Upload
others
View
8
Download
0
Embed Size (px)
Citation preview
City Council Agenda
December 14, 2015 / Page 1 File No.: 194-6
CITY COUNCIL AGENDA REPORT
Subject: INCUBATION STRATEGY Recommendation(s) 1. That the agenda report entitled “Incubation Strategy” dated December 14, 2015
be approved and that an implementation plan be developed by Administration and presented to Council by Q2 2016
2. That the NABI Building Fund be repurposed in support of the Incubation
Strategy and that Administration return to Council with a Terms of Reference for the use of funds by Q2 2016 for approval.
Purpose of Report This report outlines a theme for a business incubation strategy for the City of St. Albert. The strategy is multifaceted and will focus on aligning St. Albert’s existing strengths with the creation of a business eco-system that will allow for increased business incubation, investment and growth. Council Direction At the June 23, 2014, Council meeting the following motion was passed : (C338-2014) 1. That Administration collaborates with the Northern Alberta Business Incubator
(NABI) to develop an Incubation Strategy, in accordance with the terms of reference identified in the “Incubation Strategy - Terms of Reference” agenda report dated June 23, 2014, for presentation to Council by March 2015.
2. That Administration utilize an Oversight Committee structure to help guide the creation of the Incubation Strategy.
Background Following Council approval of the June 23, 2014 report and the associated Terms of Reference, Administration undertook to recruit members for the Incubation Strategy Oversight Committee. The members selected to the Committee are as follows:
City Council Agenda
December 14, 2015 / Page 2 File No.: 194-6
o Todd Tougas – EDAB Board Member o Brian Stewart – NABI Board Member o City Councillor/Mayor o Malcolm Parker – NABI Board Member o Rahim Jamani – Serial Entrepreneur and Angel Investor o Paulett Godin-Donovan – Chamber Board Member o Kelly Jerrot – City Culture Director o Glenys Edwards – St. Albert Public Schools Board Member o Alex Polkovsky - NABI Graduate Three meetings were held over the winter months to focus on developing an Incubation Strategy for St. Albert. The Incubation Strategy Oversight Committee’s observations of the entrepreneur and business environment in St. Albert as it relates to incubation can be summarized as follows: • St. Albert offers significant community support as a value proposition in
support of a wide variety of strategies; • 32% of the businesses in Campbell and Riel Business Parks fall into two
sectors; Professional/Technical and Construction; • Existing business clusters should be utilized as support for an incubation
strategy; • St. Albert has an existing relationship with NAIT and U of A; and • Northern Alberta Business Incubator (NABI) is located in St. Albert and has
experience with this cluster. The committee then focused on a specific theme focused on 'Innovative Green Construction' and outlined some specific next steps to serve this finding and direction. At that point this committee effort was considered to be sufficient for the Administration to develop a detailed strategy for this theme. The committee was essentially disbanded at this juncture as the Administration developed the report and framework for this strategy. Upon further contemplation and discussions in the Administration over the following few months, it became apparent that a more fulsome incubation strategy needed to be developed to serve the intention of the Council direction. At that point a meeting with three interested members of the disbanded ISOC was held and a renewed approach to the incubation strategy was contemplated and a fuller spectrum strategy with a number of facets was conceived and now forms the essence of this report. It should be noted that the ‘Innovative Green Construction' incubation framework developed by the original ISOC remains as a viable component of the overall strategy and is attached for reference (Attachment 1). Brand Influence on Broader Strategy The City of St. Albert has a very strong brand as The Botanical Arts City. This brand is being embedded into every aspect of the City and has been championed
City Council Agenda
December 14, 2015 / Page 3 File No.: 194-6
by the residents and business community. Further to the brand, St. Albert also has a labour force that is very distinct from the rest of the Capital Region. St. Albert’s labour force is primarily employed in knowledge-based creative sectors. The existing labour force and community population make-up provides an excellent support to any strategy that involves business incubation and success. Additionally, the City is embarking on the development and implementation of a Smart City Master Plan. The originating concept and vision of the Smart City Master Plan initiative is in essence an Economic Development strategy designed to position the City as a desirable location for investment and for businesses to incubate, flourish and grow to the ultimate benefit of St. Albertans and business people. The resultant profile that this vision will bring to the City, in combination with the business environment, will be used as a tool for attracting entrepreneurs and investment to St. Albert. The vision and ultimately the actionable and tangible master plan that will be approved by Council will provide investors, businesses and residents the mechanism that provides the direction and steps to enact and deliver on the vision. A significant community engagement process has been undertaken over the past year in support of this Smart City Master Plan. To further support the linkage and synergy between the botanical arts brand and the smart focus, the St. Albert Brand Promise includes the following statement: “With the botanic arts as a foundation, the city is rapidly becoming the home for innovation in green living and sustainable development, attracting businesses involved in the design, manufacturing and distribution of environmentally-conscious goods and services.” This statement illustrates a range of considerations that are being focused upon in the strategy to ensure that St. Albert is uniquely positioned in the region and province to maximize the benefit of having a clear and unique incubation offering from other communities. This focus on a unique descriptor and vision for the community is a very effective tool for business attraction and business success in our community. The incubation related statements that are currently being considered to be included into the draft Smart City Master Plan is derived from the overall context of the City’s complimentary brands and master plans and is as follows; Foster a Smart economy and reputation for St. Albert to differentiate the community and attract or incubate new business investment.
1.1 Promote St. Albert as a Smart City Centre of Excellence - a reference site
for Canadian municipalities and beacon for new industry investment. 1.2 Enhance the City’s local, national and international economic development
strategies with Smart City and innovation themes.
City Council Agenda
December 14, 2015 / Page 4 File No.: 194-6
1.3 Include supports for the incubation and acceleration of tomorrow’s
innovative businesses within the City’s economic development strategies. 1.4 Designate an area of St. Albert as a highly connected, technology
enhanced ‘innovation district’ where complementary businesses and others could cluster and thrive.
Strategy Development In the Incubation Strategy Terms of Reference presented to Council on June 23rd, 2014 it was noted that for a strategy to be successful it needed to be a specific subset of a broader program. It was recommended that utilizing the proposed Oversight Committee expertise and associated research, the strategy would be based on a theme of principles that will drive the strategy and the required resources to meet the desired outcomes. The original principles that were presented to Council for Administration to focus on were:
• Youth or young entrepreneur programs; • Target Sectors
o Generate the most taxes o Generate the most jobs
• Non-Profit • Social Enterprises; • Baby Boomer interests; • Existing Inventory of home-based businesses; and • Creative Industries
With these principles in mind, it was decided to focus primarily on the Creative Industries and Target Sectors. These two principles were selected based on the feedback from the Oversight Committee and NABI as well as from research done by Administration around alignment with the brand, corporate strategic plans, future master plans, etc. There are aspects of the other principles that do work themselves into the strategy over the longer term. It was determined that a vision statement for the end goal would help to focus the creation of the Incubation Strategy. The following is a suggested visionary statement for the Incubation Strategy: “As a ‘living lab’, St. Albert is renowned as an innovative community that successfully creates, incubates and grows business.” With the added guidance of our Brand and the pending Smart City Master Plan that focuses on delivering effective and efficient services to the residents of St.
