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B90.903.938:8
| 2014-12-10l
III. IDENTIFICACIÖN DE LA DECLARACIÖN DE CAMBIO ANTERIOR
6.Ndel
I!l.M.C. |7.Fecha
AAM-MM-DD
8.Nümero
IV. IDENTIFICACION DE LA EMPRESA O PERSONA NATURAL QUE COMPRA O VENDE DIVISAS
NI |900.602.106 |0 IAGENCIA
DEEDUCACIÜN
SUPERIOR
DEMEDELLIN
SAPIENCI
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_MEDELLIN
Ø V. DESCRIPCIÖN DE LAOPERACIÖN
15. Código moneda de glro o relnlagro 16. Valor moneda glro o relnlegru 17.Tlpo de cemblo a USD 16.Valor lolal USD
uso | 4s.0o0.oo| 1| 4s,0oo.o0
VI. INFORMACIÖN DE LA(S) OPERAClÖN(E5) _
19.Numer1l 20.Valor
USD 19.Numeral1 20.Valor
USD
2906 45,000.00
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conslgnados en el presenle lormularlø sun normc1os y la lie! 1xpreslón da la verdad.
ISERGIO
ROLDAN
GUTIERREZ I 71_772_401 1
~ OO OO 77?
CONTRATO 60 DE 2014
N Orden de page
Fecha
Page N° Factura US$ TRM PAGO I pesos Menos
10%
Rte
Fte Valor
G1rado
120000091429.08.2014 4 70000 1.925,50I 134.785.000,00 13.478.500 121 306 500,00
120000110519.11.2014 S 80000 2.158,80I 172.704.000,00 17.270.400 155 433 600,00
Totales I 307.489.000,00
I 30.748.900 276740100,00
DIFERENCIA EN CAMBIO
Valor Factura TRM INICIAL Valor Ejecutado I TRMPAGOI Valor Pagado DiferenciaenCambío
Saldo 50000 1872,43 93.621.500I 2377| 118.850.000 25.228.500
f-92 O de[r}J(1::iü1\S\J;-e(i07de
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2. IDENTIFICIACION: NIA
3. NUMERO DEL CONTRATO: 60 de 2014 4. FECHA DE INICIOZ Agosto 2014
5. PLAZO DEL CONTRATO: 24 Diciembre 6. PERIODOS REPORTADO: Tercer
2014 informe. Final
7. OBJETO:
Realizar actividades de asistencia técnioa internacional en asuntos de Educación,
Ciencia, Tecnología e lnnovación, orientada especí camente a procesos de
entrenamiento y apropiación de herramientas y metodologías de transferencia y
comercialización de tecnología, así como su articulación con el sector productivo,
todo de acuerdo al detalle establecido en el anexo A de este contrato y en
concordancia con el acuerdo marco UTA 13-000927 y SAPIENCIA 26-2013.
9. VALOR COBRADO:
US$50.000- (de los cuales Ia Universidad recibe US$45,000- luego de la
correspondiente retención de impuestos) _
Declaro que una vez veri cado el valor cobrado en Ia cuenta de cobro, estos son
correctos.
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2815 Sun
Gabriel
I A1istin,
Texas
78705-3596'
(512)
475-7801
December 7, 2014
Please find attached to this letter our ínvoice for PAYMENT 3 of the 2014 contract between
Sapiencia and The University of Texasat Austin (UT Austin). Per contract UTA 2014:1 /
SAPIENCIA
N° 60-2014,governedby MasterAgreementUTA13-000937/ SAPIENCIA
26-
2013, PAYMENT 3 is due as described below:
PAYMENT3: 25%. Fifty thousand dollars (US$50,000) within five days after the delivery of the final
report, including every performed activity, received and approved by SAPIENClA'Ssupervisor.
After taxes, the payment to The University shall be forty five thousand dollars (US$45,000).
Also attached is our final program report. In its Appendix B, pleasefind a table summarizing
the completion status of each delíverable from the Action Plan of our proposal. Per our prior
discussion, and within the framework of the experimental nature of the program, I have
summarized where original deliverables were completed, where other work has been
substituted toward original goals, and where additional work of equivalent effort was
performed. The pre-approval status of each item is documented. Please consider this as our
proposal for resolving all 2014 program activities.
