Agenda Board of Trustees May 7, 2021 Zoom Videoconference
Note: Members who wish to have items moved from the Consent to the Regular Agenda should contact the Secretary before the Board meeting. Members may also request to have items moved when the Agenda is presented for approval at the Board meeting.
FRIDAY, MAY 7
Click to join Zoom Meeting Meeting ID: 862 0611 2670 Passcode: 498413
OPEN SESSION – 11:15 am I 1. Adoption of Agenda [ Action] (2 min) a) May 7, 2021 Motion: That the Board adopt the agenda as circulated with the provision that items 2 through 6 in the consent portion of the agenda be approved, or received for information, by consent.
CONSENT 2. Approval of the Minutes [ Action] 7 - 12 a) March 5, 2021 - Open Session Minutes
3. Senate Items Requiring Board Ratification [ Action] 13 - 19 a) Bader Chair in Art Conservation Motion: That the Board of Trustees ratify the decision of the Senate to approve the establishment of the Bader Chair in Art
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Agenda Conservation, Faculty of Arts and Science.
4. Audit and Risk Committee Motions [ Action] 20 - 25 a) Annual Approval of the Policy Statements on Health & Safety, Student Health & Wellness, and Environmental Management Motion: That the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve the Policy Statement on Health and Safety, the Policy Statement on Student Health and Wellness and the Policy Statement on Environmental Management.
5. Reports 26 - 31 a) University Relations Quarterly Report
32 - 39 b) Fiscal Year-End Supplement to Advancement Dashboard
40 - 43 c) Provost's Report
44 - 51 d) Quarterly Research Report
52 - 61 e) Financial Projection
62 - 66 f) Emeritus/Emerita Professor Report
67 - 68 g) Senate Report: Highlights from the Senate Meetings of March 23, 2021 and April 13, 2021
6. Committee Reports [ Information] 69 - 72 a) Investment Committee Report
73 - 75 b) Pension Committee Report
REGULAR 7. Chair's Remarks - M. Wilson Trider [ Information] (15 min) 8. Principal's Remarks - P. Deane [ Information] (10 min) 9. Student Reports [ Information] 76 - 78 a) AMS - Z. Kasim (3 min)
79 - 80 b) SGPS - J. Aman (3 min)
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10. Queen's University Alumni Association & [ Information] (5 min) Queen's Student Alumni Association Report - M. Divecha (QSAA President) & R. Garcia (QUAA President) 81 - 85 a) 2021 Joint QUAA & QSAA Report
COMMITTEE MOTIONS AND UPDATES 11. Audit and Risk Committee a) Report - D. Allgood [ Information] (5 min)
86 - 128 b) Harassment and Discrimination [ Action] (10 min) Prevention and Response Policy Motion: THAT the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve that effective September 1, 2021 the Harassment and Discrimination Prevention and Response Policy be approved and the Harassment/Discrimination Complaint Policy and Procedure be rescinded, provided that any formal complaint initiated under the current policy prior to September 1, 2021 may be concluded in accordance with it; and, THAT authority to approve procedures under the Harassment and Discrimination Prevention and Response Policy be delegated to the Senior Leadership Team.
129 - 152 c) Revisions to the Student Code of [ Action] (10 min) Conduct Motion: That the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve the proposed amendments to the Student Code of Conduct, effective September 1, 2021.
153 - 161 d) Sexual Violence Report (May 1, 2020 to [ Information] (10 min) April 30, 2021)
12. Capital Assets and Finance Committee
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a) Report - B. Warmbold [ Information] (5 min)
162 - 174 b) Short-Term Enrolment Projections, 2021- [ Information] (10 min) 24
175 - 185 c) Tuition Fee Report 2021-22 [ Action] (5 min) Motion: That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve effective September 1, 2021, the domestic, international, and BISC tuition fees for 2021-22 for all programs (refer to Tables 1 through 3), except for the specific programs outlined in Table 4, for which the effective date is May 1, 2021.
186 - 216 d) 2021-22 Student Ancillary Fees [ Action] (5 min) Motion: That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 Ancillary Fees, as outlined in the schedules provided by the Alma Mater Society (AMS) and the Society of Graduate and Professional Students (SGPS), in accordance with the Ministry of Colleges and Universities Tuition Fee Framework and Ancillary Fee Guidelines. Further, that the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 Residence Society (RS) Fee, which has been deemed to be outside of the scope of the above-mentioned Framework and Guidelines. Further, that such approval is granted, provided that the AMS, SGPS and RS participate in the fee collection process, which holds the values of transparency and accountability to be
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Page 4 of 300 Agenda paramount. This means providing full access to all financial records and other information, as reasonably required by the University and its auditors, to enable the University to confirm any and all fees are used in a manner consistent with the purpose for which they were collected from students.
217 - 254 e) 2021-22 Course Related Fees [ Action] (5 min) Motion: That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 course related fees as outlined in the fee schedules provided by Queen’s faculties and schools.
255 - 261 f) 2022-23 Residence Fees [ Action] (5 min) Motion: That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2022-2023 Residences fees, as outlined in the attached table.
262 - 274 g) 2021-22 Operating Budget [ Action] (15 min) Motion: That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the final 2021-22 operating budget.
13. External Relations and Development Committee a) Report - D. Tisch [ Information] (5 min)
14. Governance and Nominating Committee a) Report - K. McKinnon [ Information] (5 min)
275 - 300 b) Board By-law Amendments [ Action] (5 min) Motion:
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Page 5 of 300 Agenda That the Board of Trustees, on the recommendation of the Governance and Nominating Committee, approve the revisions to the Board of Trustees By-law No. 1.
II CLOSED SESSION – May 8, 2021
III IN CAMERA SESSIONS IV ADJOURNMENT
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Page 6 of 300 ITEM: March 5, 2021 - Open Session Minutes
Open Session Minutes Board of Trustees March 5, 2021, 11:15 am Zoom Videoconference
Present: M. Wilson Trider (Chair), D. Allgood, H. Black, D. Bruce, L. Cheng, H. Claxton, D. Court, P. Deane, S. Hiemstra, A. Holt, J. Keohane, J. Leech, C. Matthews, R. McFarlane, K. McKinnon, V. Remenda, E. Sadinsky, D. Sharpe, J. Stackhouse, C. Steer, D. Tisch, B. Warmbold
Regrets: S. Bennett-Dwara, M. Delorme, A. Saghari
Also attending: J. Aman, A. Butler, K. Bertrand, S. Cheung, H. Cole, R. Coupland, B. Crow, C. Cusack, J. den Otter, N. Evans, P. Fachinger, M. Fraser, R. Garcia, M.B. Gauthier, M. Green, E. Hanson, A. Henriques, L. Hood, D. Janiec, L. Kalin, Z. Kasim, L. Knox, K. Lake, S. Manning, D. McCann, B. MacKinnon, J. Morelli, P. Oliveira, O. Oloya, L. Newton, F. Quadir, A. Samoyloff, J. Sharma, T. Shearer, R. Sieg, M. Vandenburg, M. Wong, T. Wong, K. Woodhouse
I OPEN SESSION 1. Adoption of Agenda a) March 5, 2021
Moved by P. Deane, seconded by H. Claxton, that the Board adopt the agenda as circulated with the provision that items 2 through 5 in the consent portion of the agenda be approved, or received for information, by consent.
Carried 2021-01
CONSENT 2. Approval of the Minutes a) December 4, 2020 - Open Session Minutes 3. Senate Items Requiring Board Ratification a) Proposal to Establish Chair in Student Success and Wellness, Faculty of Education
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Open Session Minutes
Motion: That the Board of Trustees ratify the decision of the Senate to approve the establishment of the Chair in Student Success and Wellness, Faculty of Education.
Carried 2021-02 4. Reports a) University Relations Quarterly Report b) Advancement Quarterly Report c) Provost's Report d) Research Report e) Annual Research Report f) Financial Projection g) Senate Report - Highlights from the Senate Meetings of December 1, 2020; January 26, 2021 and February 23, 2021 5. Committee Reports a) Investment Committee Report b) Pension Committee Report
REGULAR 6. Chair's Remarks - M. Wilson Trider The Chair welcomed members to the meeting, noting that it was again taking place virtually due to the COVID-19 pandemic. She expressed her hope that trustees will be able to gather in-person soon and that planning is underway for a Board meeting and retreat in September 2021 that will occur on campus, with provisions to shift online if dictated by public health regulations.
A special welcome was extended to new Council Trustees O. Oloya and M. Wong, as well as the new undergraduate trustee J. Sharma, new faculty trustee A. Butler, and new staff trustee N. Evans. All new trustees will begin their terms on June 1. Also recognized were the new incoming AMS executive team, composed of Z. Kasim, T. Wong, and R. Sieg, and returning SGPS president, J. Aman, whose terms will begin on May 1.
7. Principal's Remarks - P. Deane Principal Deane shared with trustees the growing optimism he and others are feeling with respect to the coming months, given that four COVID-19 vaccines have been approved by Health Canada, indicating there is a promise of a gradual opening up of life over the summer and fall. It is a most remarkable time to think about the future of society as well as that of Queen’s. All those involved in work, research, teaching, and
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Open Session Minutes
study at the university have shown great strength in dealing with the pandemic’s challenges and should be recognized in these times of adversity.
Other indicators of progress include the conclusion of the search for a new Vice-Provost and University Librarian, M. Asberg, who will come to Queen’s after several years as the Chief Executive Officer of the Calgary Public Library system. His term will begin on May 1. In addition, trustees will be presented with a request for approval to appoint a new Vice-Principal (Research) later in their meeting, the search for a new dean of the Smith School of Business continues to proceed smoothly, and a search for a new Vice- Provost (Teaching and Learning) will begin shortly.
While Queen’s financial position has remained strong throughout the pandemic, its challenges have combined with several additional factors to have negative effects on some institutions, including Laurentian University which was required to file for creditor protection earlier in the year. This has raised several important issues for the sector to consider and has also prompted the provincial government to contemplate its oversight role with respect to the finances of post-secondary institutions.
8. Equity, Diversity, Inclusion, and Indigenization Update (PICRDI Recommendations Verbal Update) - P. Deane & T. Shearer Principal Deane reminded trustees that the final report of the Principal’s Implementation Committee on Racism, Diversity, and Inclusion was delivered in 2017 and contained many far-reaching recommendations, many of which have been addressed by the university. Efforts are ongoing to provide an accounting of responses to all 28 recommendations and sub-recommendations in the report.
Deputy Provost (Academic Operations and Inclusion) T. Shearer noted that the university has, to date, provided annual reports related to its EDII efforts. The University Council on Anti-Racism and Equity (UCARE) has now established a sub- council that has been tasked with conducting a comprehensive audit of the university’s actions against the PICRDI report’s recommendations. This sub-council is chaired by Dr. Y. Chan, an original co-chair of PICRDI, and expects to complete this work by the end of 2022 after which the university will release the information publicly.
It was confirmed that, despite the remote nature of the majority of classes during the 2020-21 year, students continue to be active with respect to advocacy on EDII-related issues. The university is being held to account and the audit previously noted is another effort to meet these expectations. Although it is hard to predict what forms of advocacy students may choose once they return to campus, the university intends to continue to work collaboratively and respectfully with its entire student body to move forward.
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9. Student Reports a) Rector - S. Hiemstra Rector Hiemstra shared that many students are experiencing negative mental health impacts due to the pandemic and are reaching out for support on a more frequent basis.
The Rector’s Equity Partnership Grant has been awarded to a number of Queen’s community members who have an idea for an innovative program that enriches equity for the university’s QTBIPOC students, faculty, and staff. This is the first year of the grant program and all those receiving the grant will be required to report back after their project is complete.
The Rector reported that he recently joined a sexual diversity action group on campus, which is planning various activities that will welcome new members of the Queen’s community who identify as queer to the campus in the fall.
The Rector concluded his remarks by offering thanks to the outgoing AMS executive, which has offered tremendous support and guidance to him during his first year as Rector.
b) AMS - J. den Otter President den Otter congratulated his team on their ability to navigate the AMS and students through a very challenging year. He thanked all students for making their voices heard from a distance over 2020-21 and advocating for issues important to them.
The need to reduce the amount of tuition paid by international students was emphasized to trustees. President den Otter urged trustees, students, and the university’s administration to work together to find ways to also increase the financial support offered to these students so that they can spend their time at Queen’s focused on their studies.
c) SGPS - J. Aman President Aman shared with trustees the willingness of graduate and professional students to come together virtually in the past year, and their ability to demonstrate determination and resilience in the face of COVID-19. The impacts of education during the pandemic are beginning to loom, with many students not being able to progress through their degree program as quickly as they had hoped. Consideration must be given to extending these students’ funding packages to ensure they can complete their programs.
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Open Session Minutes
COMMITTEE MOTIONS AND UPDATES 10. Audit and Risk Committee a) Report - D. Allgood It was reported that Committee members received a presentation on fraud risk management from KPMG, which will be helpful in the Committee’s ongoing work related to risk management. Members also received regular reports concerning the work of the Non-Academic Misconduct Subcommittee, the University Ombudsperson, and the Director of Internal Audit.
Committee members were able to review progress on the university’s Cybersecurity Program with Queen’s former Chief Information Officer, J. Doyle, who began a new position at the University of Ottawa on March 1. Work on Program implementation continues and M-C. Arguin, Queen’s Acting CIO, will ensure the Committee continues to receive updates over the 2021 calendar year.
11. Capital Assets and Finance Committee a) Report - B. Warmbold Committee Chair B. Warmbold reported that members reviewed various financial reports, received an update on recently approved capital projects, and received a presentation from Provost Green on the university’s preliminary operating budget.
b) Preliminary 2021-22 Operating Budget - Verbal Update Provost Green informed trustees that Queen’s has surpassed 50,000 applications from prospective undergraduate students for the first time and offered his congratulations to university staff working in undergraduate admission and recruitment roles. The sector is not seeing a similar increase in overall applications, so Queen’s has increased its market share. It is expected that the university’s enrolment figures will be strong in 2021-22 and the budget, which will be presented to the Board in May, is being prepared based on this assumption.
It was confirmed that there has been a slight decrease in the number of applications from students in China, which has been balanced against a slight increase in applications from international students already attending high schools in Canada. Queen’s is in a much better position with respect to international applications than many institutions in Ontario.
12. External Relations and Development Committee a) Report - D. Tisch Trustees were informed that the External Relations and Development Committee continues to provide support to senior administrators on projects related to advancement, government relations, and community engagement, including the
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Open Session Minutes
recently completed reputation research project, Queen’s Advancement Strategic Plan, and work related to the university’s impact on the community. The university’s overall fundraising goal for the year has been exceeded, which is a tremendous achievement in a year impacted by the pandemic.
13. Governance and Nominating Committee a) Report - K. McKinnon Committee Chair K. McKinnon noted that the Governance and Nominating Committee is currently engaged in its annual review of potential candidates for trustee appointments and consideration of committee placements for existing trustees. The Committee’s work always includes reference to the Board’s Diversity Statement and attention is paid to the various competencies needed by the Board to ensure it fulfills its governance role as effectively as possible.
b) Annual Approval of Board Diversity Statement
Moved by K. McKinnon, seconded by H. Claxton, that the Board of Trustees, on the recommendation of the Governance and Nominating Committee, approve the Board of Trustees Diversity Statement.
Carried 2021-03
c) Board Diversity Action Plan Status Update K. McKinnon directed trustees’ attention to the update on progress related to the Board’s Diversity Action Plan included in the agenda package. Trustees were informed that a proposal for review of the Board’s policies in an EDII context will be brought to the Committee before the end of the 2020-21 year.
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Senate Committee on Academic Development
Report to Senate – April 13 2021
Proposal to Establish the Bader Chair in Art Conservation, Faculty of Arts and Science
Background The proposal to establish the Bader Chair in Art Conservation in the Faculty of Arts and Science was reviewed by the Senate Committee on Academic Development (SCAD) at its meeting on March 24, 2021. G. Smith (Vice-Dean, Faculty of Arts and Science) and C. McGuire (Stewardship Officer, Faculty of Arts and Science) attended the meeting to speak to the proposal and to answer questions from committee members. Members of SCAD were provided with the academic terms of reference of the new endowed Chair.
Analysis and Discussion • The proposed Chair will be a central link unifying other Bader Chairs and resources. The new Chair will enable Queen’s to lead in the development of conservation imaging and science, and fully utilize new technology that the University already has at its disposal. • The Master of Art Conservation is the only program of its kind in Canada and one of only 5 such programs in North America. The new Chair will enable a conservation imaging research specialization to be added to the program’s existing streams of painting, paper, and object conservation, and conservation science. • The Chair will enable intake into the Masters program to be increased, and the development of a PhD program to be explored. Motion That the Senate approve the establishment of the Bader Chair in Art Conservation, Faculty of Arts and Science, subject to ratification by the Board of Trustees.
J. Pierce, Vice-Provost (Teaching and Learning), Chair
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Membership
J. Almost, School of Nursing A. Kysela, Department of Family C. Cline, Department of Philosophy Medicine R. Egan, Faculty of Health Sciences C. Keates, Career Services D. Hunter, Department of Public Health K. Klupt, AMS Student Member Sciences D. Niddam-Dent, AMS Student Member L. Yahia, PhD Candidate, Faculty of Education, SGPS Member
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A CHECKLIST OF INFORMATION REQUIRED BY THE UNIVERSITY SECRETARIAT FOR PROPOSALS TO ESTABLISH AND DESIGNATE NAMED AND FUNDED CHAIRS AND PROFESSORSHIPS
The Senate determines all matters of an academic character which affect the University as a whole. Senate approves the establishment and designation of named and funded Chairs and Professorships based on the recommendation of the Senate Committee on Academic Development (SCAD) and the Office of the Provost and Vice-Principal (Academic). The Senate will forward the approved proposal to the Board of Trustees for ratification.
The governing policy document is: Policy on the Establishment and Designation of Named and Funded Chairs and Professorships (2010).
Those submitting proposals must confirm that they have read the Naming Policy
https://www.queensu.ca/secretariat/policies/senate/naming-policy
and Gift Acceptance Policy
https://www.queensu.ca/secretariat/policies/board-policies/gift-acceptance-policy
Based on the parameters provided in the policy, the following information should be included in the proposal submitted to the Senate Committee on Academic Development, which is subsequently sent to the Senate and Board.
1. TITLE
• Type of proposal: Chair • Proposed name of the Chair/Professorship and area(s) of academic endeavour: Bader Chair in Art Conservation • Host department/faculty: Department of Art History and Art Conservation • Term of appointment: 5 years, renewable upon review by the Head of the Department of Art History and Art Conservation, reporting to the Dean of Arts and Science
2. ACADEMIC INFORMATION
• Responsibilities of the Chair/Professorship [including but not limited to]: The Bader Chair in Art Conservation will be expected to research, teach, and communicate their research through channels appropriate to their rank such as peer-reviewed publishing, monographs, reports, exhibitions, presentations, and the like. The Chair will contribute service to the Department or University as would be expected for other tenure or tenure-track faculty. In light of the comparatively small faculty complement, the Chair shall serve, on occasion, as Program Director or Graduate Chair, or take on other major service roles as would be expected of other faculty.
The Chair will excel in the following responsibilities: a) Establish Conservation Imaging Research as a specialism within Queen’s Art Conservation Program by: Running the Advanced Imaging Science Facility in Art Conservation Developing and teaching new courses in this specialism
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Attracting new students to Queen’s and supervising Graduate Students in Art History and Art Conservation, and contributing to other educational initiatives outside the department b) lytical imaging for Art Conservation by: Accessing additional grant funding based on the new imaging equipment Initiating new research partnerships and projects using the technologies Publishing, presenting, and visiting other laboratory facilities around the world c) Leading linked projects across the family of Bader Chairs at Queen’s Analyzing artifacts uncovered at the Bader International Study Centre’s archaeological dig site in the U.K. Advancing studies into Northern European paintings Developing projects with the Agnes Etherington Art Centre to investigate key works in their collection, including the Isabel Bader Textile Collection, and supporting research undertaken by the Isabel Bader Fellow and Graduate Intern in Textile Conservation Providing expertise in areas that would be of value to the Bader Chair in Organic Chemistry • Identify how the Chair/Professorship will contribute to the goals of the academic unit and the university. The occupant of this Chair will empower Queen’s to fully mobilize new digital- imaging equipment and introduce unparalleled opportunities for research, teaching, connectivity and multi-sector collaboration. The Chair will be a scholar, an innovator, and a leader, helping conservation imaging and imaging science in North America. • Indicate if candidates will be sought externally and/or internally. Provide rationale: Persons appointed to the Bader Chairs in Art Conservation may be a current faculty member or a new appointment to the University. The occupant will be a distinguished faculty member normally at the rank of an Associate or Full Professor. Any member holding the Chair shall have a Tenured, or in exceptional cases Tenure-Track appointment. The Department of Art History and Art Conservation will recruit a top scholar or an exceptionally promising emerging scholar for the Bader Chair in Art Conservation, who will take a leading positio conservation imaging and imaging science, and publicly sharing in the global body of knowledge and enhancing the way we care for and preserve cultural, historic, and artistic objects. • Identify interdisciplinary connections, if applicable: The Bader Chair in Art Conservation will celebrate the late Dr. Alfred Bader’s lifelong passions in art and chemistry, and complement the spectacular suite of Bader scholars already in place (the Bader Chair in Northern Baroque Art, the Bader Chair in Southern Baroque Art, the Bader Curator of European Art, the Bader Textile Fellowship, the Bader Chair in Organic Chemistry, and various Bader Scholarships for graduate study), bringing synergy to the research and education being done at faculty and graduate levels in the Bader name across campus. By exercising leadership in the area of Art Conservation, this Chair will be a central link, unifying other Bader-funded positions and resources, as well as the Bader Collection of European Art at the Agnes Etherington Art Centre. • Indicate if a selection committee will be required and who will Chair this committee: Selection will be made by a committee normally chaired by the Head of the Department of Art History and Art Conservation and with the approval of the Dean, Faculty of Arts and Science.
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• Disclosure of interuniversity or other external commitments N/A • Any other relevant academic information The Master of Art Conservation Program currently employs four full- i. Painting Conservation ii. Paper Conservation iii. Object Conservation iv. Conservation Science -time faculty, enabling the Program to utilize new equipment to educate students to become leading experts in the science of diagnostic and analytical imaging in the conservation profession.
opportunities to restructure the program for growth, including: Increasing the intake of Master’s students Creating new undergraduate courses, which, combined with existing undergraduate courses in
4. ADVANCEMENT
5. APPROVAL
Proposals must be signed and dated to indicate department and/or faculty approval.
Department: ______Date: ______
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Faculty: ______Date:Barbara Crow ______March 10, 2021
6. SUBMISSION TO UNIVERSITY SECRETARIAT
Submit signed proposal to: Secretary of the Senate [email protected]
Proposals will be referred by the Secretary of the Senate to SCAD and the Office of the Provost and Vice- Principal (Academic).
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V I C E - P R I N C I P A L ( A D V A N C E M E N T ) Queen's University Kingston, Ontario January 21, 2021 Canada K7L 3N6 Tel 613.533.6771 Fax 613.533.2593 www.queensu.ca Mr. Lon Knox University Secretary and Corporate Counsel Queen's University Mackintosh-Corry Hall Kingston, ON K7L 3N6
Dear Mr. Knox,
The Office of Advancement certifies that, according to our records, Dr. Isabel Bader, LLD'07, is in good standing.
The Office of Advancement supports the establishment of the endowed Bader Chair in Art Conservation to help the Department of Art History and Art Conservation at Queen's expand beyond its current offerings and capabilities by recruiting a top scholar or an exceptionally promising emerging scholar, and take a leading position in the growing field of conservation imaging and imaging science. The Bader Chair in Art Conservation will contribute substantively to the field of imaging science and help Queen's fully utilize new digital-imaging equipment and introduce unparalleled opportunities for research, teaching, connectivity and collaboration that come with it.
Sincerely,
Karen Bertrand Vice-Principal (Advancement)
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BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 3/31/2021 Date of Audit and Risk Committee From: Audit and Risk Committee Approval: 5/3/2021 Date of Board Subject: Approval of the Policy Statements on Health & Safety, Committee Student Health & Wellness and Environmental Management Meeting: 5/3/2021 Date of Board Responsible Vice-Principal (Finance and Administration) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION/DISCUSSION That the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve the Policy Statement on Health and Safety, the Policy Statement on Student Health and Wellness and the Policy Statement on Environmental Management.
3.0 EXECUTIVE SUMMARY In order to satisfy the requirements of the Occupational Health & Safety Act and to demonstrate a commitment to student health and wellness, and environmental protection and compliance, the University reviews and approves written policy statements on an annual basis.
The Policy Statement on Health and Safety, the Policy Statement on Student Health and Wellness and the Policy Statement on Environmental Management are attached to this submission for approval by the Board of Trustees. No changes to these statements are being recommended.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE The policy statements are required to comply with the Occupational Health and Safety and the Environmental Protection Acts.
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4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION Not applicable for these policy statements.
5.0 ENTERPRISE RISK ASSESSMENT The policy statements are a part of the overall environmental health and safety and student wellness programs on campus. General Health and Safety and Student Health, Wellness and Safety risks are included in the university’s Key Risk Register.
The risk of not approving the policy statements is non-compliance with the requirements of the Occupational Health and Safety Act and the Environmental Protection Act.
6.0 ANALYSIS Under the Ontario Occupational Health & Safety Act, the University is required to review and approve a written health and safety policy statement on an annual basis. The Policy Statement on Health and Safety satisfies this requirement. The Policy Statement on Environmental Management satisfies the requirement for the University to demonstrate a commitment to environmental protection and compliance with the requirements of the Environmental Protection Act and its associated regulations.
The University has an environmental health and safety management program that informs the University community of their rights and responsibilities and monitors compliance under the applicable legislation. Ongoing compliance efforts are reported to the Audit and Risk committee through an annual Environmental Health and Safety report and a semi-annual Legislative Compliance report from University Legal Counsel.
Aligned with the Health and Safety policy statement, the Policy Statement on Student Health and Wellness demonstrates the University’s commitment to a living and learning environment that promotes the health and wellness of students.
The Health & Safety, Student Health & Wellness and Environmental Management Policy Statements are attached to this submission. They were last approved by the Board of Trustees in May 2020 and no changes to these statements are being recommended.
7.0 FINANCIAL IMPLICATIONS There are no financial implications.
8.0 COMMUNICATIONS STRATEGY After the policy statements are approved by the Board of Trustees, they are posted on the University Secretariat’s website.
The policy statements are also distributed to all University departments and they are required to post a copy on their departmental health and safety bulletin boards.
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The policy statements on Health and Safety and Environmental Management are also supported by, and implemented through, the EHS Management System and the associated EHS programs, procedures, and training sessions in place for the University.
Similarly, the Policy Statement on Student Health and Wellness is implemented through the various student wellness programs available under the Student Affairs portfolio.
9.0 INPUT FROM OTHER SOURCES • Vice-Principal (Finance and Administration) • Executive Director, Risk and Safety Services • Vice-Provost and Dean of Student Affairs
ATTACHMENTS 1. Policy Statement on Health & Safety 2. Policy Statement on Environmental Management 3. Policy Statement on Student Health and Wellness
Page 22 of 300 ITEM: Annual Approval of the Policy Statements on Health & Safety, Stude... Attachment 1
POLICY STATEMENT ON HEALTH AND SAFETY
Queen's University is committed to the prevention of illness and injury through the provision and maintenance of a healthy and safe campus. The University endeavours to meet its responsibilities for the health and safety of the members of its community by complying with relevant health and safety standards and legislative requirements, and by assigning general and specific responsibilities for workplace health and safety.
The University acquaints its employees with their rights and duties regarding health and safety in the workplace and takes every precaution reasonable in the circumstances for the protection of employees. Where appropriate, the University establishes policies and programs to assist in maintaining safe conditions and work practices and in facilitating employee participation in health and safety activities, including health and safety committees.
All individuals shall protect their own health and safety by complying with prevailing regulations and standards and with safe practices and procedures established by the University. Employees must report any health hazards and unsafe conditions or practices to supervisory staff for corrective action.
It is a primary duty of all faculty and staff who are supervisors, as defined under the Occupational Health and Safety Act, to ensure that any persons under their direction are made aware of and comply with all applicable health and safety policies and procedures. They are responsible for ensuring that all aspects of the workplace, including teaching and research sites, are safe and that safety risks and hazards drawn to their attention are investigated and corrected promptly.
This policy statement was approved by the Board of Trustees at its regular meeting held on May 7th, 2021.
Page 23 of 300 ITEM: Annual Approval of the Policy Statements on Health & Safety, Stude... Attachment 2
POLICY STATEMENT ON ENVIRONMENTAL MANAGEMENT
Queen's University is committed to the protection of the environment through the implementation of an effective environmental management program. At a minimum, the University will comply with all applicable environmental legislation and will make every reasonable effort to exceed its formal obligations for protecting the environment, out of a sense of responsibility for the safety of the environment as a shared resource. Members of the University community shall be aware of the manner in which their activities must be conducted in order to have the least possible impact on the environment.
All departments and persons utilizing University premises shall comply with, and if reasonably possible, exceed all environmental statutes and regulations as well as Ministry of Environment policies and guidelines and internal University policies and procedures. Furthermore, it is the duty of all employees or students who are defined as a person responsible under the Environmental Protection Act to ensure that any person under their direction are made aware of and comply with all applicable environmental statutes and legislation. They shall be responsible for ensuring that all aspects of Queen's premises, including teaching and research sites, pose minimal environmental impact and that any environmental risks and/or hazards are investigated and corrected promptly.
The University shall take reasonable steps to acquaint its employees with their duties and obligations to prevent, contain and clean up the release of pollutants generated at Queen's or as the result of Queen’s activities and with the applicable regulations and procedures for protecting the environment. Where appropriate, the University shall establish special procedures and programs to assist in preventing releases of pollutants, the containment of pollutants, cleaning up spills, recycling materials and reusing them. The University shall facilitate and encourage participation in activities to protect and preserve the environment.
This policy statement was approved by the Board of Trustees at its regular meeting held on May 7th, 2021.
Page 24 of 300 ITEM: Annual Approval of the Policy Statements on Health & Safety, Stude... Attachment 3
POLICY STATEMENT ON STUDENT HEALTH AND WELLNESS
In support of the University's Policy Statement on Health and Safety, Queen's University is committed to a living and learning environment that promotes student health and wellness. The Senate, Board of Trustees, faculty, staff, and students collectively share responsibility for fostering an inclusive, supportive, and accessible Queen's community that supports student health and well-being.
The University recognizes the importance of cultivating a campus culture that views seeking help as an important aspect of self-care and endeavors to institute related programs, policies and practices that respect the diverse health and wellness needs of the student population.
This policy statement was approved by the Board of Trustees at its regular meeting held on May 7th, 2021.
Page 25 of 300 ITEM: University Relations Quarterly Report
BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 4/14/2021 Date of External Relations and From: Vice-Principal (University Relations) Development Committee Approval: N/A Date of Board Subject: University Relations Quarterly Report Committee Meeting: N/A Date of Board Responsible Vice-Principal (University Relations) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☐ For Approval ☐ For Discussion ☒ For Information
2.0 MOTION/DISCUSSION
This report is for information only.
3.0 EXECUTIVE SUMMARY
This University Relations quarterly report includes updates from Integrated, Digital Communications and Government and Institutional Relations (GIR). It covers the period from February 1, 2021 to March 31, 2021. Over the course of the reporting period, Integrated Communications developed and executed a number of communications and stakeholder plans for key university priorities, including: strategies to support Queen’s COVID-19 response; equity, diversity, inclusion, and Indigenization priorities; research prominence; and the announcement of senior appointments.
GIR continued its work on proactive government relations over this reporting period, while also responding to emerging issues and opportunities. Advocacy during this reporting period focused on Spring/Fall 2021 international student arrivals, pre-budget advocacy (both federal and provincial),
Page 26 of 300 ITEM: University Relations Quarterly Report - 2 - research prominence, and infrastructure, including specific outreach on the reimagining of the Agnes Etherington Art Centre.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
University Relations collaborates with stakeholders across the university to support the advancement of foundational planning documents, as well as the achievement of the Principal’s goals and priorities.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
University Relations continues to support the university’s EDII priorities and initiatives, working closely with senior administration to implement communications and stakeholder strategies.
5.0 ENTERPRISE RISK ASSESSMENT
University Relations works with senior administration to develop government relations and communications strategies to mitigate several institutional risks, including but not limited to: government relations, capital asset management, financial sustainability, pension, and research prominence.
6.0 ANALYSIS
6.1 Integrated Communications Integrated Communications continues to advance Queen’s strategic objectives through audience- centred communications, and to enhance collaboration across the university with faculties, departments, and other shared services. Priorities over the reporting period included:
COVID-19 response As the Queen’s and Kingston communities continue to manage under the COVID-19 pandemic, the need for targeted messaging to students has been an ongoing priority. The goals of this campaign continued to be to encourage students’ commitment and adherence to keeping the Queen’s and Kingston community safe. A multi-phase strategy sought to align messaging with the everchanging environment. Using a ‘Stay home. Save lives’ call to action, and leveraging the ‘It’s our community. Keep it safe’ tagline that has been building awareness over the past seven months, this campaign delivered over four million impressions targeting both Queen’s students and the Kingston community through both paid and organic posts over multiple channels.
Along with the above digital COVID-19 campaign, Integrated Communications supported other high-profile efforts by the university to raise awareness of public health measures and to promote safe behaviour. In March, communications profiled Queen’s staff from the Division of Student Affairs who went door-to-door in the near campus neighbourhood to get in touch with students, share information on COVID-19, and to connect them with wellness and academic success resources. Communications shared widely a message from Principal Deane addressing growing community concerns over the number of COVID-19 cases occurring in the student community.
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While the above communications efforts have been important, there remain significant community concerns regarding the spread of COVID-19 and student behaviour.
Community Impact Integrated Communications helps to foster positive community relations through communications rollouts that showcase the positive impact the university has on the wider Kingston community. In March, integrated communications showcased how more than 200 Queen’s medical students are answering the call for assistance and have begun volunteering to help with Kingston’s vaccination rollout. Each day, the students have played a key role in vaccinating hundreds of frontline workers, health care professionals, and community members. This initiative received wide media coverage, including the Toronto Star, CBC, and local media outlets.
Queen’s also promoted the local public health unit’s use of new staff scheduling software provided free of charge by a Queen’s-based startup called MESH AI. The software is now supporting the region’s mass immunization effort by helping healthcare providers simplify the complex task of scheduling front-line clinical staff. Integrated Communications promoted an Advancement initiative that gave the graduating class of 2020 a chance to donate more than $14,000 to Food Banks Canada, as well as the student-run Relay for Life campaign. Due to the pandemic, the team ran a virtual event that then raised close to $50,000 for the Canadian Cancer Society.
Declaration to address systemic racism Integrated Communications closely supports the university’s commitment to confront discrimination and address racism through an overarching communications plan to promote equity, diversity, inclusivity, and Indigenization. As part of this ongoing effort, communications highlighted activities across campus to mark and celebrate Black History Month. Events included an opening ceremony featuring a panel discussion and remarks from students and community elders, as well as a range of community participation actives such as mental health workshops, anti-racism forums, dance and cooking tutorials, learning and networking sessions.
In March, Integrated Communications helped promote work by medical students in the Faculty of Health Sciences to review and improve racial representation in undergraduate medical learning materials, including the creation of an interactive teaching module that provides information about various skin conditions, what to look for in different skin tones, as well as photos showing how ailments present in various in colours. Along with coverage on digital Queen’s channels, this story received significant media coverage.
Communications supported the launch of the Smith School of Business’ release of its EDII Strategy and Action Plan - a detailed framework for improving equity, diversity, inclusion, and Indigenization at the institution. Its development builds on prior anti-oppression initiatives and is a continuation of efforts by students, staff, faculty, and alumni who have devotedly pressed the advancement of anti-racism and anti-oppression on campus.
In February, communications promoted the launch of the Division of Student Affairs’ new Equity Ambassador program, where prospective students are connected with upper-year peers to learn about student life from a shared perspective. Communications also highlighted the creation of
Page 28 of 300 ITEM: University Relations Quarterly Report - 4 - new virtual peer support programs that welcome and connect Indigenous students and international students to the Queen’s community.
Queen’s community Integrated Communications supports the promotion of initiatives and announcements that help build and sustain a strong Queen’s community of faculty, staff, and students. In March, communications closely supported the announcement of two important appointments to the University’s senior leadership team. Dr. Nancy Ross, accomplished research administrator and renowned expert in population health, will assume the position of Vice-Principal (Research) effective August 1, 2021. Shortly after, communications helped announce Dr. Wanda Costen as the next Dean of the Smith School of Business, beginning July 1, 2021. Dr. Costen brings a unique combination of experiences in academia, as well as the private and public sectors.
Research Prominence Bolstering Queen’s research prominence by showcasing the impact of our research via various promotion initiatives and platforms is an ongoing strategic focus. In response to the pandemic, the research promotion and media relations teams have mobilized to position our researchers as experts who can help build understanding of the virus and its impact on social, economic and political levels. This includes supporting researchers in writing 17 articles for The Conversation Canada during this reporting period. These articles have generated over 310,000 reads.
During this reporting period, the team has also led communications around two national funding announcements: more than $10 million was secured by Queen’s researchers for infrastructure that will help to combat climate change, treat cancer, and understand the fabric of the universe, and Queen’s received over $11.5 million in funding from the Canadian Institutes of Health Research for projects addressing human health issues from cancer to pain and healthy aging.
Times Higher Education Impact Rankings In November, University Relations led Queen’s first submission to the Times Higher Education Impact Rankings. Established in 2019, the rankings capture universities’ impact on society, based on their success in delivering the United Nations’ 17 Sustainable Development Goals (SDG). The 2021 Impact Rankings results will be released in April 2021 and the Integrated Communications team will be leading the announcement rollout and sustained communications.
