Proposal Summary - University of New Mexicoasalazar/nsf/nsf_final_515.doc · Web viewSignificant...

Proposal to NSF Partners in Innovation Program

From the UNM Center on Entrepreneurship and Innovation

Prof. A. Salazar, (Principal Investigator)PNM Chair in Microsystems, Commercialization and Technology

Dr Richard Holder, (Co-Principal Investigator)Deputy UNM Provost

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Proposal SummaryUniversities have traditionally provided an ideal environment for research that leads to discoveries in materials and processes in the sciences, engineering and biotechnology. However, these discoveries often do not lead to products and services in the commercial or industrial sector. Indeed, many societal needs go unaddressed despite large investment in research at universities. To address this gap in realizing the potential of university discoveries, this University of New Mexico (UNM) proposal to the NSF Partners in Innovation (PII) program aims to invest the funding requested in four areas of the process of commercialization of technology from the university through a newly created Center on Entrepreneurship and Innovation (CEI):

Increasing innovation in contrast to discovery in university technology research; university-industry collaboration in technology transfer and entrepreneurship development of cross-disciplinary coursework and experiential learning in

innovation; the cross-disciplinary research of technology entrepreneurship.

Improvement in these four areas will increase the economic value of technological research in a university setting by involving industry as a partner in establishing project goals with interested faculty and researchers and by investing in commercial ventures exploiting the fruits of that effort. New Mexico is an ideal setting for repositioning the university’s role in commercializing technology. UNM, a Carnegie research university with the state’s only medical and law schools, is the largest in a state that has a high R&D investment per capita index. However, the state has no significant industrial or commercial business sector based on technology. With the program proposed here UNM’s collaboration with private/public sector partners will be a way to expand the supply of student-entrepreneurs for technology start-ups in the fields of nanotechnology, Microsystems, biotechnology and media science through internships, mentoring programs, seminars, workshops, business training and financial planning. The need for increased business creation in the state of New Mexico is clear. According to the 2000 census data, the state has the nation’s second highest poverty rate. Among the eight Rocky Mountain states, New Mexico has the highest bankruptcy rate and lowest per capita income. As the fifth largest state in land area and with a population of 1.6 million that is 43% Hispanic and 9% Native American, New Mexico is a largely rural state of cultural and ethnic diversity. By increasing the rate of commercialization of the state’s technology the program being proposed here has the potential of transforming the state’s economy. The programs that will be set up at the University of New Mexico with the NSF PII funds requested will be administered through the Center on Entrepreneurship and Innovation (CEI) set up by the UNM President in February 2004. The CEI is cross disciplinary in nature, involving staff from the Science and Technology Center (STC), (UNM’s autonomous unit that manages its intellectual property) and teaching and research staff from the Schools of business (Anderson School of Management), Engineering, Arts and Sciences and the Health Sciences Center (includes the Schools of Medicine, Pharmacy and Nursing). CEI intends to involve successful entrepreneurs, investors in technology, industrialists and local business professionals in providing guidance to the instructional and research programs that accelerate the creation of technology based businesses utilizing UNM-owned intellectual property. The $600 thousand budget requested from the NSF PII Program will fund these efforts over a three year period, covering entrepreneurship course and workshop development, internships for undergraduate and graduate students in technology fields, and miscellaneous expenses. Funds from private and public sources will be sought over the three year period of funding requested here. These funds towards self-sustainability will continue to grow as results from the program become more evident.

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Program Description BackgroundThe Bayh-Dole Act of 1980 allowed the university to own and commercialize any technology developed through federal agency funds. After that date many a university installed a technology transfer office in hopes of accomplishing the primary goal of licensing technology and establishing another source of revenue. Unfortunately, much of the research conducted at a university, although well documented and published in scholarly technical journals, does not lead to inventions that are commercializable. Of course, there have been a few notable breakthroughs that have reached the marketplace. For a table of comparison among top universities in licensing revenue derived from intellectual property see Figure 2-1, p.18 in Ref [1]. It is seen that few universities have any significant revenue from their tech transfer activity. Although the expectation from Bayh-Dole lawmakers was that universities would see a tremendous opportunity for additional funding through licensing agreements, few institutions took action. At the University of New Mexico, not unlike many other public institutions of higher learning, it was not until 1996 that a tech transfer office was established. From data compiled recently, in fact, after more than 20 years after the Bayh-Dole Act was passed, many tech transfer offices at universities do not earn enough to pay for their expenses and remain cost centers, not profit makers.There are many theories that explain the disappointing results summarized above. First, the observation has been made that topics of university research are rarely connected with a societal need but rather with basic materials or process research or a military application sponsored by a defense agency. Second, any university-conducted research often lacks any follow-up action for determining its marketability. Third, much of the university research, when first initiated, is rarely connected with a commercial venture or company that would be in a good position to determine a near-term societal need. In fact, universities have found it difficult to partner with commercial entities willing to sponsor research at a university but insist on joint ownership of any discoveries made. Public universities are often bound to use research facilities only for educational purposes and most hold the view that any discovery made on the campus, regardless of its funding source, is 100% owned by the university. In this section we review many problems that stand in the way of commercializing technological discoveries made through research at a university. These problems, although troublesome and, in a few cases entrenched through tradition and the slow change inevitable in large institutions, can be overcome. These problems include:

a) Poor understanding of innovation process;b) Research funded with no alignment with societal needs; (Poor access to

commercial/industrial product/service processes)c) University policies that impede innovation;d) Low reward for innovation or entrepreneurship;e) Poor access to business training, mentoring or internship programs;f) Poor access to financing the development of a product/service idea;

As part of our program description we will outline as we go through each problem what actions we plan to take in our proposal to mitigate the problem’s effects. These actions

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will be initiated through the UNM Center on Entrepreneurship and Innovation (CEI) created by the UNM President Louis Caldera (see bio in supplementary information) earlier this year and supported by the UNM Provost Brian Foster (see bio in supplementary information). Funding from this proposal will partially support CEI’s objectives that focus on the creation of technology based companies that exploit innovation and accompanying intellectual property developed at UNM. The CEI, whose interim Director is Professor Andres C. Salazar, Principal Investigator, will sponsor or directly support coursework, seminars, workshops, internship and mentoring programs that assist students, faculty and researchers in developing a business plan that results in the formation of a technology company. It is expected that CEI’s activities are both interdisciplinary, i.e., involving several colleges and schools, and require the active participation of successful entrepreneurs, business executives and investors from the community. The objectives of the CEI have drawn the attention and support of state and regional economic development agencies since job creation by start-ups and other small companies in the US has far outstripped the number of new jobs from Fortune 500 companies and more established firms.

New Mexico is an ideal setting for redefining a public university’s role as a generator of innovation and its capability of commercializing technology. UNM, a Carnegie research university with the state’s only medical and law schools, is the state’s flagship university with 33 thousand students. UNM contributes to the state’s high R&D investment per capita index. However, New Mexico has no significant industrial or commercial business sector based on technology generated in the state. The program proposed here supports a new collaboration with private/public sector partners to rapidly expand the supply of student-entrepreneurs for technology start-ups in the fields of nanotechnology, Microsystems, biotechnology and media science through internships, mentoring programs, seminars, workshops, business training and financial planning. The creation of new technology businesses through innovation leads to high paying jobs, increased exports and wealth generation for a region. According to the 2000 census data, New Mexico has the nation’s second highest poverty rate. Among the eight Rocky Mountain states, New Mexico has the highest bankruptcy rate and lowest per capita income. As the fifth largest state in land area and with a population of 1.6 million that is 43% Hispanic and 9% Native American, New Mexico is a largely rural state of cultural and ethnic diversity. By increasing the rate of commercialization of the state’s generated technology the program being proposed here has potential of transforming the state’s economy. UNM is a minority serving institution with 34% of its student population Hispanic and 5% Native American. Minority students will be served by the program proposed here since enrollment in the science and technology fields at UNM reflect similar demographic percentages of enrollment. Professor Salazar, Principal Investigator, with considerable business experience, is a native New Mexican who speaks Spanish and relates to the significant Hispanic enrollment in engineering, science areas and biotechnology.

