sectors to identify HQP, research and development and commercialization opportunities that can be pursued in consortia. 12

Performance and Performance Challenges HistoryCurrent Situation TrendsObjective Contract ResearchIncrease in $ value. Decrease in % of funding from all sources : $65.7 million. 9.3% of all sources Increase in effort to negotiate contracts Increase value and % Knowledge Translation No active involvement in projects, increasing focus in managing IP related to open source activities New manager for knowledge transfer More asks for helpSeparate knowledge transfer stream Disclosures (does not include affiliated hospitals) Increasing2001 – 2005: 656More active management of process Increase rate New Spin-Off Companies (includes affiliated hospitals) Flat with recent dip : 26Financing and management team challenges Leverage partnerships to increase New Licenses (includes affiliated hospitals) Increasing with recent dip 2001 – 2004: 189Sector capacity challenges Leverage partnerships to increase Revenue (includes affiliated hospitals) Annual fluctuations2001 – 2004: Annual average = $6.83 million Slow, lumpy rate of increase First priority – address UofT data to ensure appropriate metrics 13