NEW ACADEMIC ADMINISTRATORS
orientation 2014
Thursday August 21, 2014
AGENDA
8:30-9:00am
Breakfast and Registration
9:00-9:10am
Opening Remarks
Anthony C. Masi, Provost
9:10-9:30am
Duties of Academic Administrators
Lydia 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 Unit
Ghyslaine McClure, Associate Provost
(Budget &Resources)
Real Del Degan, Interim Director, Office of the
Budget
11:35-11:55am
Roadmap for Recruiting
Ghyslaine McClure, Associate Provost (Budget
& Resources)
11:55am-noon
Closing Remarks
Anthony 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
Ghyslaine McClure
Associate Provost, Budget & Resources
Real Del 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 $768.8M for
FY2015
$’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 $775.8M for
FY2015
$’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%
Admin & Support
Salaries, 208,664, 26.9%
Student Salaries, 9,985,
1.3%
Student Aid, 27,623,
3.6%
16
The Big Picture: Deficit Outlook
140,000
120,000
in $'000
100,000
80,000
60,000
40,000
20,000
0
Apr-14
Apr-13
17
Using the revenue and expenditure parameters to build a budget:
MESRST Grant
Student
Enrolment
Tution & Ancillary
Fee Revenue
Projected Unrestriced
Revenues
Other Revenue
Streams
(-)
Tenure Track Staff
Restricted Research
Revenues and
Administration
and Support Staff
Academic Renewal
Costs
(+)
Strategic priorities
and initiatives
(+)
Salary Policy
(+)
Fiscal Obligations
(+)
Long-term
investments
(+)
Budget Cut
(=)
Targeted Surplus /
Deficit
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 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
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 McClure
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
•Applications received
•Equity Form Sent to Candidates
Candidates
Apply
Candidate
Selection
⑤
•Dean sends Associate Provost (via APO) dossier for
Approval with documents appropriate to file type
④
Candidate
Approval
⑦
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
•Any Immigration and/or relocation initiated
•Tax Holiday?
Immigration,
Relocation, Tax
Holiday
Board Letter
Issued
Advertising
③
⑥
⑨
CRC or Named
Chair ?
⑩
PhD Rec'd
•Once all recruitment docs received by APO
•Revised if Work Permit activation is not in-sync 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 pre-approval 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 PhD 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
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.
Academic Leadership Forum
2014-2015