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NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
NSERC's RPP and Strategy for Partnerships and Innovation
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NSERC's RPP and Strategy for Partnerships and Innovation

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  • The diagnosis on Slide 3 was used to establish the framework.
  • Statistics (current and historical) available on our website Budget for Discovery Grants increased over last year
  • Transcript

    • 1.
      • Rick Warner; Manager, NSERC-Pacific
      • December 05, 2009
      • Vancouver, BC
      NSERC’s Research Partnerships Programs and Strategy for Partnerships and Innovation Presentation at CAURA West
    • 2. Outline
      • NSERC Background
      • Context for Change
      • Input and NSERC initiatives planned
      • Interact and Engage
      • Regional Opportunity Fund
      • Discussion
    • 3. NSERC Vision and Mission VISION NSERC will help make Canada a country of discoverers and innovators for the benefit of all Canadians. MISSION NSERC will achieve this by investing in people, discovery and innovation through programs that support post-secondary research in the natural sciences and engineering on the basis of national competitions.
    • 4. NSERC’s Five Goals
      • Fuel the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers can be leaders and key players in a global knowledge community.
      • Connect and apply the strength of the academic research system to addressing the opportunities and challenges of prosperity for Canada .
      • Inspire new generations of students to pursue careers in science and engineering, and provide them with the means to develop their full potential.
      • Demonstrate NSERC’s accountability and how the results of its investments in Canadian research and training benefit Canadians.
      • Increase the visibility of Canadian research.
    • 5. Regional Offices
    • 6. Alignment with the S&T Strategy Advantages People Advantage Attract, retain and grow base of knowledge workers. Entrepreneurial Advantage Translate knowledge into wealth, wellness and well-being NSERC 1,400 company partners 26,500 students 12,000 professors Knowledge Advantage Build on research strengths, generate new ideas
    • 7. NSERC Budget 2009-10 (millions of dollars) Total : $1,054
    • 8. The NSERC Maze … quiz to follow! NSERC Programs Students & Fellows Professors Partners Science Promoters Institution & Colleges Undergraduate Postgraduate Postdoctoral Chairs Grants Research Tools, Instruments & Infrastructure SPARK Promo Science CCI IRC Students Partners RPA I2I CRD SNG SPG I-USRA IPS IRDF Supplements USRA USRA-I CHRP CREATE DG CWSE CDE CEDE IRC NRC Individual NRS ST SRO Group Subatomic Physics MRS RTI Supplements PGS / CGS IPS Supplements IRDF PDF AANSE EC Atmospehric & Meteorological Undergraduate NRINT AANSE Postgraduate CGS-FSS Alexander Graham Bell CGS Vanier CGS Summer Program in Japan or Taiwan NRINT AANSE Postdoctoral NRINT Japan Society for the Promotion of Science PDF VS Canadian Gov’t Labs Accelerator Supplement IPS 1 IPS 2
    • 9. Research Partnerships Programs (RPP) Students I-USRA IPS IRDF IRC Partners Collaborative Research & Development Grants (CRD) Idea to Innovation Program (I2I) Strategic Project Grant (SPG) Strategic Network Grants (SNG) Research Partnership Agreement (RPA))
    • 10. Context for Federal S&T Funding
      • 2007 S&T Strategy:
        • Canada has a productivity gap with trading partners, that can partly be addressed through innovation
        • Canada has a people , knowledge (discovery) & entrepreneurial (innovation) advantage
      • STIC State of the Nation 2008 Report:
        • Canada invests strongly in universities
        • Overall industry’s R&D levels are low
        • Partnering is important to innovation
        • Canadian companies lag on partnering
    • 11. Business Spending on R&D is Low Innovation and Business Strategy: Why Canada Falls Short, CCA, April 2009
    • 12. University R&D is Canada’s Advantage State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009
    • 13. Partnered Innovation is Critical Where Do Innovations Come From? Transformations in the U.S. National Innovation System, 1970-2006, Block & Keller, July 2008
    • 14. But Few Canadian Firms Collaborate State of the Nation 2008, Canada’s Science, Technology and Innovation System, Science, Technology and Innovation Council, 2009
    • 15. Canada System is heavily weighted to Indirect Innovation Support CANADA IS AN ‘OUTLIER’ IN TERMS OF RELIANCE ON TAX-BASED INCENTIVES Innovation and Business Strategy: Why Canada Falls Short, CCA, April 2009 (2005 OR LATEST YEAR) Per Cent of GDP 0 0.05 0.1 0.15 0.2 0.25 Canada U.S. Cost of fiscal incentives (typically R&D tax credits) Direct government funding of Business R&D 0 0.05 0.1 0.15 0.2 0.25 Canada U.S. U.K. Netherlands Australia Japan Cost of fiscal incentives (typically R&D tax credits) Direct government funding of Business R&D Data Source: (OECD, 2008d)
    • 16. NSERC Context
      • 20,000 companies file SR&ED claims:
        • NSERC currently partners with:
          • 65 of top 100
          • perhaps 7% (1400) of all R&D companies
          • 2% of small companies (70% are unaware of NSERC)
      • Universities provide:
        • Disruptive innovation, students, publish or perish
      • Most SMEs want:
        • Incremental innovation, projects in weeks, secrecy
    • 17. Why do a Strategy for Partnerships and Innovation?
