BOARD OF GOVERNORS
    NOTICE OF MEETING
    December 4, 2020
    The Agenda and documents for the Open Sessiomn eeting of the Board of Governors f o
    Concordia University held on Wednesday, December 9, 2020, at 4 p.amre . now posted
    on the website.
    Please note that while there is an Open Session, given that the meeting is being held by
    video conference, only Governor, s resources and invited guests will be admitted to the
    meeting.
    Exceptionally, the Open Session meeting will be recorded anmd ade available for
    viewing on the
    Board website
    for one week following the meetingT. he recording
    will be removed and deleted thereafter.
    Danielle Tessier
    Secretary of the Board of Governors

    2
    4:05
    10.
    Business arising from the Minutes not cinluded on the
    Agenda
    4:10
    11.
    President’s report (Document BG-2020 -8-D8)
    G. Carr
    Information
    4:20
    1 2.
    Audit Committee recommendation regarding
    Information Technology Policy
    (Document BG-2020- 8-D9)
    G. Paulez/
    M. Di Grappa
    Approval
    4:40
    13.
    Human Resources Committee recommendation
    regarding selected employment and evaluation policies
    (Document BG-2020 -8-D10 )
    J. Bicher/
    F. Jacobs
    Approval
    5:15
    14.
    Presentation on future of teaching and e-learning
    (Document BG-2020- 8-D11)
    S. Gabriele/
    R. Cassidy
    Information
    5:45
    15.
    Other business
    5:50
    16.
    Adjournment
    H. Antoniou

    BG-2020-7
    MINUTES OF THE OPEN SESSION
    OF THE BOARD OFGOV ERNORS
    Held on Wednesday, October 21, 2020, at 4 p.m.
    via Zoom Video Conferencing
    PRESENT
    Governors: Helen Antoniou,
    Chair
    , Françoise Bertrand, Jeff Biche, r Patrice Blais, Antoinette
    Bozac,
    Ken
    Brooks,
    William
    Bukowski,
    Graham
    Carr,
    President
    and
    Vice-Chancellor
    ,
    Gina
    P.
    Cody, Roy Cross, Selvadurai Dayanandan, Pat Di Lillo, Adriana Embiricos, Caroline Jamet,
    Odile Joannette, Claude Joli-Coeur,
    Vice-Chair
    , Isaiah Joyner, Claudine Mangen, Frédérica
    Martin,
    Vice-Chair
    ,
    Georges
    Paulez,
    Philippe
    Pourreaux,
    Ted
    Stathopoulos
    Alternate Governor: Chelsea Okankwu
    Non-voting observer: Jonathan Wener,
    Chancellor
    Also attending: Philippe Beauregard, Sylvie Bourassa, William Cheaib, Paul Chesser,
    Denis Cossette, RogerC ôté, Michael Di Grappa, Nadia HardyF, rederica Jacobs, Lisa Ostiguy,
    Anne Whitelaw, Paula Wood-Adams
    ABSENT
    Governors: Rana Ghorayeb, SuzannSe auvage
    1.
    Call to Order
    The
    Chair called the meeting to order a4:t 02 p.m., welcoming Michael Di Grappa and
    thanking Roger Côté for his contributions throughout the yearSs. he also welcomed Odile
    Joannette who was attending her first meeting.
    1.1
    Adoption of the Agenda
    Upon
    motion duly moved and seconded, it was unanimously RESOLVED:
    R-2020 -7-4
    That the Agenda be approve, d nci luding the items on the Consent Agend.a
    CONS ENT

    2
    2.
    Requests for the use of the Concordia nam(e Document BG-2020- 7-D2)
    R-2020- 7-5
    That, subject to the conditions set out in the Policy on the oUf sCe oncordia University’s
    Name, Logo and Related Insignia, and the Governance of its Visual Character and
    Digital Presence (SG-4), the Board of Governors approve the following requests to use the
    Concordia name:
    • Concordia Film Society
    • Concordia Sports Management Group
    • Themed Entertainment Association (TEA) Concordia
    3.
    Audit Committee recommendations:
    3.1 Système d’information financière des universités (SIFU) for the year ended April 30, 2020
    (Document BG-2020- 7-D3)
    R-2020-7-6
    That, on recommendation of the Audit Committee, the Board of Governors approve the
    Système d’information financière des universités (SIFU) for the year ended April 30,
    2020.
    3.2 Interfund transfers for the year ended April 30, 2020
    (Document BG-2020- 7-D4)
    R-2020-7-7
    That, on recommnedation of the Audit Committee, the Board of Governors approve the
    interfund transfers disclosed under Note 19 of the financial statements for the fiscal year
    ended on April 30, 2020.
    4.
    Borrowing from Financement-Québec (Document BG-2020- 7-D5)
    R-2020- 7-8
    ATTENDU
    QUE, conformément à l’article 78 de la Loi sur l’administration financière
    (RLRQ, chapitre A-6.001), l’Université Concordia (l’E« mprunteur ») souhaite instituer
    un régime d’emprunts, valide jusqu’a30
    u juin 2021, lui permettant d’emprunter à long
    terme auprès de Financemen-tQuébec, pour un montant n’excédant pas49 895 120 $;
    ATTENDU QUE, conformément à l’article 83 de cette loi, l’Emprunteur souhaite
    prévoir, dans le cadre de ce régime d’emprunts, que le pouvoir d’emprunter et celui d’en
    approuver les conditions et modalités soient exercés par au moins deux de ses dirigeants;
    ATTENDU QU’il y a lieu d’autoriser ce régime d’emprunts, d’établir le montant
    maximum des emprunts qui pourront être effectués en vertu de cel-cui, i ainsi que les
    caractéristiques et limites relativement aux emprunts à effectuer et d’autoriser des
    dirigeants de l’Emprunteur à conclure tout emprunt en vertu de ce régime et à en
    approuver les conditions et modalités;
    ATTENDU QUE la ministre de l’Enseignement supérieur (la Mi« nistre ») a autorisé
    l’institution du présent régime d’emprunts, selon les conditions auxquelles réfère sa lettre
    du 24 septembre 2020;
    IL EST RÉSOLU :

    3
    1. QU’un régime d’emprunts, valide jusqu’a30
    u juin 2021, en vertu duquel
    l’Emprunteur peut, sous réservde es caractéristiques et limites énoncées -caiprès,
    effectuer des emprunts à long terme auprès de Financemen-Qtuébec, pour un montant
    n’excédant pas 49 895 120 $, soit institué;
    2. QUE les emprunts à long terme effectués par l’Emprunteur en vertu du présent
    régime d’emprunts soient sujets aux caractéristiques et limites suivant: es
    a) malgré les dispositions du paragraphe1 ci-dessus, l’Emprunteur ne pourra, au
    cours de chacune des périodes d
    q
    e
    uinze mois
    s’étendant du
    er
    1avril
    au30 juin et
    comprises dans la période visée au paragraphe
    1, effectuer des emprunts qui
    auraient pour effet que le montant total approuvé pour l’Emprunteur, pour une
    telle période, par le Conseil du trésor au titre de la programmation des emprunts à
    long terme des établissements universitaires, soit dépassé;
    b) l’Emprunteur ne pourra effectuer un emprunt à moins de bénéficier d’une
    subvention du gouvernement du Québec conforme aux normes établies par le
    Conseil du trésor, au titre de l’octroi ou de la promesse de subventions aux
    Universités, ainsi qu’aux termes et conditions déterminés par la Ministre et
    pourvoyant au paiement en capital et intérêt de l’emprunt concerné même si, par
    ailleurs, le paiement de cette subvention est sujet à ce que les sommes requises à
    cette fin soient votées nanuellement par le Parlement;
    c) chaque emprunt ne pourra être effectué qu’en monnaie légale du Canada auprès de
    Financement-Québec;
    d) le produit de chaque emprunt ne pourra servir, outre le paiement des frais
    inhérents à l’emprunt concerné, qu’aux fins suinvtaes :
    i) le financement des dépenses d’investissement faites par l’Emprunteur aux
    termes d’un plan d’investissement approuvé par le gouvernement du Québec;
    ii) le refinancement d’une partie ou de la totalité d’emprunts antérieurs venus à
    échéance; ou
    iii)le remboursement d’emprunts bancaires contractés en attente du financement à
    long terme ou de refinancement.
    3. QU’aux fins de déterminer le montant total auquel réfère le paragrap1 hce i-dessus, il
    ne soit tenu compte que de la valeur nominale des emprunts effectués par
    l’Emprunteur;
    4. QU’en plus des caractéristiques et limites énoncées précédemment, les emprunts
    comportent les caractéristiques suivantes :
    a) l’Emprunteur pourra contracter un ou plusieurs emprunts pendant toute la durée
    du régime d’emprunts jusqu’à concrreu nce du montant qui y est prévu, et ce, aux
    termes d’une seule et unique convention de prêt à conclure entre l’Emprunteur et
    Financement-Québec;

    4
    b) chaque emprunt sera constaté par un billet fait à l’ordre de Financem-Qenutébec;
    c) le taux d’intérêt payable sur les emprunts sera établi selon les critères déterminés
    par le gouvernement en vertu du décret numéro
    430-2018 du 28 mars 2018, tel que
    ce décret pourra être modifié ou remplacé de temps à autre; et
    d) afin d’assurer le paiement à l’échéance du capital cdhe aque emprunt et des intérêts
    dus sur celui-ci, la créance que représente pour l’Emprunteur la subvention qui lui
    sera accordée par la Ministre, au nom du gouvernement du Québec, sera affectée
    d’une hypothèque mobilière sans dépossession en faveur de Fanincement-Québec.
    5. QUE l’Emprunteur soit autorisé à payer, à même le produit de chaque emprunt
    contracté en vertu du présent régime, les frais d’émission et les frais de gestion qui
    auront été convenus;
    6. QUE l’un ou l’autre des dirigeants suivan: ts
    Le recteur et vice-chancelier;
    Le chef de la direction financière; ou
    La secrétaire générale et directrice, service des affaires juridiques;
    de l’Emprunteur,
    pourvu qu’ils soient deux agissant conjointem
    ,
    ent
    soit autorisé,
    au nom de l’Emprunteur, à signer lan cveontion de prêt, les conventions d’hypothèque
    mobilière et les billets, à consentir à toute clause et garantie non substantiellement
    incompatible avec les dispositions des présentes, à livrer les billets, à apporter toutes
    les modifications à ces documens t non substantiellement incompatibles avec les
    présentes ainsi qu’à poser tous les actes et à signer tous les documents, nécessaires ou
    utiles, pour donner plein effet aux présentes;
    7. QUE, dans la mesure où l’Emprunteur a déjà adopté une résolution inastnt
    ituun
    régime d’emprunts pour les mêmes fins, la présente résolution remplace la résolution
    antérieure, sans pour autant affecter la validité des emprunts conclus sous son
    autorité avant la date du présent régime d’emprunts.
    5.
    Audit Committee report (Document BG-2020- 7-D6)
    6.
    Finance Committee report (Document BG-2020- 7-D7)
    These reports were submitted for information purposes.
    REGULAR
    7.
    President’s report (Document BG-2020- 7-D8)
    As complementary information to his written report, Dr. Carr spoke of the upicnog m
    Open House, which will be held virtually on October 24. At this point mthoan
    re 3,700
    undergraduate and graduate students from 111 countries have registered.

    5
    He informed Governors that since Septembe, rthere have been seven confirmed cases of
    COVID-19 on campus, with one individual currently awaiting test results and two other
    cases under investigation. All cases originated off campus and have not affected
    academic activities. Dr. Carr underlined the impact that COVI-D19 is having on remote
    teaching and learning for faculty and students as well as the health and productivity of
    staff and conveyed some recommended actions being looked into.
    8.
    Finance Committee recommendations:
    Committee Chair Ken Brooks introduced both items which are being recommend deby
    the Finance Committee, further to review at its meetings of September 16 and October 14.
    8.1 Adoption of the
    Endowment Policy
    (Document BG-2020- 7-D9)
    Mr. Cossette presented the highlights of this new policy, which codifies current practices
    on how the endowment funds are spent and provides governance in retiloan to the
    spending rate, capital encroachment, pa-oyut and reinvestment.
    Upon motion duly moved and seconded, it was unanimously RESOLVED:
    R-2020- 7-9
    That, on recommendation of the Finance Commtee,
    it the Board of Governors approve the
    Endowment Policy.
    8.2 Revisions to the
    Capital Asset Management and Financing Poli
    (C
    cy
    FO-4) (Document BG-
    2020- 7-D10)
    Mr. Cossette presented the background leading to the proposed revisions and outlined
    the highlights, noting that they link the policy with tihne tegrated budget framework and
    provide visibility and transparency with our strategic initiatives by introducing a second
    key funding indicator, the Strategic Debt/FTE.
    He explained that while the latter ndi icator measures the resources needed to secure the
    University’s long-term development capacity, representing the non-active business
    investments, the Active Debt/FTE indicator measures the resources required to deliver
    our academic and research mission,h te going concern of the University.
    Mr. Cossette responded to questions of clarifications.
    Upon motion duly moved and seconded, it was unanimously RESOLVED:
    R-2020- 7-10
    That, on recommendation of the Finance Committee, the Board of Governors apprhe
    ove t
    revisions to the Capital, Asset Management, Funding and Financing Policy (C-4F).
    O
    9.
    Audit Committee recommendations:

    6
    Committee Chair Georges Paulez introduced both items which are being recommended
    by the Audit Committee, further to review at its meeg tinof October 5. He noted that the
    financial statements had been reviewed by management and the external audito, rs
    KPMG, which has issued an opinion without reserv. e
    9.1 Consolidated financial statements for the year ended April 30, 2020( Document BG-2020-
    7-11)
    Mr. Cossettes ummarized the highlights contained in the executive summary. He made
    the point that the consolidation of the University’s financial statements with those of the
    Concordia University Foundation constitute an important transformationc, reating better
    visibility of the $270 million assets of the Universitmy anaged by the Foundation.
    He reviewed the statement of operations which shows a deficit of $9 million, caused by
    the additional cost of $5m illion related to COVID-19 and a reduction of $15.1 million in
    total grants and tuition fees attributable to a flat student population growMth. r. Cossette
    reviewed the details in the statement of financial position and internally restricted net
    assets and endowment funds.
    He highlighted other key elements which impacted the 2019/2020 fiscal year, including a
    6.4% increase in research revenue, capital investments exceeding $90 million for a second
    year in a row, the issuance of a $50 million loan to secure funding for UtNheI TY project
    and to refinance the Student Information System, a five-year tuition fee framework for
    new deregulated international students, maintaining a good balance between the delivery
    of research activities and the capacity of generate new awards, maintaining a Debt/FTE
    ratio below the $12,000 threshold at $7,346 and continuing to pledge support to the
    comprehensive campaign.
    Mr. Cossette concluded by noting thaa t balanced budget for 2019/2020 had been
    achieved prior to the $5m illion in additional expenses to deal with the COVID-19
    pandemic.
    Upon motion duly moved and seconded, it was unanimously RESOLVED:
    R-2020-7-11
    That, on recommendation of the Audit Committee, the Board of Governors approve the
    consolidated financial statements for the fiscal year ended on April 30, 2020, as prepared
    by Concordia and audited by the external auditors, KPMG; and
    That the Chair of the Board of Governors and the President and -VCihceancellor be
    designated to sign the financial statements on behalf of the University.
    9.2 État de traitement (statement of salaries) for the year ended April 30, 2020
    (Document BG-
    2020- 7-D12)
    Upon motion duly moved and seconded, it was unanimously RESOLVED:

    7
    R-2020-7-12
    That, on recommendation of the Audit Committee, the Board of Governors approve the
    état de traitement (statement of salaries) for the year ended April 30, 2020.
    10.
    Sustainability Action Plan( Document BG-2020- 7-D13)
    Dr. Carr noted Concordia’s commitment to fighting climate change, outlining various
    actions and partnerships over the last few
    years. Following the adoption of the
    Sustainability Policy
    in 2016, five stream topics were identified. Draft plans were
    developed and input was sought via community consultations and u-nleitvel
    consultation. The President made the point that the 2020/2025 is a living plan that will
    evolve over the years. It is aspirational but also practical, all initiatives having been
    validated with our operational unites. Reports will be provided annually to the Board on
    the attainment of the objectives.
    Mr. Côté provided an overview of the history of the sustainability movement at
    Concordia,or iginally initiated by students in 2002, resulting in the adoption of the
    Sustainability Policy
    after community consultation to align the actionts owards a concerted
    effort. The five topics of focus are Food, Waste, Climate, Research, and Curriculum,
    resulting in draft plans which were shared with the implicated units and departments to
    assess capacity for implementation and resource implications. Based on this input,
    strategies to keep in the plan and those to defer were prioritized and a -yfieaver budget
    was developed.
    Mr. Côté summarized the fouhr igh-level goals in connection with the Sustainable Food
    System Plan, Zero Waste Plan and Climate Action Plan, while Dr. dWo-Aodams
    presented the four high-level goals of the Sustainability in Research Plan while
    Dr.Whitela w presented those included in the Sustainability Curriculum Plan.
    Mr. Di Grappa concluded the presentation by conveying the expected achievements by
    2025 and the various stages of the plan implementation, including the governance
    framework, the funding commitment, baseline assessments, the Sustainability Living Lab,
    Sustainability Ambassadors and progress measurements and communications.
    11.
    Other business
    There was no other business to bring before the meeting.
    12.
    Adjournment
    The Chair declared the meeting adjourned at5: 28 p.m.
    Danielle Tessier
    Secretary of the Board of Governors

    BG-2020 -8-D1
    AUDIT COMMITTEE
    REPORT TO THE BOARD OF GOVERNORS
    Georges Paulez, Chair
    December 9,2020
    The following is a hig-hlevel summary of the main items discussed at the Audit Committee
    meeting held on November 25, 2020.
    The main part of the meeting was dedcatei d to a presentation by the sAsociate Vice-
    President, Information Systems and Chief Information Officer regarding the new
    Information
    Security Policy
    , which the Committee is recommending for Board approval at its meeting of
    December 9, 2020.
    The Committee also received update on the impacts and implications of the COV-I19
    D
    pandemic since its last meeting and a brief update on the status of the UNITY project. A full
    update of the UNITY project will be gen
    iv at the Committee’s next meeting.

    BG-2020-8-D2
    FINANCE COMMITTEE
    REPORT TO THE BOARD OF GOVERNORS
    Ken Brooks, Chair
    December 9, 2020
    The following is a hig-hlevel summary of the main items discussed at thFe inance Committee
    at its meeting held on November 25, 2020.
    Members were updated on the second quarter results of 2020/2021, including the financial
    impact of COVID-19 and the total net financial impact to date.
    The financial position, including the cash position, of the University continues to be closely
    monitored on a monthly basis. Theea yr-end anticipated deficit remains in the magnitude of
    $38 million, including an estimated $21 million COVID-19 impact.

    BG-2020- 8-D4
    HUMAN RESOURCES COMMITTEE
    REPORT TO THE BOARD OF GOVERNORS
    Jeff Bicher, Chair
    December 9, 2020
    At its meeting held on November 20, 2020th, e Committee reviewed the sabbatical leave
    recommendations for ful-ltime faculty members and librarians which require Board approval
    and received information regarding other items reportable under the
    Policy on the
    Remuneration and Evaluation of Senior Administrator
    (
    s
    BD-8
    ).
    The Committee also reviewed some selected employment and evaluation policies which it is
    recommending for Board approval at its meeting of December 9.
    An update was provided on the status of the negotiations with groups at the bargaining table
    as follows:
    ACUMAE
    (Association of Concordia University Management and Administrative Employees)
    The current agreement is in effect until May 31, 2021.
    CARE (PSAC)
    (Public Service Alliance of Canada R- esearch Associates & non-student RA’s)
    The current colel ctive agreement is in effect until May 31, 2022. This is a first collective
    agreement.
    CUCEPTFU
    (Concordia University Continuing Education Par-ttime Faculty Union)
    (Confédération des syndicats nationaux (CSN))
    The Parties signed the new collective agreement on June 2, 2020. The agreement in effect until
    September 6, 2021.
    CUFA
    (Concordia University Faculty Association)
    The Parties have agreed to extend the current collecive t agreement until May 31, 2023.
    CULEU
    (Concordia University Library Employee Union)
    (Confédération des syndicats nationaux (CSN))
    The Parties reached an agreement that has been ratified by the membership and subsequently
    approved by the Board of Governors on October 21, 2020. The new collective agreement is in
    effect until May 31, 2021.

    2
    CUPEU
    (Concordia University Professional Employees Union)
    (Confédération des syndicats nationaux (CSN))
    The current collective agreement is in effect until May 31, 2021.
    CUPFA
    (Concordia University Par-ttime Faculty Association)
    The current collective agreement is in effect until April 30, 2021. Negotiations for the renewal
    of the collective agreement are scheduled to begin November 2020.
    CUSSU
    (Concordia University Support Staff Union)
    (Confédération des syndicats nationaux (CSN))
    The current collective agreement is in effect until May 31, 2021.
    CUUSS-TS
    (Concordia University Union of Support Staf– f Technical Sector)
    (Confédération des syndicats nationaux (CSN))
    The current collective agreement is in effect until May 31, 2021.
    Invigilators (PSAC)
    (Public Service Alliance of Canada)
    The current collective agreement is in effect until May 31, 2022. This is a first collective
    agreement.
    MÉTALLOS LOCAL 9358 (Trades) LOYOLA
    (United Steelworkers –L ocal 9358 Loyola Campus)
    The current collective agreement is in effect until May 31, 2021.
    TRAC TA and RA (students) (PSAC)
    (Public Service Alliance of Canada T- eaching Assistants)
    The current collective agreement is in effect until May 31, 2021.
    Trades (CSN) SGW
    (CSN Trades -S ir George Williams Campus)
    The current collective agreement is in effect until May 31, 2021.

