INSTITUTE FOR MARINE AND ANTARCTIC STUDIES (IMAS) BUSINESS PLAN

INSTITUTE FOR MARINE AND ANTARCTIC STUDIES (IMAS) BUSINESS PLAN i

ACRONYMS AAD ACE CRC AMS ANU ARC DASA DEEWR DIISR DPIW EFTSL EIF ERA IMAS IMOS JCU JVA NCRIS RAC RAG RTS SET USIMS UWA Australian Antarctic Division Antarctic Climate and Ecosystems Cooperative Research Centre Asset Management Services Australian National University Australian Research Council Diversity and Structural Adjustment Fund Department of Education, Employment and Workplace Relations Department of Innovation, Industry, Science and Research Department of Primary Industry and Water Equivalent Full Time Student Load Education Infrastructure Fund Excellence in Research for Australia Institute for Marine and Antarctic Studies Integrated Marine Observing System James Cook University Joint Venture Agreement National Collaborative Research Infrastructure Scheme Research Advisory Committee Research Advisory Group Research Training Scheme (part of Commonwealth Block Funding) Science, Engineering and Technology University of Sydney Institute of Marine Science University of Western Australia ii

TABLE OF CONTENTS ACRONYMS...ii 1. BACKGROUND...1 2. MISSION STATEMENT FOR IMAS...2 3. COMPETITORS...3 4. THE NATIONAL MARINE ALLIANCE...4 5. RISK ANALYSIS...4 6. COMMUNICATION PLAN...7 7. IMPLEMENTATION PLAN TIMELINE AND REPORTING...8 8. GOVERNANCE STRUCTURE AND ORDINANCE...9 9. JOINT VENTURE AGREEMENT (JVA)...10 10. RESEARCH...10 11. TEACHING...11 12. KEY PERFORMANCE INDICATORS...11 13. SET UP COSTS...12 14. BUDGET...13 C:\DOCUME~1\davidj1\LOCALS~1\Temp\IMAS Business Plan S-1.doc

BUSINESS PLAN FOR THE INSTITUTE FOR MARINE AND ANTARCTIC STUDIES (IMAS) 1. BACKGROUND The University of Tasmania has internationally recognised expertise in marine and Antarctic research that is currently concentrated in a number of entities (the Institute for Antarctic and Southern Ocean Studies, the Tasmanian Aquaculture and Fisheries Institute, the Centre for Marine Science and the Schools of Zoology, Plant Science, Geography and Environmental Studies). There is existing collaboration, not only within the University, but also with the CSIRO and the Australian Antarctic Division (AAD). The outside perception, both nationally and internationally, is that the UTAS is failing to capitalize on an important human asset by not pulling all of its expertise together under a single institute headed by a strong Director, as other institutions have done both in Australia and overseas. There have been a number of previous unsuccessful attempts to establish IMAS in 2005 and 2006. What was proposed previously was a virtual institute within the Faculty of Science, Engineering and Technology (SET). There is no need to revisit the reasons for the failure of these initiatives. They have been outlined in detail in other documents. 1,2 In early 2008 the PVCR commissioned an options analysis from Deloitte for the establishment of IMAS. The final report was delivered in June 2008. In compiling the report Deloitte consulted widely within the University and with external stakeholders (the State Government, the Australian Antarctic Division, the CSIRO and the aquaculture and fisheries industries). The marine industry is of crucial importance to Australia. A recent Australian Institute of Maritime Science index estimated that the annual value of marine science industries is $38 billion and growing. The sector has grown by 42% since 2000-2001. Senator Carr has stated the index provides a framework to consider how marine industry and marine science fit with the national innovations agenda. Within the annual index commercial fishing (wild capture) accounted for $1,439 million and marine aquaculture $666 million. A significant component of proposed IMAS research activity lies in these areas. The University of Tasmania must grow its research activity in these areas and use IMAS as a platform for achieving that. The Deloitte Report recommended a model similar to the Menzies Research Institute in that IMAS should be an institute outside the Faculty structure. This has a number of advantages as well as disadvantages. By not being within a Faculty IMAS can readily evolve into a multi-disciplinary entity embracing science, law, policy and business. The major disadvantage is the complexity of constructing a budgetary model that dovetails 1