Please confirm by email your receipt of this communication. Also, we request that within two
business days of receipt of the PAYMENT3 delíverable by separate email, you either confirm
it is sufficient for you to issue payment, or that you communicate in detail additional
requirements you have to issue PAYMENT 3.
Best Regards,
C/Wfrifr
Cliff Zintgraff
Program Manager, IC* Institute
Principal Investigator, StemDev Program
The University of Texas at Austin
/' ` \
1cz iNsT1TUTE
Column Descriptions
~ Completedz Work was completed as originally described in the proposal.
0 Deferred by agreement: Work will be completed in 2015, per agreement between Points of Contact, and due to circumstances with both parties.
0 Substitution, Approved: A substitute work was completed, and it was approved prior to execution by UT Austin.
~ Other substitution: A substitute work was completed, as seemed correct to the UT Austin Principal lnvestigator, and consistent with program
goals, but not specifically pre-approved.
0 Extra work: Work of equal effort in another area was performed, consistent with program goals.
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INVOICE
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Agencia de Educacion Superior Alcaldia de Medellin Frost National Bank
Calle 73 #73 A 226. Bloque 9, Piso 1 Bank Contact: Cherie Dubay-ACH Coordinator, (210) 220-4227
57-4-4480520, ext. 1148, 1149, 1150 Swift H: FRSTUS44
ABA/Routing if 114000093
Account #2 591055275
t :DESCRIPTION
PRINCIPAL INVESTIGATOR: Cliff Zintgraff
Sapiencia
2014
Final
Innovation
Report
Program '
' _4
V CINSTITUT-E
flll UNlVllk$:H\'Ül IKXAX Al Aklalllå
Introduction
It was planned that during the program, formative adjustments would be made to task details as
dictated by needs and circumstances. This plan is consistent with the core value of experimentation
adopted in the program. These adjustments are formally documented in this report. lt is'noted where
these adjustments were pre-approved by Sapiencia in detail, where they were pre-approved in general
terms, and where final agreement remains to be formalized, or other plans made. Adjustments were
also made simply because they were driven by circumstances. This document serves as UT Austin's
proposal for resolving task changes during the 2014 program. See Appendix B for details of the
proposal. _
All electronic de/iverables from the 2014 program can be found ut www.tir1yurl.comfsinergia-íc2-2014.
The core effort of the Sapiencia 2014 program was Qu_icklook° Methodology Training. The learning
objectives of the course were as follows: <
LearningO_bjectíves _ _
1. Understand the difference between excellence in science and application of that science to the
marketplace; understand the main issuesin commercializing technology. This item includes:
1
Saplencia
Innovation
2014 Program
F1nai
Report H C2
HH.
INST-|1-UTE
IINIVI i\&Ii\` Ui HXAS M MJUIN
0 Understanding
the ideaof marketpainandhowit bothoverlaps
anddiffersfromgood
science.
0 Understand
theideaofcontinuous
marketValidation
of entrepreneurial
plans.
2. Learn
techniques
forconducting
primary
inten1iew-type
interrogation
ofthemarket,
contributing
to understanding market pain and market validation.
3. Perform
secondary
research
andusethe knowledge
inconcertwithprimaryinterviewresults,
contributingto understanding
marketpainandmarketvalidation.
4. Learnandapplymarketing
concepts
thatdirectandorganize
themarketinquiry.
5. Learnandbe ableto a1ticulate
the essentials
of howintellectual
property,prototyping,
' sun1eillance,
valuation
andindustry
relations
relate
tothemarket-based
inquiry
process;
apply
this knowledgein joint tours of universityIabswith UTAustinstaff.
6. Demonstrate
theabilityto applythismaterialbywritinga O_uicklook°
reportanddevelopa
QuickPitch(QuickIook -based)
presentationdeliveredto a panelreviewaudience.
Sixtwo-daysessions
wereconductedbetweenAugustandNovember
ofthisyear,asshowninthetable
below.Approximately 20studentsattendedthefirstclass,with14responding to thepost-session
evaluation. 10students completedthecoursebymaking a finalpresentation
oftheirtechnology
based
ontheQuicklookmethod.Session 5featuredactivities
intended toconnectmarket analysis
effortsto
strategiceffortsto interface
withresearch
groupsandhelpthemformindustryrelationships thatwill
benefitcommercialization
effortsoverthe longterm.