    BG-20 20 -8-D7
    BOARD OF GOVERNORS
    OPEN SESSION
    Meeting ofDece mber 9, 2020
    AGENDA ITEM:
    Report on compliance with environmental legislation and health and
    safety (EH&S) regulations
    ACTION REQUIRED:
    For information
    SUMMARY:
    This report is provided to members of he t Board of Governors on a quarterly
    basis to apprise them of matters concerning EH&S at Concordia.
    PREPARED BY:
    Name:
    Danielle Tessier
    Date:
    December 2, 2020

    Report on Due Diligence
    Submitted to the
    Board of Governors
    of
    Concordia University
    Reporting Period
    2020 Q3
    July, August, September 2020
    Pietro Gasparrini, C.I.H.
    Director, Environmental Health & Safety
    November 23, 2020

    EHS Due Diligence Report
    Q3 2020
    2/16
    Executive Summary
    The COVID-19 pandemic continued
    to impact the university’s safety key performance indicators
    throughout Q3 2020. Environmental Health & Safety’s
    routine activities slowly resumed throughout the
    quarter, as research activities continued to pick up and a portion of our students returned to campus in
    the fall semester. Starting at the end of June and into July, 242 academic spaces were assessed for the
    planned Fall 2020 in-person teaching activities. The objective was to ensure that the essential on-
    campus academic activities could safely occur. In addition to Return to Campus Safety Assessments
    related to in-person teaching activities, 347 were conducted for research and an additional 39 for
    various other units.
    With the increase in activities on premises, a new procedure to contend with suspected and confirmed
    COVID cases on campus was developed and implemented. As of September 30, 2020, there were 6
    confirmed COVID-19 cases that had been present on campus with no evidence of the virus being spread
    at the university.
    Campus access continued to be controlled through the two-step process (i.e. a video training as well as a
    weekly self-assessment form to be completed online) that was implemented since the beginning of the
    pandemic. A total of 4,361 individuals have completed the mandatory 30-minute COVID-19 safety
    training course. A new version of the COVID-19 safety training was developed specifically for students
    returning to campus in the fall semester.
    By September 30, 2020, an additional 140 contractors were approved and granted access to the
    university campuses; 355 hours were spent reviewing
    each contOracVID-relatted osafetr’s
    y pCrotocols.
    Unfortunately, due to limited personnel, there was no documentation of internal non-compliance
    citations in Q3. During the return to campus safety assessments, most non-compliance issues were
    corrected on site and others were left to the supervisor to correct. In order not to delay the resumption
    of research and academic activities, EHS opted to forego documenting every non-compliance issue;
    supervisors are responsible for ensuring the safety of the research and academic areas and ensuring the
    implementation of all COVID-19-related safety directives.
    Towards the end of Q3, follow-up on Corrective Actions resumed, although there was still little change
    in the Corrective Action completion rates in Q3 compared to Q2. A reorganization of Facilities
    Management has delayed following-up on several hundred Corrective Actions associated with Property
    Management. Our objective is to update the status of all Corrective Actions associated with Facilities
    Management by the end of 2020.
    Pietro Gasparrini, C.I.H.
    Director, Environmental Health & Safety

    EHS Due Diligence Report
    Q3 2020
    3/16
    Environmental Health & Safety
    (EHS)
    supports the academic, research and operational activities of the
    University and promotes a safe, healthy and sustainable campus environment. EHS manages and
    coordinates programs and services that minimize health, safety, environmental and regulatory risks.
    Through a multitude of safety programs, EHS monitors compliance with federal and provincial health
    and safety legislation and internal university policies. We identify and evaluate risks, develop control
    strategies, and implement appropriate internal procedures. Education is a key component of all risk
    mitigation strategies and providing high quality, relevant safety training is one of EHS’s main
    responsibilities.
    Section A
    presents the University’s Leading
    , whiSach
    fetmeasure y Key Performance Indicators (KPIs)
    safety performance and help reflect the safety culture within the University.
    Section B
    presents the
    traditional Lagging Safety KPIs, which are retrospective, and which now include four incident/injury
    rates.
    Section A:
    Leading Safety Key Performance Indicators
    1. Safety & Security Training
    For the period of July 1 to September 30, 2020, the transition to on-line learning continued. There were
    12
    training sessions that took place, either in-person or via video conference, and a total of
    5,034
    individuals participated. Of those who took safety training during the third quarter, 4,361 (87%)
    completed COVID-19-related safety training. In preparation for the Fall 2020 semester, a special COVID-
    19 safety training was developed for students returning to campus for in-person teaching activities.
    Successful completion of this training is required in order for students to obtain access to the
    university’s
    these
    campurpposes.
    uses for
    Q3 2019
    July, August,
    September
    2019
    Full Year
    Q3 2020
    July, August,
    September
    2020
    Year To Date
    Total Training Sessions
    51
    239
    12
    150
    Total Participants
    752
    2,038
    5,034
    8,107
    2. Injury & Near-Miss Investigations
    Depending on the circumstances surrounding a reported injury or near-miss, EHS staff will conduct a
    formal investigation in partnership with supervisors. Investigations are conducted in order to:
    determine the root causes of injuries and near-misses, prevent similar occurrences in the future,
    determine compliance with applicable safety regulations, and collect information for workers'
    compensation claims (if applicable). In some instances, injury and near-miss investigations result in the
    identification of corrective actions that can prevent injury and near-miss reoccurrence (see Section 5).
    For the period of July 1 to September 30, 2020,
    1
    injury investigation and
    2
    near-miss investigations
    were conducted.

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    Q3 2019
    July, August,
    September
    2019
    Full Year
    Q3 2020
    July, August,
    September
    2020
    Year To Date
    Injury Investigations
    9
    29
    1
    16
    Near-Miss Investigations
    4
    13
    2
    4
    TOTAL
    13
    42
    3
    20
    3. Preventative Internal Inspections & Assessments
    Preventative internal inspections and assessments (total number) refer to workplace inspections and
    risk assessments conducted by, or in collaboration with, EHS staff on university premises.
    Workplace inspections involve a walkthrough of a workplace (e.g. research laboratory, studio,
    workshop, mechanical room) to determine the degree of compliance with both government
    regulations and internal policies and procedures. Inspections result in internal non-compliance
    citations (Section 4) and require corrective actions (Section 5).
    Workplace risk assessments are a more thorough evaluation of the workplace with the objective to
    identify all hazards and to determine if the hazards can be eliminated. If elimination of the hazard is
    not possible, the risk assessment determines if the hazard is adequately controlled.
    Workplace inspections are conducted on a more routine basis (annually or bi-annually), whereas risk
    assessments, which take more time, are conducted once and repeated when there is a major change
    in the level or area of activity in the workplace.
    Workplace inspections and risk assessments are complimentary and together form an integral part of
    the University’s comprehensive health and safety program. Both serve as a mechanism to determine
    compliance with government regulations and internal policies and procedures.
    Following the mandatory shutdown of the university in March, there was a need to complete a
    thorough assessment of all campus activities
    prior
    to their resumption. EHS staff worked closely with
    researchers, faculty and managers to ensure that their activities could resume safely given the new
    risk, COVID-19. Referred to as a Return to Campus Safety Assessment, these are considered
    preventative internal inspections since they help ensure that all public health directives are respected
    in order to prevent the spread of the virus on our campuses. During Q2, the focus was on resumption
    of research activities and 322 Return to Campus Safety Assessments were conducted.
    Starting in June (Q2) and into July (Q3), 242 assessments of academic spaces took place for Fall 2020
    in-person teaching activities. Each assessment required that a maximum number of students and
    faculty/staff be established for each space in order to ensure the teaching activity could take place
    while respecting public health directives. Personal protective equipment requirements, if any, were
    established for each activity and, in some instances, modifications were made to the teaching spaces
    to allow for adequate distancing between workstations. The YTD 2020 total was adjusted to include
    these 242 Return to Campus Assessments from Q2 2020.

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    For the period of July 1 to September 30, 2020, a total of
    628
    Return to Campus Safety Assessments
    were conducted, of which 347 were for research activities, 242 for in-person teaching activities and an
    additional 39 for various other areas within the university. 15 Return to Campus Safety Assessments
    conducted in Q2 were not reported previously and have been added to the 2020 Year to Date total.
    Year
    Preventative Internal Inspections &
    Assessments
    Q3 2020
    July, August, September
    628
    2020
    Year to Date
    975
    Q3 2019
    July, August, September
    51
    2019
    Full Year
    104
    4. Internal Non-Compliance Citations
    EHS is mandated to monitor compliance with both government regulations and internal safety
    policies and procedures. Compliance monitoring allows us to ensure the safety and well-being of the
    university community and to mitigate external non-compliance citations.
    The majority of internal non-compliance citations result from preventative internal inspections and
    assessments, as well as injury and near miss investigations. Identification of non-compliance issues
    and their subsequent correction improves the overall safety performance of the University prior to
    the intervention of regulatory bodies. Often, a single internal workplace inspection or injury
    investigation can generate several non-compliance citations.
    For the period of July 1 to September 30, 2020, no internal non-compliance citations were documented.
    Due to the pace and quantity of Return to Campus Safety Assessments conducted during Q3, non-
    compliance issues were identified and corrected on site but were not documented. Non-compliance
    issues that could not be corrected on site were left to the supervisor or researcher responsible for the
    space to correct. EHS staff did follow-up inspections as required.
    Year
    Internal Non-Compliance Citations
    Q3 2020
    July, August, September
    0
    2020
    Year To Date
    210
    Q3 2019
    July, August, September
    739
    2019
    Full Year
    1,222

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    5. Corrective Action Completion Rate
    Corrective actions are assigned as the result of an intervention by EHS, including injury investigations
    and internal inspections. When non-compliance issues are identified, corrective actions are generally
    required. These actions are assigned to the supervisor responsible for the area where the citation
    occurred or for the individuals involved.
    All non-compliance citations (internal and external) must be resolved in a timely manner. External Non-
    Compliance Citations from external bodies received during external inspection (Section 12) are
    accompanied by obligatory corrective actions and imposed deadlines. Internal Non-Compliance Citations
    (Section 4) are also accompanied by obligatory corrective actions and target deadlines. This metric
    tracks the percentage of assigned corrective actions that are completed. This is tracked by calendar year
    until all actions are completed.
    Due to the COVID-19 pandemic and the redeployment of EHS resources to the pandemic response, no
    follow-up was done on open Corrective Actions, with exception of those corrective actions that resulted
    from regulatory agency inspections. There was little change in the Corrective Action completion rates in
    Q3 2020 compared to Q2 2020.
    2014
    As of September 30, 2020, 99% (137) of Corrective Actions assigned in
    2014
    (138) were
    completed. The remaining corrective action is currently in progress.
    Year
    Corrective Action Completion Rate
    2014
    99%
    2015
    As of September 30, 2020, 99.6% (449) of Corrective Actions assigned in
    2015
    (450) were completed
    and 0.4% (1) are currently in progress.
    Year
    Corrective Action Completion Rate
    2015
    99.6%
    2016
    As of September 30, 2020, 98.2% (213) of Corrective Actions assigned in
    2016
    (217) were completed,
    1.4% (3) are currently in progress and 0.5% (1) has yet to begin.
    Year
    Corrective Action Completion Rate
    2016
    98.2%

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    2017
    As of September 30, 2020, 97% (356) of Corrective Actions assigned in
    2017
    (369) were
    completed, 2% (8) are currently in progress and 1% (5) have yet to begin.
    Year
    Corrective Action Completion Rate
    2017
    97%
    2018
    As of September 30, 2020, 69% (519) of Corrective Actions assigned in
    2018
    (755) were
    completed, 6% (49) are currently in progress and 25% (187) have yet to begin.
    Year
    Corrective Action Completion Rate
    2018
    69%
    Over 200 Corrective Actions assigned in 2018 originated from the 45 elevator mechanical rooms
    risk assessments completed by EHS. Facilities Management, working in close collaboration with
    EHS, has prepared a multi-year action plan to address theses corrective actions. Due to COVID-19,
    as of September 30, a large portion of the 2020 Action Plan could not be completed. EHS is in
    discussions with Facilities Management on revising the multi-year action plan. It is important to
    note that the Corrective Actions required from these areas do not compromise or influence the
    safety of the university’s elevators. Elevator mechanical rooms are highly restricted areas and
    specialized training is required in order to obtain authorization to enter these rooms.
    2019
    As of September 30, 2020, 39% (472) of Corrective Actions assigned in
    2019
    (1,222) were
    completed, 3% (42) are currently in progress and 58% (708) have yet to begin.
    Year
    Corrective Action Completion Rate
    2019
    39%
    Roof safety assessments conducted in 2019 resulted in 588 internal non-compliance citations and
    each had an associated corrective actions. EHS is working closely with Facilities Management as
    they finalize a multi-year roof program. This program will address many of the corrective actions
    identified during the roof safety assessments, however it will take several years to complete all of
    them given that many will involve capital investment.
    2020
    As of September 30, 2020, 42% (88) of Corrective Actions assigned in
    2020
    (210) were completed,
    49% (102) are currently in progress and 10% (20) have yet to begin.
    Year
    Corrective Action Completion Rate

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    2020
    42%
    Escalating open corrective actions to supervisors and management has resulted in better compliance.
    Even as information on the status of corrective actions has improved, completing these actions in a
    timely manner still remains a challenge. EHS staff continues to follow-up and offer assistance to
    supervisors. Notifications for follow-up continue to be escalated to department chairs or
    the area’s
    management as required.
    6. EHS Research Compliance Reviews
    In collaboration with the Office of Research, EHS reviews research and teaching activities that
    involve hazardous materials, in order to ensure compliance with applicable government
    regulations and internal policies and procedures.
    For the period of July 1, 2020 to September 30, 2020, 4 EHS Research Compliance Reviews were
    completed.
    Year
    EHS Research Compliance Reviews
    Q3 2020
    July, August, September
    4
    2020
    Year To Date
    10
    Q3 2019
    July, August, September
    9
    2019
    Full Year
    39

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    Section B:
    Traditional (Lagging) Safety Key Performance Indicators
    7. Total Injuries
    An injury refers to the occurrence of a sudden and unforeseen event arising out of, or in the course of, a
    university-sanctioned activity attributable to any factor that caused an injury or an occupational disease
    (an exposure to conditions or substances that resulted in a disease). Injuries are grouped as work-
    related (involving staff and faculty), student or visitor/contractor.
    For the period of July 1 to September 30, 2020,
    3
    injuries were reported. With the majority of employees
    working from home and with limited research and teaching activities on university premises, the number
    of reported injuries is significantly lower compared to 2019. EHS made resources pertaining to working
    safely from home available, specifically in the area of ergonomics. Employees also have access to free
    remote ergonomic assessments.
    Year
    Total Injuries
    Q3 2020
    July, August, September
    3
    2020
    Year To Date
    43
    Q3 2019
    July, August, September
    44
    2019
    Full Year
    175
    Sports Injuries Included in Total Injuries
    Sports Injuries are a sub-set of Total Injuries. Currently the Sports Injuries that are reported to the
    University via the Injury/Near-Miss Report Form are those injuries (trauma) or illnesses (repetitive
    stress) suffered by a Member (staff/student) or Non-Member (visitor) of the university community.
    These injuries occur during the course of a voluntary activity (personal time), either participating in
    team or individual sport activities or personal physical conditioning, on Concordia property. Whenever
    external medical attention is required to treat the injury, the Security Department calls for an
    ambulance. As a result, the majority of the injuries within this category are reported to EHS by the
    Security Department.
    2020
    Sports Injuries
    Q3
    0
    Suspected and Confirmed COVID-19 Cases
    In September, in preparation for the resumption of some academic activities on campus, revised and
    more
    detailed
    procedures
    for dealing with suspected or confirmed COVID-19 cases on campus were

    EHS Due Diligence Report
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    implemented. The two procedures (employee version and student version) define roles and
    responsibilities for all stakeholders in the event that there is a suspected or confirmed COVID-19 case on
    university property when they developed COVID-19-related symptoms or in the 48 hours prior to
    developing COVID-19-related symptoms. The procedures describe the steps that must immediately be
    taken to assist the individual experiencing the symptoms and to prevent the spread of the virus on
    campus and beyond. These procedures meet the requirements of the
    Commission des normes, de
    l’équité, de lséca
    usarité dnu ttraé
    vail
    et
    as ind
    d
    ic
    e
    ated
    l
    in
    a
    the
    Guide de normes sanitaires en milieu
    de travail pour le réseau–
    COVde
    ID-19l
    .
    ’enseignement supérieur
    Environmental Health & Safety manages all Suspected and Confirmed COVID-19 Cases and conducts
    investigations and contact tracing, as required and/or when requested by the
    Direction régionale de
    santé publique.
    For the period of July 1 to September 30, 2020, there were:
    -
    6 confirmed COVID-19 cases
    -
    2 suspected COVID-19 cases that resulted in a negative test
    All confirmed cases involved a member of the university community contracting the virus off campus
    and coming to campus when contagious and asymptomatic. Due to the vigor with which Concordians
    are respecting the public health directive, there has been no evidence of community spread of COVID-19
    on Concordia’s campuses.
    8. Work-Related Injuries
    Work-Related Injuries are a subset of the Total Injuries (Section 7), whereby the injured person is a
    worker (staff or faculty). An injury or illness is considered work-related when an employee is involved
    and if an event, or exposure in the work environment, either caused or contributed to the resulting
    condition or significantly aggravated a pre-existing injury or illness. Work-related injuries are
    investigated by EHS staff and when warranted, an investigation report with corrective actions is
    submitted to the employee’s supervisor.
    For the period July 1 to September 30, 2020,
    all 3
    reported injuries (Section 7) were work-related.
    Year
    Work-Related Injuries
    Q3 2020
    July, August, September
    3
    2020
    Year To Date
    20
    Q3 2019
    July, August, September
    13
    2019
    Full Year
    52
    Recordable Injury Rate (RIR)
    The Recordable Injury Rate, also commonly referred to as the Recordable Incident Rate, is calculated by

    EHS Due Diligence Report
    Q3 2020
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    multiplying the number of Work-Related Injuries by 200,000, and then dividing that number by the
    number of labour hours during that period.
    Year
    Recordable Incident Rate
    2020
    Year to Date
    0.18
    2019
    Full Year
    0.35
    At the end of Q3 2020, the Recordable Injury Rate was 0.18 work-related injuries per 100 full-time
    employees.
    9.
    Workers’ Compensation Claims
    Employees who sustain a work-related injury may be eligible for compensation from the
    Commission
    des normes, de l’équité, de la
    (C
    sa
    NESS
    n
    T)
    t
    .
    é et de la sécurité du travail
    For the period of July 1 to September 30, 2020, there were
    no accepted workers’
    compensatis
    on claim
    for Work-Related Injuries that occurred.
    Year
    Accepted Compensation Claims
    Q3 2020
    July, August, September
    0
    2020
    Year To Date
    5
    Q3 2019
    July, August, September
    3
    2019
    Full Year
    11
    10. Lost-Time Days
    A Lost-Time Work-Related Injury is defined as a work-related injury or illness that results in days
    away from work, other than the day of injury or the day the illness began. Lost-Time Days refers to
    the total number of calendar days employees are away from work due to a work-related injury or
    illness.
    For the period of July 1 to September 30, 2020, there were
    47 Lost Time Days
    associated with a Q2 Lost-
    Time Work-Related Injury.
    Year
    Lost-Time Days
    Q3 2020
    July, August, September
    47*
    2020
    195

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    Year To Date
    Q3 2019
    July, August, September
    24
    2019
    Full Year
    174
    *From a Q2 Lost Time Work-Related Injury
    The following table provides details on the
    -Q2
    time
    accepted workers’ compensation claim and the lost
    days from both Q2 and Q3 associated with the claim.
    Table
    :
    Accepted Workers’ Cwiotmh
    Lpostensat-Time Days
    iin oQ3 n Claims
    Date
    Description
    Department
    Diagnosis
    Lost-Time
    Days YTD
    24-Apr-2020
    The employee injured his right
    elbow from repetitive motion.
    Facilities
    Operations
    Tendinitis
    67 (Q2) +
    47 (Q3)
    Lost-Time Injury Rate (LTIR)
    The Lost-Time Injury Rate measures the occurrence of work-related injuries that resulted in an
    employee’s inability to work the nex-t
    timwore injuries
    kday.
    per 100
    It represents the number of lost
    full-time employees in the stated period. The LTIR is calculated by multiplying the number of Lost-Time
    Work-Related Injuries by 200,000, and then dividing that number by the number of labour hours during
    that period.
    Year
    Lost-Time Injury Rate
    2020
    Year To Date
    0.18
    2019
    Full Year
    0.21
    At the end of Q3, the Lost-Time Injury Rate was 0.18 lost-time injuries per 100 full-time employees.
    Lost-Time Day Rate (LTDR)
    The Lost-Time Day Rate is a rate that measures the length of time an employee is away from work due
    to a work-related injury. It represents the number of lost-time days per 100 full-time employees in the
    stated period. The LTDR is calculated by multiplying the number of Lost-Time Days by 200,000, and then
    dividing that number by the number of labour hours during that period.
    Year
    Lost-Time Day Rate
    2020
    6.93

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    Year
    Lost-Time Day Rate
    Year To Date
    2019
    Full Year
    6.16
    At the end of Q3, the Lost-Time Day Rate was
    6.93
    lost-time days per 100 full-time employees.
    Severity Rate
    The Severity Rate provides an average of the number of Lost-Time Days per Lost-Time Work-Related
    Injury. The Severity Rate is calculated by dividing the total number of lost-time days by the total number
    of lost-time work-related injuries.
    Year
    Severity Rate
    2020
    Year to Date
    39.0
    2019
    Full Year
    29.0
    At the end of Q3, the Severity Rate was
    39.0
    lost-time days per lost-time injury.
    11. Near Misses
    A Near Miss is the occurrence of an event on university property, arising out of, or in the course of, a
    university-sanctioned activity attributable to any factor that could have caused either an injury or
    material damage. For example, events such as tripping on a stair or slipping in a water puddle, where
    no injury occurred, would be categorized as a near miss. As per the University’s Policy on Injury
    Reporting and Investigation (VPS-42), reporting of Near Misses is required. Traditionally, Near Misses
    go underreported, due to the fact that no injury has occurred. Steps have been taken to encourage
    Near-Miss reporting, including discussing the importance of Near-Miss reporting at safety committee
    meetings and emphasizing Near-Miss reporting during safety training and new Principal Investigator
    orientation sessions.
    For the period of July 1 to September 30, 2020
    , 3
    Near Misses were reported.
    Year
    Near Misses
    Q3 2020
    July, August, September
    3
    2020
    Year To Date
    10
    Q3 2019
    July, August, September
    9
    2019
    Full Year
    38

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    11. External Inspections
    External inspections refer to inspections or audits of the University premises or safety programs
    conducted by government agencies or third parties (e.g. insurance provider). Third-party audits include
    those performed at the request of Environmental Health & Safety. These inspections and audits ensure
    that the University’s activities and facilities are in compliance with all applicable legislation and
    regulations.
    For the period of July 1, 2020 to September 30, 2020, there was
    1 external inspection
    . A follow-up
    inspection was conducted on September 17, 2020 by inspectors from the
    Commission des normes, de
    l’équité, de la santé et
    (CNESS
    d
    T
    e
    ) to
    l
    v
    a
    erify
    sécu
    the comp
    r
    let
    i
    io
    t
    n
    é
    of requ
    du
    ired
    tr
    corre
    av
    cti
    a
    ve
    il
    actions from their inspection of the Facilities Management workshops at the Loyola campus in March.
    Year
    External Inspections
    Q3 2020
    July, August, September
    1
    2020
    Year to date
    4
    Q3 2019
    July, August, September
    2
    2019
    Full Year
    11
    13. Regulatory Citations
    The University may receive regulatory citations for non-compliance with federal, provincial or
    municipal laws, regulations or by-laws. Regulatory citations can be the outcome of government
    inspections or interventions (e.g., CNESST, Public Health Agency of Canada, Canadian Nuclear Safety
    Commission) or violations of regulations and by-laws (e.g., false fire alarm citation from the
    Service de
    sécurité incendie de Montréal
    ). This metric tracks the total number of regulatory citations received by
    the University.
    For the period of July 1 to September 30, 2020, the university received
    3
    regulatory citations. Two
    citations were from the
    Service de sécurité incendie de Montréal
    related to two false fire alarms. The
    third citation was from an inspector from the
    Commission des normes, de l’équité, de la santé et de la
    sécurité du travail
    . The inspector visited a construction site in the FB building and noted the university
    was in violation of article 2.11.5 of the Safety Code for the construction industry, which states that
    “the
    junction and distribution boxes and the outlets shall be closed.” (R.R.Q., 1981, c. S-2.1, r. 6, s. 2.11.). This
    violation was identified on December 9, 2019 and the inspector verbally advised the Project Manager
    and EHS of the violation, however the official report was only received on August 18, 2020.
    Year
    Regulatory Citations
    Q3 2020
    July, August, September
    3

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    Year
    Regulatory Citations
    2020
    Year To Date
    30
    Q3 2019
    July, August, September
    4
    2019
    Full Year
    19
    14. Regulatory Fines
    Regulatory Citations (Section 13) may have associated monetary fines or penalties issued to the
    University.
    For the period of July 1 to September 30, 2020, the university received
    one
    regulatory fine. The fine was
    associated with a violation of article 2.11.5 of the Safety Code for the construction industry, which states
    that
    “the
    junction and distribution boxes and the outlets shall be closed.” (R.R.Q., 1981, c. S-2.1, r. 6, s.
    2.11.). This violation was identified during a CNESST inspection that took place on December 9, 2019 at a
    construction site on campus. The $2,579 fine was received on August 18, 2020.
    Year
    Fines Received
    Q3 2020
    July, August, September
    $2,579
    2020
    Year To Date
    $3,329
    Q3 2019
    July, August, September
    $5,400
    2019
    Full Year
    $21,850
    15. Hazardous Materials Emergency Response
    The University’s HEmazergencardy
    Respoounse
    s
    Team
    Matrespoerinds
    talo hazs
    ardous material
    emergencies that occur on university premises, including spills and odours. Service providers are called
    upon to assist when a major spill occurs and additional resources are required.
    For the period of July 1 to September 30, 2020, there were
    4
    hazardous materials emergency
    responses.
    Year
    Hazardous Material Emergency
    Responses
    Q3 2020
    July, August, September
    4
    2020
    Year to Date
    10

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    Year
    Hazardous Material Emergency
    Responses
    Q3 2019
    July, August, September
    13
    2019
    Full Year
    26

    REPORT TO THE BOARD OFG OVERNORS
    DECEMBER 2020
    GRAHAM CARR
    PRESIDENT A ND VIC E-C HANC ELLOR
    BG-2020-8-D8

    Board of Governors Report– December 20 20
    1
    INTRODUCTION
    On December 1
    st
    , the Concordia University community inaugurated the
    Applied Science H
    on
    ub
    our Loyola Campus. Representativs e from the Government of Canada andG overnment of Quebec
    contributed tothe hybrid live/virtual event, having collectively invested $53 million of the $63.1
    million required to make the Applied Science Hubea
    a lirty. The event, emceed by
    Aphrodite Sa
    ,
    las
    included remarks and pr-erecorded videos from
    Adrian Tsang
    Ce( nter for Functoi nal and Structural
    Genomics),
    John Capobianco
    (Department of Chemistry and Biochemistry),
    Dylan Fraser
    (Department of Biology, )
    Alex De Visscher
    (Department of Chemical and Materials Engineering)
    and
    Xavier-Henri Hervé
    (District 3. ) There was also liva e broadcast element featuring remarks
    from
    Paula Wood-Adams
    , Interim Vice-President, Research and Graduate Studies, and as well a
    speech I delivered. The approximately 250 guests on the dedicated video feed, plus many more
    via Facebook Live, were given a virtual tour of the cut-etidgnge new facility, which was built
    according to the highest Leadership in Energy and Environmental Design (LEsEtDanda) rds. The
    Hub federates diverse fields to encourage cross pollination of knowdglee and ideas. It’s very much
    emblematic of the innovative transdisciplinary approach that has helped us rankthas
    e top
    university in North America under 50 years ofold r two years running.
    I’m proud to report that we launched the
    N-exGetneration Cities Institute
    on November 26
    th
    . The
    institute combines over 200 researchers within 14 university research cent, respas nning disciplines
    from science and engineering to the humanities and arCtso. nsidering that 75 per cent of the
    world’s population will live in cities by 2050, there is greimapt ortance attached todesig ning those
    cities to be safe, sustainable and resilient. The Institutce o-is
    directed by
    Ursula Eicker
    (Canada
    Excellence Research Chair in Smart, Sustainable and Resilient Communities and Cities) and
    Carmela Cucuzzella
    (Concordia University Research Chair in Integrated Design, Ecology and
    Sustainability for the Built Environment)T. he property developer, Devimco Immobilier, has
    committed to be a major founding partner of the Institute with a pledge of $30,000/year foee
    r thr
    years.
    As we did in June,u or universitycom munity recognized our newest graduates through a virtual
    event.
    CU Celebrate
    marked the achievements of 1,831 graduates on November
    th
    1. 9 The virtual
    moment featured video messages, a digital year book, a “ticker tape” of social media posts
    populated by content from our communi, tyand even a dance party. Our CU Celebrate landing
    webpage highlighted the achievements of our great new alumni, including our Governor General’s
    Academic Gold Medal recipient,
    MohaneChd raiti
    , who completed a PhD at our Gina Codyc hool
    S
    and is now a eFllow at the Massachusetts Institute of Technology, and
    Pie-Arrendré Gagnon
    , also
    of our Gina Cody School, who won the Governor General’s Academic Silver Medacl. onWe
    ferred
    an honorary doctorate upon
    Eric J. Nestle
    ,
    r
    a professor of neuroscience, pharmacological sciences
    and psychiatry at the Icahn School of Medicine at Mount Sinai in New York City.

