Ontario Network of Excellence

1. Ontario Network of Excellence Programs and Services Confidential Draft For Discussion Purposes – Subject to Change January 13, 2010

2. Meeting Goals • To determine how best to link resources and deliver programs and services at the regional level. • To review the proposed ONE programs and services. • To review the ONE business planning framework and process. • To discuss the ONE charter.

3. Regional Delivery Framework Mesh Network Model • The Network will be based on a “mesh” network with multiple entry points rather than a hub and spoke model. A mesh network is designed to bring the best resource and expertise in the province to support the defined needs of any client, regardless of the location of either. • A successful mesh network is achievable by ensuring all members are capable of both exchanging and gaining access to information and resources across the network. • This model requires a funding structure that enables organizations to build trusting relationships with other member organizations as well as to ensure alignment and foster collaboration. • More established regions coordinating ONE program and service delivery in other regions such a Windsor, Sarnia, Halton Region, etc. Centralized Coordination and Support • OCE will be responsible for the coordination of the programs & services where companies want to collaborate with a public research institution including applied research and/or access new discoveries or technologies. • MaRS will be responsible for the coordination of programs & services that directly support entrepreneurs and companies such as training, business mentorship, market intelligence, product development and access to equity capital. • Resources of both organizations will be available to support RIC activities as it pertains to the delivery of client programs and services. Regional Delivery • A coherent and effective provincial network requires programs that are developed and supported centrally, but delivered regionally — where clients are located. • While services must be available throughout the province, resources must also follow demand, ensuring areas with a critical mass of ideas and talent receive enough support to compete globally. • Requires a team approach to address client needs. Sector-based Expertise • This will include specialized services such as: knowledge of the sector, academic resources (e.g. researchers, equipment, etc.), specific regulations, and other knowledge to help clients bring products or services to market • Sector-based expertise will be provincially focused and coordinated to deliver sector specific expertise to clients. • SICs will support RICs as required.

4. Regional Delivery Model • Support the co-location of regional resources (e.g., EIRs, OCE staff, IRAP staff, CCR staff, research institutions, etc.). • Optimize program delivery through a matrix model for both BAP and IACP based on the role of each organization in developing, accessing and implementing ONE programs and services. • Multi-organizational “team” approach at the regional level to identify new and emerging technologies and companies; and implement ONE and other programs and services. • Ensure the BAP and IACP manual offerings are integrated, thus directing clients along a seamless continuum of program support.

5. Regional Delivery Model (cont.) • Team approach – establish an alliance between organizations to link clients to relevant resources. Will help to manage the pipeline of innovative companies. • The team approach will include: • Use of a common client intake form • Regular meeting every 2 to 3 weeks • Identification of new opportunities • Group brainstorming to determine the type and level of resources that should be provided (by each organization) • Status update on existing clients

6. Regional Delivery Model (cont.)Brainstorming Session • Is the delivery process optimal? • Are there any concerns with the proposed model? • Are there any other program and service delivery factors to consider? • How will RICs’ measure success?

7. IACP • Collaborative Commercialization • Technical-Problem Solving • College Applied R&D • Collaborative Research • Market Readiness • Technology Transfer Partnership • Technology Transfer Networks • Institutional Proof of Principle • Knowledge Exchange • Talent • Connections • Value Added Personnel • Outreach Scholarship • Entrepreneur Development • First Job

8. IACP Delivery Structure(excluding Technology Transfer Partnerships) • OCE Business Development Manager (BDM) will be either co-located or located near RIC or SIC. • OCE BDM participates in regular RIC meetings and activities. • OCE BDM delivers IACP program offering. • OCE BDM will provide feedback to RICs on program status (will have common client management system). • RICs will be able to engage industry in potential new partnerships. • RICs may have a specific role re: business acceleration activities for IACP clients. Need systematic approach at the regional level. Business and market analysis may be part of IACP funding requirements.

9. IACP

10. IACP

11. IACP

12. IACP Brainstorming Session • Macro IACP Discussion • Do we have all the necessary programs and services to address the needs of clients? • What are the high priority program components given current budget constraints? • Do you think the proposed suite of programs and services address the needs of all types of clients ranging from researchers to MNEs? • Are the eligibility requirements appropriate? Are they appropriate for all sizes of companies?

