1

AGM

OceansAdvance

Dr. Gary Kachanoski

President and Vice-Chancellor

Memorial University

Dec. 13, 2012

Charting the Future

• Oceans of Opportunity, Provincial

Sector Strategy

• Outward Bound 2015, OceansAdvance

(2009)

• Leveraging Collaboration and Capacity

of the Ocean Technology Cluster: A

Progress Report , OceansAdvance

(2011)

2

Progress Report, OceansAdvance (2011)

Examples: Recent Investments/Initiatives

• $16.5 million for CARD (C-CORE)

• $9.1 million LOOKNorth (C-CORE)

• $2 million Husky Energy Chair

• $1 million Chevron Chair (Petroleum Reservoir Characterization)

• $2 million Statoil Chairs in Reservoir Engineering

• $7 million ice environments (STePS)

• $11.75 million CFER

• $16 million Ocean Sciences Centre (Cold water reserach)

• $1.3 million MI Marine Base, Holyrood Phase I

• $6.8 million engineering building (Suncor Energy)

• Student (Graduate/undergraduate) support (RDC)

3

OCEANSADVANCE

Progress Report 2011

Conclusion “Our success ultimately depends

on our ability ............to spur research that will”:

• Develop and attract highly qualified people

• Create new intellectual property

• Generate successful new companies 4

0

20

40

60

80

100

120

TOTAL RESEARCH FUNDING ($M) 1999-2012

Engineering: Annual Research Revenue

6

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

19

97

-19

98

19

98

-19

99

19

99

-20

00

20

00

-20

01

20

01

-20

02

20

02

-20

03

20

03

-20

04

20

04

-20

05

20

05

-20

06

20

06

-20

07

20

07

-20

08

20

08

-20

09

20

09

-20

10

20

10

-2011

2011-2

01

2

Engineering:

Research Revenue by Sector

7

61%

71% 73%

45%

56% 58%

16% 15% 15%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2009-2010 2010-2011 2011-2012

Ocean & Energy research Ocean engineering research Energy research

0

1000

2000

3000

4000

5000

6000

7000

HS Grad

Eligible

High School Graduates and those Eligible

for MUN, 2002-24

Undergraduate Enrollment, 2002-12

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Total Graduate Enrollment, 2002-12

PhD Enrollment, 2002-12

0

100

200

300

400

500

600

700

MI Accomplishments (2005–2011)

Bachelor’s Degree Program Growth

Bachelor of Technology

Bachelor of Maritime Studies

Master’s Degree Program Growth

Master of Marine Studies

Master of Technology Management

Master of Maritime Management

12

22 90

57 65 73

161 237 241

296 346 360 391

425 502

737

0

200

400

600

800

Total Btech/BMS MI Course Registration

14 19 20 22 20 18 21 21 23

18 14 22 19

45

70

0

20

40

60

80

Fall Semester Graduate Student Enrolment

Canadian Engineering Programs Average Entrance Averages

• UofT, Waterloo, UBC: 88-90%

• Memorial University: 87%

• UofA, Western, McMaster <87%

At capacity : current infrastructure and faculty

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Redevelopment of Core Science Facilities

• Current science facilities (1961 to 1966) no longer meet

the basic needs of a modern Faculty of Science

• Current space does not meet current codes

• Current space is obsolete for modern teaching/research

• Significant negative impact: recruitment/collaboration

• Space needs for the expansion of the Faculty of

Engineering and Applied Science

14

Redevelopment of Core Science Facilities

Recent lessons learned

• Organic Chemistry lab – spent ~ $1M and

Lab closed for 10 months

• Occupational Health and Safety subsequently order closed

• Drainage system in floor leaking – fumes pulled into room by new fume hoods

• Floor/drainage repair costs estimated at $300K

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Faculty of Science : What they do – Research

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• MUN external research funding/yr. = ~$100M

• Science research = 40% of this

• Oceans research = 65% of all Science research

• Science-based Oceans research = ~$25M+/yr

• 50% all PhD’s are in Science

Research growth, activity and collaboration

significantly limited by current infrastructure

Science: Strategic Plan (2011 to 2016)

• Vision

Research-intensive

Renowned both for its calibre of research and quality of

graduates

Hiring of faculty driven by research agenda with two

strategic areas identified:

• Marine Science (>65%)

• Natural Resources and Energy (>25%)

Infrastructure crucial for recruitment (HQP), R&D

growth, collaboration and alignment with industry.