    Board of Governors Report– December 20 20
    2
    Concordia’s
    Centraide Campaign
    did exceptionally well this year. Our commiutyn contributed
    $204,000
    , surpassing our goal of
    $170,000
    . By comparison, last year we raised $182,000Th. e
    Centraide Campaign Committee had to bee specially creative on account of the public health
    precautions to limit COVID-19 transmission. Fundraising veents, all virtual,i ncluded a trivia night,
    cooking session with
    Théa Demmer
    o
    s
    f PERFORM, a meditation and yoga session, a wine tasting
    with
    Jordan LeBel
    (Department of Marketin) gand, a staple of our campaign,a raffle draw. Each
    year, Centraide supports more than half a million people in the Montreal area through 350
    agencies and projects. uDring thisexce ptionally difficult time for so many, it is certainly heartening
    to see the kindness of Concordiansin helping vulnerable populations.
    On November 13
    th
    , we launched a new virtual event series called
    Reset and Thrive
    . For our
    inaugural edition, I hosted a conversation with Ambassador
    Vikas Swar
    ,
    u
    L
    p
    LD 20, a highly
    regarded diplomat currently serving the Ministry of External Affairs in India. Reset and Thrive will
    hinge on six themes: mobility, world economy, philantphryo, sustainability, innovation and health.
    Our university has launched a number of important new initiatives, which I’ll document in detail
    in the next section, as part of a commitment to creating a more inclusive environment. We
    released a document two years in the makingt, he
    Report of the Working Group on Equity,
    Diversity and Inclusion
    , which distills 115 recommendations into three pillars: recruiting and
    retaining a diverse community; supporting inclusive teaching, learning and research; and fostering
    an equitable, diverse and inclusive campus. In Octobee r lwaunched the
    Presidential aTsk Force
    on Anti-Black Racism
    , the
    Equity Office
    and
    Black Perspectives Office
    and we continue to
    implement our
    Indigenous Directions Action Pla
    ,
    n
    all of which are as key strategic initiativto
    es
    advance our commitment to Equity, Diversity and Inclusion.
    We recently launched our
    Sustainability Action Plan
    (SAP), the design of which began in 2016 and
    involves students, staff and facult. yThe SAP is an important marker of Concordia’s institutional
    commitment to address the globacl limate crisis. It focuses on five streams: food, waste, climate
    change, research and curriculumT. he university has already begun to implement key actions from
    the plan which are being ocordinated by the new Vic-ePresident,Service s and Sustainability.
    Separately, the university has also committed to the
    Decade of Act
    in
    ion
    addressing the seventeen
    UN Sustainable Development Goals
    (SDGs). Although many SDGs are also related to climate
    change and the environment, the breadth of actions also extends to akreey as such as public
    health, social justice and equality, access to quality education and partnerships in support of the
    goals, all of which are key points of focus for Concordia.
    I’ve joined the
    Board of Director
    at
    s U SPORTS
    , the national brand for nivuersity sports in Canad, a
    as the RSEQ representativ. e My two-year mandate in support of the strategies, plans, policies and
    procedures that guide the organization has already commenced. There are so20me
    ,000 student -
    athletes and 900 coaches from 56 universitieunds er the U SPORTS umbrella.

    Board of Governors Report– December 20 20
    3
    TEACHING, RESEARCH, INNOVATION
    Audrey Gagnon
    ,a PhD student in the Department of Political Science, waas
    warded theOc tober
    Fonds de recherche du Québe
    R
    c
    elève étoile Pau-lGérin-Lajoie
    for her article published in the
    Canadian Review of Psychology’s August edition. Her work, -“rFighart Framing Processes on
    Social Media: The Case of the Canadian and Quebec Chapters of Soldiers of Odin” examines the
    increasing visibility of far right grops
    u in Canada and their serlfep- resentation on Facebook. The
    prizes come with a $,1000.
    PhD Individualized Program student
    Vanessa Mardosirsian
    represented Concordia at the 2020
    Ma
    thèse en 180 secondes
    competition, the French version of the internationally popular Three Minute
    Thesis competition. Participants are challenged to summarize their research in three minutes, in
    an engaging and accessible way. Vanessa finished in third place for her presenn ta“
    D
    tio
    es couleurs
    saines pour un corps sain
    .” Vanessa is supervised by
    Alice Jarry
    (Department of Design and
    Computation Arts).
    Interdisciplinary Humanities PhD student
    Alex Custodio
    published the book
    Who Are You?
    Nintendo's Game Boy Advance Platform
    with MIT Press in October. The book is an extension of
    Alex’s Master of English research paper (written with the supervision of
    Darren Wer
    in
    shl
    t
    er
    he
    Department). In the book, Alex explores the enduring relevance of Nintendo’s Game Boy Advance
    handheld system nearly 20 years after its release.
    Françoise Bertrand
    of our Board of Governors, and the recipient of a Concordia honorary degree
    in 2013, was appointed a
    Commande
    of
    r
    the
    Order of Montrea
    .
    l
    The recognition honours the
    public and socio-economic impact
    Françoise
    has had to the benefit of Montreal and our city’s
    reputation. Distinguished chemistry and biomolecular sciences professo
    H
    r
    oward Alper
    , upon
    whom Concordia conferred an honorary degree in 2007, was promoted to the ran
    C
    k
    om
    of
    panion
    within the
    Order of Canada
    . Howard graduated from Sr i George Williams Universit, y one of
    Concordia’s two founding institutions, in 1963.
    Clara Fewster-Litinas
    , a Stacks Clerk, won the 2019
    Freda Otchere Recognition Aw
    .
    a
    T
    r
    h
    d
    e Freda
    Otchere Recognition Award, wasc reated “to encourage and reward staff currently working for
    Concordia Library whose commitment and professionalism reflect the values exemplified by Freda
    Otchere.” A virtual celebration was held on November
    th
    . 4
    The
    Black Perspectives Office
    (BPO), led by its founding coordinator,
    Annick Maugile Fla
    ,
    vie
    w
    n
    ill
    now reside in the Provost Office following a successful pilot in the Faculty of Arts and Science. The
    BPO’s mission is to provide resources and support, and to link to and advocatelaf cok r B
    perspectives, initiatives and scholarship at Concordia. The BPO will host programming, connect
    networks and champion Black perspectives as well as offer funding, mentorship, advocacy,
    assistance and resources for Concordia’s Black community and beyond. The work of the BPO is

    Board of Governors Report– December 20 20
    4
    informed by generations of Black students and community activism in Montreal and at Concordia
    that has laid the foundation for work that addresses and challenges-B
    antlacik systemic racism.
    The Office of the Provost and Vi-cPeresident, Academic, is establishing an
    Equity Offi
    t
    c
    o
    e
    serve
    as an umbrella unit to develop and implement the recently announced Equity, Diversity and
    Inclusion (EDI) action plan, coordinate and harmonize EDI resources and initiatives across the
    university and provide services and support to the community. A search was recently launched for
    the Equity Office’s executive director, who will report to
    Nadia Hardy
    , Interim Deputy Provost and
    Vice-Provost of Faculty Development and Inclusion, with a dotted repng
    ortiline to
    Carolina
    Willsher
    , Associate Vice-President of Human Resources. This new senior leader will be responsible
    for building on EDI recommendations, developing and implementing univer-switidy e strategies
    and an institutional action plan, and collaboatirng with other leaders and offices to address the
    complexity and nuances of equity, diversity, accessibility and inclusion.
    Both offices will work in close partnership with the recently announced
    President’s Task Force on
    Anti-Black Racism
    . Co-chaired by professors
    Angélique Willkie
    (Department of Contemporary
    Dance) and
    Stéphane Brutus
    (Department of Management) and
    Annick Maugile Flavie
    (B
    n
    PO),
    the Task Force will oversee and coordinate the work needed to generate recommendations that
    will address systemic anti-Black racism as it occurs across the universityin— employment, policies,
    teaching and learning practices, rooted in the experiences of faculty, staff and students.
    The
    Walrus TalksLiv ing Better
    took place on November 16
    th
    . This was an abbreviated version of
    the event, taking place online
    . Carly Ziter
    (Department of Biology) spoke about her solutions
    oriented research to enhance biodiversity conservation and ecosystem service provision in urban
    and urbanizing landscapes.
    Najmeh KahliliM-ahani
    (Media Health Lab) discussed her work on the
    health applications and implications of information and communications technology. External
    speakers were chef, author and activist
    Joshna Mahar
    a
    aj
    nd
    Ravi Jain
    , the founding director of
    Why Not Theatre.
    Concordia’s
    John Molson School of Busines
    s
    s
    igned a partnership with
    Ivey Publishing
    to write,
    publish and distribute business cases written by the John Molson community to schools around
    the world. Ivey Publishing is one of the largest and most prestigious case publisheOrsne
    . of the
    many benefits of this partnership with Ivey is that cases written by the John Molson School of
    Business are increasingly available internationally. Since launching the case publishing initiative
    two years ago, John Molson-published cases have been adopted in 42 countries.
    Vincent Martin
    (Department of Biology and Centre for Applied Synthetic Biology) in collaboration
    with the University of Toronto and industrial sponsor Agropur, is leading a
    Genome
    Canada/Genome Quebec
    funded project entitled “Bioprocess develpmo ent for lactose
    valorization.” Agropur, as the industrial partner, is a cooperative with ov,0e0r 0 3dairy farmers as
    its members. This collaboration aims to develop an efficient bioprocess to engineer yeaitsh
    t, w
    aimed far-reaching benefits for the industry. The project is valued at
    $1.9 mill
    .
    ion

    Board of Governors Report– December 20 20
    5
    The
    National Research Council
    formally announced
    $3.17 million
    in funding to the Genome
    Foundry to expand its capabilities and to host national collaborations. This included a $790,000
    contribution from Concordia.
    Brigitte Jaumard
    (Department of Computer Science and Software Engineering) is leading a team
    of 45 students and pos-tdocs in a
    MITACS
    award supported by
    CIENA
    , for the project entitled
    “Adaptive Slicing for Intelligent Network Automation.C” oncordia trainees will gain hands-on
    industrial experience while taking network slicing one step further in enablirong ssc domain/layer
    orchestration of services, so as to allow e-tond-end network and service elements to connect in a
    multi-vendor heterogeneous technology in different resource environments. The award is valued
    at
    $600,000.
    Kristen Dunfield
    D( epartment of Psychology) received
    $230,332
    , over three years, through the
    SSHRC Open Research Area
    call for her projecPt ro“social development across childhood: Towards
    a comprehensive mechanistic framework.”
    Vivek Venkatesh
    (Department of Art Educatio,n UNESCO co-chair in Prevention of Radicalization
    and Violent Extremism,a nd co-director of the Centre for the Study of Learning and Performance)
    received
    $177,500
    , over two years, for his projecLt ands“ cape of Hope: Magnifying Marginalised
    Indigenous and Racialised Youth Voices to Build Digital Resilience against Racismfro" m the
    Department of Canadian Heritage
    .
    This fall marks the pilot of the
    FUSION Sk-Dilelvelopment Curriculum
    , a project of the Future Skills
    Innovation Network (FUSION) led by thei ceV-Provost, Innovation in Teaching anLd earning. The
    online, self-directed curriculum will complement existing experiential learning opportunities and
    support students in developing their metacognition, communication and probl-esomlving skill
    sets. At Conocrdia, the project is being piloted with 157 students participating in a fall internship
    with the Institute for C-ooperative Education.
    The
    Lab for Innovation in Teaching & Learning
    officially launched this afll. Three projects are in
    development: a joint project with the Conference Board of Canada and the Atelier XR project that
    will create a program for the development of social and emotional skills using XR olteogchines; a
    project to launch a winter course to be delivered entirely in the videogame Minraeftc; and a
    project with Korbit AI that leverages Nova Science funding to develop the use of AI in the delivery
    of augmented and personalized learning to reduce achievement gaps of un-rdeeprresented
    students in the science and technology sector.
    A pilot has successfully concluded to evaluate the addition of an accessibility tool to Moodle. Led
    by the Centre for Teaching and Learning’s
    Dalia Radw
    ,
    an
    the pilot involved
    professors from all four
    faculties who tested the tool on one of their sample Moodle courses. The tool allows faculty to
    assess how compliant their Moodle course is to WCAG 2.0 AA standards and to easily adjust their

    Board of Governors Report– December 20 20
    6
    courses where needed. WCAG 2.0 AA standards were mandated theby Quebec government to
    ensure all our websites, including our digital learning environments, are accessible to persons with
    disabilities, especially those using assistive technologies. Results from the pilot will guide how the
    tool will be used in course deelvopment for winter 2021 and is an important step in making
    Concordia’s learning environments WCAG 2.0 AA compliant. The larger project, “eAccess,” is a
    multi-year, multis-takeholder initiative led by Concordia that connects fivhe igher education
    institutions together in building more aeccssible learning environments.
    In early fall,
    Concordia Libra
    y
    r
    opened up the Webster and Vanier Libraries for individual study by
    reservation. Usage has remained steady butunde r capacity. The Library has increased the number
    of bookings permitted per student per week from four todur
    10 ing study periods and has extended
    hours of opening to better accommodate those who require quiet space to complete their course
    work as the term comes to an en. d
    Concordia’s
    4
    TH
    SPACE
    hosted a series of virtual events.
    The Story Wit
    c
    h
    o
    in
    nference, focusing on
    how stories are used in research, therapy, and social ac, taiottnracted an international audience
    of 500 attendees. On October
    th
    4, the soft launch of thec hildren’s book
    Amber the Maker
    took
    place, featuring a reading of the book by Montreal school children. The story stems from research
    developed by
    Ann-Louise Davidson
    , Concordia University Research Chair in Maker Cultu. re
    Researchers working on questions related to sustainaby ilitdelivered presentations focused on
    environmental degradation and the pandemic on Octobe
    th
    r ,9 while others who participated in the
    Ask Us Anything about A
    p
    I
    roject came together for an interactive and lively Q&A focused on
    artificial intelligence. Finally, Concord’ias
    Public Scholars
    programw as showcased on October 28
    th
    through a participatory live event that underlined the value of making one’s research accestso ible
    the public.
    The Faculty of Arts and Sciencis
    e launching a new research centre that will focus on studying
    human values — at home and around the world. The
    Center for Research on Values, Attitudes
    and Societies
    will support researchers looking at thee sissues in Quebec and across Canada. It will
    do so by giving them access to data from the World Values Survey with the aim of better
    understanding how principles and attitudes evolve. The new centis re co-directed by
    Guy
    Lachapelle
    and
    Antoine Bilodeau
    , both professors in theD epartment of Political Science.
    To help slow the spread of the new coronaviras
    us plummeting temperatures keep people indoors,
    a team of researchers led by
    Leon Wan
    (
    g
    Department of Building, Civil and Environmental
    Engineering) built a web-based tool to estimate the risk of indoor airborne transmission of the
    virus in Montreal’s buildings. Leon, alongside
    Ali Kata
    a
    l
    nd
    Maher Albettar
    , PhD students at the
    Concordia University Building Environment Lab, developed the
    City Reduced Probability of
    Infection
    site. It calculates the probability of infection through aerosol transmissiniodn oors. Leon,
    an expert in building airflow and thermal management, says that a proper understanding of
    ventilation and air quality in indoor spaces coulde lp h slow the spread of the virus.

    Board of Governors Report– December 20 20
    7
    On October 9
    th
    ,
    Annie Gérin
    , Dean of the Faculty of Fine Arts, was elected to
    B
    th
    oa
    e
    rd of the
    Executive Committee of the Canadian Association of Fine Arts Dea
    a
    n
    nd
    s Anne-Marie Croteau
    ,
    Dean of the John Molson School of Business, was appointed
    Chair of the Business School
    Association of Canada
    for a two-year term beginning on October 2
    th
    8.
    The PERFORM Centre held two colloquia. n O November 3
    rd
    ,
    Jason Neva
    , Assistant Professor at
    Université de Montréal, presented on “Neuroplasttiyci, motor learning and aerobic exercise:
    implications to motor rehabilitation” and on November
    th
    2, 5
    Caroline Fitzpatrick
    , Assistant
    Professor, Université Sainte-Anne,pre sented “Healthy living in a digital a: geScreens and wellbeing
    in childhood.”
    The
    Community Health Education Program
    (CHEP) funded by Health Canada invited PERFORM’s
    Thea Demmers
    (Supervisor, Nutrition Suite) and
    Christina Weiss
    (Supervisor, Conditioning Floor)
    to deliver a webinar on rapcticing healthy lifestyle habits during a pandemic. Sessions were held
    on October 22
    nd
    and November 18
    th
    and were broadcast to 20 remote Englis-shpeaking
    communities in Quebec and Labrador.
    For the first time, the
    Princeton Review
    has named Concordia’s
    John Molson School of Business
    in its 15
    th
    annual
    Top 50 Entrepreneurship: Grad ranking
    .
    s
    John Molson placed 4
    th
    7in the world
    for its graduate entrepreneurship studies offerings. It was the only Canadian institution included
    in the top 50.
    SERVICES AND SUSTAINABILITY SECTOR
    Emergency planning
    and tabletop exercises were held to contend with potential CO-V1I9 Dcases
    on campus. COVID-19 training for agents continues. An average of 1,400 Concordia community
    members come to campus from Monday to Friday weekly, with an average of 250 on weekends.
    Security ensures that all public health and safety guidelines are respected.
    Human Resources
    has been actively involved in assisting and supporting the community while it
    continues to work remotely. Variouns ew measures have been developed to prioritize employee
    and student wel-lbeing. Thehol iday closure previously scheduled to end on 6 January 2021 is
    extended to 11 January with a delay to the start of the academic term until 13 January. Most
    employees will also get one extra holiday on March
    th
    4during the Reading Week break leading
    into the President’s Holiday on March
    th
    5, 2021. Additional resources have been provided to
    managers to support their teams implement sustainable work practic, esincluding“Ti me to
    Disconnect.”
    Environment Health & Safety
    continues to oversee the training of individuals for COV-1I9 D related
    matters and access to campus purposes. From the period of Jul
    st
    yt o 1 September 30
    th
    , 4,361
    individuals completed the training. For the same period, 628 return to campus safety assessments

    Board of Governors Report– December 20 20
    8
    were conducted. A flu vaccine clinic has been organized for community members to get inoculated
    on campus.
    The
    Office 365 e-mail migration
    for all saft f and faculty members is complete. Processes and
    support relating to the
    online exam platfor
    ,
    m
    including proctoring, have been reviewed and
    optimized in preparation for the final exam period.
    Two IITS analysts (funded by the research sector) are bereing
    cruited to integrate Concordia in the
    Canadian “
    New Digital Research Infrastructure Organizatio
    n
    (NDRIO) and
    Calcul Québe
    t
    c
    o
    provide researchers with access toigd ital tools, services and hig-ehnd performance computing.
    The Memorandum of Understanding and Entente between UQAM and Concordia University for
    the
    Humanities & Social Sciences Congress
    of 2022 is now finalized and approved.
    Concordia’s CIO and organizing committee are committed to hosting the
    CANHEIT conference
    (Canadian Higher Education Information Technology Conference) virtually in June 2021, with 450
    participants.
    Through the
    Sustainability Ambassadors Program
    , Concordia offered
    Intro to Sustainability 101
    workshops in September, which were attended by approximately 50 cmuomnity members.
    Recreation and Athletics
    successfully transitioned workout classes to virtual offerings with
    Le
    Gym
    ; many free workout options are also being offered to help community members with their
    health and wellness.
    In order to ensure the respect of public health and safety regulations such as proper distancing
    measures for
    student athlete
    ,
    s
    the
    varsity weight room
    was relocated into the dome on the Loyola
    Campus.
    UNIVERSITY ADVANCEMENT
    The Michaëlle Jean Foundation
    ,a charitable entity that helps underserved youth harness the
    power of creativity for social impact, pledge
    $59,
    d
    000
    as part of a partnership agreement with the
    Landscape of Hope project, led by
    Vivek Venkates
    . L
    h
    andscape of Hope is a unique, evidenc- e
    based intervention that magnifies youth narratives as they pertain to building resilience against
    racism, discrimination, prejudice and cyber bullying.
    The Inspirit Foundation
    pledged
    $110,000
    to support an Indigenous journalist position over the
    next two years at the Department of Journalism’s Institute for Investigative Journalism. The
    selected individual will help lead and coordinate reporting on the Instituteong’s oing and new
    investigations.