13. BAP • Advisory & Mentorship • Entrepreneurs-in-Residence • Analysts • Embedded Executives • Volunteer Mentors • Peer to Peer • Entrepreneurial Education & Training • Online Entrepreneurial Education • Introductory Entrepreneurial Training Courses • Advanced Entrepreneurial Training Courses • Market Intelligence • Market Intelligence Service • Capital • Investment Accelerator Fund • Angel Network Program • Capital Networks • Business Project Fund

14. BAP

15. BAP

16. BAP

17. BAP

18. BAP

19. BAP

20. BAP

21. BAP

22. BAP Brainstorming Session • Macro BAP Specific • Do we have all the necessary programs and services to address the needs of clients? • What are the high priority program components given current budget constraints? • Do you think the proposed suite of programs and services address the needs of all types of clients ranging from researchers to MNEs? • Are the eligibility requirements appropriate? Are they appropriate for all sizes of companies? • Program Specific • Entrepreneurs-in-Residence: To maintain EIR provincial coordination, EIRs will be paid for (i.e. be employees of) BAP. • Analysts: Due to human resource requirements, Analysts will likely need to be employed by a RIC; however, Analysts will be provincial resources, and BAP will manage the provincial coordination of Analysts. • Embedded Executives: Clients will access the Embedded Executive component via a RIC; however approval to receive funding under the Embedded Executive component will be provincial. • Business Project Funding: Is there a need to break this component into a separate component that would be focused on product to market intelligence and alliances? What are the financial needs of clients that would access this program – is $20,000 too high?

23. ONE Business Planning Process • A fully integrated regional business plan: • MRI -- Core funding (via ONE Program) • MaRS -- BAP resources and funding • OCE -- IACP resources and funding • Multi-year agreements with annual funding allocations: • Funding based on demand for programs and services • Three separate agreements (MRI, MaRS and OCE) • Common reporting template • Semi-annual review will be conducted by MRI, MaRS and OCE. • Annual review of plans by ONE advisory board, based on recommendations of OCE and MaRS. • Annual business plan will be required.

24. Draft ONE Business Plan Template Outline • Organizational Structure: • Goals, vision, mission, etc. • Advisory Board Members • Alignment with ONE requirements and guiding principles • Co-location facility operating plan • Partnerships with other regions, federal govt, etc. • BAP • Centralized programs (from BAP menu): • Outline regional structure to access programs • Estimate client demand • Regional programs (from BAP menu): • Delivery / implementation model • Decision-making process • Funding and other resources • Regional programs (based on regional need) • Rationale / demonstrated need • Program description, eligibility, etc. • Activity levels / projections • Performance metrics • Decision-making process • Funding and other resources

25. Draft ONE Business Plan Template Outline cont. • IACP • Centralized programs • Outline regional structure to access programs • Est. client demand • Regional programs (based on regional need) • Rationale / demonstrated need • Program description, eligibility, etc. • Activity levels / projections • Performance metrics • Decision-making process • Funding and other resources • Specialized regional resources (staff) • Rationale / demonstrated need • Description of the resource requirement • Activity levels / projections • Performance metrics • Decision-making process • Required resources

26. ONE Charter • Goals • Mission • Guiding Principles

27. ONE Charter: Goals • To build globally competitive companies by offering a suite of programs focused on bringing new products and services to the global marketplace. • To leverage the capacity of Ontario’s research institutions to support industry-driven commercialization activities. • To build a world-class knowledge and technology transfer network for Ontario’s public research institutions to extract more value from world-class research discoveries and provincial investments in research and infrastructure.

28. ONE Charter: Mission • A world-class, client-focused innovation network that will ensure clients have province-wide access to: • The best available resources and expertise (regardless of location); • A full continuum, from idea-to-market, of programs and services; • Resources available at the speed of business; • The right resource, at the right time and with the right level of support, aligning resources with the growth potential of the company or the size of the opportunity; • A flexible network that can quickly respond to new and emerging market opportunities where Ontario could have a global competitive advantage; and • Programs, services and other resources in all regions of the Province.

29. ONE Charter: Guiding Principles ONE will operate in accordance with the following principles: • Client FocusedONE will be oriented to support the needs of its clients to help them meet marketplace demands. ONE and its supporting programs and services will be delivered at the speed the market demands, responsive to global opportunities and easy to navigate. • Clear Organizational MandatesONE will be structured in a way that makes it easy to determine, and to access, the resources that can best help clients as they move through the process of taking an innovation to market. • Accessible Quality Support Across the ProvinceONE will be designed with multiple entry points across the province. This design will: i) ensure easy client access to programs and services; ii) allow the ONE to bring the best resource and expertise in the province to support the defined needs of any client, regardless of the location of either; iii) create a regional focal point for innovation and commercialization; and iv) allow programs and services to be tailored to the regional innovation landscape.

30. ONE Charter: Guiding Principles (cont.) • CollaborativeONE resources will be fully integrated to create a highly collaborative environment that will ensure clients receive the right resource, at the right time and with the appropriate level of support. • Accountable and Transparent Governance ONE requires co-ordinated, effective governance with broad oversight and authority for the entire network while supporting strong leadership of the individual component organizations. • Standardized, Quantifiable Measurement System ONE will have a common measurement framework to ensure each member is focused on the agreed upon measurable goals and outcomes (both short and long term).

31. ONE Charter: Other Items? • Is anything missing in the ONE charter?