      • NSERC has a strong base of industry partnered programs that invest $300M/year in universities & colleges
        • -attracting $56M +NCE$$ per year of industry cash
      • NSERC’s goal with the Strategy for Partnerships and Innovation (SPI) is to:
        • Realize more value for Canada from the Government’s investment in post-secondary R&D capabilities.
    • 18. Input gathering (Nov 2008 – March 2009)
      • Discussions focused on industry innovation & partnership
      • Regional meetings organized by Regional Offices
        • Organized as half-day meetings
          • Semi-structured (facilitator and questions)
      • 230 people from industry
        • VPs, directors of R&D, R&D managers
      • 150 people from academia
        • Vice Presidents – Research, Industry Liaison Officers, faculty
      • Meetings with Science Based Departments and Agencies (30 people)
        • Director Generals, Directors, Research Group leaders …
    • 19. BC Consultations
      • Five separate sessions
        • BC Technology Industry Association (25 attendees)
        • Life Sciences BC (21 attendees)
        • Nanotech and Advanced Materials(14 attendees)
        • New Media (14 attendees)
        • Post secondary (18 attendees)
    • 20. Experts helping develop the Strategy Hany Moustapha, Senior Fellow & Directeur, Pratt & Whitney Canada Technology Esteban Chornet, Chief Technology Officer Enerkem David Hunter, recently retired Vice President, Engineering Academic Research Projects, SAP Business Objects Edwin Bourget, Vice President Research and Innovation, Laval University & member of Committee on Research Partnerships Jim Roche, President & CEO - Stratford Managers Corporation & member of Committee on Research Partnerships James Blatz, Associate Chair, Department of Civil Engineering, University of Manitoba & member of Council David Fung, Chairman and CEO ACDEG Group of Companies & Chair Canadian manufacturers and Exporters Ray Bassett, ADM, Policy and Strategic Planning, Alberta Ministry of Advanced Education and Technology Karimah Es Sabar, President - Life Sciences BC Roland Hosein, Vice-President, GE Canada Jean-Paul Deveau, President, Acadian Seaplants Ltd Dan Muzyka (Chair), Sauder School of Business at UBC & member of NSERC Council
    • 21. People
      • Key issues identified :
        • Technical skills are excellent, non-technical need some improvement
        • Companies need help building innovation skills
        • SMEs avoid hiring new graduates due to training time/costs
      • Actions for NSERC:
        • Work with NRC/IRAP to place pre-qualified doctoral candidates
        • Help SMEs hire new graduates from partnered projects
        • Masters fellowship (requested by SMEs)
        • Enhance CREATE program with focus on “soft” skills
    • 22. Discovery (Knowledge)
      • Key issues identified:
        • Focus resources for impact ( … 2007 S&T Strategy)
      • NSERC Will:
        • Support focused efforts by leading research groups on problems defined by government and industry (Strategic Priorities Initiatives)
    • 23. Innovation (Entrepreneurship) …1 of 3
      • Three types of input:
        • From companies that see value in university-industry partnerships we heard:
          • Intellectual property is a major challenge
          • Projects usually don’t realize objectives
          • Professors’ research does not align with our needs
        • NSERC has introduced:
          • A more liberal IP policy
          • Support for project management for partnered grants
          • Support for market studies for researchers
    • 24. New IP Policy
      • Encourage the utilization of research results, developed wholly or in part using NSERC funds, in Canada for the benefit of Canadians.
