New Media Business Alliance
[Insert C3 Logo]
Connect, Construct and Commercialize
An Innovation Network for the Interactive Digital Media Sector
1
New Media Business Alliance
Lead Applicant for Components A and B:
Centennial College
951 Carlaw Avenue
Toronto, Ontario
M4K 3M2
Nate Horowitz, Dean, T: 416-289-5101
The Centre for
F: 416-289-5106
Creative
E: nhorowit@centennialcollege.ca
Communications
Lead Applicant for Component C:
New Media Business Alliance
99 Atlantic Ave., Suite 312
Toronto, Ontario
M6K 3J8
Kathleen Webb,
Director of
Programmes and
Development
T: 416-516-0077 x223
F: 416-850-3983
C: 416-878-8876
E: Kathleen@nmba.ca
Participants:
Centennial College
951 Carlaw Avenue
Toronto, Ontario
M4K 3M2
Humber College Institute of
Technology and Advanced
Learning
205 Humber College
Boulevard
Toronto, Ontario
M9W 5L7
New Media Business Alliance
99 Atlantic Ave., Suite 312
Toronto, Ontario
M6K 3J8
Ryerson University
350 Victoria Street
Toronto, Ontario
M5B 2K3
Seneca College
70 The Pond Road
Toronto, Ontario
M3J 3M6
Sheridan College Institute of
Technology and Advanced
Learning
1430 Trafalgar Road
Oakville, Ontario
L6H 2L1
Nate Horowitz, Dean,
The Centre for
Creative
Communications
James Cullin,
Program Coordinator,
School of Media
Studies
T: 416-289-5101
F: 416-289-5106
E: nhorowit@centennialcollege.ca
Kathleen Webb,
Director of
Programmes and
Development
Brad Fortner,
Program Director,
Rogers
Communications
Centre
Jed DeCory, Chair,
School of
Communication Arts
T: 416-516-0077 x223
F: 416-850-3983
C: 416-878-8876
E: Kathleen@nmba.ca
T: 416-979-5232
F: 416-979-5203
E: bfortner@ryerson.ca
Dan Zen, Curriculum
Coordinator,
Professor Interactive
Multimedia
T: 905-845-9430 x8709
F: 905-815-4221
E: dan.zen@sheridanc.on.ca
T: 416-675-6622 x4722
F: 416-675-9730
E: james.cullin@humber.ca
T: 416-491-5050 x3401
F: 416-739-1856
E: jed.decory@senecac.on.ca
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New Media Business Alliance
Lead Applicant for Components A and B:
Centennial College
Signature: ______________________
Nate Horowitz
Lead Applicant for Component C:
NMBA
Signature: ______________________
Ian Kelso, President
Total Amount Requested:
2006 $
2007 $
2008 $
Total Amount of other contributions:
Cash 2006 $
Cash 2007 $
Cash 2008 $
In-Kind 2006 $
In-Kind 2007 $
In-Kind 2008 $
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New Media Business Alliance
INTRODUCTION
Cultural workers in the Information Communications Technology (ICT) industry, such as
designers, animators and producers, all play critical roles in the commercialization of
digital technologies. As it is only with their creative work that products and services for
gaming, iTV, PC/convergence, eLearning and mobility can be market tested.
We propose to establish C3: = Connect, Construct and Commercialize an Innovation
Network for the Interactive Digital Media (IDM) sector, to increase the rate in which
research coming out of the 19 IDM and 52 ICT-related research and development centres
throughout the Greater Toronto Area is commercialized. This will be done by working in
partnership with the researchers, industry and 20 programs applicable to IDM being offered
by new media training institutions i.e. the New Media Trainers1. The primary activities
undertaken by this Innovation Network will include the following:

