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

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

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

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

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

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.

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 :

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

uinze mois

s’étendant du

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;

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.

Audit Committee report (Document BG-2020- 7-D6)

Finance Committee report (Document BG-2020- 7-D7)

These reports were submitted for information purposes.

REGULAR

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.

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.

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

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).

Audit Committee recommendations:

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:

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

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

(

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.

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

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

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

239

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,

injury investigation and

near-miss investigations

were conducted.

EHS Due Diligence Report

–

Q3 2020

4/16

Q3 2019

July, August,

September

2019

Full Year

Q3 2020

July, August,

September

2020

Year To Date

Injury Investigations

Near-Miss Investigations

TOTAL

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.

EHS Due Diligence Report

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Q3 2020

5/16

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

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

2020

Year To Date

210

Q3 2019

July, August, September

739

2019

Full Year

1,222

EHS Due Diligence Report

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Q3 2020

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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%

EHS Due Diligence Report

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Q3 2020

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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

EHS Due Diligence Report

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Q3 2020

8/16

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

2020

Year To Date

Q3 2019

July, August, September

2019

Full Year

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Q3 2020

9/16

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,

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

2020

Year To Date

Q3 2019

July, August, September

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

Suspected and Confirmed COVID-19 Cases

In September, in preparation for the resumption of some academic activities on campus, revised and

detailed

procedures

for dealing with suspected or confirmed COVID-19 cases on campus were

EHS Due Diligence Report

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Q3 2020

10/16

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

as ind

ated

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

2020

Year To Date

Q3 2019

July, August, September

2019

Full Year

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

11/16

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.

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

NESS

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

2020

Year To Date

Q3 2019

July, August, September

2019

Full Year

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

EHS Due Diligence Report

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Q3 2020

12/16

Year To Date

Q3 2019

July, August, September

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

EHS Due Diligence Report

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Q3 2020

13/16

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

2020

Year To Date

Q3 2019

July, August, September

2019

Full Year

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Q3 2020

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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

) to

erify

sécu

the comp

let

of requ

ired

corre

cti

actions from their inspection of the Facilities Management workshops at the Loyola campus in March.

Year

External Inspections

Q3 2020

July, August, September

2020

Year to date

Q3 2019

July, August, September

2019

Full Year

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

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

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Q3 2020

15/16

Year

Regulatory Citations

2020

Year To Date

Q3 2019

July, August, September

2019

Full Year

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

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

hazardous materials emergency

responses.

Year

Hazardous Material Emergency

Responses

Q3 2020

July, August, September

2020

Year to Date

EHS Due Diligence Report

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Q3 2020

16/16

Year

Hazardous Material Emergency

Responses

Q3 2019

July, August, September

2019

Full Year

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

INTRODUCTION

On December 1

, the Concordia University community inaugurated the

Applied Science H

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

. 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

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

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

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

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

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

, we launched a new virtual event series called

Reset and Thrive

. For our

inaugural edition, I hosted a conversation with Ambassador

Vikas Swar

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

all of which are as key strategic initiativto

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

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

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

TEACHING, RESEARCH, INNOVATION

Audrey Gagnon

,a PhD student in the Department of Political Science, waas

warded theOc tober

Fonds de recherche du Québe

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

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“

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

shl

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

the

Order of Montrea

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

oward Alper

, upon

whom Concordia conferred an honorary degree in 2007, was promoted to the ran

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

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

. 4

The

Black Perspectives Office

(BPO), led by its founding coordinator,

Annick Maugile Fla

vie

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

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

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

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

. 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

Ravi Jain

, the founding director of

Why Not Theatre.

Concordia’s

John Molson School of Busines

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

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

$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

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

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

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

SPACE

hosted a series of virtual events.

The Story Wit

nference, focusing on

how stories are used in research, therapy, and social ac, taiottnracted an international audience

of 500 attendees. On October

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

r ,9 while others who participated in the

Ask Us Anything about A

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

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

(

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

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

On October 9

Annie Gérin

, Dean of the Faculty of Fine Arts, was elected to

rd of the

Executive Committee of the Canadian Association of Fine Arts Dea

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

The PERFORM Centre held two colloquia. n O November 3

Jason Neva

, Assistant Professor at

Université de Montréal, presented on “Neuroplasttiyci, motor learning and aerobic exercise:

implications to motor rehabilitation” and on November

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

and November 18

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

annual

Top 50 Entrepreneurship: Grad ranking

John Molson placed 4

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

4during the Reading Week break leading

into the President’s Holiday on March

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

yt o 1 September 30

, 4,361

individuals completed the training. For the same period, 628 return to campus safety assessments

Board of Governors Report– December 20 20

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

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

”

(NDRIO) and

Calcul Québe

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

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

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,

000

as part of a partnership agreement with the

Landscape of Hope project, led by

Vivek Venkates

. L

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

Schwartz Levitsky Feldman, LLP/S.R.

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,

, assistant professor of Marketing at HEC Montréal, and

Zeynep 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

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

tio

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

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

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

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

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

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

SUPPORTED BY

Information Security Operations Team (IITS)

Incident Response Team (IITS)

Emergency Operations Committee (EOC)

Sensitive Information Breach Response Team (Legal)

IT Governance (continued)

Concordia’s Data Classification comprises four classes

ublic, Internal, Confidential, and Restricted

Includes Research Data

Data security controls are established based on Data Classification

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

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

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

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

nformation .

