new academic administrators orientation 2014
DESCRIPTION
New Academic Administrators orientation 2014. Thursday August 21, 2014. AGENDA. 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. - PowerPoint PPT PresentationTRANSCRIPT
NEW ACADEMIC ADMINISTRATORS
orientation 2014 Thursday August 21, 2014
AGENDA8:30-9:00am 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 CounselChris Manfredi, Dean of Arts
10:15-11:00am Panel Discussion – Difficult ConversationsModerated 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 AdministratorsAssociate Provost (Policies, Procedures & Equity), Lydia White
Difficult SituationsScenarios for discussionGeneral Counsel, Line ThibaultDean of Arts, Chris Manfredi
Scenario 1You 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 2aYou 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 ConversationsPanel DiscussionModerated by Associate Provost (Policies, Procedures & Equity), Lydia WhiteDean of Arts, Chris ManfrediChair, Department of Medicine, Jim MartinChair, Department of Mining & Materials Engineering, Stephen YueVilma Campbell, Director & Senior Policy Advisor
Coffee Break
New Academic Administrators Orientation 2014
Budgeting for Your Unit
13
Ghyslaine McClureAssociate Provost, Budget & Resources
Real Del DeganInterim 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 FY2015
15
MESRS- operating grant, 361,202,
47.0%
FICOR; 25400; 3.3%Sales of Goods &
Services ; 117530.432947368;
15.3%
Gifts and bequests; 5240.046; 0.7%
Tuition and student charges;
254468.107556757; 33.1%
Short-term investments; 3007; 0.4%
Endowment investments; 1913.178; 0.2%
$’000
The Big Picture: Total Operating Expenses estimated at $775.8M for FY2015
16
Academic Salaries; 227128.627; 29.3%
Admin & Support Salaries; 208663.6258; 26.9%
Student Aid; 27623.402; 3.6%
Student Salaries; 9985.182; 1.3%
Benefits; 81717.9622; 10.5%
Net I/F Transfers out ; 54500; 7.0%
Special Projects; 9000; 1.2%
Non-Salary Expend.; 150818.736611193; 19.4%
Pay Equity Phase 2; 6350; 0.8%
$’000
The Big Picture: Deficit Outlook
17
FY2002
FY2003
FY2004
FY2005
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014f
FY2015p
FY2016p
FY2017p
FY2018p
FY2019p
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Apr-14 Apr-13
in $
'000
Using the revenue and expenditure parameters to build a budget:
18
MESRST Grant
Tution & Ancillary Fee Revenue
Other Revenue Streams
(-)
Tenure Track StaffAcademic Renewal
Costs(+)
Strategic priorities and initiatives
(+)Administration
and Support StaffSalary Policy
(+)Fiscal Obligations
(+)Long-term
investments(+)
Budget Cut
(=)Targeted Surplus /
Deficit
Student Enrolment Projected Unrestriced
Revenues
Restricted Research Revenues and
How can Academic Units impact University revenues?
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- 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.
- http://www.mcgill.ca/provost/files/provost/academic_renewal__hr-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
Roadmap for RecruitmentAssociate 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
Advertisin
g
• 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 Associate Provost (via APO) dossier for Approval with documents appropriate to file type
⑥Immigration, Relocation, Tax
Holiday
• Any Immigration and/or relocation initiated• Tax Holiday?
⑦Board Letter Issued
• Once all recruitment docs received by APO• Revised if Work Permit activation is not in-
sync with start-date
⑧Appointmen
t Proces
ses
• Medical Insurance/SIN card• Benefits, Email/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)
http://www.mcgill.ca/apo/deans-and-chairs-guide/recruitment-appointment-flow-chart-tenure-stream/
Academic Leadership Forum 2014-2015
Date* Topic
30 September 2014 Supporting the Advancement of Women
21 October 2014 Preparing Budgets & the FBM Process
26 November 2014Handling 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.