At Trent, President Bonnie Patterson hopes to cash in by establishing a DNA research cluster in partnership with the provincial Ministry of Natural Resources (MNR), Fleming College, the Greater Peterborough Area Economic Development Corp. (GPAEDC), OPP and private commercial interest.

The project is being driven by Dr. Bradley White, an international authority on DNA research. Dr. White arrived at Trent in 1997 after stops at McMaster and Queen's universities, carrying his dream of a forensic research centre linking academic and commercial opportunity. He sees public and private spin-off business clustering at Trent, utilizing his and other's research. Dr. White was attracted to Trent by the proximity of the MNR and potential for partnering.

Dr. White provides the spark, Patterson the space and taxpayers the money for what could be a significant regional economic profile for our community. The concept fits neatly into a regional economic package (6,000 potential jobs are touted) and allows for CFI funding to flow to Trent.

To date $3.6 million,with matching provincial funds expected, has been promised if a building is on site by December 2005. The city has contributed $2 million to support sewers and roads to service the project on top of $280,000 in bridge financing to keep the project rolling. Peterborough County has not yet contributed. No private partners have been identified. The project is being sold on its potential. However, the initiative fits president Patterson's strategic planning goal to access funding, enhance research opportunities and meet future university commercialization targets. It also matches the McGuinty governments encouragement of linking university research more directly with commercial activity.

In the current world of university administrators, accessing government funding is essential to ensure research opportunities for faculty are maximized. Conflicts with the academic mission, ethics, and the ethos of the university are inevitable when external funding pressures attempt to influence existing operating principles.

From medieval guilds to modern corporations, people have wanted to profit from new research. Governments are now engaged in tying public institutional research with commercialization. Spin off companies and the tech transfers are linked to community economic benefits. It is a seductive argument, a hard sell and a means to access government funding. Behind all of this is a growing acceptance that the drive to create and innovate must have a commercial application. Private investment is ultimately the key to the project.

But combining business and academics is like mixing oil and water. Risking venture capital from the private sector does not mix all that well with academic purposes. Business acumen and intellectual ethics are a difficult fit. A recent public forum at Trent highlighted a number of these issues and president Patterson should heed the warnings that the project has the potential to bring disharmony to Trent unless handled with care. Questions relating to conflicts of interest, funding, governance, the impact on natural areas, sharing of revenue generated by intellectual research, and who will be responsible for a potential deficit require answers. Full disclosure of the concept and an independent, arm's-length audit of costs and benefits needs to occur before any public funds are allocated. The credibility and flexibility of the project must be analyzed within the context of Trent's financial position. Further public forums are essential. Trent can ill afford to repeat past processes used to resolve contentious issues.

The DNA concept is an excellent project. To be successful, it needs to be an open, collaborative process based on furthering the established purposes of the university. The process of enquiry must be more than a ritual exercise. It will require intensive communication, collaboration and collegiality to be successful.

Attracting clusters of businesses around high tech research is not an easy task despite the attractiveness of the proposal. Trent's board of governors needs to ask the appropriate questions and get input from the Trent community before a final commitment is made. City council needs to further debate the issue before extending more funding. Personal dreams supported by public funds require democratic support, strong leadership skills and a transparent process attached to an accountable business plan. With these principles attached, the DNA cluster had the potential to be a success story for Trent and our community.

Doug Peacock is a former city councillor and a retired educator. He teaches at Trent University's School of Education.

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