    Board of Governors Report– December 20 20
    9
    Schwartz Levitsky Feldman, LLP/S.R.
    ,
    L.
    a ful-lservice accountancy firm with offices in Toronto and
    Montreal, pledged
    $33,000
    to establish an endowment to fund the Schwa-rLtezvitsky-Feldman
    Scholarship in Accounting at the John Molson School of Business.
    Ruth Gesser
    , BA 78, made a generous planned gift in suppoof rtt he Centre for the Arts in Human
    Development (CAHD). For more than two decades, the CAHD has used creative arts therapies to
    make a difference in the lives of intellectually and developmentally disabled individuals.
    Alumni engagement
    The following virtual events were attended by 758a lumni and friends:
    “Morality in the Marketplace: What our choices say about us,” featured a discussion about how
    the morality of objects changes as culture changes. The webinar was led by
    Aya AboelePnhD
    ien,
    20
    , assistant professor of Marketing at HEC Montréal, and
    Zeynep A
    ,
    r
    a
    sel
    ssociate professor in the
    Department of Marketing at the John Molson School of Business.
    “The world needs purposeful empathy,” a webinar about the power and positive effect of
    purposeful empathy, was held by educator and social impact coach
    Anita No
    ,
    w
    G
    ak
    rDip 99.
    Nowak, a fellow with the International Women’s Forum, will publish her first book,
    Purposeful
    Empathy
    , in 2021.
    Multiple video and sound works made by recent FacultyFo
    inf e Arts alumni were presented as
    part of “Art Volt Collection: Watch and listen.”
    The Art Volt Collec
    is
    tio
    a
    n
    n artwork loan and sales
    service at the Faculty of Fine Arts that will launch in 2021. The cre-amtivindee d non-profit also
    held a virtual art uaction in the month of October, with 17 artists represented.
    Alumni and supporters of the
    Kenneth Woods Portfolio Management Program
    (KWPMP)
    gathered online to acknowledge the program’s
    th
    20anniversary and acquire some relevant words
    of wisdom from JamesL eech, chancellor of Queen’s University and former president and CEO of
    the Ontario Teachers’ Pension Pla. nKWPMP benefactor and namesake
    Ken Wood
    ,
    s
    MBA 75, LLD
    17, was presented with as pecial commemorative book prepared by University Advancement.

    Information Security Policy
    Presentation to the Boardof Governors
    December 9, 2020

    As part of Concordia’s institutional information security program, a formal
    Information Security Policy has been elaborated to confirm Concordia’s
    commitment and establish the governance structure to strengthen information
    security.
    As required by the Quebec government, upblic bodies must adopt and
    implement a Policy on the security of information to comply with the
    Directive
    sur la sécuritéde l’informationgouvernementale.
    They must also havethe
    Policy formally approved by their board of directors.
    The Policy responds to recommendations from two internal audits:
    Identity and
    access management review
    and
    review of cloud management practices
    .
    2
    Context

    Institutional data
    : standardized representation or depiction of facts or figures
    that can be created, collected, processed, communicatedor interpreted (e.g.
    employee’s name, employee’s SIN, student’sgrades, biometricinformation)
    Institutional information
    : institutional data derived, aggregated, processed,
    organized, structured and presented as a report, dashboard, KPIs, etc. (e.g.
    dashboard highlighting students at risk)
    Personal information
    : institutional information that permits the identification of
    an individual (e.g. first name, last name and home address)
    The Policy applies to University community members, contractors and
    guests for both paper and digital formats
    including research
    3
    What “Information” Needs To Be Protected?

    BOARD & PEG (strategic goals)
    IT Executive Committee
    Strategic Directions
    Information Security
    Program & Management
    Project Portfolio
    Management (Capex)
    Ecosystem Evolution
    Student & Alumni
    Teaching & Learning
    Faculty & Research
    Administration
    Digital Workspace
    Sensitive Information & Fraud
    Protection Committee
    IT Advisory Committee(ISAC )
    IT Infrastructure Services
    Business Cases
    IITS and IT in Faculties
    Prioritized 5Y investment plans
    in alignment with budget committees
    Proposed
    5-Y Investment Plan
    Proposed
    5-Y Investment Plan
    Business Cases
    Enterprise Architecture
    Ecosystem Cohesion
    IITS and IT in faculties
    Data Governance
    Data Governance Steering
    Institutional Data Space
    Budget Committees
    Involved in information security management
    IT Governance
    4

    Who
    What
    Board of Governors
    Approve the Information Security Policy
    PEG – President Executive Group Endorse information security policies and the compliance
    thereof, aswel l as oversee major cybersecurity incidents
    ITEC – IT Executive Committee
    Recommend to PEG information security policies and
    oversee information security risks. Approve budget
    requests in collaboration with budget committees
    ISAC – IT Advisory Committee
    Review business casesthat are part of the information
    security program
    Sensitive Information & Fraud
    Protection Steering Committee
    Oversee the overall information security program and
    management of information security as per the Policy
    Data Governance
    Participate in and oversee data protection initiatives
    7
    SUPPORTED BY
    Information Security Operations Team (IITS)
    Incident Response Team (IITS)
    Emergency Operations Committee (EOC)
    Sensitive Information Breach Response Team (Legal)
    IT Governance (continued)
    5

    Concordia’s Data Classification comprises four classes
    P
    :
    ublic, Internal, Confidential, and Restricted
    Includes Research Data
    Data security controls are established based on Data Classification
    6
    INTERNAL
    PUBLIC
    CONFIDENTIAL
    RESTRICTED
    Examples
    Published research
    Press releases
    Departmental organization
    chart
    Public listing of university
    courses
    Job postings
    Compensation
    information
    Student ID,
    Employee ID
    Demographic data
    Unpublished research or grant
    information
    Contractual non-disclosure
    information
    Social Insurance Numbers (SIN)
    Bank account information
    Gender, ethnicity, religion, political
    beliefs
    Biometrics/ sensory information
    Personal health record
    Disability status
    6
    Data Classification

    Who
    What
    VP, Services and Sustainability
    Owns the Information Security Policy
    Chief Information Officer
    Responsible for developing and implementing University policies in
    relation to information security
    Chief Information Security Officer
    Develops and maintains appropriate information security strategic and
    operational plans
    Data Trustee
    (as per Data Governance Policy)
    Accountable for ensuring that information is accurate, available to
    authorized users and classified in accordance with policies and
    guidelines
    Data Steward
    (as per Data Governance Policy)
    Ensures that systems are designed, implemented and accessed
    according to information security requirements, data security controls
    and authorized user roles. Ensures data accuracy and integrity.
    Custodian
    Unit or person responsible for an asset and forregular reviews of
    compliance with the present policies and all applicable guidelines and
    frameworks
    Supervisor
    Ensures that employees under their supervision are aware of the
    present policies and the responsibilities set out therein
    User
    See next page
    Roles and Responsibilities
    7

    Users are individuals with access to information (University community members,
    contractors and guests). Theyare responsible for:
    Complying with this Policy
    Completing training related to information security as required (mandatory) or
    prescribed
    Protecting passwords and accesses
    Taking measures to prevent loss, damage, abuse or unauthorizedaccesses
    Respecting established classification of information
    Promptly reporting all acts that may constitute breaches of security
    8
    User Responsibilities


    INFORMATION SECURITY POLICY
    Page 2 of 12
    DEFINITIONS
    For the purposes of this Policy, the following definitions
    shall apply:
    “Asset(s)” means any physical and/or digital asset which holds, uses, transmits, receives or is
    related to the Life-Cycle of Information. Assets include, but are not limited to, applications,
    databases, servers, computers, laptops, phones, cells.
    “Assigned Custodian” means the unit or person responsible for anA sset and for ensuring
    regular reviews of compliance with the present Policy and all applicable guidelines and
    frameworks.
    “Data Governance” means a set of standards and processes relating to data which are followed
    by allMem bers of the community and which ensure the accuracy, integrity and accessibility of
    Information.
    “Data Mart” means a subset of a Data Warehouse (as efidned below) used by specific Users (as
    defined below). It holds the data related to a particular subject area such as finance, human
    resources or students.
    “Data Steward(s)” means the individual having responsibility and oversight of an information
    system, Data Mart or Data Warehouse, and its associat
    I
    ed
    nformation .
    “Data Trustees” means the administrators with institutional oversight fo
    I
    r
    nformation .
    “Data Warehouse” means a central repository which serves the purpose of facilitating access to
    data for decision-making. It holds Institutional Data on multiple subject areas from multiple
    sources.
    “Document(s)” means Information inscribed on a medium. TheI nformation is delimited and
    structured, according to the medium used, and can be in the form of words, sounds or images.
    The Information may be rendered using any type of writing, including a system of symbols that
    may be transcribed into words, sounds, images or anor thesystem of symbols. For the purposes
    of this Policy, a database whose structuring elements allow the creation of documents by
    delimiting and structuring theI nformation contained in the database is considered to be a
    Document.

    INFORMATION SECURITY POLICY
    Page 3 of 12
    “Information” means any Institutional Data, Institutional Information and/or Personal
    Information.
    “Information Security Program” refers to projects, training or steps undertaken to remediate
    any existing information security gaps, address any new threat to security, modify stands ard
    and implement processes in order to attain and maintain the desired security level.
    “Institutional Data” means any standardized representation or depiction of facts or figures that
    can be created, collected, processed, communicated or interpreted.
    “Institutional Information” means Institutional Data that have been derived, aggregated,
    processed, organized, structured and presented as a report, dashboard, graphic visualization,
    Key Performance Indicators (KPIs) or as a corollary database, Data Mart otr a DWa arehouse.
    Life-Cycle
    means all the stages in the creation, use, retention and the destruction of a
    Document. Such stages include the creation, holding/saving or preserving theoc uDment,
    transferring, consulting or viewing and the destruction of the ocDument in accordance with the
    applicable University rules and laws.
    “Member(s)” means any student and any ful-ltime, part-time or temporary employee of the
    University, including staff, faculty, postdoctoral fellows, researchers, members of the
    administration, stagiaires, interns and volunteers.
    “Personal Information” means information that permits the identification of an individual.
    “Supervisor” refers to a person with direct supervisory responsibility over employees of the
    U niver sity .
    “User (s)” means any individual M( embers, contractors and guests) with access tIo
    nformation.
    POLICY
    1.
    The management of information security must supportthe University’s mission and
    ensure the University can carry out its mission securely, without interruption, and in
    conformity with all applicable laws and standards.

    INFORMATION SECURITY POLICY
    Page 4 of 12
    Managing information security include: s
    a) Developing the organizational skill set to manage information security risk across
    the University
    b) Creating a culture of information security throughout the community and setting
    out the responsibilities relating to information security of all emMbers of the
    community.
    c) Securing and protecting all Assets pertaining to information security.
    d) Managing access to Information and the responsible use of the systemas s set out in
    the related Universityp olicies.
    e) Creating and adopting directives, rules,p rocedures, guidelines and best practices in
    information security as determined by the Chief Information Officer (CIO) and the
    Chief Information Security Officer C(ISO) and supported by the senior
    administration, notably in conformity with applicable lawsU, niversity policies and
    other applicable standards.
    f) Keeping and making Information in accordance with paplicable University policies
    and procedures, including, but not limited to,
    the
    Records Classification and Retention
    Plan
    , and the
    Policy Concerning the Protection of Personal
    Informati
    (
    on
    SG-9
    ), the
    Policy
    on Confidential Information
    (
    HR-36
    ), the
    Policy on Computing
    Facilitie
    (
    s
    VPS-30
    ),the
    Policy on Data
    Governance
    (
    PRVPA-4
    ) as well as applicable laws and regulations.
    g) Conducting inventories and calssification of Information subject to the present
    Policy.
    h) Managing risks, assigning security levels and ensuring that processes are in
    accordance with the level of risk and the sensitivity of tIhnfe ormation in question.
    i) Providing support,info rmation and training relating toinfo rmation security to the
    relevant units and Members of the community.

    INFORMATION SECURITY POLICY
    Page 5 of 12
    j) Monitoring, auditing and testing the security of the information systems and, when
    appropriate, reassessing needs, rules and responsibilities.
    k) Developing and implementing procedures to detect information security threats and
    responding swiftly and responsibly to any breach or incident involving information
    security.
    l) Ensuring the appropriate enforcement of this and relatedU niversity policies and
    directives.
    Roles and Responsibilities
    2.
    Reporting to the Vice-President, Services and Sustainability, the Associate Vice-President,
    Information Systems and Chief Information Officer (CIOi) s responsible for developing
    University policies, procedures, guidelines and technologies in relation to information
    security, and participates in the implementation of same Universi-twiy de.
    3.
    Reporting to the CIO, the CISO develops and maintains appropriate strategic and
    operational plans, participates in the implementation of University policies, procedures,
    guidelines and technologies in relation to information securitay nd liaises with relevant
    external and internal parties regarding information security matters.
    4.
    The responsible unit, as determined by the CIO and the CISO, may develop procedures,
    guidelines, handbookso r other University policy-related documents to help with the
    implementation of this Policy, includin, gbut not limited to:
    a) Cloud usage procedures and guidelines;
    b) Identity and access management,inc luding password management, procedures and
    guidelines;
    c) Backup management procedures and guidelines;
    d) Bring Your Own Device procedures and guidelines.

    INFORMATION SECURITY POLICY
    Page 6 of 12
    5.
    The Supervisor is responsible for ensuring that employees and others under their
    supervision are aware of the present oPlicy and the responsibilities set out herein.
    6.
    Committees and response teams (as described in Appendix Ah) ave been created each
    with specific responsibilities and mandates relating notably :t o
    a) Ensure the security of Information;
    b) Ensure the security of Assets;
    c) Respond to breaches of Personal Information;
    d) Respond to fraud;
    e) Respond to information security incident. s
    Such committeesand response teamsm ay, as technology and/or the needs of the
    University change over time, be modified, added to or abroga. ted
    7.
    In alignment with the
    Policy on Data
    Governance
    (
    PRVPA-4
    ) and the related
    Data
    Governance Framework
    , Instructional and Information Technology Services IIT( S) and Data
    Stewards will ensure that systems are designed, configured, implemented, operated,
    maintained, upgraded and decommissioned in a manner consistent with established
    information security needs.
    8.
    System and application administrators are responsible for configuring the security
    features of the Assets under their administration in accordance witUh niversity policies,
    procedures, guidelines and other requirements. All ssetA s with security settings that can
    be configured and/or changed must have an assigned daministrator.
    9.
    Data Trustees are accountable for ensuring that Information iacs curate, available to
    authorized Users and classified in accordance with University policies and guidelines,
    including the
    Policy on Data Governance
    (
    PRVPA-4
    ) and the
    Data Governance Framework
    .

    INFORMATION SECURITY POLICY
    Page 7 of 12
    10.
    The IITS Security Team and Data Stewards are responsible for ensuring systems are
    assessed for information security requirements on a regular basis or as mandated by
    governmental obligations.
    11.
    All Assets (owned by the University oUr sers) must have anA ssigned Custodian who is
    responsible for ensuring compliance witht his Policy.
    12. Users are notably responsible for:
    a) Complying with this Policy,al l information security requirements defined herein,
    all other related University policies and supporting procedures, rules, directives and
    guidelines.
    b) Completing training relating to information security ars equested and/or prescribed.
    c) Protecting passwords and accesses provided to them via IITS or system
    administrators. Access is to be used by the assignee and not provided to any other
    User.
    d) Taking appropriate measures to prevent loss, damage, abuse or unauthorized access
    to Assets under their control.
    e) Respecting the established classification of Information.
    f) Promptly reporting all acts that may constitute real or suspected breaches of
    security including, but not limited to, unauthorized access, theft, system or network
    intrusions, willful damage, and fraud.
    Non-compliance
    13.
    Non-compliance with this Policym ay result in a variety of responses including the
    immediate suspension of aU ser’s access to any or all systemts,
    ermination of access to the
    University’s information systems and disciplinary action.

    INFORMATION SECURITY POLICY
    Page 8 of 12
    Policy Responsibility and Review
    14. The overall responsibility for the implementation and recommended amendments to this
    Policy shall rest with theVi ce-President, Services and Sustainability.
    Approved by the Board on [insert date].

    INFORMATION SECURITY POLICY
    Page 9 of 12
    APPENDIX A
    Governance Structure
    The Associate Vice-President, Information Systemsa nd CIO and the CISO are responsible for
    coordinating efforts with relevant institutional committees and initiatives.
    The information security governance structure is as follows:

    INFORMATION SECURITY POLICY
    Page 10 of 12
    Strategic Committees
    1.
    Information Technology Executive Committee (ITEC)
    The mandate of the ITEC is to provide strategic directions relating to information systems
    and technologyas well asto monitor IT performance based on established metrics and to
    provide recommendations for improvements. The ITEC may also be asked to validate
    funding requests that are oUf niversity-wide importance.
    Members of the ITEC are responsible for:
    the review of the overall strategic initiatives related to the Information Security
    Program and investment roadmap;
    the review of the information security risks to be reported to the Enterprise Risk
    Management Committee;
    the review of IT policies;a nd
    providing recommendations tot he President’s executive group (PEG) and the Board
    of Governors for required approvals relating toi nformation security.
    2.
    Information Systems Advisory Committee (ISAC)
    The mandate of the ISAC its o monitor and optimize the expected outcomes relating to the
    IT roadmap delivery (business cases and projects), tAhe sset life-cycle management and IT
    user services, and to provide recommendations to the EC
    IT on strategic directions.
    Members of the ISAC are responsible for the review of business cases and projects that are
    part of the Information Security rPogram and for providing recommendations to the ITEC
    on strategic directions.
    3.
    Sensitive Information Security and Fraud Prevention Steering Committee
    The mandate of the Sensitive Information Security and Fraud Prevention Steering
    Committee is to ensure proper governance of information security taht e University
    through oversight of theI nformation Security Program.

    INFORMATION SECURITY POLICY
    Page 11 of 12
    Members of the Committee are responsible for:
    the review of the Information Security Program includingp olicies, directives, rules,
    procedures and best practices.
    the review of major information securityin cidents and appropriate responses when
    required.
    4.
    President’s Executive Group (PEG)
    PEG will be alerted and will participate in a strategic capacity during a major cyber
    security incident involving a data breach or a severe loss of service. PEG will also review
    and provide input top olicies or directives related toi nformation security.
    Incident Teams
    5.
    Blue Team or Computer Incident Response Team( CIRT)
    The Blue Team is an incident response team that is assembled during incidents, tabletop
    exercises and/or mock incidents. Thce omposition of the team is fully technical and dwras
    from IITS resources and other areas as needed. Tihnfe ormation security manager or
    equivalent will liaise with the CISO sot hat other teams such as the Emergency Operations
    Committee (EOC) are updated as to the BluTe eam’s response to an incident.
    6.
    Emergency Operations Committee (EOC)
    The EOC is composed of representatives from all major nUiversity units and assembles on
    a regular basis to review emergencies that have occurred on campus. The EOC also
    assembles to coordinate the response to an activeme ergency. In a cyber emergenc, ythe
    EOC would serve as a central point of coordination with all otheUnr iversity units and
    assist with the response to the emergency.
    7.
    Sensitive Information Breach Response Team (SIBRT)
    The SIBRT is activated by the icVe-President, Services and Sustainability or delegate when
    a sensitive information breach occur. s The SIBRTev aluates the severity and impact of the
    incident. Should the investigation warrant action, it may call on EtheOC for support.

    INFORMATION SECURITY POLICY
    Page 12 of 12
    Operational Team
    8.
    Cyber Security Team
    The Cyber Security Teami s comprised of information security analysts in IITS who have
    operational duties and project responsibilities related to cyber security. In the event of a
    cyber security incident, the Cyber Security Team would be part of the Blue eTam.
    Incident Reporting Procedure
    All Users are expected to report confirmed and suspected incidents via the incident report
    application in
    the
    MyConcordia portal
    .Inci dents will then be triaged and treateda s per the
    incident management procedure.

    2
    PREPARED BY:
    Name:
    Danielle Tessier
    Date:
    November 26, 2020

    Employment and Remuneration Policies
    List of documents presented tot he Board of Governors on
    December 9, 2020:
    Executive Summaries
    1. Proposed modifications (Table)
    2. Executive summary of policy changest o comply with the
    Règles budgétaires
    3. Executive summary of the
    Règles budgétaires
    Draft Policies
    Employment and remuneration policies for:
    1. Senior Administrators,D eputy Provosts, Vice-Provosts and Associate Vice-Presidents
    (Senior Administrative Personnel subject to th
    R
    e
    ègles budgétaires
    )
    2. Academic Deans and the University Librarian
    3. Academic Administrators (including Associate Deans and Associate University Librarians)
    4. Managerial andOth er Employees not Governed by aCo llective or Other Agreement
    and
    5. The Omnibus Policy of the Remuneration of Senior Administrative Personnel

    1|
    Page
    Executive Summary
    Policy changes to comply with Section 5.11 of th
    ‘R
    e
    ègles budgétaires et calcul des subventions de
    fonctionnement aux universités du Québec’
    (the “RB”)
    1
    Purpose of the RB –
    To provide conditionsgove rning theremu neration of the senior administrative
    personnel positions referred to below, which
    exclus deDeans
    (“
    SAP
    ” or “
    SAPS
    ”).
    Positions within the scope of the RB
    – With the exception of the Deans who are excludehe
    d, ltist of
    positions that will be used forB ill 95
    2
    reporting in the Fall of 2021 reflects the positions that are subject
    to the RB, which includes
    the positions of President, ViceP-resident, Secretary-General, Deputy Provost,
    Vice-Provost, Associate ViceP-resident and any other equivalent position.
    Objectives
    of the policy changes–
    To comply with the RB as well as to harmonize and modernize:
    -
    Employment practices;
    -
    Provisions of employment contracts; and
    -
    Employment and remuneration policies for employees not governed by a collective nor a
    association agreement.
    Policies
    impacted
    – BD-8, HR-39 and HR-40.
    Principle policy changes
    Remuneration
    Introduction of the definition of Remuneration, which is defined as any amount paid for
    the fulfilment of any employment duties including, but not limited to, annual base salary, stipends,
    allowances, lump sumsa nd the like. In the Policy applicable to SAPS, the notion of lump sums is
    removed from the definition.
    Salary –
    Harmonization of the salary formula foral l Academic SAPS. Global/aggregated annual salary
    will bewi thin approved scales versus a nominal academic salary (CUFA grid salary) and a stipend. All
    annual salaries will be fully pensionable.
    Administrative
    Leavefor Academic Administrators–
    For Academic SAPS, the RB impose restrictions
    upon administrative leave(r eferred toin the RB as
    pa
    id transition period
    ’) which include, without
    limitation the following:
    (a)
    Must be used to update skills, reintegrate into research networks and deepen knowledge to exercise
    professorial duties;
    (b) May not exceed one year and must be proportionate in terms of duration ofa dthemin istrative
    mandate;
    (c) Must return to the professorial ranks immediately after thleais ve; and
    (d) Cannot receive both severance pay and administrative leave.
    The
    impact of provisions (a) an(d c) is that the administrative leavce annot be“
    banked
    ” or deferred, and
    no monetary compensation in lieu of administrativle eave can be granted. Both of these provisionsar e
    included in the new
    Policy on Employment and Remuneration of Senior Administrators, Deputy Provosts,
    Vice-Provosts and Associate ViceP-residents
    and apply to Academic SAP. S
    1
    Executive Summary prepared by the University Secretariat and Human Resources on Novem10ber, 2020.
    2
    The Act Respecting Educational Institutions at the University Level (chapter E-14.. 1)

    2|
    Page
    A number of years ago, prior to the imposition of the RB and in response to certain fatche
    torUs,n iversity
    modified its practices and the administrative leavpe rovisions in its employment contracts for esnior
    academic administrators covered by BD-8. These changes already imposed some of the restrictions
    referred to above upon alls enior academic administrators, including Academic Deans and the University
    Librarian and they are now reflected in the new policies.
    In the revised policies, daministrative leave provisions have not changed substantially for Associate
    Deans and Associate University Librarians.
    Vacation days –
    The annual vacation allotment forA ssociate Vice-Presidents previously ranged from
    22 to 25 days, and annual vacation allotment for somwe as previously based on the CUFA collective
    agreement. The annual vacation allotment has been harmonized to 25 days forSA
    alPSl , Academic Deans
    and the University Librarian.
    Expenses
    – The RB permitsthe reimbursement of workr-elated expenses without prior authorization, up
    to an annual amount of $4,830. In order to comply with the anRB
    d to facilitate the annual reporting/audit
    requirements under the RB, all expenses incurred must be approved in advan, ciencluding expenses
    incurred as part of an employee’s professional development allowanc. e
    Severance pay
    – Additional provisions were added to clarify the rules regarding severance pay.
    For all SAPS, Academic Deanas nd the University Librarian, the severance pay may not exceed 1 year of
    the base salary at the time of the departure.
    No severance pay shall be granted to a AP
    S who:
    (a) is terminated with cause;
    (b) resigns from their position; or
    (c) ceases to exercise their duties as Sa AP and who remains employed by the University.
    If granted, the amount of severance pay is reduced if the SiAP
    s employed or holds another paid position
    in a public or par-apublic body within 12 months following end of mandate.