City Council Agenda
December 14, 2015 / Page 5 File No.: 194-6
Albert, the Incubation Strategy focuses on incubating businesses that are in support of these comingled visons for the City. With this vision and the principles of focus as mentioned above, Administration has explored several different approaches that ultimately support the creation of a healthy and vibrant business eco-system that will be both supported and augmented by the Incubation Strategy. The envisioned business eco-system is known locally as a Centre of Excellence. This concept is not new and has been an expressed vision in the community for a few years and has come to mean both a physical building as well as a lofty goal for the overall position of the City in the regional municipal context. Incubating the Centre of Excellence Using the Centre of Excellence concept as an envisioned end goal, the Incubation Strategy is built to support this notion. The proposed Incubation Strategy also focuses on an area of the incubation market that is not currently being served with incubators locally or in the region. The Northern Alberta Business Incubator (NABI) has been a successful mixed use business incubator in St. Albert for the past 25 years. NABI started as the St. Albert Business Development Centre (by the City) and was later restructured to take advantage of other forms of funding. Over the past two and a half decades, NABI has grown significantly in size and stature and occupies two buildings and over 40,000 square feet of space that is currently housing 70 businesses and has had over 300 businesses and entrepreneurs graduate from their programs. NABI also provides start-up counseling to about 200 entrepreneurs each year. The range of services and business advice that is provided to clients of NABI is wide ranged and many entrepreneurs and business owners have opted to use the NABI services on a prolonged and ongoing basis. Many of the NABI incubated businesses have grown successfully in St. Albert and across Alberta. About 2/3 of NABI graduates remain in St. Albert. The incubation target of the proposed strategy is focused on an area of businesses that is unique and has a high potential for successful growth and expansion in St. Albert. It is also an intentionally unique offering designed to attract entrepreneurial attention and to provide the resultant outcomes for the City, namely the advancement of the Botanical Arts and Smart City vision focused on bringing value to residents. The resultant outcome of the Incubation Strategy is expected to define St. Albert as a community known as a Centre of Excellence in providing value through effective and efficient municipal services for its residents. The Strategy is also designed to act as the catalyst for creating the physical space that would ultimately
City Council Agenda
December 14, 2015 / Page 6 File No.: 194-6
house the entrepreneurs and displays their accomplishments and wares designed to serve the overall vision of a municipal Centre of Excellence. . Getting it Started Administration has considered several approaches to support the strategy of creating an innovative and vibrant business eco-system. The goal of the strategy is to implement several tactics that will allow St. Albert to ultimately become a “Living Laboratory” where business start ups will have access to support programs, venture capital, physical office space, and an innovative and creative environment. The Centre of Excellence can commence in a staged fashion whereby there is an environment for organic growth of the envisioned incubation and resultant business growth in St. Albert. An important first step for the strategy as a whole would be the creation of the “Office of the 21st Century”. Co-locating entrepreneurs with one another in a space combined with the resources that they require has been proven to be a recipe for success in the incubation world. The “Office of the 21st Century” has a tangible and immediate catalyst that can be acted upon in the short term. Through examination of available information, it has been determined that there are a significant number of St. Albert residents who are employed in the Information and Communications Technology (ICT) sector and who commute to work throughout the region on a daily basis. With this in mind a telecommuting center concept has been explored as a means to help address commuting challenges for both the employee residents of St. Albert and their regional employers. The launch of the 'Office of the 21st Century' in the city would initially be built around the telecommuting concept allowing the City to form partnerships with employers in the Capital Region who are open to flexible working environments for their staff. This telecommuting center would allow for our resident labour force to work in the City of St. Albert without having to experience the commutes. This type of virtual office facility has been shown to provide benefit to the employer and employee as well as to take pressures off of the transportation network and space accommodation challenges faced by employers to accommodate a growing workforce. This telecommuting concept has already been explored and several companies in the region have been identified for outreach to begin the formation of this virtual office space. This idea has also been vetted in the business community and initial reaction is positive for the establishment of this concept and physical space.
City Council Agenda
December 14, 2015 / Page 7 File No.: 194-6
With several large industry- leading-creative companies using the envisioned telecommuting office space and sharing the facility with entrepreneurs it will foster an environment wherein ideas can be created, shared, and championed. Accelerating the Strategy - Focus on the Entrepreneur Once a physical space has been developed as defined above, the next phase of the strategy would be to create an environment for entrepreneurs to focus on creating solutions to the benefit of St. Albert as a municipality for the ultimate benefit of its residents. A finding of the research indicated that innovation and creative solutions and the resultant industries flows from problem definition. In other words, express the problem to be solved and the creative minds and industry will find a solution. An additional dimension to this part of the strategy would be to co-locate select municipal employees with entrepreneurs to ensure clarity in the problem definition and the work in developing the solution. With the creation of the space, it is extremely important that entrepreneurs have access to programs as well as startup capital. Economic Development, in partnership with private investors, supports the idea of creating an environment where ideas and entrepreneurs meet. This tactic would focus on bringing entrepreneurs into an environment where prospective St. Albert investors would thoroughly vet business start-up ideas. This ‘funders forum’ would take place regularly and could begin with a panel of investors whom Economic Development has already sourced. Any entrepreneurs who avail themselves of this program would be required to start, stay and grow their business in St. Albert. The areas of focus for both the entrepreneurs and tenants in the telecommuting center would align with the target sectors and creative industries previously discussed. Green-Professional, Technical Construction and Professional, Scientific, and Technical Services. These targets fit the Smart City vision for the city as well as with the Botanical brand. Further to its alignment with the branding this strategy and its targets helps build on existing strengths within the city and fills voids in the current incubation model operating in the city. The Living Lab and Demonstration City St. Albert is fortunate to be a well-managed, mid-sized city with a well-educated populace and a reputation for being a community with a unique and distinct identity. This was also observed by the Oversight Committee and was reported earlier in the report as "St. Albert can offer significant community support as a value proposition in support of a wide variety of strategies" These characteristics provide St. Albert with an unique positioning that would potentially encourage entrepreneurs and researchers the opportunity to test their devices, sensors, materials and methodologies that have be proven by research in a live municipal environment. The extension of this approach would also result in
City Council Agenda
December 14, 2015 / Page 8 File No.: 194-6
St. Albert being a destination for other communities to observe the practical solutions in practice. This would not only entice entrepreneurs and business start-ups to begin the commercialization of their products but it would also provide the city a growing stream of visitors that in turn would drive the accommodation sectors in the city. Additionally, this living lab aspect provides the City the opportunity to enter into a partnership role with businesses that could be mutually and financially beneficial. Mechanisms to support this arrangement would need to be explored and are discussed later in the report. Basis for the Target Sectors Economic Development's recently completed business diversity study identified that the majority of the City’s residents labor force is very distinct from the rest of the Capital Region and are employed in Public Administration, Construction Services, Health Care, Educational Services, and Professional; Scientific and Technical Services. An important consideration in the development of this strategy was St. Albert’s identity in the region. St. Albert’s regional counterparts in Edmonton, Strathcona County, Parkland County, and Leduc – Nisku are focused on Tech, Oil & Gas, Manufacturing, and Oil Field Services. This has created a unique identifier for St. Albert as well as an opportunity. The focus of this strategy will revolve around incubating businesses in the professional, scientific, technical, and construction sectors. The target sectors of this strategy were chosen based on the strengths of St. Albert’s labour force as mentioned previously, as well as the highest return on jobs, taxes, and gross domestic product. Economic multipliers can identify the direct and indirect spin-offs or “shocks” from production generated by a particular sector throughout the rest of the Economy. Professional, Scientific, and Technical Services had a multiplier of 1.32. This multiplier translates as follows: for every $1.00 of Gross Domestic Product (GDP) generated by the Scientific and Professional services, an additional $0.32 in GDP is created in economic sectors throughout the province within the supply chain. The construction industry in St. Albert, which is amongst the largest employment sectors of St. Albertans, has a multiplier of 1.87 which equates to $0.87 additional GDP creation. It is important to note that this strategy builds off of what is already successful in St. Albert today and integrates it with the future Smart City vision of tomorrow. Supporting the Strategy Funding Over the years NABI has benefitted from both Capital and Operating funding from the City of St. Albert; however, NABI has now become self-sustaining and only receives a nominal annual contribution to a building fund. With the creation of this Incubation Strategy, and in support of it, Administration is proposing that the