teaching delivered through the Faculties and Institute staff and research delivered through the Institute. While this is a challenge, it is not insurmountable. 2. MISSION STATEMENT FOR IMAS The initial IMAS research portfolio will be largely science based, broadly covering aquaculture, fisheries management, biodiversity, ecosystem management and modelling, plankton research in the Southern Ocean and physical oceanography. An overarching theme will be climate change and its impacts. This is a major focus for the State Government, who have recently opened a Climate Change Office. The State Government and the Tasmanian aquaculture and fisheries industries are important stakeholders in IMAS research, investing more than $3.5 million a year. The AAD and the CSIRO have close collaboration with IASOS and the Centre for Marine Science. For example we have joint appointments with the CSIRO and a highly successful joint PhD programme in Quantitative Marine Science, as well as jointly supervised PhD students with the AAD and joint research projects. The NCRIS-funded Integrated Marine Observing System is a $50M national initiative that is administered by UTAS; it involves a range of universities, the CSIRO and the AAD. There are significant benefits to be gained from hosting this infrastructure, including reputation, recruitment, networking, and an ability to drive an important research agenda. Clearly IMAS has a wide range of activities that need to be integrated into a clear mission statement. IMAS will be an internationally recognised research institute with a capability for delivering excellence in both pure and applied research characterised by: 1. Enhancement of the reputation of the University of Tasmania and the State of Tasmania in the marine and Antarctic space both nationally and internationally through high quality outputs. 2. A high responsiveness to the needs of external stakeholders. 3. Strong contribution to the sustainable development, utilization and management of marine resources. 4. High level contribution to the development and application of policy in the marine and Antarctic environment. 5. Extensive local, national, and international research collaborations and networks. 6. Excellence in postgraduate training to meet the needs of industry and the discipline. 7. Engagement in knowledge transfer and enterprise. 8. Potential research income and investment. 2

3. COMPETITORS Our major competitors in the area of marine science are the University of Western Australia (UWA) and James Cook University (JCU) with whom we have recently formed a National Marine Alliance (see section 4 below). UTAS has the uniqueness of Antarctic research while UWA and JCU have a focus on other iconic areas such as the Great Barrier Reef and Ningaloo Reef. Thus, while we have some overlap in our research interests, for example marine biology and ecosystem assessment, we each have distinctiveness. Both of these institutions have co-located their researchers into integrated entities. UWA has its Oceans Institute and JCU has its ARC Centre of Excellence in Coral Reef Studies and is in the process of pulling its other areas of strength in marine science into one location. There are clear advantages in doing so. Other universities in Australia that conduct significant marine science research are the University of Sydney, the University of New South Wales, the University of Technology Sydney, the Australian National University and Macquarie University. The University of Sydney Institute of Marine Science (USIMS) has a new building on the waterfront in Sydney. The building was funded by a philanthropic donation. USIMS has complex structure that involves the University of New South Wales and the University of Technology, Sydney. The USIMS delivers both teaching and research and some staff are also attached to Schools. The Australian National University has established the School of Marine and Earth Sciences, and despite its distance from the sea, is growing marine science research. ANU has a marine field station at Kioloa on the NSW coast to support both teaching and research. Macquarie University is recruiting aggressively to build capacity in its Climate Impacts Centre that encompasses marine science. It recently recruited Ian Goodwin from Newcastle and has head hunted a member of our staff. Flinders University has been losing capacity in marine science, but it is still the only university offering a degree in oceanography. The University of Queensland Centre for Marine Studies is pushing a strong agenda of collaboration with CSIRO Marine and Atmospheric Research located at Cleveland in Queensland. There is a clear message to be gained by reviewing the competition other universities are strongly driving the development of their marine science research through the formation of institutes that co-locate staff, to give critical mass and facilitate an enhanced research agenda. This is largely driven by the challenge of climate change and its impacts on the fisheries and aquaculture industry, as well as on the natural environment. Put simply, the world s ocean circulation drives climate. Understanding how that will change and its impacts on biodiversity, productivity and the capacity of the oceans to sequester carbon are all crucial research questions of national and international significance. If UTAS does not establish IMAS now, it will risk losing its position and reputation in marine science. While UTAS has traditionally benchmarked itself against the GO8 universities it must face the fact that there are a number of other universities, like Macquarie, that are already outstripping us. 3

