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  • Intelligent Community Forum (ICF)
    and wireless manufacturing base and over 1 300 software companies with expertise in geomatics and image processing It has more miles of optical fiber than any city in Canada according to the Yankee Group and broadband Internet is accessible to 99 of residences In the ten years between 1988 to 1998 technology employment tripled to over 9 of the labor force and technology employers include IBM EDS AT T Vertitas Shaw Communications Nortel Networks and TELUS Calgary Technologies Leading the charge to build a Digital Age economy for the community is the public private corporation Calgary Technologies Its projects include Calgary INFOPORT which has succeeded in building a local information and communications technology industry the Calgary Innovation Center which acts as a catalyst between life sciences innovators and the venture capital community and the Alastair Ross Technology Center incubator In 2001 Calgary Technologies launched the ConnectCalgary project using matching funds from the Canadian Government s Smart Community award program ConnectCalgary is creating online services and Web portals public access computer terminals and a team of trained facilitators to work with government agencies and individuals at risk ConnectCalgary aims to provide the at risk population of Calgary with access to the

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=235&prid=235&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    and services They found support both from private investors and programs introduced by the provincial and Federal governments including the Atlantic Innovation Fund the BREAKTHRU Business Plan Competition and the Industrial Research Assistance Program The Vision 2000 plan was updated in 2001 and then every three years after that It began to target development in specific sectors such as e learning aerospace training health network security and multimedia games The 2004 plan included a bold statement of purpose that economic development should focus first and foremost on supporting locally owned firms and give second place to business attraction That commitment was no doubt made easier by a track record of success In 2005 the knowledge sector employed more people than did the provincial government for the first time in history But Fredericton s government under the leadership of Mayor Brad Woodside refused to leave all the innovating to business Following the 1992 study Fredericton launched a set of business process improvement programs to streamline and make more efficient a government that clearly had too many moving pieces To further drive the process the city entered the ISO 9001 quality management process which forced it to understand clarify and document everything government did In May 2004 Fredericton passed its audit and became one of the few ISO 9001 certified cities in North America To support its focus on growing local business Fredericton launched a series of awards for business excellence and contributions to quality of life which targeted small and micro businesses as well as mid size and large companies and the entrepeneurs who built them The city also began to focus on a weakness becoming increasingly apparent as the Nineties gave way to the new century The Broadband Barrier As demand for Internet connectivity rose across Canada Fredericton found itself a have not community Carriers focused investment in the same geographic center that had so long dominated the Canadian economy and showed no interest in upgrading dial up service in the outer provinces After lobbying proved unsuccessful Fredericton decided to form its own telecommunications company e Novations was established as a co op It obtained funding commitments from 12 founding members including the city the universities business users and the region s largest Internet Service Provider and used it to build a fiber ring connecting to their facilities It then pooled their demand and purchased broadband capacity in bulk Each member paid for a minimum guaranteed bandwidth but had the ability to tap any unused bandwidth in the system on demand Because networks tend to have substantial idle capacity e Novations immediately reduced the members cost and established a new competitive price point in the region By mid 2002 e Novations had a stable fiber ring and positive cash flow but struggled with how to meet demand from new prospective members outside the downtown core The answer proved to be point to point microwave links to such facilities as the local airport which could be set up quickly and at

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=254&prid=254&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    Royal Bank of Canada By 1994 call centers had become a major source of new jobs exceeding goals set in 1991 But the 1994 plan recognized that success in call center development was not enough the next step was to focus on knowledge businesses natural and applied sciences business and finance computer programming and information systems More partnerships ensued Moncton tapped the resources of national and provincial government agencies including the Atlantic Innovation Fund and the New Brunswick Innovation Foundation to spur attraction and start up of knowledge based businesses A New Brunswick R D Tax Credit helped companies justify location of scientific research facilities in the Greater Moncton area The Greater Moncton Strategic Partnership linked local government with universities colleges local media and leading edge companies to fund talent attraction marketing in order to feed the rising demand for qualified people With the call center business continuing to attract companies including Fairmont Hotels Rogers Communications and Lottomattica Moncton increasingly saw homegrown ICT businesses prosper from the Atlantic Lottery Corporation and Red Ball Internet to Vimsoft and PropertyGuys com By 2006 almost 45 out of every 1 000 workers in the Moncton Census Metropolitan Area CMA worked in customer service information or related clerk positions compared with an average of 12 for Canada Moncton had witnessed a 300 increase in employment in ICT companies a 153 increase in employment for graphic designers and illustrators and a 43 increase in jobs for writers and translators While New Brunswick suffered a net loss of 3 900 people from 2001 to 2006 the Greater Moncton area gained 6 800 In 2008 the call center sector paid more than C 290 million in payroll and generated a total of C 765 million in regional economic activity But newer businesses were also making an impact The community s hospitals have become catalysts for an emerging life sciences cluster focusing on medical informatics bio markers and bio statistics The Atlantic Cancer Research Institute is the largest in Atlantic Canada L Université de Moncton is well known for research on cellular lipid metabolism and is home to New Brunswick s only medical school while private company DDx Health Strategies is pioneering in remote support for the pharmaceutical industry and MedSenses offers health care e learning solutions A local entrepreneur went from working as a video game repair technician to creating a state of the art video lottery machine system Global lottery giant GTECH acquired this Moncton grown company in 2004 and was itself acquired in 2006 by Italy s Lottomatica which chose to maintain production of the systems in Moncton The result has been a gaming cluster which now includes a unit of Oracle and a significant number of homegrown companies and development centers for multinationals Moncton ploughed economic growth back into infrastructure building a new City Hall widening bridges and roads and opening up parcels of land to development of corporate headquarters call centers and media studios One of the most satisfying milestones was the opening

