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Administrative Responsibilities and Accountability Presentation May 11, 2006 www.mcgill.ca/vpadmin/accountability.

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Presentation on theme: "Administrative Responsibilities and Accountability Presentation May 11, 2006 www.mcgill.ca/vpadmin/accountability."— Presentation transcript:

1 Administrative Responsibilities and Accountability Presentation May 11, 2006

2 2 2 Presentation Outline Introduction and Overview University Governance Record-keeping Best Practices Financial Management Internal Audit Human Resources Management Endowment Gifts/Donations Environmental Health and Safety Closing Comments

3 3 3 Introduction and Overview Objective To understand and support each other’s roles in order to ensure effective governance. To promote awareness of the tools that are available to help you fulfill your administrative roles.

4 4 4 Background Principal’s concerns list Vice-Principal’s objectives Built on departmental objectives Similar objectives in various groups Review with Audit Committee of common observations in audits Current context (Sarbanes Oxley, Bill 198)

5 ProfessorsResearchers Chain of Accountability Board of Governors Principal Provost & V-Ps Deans Chairs/Directors GovernmentCommunity Administrators 5

6 6 6 Deans, Chairs, Directors and Administrators’ Roles in Administration Responsible for exercising “governance” over a unit of the University. (See next two slides for definitions and Table of Key Controls) Accountable and responsible for meeting set objectives. Are able to say: “I have exercised effective administration and oversight of my Unit(s), and I am achieving my goals in an ethical manner.”

7 7 7 “Corporate governance is the system by which business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as, the board, managers, shareholders and other stakeholders, and spells out the rules and procedures for making decisions on corporate affairs. By doing this, it also provides the structure through which the company objectives are set, and the means of attaining those objectives and monitoring performance.” - OECD April 1999 What is Governance? A Management Perspective

8 8 8 “Corporate governance is about promoting corporate fairness, transparency, and accountability.” - J. Wolfensohn, president of the World Bank, as quoted by an article in Financial Times, June 21, What is Governance? A Management Perspective (Cont’d)

9 9 9 Properly Designed Committees Human Resources Strategy Codes of Conduct, Conflicts of Interest, and Ethics Records management Environment, Health and Safety Financial Management Purchasing (including PCards) Research Academic/Student Affairs Communication Information Technology Key Administrative Activities for Your Unit (Table of Key Controls)

10 10 University Governance Policies and Best Practices Johanne Pelletier Secretary-General University Secretariat

11 11 Topics for Discussion Governance bodies Board of Governors Senate RIAL “head office” Dispute resolution (tribunals, harassment policy) Wordmark, access to information Tenure and promotion Convocation Statutes, Regulations, Policies…

12 12 Board of Governors University’s governing body 25 voting members Authority/trustee of all University property and University affairs BoG = Royal Institution for the Advancement of Learning (Charters 1821 & 1852 )

13 13 Board of Governors - Committees Executive Audit Finance Human Resources Building and Property Investment Nominating and Governance Committee to Advise on Matters of Social Responsibility (CAMSR)

14 14 Senate “General control and supervision over the academic activities of the University” Curriculum and courses of study; regulations for admission; changes in curriculum; and requirements for degrees, diplomas, or certificates. 107 members

15 15 Senate - Committees Study issues and formulate policies. Not responsible for administrative matters, budgets, or for the appointment of personnel, although the adoption of policies they recommend may naturally involve administrative action by the proper authorities.

16 16 Navigating Through Governance Bodies What must go to Senate and or Board? Governance 101? Calendars of Business – Board, Senate

17 17 Secretariat – Other Functions Dispute resolution (tribunals, Harassment Policy) Wordmark, access to information Tenure and promotion Convocation Honorary Degrees Elections University record-keeping

18 18 Statutes, Regulations, Policies… Statutes? Rules or internal “legislation” Role of Board, Senate, Officers (Chancellor, Principal, Provost, Deputy Provost, V-Ps, Secretary-General, Faculties, Deans, Departments, Degrees, Convocations) the Visitor?