4. THE NATIONAL MARINE ALLIANCE The PVCR recently led a successful bid to the Diversity and Structural Adjustment Fund (DASA) that will provide $3.4 million to establish an Australian National Network in Marine Science led by UTAS, with the University of Western Australia (UWA) and James Cook University (JCU) as members (Appendix 1). This investment by the Commonwealth is a strong signal of support for UTAS and the part we can play in delivering internationally significant research outcomes. It builds on the IMOS initiative and sets the scene for a major capital investment bid through the Education Investment Fund (EIF). With UTAS, UWA and JCU are the national leaders in marine science. In the longer term it is anticipated that other universities will join the alliance. The project provides funds to establish a structured network of marine science workshops in common research themes (for example benthic community ecology and biodiversity, biogeochemical processes, fisheries management); an international visiting scholar programme; co-tutelle PhD programmes, joint masters programmes to address skills shortages in the marine science industries; PhD programmes modelled on the European Marie Curie initiatives that allow students registered at one of the institutions to spend up to six months undertaking research at a partner university and funded linked undergraduate units that may be available (at full cost) to overseas students. The latter will run for 12 weeks (equivalent to one semester) and will be field based. Undergraduates from the three partner institutions will have the opportunity to gain experience of a range of marine environments thereby providing a broader education in marine science. These units will bring students from elsewhere in Australia to Tasmania and offer a marketing avenue for attracting students into postgraduate Masters and PhD programmes. The establishment of IMAS will be an important contribution to the capacity of the Australian National Network in Marine Science to deliver its objectives. 5. RISK ANALYSIS The following tables provide a summary risk assessment. 4

(i) THE STATUS QUO DO NOTHING RISK LEVEL OF RISK A. REPUTATION A1. Failing to establish IMAS will cause some staff to look elsewhere for positions. Other institutions are setting up such centres and are actively recruiting. This is already happening. A2. Failure to establish IMAS may lead to the AAD and the CSIRO leaving Tasmania. Other sites such as Perth and UWA might appear more attractive. Fremantle has more to offer than Hobart as a gateway to Antarctica. A3. We will be less competitive than other institutions that have marine science strength. UWA, JCU and others are actively developing centres for marine research in active collaboration with bodies such as CSIRO and AIMS. A4. Loss of credibility It is well known that UTAS has attempted several times to establish IMAS. Failure to do so now will undermine our credibility as an Institution. A5. We will be unable to take full advantage of the opportunity of leading the Australian National Network in Marine Science. Medium to High Low to Medium High High Medium to High A6. Inability to recruit strong researchers. Medium to High. A7. Damage to our collaborative relationship with the AAD and CSIRO. A8. Fail to secure a major section of the national marine science industry activity. Medium to High Medium to High B. BUDGET B1. Failure to increase student enrolments High B2. Reduction in block grant income as good researchers leave and we fail to recruit high quality replacements. B3. Less success in competing for national funding in the marine space. Possible impact on keeping the successor IMOS here. Would it be better placed at UWA or JCU? B4. Loss of opportunity to attract high quality PhD students who would have come to IMAS and would generate income through the RTS. Medium to High Medium Medium to High 5

