付録3; C-CAT 2003年年次報告（抜粋 事業家促進部分）
Center for Commercialization of Advanced Technology
Institute for the Commercialization of Advanced Technology
(ICAT - CSU San_Bernardino)
With supplemental funding, the original CCAT program was expanded to California State University San Bernardino (CSUSB). A companion program to CCAT, the Institute for the Commercialization of Advanced Technology (ICAT) at CSUSB, was launched in the Fall of 2002. The mission of ICAT is to support CSU San Bernardino's mission of enhancing the quality of life through economic development of those living within the Inland Empire. The program's strategic objective is to serve as a conduit for the region's business and industry to access and develop technological innovations,
Principal activities in its inaugural year involved building capacity within the university and the regional business community to perform technology commercialization activities that accelerate the commercialization process. Accordingly, CSU San Bernardino personnel worked to develop industry and community partnerships to support the program as well as establish campus alliances within the universities colleges and faculty.
Specific activities and accomplishments of the ICAT program included:
・Developed close alliance with San Diego CCAT
・Development of ICAT website
・Workshops with CCAT personnel and university faculty to develop solicitation, client service, grant management, and market study processes
・Identification of technology industrial base
・Sponsored joint solicitation with CCAT program
・Awarded two grants and market studies to an Inland Empire technology company and UC Riverside with additional awards from Solicitation 2003-01 pending
Corporate Governance and Committee Structure
In September 2002 the CCAT Executive Board had a discussion on the need to formalize a corporate governance structure to improve the coordination of partner activities and efforts. Actions taken by the Executive Board consistent with these needs included the election of a chair on an annual basis and the creation of a series of committees to oversee the day-to-day operations and administration of the CCAT program. The following committees were formed and chairs were designated for each:
・Finance and Operations
・Solicitation and Selection
・CSU San Bernardino Support
Annual Report: July 2002 to June 2003
Finance and Operations
This committee focused on developing strategies to expand and enhance CCAT's funding sources. Currently, CCAT is funded by Congressional appropriations through the Office of Naval Research. Efforts were undertaken to identify alternative funding sources that would stabilize CCAT's financial position. Alternative funding sources that were investigated included:
・Bioterrorism Centers of Excellence (NIAID)
・Department of Defense Capital Initiative
- Force Transformation Office
・Venture Capital Partners
・Department of Homeland Security
The Finance and Operations Committee also submitted periodic Financial Detail Reports to the Executive Committee.
The major efforts of the Marketing Committee focused on positioning the CCAT program as an industry expert and the development of unified core messages. On the recommendation of the Marketing Committee, CCAT retained the services of Rudder-Finn- a public relations firm based in New York - to help CCAT and its clients gain a nation-wide exposure.
In terms of press relations, the Marketing Committee coordinated the development of press releases announcing key CCAT accomplishments and events. The following placements were achieved for local, national, international, and trade publications:
・San Diego Union Tribune
・San Diego Business Journal
・San Diego Metropolitan
・The T Sector
・North County Times
National, International, and Trade Publications:
・Wall Street Journal
・Loop Magazine (Japan)
・Homeland Defense Journal
・Aviation Week's Homeland Security & Defense
Annual Report: July 2002 to June 2003
The CCAT website was redesigned resulting in a more user-friendly and effective vehicle to communicate CCAT's processes and activities. The website also registered a significant increase in visitor traffic. Other Marketing Committee activities included the development of the second edition of the CCAT Newsletter, participation in a number of trade shows, and assisting clients with public relations efforts, including press release writing and distribution.
Solicitation and Selection Committee
The role of the Solicitation and Selection Committee is to coordinate all of the activities relating to the solicitation and selection process. Specific activities include:
・Determination of solicitation type
・Posting relevant applications, instructions, and documents on the CCAT web site
・Reviewing all applications and performing an initial review to assure conformance with basic CCAT criteria
・Recruiting written evaluators from the CCAT database of subject matter experts, and identifying new subject matter experts for current and future solicitations
・Reviewing results of written evaluation and determining which applications will be advanced to final presentation
・Recruit panel and conduct the final presentations
・Review results of panel presentation and make recommendation to the CCAT Executive Board regarding which applications should receive services and awards
In the past year, the Solicitation and Selection Committee coordinated three solicitations plus one supplemental panel presentation, which resulted in 59 awards for 39 new clients.
New Business Committee
The key focus of the New Business Committee was on creating a multi-funding source strategy in concert with the Finance and Operations Committee. The Committee also began working with the University of Hawaii concerning a possible expansion of the CCAT program to this campus. Meetings and discussions were held between committee members, Office of Naval Research personnel, and University of Hawaii campus personnel.
San Bernardino Committee
The role of the San Bernardino Committee is to provide support to the Institute for the Commercialization of Advanced Technology (ICAT) based on the campus of California State University, San Bernardino. Key tasks of the Committee include:
・Training of ICAT personnel on CCAT processes
・Support for initial business plan development
Annual Report: July 2002 to June 2003
・Conduct training workshops for the solicitation-selection, client management, and grant management processes
・Coordinate with ICAT in website development and press and media relations
・Develop a pool of qualified mentors from the San Bernardino area
Client Services Committee
The purpose of the Client Services Committee is to develop a strategy for the progression of CCAT clients in the post-award phase. Client Managers were assigned from the CCAT team for active clients whose role is to act as the single point of contact for the clients, help in determining the client's "next steps", improve the flow of communications, and report periodically to the Executive Board on the status of each client. The Committee also initiated an effort to develop a portfolio management strategy.
The Committee has created three categories of CCAT clients:
・Category I: Clients that have received product development grants. These clients receive the highest level of monitoring and are assigned a Client Manager
・Category II: Clients that have received a market study award. No client manager is assigned pending outcome of the study.
・Category III: Inactive clients
The responsibilities of the Client Managers include working with the client in developing success plans and roadmaps leading to commercialization of their technologies.
The role of the Metrics Committee is to develop metrics, collect data, and report on CCAT progress. Target metrics investigated by the Committee included:
・Transitions of technology to government use (spin-in)
・Number of licenses or CRADAs
・New product entries
・Advances to the next level of funding
Additionally, the Committee initiated a process to develop a suite of success stories that illustrates the CCAT program.