      • Promote the development of fruitful and productive partnerships and recognize the unique contribution each partner brings to the partnership and the need for each partner to benefit from the relationship and have their interests protected.
      • Support the publication of research results in the open literature. NSERC does not support secret or classified research.
      • Ensure that a student’s graduation is not impeded by IP issues.
      • Support a researcher’s right to use his/her research results for non-commercial purposes in future research and in teaching.
    • 25. Project Management Costs
      • Certain expenditures related to project management are now eligible as a direct cost of research up to a maximum of 10% of the total direct costs
      • The goal is to enable researchers to make use of dedicated project management resources for improved realization of university-industry grants in the Strategic Project Grants (SPG), Collaborative Research and Development (CRD), Industrial Research Chair (IRC), Idea to Innovation (I2I) Phase IIb and Strategic Network Grants (SNG) programs only
    • 26. Market Studies
      • Market Assessment projects are designed to enable institutions to do a market study on a product, process or technology they plan to develop.
      • NSERC will support up to three-quarters of the costs of the project with the institution (including the ILO office) providing the balance in cash. Funding is available for up to 12 months, with a maximum contribution from NSERC of $15,000, and is non-renewable.
      • Market assessment project can be presented as a stand-alone or together with a Phase I application
    • 27. Innovation (Entrepreneurship) … 2 of 3
        • From Companies that want to explore university industry partnerships we heard:
          • NSERC who?
          • Need help in identifying potential university/industry partners
          • Building trust takes time and effort
          • Identifying and getting funding is complex and difficult
        • NSERC will:
          • Launch an eBulletin about partnerships and NSERC
          • Support early costs for researchers to build credibility with companies
          • Support relationship builders to help make linkages
          • (Re)Orient our regional offices to support industry partnerships
          • Review our processes (partnership programs)
        • Other relevant approaches:
          • BIZPAL-i, Concierge
      2/3 rds of our CRD partners are 1 st -timers
    • 28. Innovation (Entrepreneurship) … 3 of 3
      • From people who see little value in partnering with universities we heard:
        • Universities pursue disruptive innovation, work on projects measured in years, publish the results
        • Industry (SMEs) do incremental innovations, with projects measured in weeks, and hide results (trade secrets)
      • NSERC will:
        • Pilot small and agile industry-focused centres at colleges and universities that provide services and conduct development projects with local companies (building on the very successful CCTT model in Quebec)
      • Other Relevant approaches:
        • Vouchers, SBIR
    • 29. In the Longer term, NSERC will:
      • People:
        • Work to get new graduates working in SMEs
        • Increase soft-skills of graduates
      • Discovery (Knowledge):
        • Continue to focus resources on problems of national importance
      • Innovation (Entrepreneurship):
        • Improve the relevance of our industry programs
        • Help build relationships towards partnerships
        • Explore new models for realizing value
    • 30. Recall: The Issues
      • Developing Non-Technical Skills
      • Building a Critical Mass of Technical Expertise
      • Building Receptor Capacity in Industry
      People & Skills
      • Focus resources
      Focus on Priorities
      • Bridging Academia & Industry
      • Building Relationships
      • Building Distinct SME Partnerships
      • International
      Build Relationships
      • Intellectual Property Management
      • Valley of Death
      • Critical Mass for Technology Integration
      • Government Silos
      Structural Changes
    • 31. The Strategy: Approaches
      • People & Skills:
        • Make it more attractive for innovating companies to hire people with advanced degrees
      • Structural:
        • New approaches that draw on University and College capabilities
        • (Easy) changes to make programs & policies more relevant
      • Build relationships:
        • Companies and researchers need help finding each other, and getting partnerships started.
      • Focus on Priorities:
        • Build depth on the basis of technical area, industry, and/or region by focusing resources
    • 32. Issues with Actions over five years 1 2 3 4 5 People & Skills IRDF w/ IRAP Post-Project Hiring Promoscience+ Business Skills Relationship builder Capability Projects Interaction costs Building Relationships eBulletin Speed Dating Staff Exchanges (I)Concierge BIZPAL-i Structural Tech. Int’n Centres Equipment Access SBIR Tech. Access Centres Problem Posting IP SME Leverage Project Mgmt. Costs Market Studies I2I+ Year Vouchers IRMF Focus on Priorities Strategic Priorities Note: Actions will be integrated with existing NSERC activities; many into existing programs
    • 33. How well does the Strategy support the Original Goal?