(ii) ESTABLISHING IMAS RISK LEVEL OF RISK A. REPUTATION A1. Failure to attract an internally recognised Executive Director who will drive a strong agenda for research and collaboration. Low to Medium A2. Failure to enhance research grant income. Medium A3. Failure to increase research outputs. Low to Medium A4. Failure to become a driving force in a National Marine Network. Low A5. Failure to build stronger national and international collaborations, including AAD and CSIRO. A6. Failure to capitalise on the iconic value of an institute and Tasmania s strength in Marine Science. A7. Failure to recruit high quality research students particularly from interstate and overseas. A8. Failure to maintain a significant share of the national marine science industry activity in aquaculture and fisheries. B. BUDGET B1. Failure to increase in the block grant reflecting enhanced research performance. B2. Failure to increase success in winning Commonwealth funding in current and any new initiatives. Leadership by the Executive Director is fundamental to achieving this aim. B3. Failure to attract high quality domestic and overseas PhD students who will contribute to an increased share of the RTS funding. Note points made under 4 above. Low Low to Medium Low to Medium Low Low to Medium Low to Medium Low to Medium B4. IMAS will fail to become financially independent within 3 years. Low to Medium 6

6. COMMUNICATION PLAN (i) Consultation During the process of compiling this business plan a range of groups were consulted, these included: the Heads of Zoology, Plant Science and Geography and Environmental Studies. They clearly had concerns about the budget, staffing and equipment. Staff who might be relocated were consulted and their needs and concerns noted and addressed. They provided feedback to their postgraduate students, postdoctoral staff and support staff. The Australian Antarctic Division and the CSIRO who expressed continued support. They strongly support the development of complementary research programmes. Detailed discussions were held with stakeholders from the aquaculture and fisheries industries, together with Kim Evans, Wes Ford and Michele Moseley from the Department of Primary Industry and Water. The stakeholders had a number of concerns but are extremely supportive of IMAS and see that it will add value to the expertise and support they currently receive from TAFI. (ii) Communication to IMAS members If Council approves the formation of IMAS an abbreviated version of this plan will be circulated to all proposed members of IMAS. This will be followed by a forum for questions and answers where concerns can be addressed. (iii) Communication to the University Community Once the formation of IMAS is approved by University Council, a detailed e-mail will be circulated across the University. It will include details of the structure and budget, the colocation plan and the longer term plans (e.g. EIF bid). (iv) Press Release An appropriate press release from the Vice-Chancellor will be made following approval of IMAS. Once the co-location is completed a further press release will announce the launch of IMAS. (v) A special issue of Research to Reality The research magazine that highlights the research achievements of UTAS Research to Reality will have one edition devoted entirely to the research of IMAS. This publication is distributed widely, including to the national and international media who pick up stories from it thereby giving us wider media coverage. (vi) Website A website for IMAS will be established after the first press release. It will be updated at regular intervals. As well as details of research it will link to undergraduate programmes in Marine Science and Antarctic Studies. 7