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
Connect to Accelerate the Transfer of Knowledge & Technology to the Private Sector
Construct for Proof of Principle
Build Industry Receptor Capacity to Commercialize
The three components address issues and challenges at each of the three critical phases of
the Intellectual Property development and commercialization process: idea creation,
application development and commercialization.
The lead applicants are Centennial College, representing the New Media Trainers, and the
New Media Business Alliance (NMBA), representing industry. The New Media Trainers
have experience working together on a Colloquium program to provide students with
entrepreneurship training and interdisciplinary project experience. Whereas, NMBA is an
Ontario trade organization with a solid track record of managing Pl@tform, a proof-ofprinciple program for IDM business, and for building industry partnerships with
companies, such as MSN/Sympatico. The combined experience of these organizations
provide a platform for utilizing Ontario’s research investments by bringing creative minds
together to produce new products and services in the priority new media sub-sectors of
eLearning, gaming and mobile content.
The success of the C3 will be measured by increased business development in the new
media sector, which addresses a key priority for Ontario: “Strong People, Strong
Economy”.
1
Centennial College, Humber College Institute of Technology and Advanced, Ryerson University, Seneca
College, Sheridan College Institute of Technology and Advanced Learning.
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New Media Business Alliance
SUMMARY
A.
Connect to Accelerate the Transfer of Knowledge & Technology to
the Private Sector
Context for Connect
This component will endeavour to make IDM and ICT-related research outcomes
accessible, for commercialization purposes, via a new media sector specific web-based
portal with the goal of facilitating new connections between researchers, industry and New
Media Trainers (faculty and students).
Using marketing and communications to increase partnerships with colleges and
universities
A July 2005 survey, conducted by NMBA and sponsored by the Ontario Media
Development Corporation and the Ontario Ministry of Culture discovered that 47% of
respondents were somewhat to very interested in partnering with a college or university.
Although there is interest on the part of new media businesses to partner with institutions, a
very small percentage have actually done so. That’s because most businesses don’t know
how to go about establishing a partnership with an institution in the first place. Who do
they contact? What does it cost? Who ends up owning the IP? Plus, finding that one faculty
member or student that is really interested in the same project area as you are can be like
looking for a needle in a hay stack. Connect will address this by describing research
opportunities in layman’s term to make collaborating with institutions an easier to
understand process.
Applying fair and transparent processes to financial and intellectual property
management
It’s very important to the participants that fair and transparent processes be implemented to
manage the financial responsibilities of C3, as well as the legal and administrative aspects
relating to Intellectual Property (IP) management. Rather than have the New Media
Trainers duplicate efforts in support of C3 we propose to create a Project Management
Office. This entity will provide the technical and administrative coordination and
supervision of the various activities within C3. Assisting the Project Management Office to
implement best practices for IP management and to provide training on technology transfer
will be the Innovations Foundation. We anticipate outlining the needs of the Project
Management Office and negotiating a contract with the Innovations Foundation for the
provision of services.
Need for Connect
Increased involvement of IDM companies in the research commercialization process
A system for bringing all the necessary players in the IDM sector together for the purpose
of commercializing research does not exist. Yes, there are programs that aid in various
stages of the process, such as OCE Inc. and our intention is not to duplicate their efforts,
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New Media Business Alliance
but rather to complement their good work. For instance, CITO a division of OCE Inc.
provides a funding framework for supporting ICT research at Ontario universities and
colleges. Programs such as those offered by CITO rarely involve IDM companies as they
are users of innovative and emerging technology - rarely originators. Therefore, the role of
IDM companies is well suited to the commercialization process i.e. after the research has
taken place thanks to financial support provided by government (NSERC, Canadian
Heritage and PRECARN) and industry (Bell University Labs). Connect will include
outreach activities to IDM companies and facilitate the making of new connections between
IDM companies, New Media Trainers and researchers.
Improving support for technology transfer
Another substantiating factor in support of Connect is that the New Media Trainers are
research institutions with relatively low volumes of Intellectual Property (IP) output. This
makes it difficult for them to justify assigning full-time resources to build technology
transfer departments. Therefore, C3 is expected to have a twofold effect on the institutions.
Firstly, it will increase the volume of IP outputs as new innovative ideas will be generated
in order to make existing research from any Ontario based university or college market
relevant. Secondly, it will provide an alternative way for managing technology transfer
activities by providing a standard framework for collaboration, which will enable the
institutions to face similar challenges and learning opportunities together while also
reducing operational risks.
Objectives for Connect
To establish a Project Management Office that will be responsible for the following:







Commercialization management
External marketing and communications
Facilitating communication between the parties
Financial management
Negotiating with contractors and suppliers
Overall project management and reporting
Supporting the Steering Committee
Planned Activities for Connect