    1|
    Page
    Executive Summary of Section 5.11 of the
    ‘Règles budgétaires et calcul des subventions de
    fonctionnement aux universités du Québec’
    (the “RB”
    1
    )
    Purpose
    of the RB –
    To provide governing conditions for remuneration of the senior administrative
    personnel positions referred to below, which
    excludes DeansSA
    (“
    P
    ” or “
    SAPS
    ”).
    Consequences of Non-Compliance –
    Minister may withhold a material portion of the University’s
    operating grant.
    Positions within the Scope of the RB
    P
    -
    resident, Vice-Presidents, Secretar-yGeneral, Deputy Provost,
    Associate Vice-Presidents and any person holding an equivalent position.
    Employment
    contracts within the Scope of the RB
    A
    -
    ll employment contracts for SAPwh o were
    newly appointed as of
    May 1, 2018
    and all SAP employment contracts in effect prior to May 1, 2018, if
    the: (a) employment contract was renewed or extended as of May 1, 2018; or (b) remuneration conditions
    were modified as of May 1, 0128 (“
    New Agreements
    ”).
    Definition
    of Remuneration
    – For purposes of the RB, remuneration includes any amount paid to SAP
    for the fulfilment of any employment duty (including salary, bonus, premium (stipend), lump sum,
    allowance, severance pay, as well as the monetary value of any form of direct or indirect benefit). Such
    amounts are remuneration independent of the source of the University’s obligation to pay them
    (employment contract, policy, resolution, etc.).
    Restrictions regarding Annual Salary Increases
    – For New Agreements, the RB provide that the point
    of reference for salary increases is the highest annual salary paid to the SAP who held the same position
    or a position of an equivalent level, in the case of a new position
    S
    (t
    a
    he
    lary
    Increase Threshold
    ”).
    Under
    New Agreements, the SAP’s annual salary may be increased by: (a) no more than the general
    percentage of indexation applicable in that year to the public and pa-pruablic sectors for the increase of
    salary rates and salary scales; and (b) progression within a salary scale, provided that the annual salary
    increased shall not be greatert han the Salary Increase Threshol. d The same type of limitation applies to
    new SAP hired to fill a vacant or new position. The RB provide particular provisions for the
    determination of salary to take into account increases that were not, but that could have been applied and
    certain deductions that may have been applied to the salary of a previous SAP.
    Prohibited
    Remuneration
    – For New Agreements, the RB prohibit:
    (a)
    Payment to a SAP of any premium (stipend)lum, p sum, bonus, allowance or indemnity for the
    fulfilment of any employment duty except if, on an interim basis, additional employment duties
    are assumed above the level of the SAP’s primary position;
    (b)
    Payment, reimbursement or compensation to a SAP of any direct or indirect benefit with respect
    to:
    o
    A personal residence (expenses incurred for events at personal residence are permittased,
    explained
    below);
    o
    Membership fees of a professional order unless designation required for position;
    o
    Use of a parking space (together with a prohibition regarding any erpreneftial rates);
    o
    Expenses of a personal nature, such as membership fees to a private club, membership and user
    fees for medical services or any private insurance other than the University’s group insuceran
    plan,
    financial advisory services, domestic services, and travel expenses of a spouse.
    Executive Summary prepared by University Secretariat on September 10
    th
    , 2018, and modified on November 24
    th
    , 2020.

    2|
    Page
    Permitted Remuneration
    – For New Agreements, the following types of remuneration are permitted: A
    reasonable monthly car allowance, reimbursement of wo-rrkelated expenses without prior authorization,
    up to an annual amount of
    $4,830
    (cannot constitute a personal benefit) and reimbursement of expenses
    incurred during an event held for the University at the personal residence of a SAP, in accordance with
    rules to be established by the Universi. ty
    Sums payable at the end fo term or upon termination
    – For New Agreements, there are various
    restrictions introduced which prohibit the payment to a SAP of any severance pay:
    (a) In excess of one year of salary. This amount may only be paid if the SAP leaves the University, it
    cannot exceed the salary received at the time of departure and must be based upon the duration of the
    continuous mandate;
    (b) Upon resignation, unless resignation results from
    force majeure
    . In such case, the amount would be
    subject to the rules of (a) above; and
    (c) If the SAPrem ains employed by the Universit, y with further provisions regarding salary and benefits
    in the new position.
    The amount of severance pay under (a) and (b) above is reduced if the SAP is employed or holds another
    paid position in a public orp ara-public body within 12 months following end of mandate.
    Administrative Leave –
    For New Agreements, the RB impose restrictions upon administrative leave
    (referred to as a “
    Paid Transition Period
    ”), namely, the Paid Transition Period:
    (a) Cannot be granted unless there is a return to professorial ranks immediately after this period;
    (b) Must be used for the specific purposes described; and
    (c) May not exceed one year and must be related to the duration of the continuous mandate;
    Additionally, the SAP cannot receive severance pay and a Paid Transition Period.
    Responsibilities of the Board of Governors
    - By November 1, 2018, the BOG must have adopted a
    remuneration framework that complies with the RB. The BOG must require all SAP to provide an annual
    declaration in which they indicate the existence or not of amounts or benefits received from a foundation
    or a legal person related to the University.
    Application for Derogation
    – For exceptional reasons, the BOG may request a derogation from the RB.
    That request must be submitted to the Minister for approval and it must include the information provided
    for in the RB. The Minister’s decision is binding.
    Audit Report
    – By no later than May 31 following the end of each academic year, the University must
    send the Minister an audit report regarding the University’s application and compliance with the RB in
    accordance with the Minister’s form (not yet available)The. Report must include any failure(s) to comply
    with the RB.
    Transparency
    – The University must publish si t remuneration framework and any modification to it on
    its website within 60 days of adoption. The same information, adapted as required, must be published for
    Deans and any other person holding a position of equivalent level. The audit report referred to above must
    also be published on the University’s website within 60 days of its transmission to the Minister.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    P REAMBLE
    The
    Règles budgétaires et calcul des subventions de fonctionnement aux universités du Québec
    (the
    Règles budgétaires
    ”) govern, among other things, the Remuneration (as defined below) for
    certain senior administrative personnel of Quebec universities (sectio5.n 11 of the
    Règles
    budgétaires
    ) and affect several categories of Remuneration, including, bnuot t limited to, annual
    salary and salary increases; stipends; bonuses; allowances, such as a car or housing allowance;
    payment or reimbursement of expenses, such as parking fees, membership in private clubs and
    private medical services; Administrative Leave (as defined below); and severance pay.
    The conditions governing Remuneration provided for in th
    R
    e
    ègles budgétaires
    apply to the
    members of the senior administrative personnel listed in subparagraphs 1 and 3 of the second
    paragraph of section4 .4 of the
    Act Respecting Educational Institutions at the University Level,
    CQLR, chapter E-14.1
    , which includesthe positions of President, Provost, Vice-President, Chief
    Officer appointed by the Board of Governors (the “Board”), Secretary-General, Deputy Provost,
    Vice-Provost,As sociate Vice-President and any other position of equivalent rank and
    responsibility.
    These rules also call for the Board to adopt a remuneration framework which respects the
    conditions of Remuneration provided for in th
    R
    e
    ègles budgétaires
    . The remuneration framework
    includes, but is not limited to, resolutions, regulations, provisions, agreements, practices and
    policies such as the present Policy that deal with the Remurantieon of senior administrative
    personnel.
    SCOPE
    This Policy shall apply to Senior Administrator(s as defined below), Deputy Provosts, Vice-
    Provosts, Associate Vice-Presidents and any other position of equivalent rank and responsibility
    to any of those position: s
    a) who are newly appointed, reappointed, renewed or extended on or after May 1, 2018;
    or
    b) whose conditions of Remuneration were modified on or after May 1, 2018.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    This Policy shall be read in conjunction with any applicable legislation and any other applicable
    University policy, guideline, directive and the like.
    P URP O SE
    The purpose of this Policy is to establish the parameters of the Remuneration as well as the
    evaluation process for Senior AdministratorsD, eputy Provosts, Vice-Provosts and Associate
    Vice-Presidents and any other position of equivalent rank and responsibility to any of those
    positions.
    DEFINITIONS
    For the purposes of this Policy, the following definitions shall apply:
    “Academic Administrator” means any Senior Academic Administrato, rany Deputy Provost,
    any Vice-Provost, any Academic Associate Vice-President and any other position of equivalent
    rank and responsibilityt o any of those positions. Academic Administratos r hold a position in
    the Concordia University Faculty Association (“CUFA”) bargaining unit before their
    appointment,or a position in CUFA or a comparable position is held for thuem
    pon the
    conclusion of the term of their amid nistrative appointment.
    “Academic Associate Vice-President” means an individual who reports to a Senior Academic
    Administrator and holds the position of Associate Vice-President.
    “Administrative Leave” means a paid transition period during which the Academic
    Administrator may benefit from their Remuneration without having to perform the duties
    related to their administrative appointment. The purpose of this paid transition is toa benle the
    Academic Administratorto update their skills, reintegrate into research networks and/or carry
    out any activity that would enable them to deepen their knowledge in order to exercise their
    professorial duties. The Administrative Leave shall not exeed
    c 12 months.
    “Associate Vice-President” means any Academic Associate Vice-President or any Non-
    Academic Associate Vice-President.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    “Benefits” means the benefits for which University employees may be eligible, such as group
    insurance, pension, leaves andth e like, as amended from time to time.
    “Chair” means the person who chairs an Evaluation Committee, namely the Chair of the Board
    or the President, as applicable, based upon the person to whom the position being evaluated
    reports.
    “Election Procedures” means the relevant election procedures, which may be adopted from
    time to time by a particular union or other relevant group in the context of appointments of
    their members to committees.
    “General Increase” means the base salary increase provided to the Senior Administratothrse ,
    Deputy Provosts, the Vice-Provosts and the Associate Vice-Presidents to recognize their
    additional experience and development in their position. The General Increase is one of the two
    components of the formula to determine the progression in the salary scale.
    “Legislative Provisions” means any applicable legislative provision, budgetary rule, guideline,
    directive and the like.
    “Nominal Academic Salary” means the salary an Academic Administrator would earn as a
    faculty member, i.e. thCUe FA grid salary, plus supplements if applicable.
    “Non-Academic Associate Vice-President” means an individual who reports to a Senior
    Administrator and holds the position of Associate Vice-President.
    “Remuneration” means any amount paid for the fulfilment of any employment duties,
    including, but not limited to, annual base salary, stipends, allowances and the like.
    “Senior Academic Administrator” means an individual who is appointed by the Board in an
    academic leadership position, including the Provost and Vice-President, Academic, the Vice-
    President, Research and Graduate Studies and any other position of equivalent rank and
    responsibility as determined by the Board.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    “Senior Administrator” means the President and Vice-Chancello(r the “President”), any Senior
    Academic Administrator, any Senior No-nAcademic Administrator and any other position of
    equivalent rank and responsibility as determined by the Board.
    “Senior Non-Academic Administrator” means an individual who is appointed by the Board in a
    non-academic leadership position and in any other position of equivalent rank and
    responsibility as determined by the Board.
    POLICY
    Chapter 1: Senior Administrators
    Employment agreements
    1.
    The employment of a Senior Administrator shall be governed by an employment
    agreement that specifies the position, term, Remuneration, Benefits, severance and, when
    applicable, any Administrative Leave and any other relevant conditions of employment.
    2.
    The employment agreement must ocnform to the University employment contract
    template and must be prepared by the Secreta-rGeny eral, in consultation, when
    appropriate, with the Associate ViceP-resident, Human Resources, prior to its signature. It
    shall bear the signatures of the Senior dAministrator, the President and the Chair of the
    Boa rd.
    Teaching Responsibilities
    3.
    A President ora Senior Academic Administrator may be assigned teaching
    responsibilities as part of their appointment, at the discretion of the Chair of the Board in
    the case of the President and the President in the case of a Senior Academic
    Administrator. All such asisgned courses shall be considered as part of the duties eligible
    for performance review.S uch teaching responsibilities shall only be assigned to a
    President or a Senior Academic Administrator who holds a position in the CUFA
    bargaining unit before their appointment, ofr or whoma position in CUFA or a
    comparable position is held upon the conclusion of the term of their administrative
    appointment.

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    Remuneration
    4.
    The salary scale for Senior Administrators is contained in AppendiceA s andB and shall
    apply at the time of appointment. The salary scale shall be reviewed annually, normally
    with effect June1.
    5.
    The Remuneration of Senior Administrators at the time of appointment shall be approved
    by:
    a) the Board, on recommendation of the Human Resources Committee of the Board
    (the “Human Resources Committee”) in the case of the President.
    b) the President and reported to the Human Resources Committee in the case of all
    other Senior Administrators.
    The Remuneration, Benefits and severance shall be in accordance with this and any other
    applicable University policy as well as applicable Legislative Provisions.
    6.
    Any exceptions to the Remuneration, Benefits or severance provided for in this or any
    other applicable University policy to which a Senior Admstriniator would normally be
    entitled must be in accordance with applicable Legislative Provisions and shall be
    approved by:
    a) the Board, on recommendation of the Human Resources Committee in the case of
    the President.
    b) the Human Resources Committee and reported to the Executive Committee of
    the Board (the “Executive Committee”) in the case of all other Senior
    Administrators.
    7.
    The Senior Administrators’pro gression in the applicable salary scale shall be based on
    two components: the annual General Increase and the increase on the basis of the
    performance review, in each case, when applicable. Any such increasesmu st be in
    accordance with this and any other applicable University policy as well as applicable
    Legislative Provisions.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    a) The Senior Administrators’ salary shall, when applicable,p rogress in the
    applicable salary scale on the basis of an annual General Increase.
    b) The Senior Administrators’ salary shal, l when applicable,p rogress in the
    applicable salary scale on the basis of an annual confidential performance review
    which shall be conducted as follows:
    i. The Chair of the Board, in consultation with the Human Resources
    Committee, shall conduct the President’s performance review. The Chair of
    the Board shall present their recommendations for approval to the Executive
    Committee, the essence of which shall be reported to the Board.
    ii. The President shall conduct the performance review of all other Senior
    Administrators. The conclusions of the performance review exercise,
    including any salary increases, shall be reported to the Human Resources
    Committee on an annual basis.
    8.
    Any salary adjustments resulting from the above must be in accordance with this and any
    other applicable University policy as well as applicable Legislative roPvisions, and shall
    normally be made effective June1.
    9.
    Academic Administrators shall be excluded from the CUFA bargaining unit during the
    term of their administrative appointment and subsequent Administrative Leave. For the
    purposes of determining the slaary of Academic Administrators who return to the CUFA
    bargaining unit upon the conclusion of the term of their administrative appointment, a
    Nominal Academic Salary shall be notionally maintainedd uring the term of the
    administrative appointment and subsequent Administrative Leavby
    e applying all of the
    adjustments accorded to members of CUFA to the Nominal Academic Salary of the
    Academic Administrators on the day they took office. The same conditis osnhall apply,
    adapted as required,t o Academic Administrators appointed from outside of the
    University for whom a position in CUFA is held upon the conclusion of the term of their
    administrative appointment.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    10.
    In addition to base salary, Benefits and the Administrative Leave specific to Academic
    Administrators outlined in
    sections5 5 to 65
    , the following benefits shall be provided to
    the Senior Administrators:
    a) A professional development allowance which shall not exceed the amount
    contained in AppendixC and enables Senior Administrators to maintain their
    professional activities or assist them with remaining current in their area of
    expertise.
    All expenses incurred for this purpose shall be governed by all applicable
    University policies, guidelines, directives and the like, and must be approved in
    advance by the person to whom the Senior Administrator reports. In no event
    may the professional development allowance be a personal advtaange for the
    Senior Administrators.
    b) An annual vacation of 25d ays in addition to the various legal and University
    holidays. A maximum of 10d ays may be carried from 1y ear to the next, and this
    for 2co nsecutive years. Should the accumulated vacation not be taken in
    the 3rd year, it shall be forfeited unless otherwise agreed upon with the Chair of
    the Board or the President, as applicable.
    c) The reimbursement of membership fees of a professional order only if the
    designation is required to hold their speciic f position at the University.
    d) Other applicable benefits in accordance with the
    relevant
    Human Resources
    policies
    , as amended from time to time.
    11.
    When Senior Administrators temporarily assume, in an interim situation, additional
    duties and responsibilities above the level of their primary position, they shall be entitled
    to receive a stipend. The stipend awarded shall be established by the President, in
    consultation with the Assoiac te Vice-President, Human Resources.

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    Scholarly research allowance
    12.
    Senior Academic Administrators may receive a scholarly research allowance to maintain
    their research activities over the course of the term of their administrative appointment.
    This allowance, which does not constitute Remuneration, is made available for research
    purposes, including, but not limited to, the employment of research staff, the funding of
    graduate students and other researc-hrelated expenses. In no evenmt ay the scholarly
    research allowance be a personal advantage for the Senior Academic Administrators.
    Evaluation of Senior Administrators
    13.
    The maximum term that may be served in a particular office by a Senior Administrator
    shall be set forth in the
    Policy on Senior Administrative Appointments
    (
    BD-5
    ), as amended
    from time to time.
    14.
    The Chair shall write to the President or to the Senior Academic Administrator during the
    penultimate year of the first term of their administrative appointment, requesting
    confirmation as to whether they wish to seek a second term. The President or the Senior
    Academic Administrator shall respond, in writing, within w10o rking days. An absence of
    response within the deadline shall be construed as an indication ththaet y do not wish to
    seek a second term.
    15.
    If the President responds in the affirmative, the Board shall establish an Evaluation
    Committee composed of the 12 members below and shall ratify its membership.
    Chair
    Three external members of the Board, appointed by the Executive Committee
    Four full-time faculty members, one from each faculty, elected in accordance with
    the Election Procedures
    One part-time faculty member, elected in accordance with the Election Procedures
    One representative of the administrative and support staff, elected in accordance
    with the Election Procedures
    One graduate student, appointed by the Graduate Students’ Association
    One undergraduate student, appointed by the Concordia Student Union

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    16.
    If the Senior Academic Administrator responds in the affirmative, the President shall
    establish an Evaluation Committee composed of 1memb2
    ers as follows:
    Chair
    One external member of the Board, appointed by the Executive Committee
    Five full-time faculty members, two from the acFulty of Arts and Science and one
    from each of the other faculties, elected in accordance with the Election Procedures
    One part-time faculty member, elected in accordance with the Election Procedures
    One librarian, elected in accordance with the Election Procedures
    One representative of the administrative and support staff from a unit where the
    position is being evaluated, elected in accordance with the Election Procedures
    One graduate student, appointed by the Graduate Students’ Association
    One undergraduate student, appointed by the Concordia Student Union
    17.
    The Chair shall write to the Senior No-Ancademic Administrator appointed for a fixed
    term during the penultimate year of the first or any subsequent term, as applicable, of
    their administrative appointment, requesting confirmation as to whether they wish to
    seek another term. The Senior No-nAcademic Administrator shall respond, in writing,
    within 10 working days. An absence of response within the deadline shall be construed as
    an indication that they don ot wish to seek another term.
    18.
    If the Senior Non-Academic Administrator responds in the affirmative, the President shall
    establish an Evaluation Committee composed osevf en members of the Board, appointed
    by the Executive Committee, as follows:
    Chair
    Two external members of the Board
    One internal member of the Board representing fu-tillme faculty
    One internal member of the Board representing part-time faculty
    One internal member of the Board representing administrative and support staff
    One internal member of the Board representing students

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    19.
    The eligibility requirements to serve on the Board set forth in the University -LBayws
    shall apply, adapted as required
    ,
    to faculty members, librarians, members of the
    administrative and support staff, ad n students appointed to serve on all evaluation
    committees established under this Policy.
    20.
    Members of the Evaluation Committee shall serve as individuals and not as delegates of
    their constituencies. Each member is called upon to exercise their own judgment in the
    best interests of the University.
    21.
    In conducting its review, the Evaluation Committee shall develop a list of criteria based
    upon the goals and objectives established at the time of the appointment as well as those
    established on an annual basis htereafter.
    22. The Senior Administrator shall submit a sel-efvaluation report of no more than 15p ages,
    excluding appendices.
    23. The Evaluation Committee shall solicit views from members of the University community
    in meetings and/or by inviting brief written submissions with respect to the evaluation
    criteria referred to in
    section2 1
    . Comments received shall be dealt with in accordance
    with
    the
    Protocol for Receiving and Transmitting Comments Submitted to Evaluation
    Committees
    , as amended from time to time by the Executive Committee.
    24. The Evaluation Committees of the President and of the Senior AcademiAdc ministrators
    shall select a person, currently occupying or having recently occupied a comparable
    position at another University, to serve as a consultant to the Evaluation Committee.
    25. The Evaluation Committee shall examine any evidence that it feels eqit urires, solicited in
    the manner that it deems most appropriate.
    26. Decisions shall be carried by a majority vote, unless the Evaluation Committee decides to
    set a higher standard. Voting shall be by secret ballot upon request of any member of the
    Evaluation Committee.
    27. The Chair shall only vote when the outcome of a vote results in a tie. This in no way limits
    the Chair’s right of expression during any or all proceedings.

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    28. The Evaluation Committee shall meet
    in came
    ,
    ra
    and its deliberations shall be strictly
    confidential.
    29. In conducting its review, the Evaluation Committee shall ensure that due process is
    followed. For the purpose of this section, due process is defined as applying the rules of
    natural justice which comprise two elements:
    a)
    Audi alteram partem
    - the duty to give persons affected by a decision a reasonable
    opportunity to be heard;
    b)
    Nemo judex in causa sua debet ess
    -
    e
    the duty to reach a decision untainted by bias.
    30.
    The report of the Evaluation Committee shall contain a reasoned recommendation as to
    whether the Senior Administrator’s performance warrants another term and shall indicate
    the numerical vote.
    31.
    The motion embodying the Evaluation Committee’s recommendation shall be moved by
    the Chair of the Board in the case of the President and by the President in the case of any
    other Senior Administrator.
    32. In the event that the Chair does not agree with the recommendation of the Evaluation
    Committee for the President or for a Senior Administrator, they shall inform the Board as
    to their reasons for not supporting the recommendation.
    Process for reaching a decision on a m-iterd m departure
    33. In the event that the performance of the President is deemed by the Chair of the Board or
    by the Human Resources Committee (either as part of thne naual performance review or
    otherwise) to be unsatisfactory, the Chair of the Board shall discuss the results with the
    President, and the Human Resources Committee shall so report, in writing, to the
    Executive Committee.

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    34. Should the Executive Committee agree with those findings and conclusions, the Board
    shall be consulted during a Closed Session meeting, excluding the President, to discuss
    the appropriate steps to be taken. Prior to the Board taking a formal vote on removal, the
    President shall be offered the choice of resigning.
    35. For Senior Administrators whose performance has been unsatisfactory (either as part of
    the annual performance review or otherwise), the President shall discuss the results with
    the Senior Administrator. The President shall bring the matter to the attention of the
    Human Resources Committee to discuss the appropriate steps to be taken.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    Chapter 2: Deputy Provosts, Vice-Provosts and Associate Vice-Presidents
    Employment agreements
    36. The relevant Vice-President shall contact the Associate ViceP-resident, Human Resources
    prior to engaging in discussions with respect to all new hires, appointments, employment
    agreement renewals, transfers to new, existing or interim positions, and promotions.
    37. Following consultation with the Associate ViceP-resident, Human Resources, the relevant
    Vice-President shall make a recommendation to the President regarding the conditions of
    an employment agreement.
    38. The employment of a Deputy Provost, Vicea -Provost or an Associate Vice-President shall
    be governed by an employment agreement that specifies the position, term,
    Remuneration, Benefits, severance and, when applicable, any Administrative Leave and
    any other relevant conditions of employment.
    39. The employment agreement must conform to the University employment contract
    template and must be prepared by the Associate Vice-President, Human Resources, in
    consultation, when appropriate, with the Secreta-rGeny eral, prior to its signature. It shall
    bear the signatures of the Deputy Provost, thVicee -Provost or the Associate Vice-
    President, the relevant Vice-President and the President.
    40.
    Initial employment agreements as well as renewals for N-oAncademic Associate Vice-
    President positions shall normally be for a term ofy ea5 rs.
    41.
    Initial employment agreements as well as renewals for Deputy Provost, Vice-Provoand
    st
    Academic Associate Vice-President positions shall normally be for a 3 to -y5ear term, with
    exceptions in cases of interim appointments, short-term extensionr s oother exceptional
    situations.