(vii) The IMAS launch Opening of the IMAS building can be used as a vehicle to officially launch IMAS. The State Premier might be asked to open it. All stakeholders and collaborators will be invited. This will be an opportunity for further press coverage. (viii) Longer Term Plans There will be a need to update the website and to employ a strong marketing strategy to sell IMAS to potential students. The DASA grant includes a significant component for marketing and publicity that will assist in this process. See Table 1 (p.15) 7. IMPLEMENTATION PLAN TIMELINE AND REPORTING (i) (ii) (iii) (iv) Co-location The Medical Science Building on the Sandy Bay Campus has been identified as a site for the co-location of IMAS staff and postgraduates. This building will be vacated at the end of 2009 when the staff currently occupying the building move into the new co-located medical facility. $1M has already been earmarked to upgrade the building. This will largely involve refurbishment and some upgrading of laboratories. The building provides considerable space allowing the co-location of IMAS personnel and IMOS staff. Future IMAS building UTAS will submit a bid to the Education Infrastructure Fund (EIF) to provide a new building for IMAS. Two possible sites are proposed: option one is a building on the waterfront in the city possibly adjacent to the CSIRO, option two is a new building at the TAFI site in Taroona. In both cases negotiations with the State Government for the site will be required. A building in the city adjacent to the CSIRO has a number of advantages as it offers the opportunity to share research facilities and will more readily foster interchange and collaboration. The PVCR recently met with Dr Megan Clark, the newly appointed Chief Executive of the CSIRO, who is extremely supportive of a co-location initiative. Intelligence from the Department of Innovation, Industry, Science and Research (DIISR) suggests that collaborative bids across institutions may be favoured. We propose such a bid with UWA and JCU that will build on the Australian National Network in Marine Science. If the EIF bid is successful a building should be available by the end of 2011 or early 2012. It is anticipated that a new building will have the capacity to house all IMAS personnel, the IMOS successor and the ACE CRC if its rebid is successful. Appointment of an Executive Director The search will commence immediately. We will advertise internationally and seek advice from the Directors of Institutes like the US Scripps, Woods Hole and the UK National Oceanographic Centre. The plan would be to advertise in early March and interview in late April. It is unlikely we will have a Director in place before October or November 2009. Acting Director there will be a need to appoint an acting Director until the Executive Director takes up his/her post. This individual will play a crucial role in setting up IMAS and the co-location. The preference is for someone from 8

outside UTAS who might be prepared to undertake the role in a part-time capacity for a short period March to October or longer depending on the arrival of the Director. (v) Interim reporting -The acting Director will report monthly to the PVCR who will ensure that the Vice-Chancellor and Council are updated on progress. (vi) Budget transition Staff will remain in their current locations until the IMAS building becomes available. Effectively this coincides with the beginning of the 2010 financial year. The current budget situation will remain in place until staff co-locate. At that point the IMAS budget will operate. It is proposed to run a ghost budget for IMAS during the interim so everyone involved can track how the finances are operating. See Table 1 (p.15) 8. GOVERNANCE STRUCTURE AND ORDINANCE The draft Ordinance will need to be approved by Council and the State Government. IMAS will have an advisory Board that will set strategic directions and will oversee the management of the IMAS budget. The Board will have an independent Chair and other members who will provide the necessary expertise (Figure 1). The organisational structure will build on the existing Research Advisory Groups (RAGs) that will feed into Research Advisory Committees (RACs) that will report to the Board (Figure 1). RAGs focus on specific research areas, for example the culture of Rock Lobster and will effectively reflect research groups within IMAS. Figure 1. Governance Structure of IMAS. The number of Research Advisory Groups (RAGs) will vary over time as research projects develop and/or reach fruition. IMAS BOARD Independent Chair appointed by Council Vice-Chancellor or nominee Secretary, DPIW or Nominee One member nominated by Council Two members nominated by Industry Stakeholders An eminent scientist within marine science Ex-officio: The Executive Director of IMAS RESEARCH ADVISORY COMMITTEE RESEARCH ADVISORY COMMITTEE RAG RAG RAG RAG RAG RAG 9