      • Not central to “Connect” or “Apply”?
        • SBIR, PromoScience+
      • Not NSERC: Concierge, BIZPAL-I, Vouchers, SBIR
      Problem posting Speed dating Staff exchanges Masters fellowships IRF marketing w/ IRAP Post project hiring IP policy SME leverage Project mgmt. costs Market studies Business skills Vouchers I2I+ Technology Access Centres Technology Integration Centres Equipment Access Strategic Priorities E-bulletin Capability projects Relationship builder Concierge BIZPAL-I “ Apply ” Post-secondary capabilities “ Connect ” (to industry)
    • 34. The Strategy Also Supports other NSERC Goals
      • (1) Fuel the advancement of knowledge in science and engineering and ensure that Canadian scientists and engineers are leaders and key players in a global knowledge community
        • Strategic Priorities Initiative, Technology Integration Centres
      • (3) Ensure that Canadian youth are exposed to activities that capture their imagination and generate curiosity and excitement about science, mathematics and technology.
        • Promoscience+
      • (5) Increasing Visibility of Research : Celebrate the accomplishments of Canadian natural sciences and engineering researchers and institutions, and increase their visibility in Canada and worldwide.
        • eBulletin, Strategic Priorities Initiative
    • 35. Launch and Roll-out of the Strategy
      • Launch the strategy (nationally & 5 regions)
        • Launched in Vancouver on 11/24/09 then across country
      • By March 31, 2010:
        • Launch low-cost, obvious impact actions
          • Modifications to programs & policies:
            • IP policy, project management, market studies
          • Building relationships :
            • eBulletin, Interaction awards, Engage grants
        • Year 1 costs $1.2M (from RPP budget)
      • Subsequently:
        • 2010-11:
          • Pilot of two new initiatives ($2M from RPP budget):
            • Technology Access Centres, Relationship Builders
          • Launch Strategy Priorities Initiatives (if funded)
        • 2011-12 and on:
          • Introduce other actions as resources permit
    • 36. What could the Strategy mean?
      • By fiscal year 2014-2015:
        • Industry invests an additional $250M/year (cash) in university collaborations, leveraging support from NSERC
        • Increase NSERC’s industry participation rate from 7% to 15 %
        • 1,400+ additional companies involved with colleges & universities (yearly)
        • The successful Collaborative Research & Development program more than doubles
      • This will substantially improve Canada innovation success:
        • More successful company innovations
        • More capable work force
        • Stronger collaborations with post-secondary researchers
      Level of impact depends on resources available
    • 37.
      • Interaction & Engage
      • Grant Programs
      • Purpose and Goals
      • Target Audience - Eligibility
      • Interaction Grant
      • Engage Grants
      • Allocation
    • 38.
      • Purpose & Goals
      • How to contribute even more to make Canada a country of discoverers and innovators for the benefit of Canadians
      • 20,000 R&D active companies,
        • majority <50 employees with lower R&D capacity
        • Only 2% active with NSERC-RPP
      • Huge potential for improvement
        • creation of more partnerships,
        • foster more innovation,
        • create more wealth and well being through applications.
    • 39.
      • Purpose & Goals
      • Consultation:
        • complicated & process time,
        • little or no R&D capacity,
        • limited if no financial capacity,
        • pressed by time,
        • do not know whom to turn to.
      • Opportunity : create tailor made programs
    • 40.
      • Purpose & Goals
      • Interaction and Engage grants…
        • fast and easy access: 3 and 4 to 6 weeks,
          • two stage, two complementary purposes,
          • no peer review,
          • simplified application process,
          • no industrial cash,
          • IP belongs to the company
          • NSERC Pacific and Prairies (RO) support
    • 41.
      • Purpose & Goals
      • Interaction and Engage grants…
        • Spring board to subsequent collaboration
          • other NSERC RPP grants,
          • other granting agencies,
          • private industry partnerships.
    • 42.
      • Purpose & Goals
      • Interaction and Engage grants…
        • encourage new partners to collaborate
          • Give a chance to get to know each other,
          • Identify a company specific challenge,
          • Explore a strategy to jointly solve it,
          • Tryout a short collaboration,
          • See what value was created,
          • Decide whether to continue or not,
          • … in any possible way.