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    42. When an employment agreement is renewed for the same position with no substantive
    change in job responsibility, the employment conditions shall normally remain the same,
    subject to this and any other applicable University policy as well as applicable Lleagtiisve
    Provisions. An employment agreement shall not be renewed without prior consultation
    with the Associate ViceP-resident, Human Resources and approval of the President and
    the relevant Vice-President.
    Teaching Responsibilities
    43. A Deputy Provost, a Vice-Provost or an Academic Associate Vice-President may be
    assigned teaching responsibilities as part of their appointment, at the discretion of the
    relevant Vice-President. All such assigned courses shall be considered as part of the duties
    eligible forperf ormance review. Such teaching responsibilities shall only be assigned to a
    Deputy Provost, a Vice-Provosot r an Academic Associate Vice-President who holds a
    position in the CUFA bargaining unit before their appointment, ofr or whoma position in
    CUFA or a comparable position is held upon the conclusion of the term of their
    administrative appointment.
    Remuneration
    44. The salary scales for Deputy Provosts, Vice-Provosts and Associate Vice-Presidenats re
    contained in Appendx
    i D and shall apply at the time of appointment. The salary scales
    shall be reviewed annually, normally with effect Jun1. e
    45. The Remuneration of Deputy Provosts, Vice-Provosts and Associate Vice-Presidenats
    t the
    time of appointment shall be approved by the President or the relevant Vice-Presideans t,
    applicable,in consultation with the Associate Vice-President, Human Resources. The
    Remuneration, Benefits and severance shall be in accordance with this and any other
    applicable University policy as well as applicable Legislative Provisions.

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    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
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    46. Any exceptions to the Remuneration, Benefits or severance provided for in this or
    any other applicable University policy to which a Deputy Provost,Vice
    a -Provost or
    an Associate Vice-President would normally be entitled must be in accordance with
    applicable Legislative Provisions and shall first be discussed with the Associate
    Vice-President, Human Resources. Recommendations shall then be presented by the
    relevant Vice-President to the President for approval.
    47. The Deputy Provosts, Vice-Provosts and Associate Vice-Presidentsp’ rogression in the
    applicable salary scale shall be based on two components: the annual General Increase
    and the increase on the absis of the performance review, in each case, when applica. ble
    Any such increasesmu st be in accordance with this and any other applicable University
    policy as well as applicable Legislative Provisions.
    a) The Deputy Provosts, the Vice-Provosts and the Associate Vice-Presidents’ salary
    shall, when applicable,p rogress in the applicable salary scale on the basis of an
    annual General Increase.
    b) The Deputy Provosts, the Vice-Provosts and the Associate Vice-Presidents’
    salary shall, when applicable,p rogress in the applicable salary scale on the
    basis of an annual confidential performance review conducted by the
    relevant Vice-President.
    48. Any salary adjustments resulting from the above must be in accordance with this
    and any other applicable University policy as well as applicable Legislative
    Provisions, and shall normally be made effective Jun1. e
    49.
    Section 9
    shall apply to Deputy Provosts, Vcei-Provosts and Associate Vice-
    Presidents, adapted as required.
    50.
    In addition to base salary, Benefits and the Administrative Leave specific to Academic
    Administrators outlined in
    sections5 5 to 65
    of this Policy, the following benefits shall be
    provided to the Deputy Provosts, Vice-Provosts and Associate Vice-Presidents:

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    a) A professional development allowance which shall not exceed the amount
    contained in AppendixE and enables Deputy Provosts, Vice-Provosts and
    Associate Vice-Presidents to maintain their professional activities or assist them
    with remaining current in their area of expertise.
    All expenses incurred for this purpose shall be governed by all applicable
    University policies, guidelines,d irectives and the like, and must be approved in
    advance by the relevant Vice-President.In no event may the professional
    development allowance be a personal advantage for the Deputy Provosts, the
    Vice-Provosts or the Associate Vice-Presidents.
    b) An annual vacation of 25d ays in addition to the various legal and University
    holidays. A maximum of 10d ays may be carried from 1y ear to the next, and this
    for 2co nsecutive years. Should the accumulated vacation not be taken in
    the 3rd year, it shall be frofeited unless otherwise agreed upon with the relevant
    Vice-President, in consultation with the Associate Vice-President, Human
    Reso urces.
    c) The reimbursement of membership fees of a professional order only if the
    designation is required to hold their specfiic position at the University.
    d) Other applicable benefits in accordance with the
    relevant
    Human Resources
    policies
    , as amended from time to time.
    51.
    When Deputy Provosts, Vice-Provosts and Associate Vice-Presidents temporarily
    assume, in an interim situation, additional duties and responsibilities above the level
    of their primary position, they shall be entitled to receive a stipend. The stipend
    awarded shall be established by thee ler vant Vice-President, in consultation with the
    Associate Vice-President, Human Resources.
    Scholarly research allowance
    52.
    Section 12
    shall apply to Deputy Provosts, Vic-Pe rovosts and Associate Vice-Presidents,
    adapted as required.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 18 of 28
    November 10, 2020
    Performance review
    53. During the annual review referred to in
    sectio4n 7
    , the relevant Vice-President shall
    review the performance of the Deputy Provost, thVicee -Provost and the Associate Vice-
    President and their goals and objectives.
    54. For Deputy Provosts, Vice-Provosts and Associate Vice-Presidenwts hose performance
    has been unsatisfactory (either as part of the annual performance review or otherwise),
    the relevant Vice-President shall discuss the results with thDepe uty Provost, the Vice-
    Provost or the Associate Vice-President, as applicable. The relevant Vice-President shall
    bring the matter to the attention of the President, and the relevant Vice-President shall
    consult with the Associate Vice-President, Human Resources to discuss the appropriate
    steps to be taken.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 19 of 28
    November 10, 2020
    Chapter 3: Administrative Leave
    55. A Senior Academic Administrator who completes one or two terms of an administrative
    appointment shall be entitled to a single, -y1ear Administrative Leave. For greater clarity,
    an Administrative Leave shall not be prorated, and a Senior Academic Administrator
    shall not be entitled to an Administrative Leave if they do not complete the first full term
    of their administrative appointment.
    56. A Senior Academic Administrator shall take their Administrative Leave as follows:
    a) at the conclusion of the first term of their administrative appointment, if not re-
    appointed for a second term; or
    b) at the conclusion of the second and final term of their administrative
    appointment or earlier, if they do not complete their second term.
    57. The Administrative Leave for a Senior Academic Administrator shall be established as set
    forth below. If the Administrative Leave is taken after the completion of:
    a) the first term of the administrative appointment and at any time prior to the
    completion of the second term of the administrative appointment, it will be
    established on the basis of thae verage base salary earned during the first term of
    the administrative appointment; or
    b) the second and final term of the administrative appointment, it will be
    established on the basis of thae verage base saal ry earned during the second term
    of the administrative appointment.
    58. For Deputy Provosts, Vice-Provosts and Associate Vice-Presidents, the Administrative
    Leave shall be established based upon mo2 nths of Administrative Leave per year of
    service in the administrative appointment, to a maximum oyf e1 ar.
    59. A Deputy Provost, a Vice-Provost or an Associate Vice-President shall take their
    Administrative Leave at the conclusion of the final term of their administrative
    appointment or earlier, if they do not compete l their final term.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 20 of 28
    November 10, 2020
    60.
    The salary rate during the Administrative Leave forDep
    a uty Provost, a Vice-Provost and
    an Associate Vice-President shall be based on the average salary earned during the
    last 6 years of the administrative appointment or such lesser period adapted as required.
    61.
    The Administrative Leave shall only be granted if the Academic Administrator returns to
    the professorial ranks immediately after the Administrative Leave.
    62. No Administrative Leave shall be banked or otherwise deferred, and mononetary
    compensation in lieu of Administrative Leave shall be paid.
    63. During the Administrative Leave, an Academic Administrator shall only be entitled to
    receive the base salary referred to in
    sectio5n 7
    or
    60
    , the professional development
    allowance and the continuation of the Benefits, as applicable.
    64. Subject to the approval from the President or the relevant Vice-Presidenant, Academic
    Administrator may, while on Administrative Leave,
    devote the equivalent of up to da1 y
    per week to relevant outside employment. If an Academic Administrator accepts any
    employment with another employer which exceeds the equivalent ofd 1 ay per week, they
    must resign their position at the University and shall forfeit their entitlement to any
    Administrative Leave.
    65. The Academic Administrator must return to the CUFA barganing i unit in order to take
    advantage of any of the privileges provided by the CUFA collective agreement (leaves,
    early retirement, etc.). The term(s) of the administrative appointment and the
    Administrative Leave will not count towards sabbatical eligibilit. yAn Academic
    Administrator who retires from the University under the relevant section of the CUFA
    collective agreement during or following the term(s) of their administrative appointment
    are eligible for retirement-related remuneration only at the NominAalc ademic Salary
    effective at the time of their retirement.
    66.
    Sections 55 to 65
    shall apply to the President for whom a position in CUFA has been held
    upon the conclusion of the term of their administrative appointment.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 21 of 28
    November 10, 2020
    Chapter 4: Severance Pay
    67. The Human Resources Committee shall establish the severance pay provisions for Senior
    Administrator, Deputy Provost, Vice-Provost and Associate Vice-Presidenpt ositions. The
    severance pay may not exceed 1y ear of the base salary that tey
    h receive at the time of
    their departure, must be based on the duration of the continuous mandate and must
    respect all other conditions set forth in the
    Règles budgétaires
    , as amended from time to
    time, and all other applicable Legislative Provisio. nsThef ollowing, without limitation,
    are governing conditions pertaining to the payment of severance pay:
    a) No severance pay shall be granted to a Senior Administra, toa rDeputy Provost, a
    Vice-Provost or an Associate Vice-President who:
    i. is terminated with cause;
    ii. resigns from their position; or
    iii. ceases to exercise their duties as a Senior Administrato, a rDeputy
    Provost, a Vice-Provost or an Associate Vice-President and who remains
    employed by the University.
    b) The Senior Administrator, the Deputy Provost, the Vice-Provost or the Associate
    Vice-President shall not be entitled to any severance pay for the period during
    which they are employed or hold another paid position in a public or parapublic
    body. For greater clarity, the severance pay shall eithimmeder
    iately cease as
    soon as the Senior Administrato, rthe Deputy Provost, the Vice-Provost or the
    Associate Vice-President is employed or holds another paid position in a public
    or parapublic body during the severance period or the severance pay shall be
    reduced accordingly.
    c) An Academic Administrator shall not benefit from both severance pay and
    Administrative Leave.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 22 of 28
    November 10, 2020
    68. If the President, the Senior Academic Administrato, thr e Deputy Provost, the Vice-Provost
    or the Associate Vice-President’s employment is terminated without cause, they shall, if
    applicable, elect whether they wish to return to the professorial ranks or not, and the
    relevant provision(s) of
    section6 7
    shall apply.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 23 of 28
    November 10, 2020
    Chapter 5: Policy Responsibility and Review
    69. The Board shall approve this Policy. Following its approval, any modifications to the
    appendices shall be approved by:
    a) the Board, on recommendation of the Human Resources Committee in the case of
    the Appendix A.
    b) the President and reported to the Human Resources Committee on an annual
    basis in the case of all other appendices.
    70.
    The overall responsibility for implementing and recommending amendments to this
    Policy shall rest with the Secretar-yGeneral, in collaboration with the Associate Vice-
    President, Human Resources.
    Approved by the Board of Governors on [insert date] ands
    December 14, 2016, and amended on
    [insert date].

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 24 of 28
    November 10, 2020
    Appe ndice s
    Appendix A
    Salary Scale for the President
    Effective Date: January 1, 2021
    Position Minimum Midpoint Maximum
    President
    $316,800
    $396,000
    $475,200

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 25 of 28
    November 10, 2020
    Appendix B
    Salary Scale for Senior Administrators other than the President
    1
    Effective Date: January 1, 2021
    Positions
    Minimum Midpoint Maximum
    Senior Administrator
    1
    $250,000
    $312,500
    $375,000
    1
    See Appendix A for the salary range applicable to tPhe
    resident.

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 26 of 28
    November 10, 2020
    Appendix C
    Professional Development Allowance for Senior Administrators
    Effective Date: January 1, 2021
    Positions
    PDA Amount
    Senior Administrator
    $10 ,000

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 27 of 28
    November 10, 2020
    Appendix D
    Salary Scales for Deputy Provosts, Vic-eProvosts and Associate Vice-Presidents
    Effective Date: January 1, 2021
    Positions
    Minimum Midpoint Maximum
    Deputy Provost
    $216,800
    $271,000
    $325,500
    Vice-Provost
    $184,875
    $217,500
    $250,125
    Associate Vice-President
    $184,875
    $217,500
    $250,125

    POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,
    DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS
    Page 28 of 28
    November 10, 2020
    Appendix E
    Professional Development Allowance for
    Deputy Provosts, Vice-Provosts and Associate Vice-Presidents
    Effective Date: January 1, 2021
    Positions
    PDA Amount
    Deputy Provost
    $7,500
    Vice-Provost
    $5,000
    Associate Vice-President
    $5,000

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    November 10, 2020
    Effective Date:
    [insert date]
    Approval Authority:
    Board of Governors
    Supersedes /Amends:
    N/A
    Policy Number:
    BD-XX
    SCOPE
    This Policy shall apply to the Academic Deans and the University Librarian.
    This
    Policy shall be read in conjunction with any applicable legislation and any other applicable
    University policy, guideline, directive and the like.
    PURPOSE
    The
    purpose of this Policy is to establish the parameters of the Remuneration as well as the
    evaluation process for the Academic Deans and the University Librarian.
    DEFINITIONS
    For the purposes of this Policy, the following definitions shall apply:
    “Administrative
    Leave” means a paid transition period during which the Academic Dean or the
    University Librarian may benefit from their Remuneration without having to perform the
    duties related to their administrative appointment. The purpose of this paid transition is to
    enable the Academic Dean or the University Librarian to update their skills, reintegrate into
    research networks and/or carry out any activity that would enable them to deepen their
    knowledge in order to exercise their professorial duties. The Administrative Leave shall not
    exceed 12 months.
    “Benefits”
    means the benefits for which University employees may be eligible, such as group
    insurance, pension, leaves and the like, as amended from time to time.
    “Chair”
    means the person who chairs an Evaluation Committee, namely the Provost and Vice-
    President, Academic or the Vic-ePresident, Research and Graduate Studies, as applicable, based
    upon the person to whom the position being evaluated reports.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 2 of 14
    November 10, 2020
    “Election Procedures” means the relevant election procedures, which may be adopted from
    time to time by a particular union oor ther relevant group in the context of appointments of
    their members to committees.
    “General Increase” means the base salary increase provided to the Academic Deans and the
    University Librarian to recognize their additional experience and development in their position.
    The General Increase is one of the two components of the formula to determine the progression
    in the salary scale.
    “Legislative Provisions” means any applicable legislative provision, budgetary rule, guideline,
    directive and the like.
    “Nominal Academic Salary” means the salary an Academic Dean or the University Librarian
    would earn as a faculty member, i.e. the Concordia University Faculty AssociatioCUn (“FA”)
    grid salary, plus supplements if applicable.
    “Remuneration” means any amount paid for the fulfilment of any employment duties,
    including, but not limited to, annual base salary, stipends, lump sums, allowances and the like.
    POLICY
    Employment agreements
    1.
    The employment of an Academic Dean or the Uvneirsity Librarian shall be governed by
    an employment agreement that specifies the position, term, Remuneration, Benefits,
    severance and, when applicable, any Administrative Leave and any other relevant
    conditions of employment.
    2.
    The employment agreement must conform to the University employment contract
    template and must be prepared by the Secretar-Gyeneral, in consultation, when
    appropriate, with the Associate Vic-ePresident, Human Resources, prior to its signature. It
    shall bear the signatures of the Academic Dean or the University Librarian, the relevant
    Vice-President and the President.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 3 of 14
    November 10, 2020
    Teaching Responsibilities
    3.
    An Academic Dean or the University Librarian may be assigned teaching responsibilities
    as part of their appointment, at the discretion of the relevant V-Priceesident. All such
    assigned courses shall be considered as part of the duties eligible for performance review.
    Such teaching responsibilities shall only be assigned to an Academic Dean or the
    University Librarian who holds a position in the CUFA bargaining unit before their
    appointment, or for whoma position in CUFA or a comparable position is held upon the
    conclusion of the term of their admintrisative appointment.
    Remuneration
    4.
    The salary scale for the Academic Deans and the University Librarian is contained in
    Appendix A and shall apply at the time of appointment. The salary scale shall be
    reviewed annually, normally with effect Jun1.
    e
    5.
    The Remuneration of the Academic Deans and the University Librarian at the time of
    appointment shall be approved by the President and reported to the Human Resources
    Committee of the Board of Governors (the “Human Resources Committee”). The
    Remuneration, Benefts
    i and severance shall be in accordance with this and any other
    applicable University policy as well as applicable Legislative Provisions.
    6.
    Any exceptions to the Remuneration, Benefits or severance provided for in this or any
    other applicable University policy to which an Academic Dean or the University Librarian
    would normally be entitled must be in accordance with applicable Legislative Provisions
    and shall be approved by the Human Resources Committee and reported to the Executive
    Committee of the Board fo Governors (the “Executive Committee”).
    7.
    The Academic Deans and the University Librarias n’progression in the applicable salary
    scale shall be based on two componentsth: e annual General Increase and the increase on
    the basis of the performance review, in each case, when applicab. lAny
    e
    such increases
    must be in accordance with this and any other applicable University policy as well as
    applicable Legislative Provisions.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 4 of 14
    November 10, 2020
    a) The Academic Deans and the University Librarias n’salary shall, when
    applicable, progress in the applicable salary scale on the basis of an annual
    General Increase.
    b) The Academic Deans and the University Libraria’s nsalary shall, when
    applicable, progress in the applicable salary scaloe n the basis of an annual
    confidential performance review conducted by the relevant Vi-cPeresident for
    recommendation to the President. The conclusions of the performance review
    exercise, including any salary increases, shall be reported to the Human
    Resources Committee on an annual basis.
    8.
    Any salary adjustments resulting from the above
    must be in accordance with this and any
    other applicable University policy as well as applicable Legislative Provisions, and shall
    normally be made effective June1.
    9.
    The Academic Deans and the University Librarian shall be excluded from the CUFA
    bargaining unit during the term of their administrative appointment and subsequent
    Administrative Leave. For the purposes of deertmining the salary of Academic Deans or
    the University Librarian whor eturn to the CUFA bargaining unit upon the conclusion of
    the term of their administrative appointment, a Nominal Academic Salary shall be
    notionally maintained during the term of the administrative appointment and subsequent
    Administrative Leave by applying all of the adjustments accorded to members of CUFA
    to the Nominal Academic Salary otf he Academic Deans or the University Librarian on
    the day they took officeT. he same conditions shall apply, adapted as required, to
    Academic Deans and the University Librarian appointed from outside of the University
    for whom a position in CUFA is held upon the conclusion of the term heoif r t
    administrative appointment.
    10.
    In addition to base salary, Benefits and the Administrative Leave specific to the Academic
    Deans and the University Librarian outlined in
    section3s 5 to 43
    , the following benefits
    shall be provided to the Academic Deans and to the University Librarian:

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page
    5 of 14
    November 10, 2020
    a) A professional development allowance which shall not exceed the amount
    contained in Appendix B and enables the Academic Deans and the University
    Librarian to maintain their professional activities or assist them with remaining
    current in their area of expertise.
    All expenses incurred for this purpose shall be governed by all applicable
    University policies, guidelines, directives and the like, and must be approved in
    advance by the relevant Vice-President. In no event may the
    rofpessional
    development allowance be a personal advantage for the Academic Deans or the
    University Librarian.
    b) An annual vacation of 25 days in addition to the various legal and University
    holidays. A maximum of 10da ys may be carried from 1y ear to the next, and ths i
    for
    2 consecutive years. Should the accumulated vacation not be taken in
    the 3rd year, it shall be forfeited unless otherwise agreed upon with the reletvan
    Vice-President,
    in consultation with the Associate VicPe-resident, Human
    Resources.
    c) The reimbursement of membership fees of a professional order, subject to the
    approval of the relevant Vice-President.
    d) Other
    applicable benefits in accordance with the
    relevant
    Human Resources
    pol i c i es
    , as amended from time to time.
    Scholarly research allowance
    11.
    The
    Academic Deans and the University Librarian may receive a scholarly research
    allowance to maintain their research activities over the course of the term of their
    administrative appointment. This allowance, which does not constitute Remuneratiosn, i
    made
    available for research purposes, including, but not limited to, the employment of
    research staff, the funding of graduate students and other researrcelha- ted expenses. In no
    event may the scholarly research allowance be a personal advantage for the Academic
    Deans and the University Librarian.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 6 of 14
    November 10, 2020
    Evaluation of the Academic Deans and the University Librarian
    12.
    The maximum term that may be served in a particular office abn y Academic Dean or the
    University Librarian shall be set forth in the
    Policy on Senior Administrative Appointments
    (
    BD-5
    ), as amended from time to time.
    13.
    The Chair shall write to the Academic Dean or to the University Librarian during the
    penultimate year of the first term of their administrative appointment, requesting
    confirmation as to whether they wish to seek a second term. The Academic Dean or the
    University Librarian shall respond, in writing, within w10 orking days. An absence of
    response within the deadline shall be construed as an indication that they do not wish to
    seek a second term.
    14.
    If the Academic Dean or the University Librarian responds in the affirmative, the
    President shall establish an Evaluation Committee.
    15.
    The Evaluation Committee for the Academic Deans other than the Dean of Graduate
    Studies shall be composed of 10m embers as follows:
    Chair
    One external member of the Board of Governors (the “Board”), appointed by the
    Executive Committee
    Four full-time faculty members from the faculty where the position is being
    evaluated, elected in accordance with the Election Procedures
    One part-time faculty member from the faculty where the position is being
    evaluated, elected in accordance with the Election Procedures
    One representative of the administrative and support staff from the faculty where
    the position is being evaluated, elected in accordance with the Election Procedures
    One graduate student from the faculty where the position is being evaluated,
    appointed by the Graduate Students’A ssociation
    One undergraduate student from the faculty where the position is being evaluated,
    appointed by the Concordia Student Union

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 7 of 14
    November 10, 2020
    16.
    The Evaluation Committee for the Dean of Graduate Studies shall be composed
    of 10 members as follows:
    Chair
    One external member of the Board, appointed by the Executive Committee
    Five full-time faculty members, two from the Faculty of Arts and Science and one
    from each of the other faculties, elected in accordance with the Election Procedures
    One representative of the administrative and support staff from the School of
    Graduate Studies, elected in accordance with the Election Procedures
    Two graduate students, one of whom shall hold a partimt-e teaching contract,
    appointed by the Graduate Students’ Association
    17.
    The Evaluation Committee for the University Librarian shall be composed of m10e mbers
    as follows:
    Chair
    One external member of the Board, appointed by the Executive Committee
    Four librarians, elected in accordance with the Election Procedures
    One part-time faculty member, elected in accordance with the Election Procedures
    One representative of the administrative and support staff from the Library, elected
    in accordance with the Election Procedures
    One graduate student, appointed by the Graduate Students’ Association
    One undergraduate student, appointed by the Concordia Student Union
    18.
    The eligibility requirements to serve on the Board set forth in the UniversByity -Laws
    shall apply, adapted as required, to faculty members, librarians, members of the
    administrative and support staff, and students appointed to serve on all evaluation
    committees established under this Policy.
    19.
    Members of the Evaluation Committee shall serve as individuals and not as delegates of
    their constituencies. Each member is called upon to exercise their own judgment in the
    best interests of the University.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 8 of 14
    November 10, 2020
    20.
    In conducting its review, the Evaluation Committee shall develop a list of criteria based
    upon the goals and objectives established at the time of the appointment as well as those
    established on an annual basis thereafter.
    21.
    The Academic Dean or the University Librarian shall submit a se-evlfaluation report of no
    more than 15 pages, excluding appendices.
    22. The Evaluation Committee shall solicit views from members of the University community
    in meetings and/or by inviting brief written submissions with respect to the evaluation
    criteria referred to in
    section 20
    . Comments recevied shall be dealt with in accordance
    with the
    Protocol for Receiving and Transmitting Comments Submitted to Evaluation
    Committees
    , as amended from time to time by the Executive Committee.
    23. The Evaluation Committee shall select a person, currently occupyg inor having recently
    occupied a comparable position at another University, to serve as a consultant to the
    Evaluation Committee.
    24. The Evaluation Committee shall examine any evidence that it feels it requires, solicited in
    the manner that it deems most apporpriate.
    25. Decisions shall be carried by a majority vote, unless the Evaluation Committee decides to
    set a higher standard. Voting shall be by secret ballot upon request of any member of the
    Evaluation Committee.
    26. The Chair shall only vote when the outcome of a vote results in a tie. This in no way limits
    the Chair’s right of expression during any or all proceedings.
    27. The Evaluation Committee shall mee
    i
    t
    n camera
    , and its deliberations shall be strictly
    confidential.
    28. In conducting its review, the Evaluation Committee shall ensure that due process is
    followed. For the purpose of this section, due process is defined as applying the rules of
    natural justice which comprise two elements:

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 9 of 14
    November 10, 2020
    a)
    Audi alteram partem
    - the duty to give persons affected by a decoin si a reasonable
    opportunity to be heard;
    b)
    Nemo judex in causa sua debet esse
    - the duty to reach a decision untainted by bias.
    29. The report of the Evaluation Committee shall contain a reasoned recommendation as to
    whether the Academic Dean or the UniversityL ibrarian’s performance warrants a second
    term and shall indicate the numerical vote.
    30.
    The motion embodying the Evaluation Committee’s recommendation shall be moved by
    the President.
    31.
    In the event that the Chair does not agree with the recommendation hoe f Etvaluation
    Committee for an Academic Dean or for the University Librarian, they shall inform the
    Board as to their reasons for not supporting the recommendation.
    Process for reaching a decision on a m-itderm departure
    32. For Academic Deans or the University Librarian whose performance has been
    unsatisfactory (either as part of the annual performance review or otherwise), the relevant
    Vice-President shall discuss the results with the Academic Dean or the University
    Librarian. The relevant ViceP-resident shall bring the matter to the attention of the
    President, and the relevant Vic-ePresident shall consult with the Associate Vic-Peresident,
    Human Resources to discuss the appropriate steps to be taken.
    33. The Human Resources Committee shall establish the severance pay provisions for
    Academic Deans and the University Librarian positions. The severance pay may not
    exceed 1 year of the base salary that they receive at the time of their departure. Approval
    by the Human Resources Committee shall be required if the severance pay being paid
    differs from the contractual terms and same will be reported to the Board on a timely
    basis.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 10 of 14
    November 10, 2020
    34. If an Academic Dean or the University Librarian’s employment is terminated without
    cause, they shall, if applicable, elect whether they wish to return to the professorial ranks
    or not. Should they elect to return to the professorial ranks, their return shall take effect
    only when the number of months of base salary as Academic Dean or University
    Librarian represented by the severance pay has elapsed.
    Administrative Leave
    35. An Academic Dean or the University Librarian who completes one or two terms of an
    administrative appointment shall be entitled to a single, y1e-ar Administrative Leave. For
    greater clarity, an Administrative Leave shall not be prorated, and an Academic Dean or
    the University Librarian shall not be entitled to an Administrative Leave if they do not
    complete the first full term of their administrative appointment.
    36. An Academic Dean or the Univesirty Librarian shall take their Administrative Leave as
    follows:
    a) at the conclusion of the first term of their administrative appointment, if no-t re
    appointed for a second term; or
    b) at the conclusion of the second and final term of their administrative
    appointment or earlier, if they do not complete their second term.
    37. The Administrative Leave shall be established as set forth below. If the Administrative
    Leave is taken after the compeltion of:
    a) the first term of the administrative appointment and at any time prior to the
    completion of the second term of the administrative appointment, it will be
    established on the basis of thavee rage base salary earned during the first term of
    the administrative appointment; or
    b) the second and final term of the administrative appointment, it will be
    established on the basis of thavee rage base salary earned during the second term
    of the administrative appointment.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 11 of 14
    November 10, 2020
    38. No monetary compensation in lieu of dAministrative Leave shall be banked or otherwise
    deferred.
    39. During the Administrative Leave, an Academic Dean or the University Librarian shall
    only by entitled to receive the base salary referred to in
    secti3o7n
    , the professional
    development allowance and the continuation of the Benefits, as applicable.
    40.
    Subject to the approval from the relevant Vi-cPeresident, an Academic Dean or the
    University Librarian may, while on Administrative Leave, devote the equivalent of up
    to 1 day per week to relevant outside employment. If an Academic Dean or the University
    Librarian accepts any employment with another employer which exceeds the equivalent
    of 1 day per week, they must resign their position at the Universianty d shall forfeit their
    entitlement to any Administrative Leav. e
    41.
    An Administrative Leave may be combined with a sabbatical leave, but the total duration
    of such combined leaves may not exceed 2 years. In cases where a combined
    Administrative Leave and sabbatical leave amounts to more thany 2 ears, monetary
    compensation must be paid in lieu of the appropriate portion of the Administrative Leave.
    42. The Academic Dean or the University Librarian must return to the CUFA bargaining unit
    in order to take advantage of any of the privilegeps rovided by the CUFA collective
    agreement (leaves, early retirement, etc.). The term(s) of the administrative appointment
    and the Administrative Leave will not count towards sabbatical eligibility. The Academic
    Dean or the University Librarian who retirefs rom the University under the relevant
    section of the CUFA collective agreement during or following the term(s) of their
    administrative appointments are eligible for retiremenrte-lated remuneration only at the
    Nominal Academic Salary effective at the timoe f their retirement.
    43. An Academic Dean or the University Librarian shall not benefit from both severance pay
    and Administrative Leave. However, if an Academic Dean or the University Librarian
    leaves the University with severance pay during their Adminiatstrive Leave, the
    University may pay them the difference, if any, between the base salary received during
    the Administrative Leave and the value of severance pay to which they would have been
    entitled if they had not benefited from the Administrative Leave.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page
    12 of 14
    November 10, 2020
    Policy Responsibility and Review
    44.
    The Board shall approve this Policy. Following its approval, any modifications to the
    appendices shall be approved by the President and reported to the Human Resousrce
    Committee on an annual basis.
    45. The
    overall responsibility for implementing and recommending amendments to this
    Policy shall rest with the Secretary-General, in collaboration with the Associate Vice-
    President, Human Resources.
    Approved by the Board of Governors on [insert date].

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 13 of 14
    November 10, 2020
    APPENDIX A
    Salary Scale for the Academic Deans and the University Librarian
    Effective Date: January 1, 2021
    Positions
    Minimum Midpoint Maximum
    Academic Deans and University Librarian $233,600
    $292,000
    $350,400

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF THE ACADEMIC DEANS AND THE UNIVERSITY LIBRARIAN
    Page 14 of 14
    November 10, 2020
    APPENDIX B
    Professional Development Allowance fort he Academic Deans and the University Librarian
    Effective Date: January 1, 2021
    Positions
    PDA Amount
    Academic Deans and University Librarian
    $7,500

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    November 10, 2020
    Effective date:
    [insert date]
    Approval Authority:
    Board of Governors
    Supersedes/amends:
    June 7, 2013
    Policy Number:
    HR-40
    PREAMBLE
    This
    Policy provides for the effective governance and administration of employment and
    Remuneration (as defined below) for the positions governed by this Policy.
    While
    salary is an important component of Remuneration, other elements of a total
    Remuneration package are also significant and include Benefits (as defined below) and other
    working conditions. Working conditions include, but are not limited to, the intrinsic value of
    the job, opportunities to advance and to work with peers and other colleagues, the physical
    environment, professional and personal growth opportunities, and the opportunity to
    contribute to a vibrant and stimulating organization.
    SCOPE
    This
    Policy applies to Academic Administrators (as defined below).
    This
    Policy shall be read in conjunction with any applicable legislation and any other applicable
    University policy, guideline, directive and the like.
    PURPOSE
    The
    purpose of this Policy is to:
    a) attract
    and retain the best talent;
    b) provide
    fair, competitive and equitable Remuneration and Benefits based on job ds,utie
    responsibilities,
    accountabilities and qualifications;
    c) encourage
    growth and professional development within jobs and facilitate maximizing
    contribution within the University;
    d) provide
    for consistent and fair application of the Policy, within the means and
    resources available to the University; and

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 2 of 12
    November 10, 2020
    e) provide managers with the opportunity to recognize and reward Academic
    Administrators for continued performance and professional development.
    DEFINITIONS
    For the purposes of this Policy, the following definitions shall apply:
    “Academic Administrator” means an individual who meets the following criteria:
    a) reports to the President; the Provost and Vi-cPeresident, Academic (the “Provost”); the
    Vice-President, Research and Graduate Studies; an Academic Dean or the University
    Librarian; and holds the position of:
    Associate Dean;
    Associate University Librarians; or
    Any other position designated by the President as an Academic Administrator;
    and
    b) held a position in the Concordia University Faculty Association (“CUFAb”) argaining
    unit before their appointment or for whom a position in CUFA is held upon the
    conclusion of the term of their administrative appointment.
    “Administrative Leave” means a paid transition period during which thAe cademic
    Administrator may benefitfro m their Remuneration without having to perform the duties
    related to their administrative appointment. The purpose of this paid transition is to enable the
    Academic Administrator to update their skills, reintegrate into research networks and/or carry
    out any activity that would enable them to deepen their knowledge in order to exercise their
    professorial duties.
    “Benefits” means the benefits for which University employees may be eligible, such as group
    insurance, pension, leaves and the like, as amend dferom time to time.
    “General Increase” means the increase provided to the Academic Administrators to recognize
    their additional experience and development in their position.

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 3 of 12
    November 10, 2020
    “Legislative Provisions” means any applicable legislative provision, budgetary rule, guideline,
    directive and the like.
    “Nominal Academic Salary” means the salary an Academic Administrator would earn as a
    faculty member, i.e. the CUFA grid salary, plus supplements if applicable.
    “Remuneration”
    means any amount paid for the fulfilment of any employment duties,
    including, but not limited to, annual base salary, Nominal Academic Salary, stipends, lump
    sums, allowances and the like.
    POLICY
    Employment Agreements
    1.
    The President, the relevant Vic-ePresident, the relevant Academic Dean or the University
    Librarian, as applicable, shall contact Human Resources prior to engaging in discussis on
    with
    respect to all new hires, appointments, employment agreement renewals, transfers to
    new, existing or interim posiotins, and promotions.
    2.
    Following
    consultation with Human Resources, the relevant VicPre-esident, the relevant
    Academic Dean or the University Librarian, as applicable, shall make a recommendation
    to the President or to the relevant VicPer-esident, as appliacble, regarding the conditions
    of an employment agreement.
    3.
    The
    employment of an Academic Administrator shall be governed by an employment
    agreement that specifies the position, term, Remuneration, Benefits, severance and, when
    applicable, any Administrative Leave and any other relevant conditions of employment.
    4.
    All employment agreements shall conform to the University employment agreement
    template and must be prepared by Human Resources.
    5.
    All
    employment agreements shall bear the signatures of the AcademAicd ministrator and
    of:

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 4 of 12
    November 10, 2020
    a) the Chair of the Board of Governors (the “Board”) and the President in the case of
    Academic Administrators reporting to the President.
    b) the President and the relevant Vice-President in the case of Academic
    Administrators reporting to a Vic-ePresident.
    c) the
    Provost and the relevant Academic Dean or the University Librarian in the
    case of Associate Deans and Associate University Librarians.
    6.
    Employment agreements for Academic Administrator positions shall normally be for
    a 3 to 5-year term, with exceptions in cases of interim appointments, short-term extenssion
    or
    other exceptional situations.
    7.
    When an employment agreement is renewed for the same position with no substantive
    change in job responsibility, the employment conditions shall remain the same.
    8.
    Academic
    Administrators may be assigned teaching responsibilities as part of their
    appointment, at the discretion of their supervisor. All courses taught by Academic
    Administrators shall be considered as part of the dus tieeligible for performance review.
    Remuneration
    9.
    Academic
    Administrators shall be excluded from the CUFA bargaining unit during the
    term of their administrative appointment and subsequent Administrative Leave. For the
    purposes of determining the salary oAf cademic Administrators who return to the CUFA
    bargaining unit upon the conclusion of the term of their administrative appointmt, ena
    Nominal
    Academic Salary shall be notionally maintained during the term of the
    administrative appointment and subsequent Administrative Leave by applying all of the
    adjustments accorded to members of CUFA to the Nominal Academic Salary of the
    Academic Administrators on the day they took office. The same conditions shall ap,ply
    adapted
    as required, to Academic Administrators appointed from outside of the
    University for whom a position in CUFA is held upon the conclusion of the term of their
    administrative appointment.

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 5 of 12
    November 10, 2020
    10.
    The stipends for Associate Deans and Associate University Librarians are contained in
    Appendix A and shall apply at the time of appointment.
    11.
    The base salary of Associate Deans and Associate University Librarians consists of their
    Nominal Academic Salary and their stipend, which shall be adjusted as follows:
    a) Nominal
    Academic Salaries shall be adjusted as provided for in the CUFA
    collective agreement.
    b) stipends shall be reviewed annually, normally with effect June 1.
    12.
    The
    Remuneration of Academic Administrators at the time of appointment shall be
    approved by the President or the relevant VicPer-esident, as applicable, in consultation
    with the Associate Vice-President, Human Resources. The Remuneration, Benefits and
    severance shall be in accordance with this and any other applicable University polasicy
    well as applicable Legislative Provisions.
    13.
    Specific market conditions or challenges as well as internal situations may warrant an
    exception in establishing a starting salary or to maintain market competitiveness. Any
    exceptions to the Remuneration, Benefit or severance provided for in this or any other
    applicable University policy to which an Academic Administrator would normally be
    entitled must be in accordance with apipclable Legislative Provisions and shall be
    approved by the Associate Vice-President, Human Resources, in consultation with:
    a) the
    Chair of the Board and the President in the case of Academic Administrsator
    reporting
    to the President.
    b) the
    President and the relevant Vice-President in the case of Academic
    Administrators reporting to a Vice-President.
    c) the Provost and the relevant Academic Dean or the University Librarian in the
    case of Associate Deans and Associate University Librarians.
    14.
    The
    annual General Increase shall apply to the stipends of Academic Administrat.ors

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 6 of 12
    November 10, 2020
    15.
    Any salary adjustments resulting from the above
    must be in accordance with this and any
    other applicable University policy as well as applicable Legislative Provisions, d asnhall
    normally be made effective June1.
    16.
    Academic Administrators governed by this Policy as of Marc1 h or later shall not be
    eligible for the June1 annual General Increase in their year of hire.
    17.
    Academic Administrators shall be entitled to a professional development allowance
    which shall not exceed the amount contained in AppendiB x and enables Academic
    Administrators to maintain their professional activities or assist them with remaining
    current in their area of expertise.
    All expenses incurred for this purpose shall be governed by all applicable University
    policies, guidelines, directives and the like, and must be approved in advance by the
    President, the relevant VicePr- esident, the relevant Academic Dean or the University
    Librarian, as applicable. In no event may the professional development allowance be a
    personal advantage for the Academic Administrators.
    18.
    Academic Administrators shall be entitled to an annual vacation accrued at the same rate
    as that of members of the UCFA bargaining unit. Academic Administrators shall use their
    vacation entitlement before the conclusion of the term of their administrative
    appointment.
    19.
    Academic Administrators may be eligible for the reimbursement of membership fees of a
    professional order, subject to the approval of the President, trhele evant Vice-President,
    the relevant Academic Dean or the University Librarian, as applicable, and in consultation
    with Human Resources.
    20.
    Academic Administrators shall be entitled to group insurance and npseion plan available
    to members of the CUFA bargaining unit.
    21.
    Academic Administrators may be entitled to other benefits in accordance with the
    relevant
    Human Resources policies
    , as amended from time to time.

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 7 of 12
    November 10, 2020
    22.
    When an Academic Administrator temporarily assumes, in an interim situati, on
    additional duties and responsibilities above or at an equivalent level of their primary
    position, they may be eligible to receive an additional stipend. The stipend awarded shall
    be established by Human Resources, in consultation with the President and rthele evant
    Vice-President, or with the Provost and the relevant Academic Dean or the University
    Librarian, as applicable.
    23.
    When
    an Academic Administrator accepts a temporary assignment to another position
    above the level of their primary position, they shall be eligible to receive an additional
    stipend for the duration of the assignment. The stipend awarded shall be established by
    Human Resources, in consultation with the President and the relevant VPicrees- ident, or
    with
    the Provost and the relevant Academic Dean r othe University Librarian,
    as
    applicable.
    Scholarly Research Allowance
    24.
    The
    Academic Administrators may receive a scholarly research allowance to maintain
    their research activities over the course of the term of their administrative appointmt.en
    This
    allowance, which does not constitute Remuneration, is made available for research
    purposes, including, but not limited to, the employment of research staff, the funding of
    graduate students and other research-related expenses. In no event may the scholarly
    research allowance be a personal advantage for the Academic Administrators.
    Performance Review
    25. The
    President, the relevant Vic-ePresident, the relevant Academic Dean or the University
    Librarian, as applicable, shall conduct a confidential performance review of Athcae demic
    Administrator
    and their goals and objectives annually.

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 8 of 12
    November 10, 2020
    26.
    For Academic Administrators whose performance has been unsatisfactory (either as tpar
    of the annual performance review or otherwise), the President, the relevant -Vice
    President, the relevantA cademic Dean or the University Librarian, as applicable, shall
    discuss the results with the Academic Administrator. The President, the relevant Vice-
    President, the relevant Academic Dean or the University Librarian, as applicable, shall
    bring the matter to the attention of the Chair of the Board, the President or the relevant
    Vice-President, as applicable, who shall consult with the Associate V-Picreesident, Human
    Resources to discuss the appropriate steps to be taken, which may include the
    establishment of a performance improvement plan or other measures.
    Administrative Leave
    27.
    At
    the conclusion of the Academic Administrator’s term of administrative appointmt,en
    they
    shall be entitled to an Administrative Leave.
    28.
    The
    Administrative Leave shall be establhised based upon 2m onths of Administrative
    Leave per year of service in the administrative appointment, to a maximum of ya ea1r-
    leave.
    29.
    An
    Academic Administrator shall take their Administrative Leave immediately at the
    conclusion of the term(s) of their administrative appointment and before they return to
    the CUFA bargaining unit. Exceptionally, alternate arrangements can be made with the
    approval of the President or the relevant VicPre-esident, in consultation with the
    Associate Vice-President, Human Resources.
    30.
    The
    salary rate during the Administrative Leave shall be based on the average salary
    earned duringthe last 6 years otf he administrative appointment or such lesser period
    adapted as required.
    31.
    If
    an Academic Administrator’s administrative appointment is more than 6 years, they
    shall receive, for each year of service beyond y6 ears, monetary compensation in lieu of
    administrative leave at the rate of 1 month’s average salary earned during the last 6
    syear
    of
    the administrative appointment.

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 9 of 12
    November 10, 2020
    32.
    Subject to the approval by the President or the relevant VPrice-esident and in consultation
    with the Associate Vice-President, Human Resources, monetary compensation in lieu of
    Administrative Leave may be made only under exceptional circumstances, such as:
    a) the
    Academic Administrator will retire immediately upon ending a term of
    office.
    b) taking
    the full amount of leave would mean that an Academic Administrator
    would return to their regular duties at a date inconvenient for scheduling
    subsequent teaching duties.
    c) the
    Academic Administrator’s department requires their immediate service to
    teach courses that cannot be taught by other faculty members.
    d) the
    Academic Administrator immediately assumes another Academic
    Administrative position.
    Such monetary compensation is paid at the rate of the value equal to 1 months’ average
    salary, per year of service. hTe total monetary compensation in lieu of admintrisative
    leave may not exceed 6m onths’ average salary.
    All
    monetary compensation in lieu of administrative leave shall normally be made as a
    single lump sum payment. If leaves or payouts are being made for service in a
    combination of positions, separate calculations are made for the entitlement from each
    position as if the incumbent concluded their service in each position, and then the totals of
    these calculations are combined.
    33. No
    monetary compensation in lieu of Administrative Leave shall be banked or otherwise
    deferred.
    34.
    During the Administrative Leave, an
    Academic Administrator shall only be entitled to
    receive the salary referred to in
    section 30
    , the professional development allowance and
    the continuation of the Benefits, as applicable.

    POLICY ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 10 of 12
    November 10, 2020
    35. Subject to the approval form the President or relevant VicePr- esident, an Academic
    Administrator may, while on Administrative Leave, devote the equivalent of up to 1 day
    per week to relevant outside employment. If an Academic Administrator accepts any
    employment with another employer which exceeds the equivalent of da1 y per week, they
    must resign their position at the University and shall forfeit their entitlement to any
    Administrative Leave.
    36. An Administrative Leave may be combined with a sabbatical leave, but the total duration
    of such combined leaves may not exceed 2 years. In cases where a combined
    Administrative Leave and sabbatical leave amounts to more than 2 years, monetary
    compensation must be paid in lieu of the appropriate portion of the Administrative Leave.
    37. The Academic Administrator must return to the CUFA bargaining unin
    it order to take
    advantage of any of the privileges provided by the CUFA collective agreement (leaves,
    early retirement, etc.). The term(s) of the administrative appointment and the
    Administrative Leave will not count towards sabbatical eligibility. An aAdec mic
    Administrator who retires from the University under the relevant section of the CUFA
    collective agreement during or following the term(s) of their administrative appointment
    are eligible for retiremen-trelated remuneration only at the Nominal Acadeimc Salary
    effective at the time of their retirement.
    Policy Responsibility and Review
    38. The Board of Governors shall approve this Policy. Following its approval, any
    modifications to the appendices shall be approved by the President and reported thto e
    Human Resources Committee on an annualb asis.
    39. The overall responsibility for implementing and recommending amendments to this
    Policy shall rest with the Associate Vic-Peresident, Human Resources, in collaboration
    with the Provost and theS ecretary-General.
    Approved by the Board of Governors on June 7, 2013, and amended on [insert date.]

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 11 of 12
    November 10, 2020
    Appendix A
    Stipends for Academic Administrators
    Effective Date: January 1, 2021
    Positions
    Annual Stipend
    1st Term
    Annual Stipend
    2nd and subsequent
    terms
    Associate Dean and Associate University
    Librarian
    $15,491
    $17,827
    Any other position designated by the
    President as an Academic Administrator
    Stipend amount will be applied as appropriate

    POLICY
    ON EMPLOYMENT AND REMUNERATION
    OF ACADEMIC ADMINISTRATORS
    Page 12 of 12
    November 10, 2020
    Appendix B
    Professional Development Allowance forA cademic Administrators
    Effective Date: January 1, 2021
    Positions
    PDA Amount
    Academic Administrator
    $2,500

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    November 10, 2020
    Effective date:
    [insert date]
    Approval Authority:
    Board of Governors
    Supersedes/amends:
    June 7, 2013
    Policy Number:
    HR-39
    PREAMBLE
    This Policy provides for the effective governance and administration of employment and
    Remuneration (as defined below) for the positions governed by this Policy.
    While
    salary is an important component of Remuneration, other elements of a total
    Remuneration package are also significant and include Benefits (as defined below) and other
    working conditions. Working conditions include, but are not limited to, the intrinsic value of
    the job, opportunities to advance and to work with peers and other colleagues, the physical
    environment, professional and personal growth opportunities, and the opportunity to
    contribute to a vibrant and stimulating organization.
    SCOPE
    This
    Policy shall apply to managerial and other employees governed by an Exten-deTedrm
    Employment Agreement (as defined belowa) nd not explicit governed by another University
    policy.
    This
    Policy shall be read in conjunction with any applicable legislation and any other applicable
    University policy, guideline, directive and the like.
    PURPOSE
    The
    purpose of thisPo licy is to:
    a) attract
    and retain the best talent;
    b) provide
    fair, competitive and equitable Remuneration and Benefits based on job ds,utie
    responsibilities,
    accountabilities and qualifications;
    c) encourage
    growth and professional development within jobs and facilitate mimaxizing
    contribution within the University;

    POLICY ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page 2 of 9
    November 10, 2020
    d) provide for consistent and fair application of the Policy, within the means and
    resources available to the University; and
    e) provide managers with the opportunity to recognize and reward Employees for
    continued performance and professional development.
    DEFINITIONS
    For the purposes of this Policy, the following definitions shall apply:
    “Benefits” means the benefits for which University employees may be eligible, such as group
    insurance, pension, leaves and the like, as amended from time to time.
    “Extended-Term Employment Agreement” is used in this Policy interchangeably with the
    expression “Employment Agreement” and means an Employment Agreement of an extended-
    term employee who is an employee hired to wofrulk l-time or part-time in an indeterminate or
    fixed term contract of 1 year or more.
    “General Increase” means the base salary increase provided to all Employees to recognize their
    additional experience and development in their positionTh. e General Increase is one of the two
    components of the formula to determine the progression in the salary scale.
    “Legislative Provisions” means any applicable legislative provision, budgetary rule, guideline,
    directive and the like.
    “Performance Increment” means the base salary increase provided to some Employees to
    recognize their individual performance and contribution to the University in their position.
    “Remuneration” means any amount paid for the fulfilment of any employment duties,
    including, but not limited toan, nual base salary, stipends, lump sums, allowances and the like.