9. JOINT VENTURE AGREEMENT (JVA) UTAS currently has a Joint Venture Agreement with the State Government in relation to TAFI. The formation of IMAS will require negotiation of a form of agreement to replace the JVA. This will be one of the important components of establishing IMAS. Parts of the JVA will become redundant, for example details relating to the TAFI Board. The IMAS Board will supersede the TAFI Board (see Figure 1). Other sections of the JVA such as section 8 Resources, Facilities and Funding will be retained in the new agreement. At present the Department of Primary Industry and Water (DPIW) is the only State Government Department engaged with IMAS through the provision of an annual grant. However, it is envisaged that through time IMAS will become progressively multidisciplinary incorporating economics, law, policy and tourism. Such activities should lead to engagement with other Government Departments. Thus the replacement of the JVA must be developed to allow for this to occur. What is envisaged at this stage is a broader agreement that encompasses potential collaboration across State Government Departments within which there will be individual Research Agreements. The first of these will be developed with DPIW. 10. RESEARCH IMAS will have an initial postgraduate population of around 150 full time equivalents. IMAS will be in a strong position to market its excellent capacity for postgraduate training. The DASA grant will enhance that capacity. One of the Key Performance Indicators listed in 12 below is a growth in PhD training. Some of the PhD cohort started their studies in other Schools, and thus it will be appropriate to negotiate the allocation of funds derived from the RTS for completion and load pro rata based on the time spent in the School prior to transfer to IMAS. All grant income held by staff who will join IMAS will move with them. Grants in all categories and all publications reported to the Federal Department of Education, Employment and Workplace Relations (DEEWR) as part of HERDC for the reporting period 2006-2008 will accrue to IMAS. All staff in IMAS will be expected to be research active, although where staff are engaged in commercially sponsored work that has confidentiality restrictions, appropriate consideration will be given, as this does place time restrictions on publication. Research active by definition means that a staff member will endeavour to win grant funding to support his/her research, he/she will publish in good international journals and generate other recognised outputs and they will undertake other activities that will enhance the national and international reputation of IMAS. The Executive Director and the Divisional Directors will be expected to apply a system of performance management and appropriate career development and mentoring. IMAS will be expected to achieve a good performance in the Excellence in Research for Australia (ERA) assessment and to build on that profile in subsequent research performance exercises. Preliminary indications are that IMAS staff will generate a high rating. 10

11. TEACHING IMAS staff contribute to a number of undergraduate degree courses including the Bachelor of Marine Science, the Bachelor of Antarctic Studies, the Bachelor of Science as well as honours courses and the Masters degree in Antarctic Science. The Schools in which they teach will pay IMAS on EFTSL based formula for the teaching they deliver. It is expected that the Faculty of SET will continue to use the teaching expertise of IMAS staff at the existing level, since there is a clear benefit to both IMAS and SET. It is expected that IMAS staff (through the Executive Director) will work closely with the Dean of the Faculty of SET in contributing to the development of any new teaching initiatives that may enhance undergraduate recruitment. This will include the DASA linked undergraduate unit that will be part of the Bachelor of Marine Science and the possible development of a Bachelor of Oceanography (Physical and Chemical Marine Science). Given that IMAS staff will be engaged in undergraduate teaching it is appropriate that IMAS has a representative on the Faculty of SET Teaching and Learning Committee. IMAS will develop a series of initiatives to increase its teaching income in addition to those mentioned above. For example contributing to new units across Faculties such a Marine Archaeology unit in the new degree that is being developed in Archaeology. There is a demand for short professional courses in a range of areas that can be offered by IMAS and new Masters courses will be developed both entirely in house, and in collaboration with the Australian National Network in Marine Science through the DASA grant. 12. KEY PERFORMANCE INDICATORS Within three years of being established IMAS will: Grow PhD enrolment by 15-20% (domestic and overseas) through a series of initiatives including aggressive marketing. IMAS will have a Director for Graduate Studies. His/Her role will be to ensure good quality supervision and training and the establishment of performance targets for graduate students in conjunction with the policies of the Graduate Research Office. Increased grant income (all categories) by at least 11% per annum. This will require collaboration across IMAS, mentoring for younger researchers and a well developed internal peer review system that maps onto the University process. An annual publication output per staff member of three items (peer reviewed articles, reviews and book chapters, authored and/or edited books). The development of a culture that seeks to publish peer reviewed articles in high impact journals within the discipline. The successful implementation of the Diversity Fund objectives in research and teaching. The establishment and enhancement of Masters degree provision with an initial target of 20 EFTSL. Achieve a high rating in the ERA. IMAS staff will continue to contribute fully to teaching undergraduates within the Faculty of SET and will play an active role in assisting the Faculty in any initiatives in Marine and Antarctic Science that may increase student load within SET. 11