6.2 Government and Institutional Relations Government and Institutional Relations (GIR) continues to support key initiatives of the university and to prioritize activities that reflect the realities of our current landscape, while seeking out new and emerging opportunities to advance the university’s overarching objectives. Advocacy during this reporting period focused on Spring/Fall 2021 international student arrivals, pre-budget advocacy (both federal and provincial), research prominence, and infrastructure, including specific outreach on the reimagining of the Agnes Etherington Art Centre.
Federal Federally, GIR continued to support the university’s advocacy priorities in advance of the federal budget, including:
Page 29 of 300 ITEM: University Relations Quarterly Report - 5 -
• Canada’s “bio-manufacturing” strategy: GIR has worked closely with the Vice-Principal (Research) to advance Queen’s proposal to upgrade laboratory facilities to increase Queen’s and Canada’s capacity in infectious disease research, in alignment with the government’s priorities around research capacity and innovation in life sciences.
• Institute for Sustainable Finance at Smith: GIR continues to work directly with the faculty and external partners to build momentum and awareness of the ISF and its research agenda. GIR worked to prepare ISF researchers for a federal Parliamentary committee appearance – providing insight relating to the Institute’s research and the Capital Mobilization Plan report, and informing the committee’s investigation on the mandate of the Canada Infrastructure Bank.
• International student mobility: The federal government’s requirement for all incoming air travelers to quarantine (at their own cost), coupled with lengthy student permit processing delays has raised concerns that international students may abandon applications to study in Canada. A recently-announced expedited processing pathway – limited to a handful of countries, and requiring tuition pre-payment and a $10,000 GIC posted as bond – has raised equity and access concerns as well. GIR is continuing to work with its sector partners to highlight the potential research, immigration and cost impacts should international students be unable to study in Canada this fall.
Provincial The reporting period began with heightened public health regulations and infection control measures introduced by both the federal and provincial levels of government. In early January, the Ontario government introduced a province-wide stay-at-home order – which remained in place in Kingston through early February. A province-wide “emergency break” closure and stay at home order were introduced on April 1 and April 8, respectively.
The Government of Ontario released its 2021 budget in March, with a focus on “protecting people’s health and our economy.” The postsecondary sector was not a major feature of this budget. In advance of the budget, the Ministry of Colleges and Universities announced $106.4 million to colleges and universities facing financial hardships due to COVID-19, however Queen’s was not one of the institutions that received funding.
In addition to a significant number of pandemic-related requests and obligations placed on the university during this period, Queen’s specific provincial advocacy efforts in advance of the budget focused on infrastructure, financial sustainability, support for student employment and regional economic recovery, as well as ensuring a successful and safe fall term.
7.0 FINANCIAL IMPLICATIONS
There are no financial implications.
8.0 COMMUNICATIONS STRATEGY
Not applicable.
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9.0 INPUT FROM OTHER SOURCES
None.
ATTACHMENTS
None.
Page 31 of 300 ITEM: Fiscal Year-End Supplement to Advancement Dashboard
BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 5/5/2021
From: Vice-Principal (Advancement)
Date of Board Subject: Fiscal Year-end Supplement to Advancement Dashboard Committee Meeting: 5/6/2021 Date of Board Responsible Vice-Principal (Advancement) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☐ ☒ For Approval ☐ For Discussion For Information
2.0 MOTION/DISCUSSION This report is for information only.
3.0 EXECUTIVE SUMMARY This report provides additional information to supplement the Advancement Dashboard (unaudited) for the 2020-21 fiscal year-end.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE Advancement’s five-year strategic plan, Forward, Together, provides directions for moving Queen’s Advancement forward in a manner that advances the university’s strategic priorities.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION The Office of Advancement continues to support the university’s equity, diversity, inclusion, and Indigenization priorities. For fundraising results supporting equity, diversity, inclusion, and Indigenization initiatives in the 2020-21 fiscal year see table 1.
5.0 ENTERPRISE RISK ASSESSMENT Queen’s Advancement’s efforts to increase the scholarship/award support are recognized as mitigation for the Undergraduate and Graduate Student Recruitment and Retention Risk. Efforts to increase fundraising results are identified as mitigation for the Financial Sustainability Risk.
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6.0 ANALYSIS On behalf of the Office of Advancement, I am very pleased to report our fundraising results for 2020-21 on the Advancement Dashboard (unaudited) attached. While the results reported are not yet final due to the timing of this report relative to the fiscal year-end, this year we have raised $111.3 million. This total is consistent with a 2020-21 fundraising target that was considered prior to the onset of the global pandemic, and it is the second highest annual fundraising result in Queen’s history. Factoring out gifts-in-kind, fundraising results in 2020-21 mark the third consecutive fiscal year of year-over-year growth in fundraising results. Factoring out gifts-in-kind, this fiscal year would still mark the third consecutive fiscal year of year-over-year growth in fundraising results even without the very generous single gift of $54 million received in 2020-21. Eighteen gifts of $1 million or greater accounted for $83.6 million of the $111.3 million raised this fiscal year. 2020-21 FUNDRAISING IMPACT Data on how gifts were directed tells an important story about the impact of new gifts and pledges received this past fiscal year. As per the information provided on the Advancement Dashboard (unaudited) attached, the largest percentage of the new gifts and pledges received by Queen’s this year was directed to support capital initiatives - including a $54 million ($40M – USD) gift from Bader Philanthropies Inc. in support of the Agnes Revitalization Project. Funds raised to support capital initiatives this year also include more than $9.7 million to construct a new pavilion for Richardson Stadium, and $4.4 million for the revitalization of the John Deutsch University Centre. Fundraising for all three of these capital projects began three or more years ago. Fourteen percent of the value of new gifts and pledges received in 2020-21 will directly support students. Specifically, donors supported forty-five new student support initiatives such as scholarships or travel grants this year. These initiatives may support one or more students each. In 2020-21 donors also supported three new funds to support faculty positions, which may also support one or more faculty positions each. New philanthropic gifts and pledges of $6.8 million were given to support student assistance and university programming in support of equity, diversity, inclusion and Indigeneity initiatives at Queen’s University (see table 1).
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Table 1
Group Student Award Assistance University Programming
Women $264,106 $81,321
Indigenous Peoples $1,193,607 $3,936,163
Racialized/Visible Minorities $603,052 $15,073
Persons with Disabilities $511 $1,420
First-Generation $7,949 $0 Supports Multiple Disadvantaged $228,036 $440,895 Groups (as per above) Subtotal $2,297,261 $4,474,872
Total $6,772,133
As of April 30, 2021, we now have completed two years of the three-year Promise Campaign to raise $30 million to support students with financial need. Including the 2020-21 fundraising results, Queen’s has now raised $19.1 million in new gifts and pledges as part of this campaign – or 64% of our goal. We have also raised 108% of the goal to raise an additional $10 million in planned estate gifts – or 108% of our three-year fundraising goal. TOMORROW FUND PROJECTED IMPACT As per the Advancement Dashboard (unaudited) attached, with the 65 new gift plans confirmed in 2020-21, the projected value of the Tomorrow Fund is over $209 million. This revenue will be added to our fundraising results when the gifts are received following the passing of the donor. The graph below, figure 1, highlights the projected amount that will be directed to each university faculty or portfolio area when these gifts are received.
Page 34 of 300 ITEM: Fiscal Year-End Supplement to Advancement Dashboard - 4 -
Figure 1
Value of Estate Gifts by Faculty 70000000 60000000 50000000 40000000 30000000 20000000 10000000 0
FUNDRAISING HISTORY
Annual fundraising results over the past ten fiscal years are shown below in table 2. Table 2
Fiscal Year Results % Increase Year over Year
2011-12 $41,267,137 -12%
2012-13 $65,427,112 59%
2013-14 $70,910,214 8%
2014-15 $71,009,725 0%
2015-16 $156,491,913 120%
2016-17 $81,947,503 -48%
2017-18 $38,425,809 -53%
2018-19 $59,847,580 56%
2019-20 $45,487,133 -24%
2020-21 $111,272,430 145%
I addition to new gifts, fundraising results reported include new pledges. It is therefore also important to monitor the fulfillment rate of those pledges over time. Of the results reported in the five-year period from 2011-12 through 2015-16, there were 320 paid pledges booked of $25 thousand and greater valued at over $115 million. This represents 28% of the fundraising results for that period.
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Our pledge fulfillment rates for this five-year period are nonetheless very healthy. While some donors are still fulfilling some of these pledges, as of April 30, 2021 the fulfillment rate for these pledges of $25 thousand and greater was 98.55%. EXTERNAL RECOGNITION
I would also like to take this opportunity to boast unabashedly about the team of advancement professionals behind the results this year. During 2020-21, Queen’s University advancement staff received several external accolades and awards.
In May 2020, we were awarded six 2020 Prix d'Excellence awards from the Canadian Council for the Advancement of Education (CCAE): • The Queen’s University Gift Planning Flyer for the Isabel Bader Centre - Gold in the Best Printed Brochure, Newsletter, or Flyer category • The Queen’s Alumni Review feature story “A decade at the Helm” - Gold in the Best Feature Writing-English category • The Queen’s University Bader International Study Centre 25th Anniversary event - Bronze in the Best Special Event category • The Queen’s University Venture Network – Supporting the Ecosystem for Entrepreneurship and Innovation - Bronze in the Best Alumni Initiative category • The Queen’s University MBA Legacy Fund - Bronze in the Best Fundraising Initiative category • The Queen’s University Canada Day Celebration in England event - Bronze in the Best Community Outreach Initiative
In December 2020, Amber Palmer won the inaugural Data Science Dashboard Challenge - an international competition for data scientists in the higher education advancement field hosted by the Association of Professional Researchers for Advancement (APRA).
In January 2021, The Council for Advancement and Support of Education (CASE) awarded Queen’s three 2019-20 District II Accolades awards: • The Queen’s Community Connections Project - Gold in the Alumni Relations Pivot category • The Queen’s Alumni Review - Gold for Magazine on a Shoestring • The JDUC Revitalization Campaign website - Silver in the Websites (Micro-Sites) category
In March 2021, Queen’s won nine awards from the annual Educational Advertising Awards: • The Mitchell hall Video Campaign – Anniversary Promotion - Gold in the Special Promotions category • The Queen’s Day 2020: A Queen’s Day Surprise project - Gold in the Special Event Materials category • The Queen’s University Alumni Website Refresh - Silver in the Website Refresh category • The Queen’s University Bader Stewardship Report 2020 - Silver in the Annual Report category • The Queen’s University Alumni COVID Story Series - Silver in the COVID Marketing Campaign category
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• The Queen’s Virtual Homecoming 2020 Magazine Ad - Bronze in the Magazine Advertising- Single category • The Queen’s Virtual Homecoming 2020 - Bronze in the Special Event category • The Queen’s University: The Gift of Art Instagram Campaign - A Merit Award in the Special Media Content category • The Queen’s University: The Gift of Art event - A Merit Award in the Special Event category
Finally, on behalf of the entire Office of Advancement, I would like to extend my personal appreciation to partners on the Board, in the university executive, and to deans and directors across campus. Fundraising is a team sport. Particularly this year with the impact of COVID-19, the fundraising results achieved by Queen’s University would not be possible without everyone supporting the efforts of the university advancement team.
7.0 FINANCIAL IMPLICATIONS Philanthropy fuels the advancement of Queen’s as well as our capacity to respond to changing circumstances. Financial implications of each gift are considered when the gift is accepted by the university.
8.0 COMMUNICATIONS STRATEGY None
9.0 INPUT FROM OTHER SOURCES None
ATTACHMENTS Advancement Dashboard Report (unaudited)
Page 37 of 300 Advancement Dashboard Report (unaudited) - CONFIDENTIAL May 1, 2020 to April 30, 2021
1) Fundraising Results by Giving Type 4) Fundraising Impact by Priority 7) Proposal Pipeline At January 31, 2021 At April 30, 2021
Annual results Annual results excluding Proposal Pipeline Summary $ Proposals $ Proposals Results reported are unaudited and not yet final due to the timing of this report relative to the Bader Philanthropies Value of "Ask Made" $26,581,500 113 $25,082,500 94 fiscal year-end Student Financial Unrestricted Value of "Ask Ready" $20,955,000 92 $22,410,000 111 Support Unrestricted Capital Infrastructure May 1/19 - May 1/20 - 2020-21 Student Financial Area % to Target Research Support May 1/20 - Apr 30/21 Apr 30/20 Apr 30/21 Target Proposal Pipeline Results $ Proposals Annual Giving $6,947,927 $5,794,861 $7,000,000 83% Programs and Proposals Accepted $92,486,244 167 Major Giving $32,166,223 $92,758,930 $67,500,000 137% Curriculum Proposals Declined $15,935,858 69 Gift Planning $6,458,568 $9,933,216 $5,000,000 199% Chairs, Proposals Closed $7,805,500 68
Partnership $443,050 $2,785,423 $500,000 557% Capital Professorships, Total $46,015,768 $111,272,430 $80,000,000 139.1% Infrastructure Faculty Position Collections Projected Gift Closure for 2021-2022 at April 30, 2022 Research Proposal Stage Proposals Amount Chairs, Professorships, Faculty Programs and Collections Ask Made 91 $23,652,500 Position Curriculum
2) Fundraising Results by Donor Type 8) Alumni Engagement The variety in research expertise in Mitchell Hall’s Annual results Annual results excluding Bader Philanthropies Engineering and Innovation Studios has allowed May 1/19 - May 1/20 - 2020-21 % to Faculty/Staff /Retirees passing conversations to turn into new research Apr 30/20 Apr 30/21 Target Target Organizations Alumni TOTAL ALUMNI ENGAGED 11,329 8,711 12,900 67.5% endeavours that would have been left unexplored Donors 6,855 4,493 7,900 56.9% if not for our unique collaborative research space. Program Registrants 4,266 3,706 5,000 74.1% Parents/Past Alumni Parents Volunteers 1,666 1,539 1,500 102.6%
ITEM: Fiscal Year-End Supplement to Advancement Dashboard
Friends Organizations Aaron Best, Sc’19, current master’s student Students Students Friends Parents/Past Faculty/Staff Parents /Retirees
3 ) Fundraising Results for Gift Planning 6) Fundraising Impact by Faculty/Portfolio 9) Digital Engagement
May 1/19 - May 1/20 - 2020-21 % to Annual results Annual results excluding May 1/19 - May 1/20 - Apr 30/20 Apr 30/21 Target Target Bader Philanthropies Apr 30/20 Apr 30/21 % change Faculty of Arts and Value of new Faculty of Arts and Library and Archives Science Library and Archives Faculty of Education Science Goal Awareness confirmed gifts $10,696,745 $18,108,340 $6,000,000 302% Faculty of Faculty of Education Engineering and Applied Science Faculty of Social Media Impressions 7,681,474 9,267,953 20.7% (non-discounted) Engineering Faculty of University-wide and Applied … Number of new Health … Individual Emails Sent 4,267,280 5,146,629 20.6% confirmed 64 65 Faculty of Law per alumni pageviews 448,865 326,568 -27.2%
School of intentions Business
Total Value of Goal Completions Page 38 of 300 $203,300,601 $209,677,688 Tomorrow Fund Athletics and Social Media Engagement 254,484 258,608 1.6% Recreation Faculty of Health Athletics and Recreation Sciences Email Opens 1,352,603 1,756,880 29.9% University-wide Faculty of Law School of Business
Advancement Dashboard Report (unaudited) - CONFIDENTIAL May 1, 2020 to April 30, 2021 Legend: GREEN = met or exceeded target or projected to by year-end (100%+), YELLOW = slightly lower than year-to-date target (>80%), RED = did not or not projected to meet target, needs improvement (<80%)
1) Fundraising Results by Giving Type 4) Fundraising Impact by Priority 7) Proposal Pipeline Definitions: Definitions: Definitions: Annual giving - gifts up to $24,999 “Other” includes insurance premium payments and donated travel ex- Proposal Pipeline - a total of all “Ask Made” and “Ask Ready” proposals Major Giving - gifts of $25,000 or more penses Ask Made - a potential donor has been asked for a gift Gift Planning - received bequest distributions or proceeds from insurance policies, “Unrestricted” includes both unrestricted donations to the operating Ask Ready - there is a plan to ask a potential donor to make a gift registered retirement accounts, trust, or other planned gift arrangements fund, as well as initially undesignated realized gift plans Proposals Accepted - the donor made a gift in this fiscal year Partnership - all non-receiptable Sponsorship and Grants “Pending” includes gifts received that are currently unallocated to a fund- Proposals Declined - the prospective donor has declined an “Ask Made” proposal Current dashboard: ing priority pending discussions with the donor Proposals Closed - ask not made this fiscal year, a potential solicitation will be reevaluated 2020-21 includes $54M ($40M USD), from Bader Philanthropies, in support of the Current dashboard: Projected Gift Closure- amount of gifts with an estimated closure date of Apr 30,2021 or Agnes Revitalization Project The 2020-21 “Capital Infrastructure” includes $54M ($40M USD), from earlier A $2.5M gift from Bader Philanthropies Inc. in late April was in US dollars. It is not Bader Philanthropies, in support of the Agnes Revitalization Project Current dashboard: converted to Canadian dollars in the data on the Dashboard due to the timing of Industry standard indicates our pipeline should be three times larger than the total re- this report relative to fiscal year-end quired to meet the annual target. Pipeline development continues to be a high priority to Due to COVID and a temporary suspension on mass solicitations Annual Giving re- meet future year targets. sults are lower than planned when this target was determined in early 2020. 18 gifts of $1M+ have accounted for $83.6M of the $111.3M donated this fiscal Partnership includes sponsorship revenue to support the Institute for Sustainable Finance (ISF) research
2) Fundraising Results by Donor Type 8) Alumni Engagement Definitions: Definitions: Donor type hierarchy - each donor is reported in the first category where they Program registrants includes alumni registered for Alumni Relations programs and events meet the criteria: Volunteers include roles related to central Alumni Relations programs (e.g. QUAA Board, Alumni/Alumni Non-Grad - alumni, alumni non-grads, non-alum married to an al- Branch/Chapter volunteers, Reunion Coordinators) um, honorary degree recipients married to an alum A individual alumnus can fit in all 3 engagement subcategories, but is only counted once Faculty/Staff/Retirees- faculty/staff/retiree or their spouse is faculty/staff/retiree on the top line ITEM: Fiscal Year-End Supplement to Advancement Dashboard Parent/Past Parent - a parent or past parent who has made a gift Current dashboard: Friends - includes honourary alumni (provided they are not married to an alum), Annual Giving donor rate is lower than expected and compared to last year which is a re- Allied Professional, Board of Trustees, Queen’s Affiliate and Friend record types sult of a under developed pipeline and the pandemic. Donor retention strategies will be Student - gifts made by individual students, collected through student fees implemented to help mitigate Organization- an organization (i.e. not a person) Program Registrants is lower due to the cancellation of in-person events
3) Fundraising Results for Gift Planning 6) Fundraising Impact by Faculty 9) Digital Engagement Definitions: University-wide includes gifts to the School of Graduate Studies, Queen’s Definitions: Confirmed gifts (non-discounted) - represents the estimated face value of revoca- Fund, Bader International Study Centre, Agnes Etherington Art Centre and Goal Awareness - measures taken to raise awareness of goals whether directly (e.g., solici- ble future bequests, insurance, registered account and trust proceeds confirmed university-wide student assistance tation) or indirectly (e.g., content marketing) by donors Social media impressions - total number of times our content was displayed Number of new confirmed Intentions- represents the number of new planned gift Pageviews - total number of pages viewed on the alumni website (i.e., queensu.ca/alumni intentions this year and its sub-pages) Tomorrow Fund - the face value of all documented and unrealized confirmed in- Goal Completion- categorizes outcomes of goal awareness tentions. The total will fluctuate, as confirmed gifts and new confirmed intentions Social media engagement - total number of times our content was interacted with (e.g., are added clickthrough, like, share etc.) Current dashboard:
Page 39 of 300 The value of confirmed new gifts also includes estate gifts that Gift Planning was not previously aware of Of the $18.1M total confirmed new intentions $9.5M was contributed by 4 inten- tions of $1M+ and $3.8M was contributed by 26 intentions confirmed through the 2019 Marts & Lundy Survey follow up ITEM: Provost's Report
BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 4/1/2021 Date of Choose Committee or enter From: Provost and Vice-Principal (Academic) Approval: N/A Date of Board Subject: Provost’s Report Committee Meeting: N/A Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ ☐ For Approval ☐ For Discussion For Information
2.0 MOTION/DISCUSSION
This report is for information only.
3.0 EXECUTIVE SUMMARY
This report provides an update on initiatives underway within the Provost and Vice-Principal (Academic) portfolio.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
Steps are taken to align initiatives developed by the Office of the Provost with Queen’s strategic planning documents.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Enhancing equity, diversity, inclusion, and Indigenization at Queen’s is a core objective of the Office of the Provost and the Office of the Deputy Provost (Academic Operations and Inclusion). All new projects and initiatives are reviewed to ensure they will support and advance equity, inclusion, diversity, and Indigeneity at Queen’s.
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5.0 ENTERPRISE RISK ASSESSMENT
• Many initiatives within the Office of the Provost help to mitigate risks identified in the Key Risk Register. • The Office of the Provost works closely with other senior administrative offices to develop and monitor mitigation strategies for potential risks associated with new initiatives.
6.0 ANALYSIS
Smith School of Business Dean Announced Dr. Wanda Costen was announced as the new Dean of Smith School of Business in April. Dr. Costen comes to Queen’s from MacEwan University in Edmonton, Alberta where she served as Dean of MacEwan’s School of Business.
Dr. Costen’s five-year term begins July 1, 2021.
Dr. Costen brings a unique combination of experience in academia – as a Dean, senior administrator, researcher, and professor – with both a private and public sector management career. At a time when the university is embarking upon a new strategic direction focused on its impact on the community at a local, national, and international level, Dr. Costen is the embodiment of the university’s commitment to foster human talent through the cultivation of the mind and creative spirit and in doing so, create a better world.
Vice-Provost Teaching & Learning Search
The Office of the Provost and Vice-Principal (Academic) has initiated an internal search for the next Vice-Provost (Teaching and Learning) (VPTL). As planned, John Pierce will end his term as VPTL on July 1, 2021.
I wish to thank John for his invaluable work over the last two years in the VPTL role. His measured guidance, institutional knowledge, and consultative approach to leadership have been tremendous assets to Queen’s. I am especially thankful for his tireless work in helping the university navigate the many complexities that arose throughout the COVID-19 pandemic. His leadership was crucial in supporting the university’s transition to remote learning and ensuring students could continue with their studies.
I am chairing an advisory committee that will provide guidance on the future direction of the Teaching and Learning portfolio, and on the selection of the next VPTL.
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PAGGAS Working Group
The Provost Action Group for Gender and Sexual Diversity (PAGGAS) was recently formed in response to the Principal’s Declaration of Commitment to Address Systemic Racism. This group’s purpose is to develop impactful actions to help improve the climate for Queen’s students, faculty, staff, and alumni who are part of the 2SLGBTQ+ community, or who are gender non-conforming.
PAGGAS is made-up of a cross section of voices from across campus, including students, faculty and staff, and is co-chaired by Deputy Provost (Academic Operations and Inclusion) Teri Shearer and Dr. Jean Pfleiderer, Associate Director, Human Rights Advisory Services/Gender and Sexual Diversity Coordinator.
Student Experience Survey
A Student Experience Survey was launched in March to help understand student perceptions and experiences of systemic racism, exclusionary and discriminatory behaviours, and sexual violence on campus.
The Student Experiences Survey, sponsored by Queen’s Declaration Implementation Team, will help establish a full picture of the student experience at Queen’s, which is a crucial step towards creating a more equitable and welcoming university community.
The survey was informed by consultations with cross-campus partners, including student leaders engaged in anti-racism, equity, inclusion, and sexual violence prevention work.
More than 20 per cent of students participated in the survey, providing insights that will be used to develop data-driven actions. A campus-wide report will be released in June, followed by further analyses in summer and early fall.
Student participation in the survey will contribute to positive impacts beyond the campus community. Some students elected to contribute their tokens of appreciation for completing the survey to local charitable organizations, resulting in more than $6,100 being donated to Mohawk Language and Cultural Centre Tsi Tyónnheht Onkwawén:na, Loving Spoonful, and the Sexual Assault Centre Kingston.
The survey will be distributed to students every two years.
Talking Circles
The Office of the Provost and Vice Principal (Academic) has launched monthly talking circles for the Provost and Indigenous students, staff, and faculty. Held on the fourth Thursday of every month, this forum allows Indigenous students, faculty, and staff to gather as a community to share their experiences and support each other. The first meeting took place in January.
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The Talking Circles initiative is meant to support the Indigenous community at Queen’s and aligns with the recommendations in Queen’s Truth and Reconciliation Commission Task Force (TRCTF) report. The TRCTF delivered 25 recommendations to guide the university in not only becoming more welcoming to Indigenous culture, but to also to incorporate Indigenous languages and knowledge into the Queen’s ethos.
Significant advancements in expanding Indigenous initiatives at Queen’s have been made in recent years, including the establishment of the Office of Indigenous Initiatives, new programs, training, recruitment, and support services. This work continues to be a priority for the university.
7.0 FINANCIAL IMPLICATIONS
The Office of the Provost and Vice-Principal (Academic) manages the financial implications for initiatives within the Provost’s portfolio.
8.0 COMMUNICATIONS STRATEGY
The Office of the Provost works closely with the Office of the Vice-Principal (University Relations) to ensure comprehensive communication strategies are developed for initiatives within the Provost’s portfolio.
9.0 INPUT FROM OTHER SOURCES
Office of the Provost and Vice-Principal (Academic)
ATTACHMENTS
None.
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BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 4/12/2021 Date of Approval: N/A From: Vice-Principal (Research)
Date of Board Subject: Research Report Committee Meeting: N/A
Date of Board Responsible Vice-Principal (Research) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ ☐ For Approval ☐ For Discussion For Information
2.0 MOTION/DISCUSSION
This report is for information only.
3.0 EXECUTIVE SUMMARY
The attached report provides an update to the Board of Trustees on recent research and knowledge mobilization incidents, metrics, rankings, research funding and awards.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The attached report serves to support Queen’s Strategic Research Plan and Strategic Framework (e.g., Research Prominence).
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Becoming more diverse and inclusive is a high priority of the Vice-Principal (Research) portfolio. Units are setting their own goals in the pursuit of the objectives of equity, diversity, -
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inclusion and Indigeneity (EDII), which are in part informed by the reports of the Principal’s Implementation Committee on Racism, Diversity and Inclusion (PICRDI) and the Truth and Reconciliation Commission (TRC) Task Force. The research portfolio is actively engaged in collaboration with both the Human Rights and Equity Office and the Office of Indigenous Initiatives to make positive EDII impacts in the workplace. An example of the portfolio’s support of EDII goals and initiatives is the development of the Canada Research Chairs Equity, Diversity and Inclusion Action Plan.
5.0 ENTERPRISE RISK ASSESSMENT
There are no risk implications arising from the enterprise risk management framework.
6.0 ANALYSIS
Refer to attached report.
7.0 FINANCIAL IMPLICATIONS
There are no financial implications.
8.0 COMMUNICATIONS STRATEGY
A communications strategy is not required.
9.0 INPUT FROM OTHER SOURCES
None.
ATTACHMENTS
1. Vice-Principal (Research) Report (May 7/8, 2021)
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BOARD of TRUSTEES RESEARCH REPORT Vice-Principal (Research) Queen’s University May 7/8, 2021
At a Snail’s Pace: The sea snail, Aplysia californica or California sea hare, is widely used to examine how the activity of nerve cells evokes fundamental behaviours. I study how cation channels, which are specialized proteins that form pores allowing charged molecules in and out of the nerve cell, influence cellular activity. I use electrophysiology and molecular biology to study the reproductive behavior of Aplysia. My research is focused on studying the effects of reactive oxygen species on cation channels, which dictate reproduction in bag cell neurons of the snail. Credit: Alamjeet Kaur Chauhan, Biomedical and Molecular Sciences Art of Research Photo Contest 2015-16
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Research News
The ever-changing geopolitical environment calls for extra precautions to protect the security of research and intellectual property. This topic has recently received more public attention than usual. Earlier this year, the Government of Canada created a Safeguarding Your Research portal to provide information to researchers about how to take reasonable and risk- based measures to safeguard research, personnel and innovations. Updates and resources about safeguarding your research are made available on the VPR Website. In addition, the Research Contracts Unit assists in assessing any concerns of the Queen’s Research Community and researchers are encouraged to contact them before undertaking formal partnership agreements.
Queen’s researchers received over $11.5 million in funding from the Canadian Institutes of Health Research (CIHR) Project Grant competition, a program designed to capture and support ideas with the greatest potential to advance health-related knowledge in Canada. As CIHR’s largest funding program, the Project Grant competitions support multi-year grants for researchers at various stages in their career. The awarded funding to Queen’s is divided among 13 research projects that contributed to a success rate of 26.3% compared to 15% nationally. Half of the projects are led by early-career researchers and two applications ranked first in their panels.
The federal government is continuing its investment in Canada’s research infrastructure with the announcement by Prime Minister Justin Trudeau of $518M in support from the Canada Foundation for Innovation (CFI) Innovation Fund. Two projects led by Queen’s researchers have received close to $10M to significantly advance their research. Queen’s is also a collaborator on a third project, led by Carleton University. • ExCELLirate Canada ($5M) – The Canadian Cancer Trials Group (CCTG) and Queen’s researcher Annette Hay (Medicine) and Jonathan Bramson, of McMaster University, are funded to develop a national cellular therapy translational research platform, the first of its kind globally. ExCELLirate Canada: Expanding CELL-based Immunotherapy Research Acceleration for Translation and Evaluation is a collaboration between Queen’s, McMaster University, University of Calgary, University of Ottawa, Université de Montréal, and Canadian Blood Services. • CASTLE (≈ $4.5M) – Queen’s civil engineering researchers Andy Take and Ian Moore are aiming to improve the future resiliency of Canada’s civil engineering infrastructure in the face of climate change. The Climate Adaptive infraStructure Testing and Longevity Evaluation (CASTLE) Innovation Cluster is a collaboration between Queen’s and the Royal Military College of Canada. The objectives for CASTLE are to improve storage of mine waste, ensure safety and improve resilience of transportation infrastructure, such as roads, railways, and pipes, and coastal defense structures, as well as ports and harbours, against the direct and triggered geotechnical hazards of climate change. • Dark Matter Detector – In furthering Canada’s leadership in the field of dark matter, Queen’s is a collaborator on a project to develop the next generation liquid argon dark
Board Briefing Note May 2021 Page 2 of 6Page 47 of 300 ITEM: Quarterly Research Report
matter detector and an underground argon storage facility at SNOLAB. Understanding the nature of dark matter, which makes up 85 per cent of the universe, is one of science’s unsolved mysteries.
Over $6M has been awarded to 12 Queen’s researchers through NSERC’s Alliance grants to collaborate with industry partners in areas such as computing, wireless communications, and nuclear power. Four Queen’s projects that received more than $1M in funding: • Edge Computing ($1.2M) – Hossam Hassanein, Director of the School of Computing, will develop “A Framework for Democratized Edge Computing and Intelligence” with industry partner and QPI collaborator, Kings Distributed Systems (KDS). • Renewable Nano Power Grid ($1.2M) – A team of researchers led by Praveen Jain with Majid Pahlevani and Suzan Eren at the Queen’s Centre for Energy and Power Electronics will partner with Cistel Technology and EION Wireless to develop a “Renewable Nano Power Grid for Wireless Communications.” • Nuclear Energy – Suraj Persaud, UNENE Research Chair in Corrosion Control and Materials Performance, secured funding for two projects related to nuclear energy. i. ($1.4M) The first is a partnership with Bruce Power, Canadian Nuclear Laboratories, Ontario Power Generation, and UNENE to investigate “Corrosion Control and Materials Performance in Nuclear Power Systems.” This project also includes collaboration with the University of Toronto. ii. ($1.03M) Dr. Persaud’s second project has partnered with the Nuclear Waste Management Organization (NWMO) to collaborate on the “Advanced Characterization and Modelling of Degradation in Nuclear Waste Canister Materials” with an interdisciplinary scientific approach and a diverse team of senior and early-stage researchers.
Partnerships and Innovation
Kingston, Frontenac, Lennox and Addington Public Health is utilizing a scheduling program, developed by a Queen's-based startup, to help organize its mass immunization effort for COVID-19. Mesh AI, a cloud-based human resource management software for the healthcare industry, is being used to handle increased scheduling needs of pandemic response.
Three Queen’s-connected companies have found success through Innovation Solutions Canada (ISC) projects. The ISC program identifies areas where the government is looking for novel solutions, and provides funds to support Canadian innovators and entrepreneurs. The goal is to facilitate the early development of a technology while allowing for testing and validation of the prototype and assisting in the pathway to commercialization.
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Honours and Accolades
Graeme Howe and Chantelle Capicciotti (Chemistry) received the 2021 Thieme Chemistry Journals Award, which is presented every year to up-and-coming researchers worldwide who are in the early stages of their independent academic career as assistant or junior professors.
Andrew Evans (Chemistry) has received the Harry and Carol Mosher Award from the American Chemical Society. This is the first time a researcher from a Canadian university has won this award.
Oluwatobiloba (Tobi) Moody, PhD’16, has advised Canada’s federal and provincial governments on key intellectual property policy initiatives, and has overseen the establishment of the World Intellectual Property Organization’s first Sub-Saharan African External Office in Nigeria. This fall, he will return to his alma mater as the Queen’s National Scholar in International Economic Law.
Elizabeth Eisenhauer (Oncology; Medicine) has received the 2021 Canada Gairdner Wightman Award for outstanding leadership in medicine and medical science, and for her dedication to transforming the fields of cancer clinical trials and cancer drug delivery.
Research Metrics and Rankings
Highlights:
• Queen’s ranks 13th in Canada for research revenue • Queen’s ranks 5th in Canada for research intensity (revenue per faculty member) • Corporate research income as percent of the total research income accounted for 38.4% of the total in 2018-19, placing Queen’s as the leading university for corporate research income of those with medical faculties • Queen’s ranks 2nd in Canada for award-winning faculty (Maclean’s) • Between 2013 and 2017, Queen’s ranked 9th for patents (41 granted) • Since 2013, Queen’s has created more than 120 start-ups and SMEs, supported more than 600 start-ups and SMEs, and trained more than 5000 people
During the current fiscal year, to the end of March, the university has finalized 544 new grants and contracts with an awarded value of $98.7M. This funding included $5.05M funding through the At this time, due to the coronavirus state of emergency and resulting delays at the federal level, we await the announcement of grants awarded under major tri-agency programs such as the NSERC Discovery Grants, SSHRC Insight Grants and CIHR Project Scheme. For comparison, the total awarded value reported at this stage of the year 12 months ago was $121M.
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Of the 544 new grants and contracts:
• 70 grants have been awarded where each grant’s value is $100,000 or higher – worth $31.2M ($60M) • 56 contracts have been finalized where each contract’s value is $100,000 or higher – worth $56M ($42.5M). In particular, funding of $37M was provided under three clinical trials.
The data presented below compare the U15 Group of Canadian Research Universities – a collective of some of Canada’s most research-intensive universities, including UBC, Alberta, Calgary, Saskatchewan, Manitoba, Waterloo, Western, McMaster, Toronto, Queen’s, Ottawa, McGill, Montreal, Laval, and Dalhousie. A data exchange facilitates comparisons between them. The U15 universities undertake approximately 80% of competitive university research in Canada. It is important to note that this group does not necessarily represent the only research-intensive universities in the country; some other universities consistently have both income and research intensity levels at or above the U15 lower funding levels.
The Queen’s total research income fluctuates greatly from year-to-year, influenced through the awarding of large grants, most notably to clinical trials, and through infrastructure funding from the Canada Foundation for Innovation (CFI) and the Ontario Ministry of Research, Innovation and Science (MRIS). This fluctuation in income is then reflected in where Queen’s ranks from one year to the next for both research income and research intensity.
Queen’s Canadian Data Year ranking over 10 years (research 0 income and research 1 intensity) 2 3 Research income is 4 the total research 5 6 income from all 7 sources, including
Rank 8 9 affiliated hospitals. 10 Research intensity is 11 12 defined as research 13 income divided by the 14 15 number of full-time Research Income Rank Research Intensity Rank faculty members.
Linear (Research Income Rank) Linear (Research Intensity Rank)
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300,000 Research income for #10 to #15 ranked U15 Universities 250,000
200,000
150,000
100,000 Research Income ($000s)
50,000
0 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
Western Queen's Waterloo Manitoba Saskatchewan Dalhousie
350 Research Intensity Values by Year for 300 those U15 universities ranked 250 #10 to #15 by Research Income 200
150 Faculty, $000s) Faculty, 100
50
0 ResearchFull Intensity Time (Research of # / Income 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
Western Queen's Waterloo Saskatchewan Manitoba Dalhousie
Board Briefing Note May 2021 Page 6 of 6Page 51 of 300 ITEM: Financial Projection
BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 4/7/2021 Date of Capital Assets and Finance From: Vice-Principal (Finance and Administration) Approval: N/A Click here to enter approval date Date of Board Subject: Financial Projection as at February 28, 2021 Committee Meeting: 5/5/2021 Date of Board Responsible Vice-Principal (Finance and Administration) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☒ ☐ For Approval ☐ For Discussion For Information
2.0 MOTION/DISCUSSION This report is for information only.
3.0 EXECUTIVE SUMMARY This report provides the Board of Trustees and the Capital Assets and Finance Committee with an overview of projected financial results for both the Operating and Ancillary Funds and the Bader International Study Centre.