Date Session
# I Activities Instructor/
Facllitator
Thursday: Program & Quicklook Intro
Aug28-29 1 IFriday:
2
Entrepreneurial
Marketing CliffZintgraff
Sep
8-9 | Quicklook
Report
andQuickPitch Dr.Greg
Pogue
Sep 25:26 3 Market Validation through Interviews Dr. Donna Kidwell
Oct 13-14 4 Working Sessions
1Cliff
Zintgraff
Mike Breck
Session
Topic
1* Program Introduction | Score"
l Numberofkespons
4.23 13
| Interviews
/ Class
Exercise I 4.62 13
2
1%
Sapiencia
Innovation
Program 2
2014
Final
Report 'NS-I-'TU-|-E
'IIlLllNl\'ll\5I`l\'(\l l(XA§Al _A\l:T|N
Eachsession, nine questions about overall impact were answered by students. The following table shows
the average of those ratings over the course of the program. Eachsession's rating was weighted evenly
even though some session had much larger sample sizes. All individual ratings were 4.0 or higher, the ICZ
Institute benchmark for an effective class.
On each survey, students were asked what new concepts they learned during the session. The raw results
are available in Appendix A. The list provided by students represents a thorough cross section of the
concepts taught in the course.
3
«
Sapiencia
Innovation
Program
2014FinalReport
H|llINiV|_V\$¶1\()I
IC2
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. 4 PS
5 Cs
Jolly Model
Marketing, Segments and Product Attributes
Quickpitch
interviews
Quicklook
10. Customer-Framed Benefits.
11.What
isMarketing? O
Session2: Quicklookund QuickPitch K
1. Quicklook
process J
. Quickpitch report
. Revenue model/financial modeling
Patent Databases
Value proposition
IP, value proposition, attribute
. Competencia tamaño del mercado participacion en el mercado y costos
. Feature, benefit and value
9. Segmentation
10. Fast financial model
Session 3: Interviews
Guidelines
forthe5types
ofinterviews O
. lnten1iewing validators
. Primary market research techniques f
Tips
forinterviews \)
. lnterviewing validators, clients and those provisioning resources for the technology
When you describe the technology is like saying poetry.
9. The technology description describes what. not how
10. Voice of the market :
4
785
Sapiencia
Innovation
2014 Program
F1nal
Report VJ \C2
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,NS-I-'TU-|-E
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. License agreement
_ Prioritize
. Exercise of Valuations
Ouicklook Technologies
1. ULCLED: An LED Driver technology with a reported 96% increase in Iuminance per watt.
2. Red Dye 40: A remediation technology for removing Red Dye 40 from water used in
manufacturing processes. '
3. Carbon Black: A rubber mix material that enriches natural rubber from Colombian natural
5. Gas Heating for Manufacturing: An economical gas heating technology for use in
manufacturing applications where extended heating is required.
6. Native Cheese: A mix using local ingredients suitable for making cheese or the home or for sale
to specialty cheese shops.
Quicklook° presentations were completed for each of these technologies by the end of the program.
The following are essential reflections having completed the Sinergia 2014 Quicklook°° Methodology
training program:
0 The best technologies. The ULCLED LED Driver technology, along with Red Dye 40, are the best
technologies to emerge from the group. Probably not coincidentally, the Quicklook° analyses for
these technologies were the strongest. The process yielded value chain, pricing, and market
perception insights that are important for these technologies to address. The ULCLED case has been,
and will continue to be, particularly instructive as it relates to dealing with different market
perceptions, and embracing the voice of the market with all the complexities ofa live case.
: Interviews completed. With the exception of these technologies/teams, there were generally an
insufficient number of interviews completed by the teams, at least counting by the number of
interviews uploaded to the Rapidåcreen database. Because interviews are the lifeblood of the
process,steps should be taken in future programsto strongly motivate early completion of interviews
perthe process. A
o Homework completion. lt was the exception for homework to be completed on time. As the process
progressed, the impact of late homework completion became clear. To our knowledge, no team
5
Sapiencla
Innovation
2014 Program
F1nal
Report VJ C2
'N31-'TUT-
llll l|NWtl`\S1Il\' Qi l\XA_5 M /\\I.\|I7~'
completed the Quicklook report, and many had fundamental QuickPitch gaps as late as the day before
the presentation.
~ Remote support. The remote support process was both less impactful than it could have been, but
also has enough results to build on. The original plan, to conduct remote Sessions, did not materialize,
and was not pushed by either Medellin or UT Austin actors. However, selected participants did
embrace the feedback provided through remote markups of technology descriptions and interviews.