IMAS will endeavour to contribute to undergraduate courses in other Faculties as appropriate. IMAS will grow its international and national profile as measured by peer esteem indicators. IMAS will become financially self sufficient through block grant income, overheads on grants (where appropriate), income derived from its own teaching, from service teaching to the Faculty of SET and masters programme teaching. 13. SET UP COSTS IMAS has been identified as a priority project in the capital management plan. $20.5 million has been flagged as the potential cost of accommodating IMAS in an iconic building on the Hobart waterfront enabling important synergies and collaborative opportunities with other organisations such as the CSIRO and AAD. This will only be developed if at least a high proportion (e.g. 80%) of the funding is generated from EIF and other contributors. This will be the basis of an EIF bid for Commonwealth funding in 2009 strengthened by our National Marine Alliance with UWA and JCU. There will be a call for applications shortly and we should know the outcome later this year. The Medical Sciences Building on the Sandy Bay campus has been identified as temporary accommodation for IMAS, for a 3-5 year period or longer if capital funds are not forthcoming. The Medical Sciences Building will be available from early 2010, following completion of the Menzies/Health Sciences co-location building in the city and associated transfer of activities. TAFI activities would remain substantially at Taroona although there will be an opportunity to consider a rationalisation of IMAS accommodation requirements across both sites to colocate research teams. The funding for any capital development will be a matter for approval by Council, if the EIF bid is successful. This will involve some refurbishment of the Medical Sciences Building for which $1M has been earmarked. As this has been identified as a priority project on the capital management plan it will move to feasibility stage. Asset Management Services (AMS) will prepare a functional brief, in conjunction with the Interim Director, and will undertake an analysis of space suitability and a condition audit of the building to determine the likely cost. It is likely that some building compliance issues will need to be addressed, depending on the extent of refurbishment undertaken. Refurbishment costs will be minimised by ensuring research groups share space, including laboratories and facilities and re-using furniture and equipment, where possible. Better practice space use models will also be adopted eg sharing of staff offices and carrels for postgraduate students. There will also be space savings in areas vacated by staff joining IMAS which will assist in alleviating space pressures elsewhere in the University. IMAS will receive a start-up subsidy of up to $400,000 per annum for two years that will assist in achieving the key performance indicators outlined above. The spending of these funds will be subject to approval by the IMAS Board. 12

The recently won $3.4M DASA project to establish the Australian National Network in Marine Science will provide support for the establishment of new masters courses with UWA and JCU, an undergraduate unit that will attract income from overseas students and for activities enhancing research collaboration. These are costs that would have been incurred by UTAS. 14. BUDGET A summary projected budget is shown in Appendix 1. IMAS staff are fully committed to achieving this objective. The following assumptions have been made in constructing the projected budget: The Block Grant (line 2) is based on the income that would have been won by IMAS staff in 2009. This relates to research performance (grant income, publications and Research Higher Degree load and completions) during the years 2005-2006. The increase over the period 2009-2014 is based on estimated increases in grant income (see bullet point 4 below). The DASA grant (line 3) will provide funds to enable IMAS to enhance its teaching and research in collaboration with JCU and UWA. There is a significant allocation for marketing and publicity that should assist in undergraduate and postgraduate recruitment. A set-up grant (line 4) from Strategic Funds of up to $400,000 per year for two years has been agreed. Grant Income (lines 5) assumes that IMAS meets its KPI of increasing grant income by 11% per annum. The average increase in research income for the 7-year period 2000-2007 across the University is 14%, so the KPI is conservative. The grant income covers the salaries of staff employed on research contracts (line 14) and in the case of some granting bodies, part of the salaries of named investigators on the grants who are on the established staff. Grants also cover lab costs, travel and some equipment. The current calculated teaching income (line 9) based on information provided by the Heads of the relevant Schools is low, only $371,000 per year. A number of initiatives to increase income from undergraduate and postgraduate teaching are planned as described in 11 above. These should provide an increasing income (line 10). The calculation assumes that IMAS staff will continue to contribute at the current level to existing courses. The calculation does not include any income that may be derived from professional courses that IMAS plans to deliver. Lines 13-17 provide a breakdown of expenditure. 13