Acquiring and implementing best practices for commercialization management
Broaden New Media Trainers to include institutions such as Algonquin College
Delivery of a web-based portal
Establish commercialization opportunity database
Evaluation of New Media Trainers technology transfer needs
Leasing software to electronically manage IP, such as Flintbox
Marketing to new media business community through NMBA
Marketing to researchers through CITO
Participant meeting to finalize agreements
Procuring and delivering technology transfer training
Securing human resources
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New Media Business Alliance
Initial Geographic Region Covered by Connect
“The GTA presents an impressive array of public R&D activity for IDM, in terms of the
number, level and variety of applications. The expertise offered by these institutions may
be part of the foundation of future business growth, grounded as it is in new scientific and
technological developments.”
E&B Data, IDM Report, August 2003
The Greater Toronto Area (GTA) is an excellent place to start in Ontario with C3. It offers
the greatest concentration of IDM companies and is home to more than 100 research and
development centers at universities, community colleges and other public institutions. The
E&B Data IDM Report discovered that within these centers 19 are focused on IDM and 52
on ICT-related research and development. The table below depicts the location of the IDM
centers.
Institution
University of Toronto
York University
Ryerson University
Seneca
Sheridan College Institute of
Technology and Advanced
Learning
Bell University Labs (BUL)
Location
Toronto
Toronto
Toronto
Toronto
Oakville
IDM Centre(s)
11
1
3
1
1
Toronto
2
Table 1: Location of IDM centers for research and development in the GTA
E&B Data also discovered more than thirty programs being offered in colleges and
universities located in the GTA applicable to IDM. The New Media Trainers represent
institutions offering 20 of these programs as tabled below:
Institution
Centennial College
Humber College Institute of
Technology and Advanced Learning
Ryerson University
Seneca College
Sheridan College Institute of
Technology and Advanced Learning
Location
Toronto
Toronto
Program(s)
Applicable to IDM
3
3
Toronto
Toronto
Oakville
3
7
4
Table 2: Institutions offering programs applicable to IDM
The intention is to open participation in C3 up to all the institutions in Ontario that offer
new media training. Having the Project Management Office as part of the C3 management
structure allows for this flexibility.
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New Media Business Alliance
Anticipated Results of Connect






Improved access to research and research labs
Improved linkages between New Media Training institutions
Improved linkages between researchers and New Media Trainers
Increased awareness for the opportunities associated with research
commercialization
Increased involvement of IDM businesses in research commercialization
New Media Trainers use of best practices for technology transfer
Impact & Benefit to Ontario from Connect
“In the IDM industry, research and development investments, projects and linkages with
existing or emerging companies is often the most dynamic driver of future value and
growth.”
E&B Data, IDM Report, August 2003