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=303&prid=303&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    leaders could be forgiven for resting smugly on their laurels But they have done nothing of the kind In 1999 the City of Ottawa formed The Ottawa Partnership TOP a group of public and private sector leaders who advised government on growing and sustaining the local economy In 2001 the area completed a political reorganization that united a regional government body and 11 urban and rural municipalities including both Ottawa and Gatineau into one local government structure As part of that process the new government published a plan called Ottawa 20 20 Its goal was to establish a unified planning zoning and development scheme that would see the community through the next 20 years as its population increased by as much as 50 Following a performance review of the first five years the government recently published a detailed plan for 2006 2009 focusing on economic development equality and privacy issues With an overall goal of making Ottawa Gatineau an Innovation Capital priorities include workforce skills development improving knowledge sharing among businesses and citizens linking innovation more effectively with the marketplace strengthening entrepreneurship and upgrading marketing Behind these priorities are two primary challenges to the region s continued success Research by The Impact Group in Toronto in collaboration with H Douglas Barber co founder and retired CEO of Genum Corporation one of Canada s most successful high tech firms shows that Canada suffers from a commercialization gap compared with its neighbor nation to the south Canada is strong in research and development and has some world class technology companies like Nortel and Mitel but Canadian business generally lags American business in bringing technology innovation to market According to Dr Barber the key to the problem is the relative inability of government compared with the private sector to understand customer needs and innovate competitively to meet them Statistics from Industry Canada reveal that in 2000 68 of funding for R D came from government and related sources while industry contributed 32 This is nearly the reverse of the US where industry spent 67 of each R D dollar and government spent only 33 This relative lack of customer centricity and commercial competence tends to produce technology based enterprises that cannot afford the marketing or R D needed to succeed The other challenge has to do with the region s unique mix of urban and rural areas In urban areas 94 of households and 100 of business and government facilities had access to broadband in 2003 whereas availability in rural areas was about 2 Lack of broadband infrastructure posed a severe constraint on further development outside the existing urban zones Changing the Culture It may be ironic to ask government to tackle a commercialization gap caused by an excess of government over private investment But Ottawa Gatineau is pursuing several creative approaches to changing the culture of innovation in business Leading by example the city has put dozens of services from pet registration to utility bill payment online A SmartCapital program completed in

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=257&prid=257&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    area and made access to broadband and advanced services nearly ubiquitous Deepening the Broadband Revolution Beginning in the late Nineties the City of Toronto launched a number of projects to broaden and deepen the local impact of the broadband revolution Some focused on ensuring that the benefits of the Digital Age reached more citizens An intergovernmental committee from the city Ontario Province and the national government established an array of training research technology internship and funding programs A Kids Computers program focused on the children of disadvantaged families and succeeded in providing a home computer and basic training to 3 000 families in the GTA Government has also collaborated with the private sector to build a number of industry clusters focusing on wireless networks e learning e health and digital media as well as software for the region s traditional core industries such as banking insurance and manufacturing eCity Program Then in 2002 Toronto introduced its eCity program to improve both the internal workings of government and the delivery of services to citizens Some initiatives focused on making the City Council more efficient through better access to information and more transparent through better communication with citizens Others targeted service delivery

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=264&prid=264&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    generated a 26 internal rate of return since 1994 according to Pricewaterhouse Coopers and the original investors in firms that were acquired or went public have received more than a seven fold return on their investments Waterloo s leading technology companies today include Research in Motion RIM creator of the BlackBerry Sybase Open Text DALSA and Descartes Systems Group Today the University offers the world s largest post secondary co op program serving over 11 000 students It operates more than 50 research institutes 12 Federal and Provincial Centers of Excellence is a partner with the city region and nonprofits in developing a Research Technology Park But it does not stand alone Wilfrid Laurier University is home to one of Canada s largest business schools as well as the Schlegel Center for Entrepreneurship while the Conestoga College Institute of Technology and Advanced Learning has earned a 1 ranking from the Province of Ontario for eight straight years Engaging Business Citizens and Government The community s second right thing was a local government that has engaged actively with business and citizens in planning for a prosperous future A Strategic Resource Information Plan developed in 1990 set the pattern for data sharing and integration among agencies and pointed the way toward the 1998 introduction of the award winning Internet based Waterloo Information Network Today Waterloo offers a wide range of online services from the minutes of council meetings and city program registration to tax assessment tools interactive GIS maps and marriage license registration In 2000 the city undertook a year long project called Imagine Waterloo This city wide public consultation aimed to determine the best possible future for the city Its recommendations ranged from environmental protection to transportation culture to city communications An Intelligent Waterloo Steering Committee formed in 2006 led by Jim Balsilie co founder of RIM Waterloo s Mayor and University of Waterloo President David Johnston stages events to educate business leaders academics and citizens about the challenges Waterloo faces and engage them in setting goals for educational achievement access to services investment in infrastructure and social inclusion Collaboration and Reinvestment The third right thing in Waterloo is a culture of collaboration and reinvestment Perhaps because cooperation among business academia and government has been so successful folks in Waterloo make partnership a priority and are eager to give back to the community Waterloo based Tech Capital Partners manages C 95 million in venture capital for early stage companies while a group of business leaders has recently launched Infusion Angels to find and fund ideas from University of Waterloo students and alumni UW and Wilfrid Laurier jointly run a Launchpad 50K Venture Creation Competition for students researchers and community members who develop business plans and start successful businesses Successful entrepreneurs have also reached into their pockets to fund or contributed their time to the founding of the Center for International Governance Innovation CIGI the Perimeter Institute for Theoretical Physics Institute for Quantum Computing Center for Wireless Communications the Waterloo Technology StartUp