City Council Agenda
December 14, 2015 / Page 9 File No.: 194-6
$25,000 fund formerly known as the NABI Building Fund and its accrued balance be repurposed in support of the Incubation Strategy. In concept, the funds will be put toward supporting the overall strategy and/or incubating business start-ups and/or supporting the business environment which would yield the most successful results. In addition, the funds could also be put toward the vision for the City of St. Albert to become a “living laboratory” wherein targeted sectors and creative industries would be highlighted and accelerated. These sectors have been vetted by the Oversight Committee in collaboration with NABI and align extremely well with the City’s brand and Smart City vision of the future. Council’s acceptance of the framework for this strategy with the corresponding proposed funding would propel Administration in advancing the strategy. Economic Development would move forward working with private industry as well as partner groups such as NABI towards implementing pilots and programs and the overall development and implementation of the full strategy. If this potential funding strategy is supported, administration would develop a terms of reference that would outline the intention and use of these funds and bring it to council in 2016 for approval. It is also envisioned that this incubation fund would be linked to key performance indicators of the strategy and overall City goals that once reached would reduce the funding formula. Partnerships and Enablers NABI is an important partner of this strategy in many aspects. Key program support, operational contract agreements and potential tactical support of the strategy is envisioned. The attached Innovative Green Construction tactic requires significant support and delivery guidance from NABI. The St. Albert business community also has a role to play. As was mentioned earlier, venture capital and business environment support are critical for initializing the strategy and growing it to meet the needs of entrepreneurs and the city. As part of the Smart City vision for the city and the with intention of becoming a ‘living lab’ ecosystem for entrepreneurs to flourish in, mechanisms will need to be put in place to help support this high order vision. Procurement, patent confidentiality and other business-focused aspects associated with this living-lab vision are not easily supported by a municipal government and public sectors organizations in general. A mechanism such as a municipal controlled corporation could be created that would encourage the entrepreneurial ecosystem envisioned for in St. Albert. A Municipal Controlled Corporation (MCC) is a for-profit corporation that is controlled by a municipality or group of municipalities for the purposes of providing
City Council Agenda
December 14, 2015 / Page 10 File No.: 194-6
a regional municipal service or facility. MCCs are regulated by the Municipal Government Act, Business Corporations Act, Control of Corporations Regulation, and the Debt Limit Regulation. Approval from the Minister of Municipal Affairs must be obtained by the municipalities that want to establish an MCC prior to the establishment of the corporation. MCCs are incorporated under the Business Corporations Act with the Corporate Registry Office (Service Alberta) and are a separate legal entity from its municipal shareholders. This means that MCCs are able to hire staff, administer payrolls, own property and raise capital independent of the municipalities involved. Structured appropriately with a specific mandate and governance structure, an MCC could be the City-controlled business entity that partners with business and supports innovation and the entrepreneurial impetus required to provide the community with the desired outcomes associated with ‘thinking outside of the box’. Utilizing the ‘living lab’ idea and the City as a test bed for an innovative approach to business incubation could potentially provide the MCC with an equity position or revenue stream associated with the development and marketing of a successful innovation or device. Complementary Initiatives Employment Lands: Another consideration for this strategy focused on the best uses for the future Employment Lands to the west of Ray Gibbon Drive. In previous reports to Council the range of assessment revenue and corresponding land uses has been presented. It has been viewed as critical to align the City’s long term non-residential development plans with business incubation. Not coincidentally the highest revenue expectations derive from a land use vision around high end commercial office space. Future Civic Building: The City has publicly expressed the need to acquire additional space for civic administration and other community and business interest users. This has resulted in the City assembling an Expression of Interest poised to go into the market to determine the private sector appetite for an alternatively procured building that would serve the many civic needs. One aspect of the EOI is the establishment of the Centre of Excellence within this envisioned facility. The Incubation Strategy contemplates this potential facility and location in the overall plan. Innovation District: This concept has also been considered in the overall context of the SMART City Master Plan and has some utility in being included in the Incubation Strategy. Ideally a Centre of Excellence would reside in or be the catalyst of an Innovation District. A business park redevelopment program could also be considered in an overall strategy. This program could be built in contemplation of an Innovation District. This aspect of an overall Incubation Strategy would be further developed in
City Council Agenda
December 14, 2015 / Page 11 File No.: 194-6
conjunction with land use planners and developers of future developments in the city. Market Entry Support: As was indicated earlier in the report, this Strategy overlaps and comingles with many other complimentary plans and strategies that the City has conceived to grow the non-residential assessment of the city. The City is positioning itself as a desirable business eco-system and location for investors to consider when contemplating entering into a new market. Target businesses can be regional, national or international. A specific Foreign Direct Investment Strategy is also being developed by the Administration that is designed to market St. Albert on a global stage. Smart City Master Plan: Although already expressed earlier in the report, this Master Plan is the most significant document that the Incubation Strategy needs to look to for guidance in targeting entrepreneurs and their expertise to an eventual goal for the community. Although the most direct goal of the Incubation Strategy is to grow non-residential tax assessment in the city, a consistent and complimentary approach and messaging will serve to enact the Centre of Excellence vision and reputation in the region. Youth: Although not specifically addressed above, young men and women are a targeted demographic in many sub-strategies of the Economic Development Division. Initial contact with a federal program called Futurepreneur that is focused on 18-34 demographic has resulted in an ongoing dialogue regarding the potential to ‘partner and support’ the young entrepreneur components of the incubation strategy. Cultural Initiatives: St. Albert is well positioned with its brand, strong arts and cultural sector, and current business incubation resources to connect these industries together in terms of place and people. Cultural Services have built activities into their 3-year work plans designed to attract and nurture the growing cultural business sector; a need not currently filled within the Capital Region. Conclusion - Next Steps Administration is looking to Council to support the overall concept associated with the Incubation Strategy as described in this report. Significant effort will be required to initialize and formalize the many steps in the Strategy which could also require ongoing support over a prolonged period of time until it becomes self sustaining or the City reaches a pre-determined goal. A near-term plan and a longer work plan timeframe have been contemplated and attached (Attachment 2).
City Council Agenda
December 14, 2015 / Page 12 File No.: 194-6
If this Incubation Strategy outline is accepted, and once the Incubator Policy is approved, Administration would commence developing many of the specific details associated with the overall concept and direction of the Strategy and bring them to Council as required for implementation. Stakeholder Communications or Engagement This Strategy is a compilation of a number of stakeholder inputs. Components of this Strategy have been built with the specific assistance of the Incubation Oversight Committee (IOSC) and then with a small sub committee group that continued once the IOSC was disbanded. The essence of this Strategy, as is outlined in this report, was circulated and/or to presented the following direct stakeholders:
• Northern Alberta Business Incubator • Economic Development Advisory Board • Chamber of Commerce • IOSC • Select Community Business leaders • Select Community Venture Capitalists • Cultural Services
Each stakeholder group found some benefit and potential opportunity for the City in a variety of the aspects of the overall Strategy. Overall the Strategy conceptually reflects the combined opportunities envisioned by each stakeholder group. Implications of Recommendation(s) a) Financial: Repurposing of the annual NABI building fund and current balance to be used
as an Incubation Strategy Fund. Some components of the plan may require stand alone business cases to support the implementation of their intended purpose
b) Legal / Risk:
A variety of agreements and contracts will be required throughout the development and implementation of the Strategy. Any agreements will conform to existing City policies, including delegations of authority.
c) Program or Service: The implementation of this Strategy will impact the Economic Development Division significantly. The development of the details and policies associated with implementing the strategy will fall to this Division to develop and take through to approval.