Awareness for Ontario’s creative communities
Greater understanding for the role innovation plays in our community
Increase in workers skilled in the area of technology transfer
Making connections faster to increase in the rate of commercialization
New jobs created
Background on Connect
(Insert information on any existing group or network (history, date of creation,
membership, achievements, current and future plans and activities, source of
funding)
examples:
- date New Media Trainers was established
- c4
- One Voice
Role of Connect Partners
Centennial College as the lead applicant for Connect will be responsible for supporting the
New Media Trainers as they select project managers and personnel responsible for
technology transfer to C3
NMBA will be responsible for reaching IDM companies and driving them to the C3 portal.
Collectively the partners will establish the Project Management Office, which will be
responsible for the day-to-day operations of C3, such as liaising with industry to encourage
private sector involvement in commercialization. This may include connecting companies
to IRAP officers and providing information on SR&ED tax credits, as well as other sources
of financial support not often accessed by IDM companies.
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New Media Business Alliance
B.
Construct for Proof of Principle
Context for Construct
“Similar to the NSERC grants that pair artists with engineers, industry/production/research
projects would be very exciting not only for the students, but for the industry itself.”
Laurie Petrou, Assistant Professor
Radio and Television Arts, Ryerson University
Construct will provide resources in support of commercialization activities at New Media
Trainer facilities. The benefits to the New Media Trainers are in providing their students
with industry experience and ensuring their programs are remain relevant in relation to
market demands.
Students will be afforded the opportunity to make contacts and learn the ropes from
mentors in the new media industry in order that they not only learn what kind of projects
are feasible and how they are produced, but also that they are exposed to new media as an
industry as it compares and relates to the existing disciplines in their curriculum. For
instance, students at Ryerson have focused on video projects from a more traditional
trajectory; support for new media ideas and projects will allow the burgeoning interest in
new media to grow and gain strength from the outside in.
One of the most important elements of this project is the interdisciplinary collaboration.
Currently, students have little interaction with their peers in other schools within their own
institution. This project not only offers to pair up students with industry mentors, but to
begin linking projects and ideas across departments as well. A means to network the
students together will be via Access Grid to this end in order to open up industry and
interdisciplinary discussion, however, it can also be used to draw team members together
for particular new media projects from other schools and departments, which would be an
enriching experience for the students.
The linking of production based activities with scholarly research with regards to new
media is an excellent opportunity to partner with the industry-production projects. Student
in particular would benefit greatly from working on such projects that are a mix of
production and scholarly research.
Need for Construct
NMBA’s July 2005 survey determined and interest of IDM companies in accessing talent
and a youth audience for market evaluation purposes. The table below outlines the findings:
Interest
Access to Talent
Access to Youth Audience for Market
Evaluation
Percentage
68%
57%
Description
Somewhat to Very Interested
Somewhat to Very Interested
Table 3: Level of interest in the structuring of a facility or network for original content
production
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New Media Business Alliance
The same July 2005 survey was used in part to gage the level of interest respondents had
regarding various research topics. Their answers are tabled below:
Interest
Emerging Technology
Audience Measurement
Consumer Trends
Cross Sector Content Development
Percentage
95%
86%
88%
91%
Description
Interested
Interested
Interested
Interested
Table 4: Level of interest in research topics
The high level of interest in emerging technology and cross sector content development
indicates that we should expect a strong interest from industry in Construct.
Improving access to talent
A system that would improve access to talent stands to benefit employers as much as
students. However, as with all new graduates it can be difficult to get the position you’re
looking for when you don’t have any work experience. As a means for encouraging
entrepreneurship among students and providing realistic work experience, the New Media
Trainers established the Colloquium program in _____ and ran it for ______ years until
their program sponsor SMART Toronto closed its doors. The strength of the Colloquium
was that it provided a methodology for establishing and managing multidisciplinary teams
working together to produce products, but the weakness was that students were selected by
the institution they attended (one student from each institution per team) rather than the
unique skill sets they had to offer a particular project. Construct will provide a framework
for students to work with potential future employers on real projects and to market their
strengths to each other to form balanced project teams.
Increased involvement of New Media Trainers in the research commercialization process
When it comes to getting new research projects off the ground, Colleges often find that
their hands are tied; they simply lack resources to cover faculty time spent away from the
classroom. They’re well prepared to work in the area of applied research with students, but
there’s little to no provincial support available for such activities. Within Construct the
various players in the IDM research commercialization process will be supported to play
their most effective roles. I.e. NMBA will assist by building industry partnerships, the New
Media Trainers will be responsible for managing faculty and student work and researchers
will avail their technology and labs. Neither a system nor a service for establishing these
linkages currently exists and it is only with funding for the C3 that this will be possible.
Digital Youth Channel for providing access to end users for market evaluation purposes
It’s well understood that venture capitalists look more favourably at companies that have
proven a market for their product or service and have customers lined-up – if not already
signed. Customers of content products or services are portals, distributors and publishers,
who all want a piece of the youth market. So it would be a great boon for companies to be
10
New Media Business Alliance
able to prove there’s an interest in their new product or service by testing it with a student
population. Herein lays one of the hooks for businesses to become engaged in C3. If they
participate as a project sponsor in a Construct project, they will gain access to the New
Media Trainers student population via a digital youth channel.
Objectives for Construct
To create a fund in support of student inspired digital content ideas using university and
college research outcomes and/or infrastructure in concert with industry partners as
receptive agents. The fund would run two Proof-of-Principle programs cycles per year with
three projects per cycle. That’s six projects per year for a total of 18 projects during the life
of the C3 project. A project will be deemed completed once it has made its way onto the
student channel.
Planned Activities for Construct












Delivery of a student channel
Develop communications package for students and IDM companies
Establish a program fund with competition guidelines
Establish guidelines for funding to faculty
Establish guidelines for funding to researchers
Establish guidelines for funding to students
Implement system for matching students to build project teams
Leverage other program funding: CITO, Canadian Heritage, OMDC, Telefilm
Canada, NSERC
Modify and implement the Colloquium as an interdisciplinary program
Pedagogical programming
Provide business training such as communication and presentation skills
Provide entrepreneurship training such as problem-solving, relationship and team
building
Initial Geographic Region Covered by Construct
Toronto has a concentration of new media companies, more so than any other region in
Ontario. The map below is taken from “Contrasts in Clustering: Canadian New Media” by
John Britton with Richard Smith and Diane-Gabrielle Tremblay. It clearly depicts the
concentration of new media companies in Toronto.
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New Media Business Alliance
Figure 1: Toronto New Media Cluster
Anticipated Results of Construct








Adoption of new technologies by new media businesses
Increase IDM company access to market research from their key demographic
Increase in commercialization of Ontario research investments
Increase in new media product and services
New IDM products and services
Students that are adequately prepared for employment in their chosen discipline
Students with competitive skill sets
Work experience with industry experts
Impact & Benefit to Ontario from Construct
The City of Toronto is a key economic engine in Ontario. Construct aligns with the City of
Toronto’s message of being a “Creative Community”.