References: 1. Deloitte University of Tasmania Options Analysis for the Establishment of an Institute for Marine and Antarctic Studies. 2008. 2. Laybourn-Parry, J. (2008) The Institute for Marine and Antarctic Studies. University of Tasmania. 14

Table 1: Gantt chart showing timeline for the implementation and communication process. Activity Month 2009 J F M A M J J A S O N D Co-location, refurbishment of building Move into IMAS building Early 2010 Prepare and submit EIF bid for new building Appointment of Acting Director Appointment of skeleton Board Advertise for Executive Director Interview for Executive Director Executive Director takes up position Interim reporting Budget implementation Ghost budget established IMAS budget implemented Circulation of plan Forum Press Release Research to Reality special volume Website established and updated IMAS Launch

Institute for Marine and Antarctic Studies (IMAS) B U D G E T P R O J E C T I O N 2008 2009 2010 2011 2012 2013 2014 Projected Income $,000 1 DPIW $3,299 $3,237 $3,269 $3,356 $3,445 $3,528 $3,633 University 2 Block Funding (Internal Dist)* $1,791 $1,788 $1,985 $2,204 $2,446 $2,715 3 DASA grant (UTAS Share) $663 $696 $699 4 Set up Grant $400 $400 TOTAL UNIVERSITY $2,454 $2,884 $3,084 $2,204 $2,446 $2,715 Grants 5 Research Income (less DPIW Line 1) $6,109 $7,206 $8,323 $9,511 $10,838 $12,326 $13,965 6 Infrastructure/Overheads (Cat 2 & 3) $85 $91 $97 $103 $110 $117 $125 7 Consultancies $252 $269 $287 $306 $321 $337 $354 8 TOTAL GRANT INCOME (rows 5,6 & 7) $6,446 $7,566 $8,706 $9,920 $11,269 $12,780 $14,444 Teaching 9 Current teaching load $371 $371 $371 $382 $394 $405 $418 10 New teaching programs (u/g & p/g)** $381 $637 $878 $978 $1,037 11 TOTAL TEACHING INCOME (rows 9 & 10) $371 $752 $1,019 $1,272 $1,383 $1,455 12 TOTAL INCOME $13,628 $15,611 $17,379 $18,189 $20,137 $22,247 Projected Expenditure 2009 2010 2011 2012 2013 2014 13 Salary (operating less Buybacks)*** $4,314 $4,549 $4,779 $5,020 $5,273 $5,536 14 Salary (contract research staff plus Buybacks) $1,886 $1,961 $2,057 $2,157 $2,263 $2,377 15 Grant Running Costs incl infrastructure $5,320 $6,362 $7,454 $8,681 $10,062 $11,588 16 Non-salary**** $2,000 $2,100 $2,205 $2,315 $2,431 $2,553 17 DASA Running Costs $597 $626 $629 18 TOTAL EXPENDITURE (rows 13, 14, 15, 16, 17) $14,117 $15,598 $17,124 $18,173 $20,030 $22,053 19 INCOME LESS EXPENDITURE -$489 $13 $255 $16 $108 $193 20 Block Funding - Return to Central Funds $1,245 $1,243 $1,380 $1,531 $1,700 $1,887 Notes: * Block Funding is dependent on the relative performance of all Australian Univerities and other UTAS Schools/Institutes ** Additional teaching load not included here: Scientific Diving unit, DASA unit, professional courses

*** Buybacks - the portion of some grants that pays the salary of the Principal Investigator **** Non-salary expenditure includes: Staff Development, Public Relations and Marketing, Running Costs & Consumables, Travel, Office Administration, Library, Capital Equipment, Minor Works & Maintenance, Special purposes, Non-discretionary Funds. It does not include running costs on grant-funded projects.