    • 43.
      • Target Audience - Eligibility
      • No prior partnership R&D activity together
      • University researchers
        • Eligible institutions,
        • Demonstrated capacity to do research and manage projects,
        • Research setup available,
        • Peer reviewed granting history (Form 100).
          • Already have,
          • Create PDF or create an account.
      • Focus on individuals who can efficiently respond to company needs
    • 44.
      • Target Audience - Eligibility
      • No prior partnership R&D activity together
      • Industrial partners
        • Canadian base,
        • Early stage, little or no R&D capacity yet,
        • Clear intention to develop/implement the results,
        • May need this opportunity to do so.
      • Caution: the criteria are broadened! => case by case
        • Is there a business plan to develop the company?
        • Is the company in a financing round?
        • Have they apply for subsidies?
        • What is the structure, who are the people?
        • Etc.
    • 45.
      • Interaction Grant
      • Timeline: maximum 3 months (extendable?)
      • Deliverable
        • Up to $5,000 from the ROF,
        • To cover for travel, accommodation and venue,
        • For the applicant,
        • UILO and/or company staff if justified.
      • Objective
        • Allow academic researchers to meet with potential industrial partners to discuss and identify a challenge specific to the company, that could be addressed by a subsequent R&D partnership.
    • 46.
      • Interaction Grant
      • Selection criteria
      • Incrementality
      • create a new relationship with industrial partners likely to benefit from the applicant’s expertise to address a relevant industrial challenge,
      • Research competence
      • the applicant is NSERC-eligible, and must demonstrate past or current peer reviewed support for his/her research, by a recognized funding organization, either federal or provincial,
      • Industrial relevance
      • the proposal must identify potential companies, which are in a domain that is relevant to the applicant’s expertise.
    • 47.
      • Engage Grant
      • Timeline: maximum 6 months
      • Deliverable
        • Up to $25,000 from Ottawa,
        • Direct cost of research,
        • HQP, User fees, equipment, consumable, publication, field travel,…
      • Objective
        • Allow academic researchers to do the necessary research to address the identified company specific problem.
        • Try out – see if it works – consider the value/pertinence of subsequent collaboration
    • 48.
      • Engage Grant
      • Selection criteria
        • Research expertise
        • Applicant and company staff must have all the expertise required to address the defined objectives and to complete the project,
        • Industrial relevance
        • how will the work benefit the company and how it will be exploited within a reasonable time frame,
        • Creation of a new collaborative relationship
        • Contribution to technology transfer
          • how the university research team and the company staff will ensure that the knowledge/technology is to be transferred effectively,
    • 49. Interact and Engage
      • Quick Turnaround
    • 50. Initial Launch - Allocation Interaction is not a prerequisite for Engage Interaction can lead directly to another partnership 11 @ $25K $275,000 11 @ $25K $275,000 11 @ $5K $55,000 11 @ $5K $55,000 Pacific Prairies 73 @ $25K $1,825,000 73 @ $5K $365,000 2009/10 Budget Engage Interaction
    • 51. Interaction and Engage in BC and Prairies in 2009/10
      • Solicit one of each from each (university) eligible institute
      • Tight deadline – January 31, 2010
      • Second call, February 28, 2010 for any unallocated awards
      • Goal – 22 of each supported as pilot in BC and Prairies by March 31 st
    • 52. Regional Opportunities Fund
      • Typical funding requests for small to medium-size events and activities range from $1,000 to $5,000.
      • provide opportunities for relationship building and research collaboration between industrial and post-secondary communities;
      • promote participation in NSERC’s Research Partnership Programs or Industrial Scholarships and Fellowships.
      • “ COLLIDER”
    • 53. NSERC Pacific and Prairies Contacts
          • Pacific
          • Manager Rick Warner 604-666-8811
          • RIDO Pam Giberson 604-666-8815 CPO Megan Griffith 604-666-8814
          • AO Kathleen Lorenzo 604-666-8818
          • Prairies
          • Manager Guy Levesque 204-984-6300 RIDO Irene Mikawoz 204-984-0426 CPO Frank Nolan 204-984-6301
          • AO Roxanne Balcaen 204-984-6462
    • 54. Discussion Please direct all questions to Irene Thank You!

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