Building Applied Research Capacity at Red River College

1. Expanding College and Institute Networks in Applied Research and Innovation Association of Canadian Community Colleges Applied Research Symposium Ottawa, February 20 & 21, 2003 Ken Webb, P. Eng., Red River College Ray Hoemsen, P. Eng., NEXUS Manitoba Building Applied Research Capacity at Red River College

2. RRC FAQ's • MB’s 2nd largest post-secondary institution • Comprehensive college • Preparatory programs to joint degrees • Business, technology, trades, health sciences, community services, applies arts (no UT) • Serve 8,000 FT and 24,000 PT annually • 2 major campuses, 2 satellite centres, four regional centres, aviation centre at the airport • $87 Million annual budget - 1100 employees • Block funded not formula funded • Enrollment stable and rising (+9.0% Sept. 02) • Strong entrepreneurial focus

3. Building Institutional Applied Research Capacity Overview: • Brief history of AR at RRC • Building a research mandate • Building institutional support/culture • Establishing an Applied Research Office (ARO) • Recent activities / lessons learned • Next steps

4. Why Do Applied Research at RRC? • Support economic development of Manitoba companies • Enrich learner’s academic and work-force preparation • Support national and provincial innovation strategies • Maximize utilization of college resources, intellectual and physical, by making them available to the community • Ensure program relevancy • Create partnerships and collaborative networks between colleges, universities, industry and communities • Provide excellent professional faculty development

5. History of Applied Research at RRC • For many years RRC has conducted applied research for firms and organizations on a project basis: • Prototyping Tooling (Boeing Canada Technology) • Rapid Prototyping (New Flyer Industries Limited) • Pavements, Asphalts, Materials (Manitoba Highways) • Internet Delivery (Winnipeg Free Press) • Multimedia Courseware (ATCI) • Shadow Masks (Cancer Care Manitoba) • Industrial Design (Phillips Temro) • National ECE Curricula (OISE/Lawson Foundation)

6. Building an Applied Research Mandate • Historically supported industry on an ad hoc basis* • Applied research feasibility study (1995) • RRC governors add applied research to college 5-year business plan (1996) • Strategic Plan - “develop the capability to undertake applied research on a cost recovery basis” (2000)* • College faculty develop a major applied research project (CFI) initiative (2000)* • Institutional research plan to identify major areas of applied research (2000)* • Begin adding AR projects to curricula (2000)*

7. Building an Applied Research Mandate • Development of a strategy and concept for an Applied Research Office (ARO) (2001) • RRC mission incorporates applied research (2001) • Develop linkages with established research partners and agencies to build capacity, experience, credibility (2001) • Western Diversification supports use of consultant to develop strategy for ARO (2001-2002) • First-ever CFI Award for the Centre for Applied Research in Sustainable Infrastructure “CARSI” (2002) • On-going policy and procedure development (2002-2003)* • Manitoba Innovation Fund support (2003) • Internal workshops (2003)* • Startup of the ARO (Spring 2003)

8. Guiding Values and Principles for Applied Research at RRC • Show linkages to the economic development of Manitoba and Canada • Be consistent with RRC’s strategic plan • Be industry and community driven • Provide enrichment of student’s academic training, applied research techniques and workforce preparation • Provide professional development opportunities for faculty • Provide an opportunity to create partnerships and collaborative networks between other research institutions, industry and the community

9. Applied Research Focus Areas • Start off focused on a few areas where you can be really good • Bio-Sciences • Manufacturing Design Technology • Human Care Services • Education Technology • Sustainable Infrastructure Technology

10. Establishing an Applied Research Office • STRATEGY • to build from and leverage existing strengths and partnerships to further develop and enhance an effective applied research program • CONCEPT • Applied Research Office to act as a “Window or One-Stop-Shop”toserve as a gateway for external partners seeking to work with the College on applied research

11. Focus of Applied Research • Distinguish between college and university research • Applied research - stimulate and support research activities aimed at producing a (near) immediate practical impact in the community

12. ARO Role – The “4 C’s” • COORDINATE applied research activities • Facilitate COOPERATION with internal and external communities • Promote supportive CULTURE • COMMUNICATE with the community