This may provide one path for encouraging more engagement in the process through an effective
remote mechanism.
v Formal course structure. Another path to more serious and timely process engagement is to institute
a formal course structure, formal grading, and more clear requirements for earning of a credential at
the end of the course. This is a recommended path for 2015.
fs
0 Timing: start earlier in the year. A clear factor that negatively affected course momentum late in the \./
process was the late start in the year, especially as end-of-year approached and circumstances rather
than pedagogy drove scheduling decisions. This was not a fundamental problem but was not the ideal
situation to advance course goals. The late start was not intentional on the part of either party but
1)
rather was necessary when the contract could not be negotiated prior to the January quiet period
associated with the Colombian national election. The late start represented a commitment to get
started despite the early contract challenges.
0 Research group interface. Session5 was especially important as an approach to wrap market analysis
tactics inside a strategic approach to commercialization in the university. An important issue for
Sinergia to address is developing proactive relationships with the best research groups in the
university as it relates to developing research with commercial potential. This should be a high priority
for the emerging Sinergia technology transfer office.
0 Actual vs. intended priorities. As part of Session5, the technology transfer staff were encouraged to
reflect on their time spent on tasks vs. their own views of what should be priorities. In a finding
related to the prior item, the things considered strategic were not receiving time allocation. This is
animportant item of self-awarenessfor the Sinergiastaff and management. The lC1lnstitute believes
f'\
this will continue to be a challenge as long as the technology transfer staff remain part time, with
\./
other competing commitments.
in summary, the |C1lnstitute believes the knowledge-driven learning objectives were met in the course. O
The students clearly valued the course content based on evaluation feedback. There were mixed results
in terms of applying the knowledge, with two teams standing out as the most accomplished related to
that application. lt is not a surprise that the project-based course design, which requires application of
the concepts, challenged the students. Recommendations for future programs include: (1) making an
earlier start to avoid administrative deadlines; (2) formalizing the course structure in an online course; (3)
finding ways to enforce homework deadlines; and (4) building on the remote written review process.
ln the larger picture, as a result of the 2013 RapidScreentraining, and the 2014 Quicklook Methodology
training and related RapidScreenefforts, Sinergia now has a documented technology portfolio, a priority
list of technologies that haveundergone early screening, and six technologies that have been the subject
of Quicklook analysis. Sinergia'swork to adopt tools and processeshas led to establishment of aformal
process that spans its three technical universities.
6
'78ßi
Sapiencia
Innovation
Program 2
2014Final
REPOFI
llll \|Nl\'\lK$11\'(\| llX1\§A\ AU)H7\'
The Quicklookß training effort was complemented the development of short two-page write-ups by U.S.
market experts regarding the technologies under analysis. The original plan was to complete write-ups
for five technologies for which the |C1 Institute had reach to industry experts. The five technologies
selected were ULCLED, Red Dye 40, Carbon Black, Altavoces and Gas Heating. lt was agreed early on that
multiple write-ups for ULCLED would be welcomed, replacing other write-ups. In the end, three write-
ups were produced, two for ULCLED,and one for Gas Heating. All three were completed by native industry
experts, a requirement for this training activity. The table below summarized the write-ups.
For completeness, this table also summari1es the findings of the ULCLED abbreviated Quicklook report
completed by Jeremy Carter.
Task changes for the two remaining write-ups is addressed in the section addressing this topic, near the
end of the document.
.
Sapiencia
Innovation
Program
2014FinalReport E \C2
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Remote Mentorship
RapidScreen Re-training
RapidScreen Customization
8
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Sapiencia
2014
Final
Innovation
Report
Program VJ C2
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2014 work included processing submissions. For reasons including both the late contract start and late
delivery of the platform, submissions were not made in 2014. The ICI Institute will process five
applications in 2015.
Academies Workshop
Dr. Federico Zaragoza, Vice-Chancellor for Workforce Development at Alamo Colleges, San Antonio,
Texas, USA, and working formally on behalf of the IC2 Institute, visited Medellin for three days of
workshops regarding the development of an Academies program in Medellin. The program would be
inspired and draw principles from the Alamo Academies program. ln this program, secondary education,
higher education, government, community and especially industry partners work together to create
educational experiences that start in secondary schools, transition cleanly into colleges, and lead to high-
wage jobs. Dr. Zaragoza met with the Sapiencia Program Coordinator and conducted two workshops co-
9
Sapiencia
Innovation
Program
2014FinalReport V
Iill tIN1\'1.it!¬lI\ c11
Tn-UTE
s at Atlsll1w'
led by the Sapiencia Program Coordinatorand ICI Institute Principal lnvestigator. A meeting was also held
with the President of Proantioquia. Dr. Zaragoza prepared a summary, in the form of answering the
questions listed below.