19 19 Statutes, Regulations, Policies… (Con’t) Regulations? Wordmark and Insignia of McGill University, Policy on Use of Policy on Exterior Signage Policy on Honorary Degrees Signing Authority Tenure Regulations (2006)

20 20 Signing Authority? 1.1. Any authority or accountability granted under these Regulations is delegated by the Board of Governors of McGill University and the Royal Victoria College (RVC), or the Trustees of the Royal Institution for the Advancement of Learning (RIAL) (collectively, “the Board of Governors” or “the Board”), which have ultimate responsibility for conducting the business of McGill University (the “University”), safeguarding University assets against loss or improper use and producing reliable financial records for internal use and external reporting purposes No individual may sign any contract that creates an obligation or undertaking on behalf of the University unless that individual has signing authority in accordance and compliance with this Policy These Regulations shall be interpreted restrictively and signing authority shall not be established by analogy or through historical practice.

21 21 Governance - - Administration? Governance: Governance generally occurs in one place, while administration generally happens at multiple levels and areas. Governance guides administrative direction. Administration develops goals/priorities/strategy in collaboration with governance; carries out day-to-day operations to achieve aspirations agreed on by governance. Example? University Building Committees = principles governing management of immoveable assets Administration = policies/guidelines re facilities management, development

22 22 Principal & Vice-Chancellor Senate Board of Governors Secretariat Governance - Summary

23 Johanne Pelletier Questions?

24 24 McGill Record-Keeping: Policies and Best Practices Alex Richmond Senior Archivist Records Management McGill University Archives

25 25 Topics for Discussion MUA (McGill University Archives) Mandate Employee Obligations Records Management Services digitalpermanence

26 26 MUA Mandate Terms of Reference, McGill University Archives Executive Committee, Board of Governors January 17, 2005 To promote good governance and accountability through the protection of the University’s documentary heritage and records/information assets, in all formats, by combined archives and records management services. University’s official custodian of archives and records

27 27 Employee Obligations? Terms of Reference, McGill University Archives Executive Committee, Board of Governors January 17, 2005 Ensure the security and management of records while in their care. Comply with the policies and procedures of the University Archives, including the management and transfer of records to the University Archives in accordance with MURRS.

28 28 Records Management Benefits It’s not just about obligation – Records Management helps you Enhances administrative decision making Facilitates information sharing throughout McGill Reduces time & labour costs Protects the legal and financial interests of McGill Assists in risk assessment and risk management initiatives

29 29 MUA Records Management Services McGill University Records Retention Schedule (MURRS) File Storage & Retrieval Services Integration of New Record-Keeping Technologies – The digitalpermanence Project

30 30 MURRS Tool to manage records through life-cycle Provides employees with knowledge of: ●How long to keep the record ●When to transfer the record to the archives ●How long the Archives keeps the record MURRS helps us understand not only what we keep, but what we can destroy legally

31 31 Records can be a liability Storage costs – McGill need only keep 5% of all records Must be part of McGill’s every-day course of business practices Without authorisation, there is no evidence the destruction was done according to MURRS Destruction requires the joint approval of the University Archivist and the heads of academic or administrative Units responsible for the records Authorized Destruction Why is it Important?

32 32 Digital Permanence digitalpermanence is a McGill University Archives initiative, promoting the collaborative, strategic, long-term management and preservation of McGill University’s electronic records.

33 33 Digital Permanence Projects University-Wide Classification Scheme Scanning Standard Governance Online Management

34 Questions? Alex Richmond Contact Information 34

35 35

36 36 Financial Management Matthew Nowakowski Controller, Accounting Department

37 37 Accounting/Finance Department Function The Accounting Department is responsible for recording and reporting information received on the financial activities of the University’s units, and high-level monitoring of the integrity of financial transactions. Additionally: High-level guidance to the University on financial issues and management. Preparation and management of the annual operating and capital budget. Planning and liaison with government on physical resources and financial matters.

38 38 McGill’s Environment Decentralized Financial management activities occur in Faculties, with authority and responsibility for resource allocation, receipts, expenditure authorization, and requisitioning delegated to individual departments or budget units.

39 39 McGill’s Environment (cont'd) With Autonomy Comes Accountability The discretion to manage affairs independently must be accompanied by the assumption of responsibility for those affairs. Local units must take responsibility for ensuring that controls are in place and operating effectively at the local level. Primarily responsible for coordinating with central specialists to ensure that controls are in place and operating effectively at the local level.

40 40 Your Role in Financial Management You are responsible for your unit’s financial operations and internal controls. Revenue management Expenditure management (salary and non-salary) You have authority over resource allocation, spending, and revenue-generating decisions.