City Council Agenda
December 14, 2015 / Page 13 File No.: 194-6
d) Organizational: A business incubation specialist or group may need to be established in support of the overall Strategy at some time over the implementation phase. This would come to council for approval through the usual business case and budget process.
Alternatives and Implications Considered Many incubation target alternatives were considered and are represented in Attachment 3. As is indicated throughout this report, this strategy outline and the component parts have been specifically chosen to have the highest opportunity to succeed for the ultimate benefit of the City and the investors in the City. Strategic Connections a) Council’s Strategic Outcomes and Priorities (See Policy C-CG-02)
• CULTIVATE ECONOMIC PROSPERITY: A diversified, robust and resilient economic foundation to support growth and community service delivery.
• CULTIVATE A HISTORIC, CREATIVE, AND ACTIVE COMMUNITY: A vibrant and involved community with a variety of culture, recreation and heritage opportunities.
• CULTIVATE A GREEN COMMUNITY: A healthy natural environment for future generations that preserves and promotes enjoyment, conservation and responsible development.
• CULTIVATE EXCELLENCE IN GOVERNMENT: A responsive, accountable government that delivers value to the community.
• CULTIVATE SUSTAINABLE INFRASTRUCTURE AND SERVICES: A growing community that has balanced development and management of civic facilities, transportation networks and related services.
b) Long Term Plans (e.g. MDP, Social Master Plan, Cultural Master Plan, etc.)
• MDP • Economic Development Strategic Plan (forthcoming)
c) Corporate Objectives (See Corporate Business Plan)
d) Deliver programs and services that meet or exceed our standards
• Exercise strong fiscal management • Ensure our customers are very satisfied
e) Other Plans or Initiatives (Business Plans, Implementation Strategies, etc.)
Smart City Master Plan (forthcoming)
City Council Agenda
December 14, 2015 / Page 14 File No.: 194-6
Attachment(s) 1. Innovative Sustainable Green Construction Services 2. Incubation Strategy Conceptual Time Frame 3. Incubation Strategy Alternatives Considered Originating Department(s): Economic Development Author(s): General Manager Approval:
Guy Boston, Executive Director Guy Boston, Executive Director
City Manager Signature:
Date:
Attachment 1
IOC Meeting Summary Page 1
INNOVATIVE SUSTAINABLE GREEN CONSTRUCTION SERVICES
Background and Discussion Following Council approval of the June 23, 2014 report and the associated Terms of Reference, Administration undertook to recruit members for the Incubation Strategy Oversight Committee. The members of the Committee are as follows:
o Todd Tougas – EDAB Board Member o Brian Stewart – NABI Board Member o Gilles Prefontaine – Councillor o Malcolm Parker – NABI Board Member o Rahim Jamani – Serial Entrepreneur and Angel Investor o Paulett Godin-Donovan – Chamber Board Member o Kelly Jerrot – City Culture Director o Glenys Edwards – St. Albert Public Schools Board Member o Alex Polkovsky - NABI Graduate
Three meetings were held over the winter to examine the challenge of developing an Incubation Strategy for St. Albert.
The Incubation Oversight Committee’s observations can be summarized as follows:
St. Albert can offer significant community support as a value proposition in support of a wide variety of strategies;
Existing business clusters should be utilized as support for an incubation strategy;
32% of the businesses in Campbell and Riel Business Parks fall into two sectors Professional/Technical and Construction;
St. Albert has an existing relationship with NAIT and U of A; and Northern Alberta Business Incubator (NABI) is located in St. Albert and has
experience with this cluster. The most significant of the findings was that St. Albert already has an established cluster of businesses and that this should be leveraged. The Committee envisioned that a collaboration of sorts is probably already occurring between of all the businesses in the predominant clusters in support of infrastructure growth and construction in the region and beyond. The incubation strategy would aim to assist professional, technical and trade focused individuals with their entrepreneurial aspirations. The ultimate goal for St. Albert is the establishment of successful businesses in St. Albert over the long term.
As a result of the committee work and the aforementioned observations, the Committee is recommending that the incubation strategy should focus on ‘Innovative Sustainable Green Construction Services’ or be known as a ‘Professional, Technical and Construction Innovation Hub’. The Committee was unanimous in their support of this theme. The actual name of the strategy will be explored in the next phase of the strategy development as part of the marketing plan.
As was observed by the Committee this theme includes approximately one third of the existing businesses in both business parks. This theme is also consistent with our Smart City Initiative. This incubation strategy was also seen as being complementary with Business Retention and Expansion initiatives as long as businesses have a location to move to when they grow out of incubation. This aspect would serve to meet the ultimate goal of growing the non-residential assessment base and provide jobs. Next Steps There are still many aspects of this strategy that will require further expansion and research to begin a developing a definitive plan. Market sounding on this theme will need to be explored in more detail in collaboration with several partners. Some of the topics for discussion and that would form the ultimate agreement associated with the strategy would include; Confirm target market People who are in the broad definition of the construction industry or support it (professional, technical, trades) and are interested in establishing their own business were seen as a target group. This will need to be explored through existing relationship with NAIT and other potential source pools. Candidates There are many approaches that can be taken in the onboarding of candidates that range from ‘first-come-first-served’ through to a selection/competition process. Program development will determine the model that will be used to solicit/screen candidates. Specific Program Development The general theme recommended by the Committee will need to be supported by a program that appeals to the candidates being targeted. Existing and new offerings will need to be packaged to meet the requirements associated with the strategy. Develop program KPI’s A series of key performance indicators and metrics will be developed that will provide information and allow for analytics in support of the incubation strategy and of the ultimate goal of growing the non-residential assessment base of the City. Develop retention approach A significant component of the envisioned strategy involves retaining the incubated business in St. Albert. This will require a community support network that involves the business sector community, space availability and general business acceleration support while making the transition. Develop community support approach The Committee identified the ‘sense of community’ as one of the major advantages that St. Albert had to support an incubation initiative. A community support aspect to this
IOC Meeting Summary Page 2
Attachment 1
incubation strategy would need to involve building owners, financiers, the business sectors cluster, Chamber of Commerce, et al. Graduation Criteria Specific criteria will be developed to ensure that entrepreneurs successfully graduate to the outside world in an expeditious manner. This will provide turn-over incubator space and accelerate business growth in the community. Use of existing incubator expertise By utilizing the existing NABI expertise and facilities that are already operating in St. Albert, this strategy can be built in stages and potentially start up relatively quickly. Specific space dedicated to this incubation The specific theme program definition and development could lead to the requirement for designated space within the existing incubator. This will be examined as part of the overall strategy development and phasing that will form part of the strategy. Develop marketing plan Once the program has been developed a specific marketing plan will be designed that will generate the significant exposure to the demographic being targeted with this strategy. Utilization of the NABI Capital Building Fund This strategy will contemplate the use of the existing NABI Capital Building Fund. By definition this fund should be used to address any capital needs that may be required to support this strategy for any phase of implementation. Formalize agreement with incubator service provider Leveraging the existing incubator to meet the incubation strategy theme is the preferred option. All of the aforementioned steps will need to be fully examined and considered in their entirety in meeting the intention of strategy. The definition of the program and the delivery of it working towards the goal of growing St. Albert non-residential assessment will be prescribed and executed by all parties.