2020-21 Projected Financial Results The Operating Fund is currently projecting a surplus of $1.4 million against the budgeted deficit of $24.0 million. The COVID-19 pandemic created conditions that led to shortfalls in key revenue streams, including international student tuition, non-credit tuition, investment income and overhead from ancillary operations. However, decisions by faculties and shared service units to postpone hiring, digital and renovation projects resulted in savings to mitigate the revenue losses. The projected surplus excludes realized investment income of $58.8 million over the budgeted amount of $5.2 million, as at February 28, 2021. Ancillary Operations are currently expecting a deficit of $16.0 million against the budgeted deficit of $0.8 million. The variance is driven by decreased revenues related to the reduced operations in
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Residence, Event Services, and the Donald Gordon Centre due to the COVID-19 pandemic. The decrease in revenue has been mitigated by cost containment measures. The Bader International Study Centre combined operations are expecting a deficit of £2.4 million against the budgeted deficit of £1.9 million. The variance is driven by decrease in the projected revenue due to the winter term being offered online, originally budgeted as in-person sessions. Additional details are presented in the analysis section.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE A key responsibility of the Board of Trustees and the Capital Assets and Finance Committee is approval of the operating budget. The financial update provides information on projections against the approved budget and an opportunity for the Board to ask questions of management. It is an important element of Board fiduciary oversight.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION No impact.
5.0 ENTERPRISE RISK ASSESSMENT Review of financial progress reports compared to Board approved budgets is an important mitigation factor in addressing a number of the top risks in the enterprise risk framework.
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6.0 ANALYSIS
Operating Budget A summary version of the 2020-21 Operating Budget is presented in the table below.
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Revenues Student Fees Most of the revenue in the operating fund is derived from enrolment. The University is projecting shortfalls on graduate tuition and non-credit tuition revenue predominantly linked to effects of the COVID-19 pandemic.
Amounts presented in millions Type Variance Comments Undergraduate tuition is projecting a $3.2 million negative variance.
Shortfalls against the budget were observed in international enrolment for the Faculty of Arts & Science and Faculty of Engineering and Applied Sciences. These losses were partially offset by gains in domestic enrolment for the same faculties. The Smith School of Business exceeded their intake target for international For Credit - (3.2) enrolment. Undergraduate
In February 2021, a decision was made to extend the course drop date without financial penalties in recognition of the ongoing impacts of the pandemic and remote learning. This resulted in additional refunds being issued to students and a decrease in the projected revenue relative to the amount reported in the March financial projection. Graduate tuition is projecting a $10.4 million negative variance. Shortfalls against budgeted enrolment were observed, primarily in the professional programs for the Smith School of Business, the For Credit - Graduate (10.4) Faculty of Law, the Master of Engineering and various PhD programs. The Smith School of Business is also projecting declines in program fees for the professional programs due to the cancellation of in-person sessions. Non-credit tuition is projecting a $5.1 million negative variance, primarily due to a decline in the Smith School of Business Executive Education Programs, the School of English and Faculty of Arts & Science non-credit programs. Non-credit (5.1)
These declines were partially offset by increases in the Continuing Teacher Education non-credit program and the Continuing Medical Education non-credit program. Projected decline in Athletics & Recreation fees (rebate given to students by the University Council on Athletics & Recreation due to Other (2.5) temporary changes in service offering as the result of COVID-19), as well as loss on late fees, which was also waived in consideration of the financial distress faced by students due to the pandemic. Total (21.2) Total student fees variance
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Investment Income A significant decrease in short-term interest rates is resulting in an expected shortfall of $3.5 million in investment income compared to budget. Given the volatility of financial markets only the budgeted revenue of $5.2 million for the Pooled Investment Fund (PIF) has been included in the projected revenue. The PIF has experienced gains to date of $64.0 million for the period ended February 28.
Other Revenue Other revenue is projected to be $5.7 million below budget, mostly attributed to membership, rental and programming revenue losses for Athletics & Recreation due to the cancellation of business caused by COVID-19 restrictions. Research overhead is also projected to fall below budget primarily due to research expenditures that are covered by the Canada Research Continuity Emergency Fund being ineligible for overhead charges. Expenditures Faculties & Schools Allocations Faculties and Schools Allocations are expected to be $16.7 million lower than budgeted, due to the shortfall in for-credit and non-credit revenue discussed under the ‘Student Fees’ section. Under the budget model, tuition and grant revenues are attributed directly to the Faculties and Schools. This allocation reduction is offset by an allocation of $2 million flowing to the Bader International Study Centre (BISC) to cover its projected revenue shortfall.
Flow Through Expenses Flow through expenses are projected to decrease by $6.7 million from a budget of $17.2 million to $10.5 million, due to revenue losses for Athletics & Recreation, as discussed previously in the ‘Student Fees’ and ‘Other Revenue’ sections.
Overhead Cost Recoveries Overhead recoveries to the University Fund are projecting a decrease of $3.7 million, primarily attributable to the loss of ancillary revenues from residences and event service operations.
To be Allocated / (Funded) As a result of the effects of the COVID-19 pandemic, the University is projecting a shortfall of central university funds of $10.3 million. This shortfall is primarily due to the lower-than-expected revenue from short-term investment income ($3.5 million), lower overhead revenue from ancillary units ($3.7 million), and the decision to provide in-year subvention funding to the BISC to compensate for the elimination of in-person activities ($2.0 million), as reflected in the Faculties and Schools Allocations section. Funding for this shortfall will be sourced from PIF investment income earned over the budgeted $5.2 million. As reported in the Investment Income section, the PIF has experienced income to date of
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$64.0 million. Any gains that materialize will be prioritized to first fund the unrestricted deficit of $4.4 million for 2019-20 and then to cover the in-year shortfall.
Unit spending greater than budget allocation Units are projecting a drawdown on carryforwards of $1.2 million, compared to the originally budgeted drawdown of $26.1 million. Details on these variances are reported below.
2020-21 Projected Deficit / (Surplus); Amounts presented in millions Budget Projected Variance Faculties and Schools 14.7 (10.6) (25.3) Shared Services 11.1 6.7 (4.4) Central Reserves 0.3 5.1 4.8 Total 26.1 1.2 (24.9) Faculties and Schools are projecting an in-year surplus of $10.6 million; this is a significant improvement from the planned deficit of $14.7 million. The $16.7 million projected decrease in allocation resulting from tuition revenue shortfalls reported in the ‘Faculties and Schools Allocations’ section is being more than offset by nearly $27.3 million in various savings. The savings are largely attributable to the postponement of renovation projects and internal strategic initiatives, unfilled vacancies as well as reductions in expenses related to program delivery. Shared service units are projecting an in-year deficit of $6.7 million, which represents a decrease of $4.4 million compared to their budgeted drawdowns. The main causes of the decrease in drawdown include:
• Temporary savings in ITS related to the deferral of digital projects. • Salary and benefit savings from staff vacancies. • Savings from travel and other activities because of COVID restrictions. • Savings in undergraduate financial aid, as federal government aid programs offset the funding requirements under the Student Access Guarantee.
The drawdown factors noted above are offset by:
• Losses of external cost recoveries and ancillary overhead and dividends in the Division of Student Affairs. • Renovation projects initiated by the Library that were not initially budgeted.
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Central reserves are projecting a drawdown of $5.1 million from carryforward against a budgeted drawdown of $0.3 million, an unfavourable variance of $4.8 million. Details are presented below.
Amounts are presented in millions Variance Explanation 2.8 Funding allocations made after finalization of the 2020-21 budget to provide subvention funding from contingency reserves for the Faculty of Health Sciences and the Bader International Study Centre1. 2.0 COVID-19 funding of $2 million was committed when the pandemic first impacted University operations in March 2020. These funds have been used to provide support for software linked to remote delivery, campus wellness and mental health support, and supports for student mobility. 4.8 Total central reserves variance
Ancillary Operations See Appendix I for the Queen’s University 2020-21 Ancillary Financial Report. The projected deficit for the Ancillary Operations is $16.0 million compared with the budgeted deficit of approximately $0.8 million. Housing and Hospitality Housing and Hospitality includes Residences, Community Housing, Event Services, and the Donald Gordon Centre. The total projected deficit for this group is $13.4 million compared with the budgeted surplus of $1.2 million, a negative variance of $14.6 million. Housing and Hospitality revenues are expected to be $58.5 million lower than budget. Residence occupancy is operating at approximately 40%, and activity in both event services and the Donald Gordon Centre is substantially lower than expected due to the pandemic. The impact of the expected shortfall in revenues is partially mitigated by lower than budgeted expenditures due mainly to a decrease in the variable costs relating to the food services contract and a reduction in the staff in residences, event services, and Donald Gordon Centre due to the limited occupancy and significantly reduced operations. Overhead contributions to the operating fund, calculated as a percentage of gross revenue, were also reduced. To further mitigate the impact of the significant revenue reductions in Housing and Hospitality Services, planned contributions from both the Residence and the Donald Gordon Centre operating funds to the capital reserves have been eliminated and contributions to the university’s Operating Fund have been significantly reduced.
1 Subvention funding to BISC of $0.6 million is in addition to the $2 million in funding discussed earlier in the report.
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After cost mitigation measures, the net impact of the $58.5 million variance in revenues is projected to be reduced by $43.9 million, to a net unfavourable variance of $14.6 million. To retain critical financial flexibility, deferred maintenance and capital expenditure spending has also been scaled back by $6.2 million, including only projects and furniture required for safety and critical building functions. Housing and Hospitality Services remains committed to capital renewal and expects to resume capital contributions in future years.
Parking Projected revenue is projected to be lower than budget by $1.5 million. Monthly parking fees were waived for faculty, staff and students from May to August 2020 due to COVID-19 and monthly permit sales have declined since fees were reintroduced in September. Offsetting the projected decrease in revenues is a reduction in overheads transferred to the university’s Operating Fund due to lower revenues, and a decrease in snow removal costs. To further mitigate the impact of the revenue reductions in Parking, planned contributions to the capital reserves have been eliminated for the current year. Maintaining appropriate capital reserves remains a priority and contributions will resume in future years. To retain further financial flexibility, projected deferred maintenance expenditures have been reduced by $0.7 million as the planned projects have been deferred due to the decrease in revenue.
Affiliated Entities The information summarized below represents the combined operations of the Bader International Study Centre, which include the operations of the Bader International Study Centre (BISC) and Herstmonceux Castle Enterprises Limited (HCE). The combined BISC amounts are not a full consolidation; as a result, there may be some sales and expenses between the entities, which will be eliminated through consolidation at year end. All amounts below are reported in pounds sterling. The original 2020-21 BISC budget was balanced. The revised budget presented below is the budget approved by the BISC Board in June 2020, which reflected known impacts of the pandemic at that time, including no spring or summer enrolment, and remote fall learning plans.
BISC projected revenues do not include the additional $2 million CAD in financial support discussed in the Faculties and Schools Allocation section of the report.
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The decrease in the projected BISC revenue is due to the winter term being offered online, originally budgeted as in-person sessions for the winter term. The decrease in projected expenditures is due to a reduction in the variable costs associated with the residence operations.
7.0 FINANCIAL IMPLICATIONS The primary purpose of the Financial Update is to report on expected financial results of the Operating Fund and ancillary operations. Maintaining a balanced operating budget is critical to Queen’s financial health and its ability to meet objectives.
8.0 COMMUNICATIONS STRATEGY This document is posted on the Queen’s University website and is available to the public. See Financial Services - Publications for all reports.
9.0 INPUT FROM OTHER SOURCES Office of Planning and Budgeting
ATTACHMENTS APPENDIX I – Queen’s University 2020-21 Ancillary Financial Report
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APPENDIX I – Queen’s University 2020-21 Ancillary Financial Report ITEM: Financial Projection Page 61 of 300
ITEM: Emeritus/Emerita Professor Report
Queen's University BOARD OF TRUSTEES May 7-8, 2021
1. PROFESSOR EMERITUS/EMERITA (for information only)
FACULTY OF ARTS AND SCIENCE
Tim Fort, Dan School of Drama and Music Tim Fort received his PhD from the University of Toronto's Graduate Centre for the Study of Drama where his doctoral thesis, and much of his subsequent academic writing, examined late nineteenth-century lighting design and staging. Arriving at Queen’s in 1986, he taught a wide range of courses in the Drama Department including Design, Directing, Theatre Administration and Musical Theatre. From 2001-2012, Tim served as the Head of Drama and, more recently, he was the first Graduate Coordinator of the Dan School’s Arts Management program, started in 2017. A member of the Associated Designer's of Canada, he has designed lighting and/or scenery for over 200 theatre productions including the world premieres of And All For Love at the National Arts Centre and Judith Thompson’s Hothouse at The Isabel Bader Centre. Beginning in 1973, Tim spent the first of 46 consecutive summers as a director, designer, actor and producer at Vermont’s oldest professional theatre, the Weston Playhouse, where he had the opportunity to work with a distinguished group of Broadway and Regional theatre artists while directing more than 75 stage productions including the Vermont premieres of Les Misérables, Avenue Q, and Spelling Bee. For many years Tim also supervised the Playhouse's Young Company training program as well as its after- hours cabaret – both of which he had a fundamental role in creating.
Noel James, Department of Geological Sciences and Geological Engineering Dr. James, CM, FSRC, a member of the Department of Geological Sciences and Geological Engineering since 1987, is a world-renowned expert in cool water carbonates, having published more than 200 papers and books over his distinguished career. Dr. James supervised 14 post-docs, 29 PhD, 29 MSc and too- numerous-to-count BSc thesis students. Many of Noel’s students have gone on to extraordinary careers in academics, industry and government. He has received over 30 awards and honorifics from national and international scientific organizations, is a Fellow of the Royal Society of Canada and a Member of the Order of Canada. Dr. James is a well-loved teacher and research advisor, and is at his finest leading student field trips.
Stephen Leighton, Department of Philosophy Dr. Leighton graduated magna cum laude from the University of Alberta in 1973 and went on to do his doctorate in philosophy at the University of Texas. He began his teaching career at the Florida International University, arriving at Queen’s in 1986. Dr. Leighton was promoted to Full Professor in 1998.
Dr. Leighton has had a distinguished career as a scholar and teacher. He was honoured with the distinguished Review of Metaphysics Dissertation Essay Prize, and a grant from the American Council of Learned Societies, as well as funding bodies such as SSHRC. Dr. Leighton is a renowned authority on Aristotle and the emotions, and he has contributed many canonical essays, notably his well-known article, ‘On Feeling Angry or Elated’, in such leading journals as the Journal of Philosophy, considered by many to be the most important venue in the discipline, as well as writings in go-to reference works such as 1
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Blackwell’s Companion to Aristotle. Dr. Leighton’s edited collection, Philosophy in the Emotions (Broadview 2003), is a key reference work on the subject.
Dr. Leighton is a very gifted teacher, whose gentle, probing, conversational pedagogical style has long attracted a loyal following of students, some of whom have gone on to an academic career themselves, holding Dr. Leighton’s example as a model. Dr. Leighton’s contributions to the teaching of ancient philosophy and moral philosophy at Queen’s have been vital to our undergraduates’ philosophical education. Truly dedicated to the wellbeing of the Philosophy Department, Dr. Leighton served as Undergraduate Chair a number of times and has long been a treasured advisor and source of kind and wise counsel for students and colleagues. After a splendid career at the university spanning almost 35 years, we are pleased that Queen’s will mark Dr. Leighton’s retirement with the honour of Emeritus Professor.
Donal H. Macartney, Department of Chemistry Donal Macartney was born in Vancouver and grew up in West Vancouver and Victoria. He obtained his Honours BSc and PhD degrees from the University of Victoria in 1977 and 1981, respectively. From 1981- 1983 he was an NSERC Postdoctoral Fellow at the Brookhaven National Laboratory on Long Island, New York. He started at Queen’s University in the Department of Chemistry in 1981 as an Assistant Professor and NSERC University Research Fellow. He was tenured and promoted to Associate Professor in 1989 and promoted to Full Professor in 1995. His research was initially in the field of the kinetics and mechanisms of transition metal complexes and then became more focussed on supramolecular host-guest complexes of biological and medicinal guests in latter years. He has supervised twenty-five MSc and PhD students, along with dozens of undergraduate research assistants, leading to over one hundred publications, including eight book chapters and a co-authored e-book. Dr. Macartney received the Department of Chemistry Graduating Class Award for Teaching Excellence in 1998 and 2018 and has served both as the Chair of Undergraduate Studies and the Coordinator of Graduate Studies in the Department. He has been active in executive work with the Queen’s University Faculty Association, serving terms as QUFA Secretary and the Chair of the QUFA Council, as well as representing the Department on the Council for many years. David Rappaport, School of Computing Dr. David Rappaport, full professor of Computing, obtained the PhD in Computer Science from McGill University. He has been a faculty member at Queen’s School of Computing since July 1, 1986.
Dr. Rappaport has served on most committees of the School of Computing, and has chaired the School’s Graduate Committee, on two separate occasions, and the admissions committee. Dr. Rappaport served as chair of Division IV of the School of Graduate Studies, and was Associate Dean at the Queen’s School of Graduate Studies from 2008-2012. Dr. Rappaport has also been a member of the Queen’s University Senate, and the Queen’s University Planning Committee. Dr. Rappaport has served on numerous conference program committees, and has chaired the Canadian Conference on Computational Geometry three times at Queen’s.
Professor Rappaport has graduated 23 MSc. students and 8 PhD students. He has published over 100 research papers primarily in the field of computational geometry. He has also published some seminal papers on the connections between music theory and geometry.
Professor Rappaport has held an NSERC Discovery continuously since 1987. He was also awarded grants by FedDev Ontario. Dr. Rappaport has maintained many international and national collaborations and has 2
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received financial support from the governments of Spain, Japan, Australia, as well as the Centre of Advanced Studies of IBM Canada.
Professor Rappaport has enjoyed teaching Queen’s students foundational computer science, and mathematics topics related to computing.
Roger Ware, Department of Economics Roger Ware received a BA (Honours) from Cambridge University in 1972 and an MA (Cantab) in 1976. He received and MA in Economics from Sussex in 1973 and a PhD from Queen’s in 1981. He was initially appointed as a Lecturer at the University of Toronto in 1980 and promoted to Associate Professor with tenure in 1986. Roger joined the Queen’s Economics Department as an Associate Professor in 1991 and was promoted to Full Professor in 1997. He was also a Visiting Professor at UC Berkeley in 1987-88 an held the T.D. McDonald Chair in Industrial Organization at Competition Bureau Canada in Ottawa in 1993- 94.
Throughout his academic career, and in the nearly thirty years he spent at Queen’s, Roger distinguished himself as one of Canada’s leading experts in industrial organization, regulation and competition policy. He has authored or co-authored nearly 40 journal articles and book chapters. In addition, with Jeffrey Church of the University of Calgary, he wrote the important undergraduate textbook: Industrial Organization: a Strategic Approach.
In addition to his published research, Roger has been a regular contributor on economic and legal aspects of competition policy in academic and public policy both in Canada and internationally. He has also been an outstanding teacher, mentor and supervisor throughout his career. He has taught, and continues to teach, popular courses in industrial organization and the law and economics at both the undergraduate and graduate level.
FACULTY OF HEALTH SCIENCES
Roger Deeley, Department of Pathology and Molecular Medicine Roger is a central figure in the function of the Faculty of Health Sciences. Roger serves as the Vice-Dean Research in the Faculty of Health Sciences, and the Vice President Health Sciences Research at KGH. Roger not only oversees our strategic research plan, but he helps to lead our Industry Engagement Strategy and runs the Clinician Scientist program. He is an integral driver in our quest for excellence in health care research.
Prior to holding these positions, Dr. Deeley served as Vice President and then Director of Research for Cancer Care Ontario. He helped build the research institute at Kingston Health Sciences Centre and strengthened the commitment and approach to research at the hospital. He founded the Queen’s Cancer Research Institute, helped build it and was its Director for over a decade.
Roger is a world-renowned cancer biologist. He has published numerous peer-reviewed research papers, reviews and book chapters, and he is co-inventor on a number of patents related to the discovery of the multi-drug resistance protein, MRP1. Prior to moving to Canada, Roger spent 10 years as a scientist at the US National Cancer Institute and since then has maintained a highly successful research career studying mechanisms of resistance to cancer therapeutics. In 2005 he won the Robert L. Noble Prize of the 3
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Canadian Cancer Society & National Cancer Institute for outstanding achievements in cancer research. He was awarded the National Cancer Institute of Canada Diamond Jubilee Award for outstanding impact and contribution to the field of cancer research in 2007. In 2013 he was named a fellow of the Canadian Academy of Health Sciences, and in 2014, he became a fellow of the Royal Society of Canada.
John Thomas Fisher, Department of Biomedical and Molecular Sciences Dr. John Fisher graduated from Queen’s University at Kingston with his PhD in Physiology in 1981. Following his PhD, Dr. Fisher was the Parker B. Francis Research Fellow at the University of Texas, Medical Branch until 1982 and then spent the subsequent year as a Medical Research Council of Canada Postdoctoral Fellow. In 1984, he was recruited to Queen’s University as an Assistant Professor in the Departments of Physiology (amalgamated with other basic science departments to become Biomedical and Molecular Sciences) and Anesthesiology. Dr. Fisher was granted tenure and promotion to Associate Professor (Physiology only) in 1989, followed by promotion to Professor in 2002.
Dr. Fisher has always been a dedicated administrator, and in recent years has demonstrated exceptional strength for research administration, most recently as Interim Vice-Principal (Research). Prior to that he was Associate Vice-Principal (Research) and also the Director of Research in the Faculty of Health Sciences. Other significant administrative roles include: Acting Vice-Dean, Faculty of Health Sciences; Associate Dean (Academic), Faculty of Health Sciences; and Department Head, Department of Physiology. Dr. Fisher’s service to Queen’s University was recognized recently when he received the prestigious Distinguished Service Award. He is also widely recognized by external agencies, serving on various editorial boards. His external service was recognized by being awarded a Distinguished Merit Award from the Ontario Lung Association/Ontario Thoracic Society.
Dr. Fisher’s research examines the physiological genomics of airway innervation, which is specifically focused on the role of pulmonary nociceptor or C-fibre afferents and muscarinic efferents in the reflex control of breathing, bronchoconstriction and inflammatory lung disease. His research program was funded primarily by the Canadian Institutes of Health Research, the Medical Research Council of Canada, and the Ontario Thoracic Society. Dr. Fisher has published over 75 peer-reviewed papers in high-impact scientific journals as well as numerous invited editorials, reviews, and book chapters. He is Editor-in-Chief for Frontiers in Physiology.
Dr. Fisher has been engaged fully in the mentoring of undergraduate students, graduate students, and postdoctoral fellows throughout his career.
Dr. Fisher has enjoyed a very successful academic career. He is a dedicated and respected teacher, researcher, and administrator.
FACULTY OF ENGINEERING AND APPLIED SCIENCE
Thomas Harris, Department of Chemical Engineering Tom Harris joined the Department of Chemical Engineering in 1986 as a Queen’s National Scholar. Before this appointment, he worked in the United States for several multinational chemical companies. Tom was recruited to Queen’s by David W. Bacon, who, as a professor, had encouraged him to pursue graduate studies at McMaster University. Tom was appointed department head in chemical engineering in July 1992 and dean of the Faculty of Applied Science (now Engineering and Applied 4
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Science) in July 1996, a position he held for eleven years. In 2010 he was appointed Vice-Principal (Advancement). Tom led the university’s comprehensive campaign - the Initiative Campaign. Over the next eight years, benefactors were energized by the direction of the university and supported Queen’s in an unprecedented manner. In July 2018, he was appointed as the Interim Provost and Vice-Principal Academic – a position he held for twenty months.
Professor Harris’s teaching and research interests have been at the intersection of statistics and chemical engineering. He has received the Engineering Society’s Golden Apple for consistently demonstrating superior teaching abilities and concern for students on an individual level. His research, empowered by many talented graduate students, is widely cited – especially in the area of benchmarking achievable performance for automation systems and in quality control. His graduate students have careers in industry, universities, government agencies, and entrepreneurs. He is a fellow of the Canadian Society for Chemical Engineering and a Fellow of the Canadian Academy of Engineering.
Tom is a lifetime member of the Alma Mater Society. He received the Michael J. Rodden Award in 2018 from Queen’s Athletics, and in 2019 he received the Distinguished Service Award from Queen’s.
Juliana Ramsay, Department of Chemical Engineering Professor Ramsay was appointed as Associate Professor (1995-2007) and Professor (2007-2020) in Chemical Engineering at Queen’s University. She has served in numerous roles at the departmental level such as Biosciences Advisor, Academic Year Advisor, Transfer Student Advisor, International Exchange Student Advisor, Associate Head, and Acting Undergraduate Chair.
Dr. Ramsay's research has focused on using microorganisms to clean up environmental pollutants and to develop fermentation strategiesto produce bioplastics (specifically polyhydroxyalkanoates). Polyhydroxyalkanoates are currently the only truly biodegradable plastic material made from renewable resources. She has also worked on fungal and enzymatic reactors to decolorize textile and carpet dye effluents and on soil and groundwater contaminants included tricholoroethylene, a common groundwater pollutant, and polyaromatic hydrocarbons. More recently, she has been studying the underlying mechanisms of greenhouse gas emissions in oil sand tailing ponds.
The research prize that holds the strongest memory for Dr. Ramsay is the Prix d'excellence de la direction des études supérieures et de la recherche, École Polytechnique, Montreal (for Excellence in Research) which was awarded the same month as the École Polytechnique massacre. Dr. Ramsay has also received a Premier’s Research Excellence Award, Government of Ontario, and a Chancellor’s Award, Queen’s University. She is a co-founder of the Ontario-Quebec CSChE Biotechnology Meeting, and hosted the first meeting at Queen’s University in 1999. She has also served on the Advisory Board of NRC-Biotechnology Research Institute, Montreal.
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Page 66 of 300 ITEM: Senate Report: Highlights from the Senate Meetings of March 23, 20...
Senate Report to the Board of Trustees Highlights from the Senate Meetings of March 23, 2021 and April 13, 2021
To access the Senate agenda packages for these meetings: • Go to the university’s Governance Portal at https://queensuniversity.civicweb.net/Portal/ • Use the calendar in the top right of the homepage to navigate to the appropriate month • Click on the appropriate date • Click on the Senate meeting that is listed
At its meetings, Senate approved: • The establishment of: o The Bader Chair in Art Conservation • Major Modifications to: o The Graduate Diploma in Aging and Health • Minor Modifications to: o The Aboriginal Teacher Education Program • Nominations Report for April and the appointment of the USAB Chair and Alternate Chair. • The Dissolution of the Senate Orientation Activities Review Board and Creation of the Senate Orientation Review Committee. • The Endorsement of the Harassment and Discrimination Prevention and Response Policy and that the Harassment/Discrimination Complaint Policy and Procedure be Rescinded. • The Enrolment Targets 2021-22 and 2022-23 and Enrolment Projections 2023-24. • The Student Academic Appeals Policy and the Rules of Procedure for the University Student Appeal Board. • The merger of the Senate Committee on Academic Procedures and the Senate Committee on Academic Development to the Senate Committee on Academic Development and Procedures.
Reports received included: • The Monthly Chair’s reports from a number of Senate Committees; • The Research Report for March and April; • The Annual Queen’s Research Report; • The Faculty of Engineering and Applied Science Faculty Board Report; and • The Graduate Studies Executive Council reports for December and February.
Page 67 of 300 ITEM: Senate Report: Highlights from the Senate Meetings of March 23, 20...
Also received was: • A presentation on the Capital Projects and Priorities. • Notice of temporary suspension of admissions to the Graduate Diploma in Legal Services Management and the ADMI Master of Engineering Program.
Senate also celebrated the awarding of the Margaret Hooey Governance Award to Courtney Bannerman, in recognition of her tremendous service to Senate and Senate committee work.
Page 68 of 300 ITEM: Investment Committee Report
BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 3/30/2021 Date of Investment Committee From: Investment Committee Approval: N/A Date of Board Subject: Investment Committee Report to the Board Committee Meeting: 5/18/2021 Date of Board Responsible Vice-Principal (Finance and Administration) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☐ For Approval ☐ For Discussion ☒ For Information
2.0 MOTION/DISCUSSION This report is for information only. 3.0 EXECUTIVE SUMMARY • As of February 28, 2021, the Pooled Endowment Fund (PEF), Pooled Investment Fund (PIF), Short Term Fund (STF) and Sinking Fund comprised $2.4 billion. • Long-term PEF returns have exceeded return requirements to keep pace with inflation and sustain a payout rate of 4% per year. • The Energy Transition Subcommittee (ETS) continues its work to address each of the action items arising from the Board-approved recommendations from the Climate Change Action Task Force (CCATF). • The Investment Committee approved a $40 million allocation to TD Greystone Global Real Estate Fund for the PEF, subject to final legal and tax due diligence by external counsel.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE The investment returns from the PEF and PIF support the financial sustainability strategic driver by providing revenue diversification to the operating budget.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION The PEF provides income for a wide range of beneficiary funds (e.g. bursaries and scholarships), including many that support initiatives related to equity, diversity, inclusion, and indigenization.
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As part of our responsible investing activities, we instruct our managers to engage with companies. One of the items they pursue is increasing diversity both on the companies’ boards and within senior management.
5.0 ENTERPRISE RISK ASSESSMENT Prudent management of investment income, along with Board oversight, helps to mitigate risks associated with financial sustainability.
6.0 ANALYSIS
6.1 STATUS OF FUNDS As of February 28, 2021, the market values of the Queen’s funds for which the Investment Committee has oversight were as follows:
Queen's Pooled Endowment Fund (PEF): $1,318 million Queen's Pooled Investment Fund (PIF): $527 million Queen's Short-Term Fund: $390 million Queen's Sinking Fund: $124 million While the PEF and PIF are subject to broadly similar market forces, given the relative size of the funds, our comments will focus on the PEF.
6.2 PERFORMANCE SUMMARY – PEF Although this performance summary includes information on both short-term and long-term results, it should be kept in mind that the PEF has a very long investment horizon. Therefore, the Investment Committee places more importance on the long-term results. Returns to February 28, 2021 The PEF returned 2.1%, gross of fees, in the first two months of 2021. North American equity markets had an optimistic start to the year, supported by surging oil prices and brighter economic prospects. Canadian equities, as represented by S&P/TSX Composite Index, advanced 4.0% year to date, with seven out of 11 sectors posting positive returns. Health Care (+41.5%) was the top performing sector, followed by Energy (+11.4%) and Information Technology (+9.1%). In the U.S., the S&P 500 returned 1.7% (1.1% in Canadian dollar terms). Most global markets also posted gains. The FTSE Canada Universe Index lost 3.6% in the first two months of the year, as medium and long-term bond yields surged the most since the onset of the pandemic. The Canadian yield curve steepened as two-year bond yields gained 10 basis points from December 2020 to 0.30% and ten-year yields doubled, increasing 68 basis points to 1.35%. The Canadian dollar appreciated against the U.S. dollar, closing February at 78.8 cents U.S., up 0.4% from the December 31, 2020 closing value of 78.5 cents U.S. We hedge
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approximately 50% (100% for fixed income) of any currency exposure that represents greater than 2% of the PEF’s assets (currently U.S. Dollar, Euro, Pound Sterling, Swiss Franc, and Japanese Yen). Long-Term Performance is evaluated relative to the PEF’s objectives. In order to sustain a payout of 4.0% per year, the PEF needs to earn a net real return (i.e. above inflation and net of external investment management fees) of approximately 4.2%; the difference being the amount transferred to the operating budget annually, as well as a cost recovery for Investment Services. Total annualized external investment management fees for the Pooled Endowment Fund are currently 32 basis points (0.32%), excluding HST. This number excludes private equity, the returns for which are reported net of fees. The historical annualized real returns below demonstrate that the PEF’s longer-term returns have exceeded this requirement. Annualized Real Returns (Gross of Fees) as of February 28, 2021
5 years 10 years 15 years 20 years 25 years PEF Real Return 7.5% 7.6% 5.6% 5.5% 6.6%
The performance of each of the active managers is compared to a benchmark comprised of the relevant index. The total performance of the PEF is also compared to a benchmark which reflects the Strategic Policy Asset Mix and the respective asset class benchmarks: Annualized Nominal Returns (Gross of Fees) as of February 28, 2021
5 years 10 years 15 years 20 years 25 years PEF Nominal Return 9.3% 9.3% 7.3% 7.4% 8.5% Benchmark 11.0% 9.8% 7.7% 6.9% 7.8% Added Value -1.7% -0.5% -0.4% 0.5% 0.7%
The Investment Committee also carefully evaluates performance in a risk-adjusted context. While the PEF has underperformed the benchmark over the past 10 years on an absolute basis, it has outperformed on a risk-adjusted basis due to its lower volatility. For example, the PEF’s cautious positioning helped preserve capital during the market crash in March 2020.
10-Year Risk-Adjusted Returns as of February 28, 2021 Volatility Sharpe Ratio PEF 6.42 1.27 Benchmark 7.87 1.12 Volatility: Variability of returns as measured by standard deviation. Sharpe Ratio: The average return earned in excess of the risk-free rate per unit of volatility.
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6.3 SUBCOMMITTEES As described in detail in the committee’s December 2020 Annual Responsible Investing Report, the Energy Transition Subcommittee (ETS) continues to address action items arising from the Board-approved recommendations from the Climate Change Action Task Force (CCATF), which include commitments to measure and reduce the endowment’s carbon footprint; establish a renewable/energy-transition allocation to which donors may contribute funds directly; and enhance investment disclosure. These recommendations are consistent with the commitments expressed in the document entitled Investing to Address Climate Change: A Charter for Canadian Universities (also referred to as “The Charter”), to which Queen’s was a founding signatory (officially announced on June 18, 2020).
The Real Estate Subcommittee had reviewed numerous options to increase the PEF’s allocation to the real estate sector and findings have been discussed with the Investment Committee. As a result, at its February 16, 2021 meeting the Investment Committee approved an initial allocation of $40 million to TD Greystone Global Real Estate Fund for the PEF, subject to final legal and tax due diligence with the assistance of external counsel.
6.4 TARGET ASSET MIXES In February 2021, the Investment Committee approved an increase to the PEF’s target allocation to Real Assets by 3% with a corresponding reduction in allocation to Cash, in order to accommodate the investment of $40 million in TD Greystone Global Real Estate Fund. The asset mixes remain in compliance with the Statement of Investment Policies and Procedures.
Further analysis is being conducted on the Strategic Asset Mix of the PEF to potentially allow for adjustments. Mercer was engaged to assist with this review and delivered a presentation to the Investment Committee which was found useful. Additional modelling work is now being conducted by Investment Services.
7.0 FINANCIAL IMPLICATIONS The investment returns from the PEF and PIF support university operations.
8.0 COMMUNICATIONS STRATEGY There are standard procedures for communicating investment performance and the annual payout from the PEF. This information, as well as information on Responsible Investing at Queen’s, is available on the Queen’s website.
9.0 INPUT FROM OTHER SOURCES Performance data is from CIBC Mellon.
ATTACHMENTS None.
Page 72 of 300 ITEM: Pension Committee Report
BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 3/30/2021 Date of Pension Committee From: Pension Committee Approval: N/A Date of Board Subject: Pension Committee Report to the Board Committee Meeting: 5/7/2021 Date of Board Responsible Vice-Principal (Finance and Administration) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☐ For Approval ☐ For Discussion ☒ For Information
2.0 MOTION/DISCUSSION This report is for information only. 3.0 EXECUTIVE SUMMARY • As of February 28, 2021, the market value of the plan was $2.4 billion. • The cumulative net return for the plan year up to February 28, 2021 was 7.2%. • The required valuation as at August 31, 2020 was filed on an expedited basis and special payment flexibility was implemented effective with April’s payroll. • Work continues on the creation of the University Pension Plan Ontario (UPP) and remains on schedule with a planned implementation date of July 1, 2021.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE N/A
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION No impact.
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5.0 ENTERPRISE RISK ASSESSMENT Prudent management of the pension plan and involvement in the University Pension Project are noted as mitigations for the Pension Risk in the Queen’s Key Risk Register.
6.0 ANALYSIS I. FUND RETURN Returns to February 28, 2021 The cumulative net return for the 2020-21 plan year up to February 2021 was 7.2%. North American equity markets had an optimistic start to the year, supported by surging oil prices and brighter economic prospects. Canadian equities, as represented by S&P/TSX Composite Index, advanced 4.0% year to date, with seven out of 11 sectors posting positive returns. Health Care (+41.5%) was the top performing sector, followed by Energy (+11.4%) and Information Technology (+9.1%). In the U.S., the S&P 500 returned 1.7% (1.1% in Canadian dollar terms). Most global markets also posted gains. In terms of fixed income, the FTSE Canada Universe Index lost 3.6% in the first two months of the year, as medium and long-term bond yields surged the most since the onset of the pandemic. The Canadian yield curve steepened as two-year bond yields gained 10 basis points from December 2020 to 0.30% and ten-year yields doubled, increasing 68 basis points to 1.35%. The Canadian dollar appreciated against the U.S. dollar, closing February at 78.8 cents U.S., up 0.4% from the December 31, 2020 closing value of 78.5 cents U.S. We hedge approximately 50% of our U.S. Dollar and Euro exposures back to Canadian dollars. Long-Term The performance of the QPP is compared to a benchmark which reflects the Policy Asset Mix and the respective external manager benchmarks. The historical annualized returns of the QPP and its benchmark for various periods are below. Annualized Returns (Net of Fees) as of February 28, 2021 5 years 10 years 15 years QPP Return 8.6% 7.6% 6.4% Benchmark 8.4% 7.6% 6.4% Added Value 0.2% 0.0% 0.0% II. ACTUARIAL UPDATE Following Mercer’s recommendation, the required actuarial valuation as at August 31, 2020 was filed on an expedited basis with the appropriate regulatory authorities by the end of February. The resultant special payment flexibility for the current QPP fiscal period (September 1, 2020 through June 30, 2021) was implement effective with April’s payroll. Preliminary planning has begun for the off-cycle “termination valuation” as at June 30, 2021 that is required as part of the UPP conversion.
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III. PENSION PLAN UPDATE The University continues to participate in the creation of a sector-specific jointly sponsored pension plan (University Pension Plan Ontario, or UPP). The UPP’s three subcommittees – member services, communications, and asset transfer and management – continue to oversee the work plans that are on schedule for the July 1, 2021 conversion date. 7.0 FINANCIAL IMPLICATIONS The significant pension special payments impact the financial position of the University.