41 41 Scope of Your Responsibility All fund types within your Faculty or Departmental jurisdiction: Operating Funds Other Unrestricted Funds Self-financing & special purpose (typically with limited life) Unrestricted donations Restricted Fund Restricted donations Student aid Income from endowment funds (McGill Investment Pool) Research grants and contracts* *Note: Principal Investigators have authority over their research funds; however, Chairs have overall responsibility to ensure that grants are well managed and that overspending does not occur.

42 42 Scope of Your Responsibility (cont'd) Endowment Funds Plant (capital) Funds Capital and major equipment Construction and renovation

43 43 Your Primary Financial Management Responsibilities (cont'd) Adherence to policies and procedures Legitimate, appropriate, and reasonable use of resources to advance academic objectives No deficits

44 44 Your Primary Financial Management Responsibilities (cont'd) Fund Financial Manager Primarily responsible for ensuring controls are in place and operating effectively at the local level. Must make an assessment of the significant risks existing in each fund’s situation, as risks vary by type of activity: Operating departments Self-financing activities Restricted funds Research grants Responsibility for design and implementation of controls is often delegated to administrative personnel.

45 45 Your Primary Financial Management Responsibilities (cont'd) University Provides an overall policy framework which must be adhered to. Provides overall controls in areas of significant institutional risk: Full-time appointments Operating budgets Research funds Procurement transactions Verifies and approves certain transactions.

46 46 Key Control Activities for Your Unit Organization Structure Employees’ job descriptions and objectives should properly reflect the unit’s control objectives and the University’s control and policy requirements. Employees must have the appropriate training to execute financial management responsibilities at their assigned level. Attention must be paid to segregation of duties: Separation of custody vs. recording Ensure delegation of duties is documented, and all parties involved understand their responsibilities.

47 47 Key Control Activities for Your Unit Operating Budgets Should be kept up to date to reflect current state of operations. Must be approved at the appropriate level. All significant assumptions and changes should be documented.

48 48 Key Control Activities for Your Unit Fund Structure Funds should be structured to properly support financial management requirements. Employees with financial responsibilities should be aware of the funds in their unit, and each fund’s purpose. Fund structure should be reviewed periodically.

49 49 Key Control Activities for Your Unit Financial Monitoring Financial results should be reviewed regularly. Ensure transactions are: Legitimate Appropriate Authorized In accordance with policies Reasonable use of funds in support of the unit’s objectives

50 50 Key Control Activities for Your Unit Financial Reporting and Review Unit leaders should receive regular reports summarizing operations and status of funds. Be aware of significant over-expenditures, both existing and potential. Review status of operating funds, project to year-end versus budget.

51 51 Key Control Activities for Your Unit Key Policies University regulation on signing authority P-Card policy Travel expense policy Agreement on internal trade

52 52 Key Control Activities Summary Your signature matters! Do not sign anything you do not understand and/or agree with. What your signature means: transactions are: legitimate, appropriate, and properly authorized. Responsibility can be delegated in certain circumstances, but you are ultimately responsible. Need help? Contact Matthew Nowakowski at extension 2310 or at

53 53 Tools for Success Budgets. Financial Information System (FIS) specialists at the Faculty and departmental level. Monthly financial statements are readily available on the web (Minerva): Summary of all funds under your jurisdiction; detailed transactions for a specific fund; and detailed payroll and salary encumbrances information for a fund.

54 54 Sources of Information Your Faculty Budget Office Departmental Administrative Assistant/Officer Financial Services staff: Infrastructure and Reporting group; Fund Administrators; and Department Managers. FIS specialists Information Systems and Technology Customer Services (ICS) helpdesk

55 55 Sources of Information (cont’d) Accounting department website: Internal Audit website: Financial Administration Training Program. Financial Administrators’ Forum. Targeted communication and information sessions throughout the year.

56 56 Internal Audit Gracy Pardillo Senior Auditor, Internal Audit Department

57 57 Internal Audit’s Role We report to Audit Committee of the Board. We corroborate whatever internal controls exist and are effective. We make recommendations with respect to policy and internal controls.

