I think one of the good ways to do it is to offer competitive start-up packages. In the U.S. right now, for a new faculty it's usually around $600,000 to $700,000 simply to start to build your lab area. Sometimes it may be difficult to do that at the universities in Canada, because start-up packages are not that high. The way you do it is to offer a good strategic network, people who attract other people.
Scientists are interesting. When you have one research lab that is very good, you attract other people who want to work in that particular area because people want to combine and solve things. That's why we do what we do. We like to solve things.
Going back to the U.S. again, the reason they build those cancer-nano networks and sensors is to have a conglomeration of people from different areas to try to solve a problem. Again, Genome Canada has done a very good job encouraging genomic research, but with the nano and so on I would like to go to the broader picture of the emerging technologies, not only nano. Nano is one area of emerging technology. We don't have those particular hubs, so that's where one of the challenges is.
Again, if you want to recruit people to Canada, you have to give competitive packages. That's first. Then you have a little bit of capacity at this point. Then have these guys go out and sell, and also encourage publications in good journals. That's the other thing. When I am looking for someone to collaborate with, I like people who are at the top of the game. In academia, the way you tell is from the level of journals. There are 6,300 journals. In nano, there are three or four top journals that are nano-focused. I know who those players are globally, and that's what attracted me.