If Council is supportive of this direction Administration will continue discussions with NABI & NAIT to formulate a specific plan that will focus on this specific theme. Stakeholder Communications or Engagement • Incubation Strategy Oversight Committee recruited from council supported cross-
section of community. • Internet survey of businesses in Campbell & Riel that fit the two NAICS Codes
identified. • Unsolicited meetings with members of the public who expressed interest in the
subject. • Research Chair of New Venture and Entrepreneurship at NAIT.
IOC Meeting Summary Page 3
Attachment 1
30
71
250
245
5545
S.E. 1/4 SCE.2-54-25-4
35
35
74
20
2426
66
60
62
58 56 54 52 50 48
320P
UL
41
1
2
47
4543
3937
53555759
61
656769
63
5458
626670
37
39
41
737577
24
220
#10-7
0
#10#60
#70
25
17
42
15135
14 167
1819
151311920 22 24 26
56
23 25
5831
60
29
2729 31
33
21232527
505254
42-50
32-40
275
15
44
4620
21
22
31 35 39
87
91
9
9289
15
192327
677175
7983
6664
6260
58
12
GROVEPINERIDGE
8 - 5
108
20
121086
14
3840
1618
20
220
25
6890 88
50
87
78
70
48
17
#100-10
#10-100
400 CAMPBELL ROAD
40
30
10
7
36
3738
394041
65 75 85 9571#1
00#1
20
20
15
36PUL
25
45PUL
19 212218
2326
2527
29
3133
3537
42
46
383430
35
5051
58 54
5557
53
46
3941
894547
4986 84
8280
43
38
1728 30
323436
31-33 62 - 5
2
205
1
7
3
23
200
210
215
27
5 15
40
2555
65
1
205
3535 15
27 35
50
161 160
155157159
67-63
70-64
11-21
47
48
464442403836
5559
5654
52 50
343230
84 - 76
28
3
51262422
74-72
20
25PUL
3269
1821
63
64
1614
191715
6765
20
333129
272523
2830
61 5957 55
36
65
125110
181614
5
13 - 2223 - 28
2224
26
34
3331
29
272523
45
53
514947
434139
37
31
2
225PUL
15 325PUL
310
320330
340350
385
55
380
37010
5
KINGSWOODVILLAGE
KNIGHTSBRIDGE
79
81
7882
8385
7674
72
205A
235
20-30
6343
6 - 1
8
PHANTOM RIDGE
4945
19
4446
47
4042
51
36 - 29
2
240
#1A,1
B,1C,
1D, 2
-8
360
340
335345
365
315310
325
SERVUS CREDITUNION PLACE
#10-120
212
#10-50
#10-5
0
162164166168
#1-13
130
100
250
200PUL
230
190
170
150
145
175
225
265270
290285
200
200
#101- 118
#201
#101
20
VENE
SS R
OAD
CENTRE STCA
RNEG
IE
DRCRES
CARLETON DR
CRES
CRES
CAMP
BELL
ROA
D
CRES
CAMPBELL ROAD
PEMBROKE CRES
PEMBROKE
POIRIER AVE
BLVD
CARSWELL ST
CURI
AL D
RIVE
CHISHOLM AVE
PL
CHAT
ELAIN
DR
CALDER
CHEV
IGNY
ST
CORRIVEAU AVE
POUNDMAKER ROAD
VENE
SS R
OAD
BOUDREAU ROAD
KINGSFORD CRES
CIRCLE DR
CARLETON DR
CAMP
BELL
RD
CARL
ETON
DR
CUST AVE
JULY 20141 : 6,000
2014 CampbellBusiness Park
Business Licenses
Total: 232 LICENSES
Business License CategoriesBy NAICS SECTOR11, Agriculture, Forestry, Fishingand Hunting (1)21, Mining, Quarrying, and Oiland Gas Extraction (2)22, Utilities (5)23, Construction (45)31, Manufacturing (4)32, Manufacturing (2)33, Manufacturing (1)41, Wholesale Trade (7)44, Retail Trade (12)45, Retail Trade (8)48, Transportation andWarehousing (3)49, Transportation andWarehousing (2)51, Information and CulturalIndustries (3)52, Finance and Insurance (6)53, Real Estate and Rental andLeasing (11)54, Professional, Scientific andTechnical Services (27)56, Administrative and Support,Waste Management andRemediation Services (15)61, Educational Services (9)62, Health Care and SocialAssistance (13)71, Arts, Entertainment andRecreation (13)72, Accommodation and FoodServices (12)81, Other Services (exceptPublic Administration) (30)91, Public Administration (1)
Attachment 1
6667184563
87
7 CITY ANNEX
65676971737577798183
85
1
72
12
4446485052
103101
9997
89
91 93
95
21201918171615
14
13
7169
853
11 10 9
46474849
50 51 52
7 6 5 4
3
5455
56
2
7068
7573
58
474543
5058 7 6 48
2682
7674
9101112
78 80
20 22 24
5254
561
234
3634323028
413937
61
47
45
27
25
GRANDIN VILLAGE
TO
316-326314-308
276-286
TO19
5
175-169
170-178
129-1
43
132-126
134-146
24-10
115-1
197
6
6159
30
19A
14-28
1947
83-91
101-1
07
81
082 8697;1;A
5
33
5957
5553
51
49
434139
3735
15MR
31 29
23211917
11MR
93PUL
22 PUL
99-93
30
1327
60CLUB
20
71
2
68
66
64
61
62
293116
511ER
6 10
3335
53
6B6A460A
119
1412
78 10
RUGBY CLUB
SOCCER
51
KORRALKINSMEN
38
2858
56
223337
2640
35
50
293133
241
TO 247
33-3527
21
23
15
17
19
21
76-6250-60
81-71
59-69
47-5734-26
2-8
267-269
221-231
261-275
1-31307
315TO309
360
299-293 291-2
85
259-249277-283 24
7
239
301
EAGLESCLUB23
25
182036
28
26
32
3025
23
2124
#1-6
157-1
45
183
161-167
219TO209
168TO160
233TO
TO185
187
TO
197-207
72-62
2-12
159
60-46
1-15
31
R.L. 20
44
233637383940
41
34
19PUL
ESTATES
35
23 22
1817
31
54
32
15
3937
21
2729
1614
1210
29
2725
23
1917
15
1820
17
1921
2325
GROUNDSRODEO
50-10
46A
44
48
46
140-11
0
170-270
41 42
39
R
45
14
7
17
15
13
11 16
12
22
20
18
9
#10
35
53
14
10
2
86
4
17-31
531
42
2927
2523
27 GENSTAR ANNEX23 GENSTAR ANNEXR.L. 21
R.L.22
30ER
7
878991
34
34
27-24
1223
11-1
4850
52
847358
43
TO100-104
93
37358 346
340TO
125-1
41
4543
1718
2
328
366 TO
348 TO338
306-2
96
268
294TO288 98-92
82-90
80
26
24
55
31
7674
83
55-11
1
3836
25
5
646260
1211109
8
3316
B16
A
27B27C27D
27A
40
53
63 - 69
7534
30
25 23 2185838179
4442
4038
19
8
4143
4947
45
2624
2220
3937
3533
4
6
2A
8
55
101
7
28
32
38
1718
11
9
15
4846
4442
2220
212324252627
293031324
5
33
19
28
22
14
1615
13 1718
13
32
1 35
347775
1632
32
6
1
1917
13
4818
31
545250
462851
2416
7937
53
302871
33-51
1513119
1412108
69676563
19
2321
60
5856
18
54
37
41393735
33
102
