The IP matchmaking piece—I believe the budget was around half a million dollars a year over a three-year period—had the goal of on-boarding the institutions. The institutions all have very different policies on IP. Bringing some sort of alignment to how we would consolidate or collect and represent that data was basically the goal. In that three-year period what you can do is on-board the organizations and institutions and build a beta MVP online platform.
We could also look at consolidating information. For example, the NRC concierge program is a database program. Maybe there are existing federal programs that you could leverage or look at. ISED is also looking at something else, even to build something from scratch that's an online database platform. We have been looking at some components and you could do an MVP for a fairly minimal investment and then the rest is really on-boarding the institutions. So that is the IP, as one example.
The soft-landing program, I believe, is around $300,000 a year. It's specifically for the Fraunhofer exchange with the 67 institutions under Fraunhofer in Germany. We're working with Global Affairs and the European Union on that program, which was brought to us from them. Specifically, we are working with the interaction points between the companies, identifying the matches with Canadian sectors. The superclusters are a big thing right now. We've looked at the superclusters to build on and then learn from the institutions in Germany, which are quite specialized.
So that's the interaction piece. I know it doesn't seem like a lot, but we can actually do a lot because we've been building these networks and platforms over a period of 10 years. We can leverage those networks so that it's a fairly minimal investment to have a fairly significant outcome.
The last is the coordination of the ecosystem, and it's around the same as well. It's trying to bring together some semblance of standardization. For example, there's the CAIP funding. It's administered through IRAP, NRC. Fundamentally, the issue we've had with that program is that it supports about 15 accelerators, the main accelerators in Canada, but it doesn't disseminate the best practices or the information being collected or driven from that $100-million spend from CAIP. If you'd just put a little bit of coordination around that and actually disseminate some of those best practices to some of the smaller communities and some of the other accelerators, then we could multiply our impact on acceleration and incubation in Canada. It doesn't need to be significant. It's really just about wrapping around and having the autonomy to execute on behalf of the government while leveraging the network to be able to do so.
Thank you.