ISthe Alamø Academies 0 Yes, and in some respects, it is already being developed, especially in
Model relevant to relation to early college models.
Medellin, C0l0mblâ? 0 Industry engagement is difficult in part due to trust concerns.
0 Child Labor Laws may be a concern, but on further review, the
possibility of this as a distractor issue must be considered.
~ Developing trust takes time.
Are there existing 0 Yes, but not connected as they would bein an Academies program.
programs to build on?
What would a model 0 More time was needed to address, and Dr. Zaragoza recommends this
look like in Medellin? as a next work session. (This was addressed in small ways during the
Leadership Team visit to Austin-see that section for details.)
Next steps? 1 Set a vision, needed to overcome trust and resource issues.
I Find a champion, someone as senior as possible. In San Antonio, that
person was the Mayor during development of Academies.
A result of the visit was a decision to focus on a pilot in the energy space in 2014, while also starting to
work with other sectors. Additional developments are documented in the section regarding the
November leadership team visit to Texas.
In November, José Mario Calle, Subdirector of Sapiencia, and Bernardo Muñoz, Sapiencia Project
Coordinator for this project, visited Austin and San Antonio to advance the program and consider future
efforts. A main goal of the visit was to strengthen the relationship with the IC2Institute and with UT
Austin, and to especially consider a joint research program in 2014. An extensive agenda was prepared.
The table below names each visit and lists the potential future outcomes that emerged from the visit.
Note that some visits are related to the companion STEAM-LABS program.
Meeting | Outcomes;PotentialFuturePlans
Connally High School 0 Keep option open for future Connally visits.
Pfl lp D
l aniel Ga ila 0 Develop interaction with David Conover.
Scott Ford, Assistant Principal
Dr. Carol Fletcher, Associate Director, Texas
Regional Collaboratives, and STEAM-LABS Co-
Principal lnvestigator
Dr. Lori Einfalt, former Assistant Superintendent,
Pflugerville ISD
Rector training v This activity is on the list for consideration in
Dr. Lori Einfalt, former Assistant Superintendent, STEAM-LABS 2015 in light of the importance of
Pflugerville ISD Rector support.
10
(86
Sapiencia Innovation
2014 Final Report
Program
Ä:nt 1w1vi1ts1iv
C|NST|TUTE
u1 uns M x11u11a
Technology Transfer and Entrepreneurial 1 Address research group interactions and goals
Education meeting, Continue with Max Green 0 Skepticism over LED information disclosure, but
Max Green, Program Director, IC1lnstitute must react to interest in technology from
potential Iicensees.
Austin Sister City and Austin STEM Council o Included Lonny Stern in 2015 plans for reaching
Lonny Stern, Skillpoint / Austin STEM Council industry.
Ben Ramirez, City of Austin
San Antonio STEM Council Leadership Breakfast ~ lnclude Mark Barnett in 2015 program for
Geekbus Tour
reaching students directly with STEM training.
Dr. Rudy Reyna, Joules Webb and many others
Alamo Academies/ Medellin Academies Proposed 2015 sequence / Schedule:
program working session 1. Cross-sector advisory visit, Texas->MedeIlin
Dr. Federico Zaragoza, Vice-Chancellor for 2. Reverse advisory visit
Workforce Development 3. First steering committee meeting in Medellin,
Gene Bowman, Executive Director, Alamo we are there
Academies
4. Energy Develop-A-Curriculum (DACUM)
Joe Wilson, Community and Government
Relations' Lockheed Martin
11
Sapiencialnnovation
20141Program
F1nal
Report im
J 1C2
.NS-Tn-UT
uu1v11ts1n or11x::s^111u:1n-
San Antonio Sister City discussion 0 Sister City efforts are long-term; not clear
Sherry Dowlatshahi, International Program pioceeding is 3 priority
Director, City of San Antonio
CYbef Patfiøt program ~ Engage Chris and CyberPatriot; connect to
ChrisCook, SanAntonio Cyber Patriot Center of ço1ombian mi1itary initiativ ,
Excellence /'\
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Someof these potential ideasfor 2015 are developed further in the final section, documenting a final
/\
meeting between the projects leads regarding 2015 planning.