New businesses established
Return on research investments
Job opportunities
Student and graduate employment
New IDM entrepreneurs
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New Media Business Alliance
Background on Construct
(any existing group or network (history, date of creation, membership,
achievements, current and future plans and activities, source of funding)
(Jed: Insert information on New Media Trainers Colloquium program)
(Ian: Insert information on Pl@tform)
Role of Construct Partners
Centennial College as the lead applicant for Construct will be responsible for coordinating
efforts pertaining to the design and implementation of the interdisciplinary program.
NMBA will be responsible for ensuring the student channel offers an appealing solution for
the IDM sector to test their products and services. It will also be responsible for designing
and managing a mentorship program.
Collectively the partners will rely on the Project Management Office for administration of
the fund and ensuring all precautions have been taken to protect the rights of the workers.
As well, the Project Management Office will be responsible for marketing and
communications efforts and negotiating with suppliers.
13
New Media Business Alliance
C.
Build Industry Receptor Capacity to Commercialize
Context for Commercialize
Currently, most distribution of new media is through online portals run by traditional media
companies who tend to take a risk-reduced syndicated content approach. This makes it
difficult for independent producers to widely distribute their content. In many cases, the
portals charge the producers to put the content on their sites as they are the sites that have
the viewers.
Another challenge is that new media content allows for interactivity beyond navigation.
This means that the public get to create content within an environment that the producers
provide. It will continue to take time and education for the public, producers and
distributors (with their advertisers) to feel comfortable with this apparent shift in authority
and optimize the experience for all involved.
We can see the trend of distributors and producers giving more authority to the public for
instance with the success of reality TV. User driven content boundaries are also being
successfully explored in multiuser online gaming. Yet there are many potential markets to
be explored and young producers who will try without much hope to mass distribute their
features with the longevity and support to be successful.
This program will provide an avenue for such producers to bridge the generation gap and
bring continuing new media content to the mass media. The awarded producers will have
the benefit of a network of workers throughout the post secondary schools, experienced
marketers through NMBA and access to content distribution through guaranteed portal
placement.
Need for Commercialize
Create demand for IDM products and services
To survive and grow, companies need to sell their IP into markets. The nature of the
markets being sold into, channels to those markets and marketing skills each affect the
success companies can achieve in the commercialization phase. Commercialize will help
companies get customers through the use of training, distribution and market intelligence.
Provide companies with a competitive advantage
With constantly evolving platforms and formats the IDM industry is heavily reliant on
technology infrastructure and requires regular refresh to remain competitive.
Commercialize will provide companies with talent, access to labs and innovative
technology, which can all work in their favour to provide a competitive advantage resulting
in increased sales.
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New Media Business Alliance
Business development training
The NMBA July 2005 survey also provided feedback on the level of interest respondents
had to types of workshops or information sessions. The applicable types of activities and
their responses are tabled below:
Type of Activity
Percentage
Description
Networking with Educators
Product Presentations
Technology Presentations
Proposal Writing
Negotiating Intellectual Property Rights
Financing Strategies
Utilizing Tax Credits
Exploring Business Models
Formulas for Partnering
Emerging Technology and Applications
Consumer Trends
Utilizing Trade Offices Abroad
57%
67%
69%
55%
70%
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
More Than Favourable
77%
74%
84%
74%
73%
73%
63%
Table 5: Level of interest in workshops or information sessions
NMBA operates program-to-program as there is no source of core funding for trade
organizations in Ontario. There’s also no funding for programs that deliver business
development training, hence, there’s a pent up demand for such programs that
Commercialize can deliver in support of research commercialization.
Objectives for Commercialize
To offer training and hands-on-experience to companies in the IDM sector in order to
increase their receptive capacity for knowledge transfer and improve their business
development skills.
Planned Activities for Commercialize










Business development training
Business opportunity matchmaking
Conduits for angle investors and venture capitalists
Coordinate student mentorship program
Coordinate student presentations to industry for partnerships
Coordination of researcher/industry relationships
Export market readiness training
Facilitate industry partner relationship with student projects
Partnership building events
Provision of workshops and information sessions
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New Media Business Alliance
Geographic Region Covered by Commercialize
(include info on Ontario market, Reach through associate organizations: CI@IC, CeLEA,
GDAO)
Anticipated Results of Commercialize