13. The Solution • There is no single solution to securing the necessary support to create, startup and sustain an ARO • It takes creativity and persistence, but can be done • e.g.. UM ITD > ILO > SMARTpark ($60,000 in 1986 > $5.6M in 1999)

14. In the Beginning . . . . . • Central support for grant and contract administration • Government support for startup operations – targeted proposal • Faculty/departmental support for partnership initiatives • Industry support for outreach • Experienced professional with administrative support

15. Action Plan – Role & Place • Role and program definition • Initial role • Program selection • Research grant / contract seeking • Governance and place in RRC • Direct report to Vice-President • External Advisory Board

16. Action Plan - Policies • Policy and procedure development • Research integrity • Research ethics • Intellectual property rights • Student rights • Conflict of interest • Conflict of commitment

17. Action Plan - Resources • Resource Requirements • Core support • Sponsored research administration • Outreach • Intellectual property management • Leverage existing relationships and partnerships – not only with industry, but also the universities

18. Action Plan - Startup • Formulate effective policies • Pursue NSERC eligibility • Secure external financial support • Foster culture • Demonstration project – CARSI • Start communicating and networking • Introduce small AR projects into faculty and curricula to build up a track record • Learn from other colleges

19. Site Visits • British Columbia Institute of Technology • Southern Alberta Institute of Technology • WestLink Innovation Network • Olds College Centre for Innovation • Association of Community Colleges of Canada • Natural Sciences and Engineering Research Council • Nova Scotia Community College • Nova Scotia Advisory Board on Colleges and Universities

20. Site Visits – Lessons Learned • Establish a separate office, as part of the College, to manage applied research activities • “Innovation” should be considered in the ARO’s name • Office should report to the Vice-President Academic - especially if the College is placing a high priority on applied research • Adequate base funding/resources are essential • Marketing/business development will be key

21. Site Visits – Lessons Learned • Importance of internal communications cannot be overlooked • Involve current faculty/staff – use them to create interest/excitement • IRAP is a key partner • Initially focus on existing areas of expertise (an inventory would be helpful) • Students, faculty and staff have to benefit

22. Site Visits – Lessons Learned • Effort of going through the NSERC-eligibility process is beneficial • Not necessary to develop brand new policies from scratch - adopt/adapt suitable policies from others • NSERC is making a sincere effort to learn more about the Colleges • Most Universities view the Colleges as “junior partners” • Leverage existing partnerships

23. New Research Centre for RRC • CFI (Canada) and MIF (Manitoba) support establishment of Centre for Applied Research in Sustainable Infrastructure– CARSI • Grassroots initiative from faculty and staff • New 8,000 sq. ft. building/lab • Model sustainable intelligent building • Demonstrate energy efficient and alternate energy techniques • Incorporate advanced composite materials • House two laboratories • Construction materials • Environmental technology

24. CARSI: Project • Grassroots cross departmental project for CFI • Developed broad based support from external agencies (CMHC, MB Hydro, CCRB, IRAP, etc) • Not successful first time round – good concept, too ambitious, weak research team • Focus the concept, build linkages and support from established research institutions and agencies (UofM, ISIS) • Hired research experienced faculty • Resubmitted • Second time’s a charm! • After CFI, continued to work for provincial support

25. CARSI: Organization • Strategic Business Unit • Operates on a “Cost Recovery” Basis • Research Board • Advisory Council • Technical User Committees • CARSI Research Teams • Research Project Leaders • Technical support • Students: Research Training

26. Next Steps (Priority Activities) • Policy development • NSERC eligibility • ARO Structure - governance and management • Encouraging/enhancing applied research environment and culture • Communications and outreach • Leverage key project: CARSI • Complete ARO business plan • Startup ARO FY 2002-03 Q4

27. Current Faculty Consultations • Name for the ARO • Policy consultation (e.g. IP, Conflict) • Appropriate incentives • Outreach and communication ideas • Potential projects • Relevant contacts (to build the network)

28. For More Information Ken Webb Vice-President, Academic Red River College 204-632-2498 or KWebb@rrc.mb.ca Ray Hoemsen President/Managing Director, NEXUS Manitoba 204-799-6987 or RayHoemsen@NexusManitoba.com