8.0 COMMUNICATIONS STRATEGY University Relations has worked closely with the Office of the Vice-Principal (Finance and Administration) and the Office of the Provost and Vice-Principal (Academic) to keep university stakeholders informed of the funding status of the Queen’s Pension Plan, the impact on the operating budget, and the University’s solution that results in a financially sustainable pension plan.
9.0 INPUT FROM OTHER SOURCES Performance data is from CIBC Mellon.
ATTACHMENTS 1. QPP Reports
Page 75 of 300 ITEM: AMS - Z. Kasim
Dear Members of the Board of Trustees, It is with great honour and excitement that I submit my first report to the Board of Trustees as the President of the Alma Mater Society. Ryan, Tiana, and I (Team RTZ) came together to serve our community, provide an unparalleled student experience, and address the issues we have seen plague our student government. Throughout the years, we have noticed an evident decrease in student engagement and support from the Administration. Given these issues, we are eager to work with the Board and are ready to serve students to the best of our abilities and advocate for the change they would like to see on campus. This year will present various challenges including the return to in-person activities despite COVID-19. We look forward to the journey ahead, and we are humbled to represent undergraduate students to the greatest extent possible. Transition | Over the past few months, we have been working diligently to transition into our new roles as AMS Executive. Our predecessors, Jared, Alex, and Alexia have been nothing short of incredible. These three have been beyond helpful throughout the transition process and we would like to thank them for their leadership and service to the student body. Thanks to them, the new AMS Executive feels ready to take on the leadership roles ahead of us with confidence. From the very beginning, the new AMS Executive has seen the upcoming year as a year of change. We have already begun laying the groundwork for this change. Lastly, and arguably most importantly, we have hired the new AMS Government Caucus, Corporate Caucus and entire team of part-time staff and volunteers. We are thrilled to have a diverse team full of individuals that deliver fresh perspectives and an enthusiasm for serving and representing the interests of students. Their passions, creativity, and dedication will undoubtedly push the AMS forward and we are privileged to work alongside them. Priorities | Back in September, before we ran in the AMS election, we worked on creating a platform for the students. With over 58 actionable items, 35 student consultations, and 6 pillars, we have identified the priorities for the upcoming year. Our 6 platform pillars include: Action & Advocacy, Accountability, COVID-19, Culture, Sustainability, and Wellness. Action & Advocacy | As with any year, this past year has shown the need for leadership and actionable change on our campus. The AMS and Queen’s Administration have a long way to go before we earn the trust our undergraduate students, the largest and most important demographic of our institution. The new AMS Executive plans to provide strong leadership in a time of uncertainty and rebuild trust with all groups on campus that have lost faith in both the AMS and Administration. Whilst we plan to work closely, professionally, and collaboratively with
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the Administration, we will not shy away from confrontation when mandated by the student body. Some of the areas in which action is needed include financial accessibility, EDII (Equity, Diversity, Inclusion, and Indigeneity), sustainability, and mental health accessibility. COVID-19 | This year has completely changed the way classes are administered and the opportunities for students to get involved at Queen’s. While it is not possible to know exactly how the coming summer and academic year will look, Team RTZ plans to prepare for all possibilities to ensure a high quality academic and extra-curricular experience. COVID-19 has presented unimaginable challenges over the past year. We are hopeful that a safe transition to in-person activities will be possible during our term. Along with this hope, we recognize the unprecedented challenge of emerging from a global pandemic. We are eager to work with the Board to safely transition back to in-person whilst maintaining the safety of our students, staff, and community. We hope to engage in conversations regarding the access of space, Orientation Week, classes, and opening of on-campus services. Culture | This pillar seeks to address the Queen’s Culture on an institutional level, as well as the culture amongst those who work and volunteer within the AMS. Since we have been students at Queen’s, each year there has been a blatant act of targeted racism and abhorrent behavior towards marginalized groups (including LGBTQIA2+, Jewish, and BIPOC students), without any consequences from the University, or the AMS. Students are fed up, they are tired, and the Queen’s University reputation has been undoubtedly tarnished. This behaviour cannot be tolerated any further. The new AMS Executive is keen on working with Administration and Board to provide invaluable student perspective and to help Queen’s University emerge as a leader in EDII. Student Engagement | Ryan, Tiana, and I have noticed that many students do not engage on our campus due to a combination of barriers, some affecting all students and others affecting certain groups. Despite increased awareness of EDII within our community, we need to do better in proactively ensuring the safety and wellbeing of all students on our campus. We will be revitalizing the AMS Equity Caucus with the help of the Social Issues Commissioner, and we hope that we can begin to address equity issues on our campus. This will allow students to come forth and express issues they have personally experienced on campus and how they have dealt with these issues. The end goal of the Equity Caucus is to create action plans for these issues and identify who will work to fix them. We also intend to run specific office hours for our students in which we will send out pre-appointed discussion topics and go to an accessible location on campus to interact with our peers more easily. City Relations | The AMS is the only student organization at Queen’s that advocates on a pan- University level and to the City of Kingston. We have a responsibility to advocate for practical changes that benefit both the University and students. Some of our advocacy priorities for the year include continuing to work with Student Wellness Services on improving health service delivery and maintaining a strong relationship with the City of Kingston.
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John Deutsch University Centre Revitalization | Building on the work of the previous Executive, we want to work with the University to execute the JDUC Revitalization project. Much work has been done on the student end, but the University has steadily fallen behind and has failed in securing the funding required to proceed with the project. As an AMS Executive, we want to work with the Board to keep the Administration accountable to their promises and to secure funding for the project so that it can begin construction by May of 2022. Closing Thoughts | Our entire team is incredibly excited for the future of the AMS and what is to come for our term. Over the course of the past nearly two centuries, Queen’s has become home to the greatest student experience in the country. It is our responsibility as the AMS Executive to ensure that students are represented. We are looking forward to the upcoming year and welcome the opportunity to work alongside the Board. Kindly, Zaid Kasim (He/Him/His) President-elect | AMS
Page 78 of 300 ITEM: SGPS - J. Aman Society of Graduate and Professional Students Report of the President May 2020
Dear Members of the Board of Trustees,
I hope that this report finds you well and enjoying the beginning of consistently warm weather. Please find below a few updates as well as a brief overview of some SGPS fee slate changes.
INCOMING EXECUTIVE TEAM Firstly, with a new year comes a new team and I am incredibly lucky to have such an amazing incoming team to serve Queen’s Graduate and Professional students with.
President Justine Aman VP Graduate Rohit Shukla VP Professional Jennifer Li VP Community Anthony Lomax VP Finance & Services Courtney Bannerman
Graduate Student Senator Emils Matiss
ANTI-RACISM PORTAL On August 13th, 2020 our SGPS advocacy page went live; EDII reports and statements from the Principal, Vice-Principal and Provost (Academic), Rector, and Dean SGS from the past decade were collected and placed in one location. We hope that by creating a platform of institutional memory there will be a reduction of labor to individuals looking to hold the Administration accountable and that these offices will be faced with their previous empty promises when crafting new statements. The SGPS Equity Commissioner and Indigenous Student Liaison and Commissioner team have recently updated the portal with an EDII resource guide meant to help students create a more EDII conscious departments. This has been an incredible collective effort of SGPS Commissioners, Academic Advisors, and the Executive team and the project is under investigation to become a national campaign through the CFS. Please take the time to visit our portal to see more on the Anti-Racism work the SGPS has committed to. http://sgps.ca/advocacy/
FEE SLATE In 2020, when presented with the opportunity to reduce fees for students to reflect COVID restrictions on services, the SGPS finance team worked to recalculate different hypothetical spending plans and budgets. Each of these plans included potential reimbursements to ensure students would only pay for services that would be available to them. Looking forward to the 2021 fee slate the SGPS engaged in similar work; several changes to our fees reflect projected programming availability for this coming year and are explained briefly below: • CPI increases to fees were made when applicable (+0.7%) • SGPS Peer Academic Advisors (-49.2%) o The reduction to this fee reflects the impact of remote programming. For the 2020-21 year; we are going to continue providing academic supports remotely in order to serve all students regardless of their location and to assist in reducing costs to students • SGPS Society Fee (/-) o With the COVID vaccine on the horizon it is the hope of the SGPS that we can re-introduce regular programming such as grad games, professional development opportunities, in person activities, etc. Given
Page 79 of 300 ITEM: SGPS - J. Aman this, we have returned our society fee to the rate it was before reduction in summer 2020; potential rebates will be considered if our budget is too optimistic • Health & Dental (+2.74) o The Fall 2021 health and dental fee was set at 636.73 by our insurers. In recognition of the increased financial burden on Graduate and Professional students due to the COVID-19 pandemic, the SGPS will be subsidizing the cost by 10$/ Student • Faculty Society Fees o Each faculty was emailed in advance to give them the opportunity to reduce their fees as they see fit. All societies predicted a return to normal services and opted to return their fees to the rate before summer 2020 • Bus-It Fee o During the early days of the pandemic the AMS had made the decision with the City of Kingston to terminate the ‘Bus-it’ contract which provided students with a bus pass. The SGPS and AMS will continue to support students by providing a subsidy to offset the cost of buying a bus pass directly from the City of Kingston
I thank you for taking the time to catch up with the SGPS and I look forward to continuing to serve Graduate and Professional students at Queen’s University.
Yours in Health and Wellness,
Justine Aman BAH, MSc(c) President, Society of Graduate & Professional Students
Page 80 of 300 ITEM: 2021 Joint QUAA & QSAA Report
Queen’s University Alumni Association Queen’s Student Alumni Association
2021 Joint Report to the Board of Trustees
Reports Prepared By: QUAA President – Rico Garcia, Artsci’13 QSAA President – Megan Divecha, Artsci’22
April 2021
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QUAA President Report The official mission of the QUAA is "to reach out and foster a lifelong association with Queen's, to engage our members in the life and work of the University, and to serve the alumni community in all its diversity." Below is a recap of how, during a challenging year, we at the QUAA Board have aimed to stay true to that mission. 1- Reaching out and fostering a lifelong association with Queen’s Welcoming 2020 Grads – Recognizing that the Class of 2020 missed out on convocation and many other traditions given COVID-19, we recruited 100+ alumni volunteers to call 3,000+ new graduates and personally welcome them to the alumni association. We also launched the “Notebook Project” – a personalized gift that was sent to all graduates to acknowledge their unique situation and provides them with a pathway for beginning a journey of giving.
Shifting programming to virtual events – One of the best ways in which we foster community is through our Branch alumni network. In 2020-2021, our Branches had to pivot from in-person to virtual events, and they did so seamlessly – delivering dozens of virtual events covering a wide range of topics. A few memorable events included: the Ottawa Branch panel on reconciliation, the Calgary Branch Wine and Cheese event, and the recent panel on Spring Wellness, held by the Toronto Branch.I was pleased to see many of our branches participate in informal university events like the CFRC / Grad Club weekly Trivia – small touch points that provided a sense of community to many alumni, something that is especially important in a time in which many are suffering from isolation
Hosting a Virtual Homecoming - While almost everyone would have preferred to have been in Kingston for Homecoming, our first-ever Virtual Homecoming was a success - engaging nearly 2,000 alumni and friends from across the Globe (many of whom have not been engaged for years and would normally not be able to engage due to the logistical challenges of traveling back to Kingston). While it’s hard to rival the in-person experience, in the future, our hope is to always have a virtual component complement the in-person event so we can continue to engage a wider audience 2- Engaging our members in the life and work of the University Continuing the Conversation – On February 3, 2021 I had the pleasure to host Principal Patrick Deane in a Townhall with alumni so he could share his reflections on The Conversation and gather further input from our alumni community on the direction of the university. I’m excited to host him again at our upcoming Annual General Meeting University Governance – I have personally had the pleasure to bring an alumni lens to various university committees, including: The Macdonald Hall Building Name
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Consultation Advisory Committee to the Dean, The Advisory Committee to the Principal Regarding the Selection of a Candidate to Serve as Queen’s University’s 15th Chancellor, The External Relations and Development Committee of the Board of Trustees, University Council meetings, and the Honorary Degrees Committee. The members of our Board have also played a role in other important university conversations in matters relating to branding, philanthropy, naming, and athletics. With a recently revamped Alumni Assembly, my hope is to further leverage this body of volunteer leaders as a feedback loop for the administration
Philanthropy – Our Board members continue to support the university not only with their volunteering but also through financial contributions. For another year (now 10+ in a row), our Board achieved 100% participation – meaning every single member donated to Queen’s in the last fiscal year. Our next challenge is to further expand this culture to include the members of Assembly and other volunteer leaders (i.e., Reunion Coordinators, Branch Executive committees, etc.) 3- Serving the community in all its diversity
In the wake of the anti-Black racism movement and the sharing of the many challenges faced by minority students and alumni at Queen’s (as represented in “@StolenbySmith”), the QUAA Board made a series of EDII Commitments this past summer, including: Creating and delivering onboarding and ongoing diversity, equity, inclusion, and indigenization training for all Board members and volunteer leaders Building a robust and diverse pipeline of future volunteer leaders Offering additional support to the Queen’s Indigenous Chapter and the Queen’s Black Alumni Chapter Facilitating the creation of new Chapters (e.g., LGBTQ+ Chapter) that can create new ways of engaging and belonging within the QUAA Amplifying the alumni voice and stories of Black, Indigenous, and People of Colour (BIPOC) in our social media channels Engaging in idea-sharing with Branches on how best to take affirmative action in their respective communities Increasing the number of BIPOC nominations received for QUAA Awards Celebrating alumni advancing racial and social justice in our community Highlighting Giving opportunities to Queen’s with a Diversity, Equity, Inclusion, and Indigeneity angle with our greater alumni community Featuring BIPOC donors and the difference they have made for Queen’s Ensuring Homecoming / Reunion festivities and traditions are inclusive of our diverse alumni body Since making the above commitments, we as a Board have made strides in a few areas but still have a long way to go. Our progress to date includes: (1) updating our application and outreach process for the QUAA Awards to ensure more members of the BIPOC and other underrepresented communities are nominated, (2) transforming
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our Alumni Volunteer Summit portfolio into a series of virtual EDII advocacy and education focused events, (3) amplifying BIPOC voices at different branch events (e.g., Toronto Quarterly calls, Ottawa’s Reconciliation and Remembrance panel), (4) shifting the philanthropic efforts of our Board and volunteers to being EDII focused, and (5) highlighting diverse voices in social media channels (e.g., during Black History month). I hope you enjoyed reading the above update. Thank you for continuing to support Queen’s and the QUAA. I welcome any feedback on how we can continue to stay true to our mission moving forward. Cha Gheill, Rico Garcia, Artsci’13 57th Volunteer President, Queen’s University Alumni Association Chair, QUAA Board of Directors [email protected] | www.linkedin.com/in/ricopgarcia
QSAA President Report The Queen’s Student Alumni Association (QSAA) prepares students for success as engaged Queen’s alumni by connecting them to their future.
As with all campus activities, the QSAA had to evolve and adapt to accomplish their mission during the pandemic. While COVID-19 shifted the delivery of all core programs for QSAA, some unexpected benefits were realized to further support the ability to evolve the transition from students to alumni.
20-21 Shift to Online Program Delivery • The pandemic forced all programming online, challenging the delivery of existing learning and networking opportunities. However, this shift also allowed for alumni speakers and instructors to participate from all around the world (Canada, UK, USA, Mexico), and made it possible for attendees to access from remote locations.
• The QSAA explored the latest technology solutions to deliver outside-the- classroom programming. The most successful example was the Virtual Reality Interview workshop, hosted by InStage.io, a company co-founded by a Queen’s 2014 Engineering graduate. This innovative application to help students and young alumni better prepare for interviews during a time of social and physical isolation helped QSAA provide a current and relevant solution that was very well received. QSAA 21-22 Focus • Applying the principles of effective pandemic planning and programming, the QSAA will energize the internal ambassador team, and make strong cross- campus partnerships to expand outreach and appeal to a greater population of students.
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• Committing to industry best practices regarding equity, diversity, and inclusion will position the QSAA as campus leaders. By showcasing the student and alumni community in all its diversity, recruiting members from various faculties, years, and cultural backgrounds, and removing potential barriers to success, the QSAA is firmly committed to establishing these priorities.
• Re-igniting student philanthropy during a global pandemic through transparent and educational workshops and communications to showcase the impact of a philanthropic mindset. This will be accompanied by continuing the QSAA Tricolour Giving Campaign – direct fundraising by students, for students, to meet Queen’s priorities.
Looking forward, the QSAA will leverage their peer-to-peer voice to inspire Queen’s future alumni and prepare them for success after graduation through professional development opportunities.
Cha Gheill!
Megan Divecha, Artsci’22 (Politics & Certificate in Business) President, Queen’s Student Alumni Association [email protected] linkedin.com/in/megandivecha
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Page 85 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy
BOARD OF TRUSTEES Report
Date of Report: To: Board of Trusteesrd of Trustees 4/17/20212021 Date of Audit and Risk Committee From: University Secretariat and Legal Counsel and Risk Committee Approval: 4/16/2021 Date of Board Subject: Harassment and Discrimination Prevention and Response Committee Policy Meeting: 4/16/2021 Date of Board Responsible University Secretariat and Legal Counsel Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION
THAT the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve that effective September 1, 2021 the Harassment and Discrimination Prevention and Response Policy be approved and the Harassment/Discrimination Complaint Policy and Procedure be rescinded, provided that any formal complaint initiated under the current policy prior to September 1, 2021 may be concluded in accordance with it; and,
THAT authority to approve procedures under the Harassment and Discrimination Prevention and Response Policy be delegated to the Senior Leadership Team.
3.0 EXECUTIVE SUMMARY
Work to develop a single harassment and discrimination policy for the university has been underway over the past three years. The university currently has two policies covering this subject and concerns have been expressed about a lack of awareness of pathways to bring forward concerns about problematic behaviours and the complexities of those pathways. The Harassment and Discrimination Prevention and Response Policy will replace existing policies and create a single intake point for initiating complaints and reports of harassment or discrimination. The Secretariat will act as the intake office, consistent with its current role under the Sexual Violence Policy. In addition to individual experiences of harassment and discrimination, reports and complaints of
Page 86 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy - 2 - systemic (adverse effect) discrimination in the university’s policies, procedures, and practices may also be raised under the revised policy. The new single policy for the entire campus meets best practices, is compliant with legislation, and supports clarity for the community in addressing concerns of harassment and discrimination.
The policy addresses recommendations from the Principal’s Implementation Committee on Racism, Diversity and Inclusion (“PICRDI”) as they related to current structures for managing harassment and discrimination and drives alignment of language with the Student Code of Conduct.
Individuals who do not wish to make formal reports or complaints about harassment or discrimination may still receive supports and advice through the Office of Human Rights, the Ombudsperson, and various offices across the University, and may seek alternative resolutions facilitated by the Human Rights Office, and/or the Office of Indigenous Initiatives.
On March 23, 2021 the Senate endorsed the policy and, subject to approval by the Board of Trustees, agreed to the recission of the current Senate approved and Board ratified Harassment/Discrimination Complaint Policy and Procedure.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
Development of a single policy for the intake and resolution of concerns about harassment and discrimination at the University responds to concerns expressed by the community about confusion regarding the systems and structures for addressing negative experiences of students, faculty and staff at the university. It clarifies the process for bringing forward concerns about systemic discrimination in the university’s policies, procedures and practices, supporting cultural change.
The policy and associated procedures meet the requirements of the Occupational Health and Safety Act in respect of workplace harassment and reprisal and support the obligation of the university to comply with the Ontario Human Rights Code.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
4.1.1 PICRDI Recommendations The revised draft policy and procedures address recommendations made by PICRDI concerning the Interim Workplace Harassment and Discrimination Policy (“Interim Policy”), and harassment and discrimination generally, through: • Inclusion of a more contextual definition of discrimination, express reference to racism and a full articulation of all grounds of prohibited harassment and discrimination currently recognized within the Ontario Human Rights Code; • Shifting oversight of formal processes away from individual offices to a central coordinated team. The new process will bring multiple lenses to the review and investigation of complaints and reports of harassment and discrimination and creates the potential to provide reporting not only of incidents that are resolved through the use of the formal complaint and reporting procedures, but also of resolutions that are reached without the use of these formal structures. This will provide a broader picture
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of campus culture and the work that is done, sometimes quite informally, to resolve concerns. This also drives consistency in approach in respect of the interpretation and application of the policy and procedures and ensures integrity in resolutions of individual complaints through the reporting of outcomes; • Streamlining of harassment and discrimination policies into one policy that covers the entire university community; • Clarity of resources and supports for persons seeking redress under the policy; • The capacity for students to be complainants, not simply reporters, in respect of harassment or discrimination alleged to be perpetrated by a member of the staff or faculty; and, • The express exemption of reporting by the Human Rights Office and the Ombudsperson to allow complainants agency in respect of how, or whether, they would like conduct addressed.
5.0 ENTERPRISE RISK ASSESSMENT
The risk most directly related to this initiative is the Student Health, Wellness, and Safety Risk.
The simplicity brought by a single policy addressing harassing and discriminatory conduct on the campus creates clarity about the ways to address these experiences and support students, staff and faculty. The assessment team approach will bring a holistic view to complaints and reports of harassment and discrimination and position the university to not only respond to individual incidents, but to assess where more education or training may be required to address concerns about climate and culture.
Enhanced transparency regarding how the university manages these concerns will ensure that the Audit and Risk Committee has more information to allow it to adequately oversee its risk management responsibilities and discharge the requirements contained within Section G 1. of its Terms of Reference. Conversations have commenced about how reporting under the policy can be aligned with information gathering and reporting of Human Resources, the Human Rights and Equity Office, the Office of the University Ombudsperson, Faculty Relations and Student Affairs. This should enhance insight into culture and develop better intelligence about emerging trends and the effectiveness of mitigation efforts.
6.0 ANALYSIS
6.1 Background The current version of the Harassment/Discrimination Complaint Policy and Procedure was approved by the Senate and ratified by the Board in 2000 (the “2000 Policy”). Attempts were made to review and update this Policy, beginning in 2006, but were unable to be completed for a variety of reasons. This policy does not comply with the current requirements of the Occupational Health and Safety Act as it contains no investigative process in response to complaints of harassment in the workplace. It is also limited in its scope to issues of harassment and discrimination that are based on grounds protected by the Ontario Human Rights Code and expressly excludes workplace and personal (non-Code based) harassment. Complainants who allege harassment or discrimination must muster their own evidence and present their case to an internal tribunal chaired by a faculty
Page 88 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy - 4 - member from the Faculty of Law and populated by a student and either a faculty member or staff member. The processes utilized create the potential for conflicting outcomes and decision-making within the university.
In 2016, an Interim Workplace Harassment and Complaints Policy (the “Interim Policy”) was implemented by the senior administration to ensure the university was compliant with changes made to the Occupational Health and Safety Act at that time. Those changes were passed in June of 2016 and required specific approaches to the investigation of workplace harassment to be in place by early September of that same year. There was little time for consultation, which was why the term ‘interim’ was attached to this policy, recognizing that a process of review and engagement with stakeholders would need to occur in a manner that could not be done over the summer months. This policy is a workplace policy and therefore generally does not take harassment or discrimination perpetrated by students into its scope (unless those students are also employees and the conduct occurred in the course of their workplace duties)1. Students who experience harassment or discrimination at the hands of staff or faculty may report such conduct, but cannot be complainants under the Interim Policy. This has led to dissatisfaction among students because of the limited information sharing that results from their status of reporter.
6.2 Process of Policy Development
The 2017 report of PICRDI called for adjustments to the Interim Policy to address the needs of equity-deserving groups, for the process of bringing forward complaints of harassment or discrimination to be changed, and for greater context to be provided in the definitions of harassment and discrimination. A working group (see Attachment A) to review the existing policies was constituted in 2018, initially with a subset of its current membership, which grew to add expertise as draft policies and procedures were developed for community consultation.
6.3 Principles
Key principles informing the development of the policy and procedures included: • The desire to implement the recommendations of PICRDI; • The preference for one harassment and discrimination policy covering all university community members; • Compliance with the requirements of the Occupational Health and Safety Act respecting the need for investigations and, by extension, the elimination of the Harassment/Discrimination Complaints Board – an internal tribunal that decides on complaints under the 2000 Policy; • The desire to broaden perspectives at the intake stage and develop a community of expertise; • Creation of structures to enable ongoing reporting to the Audit and Risk Committee to support the Committee in fulfilling its duties under Section G 1. of its Terms of Reference; and,
1 Students who are employees and are accused of harassment or discrimination outside of the context of their employment responsibilities may still be subject to employment repercussions related to conduct that goes to the heart of the employment relationship and impacts the reputation or other legitimate interests of the employer. In such cases joint investigations are often carried out by the Student Conduct Office and Employment and Labour Relations.
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• The need to clarify processes for raising issues about systemic (adverse effect) discrimination in the university’s policies, procedures, and practices.
6.4 Mandatory Reporting
In 2019, concerns were raised about a former provision within the Sexual Violence Policy, which required a form of mandatory reporting by Queen’s faculty and staff of disclosures of sexual violence experienced by students.
The Harassment and Discrimination Prevention and Response Policy contains a provision requiring mandatory reporting of workplace harassment, discrimination, or reprisal only, and only by persons of authority. This is a statutory compliance requirement, as knowledge of persons of authority can be imputed to the employer and trigger employer obligations under the Occupational Health and Safety Act. Workers who are not in charge of a worker or a workplace have no mandatory requirement to report workplace harassment, discrimination or reprisal but are encouraged to do so, and no mandatory requirements to report are imposed upon anyone outside of the context of workplace matters.
6.5 Consultation Process
The Secretariat executed a comprehensive consultation framework for the proposed Policy and procedures. This included: • Meeting with the executives from bargaining units and health and safety committees across the university; • Posting of a draft policy and procedures for feedback between December 14, 2020 and January 29, 2021; • Sharing a summary of feedback from the first round of consultation with the community; • Posting revised drafts for feedback between February 22 and March 5, 2021; and, • Meeting with a number of individuals and groups across the campus including the University Council on Anti-Racism and Equity, the Senate Educational Equity Committee, and the Senate.
On March 23 the Senate passed a motion endorsing the provisions contained within the policy and procedures and that the 2000 Policy be rescinded on adoption of the policy by the Board of Trustees.
7.0 FINANCIAL IMPLICATIONS There are no unbudgeted financial implications associated with adoption of the policy and procedures. Harassment and Discrimination investigations are currently managed within department and centralized budgets. The policy does not require any changes in this regard.
8.0 COMMUNICATIONS STRATEGY
The implementation date for the new policy is September 1, which allows time for an implementation team to be assembled to complete the work necessary to ensure intake structures are established and communicated, operating procedures and standard practices are developed, and education and training plans can be finalized.
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A dedicated webpage will be developed to house the policy, the procedures, the flowcharts, information and links to the various offices across the university that have roles related to support, education, training and awareness.
Regularized communications about the policy will be necessary going forward and educational resources will need to be developed and deployed in a coordinated fashion across the University. The implementation team will be led out of Human Resources and will include key members of the Working Group with roles and responsibilities under the policy, as well as others.
Reporting standards will be developed and a process of regularized reporting to the Audit and Risk Committee and the community on the policy will be instituted. Discussions about cadence and content will occur with the Committee beginning in fall 2021.
A full communications plan will be developed with the assistance of University Relations.
9.0 INPUT FROM OTHER SOURCES
Input on the policy and procedures was provided by: • Senior Leadership Team • Bargaining Unit Executives • Health and Safety Committees • UCARE • The Senate • Members of the Queen’s community • Members of the Working Group
ATTACHMENTS
A – Working Group Members B – Harassment and Discrimination Prevention and Response Policy C – Complaints Procedure (provided for information only) D – Reporting Procedure (provided for information only)
Page 91 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy ATTACHMENT A
Working Group Membership
J. Aman, President, SGPS
M. Blennerhassett, Faculty Member
H. Cole, Executive Director, Office of the Principal and Senior Advisor to the Principal
L. Daneshmend, Faculty Senator
J. den Otter, President, AMS
S. Hiemstra, Rector
J. Hill, AVP Indigenous Initiatives and Reconciliation
L. Hood, University Ombudsperson
B. Lotan, Sexual Violence Prevention and Response Coordinator
D. Langham, Director, Environmental Health and Safety
L. Knox, University Secretary – Chair
D. McKeown, AVP (Faculty Relations)
S. Millan, AVP (Human Resources)
K. Murphy, Executive Director, Risk and Safety Services
L. Newton, University Counsel
J. Pfleiderer, Associate Director, Human Rights Advisory Services
M. Seal, Legal Counsel
T. Shearer, Deputy Provosts (Operations and Inclusion)
S. Simpson AVP (Human Rights, Equity and Inclusion)
A.Tierney Vice-Provost and Dean, Student Affairs
L. Winger, Assistant Dean (Support Services and Community Engagement)
Page 92 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy Version 44–Draft for Bot (May 7-21 Meeting) ATTACHMENT B
POLICY
Harassment and Discrimination Prevention and Response Policy
Category: Leave this blank; a category will be assigned
Board of Trustees - pending Approval:
Responsibility: University Secretary
Date initially approved: Date of Date: last revision:
TABLE OF CONTENTS
1. Purpose / Reason for Policy ...... 1
2. Policy Statement ...... 2
3. Scope of this Policy ...... 3
4. Resources and Information ...... 3
5. Alternative Resolution ...... 4
6. Roles and Responsibilities ...... 5
7. Policy Review ...... 9
8. Transition ...... 9 APPENDIX 1: GLOSSARY OF TERMS ...... 11
APPENDIX 2: INFORMATIONAL COMMENTARY ABOUT DISCRIMINATION ...... 16
APPENDIX 3: POLICY FLOWCHART ...... 20
APPENDIX 4: COMPLAINT PROCEDURE FLOWCHART ...... 21
APPENDIX 5: REPORTING PROCEDURE FLOWCHART ...... 22
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POLICY
Harassment and Discrimination Prevention and Response Policy
Category: Leave this blank; a category will be assigned
Board of Trustees - pending Approval:
Responsibility: University Secretary
Date initially approved: Date of Date: last revision:
Capitalized terms used in this policy are defined in the Glossary of Terms.
1. PURPOSE / REASON FOR POLICY
1.1. This Policy supports the prevention of Harassment and Discrimination at the University and the effective response to Reports and Complaints of Harassment, Discrimination, and Reprisal. 1.2. The processes supporting this Policy include: a) A Complaint Procedure: An individual (“Complainant”) who feels they have experienced Discrimination, Harassment or Reprisal can file a Complaint under the Harassment and Discrimination Complaint Procedure. Individuals who do not want to file a Complaint can also pursue an alternative resolution (see Section 5); and, b) A Reporting Procedure: An individual who witnesses or becomes aware of Harassment, Discrimination, Reprisal or Systemic Discrimination (“Reporter”) is encouraged to submit a Report under the Harassment and Discrimination Reporting Procedure. A Person of Authority who witnesses or becomes aware of Workplace Harassment, Discrimination, Reprisal or Systemic Discrimination must submit a Report. 1.3. The University also has a Policy on Sexual Violence Involving Queen’s University Students, that describes how Complaints of sexual violence (which includes Sexual Harassment) involving students will be handled. Students who have experienced sexual violence should refer to the Sexual Violence Policy and can contact the Sexual Violence Prevention and Response Coordinator for support and advice about the supports and processes available to them. Page | 1
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2. POLICY STATEMENT
2.1. Queen's University (“Queen’s” or “the University”) values maintaining an environment free of, and will not tolerate, Harassment, Discrimination and Reprisal. This includes Harassment and Discrimination on the basis of race, gender identity, ancestry, gender expression, place of origin, age (18 years or older), colour, record of offences (employment only), ethnic origin, marital status, citizenship, family status, creed, sexual orientation, sex, and disability. 2.2. It is the responsibility of all members of the University Community to strive to create an environment free of Harassment and Discrimination in their areas of responsibility and in their interactions with others. Included within the ambit of that responsibility is the pursuit of an awareness of what constitutes Harassment and Discrimination, a knowledge of the procedures that are in place for dealing with allegations of Harassment and Discrimination, and cooperation in the processing of Complaints and Reports made under this Policy. Excellence in teaching, learning, research, scholarship, and the service of the University and that of its graduates in and to the community at large, the nation, and the community of nations can only be achieved when all members of the University Community are free to work, live and learn in an environment which does not Harass or Discriminate against them or tolerate Reprisals. 2.3. Every member of the University Community needs to understand that behaviours influenced by or that demonstrate evidence of conscious or unconscious bias, prejudice, negative stereotypes, etc., are often the root cause of Harassment and Discriminatory conduct. Further information is set out in the Informational Commentary in Appendix 2. Whether or not conduct meets the threshold for the definitions of Discrimination or Harassment in this Policy, conduct influenced by conscious or unconscious bias, prejudice, negative stereotypes, etc., can nevertheless impact participation by a member(s) of the University Community in the University’s living, learning, or working environments. The University's approach to combatting such conduct will often be remedial and will include education and initiatives to advance equity, diversity, inclusion, anti-racism, and indigenization on campus. Queen’s will foster respectful and inclusive living, learning, and working environments for all University Community members. 2.4. Queen’s will provide information and instruction to University Community members about Harassment and Discrimination, and about this Policy and its Procedures. 2.5. Queen’s will act promptly to resolve concerns about Harassment, Discrimination, and Reprisals and will be proactive in the removal of identified systemic barriers. 2.6. Queen’s will respect the privacy of individuals involved in Complaints and Reports and will collect, use, and disclose their personal information only for legitimate, stated purposes, as defined in this Policy and its Procedures. 2.7. Queen’s will respond to Complaints and Reports fairly and promptly. 2.8. Queen’s will keep Complainants and Respondents reasonably apprised of the status of investigations. 2.9. Making Complaints or Reports in bad faith or taking action to undermine the purpose of this
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Policy is prohibited. 3. SCOPE OF THIS POLICY
3.1. This Policy covers Harassment, Discrimination and Reprisal where: • the conduct takes place on University Property; • the conduct takes place at a University activity or on University business; • a University community member engages in conduct while representing or claiming to represent the University or an organization affiliated with the University; • the conduct adversely affects the reasonable participation by member(s) of the University Community in the University’s living, learning, or working environments; or, • the University has reasonable grounds to believe the conduct creates a risk to the health or safety of a member(s) of the University Community in the University’s living, learning, or working environments. 3.2. This Policy and its Procedures do not override or diminish the rights provided to employees under collective agreements. Where there is a conflict between this Policy or its Procedures and a collective agreement, the terms of the collective agreement shall govern. 3.3. Every bargaining unit member has the right to seek advice and assistance from their union at any point in a process under this Policy. An employee attending a meeting convened under this Policy may bring a union representative as their Advisor. 3.4. This Policy does not preclude individuals from pursuing resolution through external processes, including those offered by the Human Rights Legal Support Centre, the police, the Ontario Labour Relations Board, and the Human Rights Tribunal of Ontario. 4. RESOURCES AND INFORMATION
4.1. Faculty, staff, and students can seek out advice and information about Harassment and/or Discrimination from a variety of University resources. The following are official resources of the University that have undertaken training and education about the Policy and its Procedures that are available to provide advice and information on behalf of the University: • Campus Security & Emergency Services (“Campus Security”) • Environmental Health and Safety (“EH&S”) • Faculty Relations • Four Directions Indigenous Student Center • Faith and Spiritual Life • Human Resources • Human Rights and Equity Office o Human Rights Advisory Services o Equity Services o Sexual Violence Prevention and Response Coordinator • Office of Indigenous Initiatives
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• University Ombudsperson (“Ombudsperson") • Student Affairs (e.g., Student Conduct Office, Residence Life, Athletics & Recreation, Four Directions Indigenous Student Center) • Workplace Managers 4.2. The person seeking resources or information from any of the above offices will be told about: • this Policy and the definitions of Harassment and/or Discrimination; • the options available to address their inquiry or concern, including the Complaint or Reporting Procedure; and, • whether and how their problem might be resolved through alternative resolution (see Section 5 below), including speaking or writing to the person(s) whose conduct is of concern. 4.3. When providing resources or information staff in the above offices should consult on a confidential, no-names basis (unless the individual consents to their name being disclosed) with Faculty Relations, Human Resources, Student Affairs, and/or the Human Rights and Equity Office, as appropriate. 4.4. The above offices are resources available for information and advice; they can assist a Complainant in preparing a Complaint, but those wishing to file a Complaint may also do so directly to the University Secretary. 5. ALTERNATIVE RESOLUTION
5.1. The University recognizes that a variety of options and responses are required to be responsive to the needs of University Community members concerning issues of Harassment, Discrimination or Reprisal, without them necessarily having to invoke a formal Complaint and investigation procedure. 5.2. University Community members are encouraged to consult with Human Rights Advisory Services or the Office of the University Ombudsperson, who can help explore options for, or facilitate, an alternative resolution; these offices might also refer individuals to another appropriate University office to do so, including the Office of Indigenous Initiatives. 5.3. If an alternative resolution deals with the conduct of an employee, Human Resources or Faculty Relations, as appropriate, must be consulted about any proposed alternative resolution to ensure the requirements of any applicable collective agreement and of the Ontario Occupational Health and Safety Act are met. 5.4. If an alternative resolution deals with the conduct of a student, the Office of the Assistant Dean (Support Services and Community Engagement) must be consulted about any proposed alternative resolution. 5.5. If an alternative resolution is reached, the terms of the resolution will be formalized in writing; an anonymized and brief summary of the issue(s), the process undertaken to reach resolution, and the outcome of the resolution must be reported to the University Secretary.