58 58 Audit Services 1. Faculty and Administrative Unit Audits, including Information Technology 2. Follow-up Audits 3. Continuous Audits 4. Special Mandates 5. Board-approved Audits

59 59 Examples of Recommendations Monitoring and reconciling of fund activity “Blind” signing PCard transactions, expense reports, POPS (all subject to continuous audit) Hardware and software purchasing controls

60 60 Our View We believe that everyone wants to do the right thing, and that everyone believes they are doing the right thing.

61 61 Human Resources Robert Savoie Executive Director, Human Resources Department

62 62 Topics for Discussion 1.Department Function 2.Your Role in H.R. Governance 3.H.R. Governance Framework 4.Conflict of Interest 5.Harassment 6.Key H.R. Control Activities 7.Additional Resources

63 63 Develops H.R. strategies and practices to ensure the successful implementation of the University’s mission. Builds performance and competencies to support institutional capabilities. Responsible for the staffing and recruitment of administrative and support staff. Manages design and delivery of Staff Development. Develops policies affecting the working conditions of administrative and support staff. Negotiates and implements collective agreements. A University resource that: Department Function

64 64 Develops remuneration and benefits programs for all University staff. Manages Health and Safety programs. Area Personnel Officers/Area Personnel Representatives are local specialists who perform human resource functions, report to individual Faculties, and have responsibility for ensuring the proper application of University policies and procedures. For more information, visit A University resource that: Department Function (cont'd)

65 Governance of Human Resources Management of Working Conditions Management of Performance Management of Health and Safety Management of Termination START Management of Organizational Planning Management of Hiring Management of Compensation 65

66 66 Management of Organisational Planning -Define future unit needs and objectives -Understand the roles and responsibilities of staff -Understand occupational categories -Understand reporting structure Management of Hiring -Recruit quality personnel to meet present and future needs -Interview, evaluate, select and document hiring process -Look for different recruiting pools Your Role in H.R. Governance

67 67 Management of Compensation -Management of salaries -Review your internal equity -Ensure information to generate payroll is processed accurately and on time -Verify benefits enrolment Management of Working Conditions -Ensure compliance with policies, procedures, regulations, collective agreements and legislations -Absence management Your Role in H.R. Governance (cont'd)

68 68 Management of Performance -Performance dialogue process -Document -Plan staff training and development, taking into account Unit and University needs Management of Health and Safety -Provide a safe working environment -Be knowledgeable about crisis/emergency management -Follow fire, environmental safety and health procedures Your Role in H.R. Governance (cont'd)

69 69 Management of Termination -Ensure security procedures are followed – removal of keys, codes, I.D. Cards, critical data, etc. -Documentation Your Role in H.R. Governance (cont'd)

70 70 H.R. Governance Framework 1. University Policies 2. Collective Agreements 3. Civil Code 4. Labour Code 5. Employment Standards 6. Human Rights 7. Health and Safety 8. Environmental Legislation 9. Privacy 10. Access to Information 11. Pay Equity 12. Employment Equity

71 71 Conflict of Interest Unauthorized use of privileged information. Use of University services and resources. Employment, supervision or evaluation of persons or family to whom they owe a personal or legal obligation. External commitments.

72 72 Harassment McGill is committed to: Promoting personal dignity and fair treatment of all members of the University. Providing an environment free of harassment.

73 73 Key H.R. Control Activities Management of hiring process. Management of compensation. Performance management process. Ongoing training and development of staff. Management of health and safety/working conditions. Review of hiring, appointment form, payroll and benefits information.

74 74 Additional Resources 1.Area Personnel Officers/Area Personnel Representatives 2.Academic Personnel Office 3.Human Resource Specialists 4.www.mcgill.ca/hr 5.Collective agreements

75 75 Gifts, Donations, and Endowments Julie Ghayad Financial Director Development, Alumni, and University Relations

76 76 Topics for Discussion 1. Types of Donations 2. Endowment Gifts/Donations 3. Key Controls

77 77 Types of Donations What constitutes a donation: Transfer of property (usually cash) Transfer is voluntary Transfer is made without expectation of return (no direct benefit to donor) All three conditions must exist.