We begin our program description by stating the problem to be addressed, outlining an approach for its solution and how our partners will play a role in its resolution.

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Problem: Poor Understanding of InnovationInnovation, as defined by George Heilmeier, CEO of Bellcore, is “a discovery that is brought to market in a timely manner and is a commercial success.” This comment implies that discoveries, whether patented or not, need societal validation before they can be afforded just recognition with the word “innovation.” It is also important to note that the vast majority of US patents do not earn back for the inventor the funds expended to develop and file the patent. Studies of the innovation process indicate that there are several factors involved in the commercialization of a technological discovery. The outcome of research is but one factor in the innovation process. Other factors of equal importance include the availability of an entrepreneurial team, financing and receptive markets. Without the contributions of these additional factors a discovery has little hope of becoming an innovation. Small technology companies through the successful commercialization of a discovery have created jobs and wealth for the US in the last fifty years. Authors have often cited technology as the main engine for industrial growth in this country over that period of time. Financing for the commercialization of a discovery has traditionally been provided by several sources – assets from self, friends and family of an entrepreneur, angel investors and venture capitalists. Except in rare cases, universities have been reluctant to finance the commercialization of their own intellectual property. The study of entrepreneurship has been long neglected by universities, economists and business professionals even though the rate of creation of companies has been highly dependent on the availability of entrepreneurs (see Ref [2], p. 8). The university, however, can facilitate the availability of entrepreneurial talent by setting up a campus environment that supports both research in entrepreneurship and the training of students in the business creation process. In many ways innovation and entrepreneurship are inextricably linked. National organizations such as the National Collegiate Innovators and Inventors Association (NCIIA) unites colleges in their efforts to promote innovation and entrepreneurship on their campuses. Our proposal includes programs that feature the following campus activities that have been shown to facilitate the understanding of innovation:

1. Coursework: MGT594-003 “Innovation in Technology” This graduate level course covers the process of innovation from a technological, economic and social environment perspective. Intellectual Property and the legal aspects of patents, copyrights and trademarks are explained. Guest speakers include IP attorneys, venture capitalists and entrepreneurs. The PI has taught this course and additional funding will allow it to be taught more regularly. Our NextGen and RDC partners help identify appropriate guest speakers.

2. Seminars and workshops: Topics will include: (a) Protecting discoveries in technology that may have commercial value; (b) Determining value of patentable ideas;(c) Differentiability and uniqueness in applications of technology; Our STC partner has held similar workshops in the past. Funding from this proposal will facilitate regularly held workshops for students, faculty and researchers in technology fields.

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3. Research in the process of innovation: The PI along with colleagues at UNM have conducted research in a technology area, specifically – Microsystems. Funding from this proposal will enable additional research.

Problem: Research Outcome with No Societal Need (Poor access to commercial/industrial product/service processes)

Traditional research in technical fields within the university setting has several objectives:- Training students in the process of conducting research;- Fulfilling goals of research grant makers such as NASA, DARPA, NIH, etc.- Pursuit of research goals developed by individual researchers or faculty members.None of these goals, unfortunately, implies commercializability of the research undertaken at a university. Basic research in materials or in the understanding of the processes of nature, of course, is usually devoid of the details of immediate application. Nominal funding is available for such research. Applied research for which there is ample funding, however, does imply application to an immediate societal need1 and investments in these areas are expected to generate some commercial value for any technology that is developed. However, university faculty and researchers are usually not in a position to know what areas of a commercial or industrial sector are in desperate need of a discovery in their field of study and research. Due to budget constraints the tendency at most universities is to hire tenure track faculty with newly minted PhD’s who become “locked” into an academic tenure seeking mode and do not get any commercial or industrial experience. At best, some faculty experience short stints at research labs of large corporations or government facilities that mimic the university environment. Hence, many university faculty members and researchers in technology fields have no experience in product or service development that fulfills a societal need. University faculty and researchers interested in innovation as defined above can be categorized into three groups. The first is the would-be entrepreneur who aspires to found a company, lead it to prosperity with great products and make money to boot. The second type is a person who wishes to be part of an entrepreneurial team, support the product or service idea he/she may have a part in originating, but basically wishes to return to the academic life after having a taste of the commercial/industrial life. The third is one who yearns to spawn a commercially successful product or service concept but wishes to remain in academia for the benefit of unfettered research and the safety of tenure. All three types of university faculty member or researcher can contribute immeasurably to innovation in the US and can have great impact in the creation of companies, jobs and wealth. Our proposal deals with this problem in the following ways that basically brings together commercially oriented entities with university faculty and researchers:

1. Perform problem solving in a commercial/industrial setting. Our RDC partner manages the SATOP program in the western US. Small companies, under a NASA grant, apply for free advice in solving a technical problem from an “alliance partner” such as a university at which a faculty member or researcher can volunteer to help solve the problem posed by the company. What is different

1 Defense related research such as that funded by DARPA can be argued to be not based on societal need but commercial value is still expected.

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from the experience received here by the university technologist is that the problem arises from a profit motive since the company is likely under the gun to deliver value to its customers and to its investors. This is the powerful force exerted by the societal need being fulfilled by the company. The university and the faculty member receive nominal compensation for the consultation. With the funding from this proposal UNM’s CEI will promote this program among UNM faculty and researchers.

2. Promote the collaboration of small companies with university faculty and facilities. The Manufacturing Training and Technology Center (MTTC) at UNM has been able to allocate some facilities for use by technology start-ups in nanotechnology and microsystems. Our NextGen partner has supported this effort by donating equipment for this purpose. With funding from this proposal, this collaboration can be promoted within UNM and within the technology cluster that NextGen nurtures in the region.

Problem: University policies that impede innovation;

Few universities have been able to establish educational-industrial collaborations that benefit both the university and the industrial partner equally. Obviously, the principal goals of each organization are distinctly different from the other’s. However, the pursuit of innovation, seen as the ultimate economic differentiator among nations, is a common goal. The area of technology entrepreneurship and company creation is also of common interest to public policymakers and the university (see Ref [4], Chapter 1). Both parties have a strong interest in this factor of economic development. Yet, many universities have the policy that any discovery made on its campus is owned 100% by the university, regardless of the funding source for the work that led to the discovery. Many public universities suffer from strict interpretation of “anti-donation” state statutes which prohibit the use of university facilities by commercial or industrial entities without compensation. Also, university buildings are constructed by tax exempt bond issues which again prohibit the usage of the facilities except for instructional and research2. The difficulty here is that universities find it difficult to establish a fair price for the use of its facilities and so adopt a policy of “no usage.” Faculty members and researchers on the university payroll are usually bound by policy to file a disclosure of the discovery to administration or to a tech transfer office if there is any hint of commercial value to the discovery. Depending on the university policy, the agent to the discovery may share in any profits realized from the university’s exploitation of the discovery. The result of such a policy is that few commercial entities will fund work that may lead to a discovery. Further, faculty and researchers may hesitate to disclose discoveries of commercial value if they believe (a) they can exploit it better than the university by leaving the employ of the university; or (b) they do not think they will get much out of the university’s exploitation of the discovery. Some universities have already begun to see the value of change in policy and in the facilitation of entrepreneurship associated with technological discovery (see References [1],[3]). Funding from this proposal will address these issues in the following ways:

2 Some exceptions to this usage are limited to a nominal percentage such as 10%

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1. Facilitate collaboration with companies. Some universities find methods that circumvent anti-donation state statutes or prohibited usage of facilities due to tax exempt construction revenue. Funding from this proposal will allow additional legal and policy research that will lead to increased university/company collaboration. Our STC partner can supervise this research.