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6. ROLES AND RESPONSIBILITIES
6.1. Person(s) of Authority a) The Principal’s Senior Leadership Team, senior administrators and all Persons of Authority will take steps to prevent Harassment and Discrimination, act when they become aware of instances of Harassment and Discrimination and support and promote this Policy and its Procedures. b) Queen’s will ensure Persons of Authority are provided with information and instruction that will enable them to recognize, assess, and address Workplace Harassment and Discrimination, and to understand how to respond appropriately when such incidents are alleged. c) Persons of Authority must submit a Report to the University Secretary with respect to incidents of Workplace Harassment, Discrimination or Reprisal that they witness or otherwise become aware of or if they become aware of a policy, process, or other circumstance they believe gives rise to Systemic Discrimination. 6.2. Employees, students, volunteers, and visitors to University Property a) Employees, students, volunteers and visitors must not engage in Harassment, Discrimination, or Reprisal. b) Employees, students, volunteers and visitors are encouraged to use the Reporting Procedure to report incidents of Harassment, Discrimination, or Reprisal when they witness such incidents. c) Employees and volunteers shall, and students and visitors are expected to, participate in any investigation or inquiry commenced under the Complaint Procedure or the Reporting Procedure. 6.3. The University Secretary a) The University Secretary receives all written Complaints and Reports on behalf of the University. The mandate of the University Secretary does not include providing advisory services to employees or students about Harassment and Discrimination or about procedural issues related to this Policy and its Procedures. b) The University Secretary is the Chair of the Intake Assessment Team. c) The University Secretary keeps records of all Reports, Complaints, and early resolution agreements/arrangements for the purpose of policy administration and for the purpose of reporting on statistics and trends. d) The University Secretary is responsible for maintaining this Policy and related Procedures. e) The University Secretary will ensure that designated new policies and policies that undergo review receive an equity impact assessment to identify potential elements of
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systemic/institutional inequity against an equity seeking group or groups1. Equity impact assessments will be undertaken by the person or unit responsible for the policy, in conjunction with staff from the Human Rights and Equity Office appointed by the Associate Vice-Principal (Human Rights, Equity, Inclusion) and staff from the Office of Indigenous Initiatives appointed by the Associate Vice- Principal (Indigenous Initiatives and Reconciliation). The Equity Impact Assessment shall be submitted with the draft policy at each stage in the policy’s approval process. 6.4. The Human Rights and Equity Office in collaboration with campus partners provides awareness training initiatives aimed at: (i) preventing and addressing Human Rights Code- based Harassment and Discrimination, including Systemic Discrimination, (ii) addressing underlying forms of oppression (e.g., ableism, racism, sexism, hetero/cis-sexism), and (iii) promoting an inclusive campus environment. 6.5. Human Rights Advisory Services a) Human Rights Advisory Services is a unit within the Human Rights and Equity Office, under the leadership of the Associate Vice-Principal (Human Rights, Equity, and Inclusion). Human Rights Advisory Services is responsible for awareness-raising and training initiatives aimed at preventing and addressing Discrimination, Systemic Discrimination and Human Rights Code- based Harassment (i.e., Discriminatory Harassment), addressing underlying ideologies and conduct that may give rise to oppression (e.g., ageism, ableism, racism, sexism, hetero/cis sexism) and promoting an inclusive campus that exemplifies a climate of understanding and mutual respect for all members of the University Community. Human Rights Advisory Services is available to the entire University Community to provide training, information, and guidance with respect to policies, procedures, publications, and materials to ensure that they do not include terms that are discriminatory or have a discriminatory effect. However, such education is a broader responsibility that requires many units and/or individuals across the University, including academic leaders, EH&S, Human Resources, Faculty Relations, Staff Managers and Student Affairs, to cooperate and collaborate with Human Rights Advisory Services in this endeavour. b) Human Rights Advisory Services is also available to provide information to individuals who perceive that they have been subject to Discrimination or Discriminatory Harassment and to ensure such individuals are fully aware of this Policy and related procedures, as well as procedural alternatives. The service provided by Human Rights Advisory Services is confidential, though Human Rights Advisory Services provides broad advisory services, with an important responsibility for helping the University maintain a living, learning, and working environment that is safe and free of Discrimination and Discriminatory Harassment. This may require the sharing of information in certain circumstances, and Human Rights Advisory Services shall balance the competing concerns in deciding when and how to share information, including by making a Report under the Reporting Procedure. Human Rights Advisory Services shall encourage individuals to share limited information in initial
1 Adapted from Rady Faculty of Health Sciences Policy, University of Manitoba Policy, Disruption of all forms of Racism
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consultations and advise individuals about the limits of confidentiality in working with individuals. c) Human Rights Advisory Services may assist to facilitate an Alternative Resolution under Section 5 of this Policy. d) Human Rights Advisory Services may initiate a Report or assist a Complainant with preparing a Complaint but does not adjudicate Complaints or initiate the Complaint Procedure, nor does it serve as an advocate for any individuals involved in a matter under this Policy. e) The Associate Vice-Principal (Human Rights, Equity, Inclusion) will receive Reports of Systemic Discrimination from the Intake Assessment Team and may provide advice to the appropriate Vice-Principal in their inquiry into the Report. Human Rights Advisory Services may review the policies and procedures implicated in a Report of Systemic Discrimination and, in collaboration with the University Ombudsperson, provide recommendations about changes to address Systemic Discrimination embedded in those policies and procedures. 6.6. The Office of the University Ombudsperson a) The Office of the University Ombudsperson is an institutional office with a mandate that includes advising employees and students about processes and procedural issues related to this Policy and its Procedures. This may include, for example, providing advice to a witness or Respondent involved in the investigation of a Complaint or Report. b) The services provided by the Office of the Ombudsperson are confidential, though the Office of the Ombudsperson is an advisor with an important responsibility for helping the University maintain a living, learning, and working environment that is safe and free of Discrimination and Harassment. This may require the sharing of information in certain circumstances, and the Office of the Ombudsperson shall balance the competing concerns in deciding when and how to share information, including by making a Report under the Reporting Procedure. The Office of the University Ombudsperson shall encourage individuals to share limited information in initial consultations and advise individuals about the limits of confidentiality in working with individuals. c) The Office of the University Ombudsperson may assist to facilitate an Alternative Resolution under Section 5 of this Policy. d) The Ombudsperson may initiate a Report but does not adjudicate Complaints or initiate the Complaint Procedure on behalf of individuals, nor does it serve as an advocate for any individuals involved in a matter under this Policy. e) The Ombudsperson will be copied by the Intake Assessment Team on Reports of Systemic Discrimination and may assist the appropriate Vice-Principal in their inquiry into the Report. The Ombudsperson will review policies and procedures implicated in a Report of Systemic Discrimination and in collaboration with Human Rights Advisory Services provide recommendations about changes to address Systemic Discrimination embedded in those policies and procedures. 6.7. The Non-Academic Misconduct Intake Office (“NAMIO”) a) Complaints and Reports submitted to the University Secretary alleging a student(s) engaged in conduct contrary to this Policy will, if referred for investigation by the Intake Assessment 7 | P a g e
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Team, normally be directed to the NAMIO, to be assessed and assigned to the appropriate NAM Unit under the Student Code of Conduct and its Procedures. b) Complaints or Reports involving a student enrolled in the Department of Postgraduate Medical Education as a Postgraduate Medical Trainee (“Resident”), either as Complainant or Respondent, will normally be referred by the Intake Assessment Team to the Office of the Associate Dean (Postgraduate Medical Education) to be investigated pursuant to the Resident Harassment and Discrimination Investigation Procedure. 6.8. Human Resources a) Human Resources, in conjunction with EH&S and Faculty Relations is responsible for providing managers and staff with appropriate training and instruction with respect to Workplace Harassment and Discrimination, including notifying them of this Policy and its related procedures. b) Human Resources is responsible for addressing Complaints and Reports involving employees, a responsibility it shares with the Faculty Relations Office, the Student Conduct Office, and Campus Security, depending on the circumstances. c) Human Resources may initiate a Report in response to information it receives concerning Harassment, Discrimination, or Reprisal or if it becomes aware of a policy, process, or other circumstance it believes gives rise to Systemic Discrimination. d) Human Resources will ensure that copies of this Policy and related procedures are posted on the Human Resources website. 6.9. Faculty Relations a) Faculty Relations, in conjunction with EH&S and Human Resources is responsible for providing faculty members and other academic staff with appropriate training and instruction with respect to Workplace Harassment and Discrimination, including notifying them of this Policy and its related procedures. b) The Faculty Relations Office is responsible for addressing Complaints and Reports involving faculty members and other academic staff, including members of the following academic bargaining units: • Queen's University Faculty Association • Public Service Alliance of Canada, Local 901 (Unit 1 -Graduate Teaching Assistants, Graduate Teaching Fellows, Graduate Research Assistants, and JD and MD Teaching Assistants) • Public Service Alliance of Canada, Local 901 (Unit 2 - Postdoctoral Fellows) • Any other bargaining unit or academic staff group that is assigned by the University to the Faculty Relations Office in the future. c) The Faculty Relations Office shares this responsibility with Human Resources, the Student Conduct Office, and Campus Security depending on the circumstances. d) The Faculty Relations Office may initiate a Report in response to information it receives concerning Harassment, Discrimination, or Reprisal or if it becomes aware of a policy, process, 8 | P a g e
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or other circumstance it believes gives rise to Systemic Discrimination. 6.10. Department of Environmental Health and Safety a) EH&S has the primary responsibility for overseeing compliance with the Occupational Health and Safety Act, including requirements related to Workplace Harassment. b) EH&S, in conjunction with Human Resources and Faculty Relations, is responsible for providing employees with appropriate information and instruction with respect to Workplace Harassment, including notifying them of this Policy and its related procedures. c) EH&S will ensure all Persons of Authority are provided with information and instruction that will enable them to recognize, assess, and address Workplace Harassment and will ensure Persons of Authority are aware of this Policy and related procedures. d) EH&S may initiate a Report in response to information it receives concerning Workplace Harassment, Discrimination, or Reprisal or if it becomes aware of a policy, process, or other circumstance it believes gives rise to Systemic Discrimination. e) EH&S will ensure that copies of this Policy and related procedures are posted on the established health and safety bulletin boards and its website. 6.11. Campus Security and Emergency Services a) Campus Security and Emergency Services supports the handling of Reports and Complaints by engaging with others in the development of individualized safety plans and interim measures. b) Campus Security is ordinarily responsible for addressing Reports and Complaints about visitor conduct. c) Campus Security may initiate a Report in response to information it receives concerning Harassment, Discrimination, or Reprisal or if it becomes aware of a policy, process, or other circumstance it believes gives rise to Systemic Discrimination 7. POLICY REVIEW
7.1. The University Secretary will ensure that this Policy, and all related Procedures, are reviewed as often as is necessary, and in any event, at least annually. Human Resources, Faculty Relations, the Student Conduct Office, Human Rights Advisory Services and EH&S will participate in comprehensive reviews, with EH&S being responsible for consulting with the University's Joint Health and Safety Committees, as appropriate. 8. TRANSITION
8.1. As of its effective date, this Policy, together with the Complaint Procedure and the Reporting Procedure, replaces and supersedes (i) the Senate Harassment/Discrimination Complaint Policy and Procedure, and, (ii) the Interim Workplace Harassment & Discrimination Policy, together with all associated and derivative procedures and any authority or provisions enacted in relation to them, except if an investigation, hearing or appeal has commenced prior to the effective date. All such investigations, hearings or appeals shall be completed in accordance with the policy and procedures that applied on the date the investigation,
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hearing, or appeal commenced. 8.2. The effective date of this Policy and its Complaint and Reporting Procedures shall be September 1, 2021. 8.3. After the effective date, all references to the Senate Harassment/Discrimination Complaint Policy and Procedure and the Interim Workplace Harassment & Discrimination Policy in any other applicable policy or procedure shall be deemed to refer to this Policy and its Procedures and all other such policies and procedures shall be amended accordingly as soon as practical, but in any event no later than their next regular review.
Contact Officer
Date for Next Review Year/Month/Day
Related Policies, Procedures and Guidelines Harassment and Discrimination Complaint Procedure Harassment and Discrimination Reporting Procedure Student Code of Conduct & its Procedures Policy on Sexual Violence Involving Queen’s University Students Resident Harassment and Discrimination Prevention Procedure Free Expression at Queen’s University Policy Policies Superseded by This Policy Interim Workplace Harassment & Discrimination Policy Senate Harassment/Discrimination Complaint Policy and Procedure
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APPENDIX 1: GLOSSARY OF TERMS
1. "Discrimination":
a. is a distinction relating to personal characteristics of an individual or group based on a ground protected by the Ontario Human Rights Code that has the effect of imposing burdens, obligations or disadvantages on such individual or group not imposed upon others, or that withholds or limits access to opportunities, benefits, and advantages available to other members of society;
b. can be direct, indirect, or systemic in nature;
c. need not be intentional;
d. includes a distinction imposed because of a person’s or group’s relationship to, association with, or dealings with, another person or persons who are identified by a protected ground; and,
e. includes a failure to accommodate the needs of individuals related to one or more grounds protected by the Ontario Human Rights Code, unless doing so would cause undue hardship. The duty to accommodate must be fulfilled in accordance with the principles of dignity, individualization, and inclusion; but,
f. does not include restricting membership in a special interest group that is primarily engaged in serving interests of people identified by a prohibited ground to people who are similarly identified.2
“Systemic Discrimination” refers to policies, practices, patterns of behaviour or attitudes that are part of the social or administrative structures of an organization, and that while appearing neutral on the surface nevertheless have an “adverse effect” or exclusionary impact on people based on a ground protected by the Ontario Human Rights Code.3 Examples of Systemic Discrimination include:
• not permitting time away from work or studies for religious or spiritual practices other than on statutory holidays; • less favourable differential career opportunities or career paths for qualified members of equity seeking groups; • failing to deal with discriminatory incidents or downplaying their seriousness because, for example, “no harm was intended.”
2 See Ontario Human Rights Code, Section 18 3 See Ontario Human Rights Code, Section 11 (adverse effect discrimination); Ontario Human Rights Commission: Policy on Ableism and Discrimination Based on Disability; and Racism and Racial Discrimination: Systemic Discrimination (fact sheet). 11 | P a g e
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Protected grounds under the Ontario Human Rights Code include:
• race • gender identity • ancestry • gender expression • place of origin • age (protected only in relation to those 18 years or older) • colour • record of offences (protected in relation to employment only) • ethnic origin • marital status • citizenship • family status • creed • sexual orientation • sex • disability, and • any other ground that may subsequently be designated as protected under the Ontario Human Rights Code 2. "Harassment" means engaging in a course4 of vexatious comment or conduct that exceeds the bounds of free expression or academic freedom as these are understood in University policies5, which is known or ought reasonably to be known to be unwelcome. This includes not merely direct and intentional acts of Harassment, but also includes engaging in verbal or non-verbal behaviour or communication that is known or ought to reasonably be known to be hostile, intimidating or threatening, or that deliberately seeks to control or manipulate or otherwise harm another person, and can include comment or conduct through any electronic media regardless of where it originates. While it might be, Harassment need not be connected to a ground protected by the Ontario Human Rights Code.
Differences of opinion, personality conflicts, or disagreements between individuals are not generally considered to be Harassment. Harassment, defined above, can take on a variety of specific forms; some commonly recognized forms include: "Discriminatory Harassment" is a form of Harassment (engaging in a course6 of vexatious comment or conduct that exceeds the bounds of free expression or academic freedom as these are understood in University policies)7 against a person or group, which is known or ought reasonably to be known to be unwelcome) that is based on one or more grounds protected by the Ontario Human Rights Code. Discriminatory Harassment also includes Harassment based on a person’s relationship to, or association with, or dealings with, a person or persons identified by one or more protected grounds. Discriminatory Harassment may include, for example, racist jokes, sexual harassment, gender-based harassment and microaggressions
4 A single incident can be sufficiently egregious as to constitute Harassment. 5 e.g., See the Free Expression at Queen's University policy. 6 A single incident can be sufficiently egregious as to constitute Harassment. 7 e.g., See the Free Expression at Queen's University policy. 12 | P a g e
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“Harassment by Provocation or Incitement” is a form of Discriminatory Harassment involving public behaviour that exceeds the bounds of free expression or academic freedom as these are understood in University polices8, which incites hatred, contempt for, or revulsion or severe ridicule of, a person or group of people because of or based on one or more grounds protected by the Ontario Human Rights Code or because of a person’s relationship to, or association or dealings with, such a person or group.9 "Sexual Harassment means a course of vexatious comment, conduct and/or communication of a sexual nature or based on sex, sexual orientation, gender, gender identity or gender expression that is known, or ought to have been known to be unwelcome. Depending on the circumstances, one incident could be significant or substantial enough to be considered Sexual Harassment. Sexual Harassment includes but is not limited to: • unwanted sexual solicitations, attention, advances, or comments and gestures (including songs and chants); • stalking; • the display of sexually suggestive pictures, posters, objects, or graffiti; • the implied or express promise of benefits or advancement in return for sexual favours; • threats of reprisals for rejecting unwanted solicitations or advances; • engaging in conduct or making a comment(s) that creates a poisoned environment for individuals of a specific sex, sexual identity, gender identity or gender expression; • non-consensual posting of pictures, aggressive comments, and slurs of a sexual nature on any form of social media or other electronic media; • non-consensual physical contact of a sexual nature (including Sexual Assault); and • sexual conduct that interferes with an individual's dignity, or privacy such as voyeurism and exhibitionism. “Workplace Harassment10” is engaging in a course11 of vexatious comment or conduct against a worker in a workplace that is known or ought reasonably to be known to be unwelcome. Workplace Harassment includes Sexual Harassment and Discriminatory Harassment in the Workplace. Differences of opinion, personality conflicts, or disagreements between co-workers are not generally considered to be Workplace Harassment. Reasonable action(s) taken by the University or by a Person of Authority, relating to the management and direction of workers or the Workplace is not Workplace Harassment.
8 e.g., See the Free Expression at Queen's University policy 9 See for example, Rady Faculty of Health Sciences Policy, University of Manitoba Policy, Disruption of all forms of Racism; Southern Cross University Harassment, Bullying and Discrimination Prevention Policy; and University of Southern Queensland Harassment and Discrimination Complaint Resolution for Students Policy and Procedure 10 Occupational Health and Safety Act, R.S.O. 1990, c. O.1 11 A single incident can be sufficiently egregious as to constitute Harassment 13 | P a g e
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Reasonable management actions could include things such as changes in work assignments, scheduling, job/performance assessment and evaluation, workplace inspections, implementation of health and safety measures, and disciplinary action. If these actions are not exercised appropriately, they may constitute Workplace Harassment. • Workplace Harassment can involve unwelcome words or actions that are known or should be known to be offensive, embarrassing, humiliating, or demeaning to a worker or group of workers, in a workplace. • Workplace Harassment can also include behaviour that intimidates, isolates, or even discriminates against the targeted individual(s). This may include: • making remarks, jokes or innuendos that demean, ridicule, intimidate, or offend; • displaying or circulating offensive pictures or materials in print or electronic form; • bullying; • repeated offensive or intimidating phone calls or e-mails; 3. “Intake Assessment Team” is the group, chaired by the University Secretary, responsible for the initial determination of whether the allegations in a Complaint or Report, if proven to be true, would constitute Harassment, Discrimination, Systemic Discrimination, or a Reprisal (i.e., whether the allegations establish a prima facie case), and if so, for the referral to the appropriate Receiving Office for investigation.
The core of the Intake Assessment Team is comprised of: • the University Secretary, as Chair • the Associate Vice-Principal (Human Rights, Equity & Inclusion) • the Associate Vice-Principal (Human Resources) • the Director, Environmental Health & Safety or an assigned delegate authorized to act on behalf of any of these individuals. The Intake Assessment Team may be adjusted from time to time at the discretion of the University Secretary, to include individuals who may inform the proper assessment of a Complaint or Report (for example, if a Complaint or Report alleges conduct by a faculty member the Intake Assessment Team may include the Associate Vice-Principal (Faculty Relations); if a Complaint or Report alleges conduct by a student the Intake Assessment Team may include the Assistant Dean (Support Services and Community Engagement).
4. "Person(s) of Authority" means any person who has charge of a Workplace or authority over a Queen’s employee.
5. “Receiving Office” is the University office to which a Complaint or Report has been referred by the Intake Assessment Team. This generally includes, but is not necessarily limited to, any of: the Employee and Labour Relations Unit in Human Resources, Faculty Relations, Campus Security and Emergency Services, the Office of the Associate Dean (Postgraduate Medical Education)12 or the NAMIO (NAMIO will refer the case to the appropriate non-academic misconduct unit under the
12 See Section 6.7(b) for circumstances in which Complaints and Reports will be referred to the Associate Dean (Postgraduate Medical Education) 14 | P a g e
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Student Code of Conduct and its procedures).
6. “Reprisal” means the act of penalizing, intimidating, or coercing an individual for acting in good faith to carry out or assist with any step provided for in the Complaint Procedure or the Reporting Procedure made under this Policy. Engaging in an act of Reprisal constitutes a breach of this Policy.
The imposition of discipline or other sanctions for the making of a Report or Complaint in bad faith is not an act of Reprisal. 7. "Respondent" refers to anyone who is alleged to have engaged in behaviours of Harassment, Discrimination, or Reprisal in a Report or Complaint.
8. “University Community” includes, without limitation, employees, students, volunteers, visiting professors, contractors, visitors, student groups, and other individuals who live, work, or study at, or carry out services for, the University.
9. “University Property” means property owned, rented, or otherwise used by the University.
10. "Workplace" means any place where a Queen’s employee engages in employment activity. This includes virtual/online workspace, employment activities outside the normal place of work, and employment activities that occur outside of normal working hours.
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APPENDIX 2: INFORMATIONAL COMMENTARY ABOUT DISCRIMINATION
The following commentary is included for informational purposes; it is intended to provide context about the nature of discrimination and some of its causes/manifestations. It is not intended to be exhaustive, nor is it intended to alter or re-state the definitions in the Glossary of Terms. This Appendix may be amended from time to time on the advice of the Associate Vice-Principal (Human Rights, Equity & Inclusion) Discrimination generally involves action, such as treating a person or group in a particular way, or a failure to make reasonable accommodation for a person or group, based on a ground protected by the Ontario Human Rights Code. Discrimination can be experienced on multiple, intersecting protected grounds. For example, a Muslim woman who wears a hijab may experience discrimination based on both creed and gender. On the other hand, things such as ageism, racism, sexism, etc. are rooted in ideologies that position certain groups as marginal or inferior, and are manifest in general attitudes, values, and stereotypical beliefs. “Isms” will not always lead to discrimination and harassment, but they often create the conditions for discriminatory and harassing actions. Discrimination can also arise from a poisoned environment. A poisoned environment refers to an environment that has become so hostile or intolerable, such that discriminatory conduct or attitudes permeates it entirely. A poisoned environment may exist if there has been a particularly egregious, stand- alone incident, or, if there has been serious and persistent wrongful behaviour, based on a ground protected by the Ontario Human Rights Code, sufficient to create a hostile or intolerable environment. “Ableism” is a belief system, analogous to racism, sexism, or ageism, that sees persons with disabilities as being less worthy of respect and consideration, less able to contribute and participate, or of less inherent value than others. Ableism may be conscious or unconscious, and may be embedded in institutions, systems, or the broader culture of a society. It can limit the opportunities of persons with disabilities and reduce their inclusion in the life of their communities. Ableist attitudes are often based on the view that disability is an “anomaly to normalcy,” rather than an inherent and expected variation in the human condition. Ableism may also be expressed in ongoing paternalistic and patronizing behaviour toward people with disabilities13. “Ageism” is a socially constructed way of thinking about older people based on negative attitudes and stereotypes about aging and a tendency to structure society based on an assumption that everyone is young, thereby failing to respond appropriately to the real needs of older persons. Ageism is often a cause for individual acts of age discrimination and often more systemic in nature, such as in the design and implementation of services, programs, and facilities. Age discrimination involves treating persons in an unequal fashion due to age in a way that is contrary to human rights law.14 Anti-Asian racism is prejudice, attitudes, beliefs, stereotyping and discrimination that is directed at the people of Asia or of Asian descent. Negative attitudes towards Asian Canadians survive in characterizations of these Canadians as “foreigners” and “aliens” whose values and culture are incompatible with the Canadian way of life. Concerns about negative attitudes towards Chinese Canadians and South Asian Canadians came to the surface during the 2003 SARS outbreak and more
13 See OHRC Policy on Ableism and Discrimination Based on Disability 14 See OHRC Ageism and Age Discrimination Fact Sheet 16 | P a g e
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recently in connection with the COVID-19 global pandemic15.
“Anti-Black racism” is prejudice, attitudes, beliefs, stereotyping and discrimination that is directed at people of African descent and is rooted in their unique history and experience of enslavement and its legacy. Anti-Black racism is deeply entrenched in Canadian institutions, policies and practices, to the extent that anti-Black racism is either functionally normalized or rendered invisible to the larger White society. Anti-Black racism is manifest in the current social, economic, and political marginalization of African Canadians, which includes unequal opportunities, lower socio-economic status, higher unemployment, significant poverty rates and overrepresentation in the criminal justice system.16 “Anti-Indigenous racism” is the ongoing race-based discrimination, negative stereotyping, and injustice experienced by Indigenous Peoples within Canada. It includes ideas and practices that establish, maintain and perpetuate power imbalances, systemic barriers, and inequitable outcomes that stem from the legacy of colonial policies and practices in Canada. Systemic anti-Indigenous racism is evident in discriminatory federal policies such as the Indian Act and the residential school system. It is also manifest in the overrepresentation of Indigenous peoples in provincial criminal justice and child welfare systems, as well as inequitable outcomes in education, well-being, and health. Individual lived-experiences of anti- Indigenous racism can be seen in the rise in acts of hostility and violence directed at Indigenous people.17 “Antisemitism” is latent or overt hostility or hatred directed towards, or discrimination against individual Jews or the Jewish people for reasons connected to their religion, ethnicity, and their cultural, historical, intellectual and religious heritage.18 Antisemitism has also been described as a certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities.19 “Homophobia” and “heterosexism” are terms used to describe prejudice relating to sexual orientation. Both may be the basis for negative treatment of individuals and communities, based on their actual or perceived sexual orientations. “Homophobia” is the aversion to, or fear or hatred of, individuals and communities of diverse sexual orientations, or of behaviours stereotyped as belonging to diverse sexual orientations. It signifies a hostile psychological state on the part of those engaging in overt discrimination, harassment, or violence. “Heterosexism” refers to an underlying assumption or expectation that everyone is heterosexual. Discrimination based on that assumption may be unintentional and unrecognized by the person or organization responsible for the discrimination. Because it is based on unexamined assumptions, it supports the development of institutional and societal bias. Both “homophobia” and “heterosexism” can result in discrimination based on sexual orientation. 20 “Islamophobia” includes racism, stereotypes, prejudice, fear or acts of hostility directed towards individual Muslims or followers of Islam in general. In addition to individual acts of intolerance and racial profiling. It has also been described as the dread, hatred and hostility towards Islam and Muslims
15 See Ontario Human Rights Commission Report 16 See Government of Ontario Data Standards for the Identification and Monitoring of Systemic Racism 17 ibid 18 See OHRC Policy on preventing discrimination based on creed 19 International Holocaust Remembrance Alliance "Working Definition of Antisemitism" 20 See OHRC Policy on Discrimination and Harassment because of Sexual Orientation. 17 | P a g e
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perpetuated by a series of closed views that imply and attribute negative and derogatory stereotypes and beliefs to Muslims. Islamophobia can lead to viewing and treating Muslims as a greater security threat on an institutional, systemic and societal level21. “Microaggressions” are the everyday verbal, nonverbal, and environmental slights, snubs, or insults, whether intentional or the result of unconscious bias, which communicate hostile, derogatory, or negative messages to targeted persons based solely upon their membership in a human rights protected group.22 Microaggressions can be subtle. Microaggressions, cumulatively, may constitute Discriminatory Harassment. A single incident alone, particularly where the conduct results from unconscious bias, will rarely constitute Discriminatory Harassment, except where the conduct is particularly egregious and results in severe impact. A persistent environment in which microaggressions are permitted or tolerated can constitute systemic discrimination. The university’s goal is to foster an understanding of the impacts that microaggressions can have on those in equity deserving groups. As such, the initial focus in responding to a finding of Discriminatory Harassment or systemic discrimination based on allegations of microaggressions will often be educational and restorative.
“Race” is a protected ground under the Ontario Human Rights Code, but like racial discrimination, it is not specifically defined. The Ontario Human Rights Commission explains race as socially constructed differences among people based on personal characteristics. Racialization is the process of social construction of race, by which people and societies construct races as real, different, and unequal in ways that matter to economic, political, and social life. “Racism” is inclusive of racial harassment and discrimination but is a wider phenomenon than racial harassment and discrimination. Racism is an ideology that either directly or indirectly asserts that one group is inherently superior to others. Racism plays a major role in fostering racial harassment and discrimination. Racism can be openly displayed in harassing and/or violent behavior such as racial jokes and slurs or hate crimes, but it can be more deeply rooted in attitudes, values, and stereotypical beliefs. In some cases, these are unconsciously held and expressed without intention to harm, yet the effect of racism is to perpetuate inequity and exclusion of historically marginalized groups including Indigenous, Black, and racialized communities. Racism operates at individual, systemic and societal levels. Although Canada has made much progress, unfortunately racism and racial discrimination remain a persistent reality in Canadian society. This fact must be acknowledged as a starting point to effectively address racism and racial discrimination.23 “Transphobia” is the aversion to, fear or hatred of trans people and communities. Like other prejudices, it is based on stereotypes that are used to justify discrimination, harassment and violence toward trans people and has its roots in cisnormativity (the commonplace assumption that cisgender, having a gender identity that is in line with the biological sex they were assigned at birth, is the “norm”). Transphobia describes stereotypes, negative attitudes and prejudice towards trans people that are more widespread or systemic in society and its institutions. This form of prejudice may be unintentional and unrecognized by the person or organization responsible, making it all the more entrenched and difficult to address. Society’s bias that there is only one right, normal expression of gender underpins this form of prejudice
21 See OHRC Policy on preventing discrimination based on creed 22 Microaggression: More Than Just Race, 2010, Derald Wing Sue Ph.D. 23 Adapted from OHRC Fact Sheet: Racial Discrimination, Race and Racism. 18 | P a g e
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and the discrimination that can result from it.24
24 Adapted from OHRC Policy on preventing discrimination because of gender identity and gender expression
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APPENDIX 3: POLICY FLOWCHART
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APPENDIX 4: COMPLAINT PROCEDURE FLOWCHART
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APPENDIX 5: REPORTING PROCEDURE FLOWCHART
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Page 115 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy ATTACHMENT C
PROCEDURE
COMPLAINT PROCEDURE
Under the:
Harassment and Discrimination Prevention and Response Policy
Contact Officer Provide the position title rather than the name of a person
Purpose This is the Procedure under the Harassment and Discrimination Prevention and Response Policy (the “Policy”) for making a Complaint about individual1 Harassment, Discrimination, and Reprisals in the University’s living, learning, or working environments so it can be appropriately addressed by the University.
Individuals who do not allege that they have experienced Discrimination, Harassment or Reprisal but witnesses or become aware of such behaviour do not file Complaints but should refer to the Harassment & and Discrimination Reporting Procedure.
If a matter relates to Sexual Harassment or another form of sexual violence (as defined in the Policy on Sexual Violence Involving Queen’s University Students), and involves a student, a Complaint under this Procedure should not be filed; rather, the procedure set out in the Policy on Sexual Violence Involving Queen’s University Students must be followed.
Capitalized terms in this Procedure are defined in the Policy. PROCEDURE Procedure
2 Where, 1. Complaints shall be directed to the University Secretary. how, and 2. When the University Secretary receives a Complaint, the University when to Secretary will assemble the Intake Assessment Team promptly, to submit a determine whether the matter will be referred for investigation and if so, Complaint
1 For matters dealing with Systemic Discrimination, see the Reporting Procedure 2 If the Complaint alleges conduct of employees in the office of the University Secretariat and Legal Counsel the Complaint shall be made to the Office of the Principal and the procedure below will be adjusted with the role of the Chair of the Intake Assessment Team being fulfilled by an individual appointed by the Principal. Page | 1
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to determine the appropriate Receiving Office. 3. Complaints should be made as soon as possible following the incident(s) to which they relate and normally within one year after the incident(s) to which the Complaint relates. 4. A Complaint must contain a detailed account of all facts alleged and must attach any documents on which the Complainant(s) relies and to which they have access. A Complaint should be made using the appropriate form available on the website of the Office of the University Secretariat and Legal Counsel.
Complaint 5. Subject to applicable law that might require an investigation, the Intake intake and Assessment Team may decline to refer a Complaint for investigation if: streaming a. The Complaint is about a matter or issues not governed by the Policy; b. the allegations, if proven to be true, would not constitute Harassment, Discrimination, or a Reprisal; c. the substance of the Complaint is already the subject matter of another internal University proceeding (e.g., a grievance under a collective agreement); d. the Complaint does not contain sufficient information. The Chair of the Intake Assessment Team may appoint a member of the Team to make appropriate follow-up inquiries and to report back to the Team to determine if the Complaint, amended with additional information, should be referred for investigation; e. the Complaint is made more than one year after the incident(s) to which the Complaint relates. The Intake Assessment Team may accept a Complaint after the one-year period, if it is satisfied that the delay was incurred in good faith and no substantial prejudice will result to any person affected by the delay; f. the Respondent is no longer a member of the University Community. The Intake Assessment Team may accept a Complaint in these circumstances, which it will assess on a case-by-case basis. The University’s ability to investigate may be limited in such circumstances. 6. If the Intake Assessment Team decides not to refer a Complaint for investigation, the University Secretary will, on behalf of the Intake Assessment Team, advise the Complainant(s) in writing: a. of the reason(s) that the Intake Assessment Team decided not to refer the Complaint for investigation; b. that the Intake Assessment Team will reconsider its decision if the Complainant(s) submits significant new information; and, c. about appropriate alternative(s) for seeking recourse or support.3 7. Subject to any right to file a grievance under an applicable collective agreement the Intake Assessment Team’s decision is otherwise final and is
3 If the Complaint alleges conduct that, if proven to be true, would constitute a violation of another policy, the Intake Assessment Team may refer the matter to the appropriate Office to be addressed by the applicable policy and its procedures. 2 | P a g e
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not appealable. 8. Complaints that the Intake Assessment Team refers for investigation will normally be referred as follows: a. to the Non-Academic Misconduct Intake Office (“NAMIO”), for investigation in accordance with the Student Code of Conduct and its Procedures, if the Complaint involves a student Respondent(s) who is not a Medical Trainee (Resident in the Department of Postgraduate Medical Education (see 8(e) below); b. to Human Resources or Faculty Relations, as appropriate, to be investigated in accordance with the Investigation Process set out below, if the Respondent(s) is an employee; c. if the Complaint involves a Respondent(s) who is both a student and an employee, the Intake Assessment Team will determine which office (i.e., Human Resources, Faculty Relations or Student Conduct) will be the lead office for investigation and the Complaint will be referred to that office;4 d. to Campus Security and Emergency Services for investigation in accordance with that office’s normal practices and procedures if the Complaint involves a Respondent(s) who is a visitor; and, e. to the office of the Associate Dean (Postgraduate Medical Education) for investigation in accordance with the Resident Harassment and Discrimination Investigation Procedure, if a Complaint involves a Complainant(s) or Respondent(s) who is a Resident in the Department of Postgraduate Medical Education.
9. The University Secretary will keep a record of all Complaints for the purpose of administering the Policy and this Procedure and for the Record purpose of reporting on statistics and trends. Keeping 10. The Receiving Office will report back to the University Secretary as to the disposition of the Complaint. 11. The Receiving Office creates a Complaint file that will include all related communications, memoranda, reports, statements, and evidence. The Receiving Office is responsible for securing the file and all documentation in the file and for the retention and disposition of the file in accordance with its processes and record retention schedule(s). This investigation process applies to referrals made under paragraph 8(b) above. It will also apply to referrals made under paragraph 8(c) if the Intake Assessment Team determines that either Human Resources or Faculty Relations will be the lead office for the purpose
of investigating. Interim 12. Interim Measures: Upon receiving a referral from the Intake Assessment Measures Team, interim measures may be put in place in accordance with the rules (including any collective agreement requirements) that apply to the Receiving Office.
4 The investigation report will be shared with the other Office(s) to determine if any corrective action will be taken under those offices’ policies, procedures, or any applicable collective agreement(s). 3 | P a g e
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13. It will normally be appropriate to ensure a Complainant is not required to interact with the Respondent(s). Additional interim measures can be implemented subsequently, if the Receiving Office determines they are reasonable and appropriate in the circumstances. Early Resolution 14. Early Resolution: The Intake Assessment Team will consider whether it would be appropriate for the Receiving Office to attempt an early
resolution of a matter. The University Secretary will indicate this in the written referral to the Receiving Office. 15. An early resolution can be pursued at any point after a Complaint is referred where both the Complaint and Respondent are willing, and it is appropriate to do so. At a minimum, an attempt at early resolution will include fact finding, with the Receiving Office meeting with each of the Complainant(s) and Respondent(s).