78 78 Types of Donations (cont'd) Cash/equivalent Securities Gifts in kind Items that do NOT qualify as donations: Sponsorships Membership fees Payments for services Benefits from special events

79 79 1. Capital protected in perpetuity memorandum of agreement 2. Fund administration creation of endowment capital fund purchase of units use of endowment module 3. Spending power income account is a restricted fund; spending must be consistent with the donor’s wishes allocation of income; monthly distribution Endowment Gifts/Donations

80 80 4. Your role monitoring of income spending Faculty endowments – Deans/Chairs’ discretion use judgment; if in doubt, request clearance from donor 5. Reporting to donor feedback on stewardship and endowment performance allows for continual contact with donors provides evidence of appropriate governance Endowment Gifts/Donations (cont'd)

81 81 6. Risk to reputation our ability to attract future gifts rests in part on our capacity to demonstrate strong and effective governance any dissolution of perceived confidence will affect our ability to attract future gifts Endowment Gifts/Donations (cont'd)

82 82 Key Controls Approval of development fundraising plan (annually) Donations are adequately documented Donations forwarded to Faculty Development Office for prompt processing, receipting, and recognition Donations are allocated to purposes as agreed upon by the donor and the University

83 83 Key Controls (cont'd) Timely and accurate reports are produced to keep donor apprised of the use and impact of funds Contact information on alumni/donors is forwarded to Faculty Development Office to ensure accurate and current data Solicitation and alumni events are coordinated through the Development, Alumni & University Relations Office

84 84 Contact Information Ann Dowsett Johnston, Vice-Principal, DAURext: 3529 Farhana Mather, Sr. Exec Director, Developmentext: 2873 Susan Reid, Director, Bequests & Planned Giftsext: 8286 Honora Shaughnessy, Sr. Exec Director, Alumni Relationsext: 3555 Marc Weinstein, Assistant VP & Director of Campaignsext: 5807 Lori Yersh, Executive Director, Strategic Stewardshipext: 3567 Julie Ghayad, Financial Director ext: 3558

85 85 Environmental Health and Safety Wayne Wood Manager, EH&S

86 86 Topics Department Function EH&S legal requirements Internal Responsibilities and Unit Control Activities Departments in Laboratory Disciplines

87 87 Information Measurement Liaison with regulatory agencies EHS web site: Environmental projects: Hazardous Waste Management Program: Environmental Health and Safety Office

88 88 Legislated Requirements Provincial: Health and Safety Act and regulations Worker’s compensation Environmental Protection Civil Code Charter of Human Rights and Freedoms

89 89 Health and Safety Act Employer Duties of Care: Inform workers of risks and related safety procedures Provide adequate supervision, instruction or training Systematically identify, evaluate, and control risks

90 90 Charter of Human Rights and Freedoms Article 46 provides that every person who works has a right “…in accordance with the law to fair and reasonable conditions of employment which have proper regards for his health, safety and physical well-being.”

91 91 Civil Code of Quebec Article 2087 provides that the employer is required to “… take any measures consistent with the nature of the work to protect the health, safety and dignity of the employee.”

92 92 Federal Legislation Canadian Nuclear Safety Control Act Canada Criminal Code

93 93 Canada Criminal Code Article provides that “everyone who undertakes or has the authority to direct how another person does work or performs a task is under a legal duty to take reasonable steps to prevent bodily harm to that person or any other person arising from that work or task.”

94 94 Internal Responsibility Systems 94

95 95 McGill’s IRS The People in the IRS

96 96 Internal Responsibilities: Chairs, Unit Heads Require evidence from direct reports that H&S functions well Work with direct reports to solve unresolved issues Bring unresolved H&S issues to senior management Appoint and support Department/Unit Safety Committee

97 97 Internal Responsibilities: Deans and Directors Hold direct reports accountable for H&S responsibilities Require evidence that H&S functions well Respond promptly to reports by Chairs, Directors & Unit Heads

98 98 Health and Safety Committees Joint Advisory Health and Safety Committee University Laboratory Safety Committee Departmental Safety Committees

99 99 Departmental Safety Committees Mandatory in laboratory disciplines + Farm + Facilities Valuable compliance and IRS monitoring tool for Chair Internal Responsibilities for Laboratory Safety Lab Directors Students and Staff Other

100 Closing Remarks What Happens Now? We would ask you to use the Table of Key Controls to evaluate your Unit and ensure that they are in place. Our internal auditors will use the Table of Key Controls for the first audit of every Faculty/Unit. Visit our web site for copy of presentation and all related documentation:


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