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Canadian research is largely driven by the research programs of Canadian universities. In many fields, including nuclear and particle physics, the scientific quest for a greater understanding of nature exceeds the resources of any single institution. A national laboratory, working closely with the university community and drawing together the strengths and capabilities of many institutions, is required. In the context of the Canadian nuclear physics community, this requirement led to the founding of TRIUMF. Launched in 1968 by three universities as a local facility for intermediate-energy nuclear physics, TRIUMF has now grown to be a nationwide effort. The laboratory has also expanded its fields of research from nuclear physics to include particle physics, molecular and materials science, and nuclear medicine.
TRIUMF is owned and operated by a consortium of Canadian universities. The Board of Management, which has representation from the Canadian universities members, guides the overall direction of the laboratory. The Policy and Planning Advisory Committee, established in 2008, is comprised of university members and provides detailed input into TRIUMF’s policy and planning decisions.
As part of the subatomic physics community, TRIUMF scientists participate with university-based physicists in developing the Natural Sciences and Engineering Research Council (NSERC)’s long-range plans for subatomic physics. TRIUMF uses these community-based plans, which discuss the long-term objectives of the field, to develop its own priorities. TRIUMF’s decisions about which projects to undertake are also guided by its policy of supporting only those projects that have been independently peer reviewed and endorsed by the scientific community.
The mix of resources at TRIUMF is very different than at a university. In fact, TRIUMF’s main strength is that it has a range of resources, both human and hardware. University-based researchers want to work with TRIUMF because these resources simply are not available at their home institutions. Scientists at TRIUMF become the key points of contact for their research. This contact helps foster collaborative partnerships among Canadian researchers and between Canadian researchers and their international colleagues. TRIUMF also provides salary support (in whole or in part) for about a dozen scientists resident at Canadian universities. In addition, as an active research centre, TRIUMF maintains an atmosphere that promotes intellectual activity through seminars, visitor programs, and workshops. Tying it all together is a management structure geared to maximizing the science impact for Canada.
The CFI (Canada Foundation for Innovation) program has had a dramatic impact on the Canadian university research program. Although TRIUMF cannot apply directly for CFI funds because they are available only to university researchers, university teams can apply for CFI awards for projects to be based at TRIUMF. TRIUMF’s capabilities have been expanded because a number of universities have elected to compete for, and win, support for TRIUMF-based projects.
The TRIUMF Life Sciences program is built on the lab’s unique ability to use its accelerator technology to produce isotopes, radiopharmaceuticals, and radiotracers for the diagnosis and treatment of disease. The centre-piece of this program is the TRIUMF/UBC PET Centre, a joint TRIUMF-university venture that studies the origins, progression, and treatment of Parkinson’s disease and other neurological diseases such as Alzheimer’s.
No discussion of the TRIUMF-university relations would be complete without a discussion of students and training. Although TRIUMF itself does not grant degrees, it works with the university community to enhance students’ and post-doctoral fellows’ training and research experience. Between 2003 and 2008, 319 undergraduate students worked at TRIUMF and 104 Ph.D. and 203 M.Sc. degrees were awarded for work done at least partially at TRIUMF.
One of TRIUMF’s core strengths in its interactions with the Canadian academic community is flexibility, its ability to approach collaborations in a variety of ways. The three most prevalent approaches