58
63 61
6594
1719
21
46
86 88 90
71 69 6723
92
31292725
15 13
96 98 100
11
68
111-5
3735
39
38363432302826242220181614 31
302928272625242322
108642
9 7 5 3 1
42
76
31
49 5234
28
6563615957
555351
373635
40414243
40
77-74
70TO73
TO78
47-54
TO
32
31TO28
-
333129
17PUL
16
21
30
3423
2425
26
31
3335
37
10
64
121314
1112
11
66
56789
62
6
53
25
35
41
8
19171513
1197
2123
10121416 25
51
49474543
22 GENSTAR ANNEX
5250
9997
9566
6870
42
1311
9
30
53
29B29C29D
29A31B31C31D
31A
70
2725
111-5
2
44-30
6010
117-1
23
6
2
32
33
6
55
3212
42
7326
45
5755
5351
49 43
18202241 39
67656357 55
2461
59
12 1048
328
27 29
713
1211
109
8
39
3735333129
27
3028
1
5957
3634
64
6
93918987
62
31
2927
4
32
22212019
1817
242
1413
23
251
21
13151719
239
65
43
12 11
10
9
41
30 31 32
2C
2B
7
6
20
59 57
66 64 62 60
10 9 8 7
4321
955
16
10
8
1514131211
8
122
54
32
1
1
5
678
12
391011
44A
44
4567
8
42 40 38 36
2
56789 68
7072
85
5456
58
78 80 82
81 79 77 75
45
29
-
TO
TOTO
35
12
44
48TO
54
TO
5646
2
100 TO 95
91 TO 94
81
268-256232-242
230-2
20
210-204
202TO
192180-190
127-11385-82
90TO86
79-8377
87-73
87302826
444240
858381
46
50
246
119
7531
2777
3629
1435 33 31
737169
1622
19
1615 7
6
33
GREENFIELDESTATES
GRANDVIEW RIDGE
42
531
54
47
14
113
108
4 3 21197
12
50
383634
18
15
13
17
141312111098
15
16
1415
16
29
29
20
22
2821
19
19 20
27262524
#20#10
#30-1
0
33 34 35
36373839404142434445
4647
4849
5051
5253
5455
5657
5859
6061
62636465
#50-10
#1-9
50 LE
VASSEUR ROAD
50 LE
VASSEUR ROAD
#10
#30-1
0
#20
15
#20
11
17
123456789
10111213141516
171819202122
2423
2526
HERITAGELANE II
GRANDINWOODS
400
4 CITY ANNEX
N.E. 1/4 SEC 29-53-25-4
6 CITY ANNEX082 8697;1;A
082 8697;2;B
17
91MR
101
6 CITY ANNEX
151
HAYES PLHELEN PL
HARWOOD DR
GAINSBOROUGH AVE
GLENWOOD CRESGRANADAPL
GEORGIA PL
PLGOULD
GREN
FELL
AVE
GLACIER PL
HOLMGREN CRES
HAWT
HORN
E CR
SIR W
INST
ON C
HURC
HILL
AVE
HARWOOD
HARM
ONY P
L
LEVASSEUR ROAD
HAWTHORNE CR
GATEWOOD AVE
RENAULT CRES
RIEL DR
RAYBORN CRES
ROWLAND CRES
RENAULT CRES
ROWLAND CRES
RODEO DR
RIEL
DR
SIR W
INST
ON C
HURC
HILL
AVE
RAYBORN CRES
NE PL
GLENWOOD CRES
HART PL
GLENHAVEN CRES
GREENBRIER CRES
GREENBRIER CRES
SIR WINSTON CHURCHILL AVE
RIEL DR
GLENHAVEN CRES
CRES
GREYSTO
GILMORE
HUNTINGTON
HARROLD PL
HERITAGE BLVD
HARWOOD DR
HARNOIS PL
HOWA
RD C
RES
CRES
RAY GIBBON DRIVE
HERITAGE LA
NE
RIEL DR
LECLAIR WAY
JULY 20141 : 6,000
2014 RielBusiness Park
Business Licenses
Total: 205 LICENSES
Business License CategoriesBy NAICS SECTOR
21, Mining, Quarrying, andOil and Gas Extraction (1)22, Utilities (1)23, Construction (46)31, Manufacturing (1)32, Manufacturing (3)33, Manufacturing (10)41, Wholesale Trade (9)44, Retail Trade (18)45, Retail Trade (11)48, Transportation andWarehousing (11)49, Transportation andWarehousing (3)53, Real Estate and Rentaland Leasing (6)54, Professional, Scientificand Technical Services (21)56, Administrative andSupport, WasteManagement andRemediation Services (5)61, Educational Services(10)62, Health Care and SocialAssistance (8)71, Arts, Entertainment andRecreation (6)71, Spectator Sports(2)72, Accommodation andFood Services (3)81, Other Services (exceptPublic Administration) (30)
Attachment 1
Attachment 2
INCUBATION STRATEGY CONCEPTUAL TIME FRAME
Date Details Q1 2016
• Develop the Incubator Fund Utilization Terms of Reference • Flesh out more details of the short term (1-3 year) plan for
the strategy • Engage business community for partners in the Office of the
21st Century concept • Advance the Innovative Green Construction tactic • Market-sound telecommuting concept with potential users
and employers
Q2 2016 • Present the Incubator Fund Utilization Terms of Reference to Council
• Present implementation details • Target and commit to location for the Office of the 21st Century
Q3 2016 • Pilot Office of 21st Century telecommuting centre • Market sound 'problem based' entrepreneur 'call for proposals' • Build sector specific open data sets
2017 • App Hack-a-thon competition
• Build Business Parks Re-development incentives programs
2018 • Implement Business Parks Re-development program
2019 • Develop Innovation District
Attachment 3 Incubation Strategy
Alternatives Considered Vision
St. Albert is regionally renowned as an innovative community that successfully creates, incubates and grows businesses
Overall Strategy…… Developing an independent strategy to accomplish this requires a multifaceted and visionary framework which includes identifying TARGETS to measure success of strategy ie.
Brand recognition
SMART City
80/20
number of jobs created
number of businesses created
types of businesses created
Critical questions to consider
Who owns incubation in St. Albert?? NABI? Ec Dev? Others? What is incubation and how do we incubate and who should do it?
Potential Tactics of Overall Strategy
Consideration of the use and impacts on existing Incubators (NABI, VASA, GenY CEO) must be considered in applicable tactics
1. Build on existing sectors (Prof /Tech, Construction) - Will be a quick win but withlimited job creation, modest space and building utilization, good profile, target NAIT
a. Tactic already identified and proposedb. Set timelines to implementc. Develop contract with NABI to provided. Tie into over-all strategy and schedule to implemente.