\../
Sinergiawishes to reach its students with instruction regarding innovation, entrepreneurship and
technology transfer. Therefore, included in the 2014 program was an instructional design of a course
provisionally titled Innovation and Entrepreneurship at Sinergia. This course is intended to reach all
Sinergia students, introducing them to innovation topics, and informing them of resources available to
them through the universities. As an instructional design, the course is not fully developed; rather,
objectives are set, pedagogy is proposed, selected content identified, and a sequence proposed. Some
essentials are as follows:
0 The goals are awareness of innovation, entrepreneurship and technology transfer principles and
awareness of how to access resources from Sinergia campuses.
v The audience is first Sinergiastudents, and then faculty and staff, with short coursesenvisioned for
/'¬
faculty and staff. \.:v
The full instructional design is available at the deliverables link given in this document's introduction. In
that document is a link to a Canvas-based course that outlines the sequence and links to selected
content recommended for the course.
12
- 79?
Sapiencia
Innovation
Program 2
2014FinalReport |NS- TU-I-E
im 1m1vi 1tu`l\' Oi I\xA$ M 1tusr1u
Pictures
Numerous pictures were captured during the program. Links to those pictures are as follows:
In a final outbrief for the year, focused on the recent Ieadership meeting visit to Texas and potential
2015 programs, the two programs leads met and documented these items. Below is a summary of the
essential elements from each topic.
Austin STEM 1 Connect Lonny Stern to CreAccionTeam efforts and Proantioquia, specifically
Council with Sandra.
0 Start early; connect to Proantioquia volunteer program.
Technology 0 Continue to build the innovation portfolio
Tf fßfêf Offi e 1 Accelerate efforts
13
vsäô
Sapiencia
Innovation
Program 2
2014
Final
Report INS-rn-UTE
VIH UNl\'l|tSl\Y 0| TIXAS Al AUHIN
1. Five types of inventors. 2. the 13 motivational types. 3. guidelines for the 5 types of
interviews
This
table
summarizes
thecompletion
status
ofeachdeliverable
from
theAction
Plan
ofourproposal.
Perour
prior
discussion,
and
within
the
framework
oftheexperimental
nature
oftheprogram,
lhave
summarized
whereoriginal
deliverables
were
completed,
where
other
work
hasbeensubstituted
toward
original
goals,
and
where
additional
workofequivalent
effort
wasperformed.
The
ICZ
Institute
proposes
thisasdocumentation
oftasksubstítutions,
andasclosure
forthe2014
contract.
Completed Deferredby Substitution, pre- Other substitution
UnitofWork agreement approved, and
Extra work in other
areas of equal effort
completed
Sessions 1-5
ULCLED Abbreviated
Quicklook®:
Methodologycompleted, Quicklook, subbed for
Training Session6,butone Session 6, second
jerson only person
Completed tor
SeoondLEDwrite-up,
Quicklook®: U.S. Market ULCLED and Gas ø Business
development
effortsmadebyMike Thirdday ofAustin
Expert Feedback: Five RichardProt tt(needsto Breck.(oountsas#4)
Heating(2) be formalized)(countas meetings,oneday
write-ups ø Shortefforttolocatepatent
licensing
examples,beyondoriginal
#3)
withemailsummaryofeffort.(#5) proposal. (#5)
RapidScreen"*': Tool Completed
Customization
16
OO OO >-
499-~
Sapiencia
Innovation
Program 2 \
Sinergia
innovation
Course
Design Compleied
` 1
lnstructional
I :
Reporting
on
Program
ActivitiesCompleted
1 I 4 \
Column Descriptions:
0 Completed: Work was completed as originally described in the proposal.
~ Deferred by agreement: Work will be completed in 2015, per agreement between Points of Contact, and due to circumstances with both
parties.
ß Substitution, Approved: A substitute work was completed, and it was approved prior to execution by UT Austin.
0 Other substitution: A substitute work was completed, as seemed correct to the UT Austin Principal lnvestigator, and consistent with
program goals, but not specifically pre-approved.
0 Extra work: Work of equal effort in another area was performed, consistent with program goals.
17