2. Establish programs that instill confidence in faculty and researchers of the appropriateness of tech transfer office procedures concerning disclosures and the patent process. Such programs include seminars that review IP procedures in the university and reward systems in place for patent commercialization. Our STC partner will sponsor more seminars of this nature among all academic disciplines that involve technological discoveries.

Problem: Low reward for innovation or entrepreneurship;

Universities are chartered to perform instruction and research. In fact, the granting of tenure for a faculty member is often based on accomplishments in the latter endeavor more than in the former. The measure often used for research accomplishments is simply the number of publications, at times weighted by the quality of the journal in which the publication occurred. Rarely does the measure involve the commercial value of the research being published. The result from the tenure reward system is that we find that a faculty member in a technology field, although he/she has published many journal articles, few if any of such articles have any commercial value. Granted, some research that is published requires more development before commercial value can be established. The point is that universities have not adopted a significant reward system for articles that lead to innovations. Should a faculty member wish to exploit the commercial value of a discovery he/she has made, university policy usually treats such interest as abandonment of the teaching profession. However, one method that universities have adopted in the quest of commercializing technology is to actually set up an environment for faculty, researchers and students that facilitates starting up a company. This new approach recognizes the new role of the university in economic development (See Reference [3]). Such an environment recognizes the value of innovation and the major role the faculty member and researcher can play in realizing its full potential. The “best practices” environment includes establishing:- policies for faculty and researchers to take leave of absence for setting up a company;- policies for the timely licensing of technology to would-be entrepreneurial teams;- programs for student internships at locally based small technology companies;- programs for faculty and researchers to consult with locally based small technology companies that have interest in the university discovery;- a technology business incubator for assisting entrepreneurial teams to complete business plans and initiate company operations with university affiliated funds;- a technology park on land adjoining the university campus with easy access for faculty, researchers and students who wish to work or collaborate with technology based companies located in the park;- training programs in entrepreneurship;- Networking events involving industry leaders, entrepreneurial teams, faculty, students and researchers;

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With funding from this proposal, we intend to research the current “best practices” and publish our results so that UNM and other universities have the data at their disposal for appropriate revision of university policies and reward systems.

Problem: Poor access to business training, mentoring or internship programs.

Many university students in technology fields aspire to be productive workers in commercial or industrial companies. Some students, however, while still in college, have dreams of setting up their own company or joining an entrepreneurial team. Results of surveys show that up to 10% of students have a strong entrepreneurial interest and believe that they will eventually found a company. A classical model for the stages through which an entrepreneur passes in starting a technology business is shown in Figure 1. Each stage implies different needs on the part of the would-be entrepreneur in his/her development towards playing a major role in business creation.

Figure 1

1. AwarenessPhase I deals with the first stage of entrepreneurial development, namely awareness. In this phase the would-be entrepreneur goes through a realization stage of the entrepreneurial opportunity and identification with that career path. Socialization of the need for achievement, the profit motive, risk tolerance and career control occurs in this stage. If such socialization process is successful, a serious interest in business subjects and appreciation of the power of technology innovation often follows. The needs of the entrepreneur at this stage can be fulfilled by making available individual courses, seminars and workshops that highlight the entrepreneurial process and are intended to explain innovation and heighten entrepreneurial interest in the candidate, not impart business training. With funding from this proposal further development of a freshmen level course in entrepreneurship and the availability of seminars targeted to freshmen will lead to fulfillment of this need. The seminars will be conducted by successful entrepreneurs and local industrialists 2. TrainingPhase II is intended to fulfill that desire for more business training that, for the typical college student, would accompany primary studies in a non-business subject. The development of a business concept based on a technological discovery occurs in this

Phase I: Awareness;Interest in Business; Teamwork; Self Fulfillment

Phase III: BusinessFormation

Phase II: BusinessTraining;Development of a Business Concept

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phase either individually or on a team basis with associates who presumably possess complementary skills and experiences to the student-entrepreneur. Content in courses now addresses the need to develop business skills in accounting, finance, marketing, strategy and organizational behavior. In addition, mentoring programs that involve local experienced entrepreneurs will accelerate the maturation of the student entrepreneur. The training through this stage gives the entrepreneur added confidence in being able to exploit technology on a commercial basis. With funding from this proposal a course sequence, described in Appendix B, will be developed for fulfilling the business training needs during this stage. Internships for students who desire the clinical experience of evaluating patent applications and accompanying business concepts can be accommodated by programs set up with our STC and LANL partners. 3. Business FormationPhase III offers mentoring and internship opportunities in a company setting or in a commercialization of technology assignment. In addition, networking opportunities with entrepreneurs, local executives and investors enabled through seminars, workshops and “boot camps” in entrepreneurship can lead to formation of entrepreneurial teams. Local business incubators offer services to an entrepreneurial team in developing a business plan or completing a product prototype. Hence, the phases are integrated by a process that progressively addresses the needs of the prospective entrepreneur during his/her college tenure. Our NextGen partner has sponsored mentoring programs for would-be entrepreneurs. With funding from this proposal, expansion of this program under joint sponsorship by NextGen and the UNM CEI will occur.

Problem: Poor access to financing the development of a product/service idea;

A business consists of people, an idea and money. The financing of a business plan authored by an entrepreneurial team that came together within a university setting can be made difficult through the university policies as stated previously. However, a university tech transfer office and the companion office of research have sometimes teamed up to facilitate this last step of the commercialization of a discovery. Namely, they have solicited interest among local investors and venture capitalists to review business plans that involve university IP and actually participate in negotiating a licensing agreement that is fair to all parties.With funding from this proposal, research will be conducted so that a best practice can be established for the university role in this step of commercialization of a technological innovation. Our NextGen partner has already compiled a data base of locally based investors and venture capitalists that will be used to solicit input as to what policies a university can establish for facilitating the financing of a business concept based on a university discovery.

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Management Plan

Program DirectorThe Director will manage the activities funded by this proposal through the CEI with oversight provided by the Office of the UNM Provost. An advisory board for the CEI will be formed from faculty members engaged in the various entrepreneurship courses or research along with community members who are successful entrepreneurs. Representatives from our operational partners will also be invited to join the advisory board. The board will oversee the progress of the CEI: in setting up new courses, establishing their linkage to other CEI related courses, monitoring continued enrollment in the new courses, monitoring CEI sponsored entrepreneurship research and assisting in community related activities such as networking events, formation of mentoring and internship programs and fund-raising. The impact of the CEI will be assessed by partners engaged in regional economic development who monitor job and business creation activities in the UNM serving area and also assess the level of investment being made by venture capitalists and angels in new technology business starts.