2. Guide businesses to exporting - Help existing City business go global which couldhave a significant growth aspect to the business , create jobs, profile and additionalbusiness investment
a. Identify business sectors most likely to be exportb. Build expertise in export processes to assist local businessesc. Develop FDI expertise – Spain 2015d. Determine criteria and approache. Identify target businesses in St. Albertf. Develop symposiums and workshops focussed on selected levels of export
potentialg. Develop toolkit resourcesh. Launch publicly
Attachment 3
Attachment 3
3. New sector and incubator development - Niche market development with high potential exposure for City…attract investment due to forward thinking position
a. SMART City (Telecommuting hub, Innovation Centre, Centre of Excellence …et al)
b. Examine completed SMART CITY Master plan directions c. Determine interface opportunities for Incubation/Entrepreneurship/innovation d. Establish a Part 9 entity to help drive innovative investment in St. Albert
independent of the corporation (COSA Innovates*, Risk/ Reward) e. Proposed stepped approach to building the ‘centre of excellence’ f. Utilize existing City-owned building to control leverage and select entry
opportunities (telecommuting, innovation incubation g. Co-location or shared working space with entrepreneurs and administration
4. Celebrate entrepreneurial successes – create high profile of a fertile business
environment in City by targeting and profiling a successful entrepreneur a. SBW trigger or partnership b. Develop a selection criteria and program (proactive vs reactive) c. Develop marketing plan
5. Accelerate entrepreneurial successes – create profile of a positive environment for
promoting and accelerating successful entrepreneur. High potential to create jobs and investment
a. SBW trigger or partnership b. Develop a selection criteria and program (proactive vs reactive) c. Develop marketing plan
6. Regional Collaboration – leverage tools and programs available in the region to ensure
entrepreneurial success for St. Albert entrepreneurs a. Build inventory of programs available in region (Ignite) b. Develop protocol to engage the resources c. Operate within the framework of the new CRB Economic Development Entity
7. Start-up economy – focussed on home-based start-up businesses that have high
potential to grow quickly a. Develop an inventory of home-based businesses b. Target specific home business industries with potential to expand and grow – c. Develop a selection criteria and program d. Develop Marketing plan
8. Youth entrepreneurship - create an environment where young entrepreneurs are
cultivated and encouraged to pursue their passion. Businesses start and flourish in St. Albert also supports residential market
a. Develop creative and focused annual GenY Ceo programs, utilize as flagship for this initiative
b. Formalize Partnership agreement with Junior Achievement, Futurpreneur c. Develop ‘boot camps’ and programs that entice and attract youth to explore
entrepreneur opportunities d. Partner with schools to build relationships and programs (like Bellerose) e. Partner with existing youth groups such as BAM f. Support FCSS initiatives that lend to strategy to develop business skills in youth g. Develop an approach and program that is focused on career fairs h. Youth to develop tourism experiences for visiting children
9. Information Technology and Arts Incubation Synergies - Focus on these sectors as
collaborators of overall strategy to build positive and creative class culture that will foster, support and grow additional creative class opportunities
Attachment 3
Attachment 3
a. Identify these existing sectors and subsectors (Luthiers) b. Work with IT and Arts sector specialists to determine opportunities with existing
sectors c. Work with IT and Arts sector specialists to determine niche market opportunities d. Develop program that attracts and entices sectors to participate in ‘program’ e. Examine VASA as a potential Art incubator f. Work with community to determine ‘maker-space’ opportunities
i. Utilize existing City-owned building to control leverage and select entry ii. Co-location or shared working space with entrepreneurs and
administration Current top five BD/Incubation Targets/Tactics.
1. Professional Technical Construction – already developed 2. SMART City Technology Hub – (Starting with telecommuting) 3. Riel Park Re-development incentive program (incubation and redevelopment) 4. Young Entrepreneurs – GenYCEO, JA schools 5. VASA - like Denver’s ‘Arts in the Rockies’ program)
Attachment 3
Attachment 4
Incubators in the Capital Region
Incubator Mission Statement/Description Location Location Squarefootage Source of funding
ACAMP
ACAMP (Alberta Centre for Advanced MNT Products) is a not for profit organization that provides
specialized services to micro nano technology clients.
We offer a wide range of services to private, technology-based medium size and start-up
enterprises. Our services encompass key areas identified as critical for the commercialization of
MNT products. They are: Marketing & Business Development, Product Development, Packaging
and Assembly, Manufacturing, Test and Characterization.
ACAMP plays a major role in assisting technology companies.
Edmonton and Calgary
undisclosed
Funded by Alberta Entreprise & Advanced
Education, Western Economic Diversification,
Government of Canada.
Offers funding through the Alberta Innovation
Voucher Program
●
Agri-Food Discovery Place
This world-class bio-product processing facility is a unique asset within Alberta's research
environment, and is dedicated to:
- Applied research activities in the areas of food safety, ag-industrial technologies, functional food,
and natural health products, and
- Facilitating commercializable opportunities through initial stages of the value chain
Edmonton, AB
undisclosed
University of Alberta, Faculty of Agricultural
Life and Environmental Sciences partnered
with Alberta Agriculture & Alberta Rural
Development and Olds College
●
Agrivalue Processing
Business Incubator
(APBI)
The underlying purpose of this facility is:
- To assist with the start-up of new food businesses, providing facilities and programs to help
manage the transition from new product development, through commercialization, market launch
and growth in sales, resulting in graduation and the establishment of their own facilities.
- To provide a centre of excellence for agrivalue venture scale up, which will assist established
food manufacturers in new product/process development, refinement, testing and manufacturing
of market entry product volumes.
- To attract product/process development initiatives of established food industry companies to
Alberta.
Leduc, AB
approx. 3,000 square metres of
leasable space
Alberta Agriculture and Rural Development
●
Alberta Innovates
Techonology Futures
Alberta Innovates - Technology Futures (AITF) provides innovation, research and
commercialization services delivering economic and social benefits to Alberta.
We’re here to address the grand challenges and priorities of the province's agriculture, forestry, oil
and gas, environment, health, and pipelines sectors. If you need help with research, new
product development, or a push off the starting line for your business, contact us. If we don't have
the services you need, we'll direct you to others in the innovation system who do.
Edmonton, Calgary, Vegreville,
Devon
undisclosed
Government of Alberta
●
●
●
●
●
Attachment 3
Attachment 4
Incubator Mission Statement/Description Location Location Squarefootage Source of funding
Alberta Research Council
(ARC)
ARC develops and commercializes technology to give their customers a competitive advantage in
the marketplace. A leader in innovation, ARC operates in a number of facilities in Edmonton,
Calgary and Vegreville, providing its customers with access to world-class research tools. The
organization is widely known for providing solutions globally to the energy, life sciences,
agriculture, environment, forestry and manufacturing sectors.
Edmonton, Calgary, Vegreville,
Devon
undisclosed
Alberta Innovates Technology Futures
●
●
●
●
●
C-FER
C-FER Technologies focuses on facilitating the use of leading edge technology by Oil & Gas and
Pipeline operators involved in the development of very challenging resources, such as heavy oil,
deep water offshore and in the Arctic. Our clients include most of the world's major oil and gas
companies, major pipeline transmission companies, and manufacturers that supply equipment for
these challenging applications.
The company’s staff includes people with significant expertise and industry reputation. The
Edmonton facility contains a unique, world-class laboratory, in which full scale equipment
qualification testing can be performed, at high pressure, temperature, and load conditions, as
well as in sour environments.
Edmonton, AB
New second building includes 3,000
sq-metres of high-bay test area and
1,100 sq-metres of office area.
First building space undisclosed.
wholly owned subsidiary of Alberta Innovates
Technology Futures.
●
●
Cybera
Cybera is a not-for-profit, technical agency that is helping Alberta advance its IT frontiers.
