PIPRA UC Davis Harnessing University research for Innovation ...

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PIPRA UC Davis Harnessing University research for Innovation ...

  1. 1. Harnessing University Research for Innovationand Economic DevelopmentAlan B. Bennett, Ph.D.
  2. 2. UC Davis – from its roots
  3. 3. Infrastructure to manage existing intellectualproperty assets (technology transfer office)
  4. 4. Created a culture supporting innovation in theuniversity, in the faculty and graduate students
  5. 5. Developed networks with business developmentresources – legal, investment and entrepreneurship
  6. 6. University research supports regional andnational economic development The world’s 1st, 2nd, 3rd and 5th largest biotechnology companies are in California. 1,600 companies (1 in 4 founded by UC scientists) $2.9 B total NIH grants awarded in CA $15.5 B private research in CA
  7. 7. Public institutions can be a source of innovation, businessopportunity and regional/national economic development What are the requirements • Strong research base • Legal and policy framework to manage IP • A culture of innovation - committed institutional leadership • Technology transfer infrastructure • Business development networks
  8. 8. Strong research base Research incentives Professional recognition/advancement Adequate financial support Investment in new faculty hiring – 70 FTE Targeted towards strategic educational and economic sectors• Climate Change• Foods for Health• Energy for the Future• Stem Cells and Bioethics• Computational Exploitation of Biological Networks
  9. 9. Public institutions can be a source of innovation, businessopportunity and regional/national economic development What are the requirements • Strong research base • Legal and policy framework to manage IP • A culture of innovation - committed institutional leadership • Technology transfer infrastructure • Business development networks
  10. 10. Legal and policy framework Bayh-Dole Act – 30 years old  Universities may elect title to inventions developed through Federal funding  Universities must file patents on inventions they elect  University must have written agreements with faculty and staff requiring disclosure and assignment of inventions  University must share a portion of revenue with inventors  Excess revenue must support research and education  Government retains non-exclusive license to the invention  Government retains march-in rights  Requirement for substantial US manufacture 1. Created clarity about IP ownership 2. Localized licensing of IP near researcher/inventor 3. Created incentives to build technology transfer infrastructure
  11. 11. Establishing an IP (intellectual property) policy is necessary for several important reasons.IP rights, including patents, copyrights, trademarks, and industrial property rights are anatural outcome of research. Therefore, any public sector institution entering intoresearch contracts with private sector entities will encounter IP issues.Remember that it is too late to begin formulating IP policy when negotiations about IPhave already begun. As Lita Nelsen, Director of the Massachusetts Institute of Technology(M.I.T.) Licensing Office, observes, “Although policies will change over time as the programevolves, the major issues must be decided in advance. Otherwise, a new program is likelyto stall or fail altogether in entangled committee indecision and policy ambiguity.”
  12. 12. University IP policy can be simple and consistentwith the legal framework (Bayh-Dole) UC Patent Policy  Mandatory Invention Disclosure  Inventor Assignment of Title to UC  Distribution of Net Income* - Inventor Receives 35% - Campus Research Fund Receives 15% - Remaining 50% to General Pool at Inventor’s Campus/Lab
  13. 13. Public institutions can be a source of innovation, businessopportunity and regional/national economic development What are the requirements • Strong research base • Legal and policy framework to manage IP • A culture of innovation - committed institutional leadership • Technology transfer infrastructure • Business development networks
  14. 14. Building a culture for innovationLeadership counts“Californias economic rise is closely tied to the rise of its researchuniversities. New industries have been invented, new products have beendeveloped and new medical techniques have been invented to both savelives and enhance their quality.”President Atkinson“Our mission is education, research, and public service.Technology transfer is a vehicle that helps us do all three. It boostsresearch support. It creates internships and educational opportunitiesfor our students. It stimulates the regional economy. And hopefully, itbenefits society.” Chancellor Dynes
  15. 15. Building a culture for innovationHigh profile examples of success and campus recognition Alan Heeger founded UNIAX - 1993 Conducting polymers Alan Heeger shares Nobel Prize - 2000
  16. 16. Public institutions can be a source of innovation, businessopportunity and regional/national economic development What are the requirements • Strong research base • Legal and policy framework to manage IP • A culture of innovation - committed institutional leadership • Technology transfer infrastructure • Business development networks
  17. 17. Infrastructure to support technology transfer and industry collaborations Deliberate and strategic IP management to identify best innovative path Founded 2004 Technology Transfer Services Business Development Services (lawyers and scientists) (MBAs and entrepreneurs) Staff of 18 for a research base of >$500 M
  18. 18. Technology transfer center “clusters”
  19. 19. An infrastructure for technology management www.iphandbook.org
  20. 20. Licensing Academy Professional training for international technology/IP managersRepresentatives fromChile will Attend FirstLicensing Academy June 5-17, 2011
  21. 21. Public institutions can be a source of innovation, businessopportunity and regional/national economic development What are the requirements • Strong research base • Legal and policy framework to manage IP • A culture of innovation - committed institutional leadership • Technology transfer infrastructure • Business development networks
  22. 22. Supporting EntrepreneurshipNetworks with business development resources – legal and investment
  23. 23. Industry membersBoard of Directors to guide effective programsNetworking, events, introductions, regional culture
  24. 24. research diversity driving innovation
  25. 25. research diversity driving innovation Soluble expoxide hydrolase Patent portfolio Celebrex, Vioxx
  26. 26. Thank youAlan B. Bennett, Ph.D.abbennett@ucdavis.edu

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