Role of Operational PartnersThe strategic or operational partners listed below have pledged to work with UNM’s CEI on the activities that would be funded under this proposal.(Pledge letters are attached for non UNM members - LANL, NextGen and RDC) The PI (Salazar) has at least two years experience in working with each partner and personally knows the major contact identified. All four partners have worked together on various projects in the past. Science and Technology Corporation (STC): Professor Salazar has assisted STC in formulating a business plan for initiating an incubator. Reciprocally, staff from STC (Peter Rachor) has been a guest speaker at several courses taught by Professor Salazar involving STC intellectual property management. Both President Kuuttila and Professor Salazar are members of the UNM Intellectual Property Committee. This partner will assist the CEI in IP and legal issues surrounding the commercialization of technology.Next Generation Economy (NextGen): Mike Skaggs and Professor Salazar have worked together on the quarterly meetings of the Microsystems cluster of companies in the Albuquerque area. During these meetings, activities that relate to UNM’s role in fostering the growth of this cluster are often the result of Professor Salazar’s involvement. Also, Professor Salazar is a founding committee member of the NextGen Excelerator program, an initiative for mentoring young entrepreneurs in the Albuquerque area. This partner will assist the CEI in forming partnerships between companies and UNM faculty and researchers. In addition NextGen will be instrumental in partnering with UNM in setting up jointly sponsored mentoring programs.Regional Development Corporation (RDC): Professor Salazar has been a board member of the RDC for almost two years. He is involved in the economic development activities of the RDC including the Connect Chama Project, an EDA sponsored initiative to install broadband internet service to the rural area of Northern New Mexico. The RDC will be the key partner in setting up commercial/industrial problem solving experience for UNM faculty and researchers. In addition, RDC will assist CEI in identifying successful local

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entrepreneurs in technology based companies for seminar speaking engagements and as guest lecturers in courses developed with this proposal’s funding.Los Alamos National Laboratory (LANL IBD): Donna Smith was previously economic development advisor to Governor Richardson, a post in which she fostered entrepreneurship programs at the University of New Mexico. While at IBD she has been a supporter of UNM based entrepreneurship programs and with this proposal has committed to host 12 student interns/year conducting market research and business development of LANL technologies.

Project ScheduleThe schedule for accomplishing the tasks outlined in the text above is given below. Over the three-year period of funding requested, it is expected that the principal investigator or the CEI Director when appointed will be the project manager charged with the responsibility of schedule oversight and program administration.

Program Schedule

Activities TimeframeHire professional and support staff, select faculty fellows, hire students to assist with project components

October 2004 – Dec 2004

Course development for Freshmen Learning Community, new entrepreneurship courses

October 2004-Dec 2004

Begin development of mentor/internship programs Jan 2005-June 2005

Develop marketing program for academic and public/private partnership programs

Jan 2005-June 2005

Provide orientation to faculty fellows Jan 2005

Identify and hire adjunct faculty July-August 2005

Offerings of FLC and other revised (not new) entrepreneurship courses, announce and begin offering selected seminars and workshops

August 2004

Develop additional series of seminars, lectures, workshops Sept-Dec. 2004

Begin campus-wide competitions, contests on business simulations Jan. 2005-March 2005

National summit on New Mexico entrepreneurship model Oct. 2005

Expansion of entrepreneurship courses to serve more students Years 2-3

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Ongoing implementation of lecture series, seminars, workshops, campus-wide competitions, contests

Years 2-3

Program evaluation annually

Desired Innovation Outcomes

Measures for monitoring progress towards goals outlined in previous sections of this proposal can be both quantitative and qualitative. Desired “primary” outcomes from the activities funded by this proposal include (a) increased awareness of the concept of innovation; (b) increased number of disclosures to the tech transfer office; (c) a trend of increasing number of student internships made available with small companies; (d) increased number of company spin-offs based on university IP; (e) increased collaborative efforts between small companies and the university through faculty interaction or usage of university facilities; As an example of a qualitative measure, a student may feel that by taking courses in innovation or entrepreneurship he/she will have received a more well-rounded education even though no new university patents are issued due to that student’s participation in the program. This is a qualitative measure of the program’s performance. Feedback from such an effect can best be received through student questionnaires or class evaluation sheets.

Quantitative “secondary” or indirect measures such as seminar and workshop attendance and enrollment in new classes in the study of innovation and technological entrepreneurship will be made and are nominally useful for verifying that the student interest is there. Attendance of seminars and workshops by faculty and researchers on the topics of innovation, entrepreneurship and IP protection will be monitored over the span of the program in the same way. The more serious barometer of impact of on-campus instruction of innovation topics will be the number of disclosures (of research discoveries) per unit time and the number of patents derived therefrom. Here again, qualitatively, it may be difficult to measure the quality of disclosure as compared to prior periods when no instruction was available. We will also measure the number of company spinoffs per unit time from university related IP over the three year period. Another measure useful in assessing the impact of the programs funded through this proposal is the amount of licensing revenue being generated by the tech transfer office.

Below we show a table of quantitative outcomes established for various activities in the program outlined in this proposal.

Academic OutcomesYear 1 Year 2 Year 3

Exposure of Freshmen to entrepreneurship concepts through the Freshmen Learning

30 freshmen 60 freshmen 100 freshmen

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Communities, competitions, lectures, seminars (to reach a third of all freshmen by Year 5).

Education of undergraduate students in entrepreneurship courses and completion of “Entrepreneur Sequence”

30 students 60 students 100 students

Graduate students enrolled in courses in Entrepreneurship

25 graduate students



Engagement of faculty members in entrepreneurship activities

5 faculty 10 faculty 15 faculty

Enrollment and Engagement of Minority Students in Academic programs

10% of program

20% of program

34% of program (average mix)

Public/Private Outcomes

Faculty consultations with small companies (SATOP and other programs)

20 40 60

Small technology company usage of university resources and facilities

3 6 12

New jobs from entrepreneurship activities, faculty consultations, student internships

10 new jobs 25 new jobs 50 new jobs

Aggregate revenue generation by new entrepreneurs utilizing university IP

$0.2M $1M $2M

Creation of mentors and internships between students, faculty, entrepreneurs

25 mentors/interns

50 mentors/interns

75 mentors/interns

Sustained funding from the public and private sector to finance a % of the UNM Program.

40 percent 60 percent 80 percent

List of Partnership Organizations and Personnel

UNM Science and Technology Corporation (STC) (Lisa Kuuttila, President)STC, a non-profit 501 c3 corporation, manages the UNM patent prosecution process for faculty, researchers and students, and in cases where creation of a business enterprise is the appropriate route to commercialization, STC assists in the development of business plans, the creation of investor presentations, the preparation of SBIR grant proposals, and matches the best type of capital to the project. STC, in conjunction with student interns from many disciplines, offers this assistance at no charge to the inventors. Additionally, STC serves as a resource center for access to publications, courses, seminars, state programs, sources of capital, and introductions to entrepreneurs and key managers. STC serves as the front end to these resources, but sometimes refers inventors and entrepreneurs to many other organizations and firms for assistance in the venture

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development and capital formation processes. When such a referral is made, STC continues to monitor and follow up with the inventors to help integrate information from the various service providers into an overall framework and plan.