Business plans funded
Competitive business environment
Connections made with distributors
Export markets accessed
Improved quality of our workforce
Successful commercialization of research
Impact & Benefit to Ontario from Commercialize






Employment created
Investment funds attracted
University and college graduates employed
Increased sales
Businesses financed
Stimulated investment in innovation
Background on Commercialize
(any existing group or network (history, date of creation, membership,
achievements, current and future plans and activities, source of funding)
NMBA Strategic Operating Plan
Funding from the Ontario Media Development Corporation and Ontario Ministry of
Culture
East of Essex export event
Role of Commercialize Partners
(NMBA – events, membership, matchmaking)
16
New Media Business Alliance
GOVERNANCE
The group management structure and the governance framework for delivery of C3 is
described below:
Ontario Ministry of Economic Development & Trade
Innovations
Foundation
Project Management Office
New Media Trainers
Tech-Transfer Managers
New Media Trainers
Project Managers
Project Sponsors
Steering
Committee
New Media Trainers
Faculty & Students
Connect
New Media
Business Alliance
New Media Business
Alliance - Members
Construct
Commercialize
(Description in MOU)
17
New Media Business Alliance
BUDGET
Specify the resources required to implement each of the proposed projects and the cash
and/or in-kind contributions available from other sources to support them.
Budget Template
Item
Proposed Expenditures
Year 1
Year 2
Year 3
Total
Apr 1 ’06-Mar Apr 1 ’07– Mar Apr 1 ’08–
31 ‘07
31 ‘08
Mar 31 ‘09
Salaries
Connect
Construct
Commercialize
Operating Expenses
Connect
Construct
Commercialize
Programs / Funds
Construct
Other (specify)
Total Expenses
Source
Anticipated Contributions
Year 1
Year 2
Year 3
Total
Apr 1 ’06– Mar Apr 1 ’07– Mar Apr 1 ’08–
31 ‘07
31 ‘08
Mar 31 ‘09
Cash From the
Institution(s) /
Organization(s)
Centennial College
Humber College Institute
of Technology and
Advanced Learning
New Media Business
Alliance
Ryerson University
Seneca College
Sheridan College Institute
of Technology and
Advanced Learning
18
New Media Business Alliance
In-kind From the
Institution(s) /
Organization(s)
Centennial College
Humber College Institute
of Technology and
Advanced Learning
New Media Business
Alliance
Ryerson University
Seneca College
Sheridan College Institute
of Technology and
Advanced Learning
Other
(Specify)
Total Anticipated
Contribution
Amount Requested From
ORCP
Summarize the total ORCP funding request, by component, using the Summary Budget
Template provided below.
ORCP Request
Budget Summary (by program component)
Year 1
Year 2
Year 3
Apr 1 ’06– Mar Apr 1 ’07– Mar
31 ‘07
31 ‘08
Total
Apr 1 ’08–
Mar 31 ‘09
Accelerate Knowledge and
Technology Transfer
Proof of Principle Fund
Industry Receptor Capacity
Total ORCP Funding
Request
ORCP Matching
Contribution (Cash)
Accelerate Knowledge and
Technology Transfer –
existing budgets
Accelerate Knowledge and
Technology Transfer – new
cash
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New Media Business Alliance
Proof of Principle Fund
Industry Receptor Capacity
Total ORCP Cash Contribution
ORCP Matching
Contribution (In-kind)
Accelerate Knowledge and
Technology Transfer
Proof of Principle Fund
Industry Receptor Capacity
Total ORCP In-kind Contribution
Total ORCP Matching Contribution
Notes:
Accelerate Knowledge and Technology Transfer component: match 50% of the total cost of
the project over the three-year period (current, existing technology transfer budgets may be
used as a match); or match 25% of the total cost of the project over the three-year period,
with new, incremental cash.
Proof of Principle Funds component, no matching contribution is required – and overhead
costs cannot exceed 10% of the total cost.
Building Industry Receptor Capacity: 50% match is required.
LETTERS OF SUPPORT
Provide a letter of support from each institution and not-for-profit organization that is a
member of the group signed by the Vice-President Research of a university, Director of
Research of a hospital or President of a college or Executive Director of an NFP
organization.
The letters should outline the institution’s or not-for-profit organization’s commitment to
the group, contribution (cash and/or in-kind) to the group.
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