Committee Update: Mining Industry Advisory Committee (MIAC)

In 1990, the Mining Engineering program at the University of Alberta (UofA) was targeted for closure due to low enrollment and cost reduction targets at the University.? At the same time, other Mining Engineering programs across North America were in decline and unstable. The mining industry members of ACR recognized both the future potential of the mining sector and the criticality of a strong mining program.

Mining members of ACR and the UofA Engineering Department committed to work together to save the mining program, provide oversight, and support it into the future.? The Mining Industry Advisory Committee (MIAC) was established in 1991 and remains active and effective today.? The working relationship MIAC brings has been recognized within the UofA, and at other universities, as a unique model of success in Industry-University cooperation, collaboration, and advancement.

MIAC’s longevity and success can be attributed to the joint involvement of industry and university members in the program, the will to act on and meet commitments, the development of Business Plans to provide five-year strategies, and plans that are supported and stewarded by all members.? This approach has provided the stability, flexibility and alignment that has been the key to navigating the last 33 years and strengthening the mining program at the UofA.

The business plans, in early years, focused on first stabilizing the undergraduate program (attracting new undergraduates, updating the curriculum, and program accreditation), and then on the other components needed to ensure a sustainable mining program (attracting and hiring faculty, graduate student and research programs, and facilities and equipment).? Over the first ten years (two business plans), MIAC’s commitment made the UofA mining program one of the top programs in Canada with the following achievements:

• a renewed marketing approach to attract 2nd year students, including information sessions, scholarships, and guaranteed jobs during work-terms and on graduation.
• the undergraduate class size grew from single digits to 20 new students per year.
• eight new faculty members hired.
• an updated curriculum including industry-taught lectures/courses.
• dedicated mining labs and facilities were added.
• all accreditations successfully passed.

A Business Plan update in 2004-05 recognized the continued decline in other mining programs in North America in conjunction with the impending retirement wave and future shortfall of mining engineers.? Given the current strength of the UofA program’s foundation, MIAC responded by expanding the program to 40 new students per year, hiring five more faculty members, and adding to the labs and facilities to update and support doubling the program size. The marketing, job placement, and expanded collaboration efforts between ACR members and the university were all strengthened to support this, and the program was successfully doubled in size by 2006, becoming one of the largest mining engineering programs in the world.

Between 2010 and 2019, three additional Business Plan reviews and updates were completed in response to changing external and internal factors.? A number of trends required review and adjustment to the MIAC Business Plan and work plans to maintain a stable long-term strategy:

• in North America and around the world, many mining programs experienced cycles of growth followed by shrinking or elimination, with the common theme being instability that followed the economic cycles and an overall trend of reductions.
• the workforce outlook for mining and mining engineers in Canada was showing a net deficit of supply with both retirements and growth in the industry in Canada and internationally.
• the need to adapt to changes in Industry member companies and within the University and have strong succession plans for faculty, MIAC members, and committees.
• the need to change and improve the work of MIAC given the larger program and the work needed to attract new students, provide job placements during work terms, ensure a relevant and current curriculum, and attract new faculty.

Throughout this period MIAC maintained a planful, stable approach and strengthened the mining program at the UofA. The program was targeted to grow to 60 students per year and set a foundation to consider growth to 80 students per year in future Business Plans. Five committees within MIAC have been the key to developing and implementing these plans over this period:

• Marketing: works to attract 1st year engineering students into Mining and has expanded to develop innovative industry sessions and relevant information for students at the UofA and other post-secondary institutions; scholarships were improved for students entering Mining engineering; industry members supported events and activities for students in mining; materials were developed to support teachers in Alberta schools with communicating the importance and opportunities in the Mining industry; and work with Inside Education impacted the Alberta curriculum and educated Grade 3, 6 and 9 teachers directly.
• Placement: the continued planning and support from MIAC members to commit good job opportunities for all students needing placement in work terms and after graduation resulted in 95%+ placement success. Placements included a wide variety of roles (from operators to engineering/technical support) and were necessary jobs that reduced net cost for employers. MIAC worked with the Engineering Co-Op office to ensure students received credit for all of these jobs. The job support and commitment were maintained through changing class sizes, regular and co-op school calendars and industry business cycles.
• Curriculum: a disciplined review and improvements to the mining curriculum were completed every 2 years to drive improved relevance, address changing trends, incorporate feedback from employers and graduates, and ensure continued accreditation success for the mining program.
• Research & Graduate Studies: numerous mechanisms were introduced to strengthen the connections between industry’s innovation needs and the capability at the UofA (e.g. expanded learning seminars, the ACR innovation forums held in conjunction with the AGM, and the Surface Mining Center links with the Canadian Mining Innovation Council).
• Effectiveness: the progress of MIAC, meeting business plan goals and implementing succession plans was managed throughout.? Turnover in industry members and representatives along with two new Engineering Deans, a new MIAC Chair, and two new ACR Executive Directors were transitioned effectively, and stewardship to the business plan progress and results was sustained.

In late 2019 and early 2020 COVID changed the game and demonstrated the commitment and adaptability of MIAC.? The economy faltered overnight, the University shut down on-campus classes and access, industry limited on-site work and hiring, and everyone moved to at-home videoconferencing.?? Many of the mechanisms that had allowed MIAC to be successful for 30 years were suddenly unavailable, particularly for marketing to new students and available jobs for work terms and new graduate placements.?

MIAC adapted quickly with all committees revising their work plans for 2020 through 2023 while maintaining the overall direction and stability.? Marketing plans switched to virtual mechanisms with the help of student representatives, outreach programs were put on hold, and scholarship strategies were adjusted to a larger number of students.? Job placements were maintained wherever possible, and the gaps were filled through new programs to employ students at the UofA with the support of COVID funding.? Student intake and enrollment was maintained at targeted levels throughout the pandemic.

As the pandemic controls ended in 2022, MIAC reviewed the work plans and adjusted the pre-pandemic approach to include what had been learned and new ways to be more impactful and effective.? This adaptation needed was as significant as at the start of the pandemic and all areas remain on track with the long-term business plan goals.

In 2023/24 a Business Plan review is being held to formally review the program goals and work plans. Initial scans show more mining programs around the world closing or reduced from the pandemic impact while there remains a continued and growing demand for mining engineers in Alberta and the world to support existing mines as well as the growth in critical minerals Forty new students entered mining in 2023, and this plan will establish the goal for the next five years along with the marketing, job placement, outreach, industry collaboration and MIAC membership needed to accomplish this.

MIAC has had a 33-year journey with a lot of change, but the underlying commitment and support of every industry and university member of MIAC has and continues to make the difference.? Some of the major accomplishments over the 33 years include:

• Almost 750 mining engineers graduated filling critical roles in the workforce around Alberta and the world. Many of whom are senior leaders in industry today.
• Seventeen Faculty hired to develop students and expand the resource sector capability in Alberta.
• Over 12,000 months of student employment in industry roles that develop students and provide real work and improved bottom lines for MIAC members.
• $400,000 in scholarships awarded to mining students.
• $100,000 has been invested in mining industry outreach in Alberta schools and curriculum.

MIAC has demonstrated its capability of success over the last 33 years and is set up to continue for the next 33 years!?The steady support and active involvement of ACR’s industry members, and UofA faculty and students have been the key to this journey.?The future for Mining Engineering at the UofA remains bright and is an outstanding and unique example of what the ACR and its members are capable of providing and developing in Alberta to support a critical resource sector.