background

When GEMOC started in 1996, it had a research funding base (from ARC) exceeding that provided by DETYA for the Key Centre.  The success of GEMOC relies on maintaining a minimum of this existing funding level from non-Key Centre resources for research projects.  This  budget strategy is integral to ensuring that GEMOC is viable beyond the DETYA funding cycle by requiring that research projects are competitive on the open market and do not become dependent on the Key Centre funding. This strategy was ratified at our mid-term review in 1998.  Hence no mature research projects are funded from GEMOC DETYA funds as documented for the original contract with DEETYA.

The Key Centre funds are used as forecast in the original projected budget for:

• new expertise (part funding postdoctoral fellows, lecturer, professorial fellow)

• gaining leverage for other funding

• new initiatives (seeding and pilot projects)

• dedicated specialised infrastructure

• networking

• scholarships and support to encourage Honours and postgraduate participation

• international visitor program including continuation of China Links

• operating funds including publicity

background

The guidelines for this round of Key Centres required a strategy for funding continuity beyond the six years of Commonwealth Key Centre funding

budget continuation

Management of the DEETYA funding is designed to provide leverage as shown by the following examples:

• Research operating money is a small budget item and is allocated for pilot studies or urgent top-up only. No mature research programs are funded by the Key Centre.

• GEMOC aims to capitalise on the flexibility provided by assured core funding as a multiplier. For example, researchers can be attracted for limited times with GEMOC funding and then transferred to external support.

• Recruitment of quality staff brings more external funding.

• Industry involvement and interaction creates collaborative links of mutual benefit and a basis for long-term research funding.

• Promises of staff replacements have been honoured by Macquarie University and ANU and bring new funding bases and collaborative networks. Macquarie University signed a formal new agreement for the mid-term review in March 1998.

• GEMOC’s structure is a blueprint for renewal and strengthening of Geology and Geophysics at Macquarie and for the maintenance and expansion of Resource Geology at ANU.

 

• Funding in GEMOC provides assured placement for outstanding students

• Students can then be transferred into other funding schemes

• Other programs are funded by industry collaboration (eg APA I, direct funding and/or project support)

• Exchange agreements with Nanjing University and China University of Geosciences allow for waiving of fees for postgraduate students

• Exchange ("Co-tutelle") agreement with the University of St Etienne enables postgraduate links with co-supervision

The geochemical facilities are a high-budget item in terms of maintenance, running costs, replacement and especially for new purchases to maintain frontline developments. These facilities are vital to all of the four GEMOC programs and to attracting research and industry income.  Funding strategies in place include:

• User-pays system for running, maintenance and development costs

• University annual contributions: very strong support (see Table of 1997 funding)

• Macquarie University’s guarantee of a strategic plan to ensure the integrity and maintenance and appropriate staffing of the Geochemical Analysis Unit

 
• R&D (Research and Development) ventures with manufacturers leading to equipment replacement

 
• Applications to funding schemes (eg ARC Research Infrastructure) for matching funds for new purchases

 
• Provision of services to external clients including industry

 
• Industry capital investment in return for access equity, negotiated intellectual property and collaborative rates for access time