Los Alamos National Laboratories (Donna Smith, PhD, IBD Division Director) Los Alamos National Laboratory (LANL), as part of the National Nuclear Security Administration, contributes to meeting the nation’s nuclear deterrence capability and other security needs. LANL, in partnership with Defense Programs laboratories and DOE/NNSA, has maintained the enduring nuclear stockpile without nuclear testing. National science-based Stockpile Stewardship is the program through which the safety, reliability, and performance of the United States nuclear stockpile is assured. Through Stockpile Stewardship and other programs, LANL develops and applies the best science and technology to meet national security requirements by creating and adapting capabilities to address critical mission needs. Through its nearly sixty years of scientific research LANL has created a vast storehouse of technology and intellectual property that is being managed by the Industrial Business Development (IBD) division. As part of the IBD mission, it seeks appropriate commercialization of this technology and has established partnerships with many companies and universities to further this goal.In this section we review the various constituencies involved in the process of technological innovation at a university and the region it serves. We present the case for partnering with each of these constituencies in the pursuit of technological discovery and subsequent commercialization. The CEI at UNM has been established for the purpose of enabling each of the constituencies to make a contribution towards that goal. We briefly mention in each case how the NSF PII grant would fund the work of the CEI in concert with contributions from other partners interested in the value of technology commercialization in terms of job creation and regional economic development. We believe that the CEI program being proposed is unique both from its comprehensive university-based approach towards the development of entrepreneurs in technology fields but also by involving a wide range of non-academic stakeholders who value economic development through the region’s diversification of industry and the creation of high-wage technology-based jobs.

Next Generation Economy, Inc. ( Mike Skaggs, President) A non-profit economic development organization, NextGen is a Community Reuse Organization partially funded by the Department of Energy and other sources to diversify New Mexico’s economy. NextGen is creating business opportunities and high-paying jobs for the people of New Mexico through economic clusters. NextGen currently operates mentor/internship programs and hosted the New Mexico Summit on Competitiveness in October 2003.

Regional Development Corporation (Lillian Montoya-Rael, Executive Director) The Regional Development Corporation (RDC) administers a statewide program, the western region Space Alliance Technology Outreach Program (SATOP), which provides small and medium businesses with the opportunity to draw on the top minds within the NASA space program to solve their technical challenges in a variety of areas including manufacturing and communications. The program also assists entrepreneurs and start-ups

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http://www.lanl.gov/worldview/

as it makes available extensive experience in SBIR grants so that they can secure research and development funds that can lead to commercialization of their product. SATOP services are offered free-of-charge to companies.

Intellectual Property RightsAny intellectual property created under this grant will follow guidelines from the National Science Foundation and the University of New Mexico.Budget InformationBelow is outlined a budget for the use of $564 thousand that would be used for planning and implementing the proposed Phase I, II and III of the plan described above. The grant of $600 thousand anticipated from the National Science Foundation would be augmented funds sourced from national, state and local supporters of university programs. UNM’s record in grant awards and money raising is exemplified by the yearly growth in revenue from both sources. Last year, UNM accepted $40 million in donations and received $250 million in grant awards.

Budget Information

Personnel

The project includes the following staffing:

CEI Director—This individual will have industry experience and significant expertise in both entrepreneurship and academic programs. This position will the chief administrator for the CEI and will manage all aspects of the NSF Partners in Innovation Project. It is anticipated that the project will occupy half the time the CEI Director. Hence, expenses for only one half of the position are found in the submitted budget.

Endowed Chair & Professor—Dr. Andres C. Salazar, PNM Chair of Microsystems, Commercialization and Technology will serve as the acting Director of the CEI until the permanent hire is completed. After the CEI Director is hired, Dr. Salazar will continue to devote 0.4 FTE of his time to the NSF Partners in Innovation Project, assisting in course development, arranging internship and mentoring programs and coordinating seminars, workshops and conferences. A summer stipend for Professor Salazar is included in the

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budget over the term of the project.

Faculty Fellows & Adjunct Staff—Faculty Fellows in Innovation will receive summer stipends to recognize their contributions to coursework development and for assisting in activities sponsored by the NSF Partners in Innovation Project. Adjunct teaching staff will be hired as appropriate.

Graduate Students—Student assistants will form the support staff of the NSF PII Project. Generally, each student is given a stipend plus tuition for 6 semester hours as compensation for 10 hours of work per week of one semester length.

Fringe benefits for the faculty/staff project personnel are included at 26 percent, which is the UNM rate to cover FICA, workers compensation, unemployment insurance, retirement, and health insurance.

Travel -Travel costs are included for in-state trips and to national entrepreneurship meetings.

Equipment This includes computer equipment for project personnel.

Indirect Costs UNM overhead costs for research are included at 50 percent.

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Andres C. Salazar, PhD – Principal Investigator

Professor & PNM Chair in Microsystems, Commercialization and Technology; UNM School of Engineering, UNM Anderson Schools of Management, 2002-

Degrees with fields, institution, and date: Ph.D. Electrical Engineering Michigan State University

1967MSEE, Electrical Engineering University of New Mexico

1965BSEE, Electrical Engineering. University of New Mexico (with Distinction)

1964BA, Math (English minor) University of New Mexico (with Distinction)

1964MBA, Business Administration Heriot-Watt University, Edinburgh, U.K.

1998

Other related experience – teaching, industrial, etc.:1984 – present Suntek Industries; Santa Fe, NM. Founder of management consulting company.

Clients include AT&T Bell Labs, Integrated Network Corp., Mixbaal, S.A. de C. V. (Mexico City); Asurent Wireless, Inc;

1994-2002 Digital Transmission Systems, Inc (DTS), Duluth, GA. CEO of public holding company with several subsidiaries, all in manufacture or sale of telecom equipment; (2001 sales $50M)

1991-1994 AT&T Paradyne Corp., Largo, FL. VP, CTO of corporation, a manufacturer of

datacom and telecom equipment. (1994 Sales $500M)

1989-1991 TyLink Corp., Norwood, MA. Sr.VP Operations, Engineering & Service.

Manufacturer of datacom and telecom equipment (1991 Sales $8M).

1984-1989 Infinet, Inc., North Andover, MA, VP Engineering. Manufacturer of telecom

equipment (1988 sales $45M)

1976-1984 AT&T Bell Labs, Holmdel, NJ. Supervisor, workstations, protocols

development.

1975-1976 United Nations; Telecom Expert, training in Geneva, assigned to Secretaria de Comunicaciones y Transportes, Mexico City.

1967-1975 AT&T Bell Labs, Holmdel, NJ. Member of Technical Staff, Specialist

Honors, Scientific and professional societies: Senior Member, 1961-The Institute of Electrical and Electronics EngineersChairman, Southeast Region, 1998-1999 American Electronics Association Distinguished Engineering Alumnus, 2002, School of Engineering, University of New Mexico

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Recent publications in teaching or research – over 50 professional journal, conference or industrial monographs, one IEEE book, 1 patent:

Invited paper at Teaching Entrepreneurship to Engineering Students Conference sponsored by ASEE, NCIIA, January 12-16, 2003 at Monterrey, CA. Paper’s title was Supplementing Engineering Education with Business Training. Also participated as panelist in seminar entitled “Experiences as Entrepreneurs.”

Invited paper at First MEMS Conference in Mexico, September 20, 2003. Paper’s title was Role of the University in MEMS Development.

Managing and Deploying High Speed Connections in PCS Networks, Communications Networks Conference, Vancouver, B.C., June 1997.