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=256&prid=256&print=y (2016-02-13)
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  • Intelligent Community Forum (ICF)
    Western Valley Development Authority WVDA an economic development partnership of seven local municipalities plus provincial and federal governments believed that this attitude was a resource not to be wasted In February 2001 WVDA became one of 12 municipalities and regions awarded a Smart Community grant by Industry Canada to conduct three year demonstration projects as part of a national strategy to ensure Canada s leadership in information technology and innovation Planting the Seeds For Change Over the course of three years WVDA and its local communities introduced innovations in nearly every critical area for the Intelligent Community Plans were made to install fiber optic infrastructure to meet the Valley s connectivity needs With a small dispersed population the Valley had little hope of attracting private sector telcos to deploy a network Nonetheless with the support of cable TV power and technology companies an initial 44 kilometer network was deployed Other projects focused on Web enabling public information and services County library catalogs were put online creating a new local software company in the process Nova Scotia is home to Canada s unique Acadian population descendents of French colonists who settled there in the 1600s and the Centre Acadian launched an online genealogy project documenting family histories which is already playing a role in attracting more tourists to such festivals as the Congrès Mondial Acadien The Nova Scotia Community College introduced new information technology courses and a geographical information system called CLICK put 50 years of infrastructure data online making it possible for workers to use GPS linked laptops to precisely located underground water power and sewer systems Internet kiosks were deployed to 14 sites in the region and have been transitioned to a private sector company that is adding commercial content in order to sustain the project Two IT business

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  • Intelligent Community Forum (ICF)
    2004 which refurbishes computers and donates them to low income families The program has donated more than 1 000 computers and opened over 40 computer labs throughout Windsor Essex It has also recycled over 2 million pounds 900 700 kg of e waste that would otherwise have wound up in landfills Leadership in Government and Business If the educational institutions of Windsor Essex have provided the brains for transformation the elected leadership has provided the will The region s leading political official is Windsor Mayor Eddie Francis who was elected to office in 2003 on a promise to revitalize the city His administration has overseen the expansion of St Clair College the opening of the Caesars Windsor convention center hotel and casino and the creation of a Windsor International Transit Terminal In the process Mayor Francis managed to slash the city s long term debt by 27 while keeping city taxes low He has not worked alone He is one of eight Mayors in a county wide Council led by Tom Bain Mayor of the community of Lakeshore Close cooperation among the Mayors has led to shared service contracts that reduce costs It also helps individual projects to achieve multiple goals benefiting the county as a whole Despite the blows it has absorbed the auto industry remains important Ford has chosen to centralize worldwide engine research in Windsor to take advantage of its concentration of talent and the Windsor s Chrysler assembly plant remains the company s largest Tool die and precision manufacturing companies continue to serve these giants but have also diversified into fields as diverse as aerospace and dentistry Quantum Technologies is a private company that has adapted CAD CAM technology from the automotive sector to revolutionize the way dental implants are manufactured Traditionally crowns bridges and other implants are hand crafted and colored by skilled technicians Quantum Technologies equips dentists with handheld scanners and software which produce data for the company s digital design and manufacturing systems The resulting product is a better fit a better color match and can be produced in a small fraction of the time required for manual work The company now ships thousands of implants per week from Windsor Windsor Essex is also home to start ups that focus on the weightless cargo of information For an international roster of clients Red Piston builds apps that run on the iPhone iPod and iPad The firm s apps were downloaded more than 275 000 times in 2010 its start up year 52 Stairs Studio has produced Web applications including Scribble Maps which is used on large news Web sites and the Fox X game which has received over a million plays Innovation Under Glass Perhaps no company better represents the sheer ingenuity at work in Windsor Essex than Nature Fresh Farms Founded in 2000 by Peter Quiring the company now operates 67 acres 217 000 km2 of glass greenhouses that produce over 7 million kilograms 2 2m pounds each of bell peppers and

    Original URL path: http://www.intelligentcommunity.org/index.php?src=news&refno=625&prid=625&print=y (2016-02-13)
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