    POLICY ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page 3 of 9
    November 10, 2020
    POLICY
    Employment Agreements
    1.
    Managers shall contact Human Resources prior to engaging in discussions with respect to
    all new hires, appointments, employment agreemenret newals, transfers to new, existing
    or interim positions, and promotions.
    2.
    Following consultation with Human Resources, the manager shall make a
    recommendation to their supervisor regarding the conditions of an employment
    agreement.
    3.
    The employment of an Employee shall be governed by an employment agreement that
    specifies the position, term, Remuneration, Benefits, severance and any other relevant
    conditions of employment.
    4.
    All employment agreements shall conform to the University employmnte agreement
    template and must be prepared by Human Resources.
    5.
    All employment agreements shall bear the signatures of the Employee, of the manager
    and their supervisor.
    6.
    Initial employment agreements shall normally be for a fixed term of 1 year or more.
    7.
    When an employment agreement is renewed for the same position with no substantive
    change in job responsibility, the employment conditions shall remain the same.
    Remuneration
    8.
    Positions shall be evaluated in accordance with the University’s job evaluation process
    and shall be assigned a grade.
    9.
    The salary scales are contained in Appendix A and shall apply at the time of appointment.
    The salary scales shall be reviewed annually, normally with effect Ju1.
    ne

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page
    4 of 9
    November 10, 2020
    10.
    The Remuneration of Employees at the time of appnotmi ent shall take into consideration
    the duties, responsibilities, accountabilities and qualifications required by the position
    they occupy, as well as the internal equity and the salary scale for such positiasons
    referred to in
    section 9
    .
    11.
    The
    Remuneration of Employees at the time of appointment shall be approved by the
    manager, in consultation with the Human Resources. The Remuneration, Benefit and
    severance shall be in accordance with this and any other applicable University polasicy
    well
    as applicable Legislative Provisions.
    12.
    Specific
    market conditions or challenges as well as internal situations may warrant an
    exception in establishing a starting salary or to maintain market competitiveness. Any
    exceptions to the Remuneration, Benefit or severance provided for in this or any other
    applicable University policy to which an Employee would normally be entitled must be in
    accordance with applicable Legislative Provisions and shall be approved by the Associate
    Vice-President, Human Resources, in consultation with the President or the relevant Vice-
    President, as applicable.
    13.
    The
    Employees’ progression in the applicable salary scale shall be based on two
    components: the annual General Increase and the increase on the
    asibs of the performanec
    review,
    in each case, when applicable. Any such increases must be in accordance with this
    and any other applicable University policy as well as applicable Legislative Provisions.
    a) The
    Employees’ salary shal, l when applicable, progress in the applicable salary
    scale on the basis of an annual General Increase.
    b) The
    Employees’ salary shall, when applicable, progress in the applicable salary
    scale on the basis of an annual confidential performance review conducted by the
    manager.
    14.
    Any
    salary adjustments resulting from the above
    must be in accordance with this and any
    other applicable University policy as welas
    l applicable Legislative Provisions, and shall
    normally be made effective June1.

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page
    5 of 9
    November 10, 2020
    15.
    Employees governed by this Policy as of Marc1 h or later shall not be eligible for the
    June 1 annual General Increase in their year of hire, except when an Employee’sry sala
    falls below the minimum of the adjusted salary scale. In such cases, the Employee’s salary
    shall be adjusted to the minimum of the salary scale.
    16.
    Employees whose salary is at or above the maximum of the salary scale for their position
    shall not normallybe eligible for a General Increase to their base salary. The value of the
    General Increase in excess of the maximum of the salary scale of the position shall
    normally be paid as a lump sum over 26 pays. Following consultation with Human
    Resources and the President or the relevant Vice-President, as applicable, the equivalten
    of the value of the General Increase in excess of the maximum may be paid to the base
    salary.
    17.
    Available annual Performance Increment information, when applicable, shall be
    communicated to the President and Vice-Presidents by Human Resources.
    18.
    Employees
    governed by this Policy:
    a) prior
    to the preceding December1 shall be eligible to be considered for a full
    Performance Increment;
    b) on
    or after December 1, but prior to March 1, shall cboe nsidered for a prorated
    Performance
    Increment;
    c) on
    or after March1 shall not be eligible for a Performance Increment in their year
    of hire.
    19.
    In
    making Performance Increment allocation decisions, the manager shall assess the
    performance of all eligible Employees reporting to them and recommend to their V- ice
    President or to the President, as applicable, the amount of Performance Increment, if any,
    for the respective Employees.

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page
    6 of 9
    November 10, 2020
    20.
    Employees whose salary is at or above the maximum of the salary scale for their position
    shall not normally be eligible for Performance Increments. However, followg in
    consultation with Human Resources and the President othr e relevant Vice-President, as
    applicable, an Employee may be awarded the equivalent of the value of a Performcean
    Increment
    as a lump sum normally paid over 26 pays. Following consultation with
    Human Resources and the President or the relevant Vice-President, as applicable, the
    equivalent of the value of a Performance Increment may be paid to base salary.
    21.
    Employees who obtain, in the course of their employment at the University, an additional
    relevant diploma or degree beyond the minimum requirement of their current position
    may be eligible for a salary increase, subject to the approval of Human Resos.urce
    Employees’ base salary may not exceed the maximum of the salary scale as a result of
    such increase.
    22.
    Employees shall be entitled to an annual vacation in accordance with the policy on
    Vacation Leave
    (
    HR-14
    ), as amended from time to time.
    23. Employees
    may be eligiblef or the reimbursement of membership fees of a professional
    order, subject to the approval of their manager, in consultation with Human Resources.
    24. Employees
    shall be eligible for other benefits, including group insurance and pension
    plan, in accordance with the
    relevant
    Human Resources policies
    , as amended from time to
    time.
    25.
    When
    an Employee temporarily assumes, in an interim situation, additional duties and
    responsibilities above or at an equivalent grade of their primary position, they may be
    eligible to receive a stipend. The stipend awarded shall be established by Human
    Resources, in consultation with the relevant managers.
    26. When
    an Employee accepts a temporary assignment to another position above the grade
    of their primary position, they shall be eligible to receive a stipend for the duration of the
    assignment. The stipend awarded shall be established by Human Resources, in
    consultation with the relevant managers.

    POLICY ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page 7 of 9
    November 10, 2020
    Performance Review
    27. During the annual review referred to in
    sectio13
    n b
    , the manager shall review the
    performance of the Employee and their goals and objectives annually.
    28. Employees whose performance has been satisfactory during the year may be awarded a
    Performance Increment as referred toin
    section 18
    .
    29. For Employees whose performance has been unsatisfactory (either as part of the annual
    performance review or otherwise), the managesr hall discuss the results with the
    Employee. The manager shall bring the matter to the attention of their supervisor who
    shall consult with Human Resources to discuss the appropriate steps to be taken, which
    may include the establishment of a performance improvement plan or other measures.
    Reclassification and Transfers
    30.
    A position may be reclassified if the duties and responsibilities change significantly or the
    organizational structure changes.
    31.
    When a significant hcange in the duties and responsibilities of a position has occurred, it
    is the responsibility of the manager to request a review of the position evaluation by
    Human Resources.
    32. When an Employee is promoted or a position is reclassified to a higher gradeum, Han
    Resources, in consultation with thme anager, shall review the Employee’s salary.
    33. If as a result of University requirements, an Employee is transferred to a position with a
    lower grade or a position is reclassified to a lower grade, the Employee’ars ys ashl all not
    be reduced.
    End of Employment
    34. Managers shall contact Human Resources prior to engaging in discussions with respect to
    an end of employment agreement or termination of employment.

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page
    8 of 9
    November 10, 2020
    35. End of employment conditions are governed by the policy
    Termination of Employment
    (
    HR-11
    ).
    Policy Responsibility and Review
    36. The
    Board of Governors shall approve this Policy. Following its approvaly, an
    modifications to Appendix As hall be approved by the President and reported thto e
    Human Resources Committee on an annual basis.
    37. The overall responsibility for implementing and recommending amendments to this
    Policy shall rest with the Associate Vice-President, Human Resources, in collaboration
    with the Secretary-General.
    Approved by the Board of Governors on June 7, 2013, and amended on [insert date].

    POLICY
    ON EMPLOYMENT AND REMUNERATION OF MANAGERIAL AND
    OTHER EMPLOYEES NOT GOVERNED BY A COLLECTIVE OR OTHER AGREEMENT
    Page
    9 of 9
    November 10, 2020
    Appendix A
    Salary Scales
    Effective Date: June 1, 2020
    Grade
    Minimum
    Midpoint
    Maximum
    EXE1
    $134,248
    $163,550
    $192,852
    Lev1
    $140,738
    $151,994
    $163,249
    Lev2
    $130,334
    $140,755
    $151,176
    Lev3
    $120,703
    $130,353
    $140,002
    Lev4
    $111,784
    $120,720
    $129,656
    Lev5
    $103,528
    $111,801
    $120,074
    Lev6
    $95,878
    $103,540
    $111,201
    Lev7
    $88,801
    $95,894
    $102,986
    Lev8
    $81,181
    $87,664
    $94,146
    Lev9
    $74,847
    $80,821
    $86,794
    Lev10
    $69,324
    $74,855
    $80,385
    Lev11
    $63,675
    $68,753
    $73,831
    Lev12
    $58,976
    $63,677
    $68,378
    Lev13
    $54,628
    $58,982
    $63,335
    Lev14
    $50,602
    $54,636
    $58,669
    Pay Equity Class Positions
    Minimum
    Midpoint
    Maximum
    50A-PE1125 (Lev 7)
    $90,090
    $97,274
    $104,457
    50A-PE1201 (Lev 7)
    $90,090
    $97,274
    $104,457
    50A-PE2023 (Lev 7)
    $90,090
    $97,274
    $104,457
    50A-PE1209 (Lev 8)
    $82,701
    $89,293
    $95,885
    50A-PE2031 (Lev 8)
    $82,701
    $89,293
    $95,885
    50A-PE1055 (Lev 9)
    $75,541
    $81,559
    $87,577
    50A-PE1173 (Lev 9)
    $75,541
    $81,559
    $87,577
    50A-PE1231 (Lev 9)
    $75,541
    $81,559
    $87,577
    50A-PE2030 (Lev 9)
    $75,541
    $81,559
    $87,577
    The pay equity class shall only be used for listed positions.

    OMNIBUS
    POLICY ON THE REMUNERATION
    OF SENIOR ADMINISTRATIVE PERSONNEL
    Effective Date:
    [insert date]
    Originating Office:
    Board of Governors
    Supersedes /Amends:
    October 24, 2018
    Policy Number:
    BD-11
    PREAMBLE
    Effective
    May 1, 2018, the government of Quebeac dopted new budgetary rules and changes to
    the funding formula for Quebec universities,
    the
    Règles budgétaires et calcul des subventions de
    fonctionnement aux universités du Québec
    (“
    Règles budgétaires
    ”). Among other things, the
    Règles
    budgétaires
    govern severance pay and the remuneration for certain Senior Administrative
    Personnel of Quebec universities( Section 5.11 of the
    Règles budgétaires
    (as defined below)an) d
    affect several categories of Remuneration (as defined below, )including, but not limited to,
    annual salary and salary increases; stipends; bonuses; allowanc, essuch as a car or housing
    allowance; payment or reimbursement of expenses, suchs aparking fees, membership in private
    clubs and private medical services; and administrative leave.
    These
    rules also call for theBo ard of Governors (the “Board”) to adopt a remuneration
    framework (the “Remuneration Framework”) which respects the conditions of Remuneration
    provided for in the
    Règles budgétaires
    . The Remuneration Framework includes, but is not limited
    to, resolutions, regulations, provisions, agreements, practices and cpioes li that deal with the
    remuneration of Senior Administrative Personnel.
    For
    purposes of clarity, unless otherwise indicated in this Policy, all references to the expression
    Règles budgétaires
    ” shall refer to Section 5.11 of the
    Règles budgétaires
    .
    SCOPE
    This Policy shall apply to allenS ior Administrative Personnel as such expression ides fined
    below and as specified in eSction 5.11.2 a() of the
    Règles budgétaires
    who:
    a) were
    newly appointed as Senior Administrative Personnel as of May 1, 2018;
    b) were
    already appointed as Senior Administrative Personnel as of May 1, 2018,
    t
    bu
    whose:
    i.
    employment contract was renewed or extended as of May 1, 2018; or
    ii. conditions of Remuneration were modified as of May 1, 2018.

    OMNIBUS POLICY ON THE REMUNERATION
    OF SENIOR ADMINISTRATIVE PERSONNEL
    Page 2 of 3
    PURPOSE
    The purpose of this Policy is to provide the University with a global framework in order to
    comply with Section 5.11 of the
    Règles budgétaires
    .
    DEFINITIONS
    For the purposes of tihs Policy, the following definitions shall apply:
    “Remuneration” means any amount paid to a Senior Administrative Personnel for the
    fulfilment of any employmentdu ties, including, butn ot limited to, annual salary, stipends,
    allowances, and the like.
    “Section 5.11 of the
    Règles budgétaires
    ” means section 5.11 of the
    Règles budgétaires
    adopted in
    July 2018, as amended from time to time.
    “Senior Administrative Personnel” means the senior administrators who hold the position of
    President, Vice-President, Chief Officer appointed by the Board, Secretary-General, Provost,
    Deputy Provost, Vice-Provost, Associate Vice-President and any other position of eqiuvalent
    rank and responsibility.
    POLICY
    1.
    The relevant units of the University including, without limitation, Financial Services,
    Human Resources and the University Secretariat shall take the measures necessary to
    apply the provisions of the
    Règles budgétaires
    such that:
    a) the Remuneration of Senior Administrative Personnel who fall within the Scope
    of this Policyc omplies with the
    Règles budgétaires
    ; and
    b) the University complies with its obligations under the
    Règles budgétaires
    ,
    including its obligations of reporting, audit and transparency.

    OMNIBUS POLICY ON THE REMUNERATION
    OF SENIOR ADMINISTRATIVE PERSONNEL
    Page 3 of 3
    2.
    In the event of any conflict or contradiction between the provisions of
    R
    th
    èg
    e
    les
    budgétaires
    and the provisions of any University poliyc, the provisions of the
    Règles
    budgétaires
    shall prevai. l Any provision contrary to the
    Règles budgétaires
    in any such
    policy shall bewi thout effect.
    3.
    In the event of any conflict or contradiction between the provisions of
    R
    th
    èg
    e
    les
    budgétaires
    and any University resolution, regulation, agreement, decision and/or practice,
    whether formalized or informal,t he provisions of the
    Règles budgétaires
    shall prev. aiAnl y
    provision of any us ch writing and any practicec ontrary to the
    Règles budgétaires
    shall be
    without effect and/or prohibited, as the case may . be
    4.
    The overall responsibility for the implementation and recommended amendments thtoi s
    Policy shall rest with the Secretary-General, in collaboration with the Associate Vi-ce
    President, Human Resources.
    Approved by the Board of Governors on October 24, 2018, and amended on [insert d. ate]

    An Update on Teaching & Learning at Concordia
    10 months into the pandemic
    Dr. Sandra Gabriele, Vice-Provost, Innovation in Teaching & Learning
    Dr. Robert Cassidy, Director, Centre for Teaching & Learning
    BG-2020-8-D11

    2
    4 guiding principles in our work:
    §
    evidence-based approaches
    §
    learner-focused; best practices for online learning
    §
    accessibility & flexibility
    §
    disabled students; variability in student contexts; use
    of Moodle
    1
    §
    support faculty to adapt quickly
    §
    teaching and learning is a shared responsibility
    §
    breaking down silos
    “transition
    to remote
    delivery”
    What did it
    look like?
    1
    Concordia’s Learning Management System

    “transition
    to remote
    delivery”
    What did it
    look like?
    Moodle use has more than tripled:
    • logins to Moodle increased by 382% at start of Fall
    semester
    • data stored on Moodle went from 668 GB pre-COVID to
    2.8 TB (2823 GB)
    Almost $4m spent on direct support to faculty in order to:
    • adapt teaching, including using technologies effectively
    • learn new technologies
    • learn different ways of designing & assessing student
    learning
    • support through Teaching Assistants
    3

    4
    CTL Support
    since March 2020
    Workshops
    91 workshops
    2500 participants
    One-on-one support:
    1,500+ emails answered
    375+ Zoom calls
    Web Resources
    90+ new web pages
    Department Consultations
    36 department meetings
    5 Town Hall meetings for Faculties
    “Office Hours” Drop-In Q&A
    85 hours for faculty
    22 hours for TAs
    Zoom Invigilation
    20 Training sessions
    4 Info sessions for faculty & administrators
    Teaching Tools
    30+ protocols
    80+ Best Practices guides & templates

    “transition
    to remote
    delivery”
    What did it
    look like?
    Centre for Teaching & Learning expanded to 6x its pre-
    COVID size:
    • from 2 teaching-support staff to 12 staff directly
    supporting faculty
    1
    Expansion of KnowledgeOne services to include
    “eConcordia Express Model”
    • adapting courses to remote delivery
    • assessment strategies in an online environment
    • accessibility
    • using technology effectively
    1
    7 staff were hired, and 3 Curriculum Developers were seconded from all curriculum development work.
    5

    “transition
    to remote
    delivery”
    What did it
    look like?
    Transformation of services demanded new collaborations:
    • Jointly developed change management plans
    • Daily contact with IITS
    • Weekly contact with various services on campus, e.g.:
    • Campus Well-being and Health
    • Student Success Centre
    • Exams Office
    New, permanent Advisory Committee on Teaching &
    Learning, with membership from:
    • Associate Deans of all Faculties, including School of
    Graduate Studies, CTL, Concordia Continuing
    Education, eConcordia, IITS, Student Services,
    Libraries, GSA & CSU student representatives
    6

    7
    some indicators of student success
    course grades were positively affected
    GPAs went up W19 and S20
    PASS option was selected by 14% of students
    ‘DISC’ was limited
    students are staying with Concordia
    new students are coming to Concordia

    8
    There is still more to do.
    Short term plans
    Enhance Moodle to
    support student
    success and help
    faculty to understand
    what learning is
    taking place
    Moodle developer + Moodle
    specialist + Learning Analytics
    specialist
    Assessment schemes
    (and exams)
    Improved
    communication
    (professor to student
    & student to student)
    Student workload
    estimation &
    guidelines
    Support teaching
    innovation through
    the Lab for
    Innovation in
    Teaching & Learning
    (LITL)

    9
    There is still more to do.
    Short to medium term plans
    • Inclusive teaching
    • Pedagogies for student success & wellness
    • Digital teaching
    • Blue Sky Dreaming (innovation ambitions)
    Bottom-up
    consultations
    • Establish principles for what will happen on campus
    • Plan and invest in needed technologies to support principles & vision
    • Support faculty in making the next transition
    Mixed return to
    campus
    • How we will do it
    • How we will know we have done it well
    • Validate
    • Implement & Support
    Strategy for
    Teaching &
    Learning

    10
    Questions ?

    11
    Indicators Data

    12
    class averages are better than usual
    all courses
    A+
    A
    A
    B+
    B
    B
    C+
    C
    A+
    A
    A
    B+
    B
    B
    C+
    C
    projected
    actual
    Projected
    Class Average
    Actual
    Class Average
    0
    40
    80
    120
    2
    1
    0
    1
    2
    Difference from Projected Grade
    count
    Difference between Actual and Predicted Class Averages
    Number of Courses
    Each course taught in W19 is represented by
    two points connected by a line. The first point
    (left) is the
    Projected Class Average
    , which is
    predicted from the 5 prior semesters. The
    second point (right) is the
    Actual Class
    Average
    . The line connecting the points is
    green if the actual grades were better than
    predicted, grey if they were close to the
    prediction and red if they were lower than the
    prediction.
    The second panel shows the distribution of all
    the
    Differences
    between
    Actual
    and
    Predicted Grade
    s. Actual Class Averages
    were systematically better than Projected
    Class
    Averages.

    13
    grades better than usual
    A+
    A
    A
    B+
    B
    B
    C+
    C
    A+
    A
    A
    B+
    B
    B
    C+
    C
    projected
    actual
    Projected
    Grades
    Actual
    Grades
    0
    2
    4
    6
    2
    1
    0
    1
    2
    Difference from Projected Grade
    count
    Difference between Actual and Predicted Grade
    Number of Courses
    Gateway courses are defined as the 2 largest
    enrollment courses that a department offers.
    They usually serve as prerequisites to further
    courses and therefore decide whether students
    can continue the program.
    Each gateway course taught in W19 is
    represented by two points connected by a line.
    The first point (left) is the
    Projected Class
    Average
    , which is predicted from the 5 prior
    semesters. The second point (right) is the
    Actual Class Average
    . The line connecting
    the points is green if the actual grades were
    better than predicted, grey if they were close
    to the prediction and red if they were lower
    than the prediction.
    The second panel shows the distribution of all
    the
    Differences
    between
    Actual
    and
    Predicted Grade
    s. Actual Class Averages
    were systematically better than Projected
    Class
    Averages.
    ‘gateway’ courses

    14
    grades better than usual
    A+
    A
    A
    B+
    B
    B
    C+
    C
    A+
    A
    A
    B+
    B
    B
    C+
    C
    projected
    actual
    Projected
    Grades
    Actual
    Grades
    0
    1
    2
    3
    4
    5
    2
    1
    0
    1
    2
    Difference from Projected Grade
    count
    Difference between Actual and Predicted Grade
    Number of Courses
    Upper-level humanities courses are 350-499
    level courses in the Humanities sector (eg,
    History, Philosophy, etc). These course will be
    enriched in assessments like papers and
    projects rather than timed, proctored exams. In
    these courses, the move to remote teaching
    and learning is less likely to impact grades due
    to academic integrity ricks.
    Each of these courses taught in W19 is
    represented by two points connected by a line.
    The first point (left) is the
    Projected Class
    Average
    , which is predicted from the 5 prior
    semesters. The second point (right) is the
    Actual Class Average
    . The line connecting
    the points is green if the actual grades were
    better than predicted, grey if they were close
    to the prediction and red if they were lower
    than the prediction.
    The second panel shows the distribution of all
    the
    Differences
    between
    Actual
    and
    Predicted Grade
    s. Actual Class Averages
    were systematically better than Projected
    Class
    Averages.
    upper-level humanities
    courses

    15
    A
    B
    C
    D
    DSC
    F
    5
    10
    15
    20
    25
    30
    2015
    2016
    2017
    2018
    2019
    Academic Year
    Count (x1000)
    observed changes in grades
    course grades
    course failures
    FAS
    FOFA
    GCS
    JMSB
    1
    2
    3
    2015
    2016
    2017
    2018
    2019
    Academic Year
    Count (x1000)

    16
    students used “PASS/FAIL” and “DISC” strategically
    DSC
    F
    PAS
    0
    4
    8
    12
    2015
    2016
    2017
    2018
    2019
    Academic Year
    Count (x1000)


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