Network Management Systems for Data Communications, IEEE Communications Magazine, August 1987. (with P. Scarfo and R. Horn)*

Finite Precision Design of Linear-Phase FIR Filters, Bell System Technical Journal, November 1980. (with V. Lawrence)*

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Supplemental Information:Dr. Andres C. Salazar (Andy) is the PNM Chair on Microsystems, Commercialization and Technology at the University of New Mexico (UNM), a joint appointment as Professor in both the UNM School of Engineering as well as the UNM Anderson Schools of Management. Prior to his appointment to PNM Chair at UNM in 2002, Dr Salazar had over thirty-four years of entrepreneurial experience in commercial, industrial or economic development settings in New Jersey, Massachusetts, Florida, California and Georgia. Most recently, he was CEO of DTS, a public company in the Atlanta area from 1994-2002 involved in the sale of telecom equipment in over forty countries. During the Atlanta tenure, Dr Salazar was involved in the Yamacraw Program, a Georgia wide economic development program involving state universities and the high tech industry. Dr Salazar joined DTS from AT&T Paradyne of Largo, FL where he had been CTO and Vice President and General Manager of a number of major communications product lines sold through direct, indirect and international sales channels. Prior to his tenure at AT&T Paradyne, Dr Salazar had been Senior Vice President of Operations at Avanti Communications of Rhode Island and later, Norton, MA, where he managed the Manufacturing, Service and Development departments of the company. Before that, Dr Salazar had been Vice President of Engineering at Infinet, Inc., a Boston area based manufacturer of data communications equipment. Dr Salazar started his high tech career at Bell Laboratories in New Jersey where he was involved for over fifteen years in the research and development of various telecom products including voiceband modems, PBX’s, packet switching units and workstations. He served in a publicly elected office in the town of Andover, MA and has also served in Mexico City during 1975-76 as a Telecommunications Expert for the Geneva, Switzerland based ITU agency of the United Nations. Currently he is a member of the Board of Directors of Mixbaal, S.A. de C.V, a Mexico City company, and of the Regional Development Corporation, a non-profit economic development institution.

At UNM Professor Salazar has taught engineering or business courses with titles: “Commercialization of Technology in a Global Environment”“Innovation in Technology”“Project/Program Management”“Entrepreneurial Engineering”“Signals and Systems”

In addition, Professor Salazar received approval in 2002 from both engineering and business school faculties for a 3-2 MBA program for engineers in which students can receive an engineering degree after four years of study and in one additional year, receive an MBA.

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Richard Holder, PhD Co-Principal InvestigatorDeputy Provost and Vice President for Academic Affairs, Professor of Chemistry, College of Arts & Sciences

Degrees with fields, institution, and date: Ph.D., Chemistry Yale University 1972

M.Phil., Chemistry Yale University 1970M.S. Chemistry University of Wyoming 1966B.S. (Honors) Chemistry University of Wyoming 1964

Other related experience – teaching, industrial, etc.:2000-present Deputy Provost, UNM 1986-2000 Associate Provost for Academic Affairs, UNM1997-2000 Dean of University College, UNM1993-present Professor of Chemistry, UNM1991-1992 Dean of Graduate Studies, UNM1989-1990 Chair, Department of Chemistry, UNM1978-1993 Associate Professor of Chemistry, UNM1974-1978 Assistant Professor of Chemistry, UNM1984-1985 National Science Foundation (on leave from UNM)

Program Director, Organic Chemical Dynamics, 1972-1974 Vassar College, Assistant Professor of Chemistry, 1966-1968 Universidad de Concepcion (Chile)

Profesor de Quimica Organica (as a Peace Corps Volunteer),

Honors, Scientific and professional societies: National Science Foundation Graduate Fellow, Yale University, 1968-1972Fulbright Senior Lecturer, Bogota and Medillin, Columbia, 1978Visiting Scientist, Indiana University (on sabbatical leave from UNM), 1982Visiting Scholar, Harvard University (on sabbatical leave from UNM), 1982Phi Beta Kappa, Phi Kappa Phi, and Sigma Xi, 1964

Recent publications in teaching or research – over 25 professional journal and conference presentations, one essay, two books, 14 invited lectures:

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UNM Science and Technology Corporation (STC) (Lisa Kuuttila, President)STC, a non-profit 501 c3 corporation, manages the UNM patent prosecution process for faculty, researchers and students, and in cases where creation of a business enterprise is the appropriate route to commercialization, STC assists in the development of business plans, the creation of investor presentations, the preparation of SBIR grant proposals, and matches the best type of capital to the project. STC, in conjunction with student interns from many disciplines, offers this assistance at no charge to the inventors. Additionally, STC serves as a resource center for access to publications, courses, seminars, state programs, sources of capital, and introductions to entrepreneurs and key managers. STC serves as the front end to these resources, but sometimes refers inventors and entrepreneurs to many other organizations and firms for assistance in the venture development and capital formation processes. When such a referral is made, STC continues to monitor and follow up with the inventors to help integrate information from the various service providers into an overall framework and plan.


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Regional Development Corporation (Lillian Montoya-Rael, Executive Director) The Regional Development Corporation (RDC) administers a statewide program, the western region Space Alliance Technology Outreach Program (SATOP), which provides small and medium businesses with the opportunity to draw on the top minds within the NASA space program to solve their technical challenges in a variety of areas including manufacturing and communications. The program also assists entrepreneurs and start-ups as it makes available extensive experience in SBIR grants so that they can secure research and development funds that can lead to commercialization of their product. SATOP services are offered free-of-charge to companies.

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Intellectual Property RightsAny intellectual property created under this grant will follow guidelines from the National Science Foundation and the University of New Mexico.

24


UNM Science and Technology Corporation (STC) (Lisa Kuuttila, President)STC, a non-profit 501 c3 corporation, manages the UNM patent prosecution process for faculty, researchers and students, and in cases where creation of a business enterprise is the appropriate route to commercialization, STC assists in the development of business plans, the creation of investor presentations, the preparation of SBIR grant proposals, and matches the best type of capital to the project. STC, in conjunction with student interns from many disciplines, offers this assistance at no charge to the inventors. Additionally, STC serves as a resource center for access to publications, courses, seminars, state programs, sources of capital, and introductions to entrepreneurs and key managers. STC serves as the front end to these resources, but sometimes refers inventors and entrepreneurs to many other organizations and firms for assistance in the venture development and capital formation processes. When such a referral is made, STC continues to monitor and follow up with the inventors to help integrate information from the various service providers into an overall framework and plan.


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Regional Development Corporation (Lillian Montoya-Rael, Executive Director) The Regional Development Corporation (RDC) administers a statewide program, the western region Space Alliance Technology Outreach Program (SATOP), which provides small and medium businesses with the opportunity to draw on the top minds within the NASA space program to solve their technical challenges in a variety of areas including manufacturing and communications. The program also assists entrepreneurs and start-ups as it makes available extensive experience in SBIR grants so that they can secure research and development funds that can lead to commercialization of their product. SATOP services are offered free-of-charge to companies.

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References

[1] Kalis, Nanette, 2001, Technology Commercialization Through New Company Formation, Athens, Ohio, NBIA Publications.[2] Suarez-Villa, Luis, 1989, The Evolution of Regional Economies – Entrepreneurship and Macroeconomic Change, New York, Praeger Books.[3] Pappas, James P., 1997, The University’s Role in Economic Development: From Research to Outreach, San Francisco, Jossey-Bass Books. [4] Mokry, Benjamin W., 1988, Entrepreneurship and Public Policy – Can Government Stimulate Business Startups?, New York, Quorum Books.

