NEW ACADEMIC ADMINISTRATORS orientation 2014 Thursday August 21, 2014

AGENDA 8:30-9:00am Breakfast and Registration 9:00-9:10am Opening RemarksAnthony C. Masi, Provost 9:10-9:30am Duties of Academic AdministratorsLydia White, Associate Provost (Policies, Procedures & Equity) 9:30-10:15am Difficult Situations – Scenario Presentation Line Thibault, General Counsel Chris Manfredi, Dean of Arts 10:15-11:00am Panel Discussion – Difficult Conversations Moderated by Lydia White Vilma Campbell, Director & Sr. Policy Advisor; Chris Manfredi, Arts; Jim Martin, Medicine; Steve Yue, Mining & Materials Engineering 11:00-11:15am Coffee Break 11:15-11:35am Budgeting for your UnitGhyslaine McClure, Associate Provost (Budget &Resources) Real Del Degan, Interim Director, Office of the Budget 11:35-11:55am Roadmap for RecruitingGhyslaine McClure, Associate Provost (Budget & Resources) 11:55am-noon Closing RemarksAnthony C. Masi, Provost

Duties of Academic Administrators Associate Provost (Policies, Procedures & Equity), Lydia White

Difficult Situations Scenarios for discussion General Counsel, Line Thibault Dean of Arts, Chris Manfredi

Scenario 1 You are the recently appointed Chair of a Department and you have come to the conclusion that several tenured professors in your department are not performing adequately. One in particular has a poor record of teaching, in terms of quantity, quality and student satisfaction. There have been very few publications in the last 7 years, and he has not supervised graduate students in 4 years. He applied for a few grants at the urging of your predecessor, but did not succeed in getting the funds. He has been a member of Senate for the last 2 years. He received no merit increase for 3 years in a row, but did get a minimal one last year. The professor acknowledges that he had difficult conversations concerning his performance with your predecessor, but the file contains very little documentation concerning the matter.

Questions to ask yourself: What policies or regulations may apply to this situation? What measures can you take to deal with this situation? What options are available to you? Is there a threshold for acceptable performance, and what is it? What process should you follow to ensure that the professor understands the seriousness of the situation?

Scenario 2a You are informed by Paul, a graduate student in the laboratory of Professor Blondeau, that a research assistant, Ahmed, is harassing women (staff and students) working in the lab. Professor Blondeau is currently on sabbatical leave; he is conducting research in a remote area and is not regularly in contact with his lab. Professor Thomas is officially in charge during Professor Blondeau’s leave. Paul has alerted him to the problem. Paul believes Ahmed is suffering from stress related behavioral problems, or perhaps some form of mental illness. Prof. Thomas held a meeting of the males working in the lab and told them that they should be alert and make sure they intervene if any females are at risk. Paul and his colleagues have done everything they can to help Ahmed, but they are concerned about the wellbeing of the women working in the lab, particularly when they are alone with him. They also sought the help of the person in charge of HR in the Faculty who has suggested that the women who feel harassed should file complaints of harassment under the University policy and indicated there is little more she can do. None of them are willing to do it. Paul thinks they are concerned for their safety if they do this. Ahmed is becoming more and more agitated.

Questions to ask yourself: What is your role in this? How can you help, and who can help you? What measures can you take to alleviate the situation?

Scenario 2b A few days after you started to look into the matter, and discovered that Ahmed has had episodes of behavioral problems in the past when he was working in another lab, he leaves a strange and slightly threatening message on your voice mail, apparently at 2:30 in the morning. Minutes after you listen to the message he shows up at your office, demanding to see you right away. He is agitated and distraught, and you hear him speaking in an urgent way to the administrative staff. As you approach, you see that he is carrying a large bag.

Questions to ask yourself: How do you deal with this situation, what do you do, and in what order?

Difficult Conversations Panel Discussion Moderated by Associate Provost (Policies, Procedures & Equity), Lydia White Dean of Arts, Chris Manfredi Chair, Department of Medicine, Jim Martin Chair, Department of Mining & Materials Engineering, Stephen Yue Vilma Campbell, Director & Senior Policy Advisor

Coffee Break

New Academic Administrators Orientation 2014 Budgeting for Your Unit 13 Ghyslaine McClure Associate Provost, Budget & Resources Real Del Degan Interim Director, Office of the Budget August 21, 2014

Content: 14 -The “Big” Picture -How can academic units impact University revenue? -How is the University budget built? -How are academic units involved in the budget process?

The Big Picture: Total Operating Revenues estimated at $768.8M for FY

The Big Picture: Total Operating Expenses estimated at $775.8M for FY $’000

The Big Picture: Deficit Outlook 17

Using the revenue and expenditure parameters to build a budget: 18

How can Academic Units impact University revenues? 19 -Enrolment changes -Research -Indirect costs of research -CRC / CFI allocation calculations -Endowments / Gifts -Specific grants / contracts / community service

Enrolment Changes: 20 -All tuition, 75% of the provincial grant, and a significant portion of the sale of goods and services are a direct function of the University’s enrolments Provincial Grant: -The more teaching is done, the greater the provincial grant: -For the most part, the provincial grant depends on enrolment variations (student credits) converted to full-time equivalents (FTEs), and weighted by level and discipline (Weighted student units – WSUs) -There are as well about 2 dozen specific envelopes dedicated for various priorities Tuition: -For the most part tuition is regulated by the Gov’t: University keeps a portion of the Quebec tuition for all students – the remainder is recuperated by the Ministry -Also have deregulated and self-funded fees