16. If an early resolution is reached, the terms of the resolution will be formalized in writing and the Receiving Office will provide the University
Secretary with a brief written summary of the terms of resolution as part of the reporting back requirement in paragraph 10 above. 17. If an early resolution is not reached within a reasonable time (normally within 30 calendar days after the referral to investigation, but this may vary depending on the complexity of the case), the Receiving Office will proceed to conduct a formal investigation of the Complaint. 18. To ensure that any pre-complaint, alternative resolution, and early resolution discussions are full and complete, those discussions may not be referenced or relied on during the investigation process or thereafter. This restriction does not apply when investigating an alleged breach of a previously reached resolution. 19. Individuals involved in any pre-complaint, alternative resolution and early resolution discussions shall not conduct any investigation into the matter, and if interviewed as part of the investigation, shall not reference those discussions during the investigation process or thereafter. This investigation process applies to referrals made under paragraph 8(b) above. It will also apply to referrals made under paragraph 8(c) if the Intake Assessment Team determines that either Human Resources or Faculty Relations will be the lead office for the purpose Investigation of investigating. Process 20. Investigation: The Receiving Office will establish an investigation process that is appropriate in the circumstances, considering the nature of the allegations and the severity of the conduct described in the Complaint, and any applicable procedural rules, guidelines, or best practices to be followed. 21. The Receiving Office will review the collective agreement(s) that apply to anyone involved in the investigation and will ensure that the required procedures are followed (for example, some collective agreements contain specific procedural rights that govern the steps to be followed in the investigation). 22. The investigation may be conducted by an internal or external investigator. In either case, an investigation will be conducted by an impartial, objective, and trained/experienced individual. 4 | P a g e
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23. The Receiving Office or the person designated under a collective agreement, will provide the Complainant(s) and Respondent(s) with a written notice of investigation. 24. The notice of investigation to the Complainant(s) and the Respondent(s) will indicate who will conduct the investigation. The notice of investigation will advise the person of their right to bring a Support Person and/or an Advisor to any meeting with the investigator. 25. The notice of investigation to the Respondent(s) will also include the name of the Complainant(s) and a summary of the allegations in the Complaint (e.g., details about who, what, when, where) that is sufficiently detailed to permit the Respondent(s) to prepare a response and determine what, if any, witnesses the investigator should be made aware of. 26. The notice of investigation will also include any additional information required by any applicable collective agreement. 27. The investigator will ensure the individuals involved in an investigation, and their respective bargaining agent(s) if applicable, are informed of the investigation process. 28. Depending upon the nature of the allegations and the severity of the conduct described in the Complaint, the investigator may conduct in- person interviews or may request written statements from all interviewees, including the Respondent(s), in lieu of in-person interviews. 29. Support Persons and Advisors: A “Support Person” is an individual whose role is to provide emotional support and assistance. An “Advisor” is a more formal type of Support Person, such as a legal counsel, a union representative for bargaining unit members, or other similar representative. 30. Individuals who attend an interview with the investigator may be accompanied by a Support Person and an Advisor. a. Individuals who attend an interview with a Support Person and/or an Advisor must give the investigator sufficient notice of their name(s) prior to the interview so the investigator can confirm whether there is a potential conflict of interest (e.g., someone the investigator intends to interview), in which case someone else will have to be chosen. b. During an interview, Support Persons and Advisors are permitted to ask questions regarding the investigation process but are not permitted to answer the investigator’s questions (individuals who are being interviewed must answer the interview questions themselves), make legal submissions or arguments on behalf of the individual, or disrupt the interview. c. Exceeding their role or disrupting the interview will result in a Support Person or Advisor being excused from the interview. d. Where interviewees require accommodation afforded by the Ontario Human Rights Code, when contacted by the investigator they must advise the investigator of their needs and the interview will not occur
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until the accommodations have been arranged. 31. An investigator will determine whether, on a balance of probabilities, the alleged conduct occurred. If mandated to do so, the investigator will also determine whether the facts as found support a conclusion that the Policy was breached. 32. Otherwise, subject to the terms and conditions of any relevant collective agreement, the appropriate Person(s) of Authority will determine whether the Policy was breached. This determination will be made based on facts found by the investigator. 33. The investigator will provide a written report to the Receiving Office. 34. The Receiving Office will ensure that the investigator’s report is brought to the attention of, and reviewed by, the appropriate Person(s) of Authority. The Receiving Office will advise the Person(s) of Authority with respect to appropriate corrective measures, if any, to be taken, including measures aimed at preventing Reprisal where appropriate. 35. When an Employee is found to have breached the Policy, corrective measures may include non-disciplinary actions (e.g., education or counselling) and/or disciplinary measures (e.g., a verbal or written warning, a suspension, or termination). Any corrective measures imposed shall be implemented in accordance with applicable collective agreement requirements. 36. The Person of Authority and/or the Receiving Office will also ensure reasonable steps are taken to prevent a recurrence. 37. The Receiving Office will ensure that all Complainants and Respondents are informed, in writing, of the outcome of the investigation, and any corrective action taken. The responsible office will ensure that such information is provided in accordance with the procedural requirements of any relevant collective agreement and any applicable laws. 38. Investigation reports are confidential and are not shared with Complainants or Respondents unless a procedure in the Receiving Office requires otherwise. 39. Systemic Discrimination: If during the investigation of a Complaint, it is determined by an investigator or the Receiving Office that Discrimination occurred, the investigator or Receiving Office will also determine whether the conduct was the product of Systemic Discrimination, as defined in the Policy. If so, the investigator will include commentary regarding the Systemic Discrimination in their report; the Receiving Office will include the investigator’s findings and rationale regarding Systemic Discrimination in its report back to the Secretary (See paragraph 10 above). The Secretary will forward a Report to the appropriate Vice- Principal for inquiry pursuant to the Reporting Procedure. 40. Confidentiality: personal information collected under this procedure is confidential and will only be used and/or disclosed to investigate, take corrective action, protect health and safety, manage chronic mental stress claims, to administer human resources and labour relations matters, and, to administer the Policy and its purpose. 41. The University’s commitment to confidentiality also means that:
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a. documents created under this procedure will be maintained in secure files; b. documents related to the Complaint will not be included in the personnel file of any employee Complainant; c. except for any discipline measures imposed (e.g., verbal/written warning(s), letter(s) of discipline, etc.) documents related to the Complaint will not be included in the personnel file of any employee Respondent(s); d. only authorized individuals will have access to documents created under this Procedure, on a need-to-know basis; and, e. reasonable steps will be taken to protect against unauthorized access to electronic documents. 42. All individuals involved in an investigation process will be advised of their duty to maintain the confidentiality of all information disclosed to them or by them, including any personal information.
Date Approved Month Day Year Approval Authority Senior Leadership Team Date of Commencement Year Month Day Amendment Dates List the dates the policy has been amended (Year Month Day) Date for Next Review Year Month Day Related Policies, Procedures Name and link to related policies, procedures and guidelines and Guidelines
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If the matter relates to a form of A Complaint is for University A Complaint using the form found on Sexual Violence (this includes sexual Community members who feel the Secretariat’s website is submitted harassment) and involves a student, they have personally experienced to the University Secretary. the procedure set out in the Policy Discrimination, Harassment, or on Sexual Violence Involving Queen’s Reprisal and want the matter Students must be followed. investigated.
Individuals can also pursue an A meeting of the Intake Assessment alternative resolution if they do Team is held (see ¶2) not want to file a formal Q: Is it determined that the Complaint complaint (see Alternative Resolution, Policy S. 5) will be referred for investigation?
NO. The Complaint: contains insufficient detail; does YES. The Complaint will be referred to the appropriate not relate to a matter covered by the Policy; is already Receiving Office (see ¶8). If the Respondent is a the subject of another process (e.g., a grievance); or Queen’s employee, student, or both, interim measures does not contain claim(s), if true, that would constitute may be put in place (see ¶12 &13). Harassment, Discrimination, or Reprisal as defined in the Policy. (see ¶5) The Intake Assessment Team has discretion in other circumstances: See (see ¶5 (e) and (f)). If an early resolution is If an early resolution is
not appropriate, the appropriate, it will be The University Secretary will advise why the Complaint Receiving Office will explored. If a resolution was not referred to investigation, that new information can be submitted for further consideration, and will assign an internal or is reached, a resolution provide information about alternatives for recourse or external investigator. agreement will be support. (see ¶6) Individuals involved are prepared, and the case informed of the process. will be closed. The University Secretary receives a written summary of resolution. After the investigation is The investigator will issue (see ¶14-19) completed, if it is a confidential written If no resolution is reported to the University report. reached within a Secretary that Systemic reasonable time, the Discrimination was found, Receiving Office proceeds the Secretary will forward Complainants and with a formal a Report to the Respondents will be investigation. (see ¶17) appropriate Vice-Principal informed of the outcome for inquiry pursuant to in writing. the Reporting Procedure. (see ¶39)
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ATTACHMENT D
PROCEDURE
REPORTING PROCEDURE
Under the:
Harassment and Discrimination Prevention and Response Policy
Contact Officer Provide the position title rather than the name of a person
Purpose This is the procedure under the Harassment and Discrimination Prevention and Response Policy (the “Policy”) for reporting information about Harassment, Discrimination, Reprisals and Systemic Discrimination in the University’s living, learning or working environments so it can be appropriately addressed by the University. Individuals who allege that they have experienced Discrimination, Harassment or Reprisal do not file Reports, but should refer to the Harassment and Discrimination Complaints Procedure or the Alternative Resolution provisions of the Policy. If a matter relates to Sexual Harassment or another form of sexual violence
(as defined in the Policy on Sexual Violence Involving Queen’s University Students), and involves a student, a Report under this Procedure should not be filed; rather, the procedure set out in the Policy on Sexual Violence Involving Queen’s University Students must be followed. Capitalized terms in this Procedure are defined in the Policy. Procedure
Duty to 1. All members of the University Community are encouraged to make a Report when they witness Discrimination, Harassment or Reprisal, or are aware of
PROCEDURE Report a policy, process, or other circumstance giving rise to Systemic Discrimination. 2. Persons of Authority shall make a Report when they witness or otherwise become aware of Workplace Discrimination, Harassment or Reprisal, or, of a policy, process, or other circumstance giving rise to Systemic Discrimination.
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1 Where, 3. Reports shall be directed to the University Secretary. When the University how, and Secretary receives a Report, the University Secretary will assemble the when to appropriate Intake Assessment Team promptly to determine whether the submit a matter will be referred for investigation and if so, to determine the Report appropriate Receiving Office. 4. A Report should be made as soon as possible after the person Reporting witnesses or becomes aware of the incident(s) to which their Report relates. 5. A Report must contain a detailed account of all facts alleged and must attach any documents that the person Reporting feels are relevant and to which they have access. 6. A Report should be made using the appropriate form available on the University Secretariat and Legal Counsel website.
Report 7. Subject to applicable law that might require an investigation, the Intake intake and Assessment Team may decline to refer a Report for investigation if: streaming a. The Report is about a matter or issues not governed by the Policy; b. the allegations, if proven to be true, would not constitute Harassment, Discrimination, or a Reprisal; c. the substance of the Report is already the subject matter of another internal University proceeding (e.g., a grievance under a collective agreement); d. the Report does not contain sufficient information. The Chair of the Intake Assessment Team may appoint a member of the Team to make appropriate follow-up inquiries and to report back to the Team to determine if the Report, amended with additional information, should be referred for investigation; e. the Report is made more than one year after the incident(s) to which the Report relates. The Intake Assessment Team may accept a Report after the one-year period, if it is satisfied that the delay was incurred in good faith and no substantial prejudice will result to any person affected by the delay; f. the Respondent is no longer a member of the University Community. The Intake Assessment Team may accept a Report in these circumstances, which it will assess on a case-by-case basis. The University’s ability to investigate may be limited in such circumstances. 8. If the Intake Assessment Team decides not to refer a Report for investigation, the University Secretary will, on behalf of the Intake Assessment Team, advise the person(s) Reporting in writing: a. of the reason(s) that the Intake Assessment Team decided not to refer the Report for investigation; b. that the Intake Assessment Team will reconsider its decision if the
1 If the Report concerns conduct of employees in the office of the University Secretariat and Legal Counsel the Report shall be made to the Office of the Principal and the procedure below will be adjusted with the role of the Chair of the Intake Assessment Team being fulfilled by an individual appointed by the Principal. Page | 2
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person(s) Reporting submit significant new information; and, c. about appropriate alternative(s) for seeking recourse or advice.2 9. Subject to any right to file a grievance under an applicable collective agreement the Intake Assessment Team’s decision is otherwise final and is not appealable. 10. Reports that the Intake Assessment Team refers for investigation will normally be referred as follows: a. to the Non-Academic Misconduct Intake Office (“NAMIO”), for investigation in accordance with the Student Code of Conduct and its Procedures if the Report involves a student who is not a Resident in the Department of Postgraduate Medical Education (see 10(e) below); b. to Human Resources or Faculty Relations, as appropriate, if the Report involves an alleged perpetrator(s) who is an employee; c. if the Report involves an alleged perpetrator(s) who is both a student and an employee, the Intake Assessment Team will determine which office (i.e., Human Resources, Faculty Relations or Student Conduct) will be the lead office for investigation and the Report will be referred to that Office;3 d. to Campus Security and Emergency Services, if the Report involves an alleged perpetrator(s) who is a visitor; e. to the Office of the Associate Dean (Postgraduate Medical Education), if a Report involves a Complainant(s) or alleged perpetrator who is a Resident in the Department of Postgraduate Medical Education; and, f. to the appropriate Vice-Principal, with a copy to the Associate Vice- Principal (Human Rights, Equity, Inclusion) and to the University Ombudsperson, if the Report involves an allegation concerning Systemic Discrimination.
Record 11. The University Secretary will keep a record of all Reports for the purpose Keeping of administering the Policy and this Procedure and for the purpose of reporting on statistics and trends. 12. The Receiving Office will report back to the University Secretary as to the disposition of the Report. 13. The Receiving Office creates an investigation file that will include all related communications, memoranda, reports, statements, and evidence.
14. The Receiving Office is responsible for securing the file and all documentation in the file and for the retention and disposition of the file in accordance with its processes and record retention schedule(s).
2 If the Report alleges conduct that, if proven to be true, would constitute a violation of another policy, the Intake Assessment Team may refer the matter to the appropriate Office to be addressed by the applicable policy and its procedures. 3 The investigation report will be shared with the other Office(s) to determine if any corrective action will be taken under those offices’ policies, procedures or any applicable collective agreement(s). Page | 3
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Interim 15. The processes referenced in the Complaint Procedure about Interim Measures Measures, Early Resolution, and Investigation, will be followed with Early respect to Reports, with necessary adjustments, taking into account that Resolution there will not necessarily be an individual “Complainant” involved in the Investigation process but rather, the University will be considered the Complainant and the “Respondent(s)” is the alleged subject(s) of the Report. 16. All individuals involved in an investigation process will be advised of their duty to maintain the confidentiality of all information disclosed to them or by them, including any personal information. 17. The Person who makes a Report about individual Discrimination or Harassment is not normally entitled to information with respect to the outcome of the investigation unless they are involved in the implementation of that outcome. 18. If a Report of Systemic Discrimination was referred to a Vice-Principal, the Vice-Principal or their designate will conduct an inquiry, in consultation with the Associate Vice-Principal (Human Rights, Equity and Inclusion) and the University Ombudsperson, and will report back to the University Secretary, providing a copy of the to the Associate Vice- Principal (Human Rights, Equity and Inclusion) and the University Ombudsperson.
Date Approved Month Day Year Approval Authority Senior Leadership Team Date of Commencement Year Month Day Amendment Dates List the dates the policy has been amended (Year Month Day) Date for Next Review Year Month Day Related Policies, Procedures Name and link to related policies, procedures and guidelines and Guidelines
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Page 127 of 300 ITEM: Harassment and Discrimination Prevention and Response Policy HARASSMENT & DISCRIMINATION POLICY - REPORTING PROCEDURE FLOWCHART
A Report is for University A report using the form found on the If the matter relates to a form of Community members who Secretariat’s website is submitted to Sexual Violence (this includes sexual witness or become aware harassment) and involves a student, of Harassment, the University Secretary. the procedure set out in the Policy Discrimination, Reprisal, or on Sexual Violence Involving Queen’s Systemic Discrimination. Students must be followed.
Persons of Authority who witness or become aware of Workplace Harassment, A meeting of the Intake Assessment Discrimination, Reprisal, or Team is held (see¶3) Systemic Discrimination Q: Is it determined that the Report are required to file a can be investigated? report. (see ¶2)
NO. The Report: contains insufficient detail; does not YES, the Report will be referred to the appropriate relate to a matter covered by the Policy; is already the Receiving Office (see ¶10). subject of another process (e.g., a grievance); or does Q: Is the Report about systemic Discrimination? not contain claim(s), if true, that would constitute Harassment, Discrimination, or Reprisal as defined in the Policy. (see ¶7)
The Intake Assessment Team has discretion in other circumstances (See ¶ 7(e) and (f).) YES. It is referred to the No. It is referred to the appropriate Vice- appropriate Receiving The University Secretary will advise why the Report Principal. They or their Office and is investigated was not referred to investigation, that new information designate will conduct an following the process can be submitted for further consideration, and inquiry. Consultation outlined in the Complaint provide information about alternatives for recourse or occurs with: Procedure. advice. (see ¶8) • AVP (Human Rights, Equity and Inclusion) and The investigator will issue • the Ombudsperson a confidential written VP reports back to the report. University Secretary, with a copy to the AVP and Ombudsperson Reporters are not normally entitled to information with respect to the outcome of the investigation unless they are involved in the implementation of that outcome.
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BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 4/10/2021 Date of Audit and Risk Committee From: Provost and Vice-Principal (Academic) Approval: 4/16/2021 Date of Board Subject: Revisions to the Student Code of Conduct Committee Meeting: 4/16/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE ☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION/DISCUSSION That the Board of Trustees, on the recommendation of the Audit and Risk Committee, approve the proposed amendments to the Student Code of Conduct, effective September 1, 2021.
3.0 EXECUTIVE SUMMARY
Revisions to the Student Code of Conduct (the Student Code) and development of a Harassment and Discrimination Prevention and Response Policy have been undertaken to promote a respectful and inclusive living, learning, and working environment. The proposed amendments will support the university’s commitment to prevent harassment and discrimination through education and other proactive measures, and to respond effectively when a member of the Queen’s community experiences harassment or discrimination.
The revisions to the Harassment and Discrimination Prevention and Response Policy were developed by a working group, which is comprised of representatives from across the campus, including students, faculty, and staff. The working group undertook an extensive consultation process, including several meetings with student groups. The same revisions were then incorporated into the Student Code to ensure there is a common understanding of harassment, discrimination, and racism, as well as expectations for behaviour and conduct for all members of the Queen’s community.
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The proposed amendments to align the Student Code with the proposed Harassment and Discrimination Prevention and Response Policy include:
• aligning the definitions of “harassment” and “discrimination” with those in the draft Harassment and Discrimination Prevention and Response Policy
• the addition of informational commentary on discrimination and protected grounds under the Ontario Human Rights Code. Again, this informational commentary is aligned with that being proposed in the Harassment and Discrimination Prevention and Response Policy; and,
• additional language to make clear that violating protected grounds under the Human Rights Code is considered as a factor in the sanctioning process.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The proposed amendments to the Student Code, aligning it with the proposed Harassment and Discrimination Prevention and Response Policy, support Queen’s goals of creating an inclusive campus community, as well as addressing incidences of harassment, discrimination, and racism as articulated through the Declaration of Commitment to Address Systemic Racism.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
The proposed amendments to the Student Code, aligning it with the proposed Harassment and Discrimination Prevention and Response Policy, will support equity-deserving students by promoting a respectful and inclusive living, learning, and working environment. The Student Code is also an important tool that enables the university to set expectations about student behaviour and promote a culture of inclusion and respect for all students.
5.0 ENTERPRISE RISK ASSESSMENT
• The Student Code of Conduct helps to mitigate risks associated with the Student Health, Wellness and Safety risk.
• The proposed amendments to the Student Code, aligning it with the proposed Harassment and Discrimination Prevention and Response Policy, will help to promote a welcoming and respectful campus environment, which mitigates risks associate with the Student Retention and Graduation risk.
6.0 ANALYSIS
Consultation Process I. Harassment and Discrimination Prevention and Response Policy
The Working Group to Review the Senate Harassment/Discrimination Complaint Policy and Procedures undertook a two-phase consultation process, which included two open calls for
Page 130 of 300 ITEM: Revisions to the Student Code of Conduct - 3 - feedback from the Queen’s community, as well as separate meetings with several stakeholder groups from mid-December, 2020, to mid-March, 2021. The working group was comprised of representatives from across the campus, including students, faculty, and staff.
Feedback on the proposed Harassment and Discrimination Prevention and Response Policy was used to inform the amendments to the Student Code.
II. Proposed Amendments on the Student Code of Conduct Released for Public Feedback
The proposed revisions to the Student Code were posted for public consultation from February 25, 2021 until March 18, 2021. Feedback could be provided through several channels, including through an online anonymous survey, through email, or through a requested one-on-one meeting with the Provost and Vice-Principal (Academic). A public UCARE meeting was also held to discuss the proposed amendments to the Student Code on March 11. Amendments Made to the Student Code Following the Consultation Process Over fifty responses were received throughout the consultation process about proposed revisions to the Student Code. The feedback was reviewed by a small working group and several additional amendments were made to the Student Code in response. Highlights from this feedback and any subsequent revisions made to the Student Code post-consultation are included below:
1. A number of comments were related to the wording around microaggressions, specifically feedback was received on the use of the Webster’s dictionary definition (comments or actions that subtly and often unconsciously or unintentionally expresses a prejudiced attitude toward a member of a marginalized group) and unconscious actions being sanctionable. In response to this, the definition was rephrased to provide greater clarity to the campus community on university’s approach to microaggressions and to provide additional education on what is meant by the term. As such, content on microaggressions was relocated to Appendix A (Informational Commentary) as follows: “Microaggressions” are the everyday verbal, nonverbal, and environmental slights, snubs, or insults, whether intentional or the result of unconscious bias, which communicate hostile, derogatory, or negative messages to targeted persons based solely upon their membership in a human rights protected group. Microaggressions can be subtle. Microaggressions, cumulatively, may constitute Discriminatory Harassment. A single incident alone, particularly where the conduct results from unconscious bias, will rarely constitute Discriminatory Harassment, except where the conduct is particularly egregious and results in severe impact. A group, including a Student Group, which permits or tolerates a persistent environment of microaggressions can be found to have engaged in Discriminatory Harassment. The university’s goal is to foster an understanding of the impacts that microaggressions can have on those in equity deserving groups. As such, the initial focus in responding to a finding of Discriminatory Harassment based on allegations of microaggressions will, where appropriate, be educational and restorative.”
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2. The terms “Anti-Asian racism”, “Anti-Black racism”, “Anti-Indigenous racism” were added to Appendix A to align with the Harassment and Discrimination Prevention and Response Policy. The definition of “Transphobia” was also aligned.
3. Further clarity was added to the Discrimination by Student Group section of the Student Code. The change makes it clear that this violation does not apply to special interest student groups, primarily engaged in serving the interests of people identified by a human rights protected ground, that restrict their membership to people who are similarly identified. This tracks an existing provision in the Ontario Human Rights Code and provides clarity for the community.
In addition to these proposed revisions to the Student Code, the university recognizes the need for ongoing education and communications to more broadly address issues of harassment, discrimination, inclusion, and racism on-campus, because the Student Code is only one tool to support these important conversations.
7.0 FINANCIAL IMPLICATIONS
There are no direct financial implications.
8.0 COMMUNICATIONS STRATEGY
The Office of the Provost and Vice-Principal (Academic), the Office of the Vice-Provost and Dean of Student Affairs, and University Relations will develop a comprehensive communication plan to inform the Queen’s community, and students in particular, about the revised Student Code.
The Office of the Provost and Vice-Principal (Academic), the Office of Human Rights and Equity, and the Office of the Vice-Provost and Dean of Student Affairs will also explore avenues to communicate more broadly to students to help ensure they understand the kind of actions and behaviours that constitute harassment, discrimination, and racism, as well as the importance of contributing to a welcoming and respectful campus community.
9.0 INPUT FROM OTHER SOURCES
Office of the Vice-Provost and Dean of Student Affairs Office of the University Secretariat and Legal Counsel Feedback from the Queen’s community, including the University Council on Anti-Racism and Equity (UCARE).
ATTACHMENTS
1. Revised Student Code of Conduct as presented to NAMSC April 8, 2021
Page 132 of 300 ITEM: RevisionsATTACHMENT to the Student Code of1 Conduct QUEEN’S UNIVERSITY STUDENT CODE OF CONDUCT
CONTENTS I PREAMBLE ...... 2 II QUEEN’S UNIVERSITY STUDENT CODE OF CONDUCT IS A BEHAVIOURAL CONTRACT ...... 2 III DEFINITIONS ...... 3 IV SCOPE ...... 4 V INTAKE AND REFERRAL OF NON-ACADEMIC MISCONDUCT CASES ...... 6 VI TYPES OF NON-ACADEMIC MISCONDUCT ...... 7
A. ABUSE OF PROCESS ...... 7 B. AIDING IN THE COMMISSION OF AN OFFENCE ...... 8 C. SUBSTANCE USE (ALCOHOL, DRUG, SMOKING) ...... 8 D. CONTRAVENTION OF POLICY OR LAW ...... 9 E. DISRUPTION OR INTERFERENCE ...... 9 F. IMPROPER USE OF DANGEROUS OBJECTS AND SUBSTANCES ...... 9 G. MISCONDUCT AGAINST PERSONS AND DANGEROUS ACTIVITY...... 9 H. MISCONDUCT INVOLVING PROPERTY ...... 12 I. MISREPRESENTATION, FAILING TO PROVIDE, OR PROVIDING, FALSE INFORMATION ...... 12 J. MISUSE OF UNIVERSITY INFORMATION TECHNOLOGY ...... 13 K. UNAUTHORIZED ENTRY AND/OR PRESENCE...... 13 VII SANCTIONS ...... 13 VIII APPEALS ...... 15 IX RELATED POLICIES: ...... 15
APPENDIX A: INFORMATIONAL COMMENTARY ABOUT DISCRIMINATION ...... 17
Approved by the Queen’s University Board of Trustees
Page 133 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 2 QUEEN’S UNIVERSITY STUDENT CODE OF CONDUCT
I PREAMBLE Queen’s University (the “University” or “Queen’s”) is dedicated to learning, intellectual inquiry, the dissemination and advancement of knowledge, personal and professional development, and good citizenship. Students are responsible individuals and members of society with rights and responsibilities as learners and citizens in the communities in which they learn and live. This Code of Conduct sets expectations of student behaviour. Students are expected to adhere to and promote the University’s core values of respect, honesty, trust, fairness, and personal responsibility in all aspects of University life, academic and non- academic. It is these core values that are intended to inform and guide Student conduct to foster mutual respect for the dignity, property, rights and well-being of others. In addition, diversity and inclusion are core values for the Queen’s community, where we want a welcoming environment in which everyone feels they can participate in all that the University has to offer. General attitudes, values, and stereotypical beliefs, such as ageism, racism, sexism, etc. are offensive and they often create the conditions for harassment or discrimination to occur. While attitudes, values, and stereotypical beliefs may not always lead to harassing or discriminatory conduct, the University community must make efforts to create dialogue and opportunities for education. (See Appendix A for further discussion and commentary.) The University will not tolerate conduct that is harassing or discriminatory; this includes conduct that infringes others’ rights based on the Human Rights Code protected grounds of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, gender identity, gender expression, age, marital status, family status or disability. Also, the University will not tolerate retaliation against anyone who brings forward a complaint about such conduct; The University values integrity, inclusiveness and teamwork. To this end, the University is committed to providing developmental and educational opportunities in response to student conduct issues when appropriate. The University is a place for Student growth and development. The non-academic misconduct system at Queen’s (“NAM System”) is part of that broader learning environment. The principles of education, well-being of students, the safety and well-being of the University community, deterrence, restitution, and where appropriate, Restorative Justice, will guide decision- makers within the NAM System. This Student Code of Conduct (“Code”) outlines the kinds of activities and behaviours that constitute non-academic Student misconduct and associated sanctions but is only one vehicle through which the University addresses these issues. The University will continually seek to strengthen its dialogue and education, providing clarity about its expectations of student conduct.
II QUEEN’S UNIVERSITY STUDENT CODE OF CONDUCT IS A BEHAVIOURAL CONTRACT Upon registering in a course or program of study offered by or through Queen’s University and while a Student remains registered in any course or program of study at Queen’s, every Student enters into a contractual relationship with the University by which they: a) acknowledge the right of the University to set standards of conduct;
Approved by the Queen’s University Board of Trustees
Page 134 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 3 b) accept and agree to be subject to the University’s policies, rules and procedures, including this Code of Conduct; and, c) accept the right of the University and/or its Authorized Agent(s) to impose sanctions for conduct found to have violated those standards, policies, rules or procedures.
III DEFINITIONS Authorized Agents means an entity or organization authorized by formal written agreement with the University to administer, on behalf of the University, the non-academic misconduct cases referred to it by the NAM Intake Office. Diversion Process means the process by which a case of non-academic misconduct may be diverted to an alternate University process that is determined to be more appropriate to the health and wellbeing of thea Student. This may involve the student-at-risk process or other similar processes that may be established by the University from time to time. Guest means a person who is visiting a Student on campus; this includes student Guests and non- student Guests. Host means a Student who hosts a Guest, while the Student is a participant in any course or program of study at Queen’s, on campus; this includes student Guests and non-student Guests. Incident Report means the information received and compiled by the NAM Intake Office for the purposes of initial assessment and referral to the appropriate NAM Unit. Non-Academic Misconduct (NAM) is described below in Section V: Types of Non-Academic Misconduct; it is classified as either Category 1 or Category 2 by the NAM Intake Office. The Categories and the factors to be considered in are described in more detail in Section IV: Referral and Carriage of Non-academic Misconduct Cases. Non Academic Misconduct System / NAM System means the totality of: a) all NAM Units; b) the NAM Intake Office; c) this Code; d) all procedures, guidelines and instructions concerning the administration of this Code issued by a NAM Unit; and, e) the Non-Academic Misconduct Appeal Panel. NAM Appeal Panel means the University’s final internal appeal body for non-academic misconduct cases. NAM Intake Office means the University Office that receives and refers reports of Student non- academic misconduct in accordance with the criteria set out in this Code. NAM Roundtable serves as an informal forum for those involved in the operation of the University’s non-academic misconduct system. NAM Subcommittee (“NAMSC”) means the sub-committee of the Audit and Risk Committee of the Queen’s Board of Trustees, which is responsible for receiving reports about the NAM System and for recommending to the Board, via the Audit and Risk Committee, any proposed changes to this Code. NAM Unit means each of the Student Conduct Office, Athletics & Recreation, Residences, and any Authorized Agent of the University, involved in the administration of this Code.
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Page 135 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 4 Public Official includes law enforcement officers, fire & rescue personnel, paramedics, by-law officers, and other similar municipal, provincial or federal officials, acting in their professional capacity. Restorative Justice emphasizes the importance of elevating the role of victims and community members through active involvement in the misconduct process, holding Students directly accountable to the people and communities harmed by their conduct, restoring the emotional and material losses of victims, and providing a range of opportunities for dialogue, negotiation, and problem solving, whenever possible. The goal is to achieve a greater sense of community safety and social harmony for all involved, and requires the willing participation of Students and victims together. Sanctioned Activity means an activity that has been approved by the University (through a University administrator authorized to do so), by a student government, or by an Authorized Agent of the University. Student means anyone who is registered, full-time or part-time, in a course or program of study, including a non-degree diploma or certificate (whether for credit or not), offered by or through the University, or anyone who was so registered when the reported misconduct was said to have occurred. It also means a person registered at another university on a letter of permission from Queen’s and a person on exchange at Queen’s or abroad. Student Conduct Office means the University Office that handles cases of alleged Category 2 non- academic misconduct. Student Group means any extracurricular organization or club that is recognized or ratified by the University, by a student government, or, by any Authorized Agent of the University. University means Queen’s University at Kingston.1 University community includes, without limitation, employees, students, volunteers, visiting professors, contractors, visitors, student groups, and other individuals who live, work, or study at, or carry out services for, the University. University Property means property owned, rented or otherwise used by the University.
IV SCOPE This Code applies to non-academic misconduct by a Student or group of Students that takes place: a. on University Property; b. off University Property, or through electronic media regardless of where it originates, in circumstances where: i) a Student is participating in a Sanctioned Activity; ii) a Student represents or claims to represent the University or an organization affiliated with the University; or, iii) the conduct adversely affected: • the operations of the University; or, • the reasonable participation by member(s) of the University community in the University’s living, learning or working environment(s); or,
1 “Queen’s University at Kingston” is the formal legal name of the institution; it does not refer to any geographical boundary. Approved by the Queen’s University Board of Trustees
Page 136 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 5 iv) the University has reasonable grounds to believe there is risk to the health or safety of a member(s) of the University community in the University’s living, learning or working environment(s). This Code covers non-academic misconduct that occurs in the context of an academic program, including conduct that occurs when a Student is participating in: a. any class activity, including a lecture, tutorial, lab or the like, on University Property; and, b. any organized academic activity, such as a clinical placement, exchange, field placement, field trip, internship, research activities, or the like, that occurs off University Property. Students are responsible for advising their Guests about this Code and the required standards of appropriate conduct. Students are responsible for the conduct of their Guest(s), including violation(s) of this Code, if the Student encouraged the misconduct, or if the Student knew of, or could have reasonably foreseen, the misconduct and failed to take steps to discourage or prevent it, or to advise Campus Security & Emergency Services. Students will be held individually responsible for their actions, whether acting on their own or as part of a group. Student Groups and/or their leaders or any identifiable spokesperson for a Student Group can be held responsible, collectively and/or individually, for violations of this Code by their members or by participants in their Group’s activities, whether sanctioned or not, and whether on or off University Property, if the leaders gave encouragement or consent for the misconduct, or if they knew of, or could have reasonably foreseen, the misconduct and failed to take steps to discourage or prevent it, or to advise Campus Security & Emergency Services. Nothing in this Code replaces or supersedes any complaint, grievance or appeal process set out in any collective agreement to which the University is a party. However, Student misconduct that occurs while a Student is acting in their capacity as an employee of the University may, in addition to any employment-related discipline process, be addressed as non-academic misconduct under this Code where the NAM Intake Office determines that a non-employment University interest is also involved. Student conduct that falls outside the scope of this Code, and which can be addressed by other University policies and procedures includes: a) an alleged departure from academic integrity; and, b) an alleged departure from research integrity. In circumstances where alleged conduct would constitute a violation of more than one policy applicable to Student conduct, the NAM Intake Office will determine the appropriate procedure(s) to be followed. Nothing in this Code prohibits Student participation in lawful and peaceful public assemblies and demonstrations, nor inhibits Students’ lawful and non-violent freedom of expression2. This does not, however, relieve a Student who is also an employee of the University of employment-related obligations. Procedures under this Code may be undertaken before, at the same time as, or after, civil, criminal, or employment-related proceedings; but, if a report of misconduct has also resulted in civil, criminal, or employment-related proceedings against a Student, the Vice-Provost and Dean of Student affairs (or delegate) will determine whether the case under this Code should be deferred until the conclusion, or partial conclusion, of such other proceedings.
2 e.g., See the Free Expression at Queen's University policy Approved by the Queen’s University Board of Trustees
Page 137 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 6 The University retains discretion to implement interim measures that are appropriate in the circumstances to support a safe campus environment and/or to safeguard the legitimate interests of the University and the campus community, for a specific period or until the case is concluded (e.g.: interim suspension, full or partial Notice of Prohibition, no contact requirements, and restriction(s) on or loss of privileges). Interim measures are not evidence of any finding of fact concerning whether there has been a violation of the Code.
V INTAKE AND REFERRAL OF NON-ACADEMIC MISCONDUCT CASES The NAM Intake Office will manage initial intake and referral of all non-academic misconduct cases, with the following limited exceptions: a) Athletics & Recreation Cases: A report of non-academic misconduct by a Student- Athlete or an Intramural Sport Program Participant in a sport-related context will be dealt with by the Athletics & Recreation Department under the Athletic & Recreation Non- Academic Misconduct Policy. If it appears that a matter involves a “Major Infraction” or a “Repeat Infraction”, as those terms are defined by the Athletic & Recreation Non- Academic Misconduct Policy, the Athletics & Recreation Department must submit the matter to the NAM Intake Office for assessment and referral; and, b) Residence Cases: A report of non-academic misconduct that occurs in University residences or that is otherwise subject to Residence Community Standards will be dealt with under the Residence conduct system, except for a report that alleges “Level Three” misconduct, as that term is defined in the Residence Community Standards. Such cases must be submitted to the NAM Intake Office for assessment and referral. Non-academic misconduct falls into two general categories: Category 1 and Category 2. While Category 2 is generally considered to encompass relatively more grievous types of misconduct than Category 1, the demarcation between these Categories is not absolute. The NAM Intake Office will first determine whether it is appropriate to refer a case to a Diversion Process. If the NAM Intake Office does not refer a case to a Diversion Process, it will determine whether the alleged conduct falls within the SCOPE of this Code. If so, the NAM Intake Office will then determine the Category of the case, and thus the most appropriate NAM Unit to have carriage of that case, guided by various factors, including: a) whether the alleged misconduct jeopardized, or to a reasonable person potentially jeopardized, the health or safety of an individual. In this context, “jeopardize” includes physical, emotional or psychological impacts; b) Whether the conduct as alleged appears to involve a violation of the prohibitions against Harassment or Discrimination c) whether the conduct as alleged appears to involve a violation of Municipal, Provincial or Federal law or involves interfering with, obstructing, disrupting, misleading, or failing to comply with the directions of, a Public Official; d) the gravity of the consequences/harm alleged. This includes a consideration of whether the alleged misconduct resulted in the dispatch of University or public emergency services; e) prior findings of misconduct of the same or similar nature; and,
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Page 138 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 7 f) the complexity of the fact situation; and, g) the presence of mitigating or aggravating factors identified in the Incident Report. Every NAM Unit receiving a referral from the NAM Intake Office will assign that case to a case manager (“Case Manager”) Decisions of the NAM Intake Office are not subject to appeal. But if, upon receipt of a case from the NAM Intake Office, a NAM Unit determines the case ought to have been referred elsewhere, the Unit may request that the NAM Intake Office re-direct the case accordingly. NAM cases, if not informally resolved pursuant to an applicable procedure, shall be dealt with by the adjudicative body of the NAM Unit handling the case. A Student against whom a NAM case is pending or against whom a sanction is outstanding may not voluntarily withdraw from the University. Similarly, the University will not issue Official Transcripts to the Student directly; transcripts will be sent to specified recipients at the Student’s request. If the sanction results in a Requirement to Withdraw transcript notation3, previous recipient(s) will be sent an updated Official Transcript after any available appeal process has been exhausted or the time for appealing has expired.