It operates through a strategic investment by its members and the Ministry of Alberta Innovation
and Advanced Education.
Edmonton, AB (& Calgary, AB)
Government of Alberta, CANARIE, WestGrid,
Compute Canada, i-Canada Alliance, Calgary
Chamber of Commerce, Information
Technology Association of Canada
●
Edmonton Waste
Management Centre of
Excellence
The EWMCE provides access to some of the best full-scale waste management facilities in North
America. Through its agreements with our Members, we can provide access to outstanding pilot,
laboratory, and analytical facilities.
Facilities at the Solid Waste Research & Development Facility, the Wastewater Research &
Training Centre, and the Advanced Energy Research Facility have been designed specifically for
scale-up of novel technologies from bench-scale to pilot-scale using process streams from actual
full-scale operations.
Edmonton, AB
Gold Bar Wastewater Research &
Training Centre:
Research Wing: 350 square-metres
Lab: 70 sq-metre
Education facilities: 120-seat lecture
theatre & 40-seat classroom
Clover Bar Solid Waster Research &
Development:
Dry Wing: 1,000 sq-metre
Wet Wing: 1,000 sq-metre
Admin & Training: 40-seat classroom
and 56-seat lecture theatre
City of Edmonton, Alberta Innovates
Technology Futures, EPCOR, AMEC, University
of Alberta, NAIT
●
Attachment 3
Attachment 4
Incubator Mission Statement/Description Location Location Squarefootage Source of funding
Glenrose Rehabilitation
Hospital
The Glenrose Rehabilitation Hospital is an academic teaching hospital, serving patients of all ages
who require complex rehabilitation to enable them to participate in life to the fullest. As part of
the foundation for success, the Glenrose mission centers around:
- providing excellence and innovation in the delivery of patient and family-centered care and
leading the provision of specialized rehabilitation services,
- creating an inspiring, engaging and safe workplace where all staff can connect to our vision
attracting and retaining the best people by investing in leadership development, enabling staff to
continually learn new skills, leveraging leading-edge technology and measuring and improving
performance,
- collaborating with a wide range of partners to address the needs of patients and the community
and building a strong, integrated system of health-care delivery,
- providing each patient with world-class rehabilitative care through leading-edge research and
education which equips clinicians with the latest knowledge and allows patients to access the
most advanced and innovative care practices.
Edmonton, AB
undisclosed
Governement of Alberta
●
Institute for
Reconstructive Science in
Medicine (iRSM)
The Institute for Reconstructive Sciences in Medicine (iRSM) is an internationally recognized
clinical and research institute focused on medical reconstructive sciences. Established in 1993,
iRSM is a joint initiative of the University of Alberta, Covenant Health and Alberta Health Services,
based at the Misericordia Hospital in Edmonton, Alberta.
Edmonton, AB
undisclosed
Funded by University of Alberta, Covenant
Health and Alberta Health Services
●
Leduc Food Processing
Development Centre
Leduc’s Food Processing Development Centre is a modern, fully equipped pilot plant and product
development facility. It's staffed with experienced food scientists, engineers and technologists.
Services are designed to strengthen and expand the capability of food processors to meet the
challenges of the marketplace through application of new technology and the development of
new or improved products and processes.
The Food Processing Development Centre also houses the Agrivalue Processing Business
Incubator. The incubator is a multi-tenant CFIA approved facility enabling new food processors to
scale-up and commercialize new products, which can be nationally and internationally marketed.
Leduc, AB
undisclosed
Alberta Heritage Savings Trust Fund
●
●
NABI
NABI provides office space, coaching, training, seminar and administrative support services to
help grow existing businesses and kick start new business ideas. For over 25 years now!
St. Albert, AB
41,000 SF
previously through the City of St. Albert, now
primarily through tenant charges.
●
Attachment 3
Attachment 4
Incubator Mission Statement/Description Location Location Squarefootage Source of funding
NAIT
The department provides support to the various research centres and schools at NAIT. Support
includes:
-providing internal NAIT grant funding
- assisting with the development of grant proposals
- providing project management for ongoing applied research grants
-working with industry and other non-government organizations to ensure the most -appropriate
expertise within NAIT is made available to external partners
-administering external grants from
-the National Sciences and Engineering Research Council (NSERC)
-the Canadian Institutes of Health Research (CIHR)
-the Social Sciences and Humanities Research Council (SSHRC)
-the Canadian Foundation for Innovation (CFI)
-Western Economic Diversification Canada (WED)
-the provincial government
- ensuring legal, financial and technical reporting of applied research activities is timely and high-
quality
Edmonton, AB
undisclosed
Governement of Alberta
●
●
●
●
●
●
●
NINT
Located on the fourth floor of the National Institute for Nanotechnology (NINT) on the University of
Alberta campus, the NINT Innovation Centre has 15 units of office and wet or dry laboratory space
for companies with a nanotechnology aspect to their business. It can also provide access to
scientific and engineering expertise and world-class equipment and facilities on a fee-for-service or
other collaborative model.
Edmonton, AB
2,700 square metres
Funded by University of Alberta, National
Research Council and Government of Alberta.
Offers funding from Industrial Research
Assistance Program (IRAP), National Research
Council, Governement of Alberta.
Collaborates with TEC Edmonton.
●
●
Start-up Edmonton
Startup Edmonton is an entrepreneurial campus and community hub. Since 2009, we have been
creating collisions – between developers, designers, makers, founders, investors and mentors –
transforming ideas into companies. We are a non-profit company headquartered in Edmonton,
Alberta.
Edmonton, AB
14,000 SF
Start-up Edmonton is funded by EEDC, Telus,
ATB Financial, Grant Thornton, Intuit.
No funding sources listed on their website.
●
●
●
TEC
TEC Edmonton operates the TEC Centre, an incubation facility located in the heart of downtown
Edmonton, on the fourth floor of Enterprise Square. The TEC Centre offers flexible lab and office
lease space for tenants to conduct their business and develop their technologies. Benefiting from
being in a cross- disciplinary environment, the tenants may access TEC Edmonton expertise and
programs such as TEC Source Advisory Panel, Alberta Deal Generator, and the TEC Executives in-
Residence.
Edmonton, AB
undisclosed
Funded by University of Alberta and EEDC
●
●
●
●
Attachment 3
Attachment 4
Incubator Mission Statement/Description Location Location Squarefootage Source of funding
TR Labs/ TRTech
TRTech is an industry-driven, not-for-profit technology commercialization company that fast tracks
ICT innovation to market by working with its 80 industry, government, and academic partners and
clients to discover, develop and commercialize technology. Our mandate is to grow the ICT
industry in Western Canada by supporting your success, while giving you full control over
Intellectual Property.
TRTech employees are a mix of seasoned professionals and up-and-coming (disruptive thinking)
interns/new grads with educations in engineering, computer science and business disciplines. We
can work directly with and for you on projects or we can help you find the right partners through
the larger TRTech community (which has been 26+years in the making).
Edmonton, AB
undisclosed
Funded by University of Alberta and
Government of Alberta.
TR Tech offers funding from Jalisco-Alberta
Program, Javelin, National Sciences and
Engineering Research Council of Canada,
Centres of Excellence for Commercialization of
Research, Mitacs Accelerate Internships and
Elevate Postgraduates, Canadian Institute of
Health Research, Canadian Safety and
Security Program, Canadian Innovation
Commercialization Program, Alberta Innovates
Innovation Vouchers, Alberta International
Business Participant Program, and other
provincial grants outside Alberta.
●
●
Attachment 3