How are academic units involved in the budget process? 21 -For the most part the budget process at the University level is done at a Faculty-level and not directly with academic departments (i.e. each Faculty can adopt its own specific budget process). -Agreements: -Reached with each Faculty stating priority investments, targets, and proposed new initiatives. -Span multiple years and all 4 fund types -Involves performance measures -It is up to the Faculties (not the Provost Office) to prioritize requests from their units

Budget allocations: What can an academic unit expect? 22 -Allocations are to a Faculty and not directly to an academic department (i.e. the Faculty can adopt its own specific budget allocation rules). -At the Faculty level the budget is based on the previous year’s budget +/- allocations for the new year. Some of the allocations provided: -Academic Renewal -Salary Policy -Benefits -Enrolment Driven Allocation -Indirect Research Cost Allocation -CFI LOF envelope (for wet lab areas) -CRC allocation -Graduate Student Support (through GPSO) -Funding for specific initiatives (priority pool envelopes)

Academic Renewal 23 -Establish a target complement for each Faculty -Funding of salary needs by central of all tenure track (TT) staff in Faculties along with a number of related allocations: -Start-ups -Endowed chair contributions -Spousal hires -Salary award incentive contribution -Contribution to recruitment costs -Moving expenses (including immigration fees) -French courses -Claw back of salaries from units when TT staff depart. - budget_feed_1-oct-2012.pdfhttp:// budget_feed_1-oct-2012.pdf

Managing the Budget and year-end results: 24 -The Deans have statutory responsibility over the budgets of their Faculty -Doesn’t mean that the Chairs don’t have a role -When a Faculty has expenses greater than its revenues / budget allocations, the negative result is carried forward to the subsequent year. -For unrestricted operating funds, when a Faculty has revenues / budget allocations greater than its expenses, the balance is put in a reserve for the Faculty. With permission from the Provost, the Faculty can tap into this reserve.

Questions / discussion 25

Provincial Teaching Grant weights: 26 Level Discipline Dentistry Humanities and Social Sciences Veterinary Sciences Geography Optometry Education Allied health Physical Education Nursing Management Pharmacy Fine Arts Pure Sciences Cinema and Photography Math Music Architecture and Urban Planning Languages and Litterature Engineering Law Computer Science Medicine Agricultural Sciences Medical Residents A weight of 1 is worth $3,711 per FTE

Other Provincial allocations: 27 -Administrative Support Grant: $1,706 per FTE -Graduation Premiums: -$500 per Bachelors -$1,000 per Masters -$7,000 per PhD -Student Services Grant: $77 per FTE -About 2 dozen other specific envelopes; eg.: -Libraries -Space maintenance -Space rental -Hospital support -Disabled student support

Tuition Fees: 28 -Three models currently at play: -Regulated fees: -Students pay regulated fees (gov’t decides) -All supplements (over and above Quebec tuition) are returned to Ministry -University receives grants for students -Deregulated fees: -Discipline specific (only for Engineering, Law, Management and Science) -Only for 1 st cycle programs (e.g. undergrad) -Only for international students -University keeps tuition (University decides on level) -Gov’t doesn’t provide teaching grant (other grants are however maintained) -Self-funded fees: -Allowed only in very specific cases -University keeps tuition -Gov’t provides no grant

Enrolment-Driven allocation 29 -Current allocations for FTE changes for regulated students: FacultyUgradMastersPhD Agric & Env Sc $3,500$6,000$11,000 Arts $2,400$4,000$7,500 CCE $2,400$3,600 Dentistry $9,000$6,000$11,000 Education $2,400$4,000$7,500 Engineering $3,000$5,000$11,000 Law $2,400$4,000$7,500 Management $2,400$3,600$7,500 Medical Residents $4,000 Medicine $3,500$6,000$11,000 MSE $3,000$4,000 Music $3,500$5,000$7,500 Relig. St. $2,400$4,000$7,500 Science $3,000$6,000$11,000

Roadmap for Recruitment Associate Provost (Budget & Resources), Ghyslaine McClure

① Licence Dean signals Staffing Need to Associate Provost and/or Provost University's Strategic Plan Licence Issued & added to STAR report ② Advertising Unit Advertises approved position CAUT/UA advertising obligations ③ Candidates Apply Applications received Equity Form Sent to Candidates ④ Candidate Selection Interviews leading to Short-List Equity Issues addressed on Short-List, if applicable Negotiations with top candidate occur Draft Letter of Offer(s) pre-approved by the Associate Provost ⑤ Candidate Approval Dean sends Associ ate Provos t (via APO) dossie r for Appro val with docu ments appro priate to file type ⑥ Immigration, Relocation, Tax Holiday Any Immigration and/or relocation initiated Tax Holiday? ⑦ Board Letter Issued Once all recruitment docs received by APO Revised if Work Permit activation is not in-sync with start-date ⑧ Appointment Processes Medical Insurance/SIN card Benefits, /NCS, Library Access set-up Temporary Work Permit activated, if required Minerva Create employee & Appointment Form process ⑨ CRC or Named Chair ? After discussion with Provost and pre-approval in steps ① or ⑤, CRC or Named Chair dossier can at this step be finalized ⑩ PhD Rec'd Special Category are appointed Assistant Professor tenure-track once the PhD is received. Tenure-track Recruitment Process (Summary)

Academic Leadership Forum Date* Topic 30 September 2014 Supporting the Advancement of Women 21 October 2014 Preparing Budgets & the FBM Process 26 November 2014 Handling Disputes, Grievances and Appeals Directed at the Chair, Director, or Dean 17 December 2014 Student Affairs 29 January 2015 Entrepreneurship & Innovation in Research 24 February 2015 University Services - Preparing for Renovations etc. 25 March 2015 Building a Culture of Service at McGill 29 April 2015 Work/Life Balance *All events to be held from 8:00-10:00am at the Faculty Club, Ballroom. Light breakfast will be served.