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APPENDICES

Appendix A: Key Project Personnel

Appendix B: Course, Workshop, Seminar Information

Appendix C: Background Information on UNM

Appendix D: Partner Commitments

Appendix E. Information on Other Partners (Non-operational)

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APPENDIX A

KEY NSF PII PROJECT PERSONNEL AT UNM

Louis Caldera, JD, President, UNM—Prior to becoming President of UNM in 2003, Mr. Caldera was Vice Chancellor for University Advancement of the California State University System with 23 campuses across the state. As Secretary of the Army from 1998 to 2001, Mr. Caldera was responsible, among other things, for the Army’s weapons acquisition programs including overseeing the Army’s research and development and science and technology programs. Mr. Caldera chaired several business and finance committees while a member of the California State Assembly from 1992 to 1997 and was an active proponent of economic development, education, and children’s health and safety measures. He has been counsel for the County of Los Angeles and was an attorney at the law firm of O’Melveny and Myers. He is a current member of the Council on Foreign Relations and has received the Department of Defense’s Distinguished Civilian Award. President Caldera is a graduate of the United States Military Academy at West Point, NY and holds an MBA and JD from Harvard University.

Brian Foster, PhD, Provost & VP Academic Affairs, UNM—Dr. Brian Foster has been Provost and Vice President for Academic Affairs at the

University of New Mexico in Albuquerque since April 2000. Prior to that, he was Dean of Arts and Sciences at the University of Nebraska at Lincoln, and was Graduate Dean at Arizona State University, where he also served as Professor of Anthropology and chair of the Department of Anthropology. Dr. Foster completed his Ph.D. in Anthropology at the University of Michigan where his research focused on Southeast Asia, primarily in Thailand. He worked in several areas of social anthropology, including the social context for trade in traditional societies, ethnic relations, micro-demographic analysis, family structure, and social network analysis. Dr. Foster’s work has been supported by grants and fellowships from the National Science Foundation, the Fulbright Program, the U.S. Department of Education, the East-West Center, the SUNY Foundation, the Foreign Area Fellowship Program, and several other agencies. Dr. Foster has served on the Southeast Asia Council, the Executive Committee of the Thai-Lao-Cambodian Study Group of the Association of Asian Studies, and on the Executive Committee of the Southeast Asian Studies Summer Institute (SEASSI). He has been President of the Western Association of Graduate Schools, a member of the Board of Directors of the Council of Graduate Schools, Chair of the GRE Board, member of the TOEFL Policy Council, and a member of the Executive Committees of two NASULGC Councils: the Council of Research and Graduate Education and the Council on Academic Affairs. He is also chair-elect of the Executive Committee of the Council on Academic Affairs, NASULGC.

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Andres C. Salazar, PhD, PNM Chair of Microsystems, Innovation, and Technology, Professor at UNM Anderson Schools of Management and UNM School of Engineering—See bio above in main text.

Lisa Kuuttila— is President & CEO of UNM’s Science and Technology Corporation. She has more than 20 years of leadership experience in technology commercialization and licensing. This includes positions as Assistant Vice President for Technology Commercialization at Purdue Research Foundation; Director, Technology Commercialization, University of Georgia; Director, Office of Technology Commercialization, Center for Advanced Technology Development, Iowa State University. Her prior experience includes a consulting practice that provided strategic marketing and technology transfer consulting services for a wide variety of well-known technology corporations, universities and foundations, including Stanford University. Ms. Kuuttila began her career in industry in several engineering and technology marketing positions. Kuuttila has a B.S. in Electrical Engineering from the University of Michigan, an M.S. in Public Administration from Iowa State University, and has attended the Venture Capital Institute.

Peter Rachor—Director, Venture Development, UNM Science and Technology Corporation (STC)Mr. Rachor has previously founded three technology ventures, as well as launched or restructured major divisions within global technology companies such as Lucent Technologies, British Telecom, and Verizon Communications. He has worked with Los Alamos Commerce and Development Corporation, assisting inventors and entrepreneurs from Los Alamos National labs and the Northern New Mexico community in patent licensing, market assessment, and venture formation. At STC, he has assisted inventors and entrepreneurs in developing business plans, investor presentations and market studies, presented venture opportunities to the many venture capital firms that are active in the State, participated in numerous SBIR and seed capital programs, and presented courses on business start up at UNM and in the community. Peter holds a degree in Finance from Michigan State University and has completed a certificate in entrepreneurship from Northwestern University's Center for Entrepreneurial Studies. He is a member of the National Business Incubator Association.

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APPENDIX B: Course Information

I. Freshmen Learning Community Course:

MGT190 Introduction to Entrepreneurship(new) “How to Start Your Own Company”– Students are exposed to what it means to be an entrepreneur, generating interest in becoming an entrepreneur, bringing in businesses and entrepreneurs to share success stories and strategies, teaching basic entrepreneurship skills in organizational behavior, accounting, marketing, finance, and strategic planning. Professor Salazar will be teaching this course in Fall 2004.

II. Upper Division & Graduate Studies - Entrepreneurial Training

Target Student and Faculty Population: Researchers

MGT594 Innovation in Technology(revised): a one course of three semester hours, given in seminar style, on the subject of Discovery and Innovation & Commercialization of Technology – A Guide to the Creation of Intellectual Property with Commercial Value. Guest speakers will include venture capitalists, IP attorneys, entrepreneurs. Professor Salazar has taught this course in the past. The syllabus will be revised so that it will appeal to technology as well as business students. Other faculty members from the UNM engineering and business schools are available to teach this course as well.

Target Student Population: Junior and Senior Level Students; Transfer Students

Courses: Innovation 490 (new) (Possibly offered in College of Arts and Sciences/Health Sciences Center) : a three semester hour overview of innovation subjects and business training in accounting & finance, marketing and sales, business formation and strategy. Aimed as an accelerated entrepreneurial course sequence for those technology students not in the School of Engineering who are about to enter the commercial or industrial sector. (Aimed at those students who intend to graduate from a curriculum in health sciences, physics, chemistry or other technology intensive areas). Econ 300 or equivalent, Statistics 345 or equivalent are prerequisites. With new funding from this proposal, this course will be developed by faculty members from the business school, engineering school, Arts and Sciences and the Health Sciences Center.

ME456/EECE490(revised): Three semester hours of innovation subjects and business training in accounting & finance, marketing and sales, business formation and strategy. (Aimed as an accelerated entrepreneurial course for those students who intend to graduate from a technology intensive curriculum from the UNM School of Engineering). Econ 300 or equivalent, Statistics 345 or equivalent are prerequisites. With new funding from this proposal, this course will be developed by faculty members from the business and engineering schools.

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APPENDIX C. University of New Mexico - Profile

The University of New Mexico (UNM) was founded in 1889 as the state’s flagship university and it currently occupies 600 acres along old Route 66 in the heart of Albuquerque, a city of half a million people situated on the banks of the Rio Grande river. In the fall of 2002, 24,705 students attended main campus and another 7,090 attended branch campuses and education centers. UNM houses the state’s only schools of medicine, pharmacy, nursing, architecture and law. UNM's main and branch campuses offer 88 certificates, 97 associate degrees, 145 bachelor's degrees, 83 master's degrees, 42 doctorate degrees, three professional degrees, 11 post-master's certificates and eight education specialists. In 2002 U.S. News & World Report listed three programs in the UNM School of Medicine among the top 10 in the country – rural medicine, primary care and family medicine. The UNM clinical law training program is in the top 10 while UNM's School of Engineering was among the top 50 engineering schools in the country.