VI TYPES OF NON-ACADEMIC MISCONDUCT Non-academic misconduct can take the form of a single act, repeated acts, or be part of a pattern of behaviour that taken in its entirety constitutes a violation of this Code. Respondents are encouraged to seek clarification from the Office of the Ombudsperson in regard to University policies and procedures. Respondents are encouraged to utilize a support person if needed and may be accompanied by an advisor to any meeting or proceeding related to non-academic misconduct. Resources for support person/advisors are available online. The various types of non-academic misconduct are described below, but the examples contained under each class are not intended to be exhaustive. Cases described as PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT must be referred by the NAM Intake Office to the Student Conduct Office. The Student Conduct Office has the authority to refer the matter to a different NAM Unit, having regard for the criteria listed in Paragraph 4 of Section V, in which case the Student Conduct Office will advise the NAM Intake Office of the subsequent referral.
A. ABUSE OF PROCESS ALL ABUSE OF PROCESS CASES ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Failure to comply with a process or requirement under this Code or a Procedure under this Code. b) Failure to comply with a non-academic misconduct sanction. c) Knowingly making false report of misconduct against any member of the University community or assisting another person in making or pursuing same. d) Interference with the administration of this Code, such as: i) a misrepresentation or false statement during an investigation or proceeding;
3 See Policy on Transcript Terminology for Students Withdrawing from Queen's University Approved by the Queen’s University Board of Trustees
Page 139 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 8 ii) trying to discourage any individual's proper participation in, or use of, a misconduct process; iii) any direct or indirect retaliation (e.g., through coercion, intimidation, threats or social pressure) against a complainant, a person who reports misconduct, or a potential witness in a misconduct case; iv) disrupting, or otherwise interfering with, the orderly conduct of a misconduct proceeding; v) electronically or digitally recording, in any format, a misconduct meeting or proceeding without the express permission of the administrator conducting the meeting or the Chair of the proceeding, as the case may be; or, vi) harassing (physically, verbally, or in writing), intimidating or attempting to influence, the impartiality of any individual in a decision-making role in a misconduct process. B. AIDING IN THE COMMISSION OF AN OFFENCE a) Encouraging or aiding others, by words or by action, to engage in the commission of an act that is in violation of this Code, a University policy, rule or procedure, or a Municipal, Provincial or Federal law. C. SUBSTANCE USE (ALCOHOL, DRUG, SMOKING) CASES UNDER C (e), (f), (g) and (h) ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Consumption or possession of open alcohol on University Property except where it is specifically permitted (e.g., in a licensed campus pub, at a licensed event or as permitted under the Residence Contract or the University Alcohol Policy). b) Consumption or possession of alcohol by a person under the age of 19 or furnishing alcohol to a person under the age of 19. c) Consumption or possession of cannabis, except if permitted by law and University policy. d) Consumption or possession of cannabis by a person under the age of 19 or furnishing cannabis to a person under the age of 19. e) Manufacturing, cultivating or growing cannabis on University Property, except as may be related to University research. f) Consumption or possession of any narcotic or controlled substance, except if permitted by law and University policy, including the possession or consumption of prescription medication for purposes other than that for which it was prescribed by a licensed medical professional g) The act(s) of selling, administering, giving, transferring, transporting, sending or delivering a narcotic or controlled substance, or the attempt or offer to do so, except as expressly permitted by law. h) Any act that causes any person to consume a substance (e.g., alcohol, a narcotic or controlled substance including cannabis) without their consent. This includes but is not limited to by any means that involves hazing. i) Smoking (including use of e-cigarettes) and use of Tobacco Products on campus except in circumstances specifically permitted by the Smoke-Free University Policy.
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Page 140 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 9 D. CONTRAVENTION OF POLICY or LAW a) Violation of a University policy, rule, or procedure published or posted by the University, including without limitation the Athletic & Recreation Non-Academic Misconduct Policy and the Residence Community Standards. b) Violation of a policy, rule or procedure published or posted by an Authorized Agent of the University or by a student government. c) Violation of a Municipal, Provincial or Federal law. E. DISRUPTION OR INTERFERENCE a) Disruption or obstruction by action, threat or otherwise, of any University event or any Sanctioned Activity, including teaching, learning, research, administration, events, and any conduct that disrupts the normal operations of the University or that infringes on the rights of another member of the University community. b) Interfering with, obstructing, disrupting, misleading, or failing to comply with the directions of, any University official or any official of an Authorized Agent of the University, in the performance of their duties. c) Any action, conduct, display or communication that causes disruption to, or an obstruction of, the freedom of movement of any person on University Property.
F. IMPROPER USE OF DANGEROUS OBJECTS AND SUBSTANCES ALL CASESUNDERCASES UNDER THIS HEADING ARE PRESUMPTIVELY CATEGORY 2 NON- ACADEMIC MISCONDUCT
a) Possession or use of any weapon (as outlined in the Queen’s University Weapons Policy), explosive, chemical, biohazardous, radioactive or controlled material, or the like, except by authorized personnel and in an area formally designated for that purpose. b) Use of any object to injure, threaten or intimidate another person.
G. MISCONDUCT AGAINST PERSONS AND DANGEROUS ACTIVITY ALL CASES UNDER THIS SECTION ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
If a protected ground under the Ontario Human Rights Code is found to have been a factor in misconduct, this will be considered an aggravating factor that in the sanctioning process (See Section VII – Sanctions). Human Rights Code protected grounds: race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, gender identity, gender expression, age*, record of offences**, marital status, family status, disability, and any other ground that may subsequently designated as protected under the Ontario Human Rights Code.
* protected only in relation to those 18 years or older ** protected in relation to employment only
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Page 141 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 10 a) Assault b) Sexual Violence4 against a member of the University community (e.g., staff, faculty, students, visitors, volunteers). c) Harassment: means engaging in a course5 of vexatious comment or conduct that exceeds the bounds of free expression or academic freedom as these are understood in University policies and accepted practices,,6 which is known or ought reasonably to be known to be unwelcome. Harassment includes not merely direct and intentional acts, but also engaging in verbal or non-verbal behaviour or communication that is known or ought to reasonably be known to be hostile, intimidating or threatening. It includes conduct that deliberately seeks to control or manipulate or otherwise harm another person, and can include comment or conduct through any from of electronic media regardless of where it originates. Harassment need not be connected to a ground protected by the Ontario Human Rights Code. Differences of opinion, personality conflicts, or disagreements between individuals are not generally considered to be Harassment. Harassment, defined above, can take on a variety of specific forms, some commonly recognized forms include: i) Discriminatory Harassment is a form of Harassment (engaging in a course7 of vexatious comment or conduct that exceeds the bounds of free expression or academic freedom as these are understood in University policies8 against a person or group, which is known or ought reasonably to be known to be unwelcome) that is based on one or more grounds protected by the Ontario Human Rights Code. Discriminatory Harassment also includes Harassment based on a person’s relationship to, or association with, or dealings with, a person or persons identified by one or more protected grounds. Discriminatory Harassment may include, for example, racist jokes, sexual harassment, gender-based harassment and microaggressions (i.e., comments or actions that subtly and often unconsciously or unintentionally expresses a prejudiced attitude toward a member of a marginalized group). microaggressions. ii) Harassment by Provocation or Incitement is a form of Discriminatory Harassment involving public behaviour that exceeds the bounds of free expression or academic freedom as these are understood in University polices and accepted practices9, which incites hatred, contempt for, or revulsion or severe ridicule of, a person or group of people because of or based on one or more grounds
4 As defined in the Queen’s University Policy on Sexual Violence Involving Queen’s University Students. (Sexual Violence includes Sexual Harassment.) 5 A single incident can be sufficiently egregious as to constitute Harassment 6 e.g., See the Free Expression at Queen's University policy 7 A single incident can be sufficiently egregious as to constitute Harassment 8 e.g., See the Free Expression at Queen's University policy. 9 e.g., See the Free Expression at Queen's University policy. Approved by the Queen’s University Board of Trustees
Page 142 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 11 protected by the Ontario Human Rights Code, or because of a person’s relationship to, or association or dealings with, such a person or group. iii) Hazing: is a form of Harassment. Hazing activities include, but are not limited to, pranks, jokes, public ridicule, and any activity that does not respect an individual’s rights, integrity, dignity, safety or well-being. Hazing includes conduct that is, or ought to be reasonably known to be: • abusive (physically or psychologically); • demeaning; • dangerous; • humiliating; • ridiculing; or, • contrary to this Code, to a University policy, rule or procedure, or to Municipal, Provincial or Federal law; • that is used as a means of coercing, compelling, forcing, or otherwise socially pressuring, a person to gain or maintain: (i) membership in; (ii) the acceptance of; or, (iii) association with; any group or organization. Express or implied consent from, or the acquiescence of, the affected person(s) shall not be an excuse or defense for such behaviour.
d) Discrimination by a Student Group: Discrimination is a distinction relating to personal characteristics of an individual or group based on a ground protected by the Ontario Human Rights Code that has the effect of imposing burdens, obligations or disadvantages on such individual or group not imposed upon others, or that withholds or limits access to opportunities, benefits, and advantages available to other members of society. Discrimination: i) can be direct, indirect, or systemic in nature; ii) need not be intentional; iii) includes a distinction imposed because of a person’s or group’s relationship to, association with, or dealings with, another person or persons who are identified by a protected ground; and, iv) includes systemic discrimination, which refers to policies, practices, patterns of behaviour or attitudes that are part of the social or administrative structures of an organization (such as a Student Group), which, while appearing neutral on the surface nevertheless have an “adverse effect” or exclusionary impact on people based on a ground protected by the Ontario Human Rights Code. ; and, v) includes a failure to accommodate the needs of individuals related to one or more grounds protected by the Ontario Human Rights Code, unless doing so would cause undue hardship. The duty to accommodate must be fulfilled in accordance with the principles of dignity, individualization, and inclusion. ; but, vi) does not include restricting membership in a special interest group that is primarily engaged in serving interests of people identified by a prohibited ground
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Page 143 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 12 to people who are similarly identified10. Examples of discrimination by a student group could include things such as: • a club or student society refusing to relocate its regular meeting place, which is inaccessible to a member (or a prospective member) with a disability; • exclusionary membership policies of a club or student society that adversely affect membership eligibility for individuals in equity seeking groups; • less favourable differential leadership opportunities for qualified members of a club or group in equity seeking groups; • failing to deal with discriminatory incidents or downplaying their seriousness because, for example, “no harm was intended.” See Appendix A for further discussion about Discrimination H. MISCONDUCT INVOLVING PROPERTY CASES UNDER H (e) (f) and (g) ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Misappropriation, damage, unauthorized possession, defacement, vandalism or destruction of property on University Property, and property associated with a Sanctioned Activity. b) Theft or possession of property belonging to any person or entity without the permission of the rightful owner, including in circumstance where there was an intent to return the property. c) Use of University facilities, equipment, supplies or resources contrary to express instruction or without proper authorization, or misuse or abuse of same. d) Abuse or misuse of University documents, including without limitation identification cards, credit cards, meal cards, smart cards, or telephone calling cards, or misuse of fees collected and distributed by the University to any Student group, either directly or indirectly (e.g. through the Alma Mater Society). e) Altering or misuse of official University documents. f) Interference with, obstruction of, or tampering with life safety or emergency equipment. g) Setting unauthorized fires. I. MISREPRESENTATION, FAILING TO PROVIDE, OR PROVIDING, FALSE INFORMATION CASES UNDER I (c) ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Furnishing false information to a University official or to an official of an Authorized Agent of the University. b) Possessing, distributing or using false or altered identification/credentials. c) Failing to provide identification upon request to any University official or to any official of an Authorized Agent of the University. Arbitrary requests, i.e., profiling, are prohibited.
10 See Ontario Human Rights Code, Section 18 Approved by the Queen’s University Board of Trustees
Page 144 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 13 J. MISUSE OF UNIVERSITY INFORMATION TECHNOLOGY ALL CASES OFUNDER THIS HEADING ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Altering or removing University computer files or software without proper authorization. b) Intentionally jeopardizing the confidentiality, integrity and availability of electronically maintained Queen's University information or data. c) Using Queen's Information Technology resources to do anything that is a violation of the rights of others, such as displaying or distributing obscene, harassing, defamatory, or discriminatory material or messages. d) Using Queen's Information Technology resources for any illegal activities or purposes. K. UNAUTHORIZED ENTRY AND/OR PRESENCE CASES UNDER K (d) ARE PRESUMPTIVELY CATEGORY 2 NON-ACADEMIC MISCONDUCT
a) Unauthorized entry, attempted entry or presence in or on any University Property; b) Unauthorized entry, attempted entry or presence at any Sanctioned Activity. c) Refusing to leave University Property when instructed to do so by a University official, or by an official of an Authorized Agent of the University, acting within the scope of their duties. d) Knowingly inviting or admitting into or on University Property, a person to whom a Notice of Prohibition has been issued.
VII SANCTIONS The primary approach of NAM sanctions is to be educational. In addition, the principles of restitution, deterrence, and where appropriate, restorative Justicejustice, will guide decision-makers within the NAM System. More than one sanction may be applied for any violation of this Code. Repeated or multiple breaches of the Code will normally result in progressively more severe sanctions. If a protected ground under the Ontario Human Rights Code is found to have been a factor in misconduct, this will be considered an aggravating factor in determining the appropriate sanction(s) In addition to the sanctions described in 7 and 8 below, sanctions in the Residence Community Standards and the Athletic & Recreation Non-Academic Misconduct Policy will be available in cases arising from those Units of the NAM System, but which have been referred or re-directed to the Student Conduct Office. Sanctions will be appropriate to the conduct involved in each case. Every NAM decision imposing a sanction(s) must describe any mitigating and/or aggravating factors that were considered by the decision-maker. Sanctions that may be applied by any Unit in the University NAM System include, but are not limited to: a) Written warning or reprimand – A notice given to a Student indicating the details of the Code violation(s) and including a direction that the conduct cease and not be repeated.
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Page 145 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 14 This notice must include a statement regarding the possibility of progressively more severe sanctions being applied in the event of future misconduct. b) Letter of behavioural expectation – A letter to be signed by the Student that includes an undertaking not to engage in certain behaviour and which sets out the range of possible consequences if the stated behavioural expectations are not met. c) Educational assignments – A requirement to complete specific educational activities, which may include participation in, and completion of, an educational program (webinar, on-line program, in-person workshop etc.) or a written assignment or an educational meeting with a University or Public Official. d) Apology – A written or oral apology to be delivered to a specified party/parties within a specified timeframe. e) University or Community Service – Service to the community or to the University, with type of service, location (as applicable) and timeframe to be specified. f) Restitution – A monetary compensation for loss, damage or injury, or replacement of damaged or destroyed property. g) Monetary fine – An amount and timeline for payment must be specified. h) Conditional Fine – The Student is required to commit a specified sum of money for a specificedspecified period, and the Student is required to sign and abide by a letter of behavioural expectations. If, at the end of the specified period, the Student has not breached the terms of the letter, the bond will be vacated. A breach of the behavioural expectations may result in additional sanctions. i) Restriction on, or loss of, privilege – The restriction on or removal of specified privileges, indefinitely or for a specified period of time, which can include restrictions on, removal from, or participation in, any activity or role affiliated with the University (e.g., access to University facilities, participation in extra-curricular activities, University sponsored travel, participation on University bodies)11. j) No Contact – A requirement that a Student have no direct or indirect contact (including, but not limited to in-person, phone, text, email, social media, through a third party, etc.) with a specified individual, individuals or group, as outlined in a letter of behavioural expectations. k) Non-Academic Probation – Status imposed on a Student for a specified period of time who has a significant record of non-academic misconduct (e.g., because of several previous Code violations or because of a Code violation that compromised the health, safety, or well-being of another person) during which the Student is not in good standing with the University and a further Code violation may result in a notice of Prohibition or a Requirement to Withdraw. The following sanctions may be imposed only by an authorized Queen’s administrator: a) Notice of Prohibition from campus, in part(s) or in its entirety. b) Requirement to Withdraw, which may be time limited (suspension) or indefinite (expulsion). This sanction is only available in cases of Category 2 non-academic
11 This does not include the ability to remove a person from an elected position on the AMS Assembly or from an elected position on the SGPS Council, nor does it permit removal of any person from their employment with either of those two bodies. Restrictions can be imposed on these individuals with respect to their participation in activities affiliated with the University, including participation on University bodies and in clubs. Approved by the Queen’s University Board of Trustees
Page 146 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 15 misconduct. If at any time while a NAM case is pending against a Student and the Student’s relationship with the University comes to an end such that the Student is no longer a member of the Queen’s community (this does not include a leave of absence, or other temporary break or a voluntary withdrawal as part of an informal resolution agreement), then: a) the University may decide to suspend the NAM process. If the Student re-joins the Queen’s community in future, the University will decide whether to reinstate the NAM process; or, b) the University can decide to continue the case to conclusion, whether or not the Student participates in the process. If subsequently the student is found to have violated the Code and the sanction results in a Requirement to Withdraw transcript notation12, the Student’s transcript will be amended accordingly, and prior recipient(s) of the Student’s transcript will be so informed by the Registrar.
VIII APPEALS Notwithstanding any right of appeal granted by the Policy on Student Appeals, Rights, and Discipline, a Student against whom a finding of Non-Academic Misconduct has been made and who wishes to appeal that finding must do so as follows: a) When appealing a decision made by Residences, Athletics & Recreation, or an Authorized Agent (e.g., AMS Judicial Affairs), the appeal must be submitted to the appropriate appeal body stipulated in the appeal rules of those NAM units, if the NAM Unit’s rules allow for a further appeal, that further appeal must be submitted to the NAMIO, to be heard by the NAM Appeal Panel, or, b) When appealing a decision made by the Student Conduct Office, the appeal must be submitted to the NAMIO, to be heard by the NAM Appeal Panel. Students should visit the Non-Academic Misconduct Website for more information on Appeals.
Except as altered by the Procedure under the Queen’s University Student Code of Conduct, Residence Community Standards or Athletic & Recreation NAM Policy, Non-Academic Misconduct appeals are conducted in accordance with the Guidelines for Non-Academic Misconduct Appeals.
IX RELATED POLICIES: Several University policies, rules, procedures or guidelines normally act independently of one another. However, in circumstances where the alleged Code violation is reported to the NAM Intake Office, the sanctions in other relevant policies or procedures will be available to the decision-maker.
These policies, rules, procedures or guidelines may include, but are not limited to the following: c) Acceptable Use of Information Technology Policy d) Code of Behaviour for Library Users e) University District Tenant Handbook f) John Orr Tenant Handbook
12 See Policy on Transcript Terminology for Students Withdrawing from Queen's University Approved by the Queen’s University Board of Trustees
Page 147 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 16 g) An Clachan Tenant Handbook h) Harassment and Discrimination Complaint Policy and Procedure i) Queen’s University Weapons Policy j) Policy on Sexual Violence Involving Queen’s University Students k) Professional behaviour expectations and violations under professional programs. and standards policies for professional programs. The University also has existing behavioural expectations for specific Student populations: a) Athletics & Recreation Student-Athlete Guidelines for Behaviour b) Student Athlete Summary of Infractions c) Athletic & Recreation Non-Academic Misconduct Policy d) Residence Contract and Residence Community Standards for Students living in residences e) Professional behaviour expectations and violations under professional programs. Nothing in this Code prohibits or prevents any Faculty, School or Department from enforcing its professional standards or professional codes of conduct in addition to any steps taken pursuant to this Code. Student governments have policies and bylaws that relate to their members: a) The Constitution of the Alma Mater Society of Queen’s University b) AMS Policy Manuals c) SGPS Bylaws and Policies d) Constitution of the Residence Society e) Bylaws of the Residence Society
Approved by the Queen’s University Board of Trustees
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APPENDIX A: EDUCATIONALINFORMATIONAL COMMENTARY ABOUT DISCRIMINATION The following commentary is included for educational and informational purposes; it is intended to provide context about the nature of discrimination and some of its causes/manifestations. It is not intended to be exhaustive, nor is it intended to alter or re-state the definitions in the Student Code of Conduct. This Appendix may be amended from time to time on the advice of the Associate Vice-Principal (Human Rights, Equity & Inclusion).
Discrimination generally involves action, such as treating a person or group in a particular way, or a failure to make reasonable accommodation for a person or group, based on a ground protected by the Ontario Human Rights Code. Discrimination can be experienced on multiple, intersecting protected grounds. For example, a Muslim woman who wears a hijab may experience discrimination based on both creed and gender.
On the other hand, things such as ageism, racism, sexism, etc. are rooted in ideologies that position certain groups as marginal or inferior, and are manifest in general attitudes, values, and stereotypical beliefs. “Isms” will not always lead to discrimination and harassment, but they often create the conditions for discriminatory and harassing actions.
Discrimination can also arise from a poisoned environment. A poisoned environment refers to an environment that has become so hostile or intolerable, such that discriminatory conduct or attitudes permeates it entirely. A poisoned environment may exist if there has been a particularly egregious, stand- alone incident, or, if there has been serious and persistent wrongful behaviour, based on a ground protected by the Ontario Human Rights Code, sufficient to create a hostile or intolerable environment.
“Ableism” is a belief system, analogous to racism, sexism, or ageism, that sees persons with disabilities as being less worthy of respect and consideration, less able to contribute and participate, or of less inherent value than others. Ableism may be conscious or unconscious, and may be embedded in institutions, systems, or the broader culture of a society. It can limit the opportunities of persons with disabilities and reduce their inclusion in the life of their communities. Ableist attitudes are often based on the view that disability is an “anomaly to normalcy,” rather than an inherent and expected variation in the human condition. Ableism may also be expressed in ongoing paternalistic and patronizing behaviour toward people with disabilities13.
“Ageism” is a socially constructed way of thinking about older people based on negative attitudes and stereotypes about aging and a tendency to structure society based on an assumption that everyone is young, thereby failing to respond appropriately to the real needs of older persons.
Ageism is often a cause for individual acts of age discrimination and often more systemic in nature, such as in the design and implementation of services, programs, and facilities. Age discrimination involves treating persons in an unequal fashion due to age in a way that is contrary to human rights law.14
Anti-Asian racism is prejudice, attitudes, beliefs, stereotyping and discrimination that is directed at the people of Asia or of Asian decent. Negative attitudes towards Asian Canadians survive in characterizations of these Canadians as “foreigners” and “aliens” whose values and culture are incompatible with the Canadian way of life. Concerns about negative attitudes towards Chinese Canadians and South Asian Canadians came to the surface during the 2003 SARS outbreak and more recently in connection with the COVID-19 global pandemic15.
13 See OHRC Policy on Ableism and Discrimination Based on Disability 14 See OHRC Ageism and Age Discrimination Fact Sheet 15 See Ontario Human Rights Commission Report Approved by the Queen’s University Board of Trustees
Page 149 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 18 “Anti-Black racism” is prejudice, attitudes, beliefs, stereotyping and discrimination that is directed at people of African descent and is rooted in their unique history and experience of enslavement and its legacy. Anti-Black racism is deeply entrenched in Canadian institutions, policies and practices, to the extent that anti-Black racism is either functionally normalized or rendered invisible to the larger White society. Anti-Black racism is manifest in the current social, economic, and political marginalization of African Canadians, which includes unequal opportunities, lower socio-economic status, higher unemployment, significant poverty rates and overrepresentation in the criminal justice system.16
Anti-Indigenous racism is the ongoing race-based discrimination, negative stereotyping, and injustice experienced by Indigenous Peoples within Canada. It includes ideas and practices that establish, maintain and perpetuate power imbalances, systemic barriers, and inequitable outcomes that stem from the legacy of colonial policies and practices in Canada. Systemic anti-Indigenous racism is evident in discriminatory federal policies such as the Indian Act and the residential school system. It is also manifest in the overrepresentation of Indigenous peoples in provincial criminal justice and child welfare systems, as well as inequitable outcomes in education, well-being, and health. Individual lived-experiences of anti-Indigenous racism can be seen in the rise in acts of hostility and violence directed at Indigenous people.17
“Antisemitism” is latent or overt hostility or hatred directed towards, or discrimination against individual Jews or the Jewish people for reasons connected to their religion, ethnicity, and their cultural, historical, intellectual and religious heritage. Antisemitism can take many forms, ranging from individual acts of discrimination, physical violence, vandalism and hatred, to more organized and systematic efforts to destroy entire communities and genocide.18 Antisemitism has also been defined as a certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilities. 19
“Homophobia” and “heterosexism” are terms used to describe prejudice relating to sexual orientation. Both may be the basis for negative treatment of individuals and communities, based on their actual or perceived sexual orientations. “Homophobia” is the aversion to, or fear or hatred of, individuals and communities of diverse sexual orientations, or of behaviours stereotyped as belonging to diverse sexual orientations. It signifies a hostile psychological state on the part of those engaging in overt discrimination, harassment, or violence. “Heterosexism” refers to an underlying assumption or expectation that everyone is heterosexual. Discrimination based on that assumption may be unintentional and unrecognized by the person or organization responsible for the discrimination. Because it is based on unexamined assumptions, it supports the development of institutional and societal bias. Both “homophobia” and “heterosexism” can result in discrimination based on sexual orientation. 20
“Islamophobia” includes racism, stereotypes, prejudice, fear or acts of hostility directed towards individual Muslims or followers of Islam in general. In addition to individual acts of intolerance and racial profiling. It has also been described as the dread, hatred and hostility towards Islam and Muslims perpetuated by a series of closed views that imply and attribute negative and derogatory stereotypes and beliefs to Muslims. Islamophobia can lead to viewing and treating Muslims as a greater security threat on an institutional,
16 See Government of Ontario Data Standards for the Identification and Monitoring of Systemic Racism 17 ibid
19 See OHRC Policy on preventing discrimination based on creed International Holocaust Remembrance Alliance "Working Definition of Antisemitism" 20 See OHRC Policy on Discrimination and Harassment because of Sexual Orientation. Approved by the Queen’s University Board of Trustees
Page 150 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 19 systemic and societal level21.
“Microaggressions are the everyday verbal, nonverbal, and environmental slights, snubs, or insults, whether intentional or the result of unconscious bias, which communicate hostile, derogatory, or negative messages to targeted persons based solely upon their membership in a human rights protected group22. Microaggressions can be subtle. Microaggressions, cumulatively, may constitute Discriminatory Harassment. A single incident alone, particularly where the conduct results from unconscious bias, will rarely constitute Discriminatory Harassment, except where the conduct is particularly egregious and results in severe impact. A group, including a Student Group, which permits or tolerates a persistent environment of microaggressions can be found to have engaged in Discriminatory Harassment. The university’s goal is to foster an understanding of the impacts that microaggressions can have on those in equity deserving groups. As such, the initial focus in responding to a finding of Discriminatory Harassment based on allegations of microaggressions will, where appropriate, be educational and restorative.
“Race” is a prohibitedprotected ground of discrimination in under the Ontario Human Rights Code, but like racial discrimination, it is not specifically defined. The Ontario Human Rights Commission explains race as socially constructed differences among people based on personal characteristics. Racialization is the process of social construction of race, by which people and societies construct races as real, different, and unequal in ways that matter to economic, political, and social life.
“Racism” is inclusive of racial harassment and discrimination but is a wider phenomenon than racial harassment and discrimination. Racism is an ideology that either directly or indirectly asserts that one group is inherently superior to others. Racism plays a major role in fostering racial harassment and discrimination. Racism can be openly displayed in harassing and/or violent behavior such as racial jokes and slurs or hate crimes, but it can be more deeply rooted in attitudes, values, and stereotypical beliefs. In some cases, these are unconsciously held and expressed without intention to harm, yet the effect of racism is to perpetuate inequity and exclusion of historically marginalized groups including Indigenous, Black, and racialized communities. Racism operates at individual, systemic and societal levels. Although Canada has made much progress, unfortunately racism and racial discrimination remain a persistent reality in Canadian society. This fact must be acknowledged as a starting point to effectively address racism and racial discrimination.23
“Transphobia” is the negative valuing, stereotyping and discriminatory treatment of individuals who do not conform in appearance and/or identity to conventional conceptions of gender. People who are trans, transgender, gender-nonconforming, non-binary, or intersex, and people who cross-dress, are typical targets of transphobia.24
“Transphobia” is the aversion to, fear or hatred of trans people and communities. Like other prejudices, it is based on stereotypes that are used to justify discrimination, harassment and violence toward trans people and has its roots in cisnormativity (the commonplace assumption that cisgender, having a gender identity that is in line with the biological sex they were assigned at birth, is the “norm”). Transphobia describes stereotypes, negative attitudes and prejudice towards trans people that are more widespread or systemic in society and its institutions. This form of prejudice may be unintentional and unrecognized by the person or organization responsible, making it all the more entrenched and difficult to address. Society’s bias that there is only one right, normal expression of gender underpins this form of prejudice and the discrimination that
21 See OHRC Policy on preventing discrimination based on creed 22 Microaggression: More Than Just Race, 2010, Derald Wing Sue Ph.D. 23 Adapted from OHRC Fact Sheet: Racial Discrimination, Race and Racism. 24 Ibid. Approved by the Queen’s University Board of Trustees
Page 151 of 300 ITEM: Revisions to the Student Code of Conduct P a g e | 20 can result from it.25
25 Adapted from OHRC Policy on preventing discrimination because of gender identity and gender expression
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BOARD OF TRUSTEES
To: Board of Trustees & Audit and Risk Committee Date of Report: 04/16/2021 Date of Approval: N/A From: Provost and Vice-Principal (Academic)
Date of Board Subject: Sexual Violence Report, May 1, 2020 to April 30, 2021 Committee Meeting: 05/03/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 05/07/2021
1.0 PURPOSE
☐ For Approval ☐ For Discussion ☒ For Information
2.0 MOTION/DISCUSSION
This report is for information only.
3.0 EXECUTIVE SUMMARY
The Sexual Violence Report is presented to the Board of Trustees as required under the provincial Ministry of Training, Colleges and Universities Act (MTCU Act), Section 17 (7.1). This report includes information about services and programs related to sexual violence support and education, as well as annual statistics related to incidents of sexual violence and the effectiveness of the Policy on Sexual Violence Involving Queen’s University Students, (2020), herein referred to as the “Policy”.
This is the fourth annual report submitted to the Board of Trustees.
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4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The Ministry of Training, Colleges and Universities Act, (Schedule 17, ss.7.1) requires each college or university to provide its Board of Governors with an annual report setting out, in respect of the preceding year, the information described in Schedule 17, ss. (7), paragraphs 1, 2, 3 and 4, which includes:
• The number of times supports, services, and accommodations are requested and obtained by students; • Initiatives and programs that promote awareness of supports and services available to students; • The number of incidents and complaints of sexual violence reported by students, and information about such complaints*; • Implementation and effectiveness of the Policy.
*This data will be in accordance with Schedule 3 ss.(8) Personal Information: a college or university shall take reasonable steps to ensure that information provided pursuant to ss. (7) does not disclose personal information.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Queen’s comprehensive sexual violence education, prevention, and response resources help to foster a safe and inclusive campus community.
5.0 ENTERPRISE RISK ASSESSMENT
The Policy on Sexual Violence, the Sexual Violence Prevention and Response Office and the Sexual Violence Prevention and Response Task Force are mitigations identified for the Student Health, Wellness and Safety risk.
6.0 ANALYSIS
• The Policy was first approved by the Board of Trustees on December 2, 2016 in accordance with the requirements under MTCU, O.Reg. 131. • A review of the Policy was conducted, and the revised Policy was subsequently approved by the Board of Trustees on May 10, 2019 and on December 4, 2020. • During the 2020-2021 academic year, the Sexual Violence Taskforce met eight times. The Taskforce is co-chaired by the Vice-Provost and Dean of Student Affairs (VPDSA) and the AVP Human Rights, Equity and Inclusion. • The Taskforce includes students, student group representatives, staff and faculty.
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• A variety of educational activities and initiatives are undertaken each year by many units on campus (see section 3.0 in attached annual report). • Practices related to prevention, education, and response are in line with best practices and regularly reviewed among the Council of Ontario Universities’ Reference Group on Sexual Violence.
7.0 FINANCIAL IMPLICATIONS
There are no financial implications.
8.0 COMMUNICATIONS STRATEGY
• This report is for information only. • University Communications will be consulted on a communications plan.
9.0 INPUT FROM OTHER SOURCES
Division of Student Affairs Sexual Violence Prevention and Response Coordinator Human Rights and Equity Office Human Resources Faculty Relations University Secretariat
ATTACHMENTS
1. Queen’s University Annual Sexual Violence Report (May 1, 2020 to April 30, 2021).
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Queen’s University Annual Sexual Violence Report
Reporting Period: May 1, 2020 to April 30, 2021 Submitted to: Ministry of Training, Colleges, and Universities
1.0 PREAMBLE
The Board of Trustees approved the revised Policy on Sexual Violence Involving Queen’s University Students (herein after the “Policy”) on December 4, 2020. The Policy is a critical component to Queen’s overall strategy regarding sexual violence awareness, education, prevention, and response. The information contained in this report will not only serve to inform our campus community but will also contribute to sector-wide collaborative efforts among post- secondary institutions.
Pursuant to Ministry requirements, and the MTCU Act, Section 17 (ss. 7.1), every college or university is required to provide its Board of Governors with an annual report setting out the identified statistics from the preceding year, which includes:
• The number of times supports, services, and accommodations are requested and obtained by students; • Initiatives and programs that promote awareness of supports and services available to students; • The number of incidents and complaints of sexual violence reported by students, and information about such complaints*; and • Implementation and effectiveness of the Policy.
*This data will be in accordance with Schedule 3 ss.(8) Personal Information: a college or university shall take reasonable steps to ensure that information provided pursuant to ss. (7) does not disclose personal information.
2.0 SUPPORTS, SERVICES, AND ACCOMMODATIONS
During the reporting period (May 1, 2020 to April 30, 2021), a total of (105) one- hundred and five individuals (as compared to 125 individuals in the previous reporting period) wishing to access information, supports and services contacted the Sexual Violence Prevention and Response Coordinator (herein after “SVPRC”).1 Services provided included safety planning, support with financial, food and housing insecurity, referrals to and connection with on and off campus resources (including
1 Student Wellness Services’ statistics are not included. This number may include students who have connected with the SVPRC for historical incidents and/or incidents where there is no connection to the campus or a member of the Queen’s community.
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Hospital), and support for filing a report with police and/or through the university’s systems.
Students may choose to make a Disclosure2 only, and are not required to submit a formal Complaint3 in order to access support, accommodations, or other resources outlined in the Policy.
Twenty-six (26) students of the one-hundred and five (105) individuals who made contact with the SVPRC requested and were assisted with some form of accommodation(s) from the University through the office of the SVPRC. Accommodations included exam deferrals, academic consideration for course work, support for academic appeals, alternative class schedules, and alternative housing assignments. Counsellors from within Student Wellness Services also provide personal support for students who experience sexual violence. While all counselling staff are trauma informed in their practice, specific expertise is available to students from the Sexual Violence Counsellor, within Student Wellness Services, who has extensive training and experience in this area.
Additionally, the SVPRC provided information and support to family members of students impacted by sexual violence.
It should be noted that students may seek support in response to incidents of sexual violence that are reported to have happened on or off campus, and for recent or historical experiences of sexual violence.
3.0 INITIATIVES AND PROGRAMS
Queen’s is committed to sexual violence prevention, awareness, education & training. Much of this work is guided by the Sexual Violence Prevention and Response Framework. The SVPRC and the Division of Student Affairs work to support a multi-pronged approach with campus partners, including student groups, to develop and implement an annual education strategy that is designed to:
• promote a culture of Consent; • address issues of Sexual Violence; and,
2 A Disclosure (to Disclose) is to share information about an incident of Sexual Violence with the University for the purpose of receiving support, counselling, or accommodation or to obtain information about how to make a Complaint. 3A Complaint is a written allegation of Sexual Violence made for the purpose of invoking the processes set out in Section 10 of the Policy.
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• facilitate access to support for students affected by Sexual Violence. Programming on sexual violence prevention and awareness continued to be offered this past year through coordinated and collaborative efforts across campus. This work was facilitated through the Sexual Violence Prevention and Response Task Force (previously the Sexual Violence Prevention and Response Working Group). The Sexual Violence Prevention and Response Task Force comprises a diverse group of student, staff and faculty representatives from across the University and includes a representative from the Kingston Sexual Assault Centre.
The SVPRC has continued to offer training and information sessions for faculty and staff on the Policy and on topics such as: how to respond to a disclosure of sexual violence, Academic Considerations for students who have experienced sexual violence, and workplace harassment/discrimination.
4.0 ANNUAL STATISTICS
The reporting metrics below were established by the Ministry of Training, Colleges & Universities and outlined in the Common Institutional Metrics Reporting Guidelines. The University is additionally required to report this information to the Ministry.
The numbers below reflect the occurrence of each metric, meaning either two metrics may be reflected in one formal Complaint (e.g. one formal Complaint could involve both Stalking and Sexual Assault) or one Complaint may involve multiple incidents of the same metric.*
During the reporting period of May 1, 2020 to April 30, 2021, there were a total of ten (10) Complaints of sexual violence involving a total of fifteen (15) occurrences of a violation reported through the student non-academic misconduct system, Human Resources, and Faculty Relations processes where the complainant was a Queen’s student.
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Table 4.1 – Sexual Violence Statistics*
September 1, 2019 September 1, May 1, 2020 to April 30, 2020 2018 to August to April 30, 2021 31, 2019 Metric Total Number of Formal Complaints of Sexual Violence (Cases) 10 7 19 Metric Number involving Sexual Assault 5 8 9 1 (a) Metric Number involving Sexual Harassment 8 3 11 1 (b) Metric Number of Formal Complaints involving 1 0 0 1 (c) Stalking Metric Number involving Indecent Exposure 0 0 1 1 (d) Metric Number involving Voyeurism 1 0 1 1 (e) Metric Number involving Sexual Exploitation 0 0 0 1 (f) * Note – Metrics (a) to (f) total more than overall metric of total cases, as each case may involve more than one sub metric.
