NEW ACADEMIC ADMINISTRATORS orientation 2014 Thursday August 21

NEW ACADEMIC ADMINISTRATORS orientation 2014 Thursday August 21, 2014

AGENDA 8: 30 -9: 00 am Breakfast and Registration 9: 00 -9: 10 am Opening Remarks Anthony C. Masi, Provost 9: 10 -9: 30 am Duties of Academic Administrators Lydia White, Associate Provost (Policies, 9: 30 -10: 15 am Difficult Situations – Scenario Presentation Line Thibault, General Counsel Chris Manfredi, Dean of Arts 10: 15 -11: 00 am 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: 15 am Coffee Break 11: 15 -11: 35 am Budgeting for your Unit Ghyslaine Mc. Clure, Associate Provost (Budget &Resources) Real Degan, Interim Director, Office of the Budget 11: 35 -11: 55 am Roadmap for Recruiting Ghyslaine Mc. Clure, Associate Provost 11: 55 am-noon Closing Remarks Anthony C. Masi, Provost Procedures & Equity) (Budget & Resources)

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 2 a 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 2 b 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 Ghyslaine Mc. Clure Associate Provost, Budget & Resources Real Degan Interim Director, Office of the Budget August 21, 2014 13

Content: - 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? 14

The Big Picture: Total Operating Revenues estimated at $768. 8 M for FY 2015 $’ 000 Short-term investments; 3 007; 0, 4% Endowment investments; 1 913; 0, 2% Tuition and student charges; 254 468; 33, 1% MESRS- operating grant, 361, 202, 47. 0% Gifts and bequests; 5 240; 0, 7% Sales of Goods & Services ; 117 530; 15, 3% FICOR; 25 400; 3, 3% 15

The Big Picture: Total Operating Expenses estimated at $775. 8 M for FY 2015 $’ 000 Special Projects; 9 000; 1, 2% Pay Equity Phase 2; 6 350; 0, 8% Academic Salaries; 227 129; 29, 3% Non-Salary Expend. ; 150 819; 19, 4% Net I/F Transfers out ; 54 500; 7, 0% Benefits; 81 718; 10, 5% Student Salaries; 9 985; 1, 3% Admin & Support Salaries; 208 664; 26, 9% Student Aid; 27 623; 3, 6% 16

Apr-14 p p 19 20 FY p 17 18 20 FY p p 16 20 FY f 14 13 15 20 FY FY 20 20 FY 12 11 20 FY 09 10 20 FY 08 07 20 FY 05 06 20 FY 04 20 FY 03 02 20 FY in $'000 The Big Picture: Deficit Outlook 140 000 120 000 100 000 80 000 60 000 40 000 20 000 0 Apr-13 17

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

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

Enrolment Changes: - 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 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 20

How are academic units involved in the budget process? - 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 21

Budget allocations: What can an academic unit expect? - 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) 22

Academic Renewal - 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. - http: //www. mcgill. ca/provost/files/provost/academic_renewal__hrbudget_feed_1 -oct-2012. pdf 23

Managing the Budget and year-end results: - 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. 24

Questions / discussion 25

Roadmap for Recruitment Associate Provost (Budget & Resources), Ghyslaine Mc. Clure

Tenure-track Recruitment Process (Summary) http: //www. mcgill. ca/apo/deans-and-chairs-guide/recruitment-appointment-flow-chart-tenure-stream/ ① Licence ② • Dean signals Staffing Need to Associate Provost and/or Provost • University's Strategic Plan • Licence Issued & added to STAR report • Unit Advertises approved position • CAUT/UA advertising obligations Candidates Apply ④ Candidate Selection ⑤ Candidate Approval Immigration, Relocation, Tax Holiday ⑦ Board Letter Issued Advertising ③ ⑥ • Applications received • Equity Form Sent to Candidates ⑧ Appointment Processes • 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 • Dean sends Associate Provost (via APO) dossier for Approval with documents appropriate to file type ⑨ CRC or Named Chair ? ⑩ Ph. D Rec'd • Any Immigration and/or relocation initiated • Tax Holiday? • Once all recruitment docs received by APO • Revised if Work Permit activation is not insync with start-date • Medical Insurance/SIN card • Benefits, Email/NCS, Library Access set-up • Temporary Work Permit activated, if required • Minerva Create employee & Appointment Form process • After discussion with Provost and preapproval in steps ① or ⑤, CRC or Named Chair dossier can at this step be finalized • Special Category are appointed Assistant Professor tenure-track once the Ph. D is received.

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 24 February 2015 Entrepreneurship & Innovation in Research University Services - Preparing for Renovations etc. 25 March 2015 Building a Culture of Service at Mc. Gill 29 April 2015 Work/Life Balance *All events to be held from 8: 00 -10: 00 am at the Faculty Club, Ballroom. Light breakfast will be served. Academic Leadership Forum 2014 -2015