Total budget revenue for UNM in 2002 was $1,267,900,000. The Health Sciences Center is the state's largest integrated health care treatment, research and education organization. Among the university's other outstanding research units are the High Performance Computing Center, New Mexico Engineering Research Institute, Center for High Technology Materials, Design Planning Assistance Center, Environmental Law and Policy and the Center for Non-Invasive Diagnosis. Significant technology research at UNM is carried out in joint partnership with the neighboring national laboratories – Sandia National Labs in Albuquerque and Los Alamos National Labs in Los Alamos.

The University has branch campuses in the northern part of the state - Gallup, Los Alamos, Taos and Valencia County. In addition, UNM offers graduate and upper division programs in Los Alamos and Santa Fe. UNM's libraries, museums, galleries and Center for the Arts form a rich cultural resource for the state.

UNM is a Carnegie Research University and is a minority serving institution with 34% of its student population Hispanic and 5% Native American.

UNM’s role as a flagship university in New Mexico is not unlike the role played by one or two state universities in each of the eight lightly populated “mountain” states – NM, AZ, NV, CO, MT, ID, WY and UT. Each major state university in these states has the challenge of serving its constituency over a large geographical area that is mainly rural in nature with few metropolitan centers.

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APPENDIX D: Operational Partner Commitments

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34

35

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APPENDIX E: Information on Other Partners (non-Operational)

Technology Ventures Corporation (TVC) Technology Ventures Corporation was founded in 1993 as a not-for-profit 501©(3) Private Membership Foundation based in Albuquerque, New Mexico. The mission of TVC is to facilitate the commercialization of technologies derived from the laboratories of the National Nuclear Security Administration and research institutions in their regions. TVC has offices in Livermore, California, Las Vegas, Nevada, and Los Alamos, New Mexico, and is the principal supporter of the New Mexico Technology Research Corridor, a collaborative of 10 research institutions in New Mexico.

TVC’s success in its activities to support small high-tech businesses has earned it several national awards, including the prestigious Tibbets Award from the Small Business Administration. Through its annual Equity Capital Symposium and its international investor contacts TVC will be a direct means of assistance to clients of the UNM Incubator in locating suitable funding at the initial stages, as well as for expansion capital. TVC advises clients on business strategies, assists them in the preparation of business plans, guides them through the steps necessary to form a business, and refers them to reputable business service providers – at no charge. The TVC programs designed to train emerging and experienced entrepreneurs, including extensive mentoring assistance, market research, an employer/employee job search program, and direct SBIR/STTR grant proposal assistance are available to the UNM incubator and its clients.

Sandia National Laboratories Since 1949, Sandia National Laboratories has developed science-based technologies that support national security. Through science and technology, people, infrastructure, and partnerships, Sandia's mission is to meet national needs in four key areas: Nuclear Weapons — ensuring the stockpile is safe, secure, reliable, and can support the United States' deterrence policy; Nonproliferation and Assessments — reducing the proliferation of weapons of mass destruction, the threat of nuclear accidents, and the potential for damage to the environment; Military Technologies and Applications — addressing new threats to national security; Energy and Infrastructure Assurance — enhancing the surety of energy and other critical infrastructures. Sandia is a government-owned/contractor operated (GOCO) facility. Lockheed Martin manages Sandia for the U.S. Department of Energy's National Nuclear Security Administration. Sandia works closely with industry, small business, universities, and government agencies to bring new technologies to the marketplace.

ACCION New Mexico is a nonprofit organization that offers loans and training to self-employed individuals who have limited or no access to traditional business credit. By offering first time loans between $200 and $20,000 and repeat loans up to $50,000, it allows its clients to build

37

http://www.sandia.gov/about/history/goco/index.html

http://www.sandia.gov/about/history/goco/index.html

http://www.sandia.gov/programs/energy-infra/index.html

http://www.sandia.gov/programs/emerging-threats/index.html

http://www.sandia.gov/programs/nonprolif/index.html

http://www.sandia.gov/programs/nuclear-weapons/index.html

http://www.sandia.gov/programs/nuclear-weapons/index.html

their credit histories and strengthen their businesses. ACCION New Mexico uses a "stepped lending" model in which many clients start with a relatively small first-time loan. Once clients establish a strong repayment history, they may apply for larger loans.

Lovelace Respiratory Research Institute (UNM incubator partner for wet lab space)

The Lovelace Respiratory Research Institute is a private biomedical research institute. The Institute brings a broad range of research capabilities and research alliances to bear on health issues of concern to government, industry, universities, health advocacy organizations, and the public. LRRI is committed to the cure of diseases through research aimed at understanding their causes and biological mechanisms, eliminating exposures to causal agents, and developing improved treatments. With its diverse research capabilities, its close working relationships with UNM and other laboratories, and its endowed and sponsored research programs, the Lovelace Respiratory Research Institute is one of the nation's largest independent, non-profit biomedical research organizations, and the nation's only such organization wholly dedicated to basic research on respiratory health problems. UNM has entered into a partnership with LRRI to provide access to wet lab facilities necessary for the incubation of many life sciences businesses, which are increasingly being generated from the University’s Health Sciences Center.

Small Business Development Centers (SBDCs)--have a network of centers in 18 communities around the state, and the lead center in Santa Fe is a partnership of the US Small Business Administration, the state of New Mexico, the New Mexico Association of Community Colleges, and the private sector. The SBDCs provide assistance and support to small businesses in the following areas: Business Planning & Financing, marketing, international trade, women & minority-owned business programs, veterans information programs, young entrepreneurship programs, small business loans, and other technical assistance.

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http://www.nmsbdc.org/#younginfo

http://www.nmsbdc.org/#younginfo

http://www.nmsbdc.org/#veterans

http://www.nmsbdc.org/#woman

http://www.nmsbdc.org/#woman

http://www.nmsbdc.org/#internationaltrade

http://www.nmsbdc.org/#marketing

http://www.nmsbdc.org/#businessplanning

http://www.nmsbdc.org/sbdc_services.html

List of Suggested Reviewers

1. Dr. Peter Anselmo – Chair, Management Dept, New Mexico Institute of Mining and Technology, 801 Leroy Place, Socorro, NM 87801-4796; telephone 505-835-5438; email: [email protected]. Anselmo’s interests include engineering management and entrepreneurship, regional economic development and small business formation. He holds an MBA and a PhD from the University of Texas at Austin. Dr. James Hoy – Chair, CEDARS, University of Texas at El Paso, El Paso, TX 79968-0545; telephone 915-747-7727; email: [email protected]. Hoy is chief administrator over several centers involved in student entrepreneurship at UTEP. Previously, he was Dean of UTEP’s College of Business Administration for ten years. He is president of the United States Association for Small Business and Entrepreneurship. He holds a PhD from University of Georgia.

Dr. Tina Selig – Executive Director, Stanford Technology Ventures Program, Terman Engineering Hall; Room 411, Stanford University, Palo Alto, CA 94305-4026; telephone 650-725-1627; email: [email protected] to joining STVP Dr. Selig was management consultant with Booz, Allen and Hamilton, an author and entrepreneur. She holds a PhD from the Stanford Medical School in Neuroscience.

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