Provincial Budget Submission 2012

Redevelopment of the St. John’s Campus core

science facilities 425,000 square feet

• 300,000 finished; 125,000 shelled (partner space)

Expansion of the Faculty of Engineering and Applied

Science : Double Engineering

• 60+ faculty, 500 undergrads, 300 grads

• Space (40,000 sq ft) in new core science Bldg.

Positioning the Marine Institute for future growth

• 35-40% increase in MI base budget

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Strategic requests [3 initiatives]

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New Core Science Infrastructure approved

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New Core Science Infrastructure approved

Positioning the MI for Future Growth

Potential (2012–2020): A world oceans institute

Masters/PhD programs

*(collaboration with Science/Engineering)

Ocean Safety

Regional Fisheries and Marine Centres

Research Chairs

North/Arctic

Marine Environment/Climate Change

Mapping the NL Continental Shelf

Fish Plant of the Future

Green Ships

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MI Mission Statement

To foster economic

development in

strategic sectors of the

Newfoundland and

Labrador economy

particularly in the fisheries

and offshore and

to enable

Newfoundlanders and

Labradorians to

participate in the marine

industry

nationally and

internationally

Positioning the MI for Future Growth

MI Vision 2020

$2 M/year incremental for 3 years ($6M base)

Space – CNA

Collaboration (science/engineering: MSc,PhD)

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Strategic Budget Priorities (2012)

OCEANS TECHNOLOGY

MARINE INSTITUTE

ENGINEERING SCIENCE

• Combined critical mass and alignment

• Enabling infrastructure (core science, MI)

• Expanded capacity to partner

Oceans of Opportunity [NL govt.]

• Meets Identified Challenges

Need increased and focused collaboration

Shortage of skilled workers

Recruitment and retention of HQPs

Operation, maintenance, development of R&D infrastructure

Competitive oceans technology clusters in region

• Consistent with Guiding Principle

Education and Research Institutions must align with industry. This

requires necessary resources for:

• Infrastructure

• Human Resources

• Partnering

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25

Priority outcome

• Increased Highly Qualified People [HQPs, i.e.

grad students, post docs, faculty]

• Increased new intellectual property

• Increased start-ups and support for a strong

commercialization model

OceansAdvance Inc: Identified Needs

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Challenges/Opportunities

1. Infrastructure/Space • Five-year time frame for Core Science infrastructure

• Interim flexible space needs

• Marine Institute space needs are critical

• Other priorities/infrastructure:

Holyrood Marine Base

Research Vessel ? (e.g.CFER Celtic Explorer)

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2. Battle for Brains

“The empires of the future will

be empires of the mind.”

Winston Churchill

Talent/HQP:

• Faculty

• Students

• Staff

28 **Demographics = source for growth (talent/HQP)

will not be Newfoundland and Labrador

0

1000

2000

3000

4000

5000

6000

7000

HS Grad

Eligible

High School Graduates and those Eligible

for MUN, 2002-24

3. HQP Engagement with province

• Need to recruit and retain HQPs

• Need to connect with industry and province

• MUN’s Public Engagement Framework:

Co-op

Experiential/service learning

Internships 30

4. Research Program Growth/Scaling

Funding Issues

• Logistics and execution of commitments

• Increased national competiveness (NSERC)

• Indirect costs of research

• Maintenance/renewal of initial investments

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5. Opportunity Competition

Other sectors command MUN’s

attention, eg:

• Health and wellness

• Mining/resource extraction

• Energy (non-offshore)

• Environment

• Agriculture

• Cultural industry, etc

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AGM

OceansAdvance

Dr. Gary Kachanoski

President and Vice-Chancellor

Memorial University

Dec. 13, 2012