“Data Trustees” means the administrators with institutional oversight fo

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

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

(

SG-9

), the

Policy

on Confidential Information

(

HR-36

), the

Policy on Computing

Facilitie

(

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

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.

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.

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

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.

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

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.

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.

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

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.

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.

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.

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

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.

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.

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

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.

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

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

Page

Executive Summary

Policy changes to comply with Section 5.11 of th

‘R

ègles budgétaires et calcul des subventions de

fonctionnement aux universités du Québec’

(the “RB”)

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

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

‘

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;

(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

Executive Summary prepared by the University Secretariat and Human Resources on Novem10ber, 2020.

The Act Respecting Educational Institutions at the University Level (chapter E-14.. 1)

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

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.

Page

Executive Summary of Section 5.11 of the

‘Règles budgétaires et calcul des subventions de

fonctionnement aux universités du Québec’

(the “RB”

)

Purpose

of the RB –

To provide governing conditions for remuneration of the senior administrative

personnel positions referred to below, which

excludes DeansSA

(“

” 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

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

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

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

, 2018, and modified on November 24

, 2020.

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

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

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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 2 of 28

November 10, 2020

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

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

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;

b) whose conditions of Remuneration were modified on or after May 1, 2018.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 3 of 28

November 10, 2020

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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 4 of 28

November 10, 2020

“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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 5 of 28

November 10, 2020

“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

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.

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

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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 6 of 28

November 10, 2020

Remuneration

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.

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.

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.

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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 7 of 28

November 10, 2020

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.

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.

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.

POLICY ON EMPLOYMENT AND REMUNERATION OF SENIOR ADMINISTRATORS,

DEPUTY PROVOSTS, VICE-PROVOSTS AND ASSOCIATE VICE-PRESIDENTS

Page 8 of 28

November 10, 2020

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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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

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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

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:

Audi alteram partem

- the duty to give persons affected by a decision a reasonable

opportunity to be heard;

Nemo judex in causa sua debet ess

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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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

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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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.

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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.

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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.

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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

, 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.

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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.

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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.

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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].

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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

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Appendix B

Salary Scale for Senior Administrators other than the President

Effective Date: January 1, 2021

Positions

Minimum Midpoint Maximum

Senior Administrator

$250,000

$312,500

$375,000

See Appendix A for the salary range applicable to tPhe

resident.

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Appendix C

Professional Development Allowance for Senior Administrators

Effective Date: January 1, 2021

Positions

PDA Amount

Senior Administrator

$10 ,000

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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

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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.

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“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

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.

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.

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Teaching Responsibilities

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

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.

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.

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”).

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

such increases

must be in accordance with this and any other applicable University policy as well as

applicable Legislative Provisions.

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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.

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.

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:

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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.

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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

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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.

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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

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:

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Audi alteram partem

- the duty to give persons affected by a decoin si a reasonable

opportunity to be heard;

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.

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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.

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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.

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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].

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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

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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

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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

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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.

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“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

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.

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.

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.

All employment agreements shall conform to the University employment agreement

template and must be prepared by Human Resources.

All

employment agreements shall bear the signatures of the AcademAicd ministrator and

of:

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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.

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

other exceptional situations.

When an employment agreement is renewed for the same position with no substantive

change in job responsibility, the employment conditions shall remain the same.

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

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.

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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

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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.

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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,

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.

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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.

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.

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.

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

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

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.

Following consultation with Human Resources, the manager shall make a

recommendation to their supervisor regarding the conditions of an employment

agreement.

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.

All employment agreements shall conform to the University employmnte agreement

template and must be prepared by Human Resources.

All employment agreements shall bear the signatures of the Employee, of the manager

and their supervisor.

Initial employment agreements shall normally be for a fixed term of 1 year or more.

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

Positions shall be evaluated in accordance with the University’s job evaluation process

and shall be assigned a grade.

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.

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.

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,

whose:

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

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

In the event of any conflict or contradiction between the provisions of

èg

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.

In the event of any conflict or contradiction between the provisions of

èg

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

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

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

support faculty to adapt quickly

teaching and learning is a shared responsibility

breaking down silos

“transition

to remote

delivery”

What did it

look like?

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

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

Expansion of KnowledgeOne services to include

“eConcordia Express Model”

• adapting courses to remote delivery

• assessment strategies in an online environment

• accessibility

• using technology effectively

7 staff were hired, and 3 Curriculum Developers were seconded from all curriculum development work.

“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

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

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)

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

Questions ?

Indicators Data

class averages are better than usual

all courses

A+

−

B+

−

C+

A+

−

B+

−

C+

projected

actual

Projected

Class Average

Actual

Class Average

120

−

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.

grades better than usual

A+

−

B+

−

C+

A+

−

B+

−

C+

projected

actual

Projected

Grades

Actual

Grades

−

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

grades better than usual

A+

−

B+

−

C+

A+

−

B+

−

C+

projected

actual

Projected

Grades

Actual

Grades

−

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

DSC

2015

2016

2017

2018

2019

Academic Year

Count (x1000)

observed changes in grades

course grades

course failures

FAS

FOFA

GCS

JMSB

2015

2016

2017

2018

2019

Academic Year

Count (x1000)

students used “PASS/FAIL” and “DISC” strategically

DSC

PAS

2015

2016

2017

2018

2019

Academic Year

Count (x1000)