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

University Industry/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 TorontoTraditional 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

DisclosureIP 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 TranslationKnowledge 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 PartnershipsTwo 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 ChallengesHistory Current Situation Trends Objective

Contract Research Increase in $ value. Decrease in % of funding from all sources

2004-2005: $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 help Separate knowledge transfer stream

Disclosures (does not include affiliated hospitals)

Increasing 2001 – 2005: 656 More active management of process

Increase rate

New Spin-Off Companies (includes affiliated hospitals)

Flat with recent dip 2001 - 2004: 26 Financing and management team challenges

Leverage partnerships to increase

New Licenses (includes affiliated hospitals)

Increasing with recent dip

2001 – 2004: 189 Sector capacity challenges

Leverage partnerships to increase

Revenue (includes affiliated hospitals)

Annual fluctuations 2001 – 2004: Annual average = $6.83 million

Slow, lumpy rate of increase

First priority – address UofT data to ensure appropriate metrics

13