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Ellen Lutz CEO, Clean Markets LLC

Ellen Lutz CEO, Clean Markets LLC . September 28-October 1, 2010. NASEO and ASERTTI jointly sponsored study Purpose: To provide State Energy Offices with best practices & key success factors in energy technology innovation To minimize risk in funding innovative R&D

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Ellen Lutz CEO, Clean Markets LLC

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  1. Ellen LutzCEO, Clean Markets LLC September 28-October 1, 2010

  2. NASEO and ASERTTI jointly sponsored study • Purpose: • To provide State Energy Offices with best practices & key success factors in energy technology innovation • To minimize risk in funding innovative R&D • Develop recommendations for State Energy Officials when evaluating higher risk technology innovation projects • Status: study undergoing participant review

  3. Literature review of technology innovation • Twenty-one in-depth interviews with organizations who have created clean energy technology breakthroughs • Data analyzed by stage of development

  4. DEPLOYMENT R&D DEMONSTRATION

  5. COMMERCIALIZATION IDEATION INCUBATION

  6. GOALS AND STRATEGY Technology Advancement Environment Economy Project Management Intellectual Property Partnerships Capabilities Funding INNOVATION SUCCESS RESOURCES PROCESSES Champion Market-Facing Innovation Culture Diversity Experience Commitment TEAM ENVIRONMENT

  7. Broad reaching goals: Solve environmental or economic problems Improve existing technology performance Focused on: technology performance bottlenecks to achieve larger R&D goal Incorporate market performance indicators: Expedite market adoption Deploy commercial application R&D DEMONSTRATION DEPLOYMENT

  8. Team Qualities: Experienced, passionate, committed, talented leader and team • Diversity: Multidisciplinary; involve R&D, commercialization, end users early • Project Champion: Provides long term vision, networking, belief in project’s success • Market Expertise: Understanding of market and ability to position in marketplace • Culture: Allow time for creativity and innovation

  9. PROJECT MANAGEMENT INTELLECTUAL PROPERTY Majority had IP process Major concern, especially R&D Private sector funders often require first right of refusal Manufacturers often want exclusive rights at demonstration stage IP rights well defined by private commercialization partners • Provides clear direction & touchstone for evaluation • Needs flexibility to adapt to changing conditions • Many R&D organizations had rigorous metrics • Routine meetings & regular reporting • Majority had exit strategy in place

  10. PARTNERSHIPS FUNDING R&D: Multiyear budgets 1-10 years; consistency reduces waste & keeps momentum Demonstration: 1 ½-3 years; $400k- $10.3M Deployment: $3M-$130M over multiple years Some exceptions: smaller budgets create greater sense urgency Early success with small budget attracts more resources • One of most critical success factors • Most effective & expeditious way to fill gaps • Eliminates need to develop from scratch • Goal to round out experience & skills of team: often R&D partnered with business acumen or vice versa

  11. Traditional RDD&D process can be adjusted to accommodate faster pace, flexibility & simultaneous development of innovation • Best Practice areas involve: Goals, Team Environment, Processes and Resources • State Energy Offices are in unique position to be an innovation catalyst within their states & create new categories of manufacturing jobs • State Energy Offices can minimize risk of funding innovation by designing selection criteria for projects around best practices identified in this study

  12. Strive for game changers: Identify gaps in the state’s clean energy supply chain and challenge universities and industry to fill those gaps with innovative solutions. • Reward good behavior: Develop project selection criteria that rewards innovation best practices and methodologies • Require structure: States should require project management plans for high- risk projects, and have protocols in place for managing intellectual property arising from R&D projects. • Look for an innovative environment: Look beyond the project to the culture within the project team itself. • Encourage external funding. There is still value in soliciting projects that states cannot fund alone, and requiring external partners to contribute the needed cost share.

  13. Ellen Lutz President and CEOClean Markets, LLCwww.cleanmarketswork.com Ellen Lutz 215-242-1424 elutz@cleanmarketswork.com

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