Outcome Resolution
A range of outcomes were sought for those cases involving student respondents, either through the informal or formal resolution process. For example, outcomes may include no contact directives, educational or community focused activities, restorative processes, loss of privilege, suspension/required to withdraw, and/or notice of prohibition (i.e. trespass) from campus. Interim measures are used as appropriate for cases that are pending in the court system or through the University’s non- academic misconduct system. More than one outcome may be
included in a resolution to a case. Cases involving faculty or staff respondents would range from formal reprimand to job termination.
5.0 IMPLEMENTATION AND EFFECTIVENESS OF THE POLICY
The policy implementation process at Queen’s included a comprehensive communication strategy targeting a variety of stakeholder groups across campus and in the broader Kingston community. Policy effectiveness is inherently difficult to measure, however, the Sexual Violence Prevention and Response Task Force is also committed to ongoing assessment of the sufficiency of the Policy, determining the effectiveness of current programs and services, and providing recommendations to the university on ways to support a safe environment for all
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students4. As part of the ongoing evaluation of the implementation and effectiveness of the Policy and supports, a number of indicators are considered. These include:
• the number of students accessing both supports and services; • the referral paths that students have identified which are evidence of the collaborative partnerships between campus units and community agencies, specifically the Sexual Assault Centre, Kingston Police Service, Kingston General Hospital SA/DV Unit; • faculty/staff engagement evidenced by a continually increasing number of requests for in- service training and attendance at information sessions.
While these metrics are used annually to guide the ongoing work around Sexual Violence Prevention and Response, it is specifically important to highlight the unique and fluid situation experienced by post-secondary institutions this year as a result of the pandemic. Queen’s, not unlike many other institutions, was forced to cease some operations and provision of services. While many supports and services were quickly transitioned to remain accessible in a remote environment, some programs and events were cancelled in response to the public health guidelines and the associated restrictions.
The Task Force has additionally reviewed the federal government’s Courage to Act report and completed their independent report for September 2019 to September 2020. This report was submitted to the Ministry and the Board of Trustees on December 4, 2020. The Task Force has also reviewed the Policy and process in light of the Ministry Announcement on January 27, 2021 regarding the proposed amendments to the O. Reg. 131/16 (Sexual Violence at Colleges and Universities). The Task Force was pleased that the practice and Policy currently used at Queen’s meets the expectations of the two proposed requirements.
The Task Force is also looking forward to additional data that will be received from the first ever Student Experience Survey which was launched on March 4, 2021. The survey is a wide-ranging and in-depth initiative to understand systemic racism, exclusionary and discriminatory behaviours, and sexual violence on campus. The data collected from the Student Experience Survey will add to the information which was received last year from the government supported Campus Climate Survey. The Task Force is looking to engaging in the data analyses from the Student Experience Survey in early fall 2021.
4 As per the Ministry’s March 19, 2019 announcement
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In addition to the survey data, reviewing the Sexual Violence Annual Reports over a period of time will be part of the ongoing trend analysis and assessment. Queen’s is committed to continuous improvement of our processes, services, and supports.
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BOARD OF TRUSTEES Report
To: Board of Trustees Date of Report: 4/8/2021 Date of Senate Approval: From: Provost and Vice-Principal (Academic) 4/13/2021 Date of Board Subject: Short-Term Enrolment Projections, 2021-24 Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☐ ☒ ☐ For Approval For Discussion For Information
2.0 MOTION/DISCUSSION
This report is for information only.
3.0 EXECUTIVE SUMMARY
The Short-Term Enrolment Projections report outlines Queen’s enrolment targets for 2021-2022 and 2022-2023, and enrolment projections for 2023-2024. These projections were developed by the Strategic Enrolment Management Group (SEMG) and provided to Senate in April 2021 for approval (2021-22 and 2022-23) and information (2023-2024).
While the pandemic continues to evolve, overall interest in enrolling at Queen’s remains strong. Aligned with public health advice, the university has been planning for a significant increase in on- campus activity, prioritizing academics, in Fall 2021. The university is confident first-year intake targets for 2021-22 will be achieved, although continued disruptions to global travel may impact student mobility and the plans of overseas students. An admissions update will be presented to the Capital Assets and Finance Committee in May.
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4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The enrolment targets align with program capacity and the university’s strategic objectives related to supporting a high-quality student experience, financial sustainability, and internationalization. The enrolment targets and projections also align with the university’s Strategic Mandate Agreement with the provincial government.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
A priority for Queen’s is to attract, retain, and support students from culturally, racially, and socioeconomically diverse backgrounds.
Concurrent with the Principal’s Declaration of Commitment to Address Systemic Racism, and building on longstanding outreach and recruitment strategies - including dedicated staff positions that focus on tailored outreach initiatives to first-generation, Indigenous and racialized students, alternative admission pathways and financial support, and recruitment marketing materials that reflect the diversity of the Queen’s community, the university has introduced new initiatives for the 2021-22 admission cycle to attract an increasingly diverse student population and contribute to a welcoming campus experience.
These initiatives were developed in Summer/Fall 2020 under the leadership of Undergraduation Admission and Recruitment through the creation of an EDII Task Force, comprising a multidisciplinary group of staff, faculty and students. The initiatives include:
• a new Equity Admission Self-identification Form to support the university in gathering and understanding new data about campus diversity. Developed in consultation with Queen’s Human Rights and Equity Office, the form allows students to submit self-identifying information for use by admissions staff as additional consideration when assessing applicants who meet minimum academic requirements and have completed all program prerequisites. The data collected will also be used to inform outreach and recruitment initiatives. • revised supplementary essay questions for Commerce, Health Sciences, and Nursing, which allow applicants to write about life experiences while demonstrating support of the university’s values of equity, diversity, inclusivity and Indigenization. • the new Commitment Scholars Award and Commitment Bursary, and • the Equity Peer Ambassador program that offers peer support to prospective students. Applicants are connecting with current students in paid positions who share insights into navigating the admissions and financial aid processes, as well as studies at Queen’s.
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5.0 ENTERPRISE RISK ASSESSMENT
The university’s strategic enrolment planning process helps to mitigate risks associated with the Graduate and Undergraduate Student Recruitment, Retention, and Graduation Risks, and the Financial Sustainability Risk.
6.0 ANALYSIS
• Despite some continued uncertainties relating to the ongoing pandemic, Queen’s continues to benefit from a large pool of strong applicants, effective recruitment and admissions processes, and a robust strategic enrolment management system.
• The enrolment targets and projections were developed in consultation with the deans to ensure they are viable for each faculty and school, as well as for the university as a whole.
• Throughout the development process, the preliminary targets were assessed against historical data on Queen’s applications, province-wide applications, sector trends, and relevant provincial policies. The development of enrolment targets is also informed by the university’s strategic priorities, including new program development and enhancing the student learning experience.
• In 2021-22, the total first-year direct-entry undergraduate intake target increases by 60 (distributed between Nursing and Health Sciences) to respond to high applicant demand and society’s current needs for more healthcare professionals.
• Starting in 2022-23, this intake target increases by another 228 (distributed between Arts and Science and Engineering and Applied Science) made possible by the opening of the new Albert St. residence building.
• Starting in 2021-22, planned first-year second-entry intake increases by 6.
• In 2021-22, graduate intake decreases by 82, and then increases back to approximately the 2020-21 target in 2022-23 and further increases in 2023-24.
• There is also a reallocation of first-year enrolment intake between and within programs in response to applicant demand, program capacity, and faculty/school priorities. The report details both first-year and upper-year intake by faculty, school and program.
7.0 FINANCIAL IMPLICATIONS
• Senate’s approval of the enrolment targets for 2022-2023 is the first step in the development of the university’s 2022-2023 operating budget. • The majority of Queen’s operating revenue is driven by enrolment and consists of tuition fees and provincial grants. As such, strategic enrolment planning is critical to the financial sustainability of the university.
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8.0 COMMUNICATIONS STRATEGY
The Office of the Provost and Vice-Principal (Academic) will work with the Office of the Vice- Principal (University Relations) to ensure an appropriate roll-out of the key elements of enrolment planning to the Queen’s community.
9.0 INPUT FROM OTHER SOURCES
• The SEMG, which includes all deans, as well as faculty and staff representatives • Senate Committee on Academic Development • Senate
ATTACHMENTS
1. Short Term Enrolment Projections, 2021-2024
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Short Term Enrolment Projections 2021-2024 March 2021
Recommended for approval by SCAD 24 March 2021, to be approved by University Senate April 2021
This report contains enrolment targets for 2021-2022 and 2022-2023 and enrolment projections for 2023-2024, which have been developed by the Strategic Enrolment Management Group (SEMG). More specifically, this report includes:
• Revisions to 2021-2022 targets: 2021-2022 targets were previously approved by Senate in April 2020, and the revisions are now submitted for April 2021 Senate approval; • Revisions to 2022-2023 targets: initial 2022-2023 targets were provided for information to Senate in April 2020 as enrolment projections, and the revised targets are now submitted for April 2021 Senate approval; and • Enrolment projections for 2023-2024: these are submitted to Senate for information.
The Development of Enrolment Targets
The SEMG includes the Provost, Vice Provosts, Deans, faculty members, and recruitment, admissions, and budget office representatives. This group considers enrolment targets and projections annually for the following three years. Each spring, Senate reviews:
• Any revisions to previously-approved targets for the upcoming year that are resubmitted for approval; • Any revisions to previously-submitted (for information) targets for the first of the two following years, that are resubmitted for approval; and • Projections for the second of the two following years, submitted for information.
This practice of submitting overlapping enrolment targets enables annual budget planning, which begins 12 months prior to the year of the budget that is being planned.
The enrolment targets are developed as follows:
• Meetings are held with each Dean to review enrolment priorities, applicant demand, program capacity and other issues affecting enrolment; • The SEMG reviews data on Queen’s applications, province-wide applications, sector trends, provincial policy issues and initiatives, and annual faculty and school enrolment plans;
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• Preliminary targets for the upcoming three years are presented to SEMG and assessed against the data, and university priorities and goals; • SEMG recommends rolling three-year enrolment targets and projections to SCAD. The first two years’ projections are presented as targets for approval, and the third year’s projections are presented for information; • SCAD reviews and recommends the two upcoming years’ enrolment targets to Senate for approval, and provides the third year’s projections for information.
Impacts of COVID-19
In March 2020, the university, with a few exceptions, transitioned to remote instruction as the result of the COVID-19 pandemic.
Remote instruction and assessment continued through the summer and fall terms of 2020 and winter 2021. Restrictions on international travel disrupted student travel plans and negatively impacted enrolment, especially new intake, of overseas students in 2020-2021. This may continue to effect student mobility during the 2021-2022 academic year.
Although the timing for a return to fully on-campus instruction remains unclear, it is anticipated that on-campus activities will begin to expand for the 2021-22 fall term, and further expand in 2021-22 winter term.
Undergraduate Enrolment Context
Applications to Queen’s for 2021-22 remain strong with over 50,000 applications to undergraduate programs, representing year-over-year total growth of 13%.
The Ontario Universities’ Application Centre (OUAC) reports that first-year direct-entry applications to Ontario universities for 2021-2022, from applicants in Ontario, have increased by 2% as of February 3, 2021, compared to the same time last year. Queen’s leads the sector in this category with 14% growth. This year-over-year performance builds on a positive five-year trend: during this time, applications to Queen’s have grown by 53%, while the sector has seen a 25% increase. Applications to Queen’s from international fee-paying students have increased by 12%, driven primarily by applications from applicants who are currently outside of Ontario.
Graduate Enrolment Context
Early indications suggest an upward trend in graduate applications for the 2021-22 academic year. As of February 17, 2021, a total of 8,791 applications have been received for the School of Graduate Studies’ administered programs. The numbers are encouraging as they account for a 9.6% increase in applications year-over-year. Compared to February 20, 2020, domestic applications have grown by 14.1%, while applications from international students have increased by 2.5%. We expect this upward trend to continue as we move into the middle of the graduate admission cycle.
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International Student Enrolment
The university remains committed to increasing the number, proportion, and diversity of international students on campus. This commitment was a key component of the Internationalization pillar of the university’s Strategic Framework (2014-2019) and the Comprehensive Internationalization Plan (2015). International students currently comprise 14.8% of the full-time student population. Ongoing planning with respect to international enrolment will be informed by the Principal’s strategic planning process arising from his recently released Report on the Conversation, and the specific international planning process currently underway.
In 2020-21, international students made up 10.7% of the first-year undergraduate class, a decrease from 13.2% in 2019-20, due to the impact of the global pandemic on student mobility. Applications for 2021-22 admission have increased 12% compared to the same time in 2020. The first-year international enrolment numbers reflect planned modest year-over-year growth since 2013, when international students accounted for only 2.9% of the incoming first-year class. Queen’s has embedded undergraduate recruitment staff in China, India, and Viet Nam to guide applicants during the application process, and support students through the transition to their academic career at Queen’s. The university also provides robust international student support through the Queen’s University International Centre. The Committee on International Student Success continues to identify areas where Queen’s can improve the student life and learning experience for international students. The first- to second-year undergraduate retention rate among international students in 2019 was 92.7%.
Equity, Diversity, Inclusion, and Indigenization
In August 2020, Undergraduate Admission & Recruitment struck an Equity, Diversity, Inclusion, and Indigenization (EDII) Task Force, concurrent with the Principal’s Declaration of Commitment to Address Systemic Racism. The Task Force included representatives from faculties and schools, as well as current students. Its mandate was to review the Queen’s direct-entry undergraduate recruitment and admission process in the context of EDII, and make recommendations that could be implemented for the 2021-22 admission cycle. Work resulted in six recommendations covering admission policies and processes, student financial aid, outreach, and peer support, all of which were approved and endorsed by the Strategic Enrolment Management Group, and subsequently implemented for the current admission cycle. These included a new Equity Self ID form at admissions, the launch of the Commitment Scholars Awards, additional bursaries, revised supplementary application forms, and a peer equity ambassador program. The work of the EDII Task Force built on work to support the increased enrolment of self-identified Indigenous and first-generation students.
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Indigenous Student Enrolment
The university continues to enhance targeted and sustained recruitment and outreach strategies to maintain growth of self-identified Indigenous learners at Queen’s, at the undergraduate and graduate level. Between 2011-12 and 2020-21, applications from self- identified Indigenous undergraduate applicants have increased by 131%. The University has an Indigenous Admission Policy which has assisted in increasing applications. Undergraduate Admission and Recruitment works in close partnership with Four Directions Indigenous Student Centre, and faculties and schools, to provide support to Indigenous students throughout the application and admission process, and during their studies.
As part of its strategic priorities, the School of Graduate Studies has been relying on the newly- introduced Indigenous and Equity Admission regulations to increase the presence of Indigenous students in graduate programs for the last two years. The number of Indigenous graduate students is expected to continue to grow over the next three years.
First-Generation Student Enrolment
The university is committed to increasing the number of self-identified first-generation students at Queen’s — those who would be the first in their family to attend college or university. Senate approved the First-Generation Admission Policy in Fall 2017. This policy was modeled on the success of the Indigenous Admission Policy. Undergraduate Admission and Recruitment has added an additional recruiter, located in the GTA, who is dedicated to outreach activities targeted to first-generation students. Student Awards has also introduced a new entrance award to support local first-generation students; in 2020-21, the university welcomed the first cohort of students in the Promise Scholars program. In 2019-20, 3.9% of incoming undergraduate students self-identified as being the first in their family to attend post- secondary.
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Enrolment Tables
Two tables are included in this report:
• Table 1: Student Headcount Intake; and • Table 2: Enrolment Summary (Total Enrolment).
Table 1: Student Headcount Intake
University-Wide Intake: For 2021-2022, the total first-year direct-entry undergraduate intake target increases by 60 students, to 4,856, from the previously approved Senate target of 4,796. The increase is due to high applicant demand, and is distributed between the Nursing and Health Sciences programs as follows:
• 25 student places in the Bachelor of Nursing Science program • 35 student places in the Bachelor of Health Sciences program
There is also a reallocation of first-year enrolment intake between and within programs in response to applicant demand, program capacity, and faculty/school priorities.
For 2022-23 and beyond, the total first-year direct-entry intake increases to 5,084 with the opening of a new residence building in fall 2022. The increased intake will be distributed as follows: • 153 students in the Faculty of Arts and Science, of which 40 students will be in distance studies; • 60 student places in the Faculty of Engineering and Applied Science.
For 2021-22 and beyond, the planned first-year second-entry target is 467, an increase of six students from what was previously approved.
For 2021-22, the total graduate intake target decreases by 82 students, to 3,163, from the previously approved Senate target of 3,173. For 2022-23, the total graduate target intake increases to 3,168 and in 2023-24, it further increases to 3,293.
Undergraduate Intake by Faculty and Program: Table 1 shows both first-year and upper-year intake by faculty, school, and program. A brief summary for each faculty/school is set out below.
Arts and Science: The total intake target remains at the previously approved 3,012 students for 2021-22 and increases to 3,165 in 2022-23 and beyond. For 2021-22, the intake target for the Science program has been reduced from the previously approved 923 students to 854; Arts intake is reduced from 1,414 to 1,408. These student spaces have been re-allocated as follows:
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• 31 additional places for Computing • 20 additional places for Kinesiology • 18 additional places for Concurrent Education-Science • 6 additional spaces for Concurrent Education - Arts
For 2022-23 and beyond, the intake target for the Faculty of Arts and Science will increase by 153 students, to 3,165, as follows: • 49 spaces in Arts • 40 spaces in Science • 40 spaces in Distance Studies • 24 spaces in the new Concurrent Education-Kinesiology pathway
For 2021-22 and beyond, the upper-year Arts and Science transfer student target is increased by five students to 118.
Bader International Study Centre (BISC): For 2021-22 and beyond, the first-year target remains unchanged at 155.
Faculty of Engineering and Applied Science: For 2021-22, the first-year intake target remains unchanged at 790 students. Beginning in 2022-23 and beyond, the first-year intake target will increase by 60 students to 850, and the upper-year intake target will increase by 75 students to 90 from the previously approved 15.
Commerce: For 2021-22 and beyond, the planned first-year intake target remains at the previously approved target of 500 students.
Faculty of Health Sciences: The Bachelor of Health Sciences program admitted its first cohort of on-campus students in September 2019. Planned intake to the Kingston campus in 2021-22 and beyond will increase by 35 students to 205, from the previously approved 170. An additional intake of 35 first-year students are included in the BISC first-year intake. Previously approved intake targets for the online Bachelor of Health Sciences program remain unchanged at 70 students in 2021-22 and 85 students in 2022-23 and beyond.
In response to increased demand, the Nursing program will increase planned first-year intake by 25 students to 124 from the previously approved 99 beginning in 2021-22 and beyond.
The School of Medicine’s first-year intake remains constant at the previously approved target of 108 for 2021-22 and beyond.
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Faculty of Law: The intake target for Law remains at the previously approved target of 208 for 2021-22 and beyond.
Faculty of Education: The faculty adjusts the intake targets for the Consecutive Education programs to maintain a balance with the students progressing through from the Concurrent Education program. The target intake for 2021-22 has been reduced by two students, to 410 from the previously approved 412; it increases to 441 in 2022-23, and then decreases to 430 in 2023-24.
Graduate Intake:
As highlighted in Table 1, the revised enrolment targets for master’s and doctoral programs reflect changes in planned enrolment intakes for 2021-2022. After a review of Faculty enrolment targets for master’s programs, the overall institutional target was reduced from the previously planned enrolment of 2,338 to 2,276. Much of this decrease is reflective of the decision of the Faculty of Engineering and Applied Science to adjust its targets in the MEng programs, primarily due to challenges with the recruitment of international students during the pandemic.
The enrolment target for doctoral students has been increased from 331 to 364. This increase is consistent with the Principal’s Report on the Conversation that reiterates Queen’s commitment to research intensification.
The modified target for graduate diplomas will show a decrease from 504 to 451 due to the suspension of admission for the Gdip in Legal Services Management in the Faculty of Law. The decision of restructuring the Gdip in Immigration and Citizenship Law from a two-term Gdip to a three-term program also affected the Faculty’s previously planned target.
Table 2: Enrolment Summary
Table 2 shows total enrolment by faculty, school, and program, and includes all enrolment data that inform faculty budgets. Also included is a full-time-equivalent column to reflect the various course loads and weighting per student and the associated budget implications for each faculty and school. This table reflects the university’s strong undergraduate and graduate retention rates — among the highest in the country — and tracks the flow-through of any enrolment changes included in Table 1. ______
The SEMG has worked collaboratively to enhance enrolment planning information for SCAD and Senate. Feedback is welcome, as the SEMG continues to enhance enrolment-related data reporting.
Results of these plans and strategies are detailed in the annual Enrolment Report that will next be submitted to Senate in January 2022.
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Enrolment Report to the Senate Committee February 2 2021 on Academic Development Queen's University Table 1: Student Fall Headcount Intake Office of Budget and Planning
2020 Actual 2021 Prev Planned 2021 Planned 2022 Prev Planned 2022 Updated Plan 2023 Planned First Upper First Upper First Upper First Upper First Upper First Upper Program Year Year Year Year Year Year Year Year Year Year Year Year
Undergraduate (Full-Time) Arts & Science BA/BAH 1,473 20 1,414 60 1,408 65 1,414 60 1,457 65 1,457 65 BSC/BSCH 825 13 923 35 854 35 923 35 894 35 894 35 BFAH 16 0 10 0 10 0 10 0 10 0 10 0 BMUS 6 1 15 0 15 0 15 0 15 0 15 0 BCMP/BCMPH 289 8 194 5 225 5 194 5 225 5 225 5 BSCH KINE 217 0 155 0 175 0 155 0 175 0 175 0 BMT 1 5 0 13 0 13 0 13 0 13 0 13 Con-Ed Arts/Science/Music/KINE 400 0 276 0 300 0 276 0 324 0 324 0 Distance Studies (BA1) 47 12 25 0 25 0 25 0 65 0 65 0 Non-Degree/Certificate Programs 0 0 0 0 0 0 0 0 0 0 0 0
Subtotal Arts & Science 3,274 59 3,012 113 3,012 118 3,012 113 3,165 118 3,165 118 Commerce 591 0 500 5 500 5 500 5 500 5 500 5 Engineering 997 0 790 15 790 15 790 15 850 90 850 90 Bachelor Health Science - Distance 27 3 70 0 70 0 85 0 85 0 85 0 Bachelor Health Science - On Campus 219 0 170 0 205 0 170 0 205 0 205 0 Nursing 129 0 99 0 124 0 99 0 124 0 124 0 Bader ISC 91 0 155 15 155 15 155 15 155 15 155 15 Subtotal Direct Entry 5,328 62 4,796 148 4,856 153 4,811 148 5,084 228 5,084 228 Education (Yr 5 & Consec) 379 412 410 438 441 430 Law 207 10 208 1 208 9 208 1 208 9 208 9 Medicine 107 0 108 0 108 0 108 0 108 0 108 0 Post-Graduate Medicine 193 0 178 0 183 0 178 0 183 0 183 0 Nursing-Advanced Standing 48 48 48 48 48 48 Subtotal Second Entry 507 437 494 461 499 467 494 487 499 498 499 487 Subtotal Undergraduate (Fac/School) 5,835 499 5,290 609 5,355 620 5,305 635 5,583 726 5,583 715
Graduate (Full-Time) School of Grad Studies Research Masters 685 673 655 673 651 699 Professional Masters 386 538 522 538 530 532 Doctoral 323 331 364 332 365 388 Diploma 37 354 291 404 347 399 Subtotal SGS 1,431 1,896 1,832 1,947 1,893 2,018 Smith School of Business Masters 1,092 1,127 1,099 1,122 1,110 1,110 Diploma 150 150 160 150 165 165 Subtotal Smith 1,242 1,277 1,259 1,272 1,275 1,275 Subtotal Graduate 2,673 3,173 3,091 3,219 3,168 3,293 Budgeted Total Enrolment 8,508 499 8,463 609 8,446 620 8,524 635 8,751 726 8,876 715
8 Page 173 of 300 ITEM: Short-Term Enrolment Projections, 2021-24
Enrolment Report to the Senate Committee February 2 2021 on Academic Development Queen's University Table 2: Enrolment Summary Office of Budget and Planning
Fall Full-Time Headcount Annualized FFTE Actual Planned Actual Planned Program Fall 2020 Fall 2021 Fall 2022 Fall 2023 2020-21 2021-22 2022-23 2023-24
Undergraduate Arts & Science BA/BAH 6,075 5,971 6,053 6,067 6,064 6,230 6,307 6,322 BSC/BSCH 3,799 3,716 3,648 3,579 3,885 3,811 3,735 3,668 BFAH 70 61 55 51 73 62 56 52 BMUS 64 57 56 56 65 64 62 62 BCMP/BCMPH 995 1,013 1,043 1,019 995 1,023 1,044 1,024 BPHEH 4 4 4 4 3 6 6 6 BSCH KINE 707 701 695 675 727 716 715 693 BMT 14 23 31 28 15 27 34 31 Con-Ed Arts/Science/Music/KINE 1,044 996 1,042 997 994 977 1,043 994 Distance Studies (BA1) 275 226 255 261 412 370 395 399 Non-Degree/Certificate Programs 100 97 96 94 386 334 332 332
Subtotal Arts & Science 13,147 12,865 12,978 12,831 13,619 13,620 13,729 13,583 Commerce 2,017 2,034 2,010 2,009 2,052 2,112 2,087 2,085 Engineering 3,321 3,337 3,467 3,461 3,430 3,600 3,713 3,698 Bachelor Health Science - Distance 170 175 195 209 276 289 304 316 Bachelor Health Science - On Campus 335 552 751 846 346 533 719 807 Nursing 398 421 433 451 401 427 438 455 Bader ISC 91 155 155 155 115 210 210 210 Subtotal Direct Entry 19,479 19,539 19,989 19,962 20,239 20,791 21,200 21,154 Education (Yr 5 & Consec) 391 425 456 445 939 847 865 868 Law 612 614 613 616 670 682 681 684 Medicine 422 423 423 421 421 423 423 421 Post-Graduate Medicine 553 540 540 540 558 532 532 532 Nursing-Advanced Standing 98 100 101 101 144 145 146 146 Subtotal Second Entry 2,076 2,102 2,133 2,123 2,732 2,629 2,647 2,651 Subtotal Undergraduate (Fac/School) 21,555 21,641 22,122 22,085 22,971 23,420 23,847 23,805
Graduate (Full-time) School of Grad Studies Research Masters 1,273 1,301 1,277 1,328 1,173 1,247 1,220 1,275 Professional Masters 635 747 800 805 859 909 964 976 Doctoral 1,452 1,569 1,628 1,663 1,418 1,522 1,587 1,626 Diploma 38 377 418 470 53 296 420 486 Subtotal SGS 3,398 3,994 4,123 4,266 3,503 3,974 4,191 4,363 Smith School of Business Masters 1,198 1,299 1,268 1,269 1,198 1,299 1,268 1,269 Diploma 150 160 165 165 95 105 110 110 Subtotal Smith 1,348 1,459 1,433 1,434 1,293 1,404 1,378 1,379 Subtotal Graduate 4,746 5,453 5,556 5,700 4,796 5,378 5,569 5,742 Budgeted Total Enrolment 26,301 27,094 27,678 27,785 27,767 28,798 29,416 29,547
9 Page 174 of 300 ITEM: Tuition Fee Report 2021-22
BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 3/24/2021 Date of Capital Assets and Finance From: Provost and Vice-Principal (Academic) Approval: 5/7/2021 Date of Board Subject: Tuition Fee Report 2021-22 Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION/DISCUSSION
That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve effective September 1, 2021, the domestic, international, and BISC tuition fees for 2021-22 for all programs (refer to Tables 1 through 3), except for the specific programs outlined in Table 4, for which the effective date is May 1, 2021.
3.0 EXECUTIVE SUMMARY
The Ontario government has not yet announced the tuition fee framework for 2021-22. The government’s tuition fee framework currently in effect has restricted flexibility for the University by freezing tuition fees for domestic funding-eligible programs. The University maintains a degree of flexibility in setting tuition fees for funding-ineligible programs and international tuition fees. A continuation of the current tuition fee framework poses a significant challenge to the University’s academic and support units, in funding costs associated with the provision of high-quality academic programming. As a result, the tuition fees recommended for 2021-22 maximize University revenues to the extent permitted under the current Ontario government’s tuition fee framework. The proposed fees are comparable with those of peer institutions, and also take into account market demand and the revenue required to ensure high-quality and relevant programs.
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As students managed through the remote nature of their program delivery during the 2020-21 academic year, many students found the format and course load challenging. Therefore, students who encountered challenges were encouraged to shift their course load over future terms including the summer of 2021. As a result, for 2021-22 the effective date of the fees is being changed for all programs to September 1, 2021 (with the exception of programs that start in the spring/summer term – see Table Four) to avoid students experiencing a fee increase in the summer term for courses they may have shifted from the 2020-21 Fall or Winter terms.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
• Tuition fees are the primary revenue source for the University. • Tuition fees for funding-eligible programs are regulated by the Ministry of Colleges and Universities (MCU) via the Tuition Fee Framework. The Tuition Fee Framework has not yet been announced for the 2021-22 academic year. • The revenue from tuition fees supports the University in its delivery of academic programs and student services, and more broadly supports all the strategic drivers of the University’s Strategic Framework. • Queen’s commitment to student financial assistance meets and exceeds the Tuition Set-Aside provision mandated by the Ontario government’s tuition framework and Student Access Guarantee.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Tuition fees can create barriers to lower-income students in pursuing post-secondary education. To mitigate this, the University maintains student financial assistance and support programs that exceed the requirements of the Ontario government.
5.0 ENTERPRISE RISK ASSESSMENT
• The proposed tuition fees mitigate Financial Sustainability risk in the operating budget by providing funding to cover structural cost increases related to academic and operational priorities. The university is utilizing the minimal flexibility available when considering fee increases given the provincial tuition fee framework has not been announced. • The University’s financial assistance and student support programs assist students in alleviating the costs of their education and is identified as a mitigation for the Undergraduate Student Recruitment, Retention, and Graduation risk.
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6.0 ANALYSIS
6.1 Key Factors • The Provincial Government has not yet released the Tuition Fee Framework applicable for 2021-22. In the absence of the new framework the University is moving forward with the 2021-22 fees in alignment to the tuition framework applicable for 2020-21. The key implications are that: • Tuition in 2021-22 is frozen at the 2020-21 tuition fee levels for funding-eligible programs. • The tuition framework permits tuition fee increases for funding-ineligible programs and international tuition fees. • The tuition set-aside requirement is still in effect, requiring that 10% of new revenue from tuition increases be set aside for student assistance. • The need to maximize net revenue while having due regard for student demand, market considerations, academic quality, and student access. • The Faculty of Health Sciences’ (FHS) contracts with the Canadian Department of National Defense (DND) to intake annually up to 8 members of DND into the Medical program at Queen’s University. Fees and subsequent fee increases for these members are negotiated with DND through an exemption status with the MCU. The negotiated fee with DND includes tuition and any ancillary fees assessed to the students and allows for up to a 2.5% increase in the negotiated fee. As the ancillary fees can vary from year to year, the tuition fee tables reflect the total fee assessed including ancillary fees. The program fee presented in the table for approval is subject to finalization of the agreement with DND for the 2021-22 academic year.
6.2 Domestic Undergraduate Tuition Fees • All undergraduate programs at the University are funding-eligible programs subject to the requirements of the tuition fee framework; therefore, without a new framework, domestic tuition fees for undergraduate programs remain frozen at the 2020-21 tuition fee levels.
6.3 Domestic Graduate Tuition Fees • All graduate programs at the University that are funding-eligible are subject to the requirements of the tuition fee framework; therefore, without a new framework, domestic tuition fees for graduate programs remain frozen at the 2020-21 tuition fee levels. This includes the research-stream master’s and doctoral programs. • Graduate programs at the University that are funding-ineligible have differential fee increases which have been determined based on market considerations.
6.4 International Undergraduate Tuition Fees • The government continues to reduce each university’s base operating grant by a total of $825/FTE international student at the undergraduate and master’s levels, on the premise that this funding may be recovered through international tuition. • The proposed rate of tuition for undergraduate international students is established to recover this reduction in government funding, while taking into account relevant market factors and financial accessibility. • International students will have the assurance that the maximum annual tuition increase will be 5% through the normal length of their degree programs. The annual tuition increase will be 5% beyond the normal length of their degree programs.
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6.5 International Graduate Tuition Fees • The recommended tuition fee increase for international research-stream master’s students is 0%. • At the December 2020 Board meeting, a motion was passed to approve eliminating the tuition differential between international and domestic PhD students. As a result, the Year 1 international PhD student fees have been reduced by 55.3% to equal the domestic tuition fee of $5,772. This reduction is applied only to the Year 1 students as the University continues to honour the funding packages previously awarded to upper year doctoral students. On an opt- in basis, the University will provide the option for upper year doctoral students to pay the lower Year 1 international fee with a corresponding reduction in their overall funding package equal to the International Tuition Award (ITA) of $5,000. • International doctoral students often experience a disproportionately larger financial burden to come to Queen’s compared to their domestic peers. This financial burden is reflected in the large proportion of international PhD students accessing emergency bursary support, and the number accessing student wellness services as a consequence of the anxiety created by this financial pressure. • Increasing the international fees associated with professional master’s programs keeps the fees in alignment with competitor institutions.
6.6 Bader International Study Centre Program Fees • Tuition fees for programs offered by the Bader International Study Centre (BISC) in Herstmonceux, England, are subject to the government’s tuition framework. • The program fee quoted for the BISC includes tuition, field studies, and meals and accommodation. • The tuition fee in all programs, with the exception of the Global Law Program, is equal to the Arts and Science undergraduate tuition fee. • The tuition component of BISC fees for the 2021-22 academic year will remain constant at the 2020-21 levels. The fees for field studies and accommodations for the summer 2021 term will increase, while the same fees will be held flat for Fall 2021 and Winter 2022.
7.0 FINANCIAL IMPLICATIONS
• The Ontario government’s tuition fee framework has restricted flexibility for the University by freezing tuition fees for domestic funding-eligible programs. The University maintains a degree of flexibility in setting tuition fees for funding-ineligible programs and international tuition fees. A continuation of the current tuition fee framework poses a significant challenge to the University’s academic and support units, in funding costs associated with the provision of high- quality academic programming. • All of the recommended increases in tuition fees maximize additional revenues subject to the constraints imposed by the assumption that the 2020-21 tuition fee framework is extended to 2021-22, and relevant market conditions.
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8.0 COMMUNICATIONS STRATEGY
• Students are advised of tuition fees by the Office of the University Registrar. • Revenue generated by tuition fees will be part of communications surrounding the university’s annual operating budget.
9.0 INPUT FROM OTHER SOURCES
• The Provost’s Advisory Committee on Budget (PACB) has discussed the tuition fee rates for 2021-22 and their implementation dates on several occasions. • The PACB has reviewed the effect of the recommended tuition fee increases on the operating budget. • Queen’s current and recommended domestic and international tuition fees have been assessed for comparability with those of peer institutions in Ontario and selected universities in Canada. • Queen’s recommended domestic and international tuition fees have been assessed for compliance with the Ontario government’s tuition fee framework.
ATTACHMENTS
1. 2021-22 Tuition Fee Tables
Page 179 of 300 ITEM: Tuition Fee Report 2021-22 Table 1 Recommended Tuition Fee Levels 2021-22* (Domestic Students) Actual % Proposed % Undergraduate and Professional Programs 2020-21 Change 2021-22 Change
Engineering & Applied Science Year 1 $ 11,915 0.0% $ 11,915 0.0% Year 2 $ 11,915 0.0% $ 11,915 0.0% Year 3 $ 11,915 0.0% $ 11,915 0.0% Year 4 $ 11,915 0.0% $ 11,915 0.0% Bachelor of Mining Engineering Technology Year 2 $ 9,291 0.0% $ 9,291 0.0% Year 3 $ 9,291 0.0% $ 9,291 0.0% Year 4 $ 9,291 0.0% $ 9,291 0.0%
Certificate in Mining Technologies ** Year 1 $ 1,429 0.0% $ 1,429 0.0% Year 2 $ 1,429 0.0% $ 1,429 0.0% Year 3 $ 1,429 0.0% $ 1,429 0.0% Year 4 $ 1,429 0.0% $ 1,429 0.0%
Arts and Science (including Con-Ed) (Arts, Science, Physical and Health Education, Music, Fine Art) Year 1 $ 6,084 0.0% $ 6,084 0.0% Year 2 $ 6,084 0.0% $ 6,084 0.0% Year 3 $ 6,084 0.0% $ 6,084 0.0% Year 4 $ 6,084 0.0% $ 6,084 0.0%
Arts and Science (Computing) Year 1 $ 6,397 0.0% $ 6,397 0.0% Year 2 $ 6,397 0.0% $ 6,397 0.0% Year 3 $ 6,397 0.0% $ 6,397 0.0% Year 4 $ 6,397 0.0% $ 6,397 0.0%
Certificates in Arts & Science (various programs)** $ 1,217 0.0% $ 1,217 0.0%
Comme rce Year 1 - 5.5 courses $ 16,289 0.0% $ 16,289 0.0% Year 2 - 5.5 courses $ 16,289 0.0% $ 16,289 0.0% Year 3 - 5.0 courses $ 14,808 0.0% $ 14,808 0.0% Year 4 - 5.0 courses $ 14,808 0.0% $ 14,808 0.0%
Certificate in Business** $ 2,962 0.0% $ 2,962 0.0%
Education Concurrent (education courses) FINAL YEAR CONCURRENT $ 5,998 0.0% $ 5,998 0.0% ABQ Courses (per course) $ 725 0.0% $ 725 0.0% AQ Courses (per course) $ 665 0.0% $ 665 0.0% NWT Courses (per course) $ 715 0.0% $ 715 0.0%
Law Year 1 $ 18,188 0.0% $ 18,188 0.0% Year 2 $ 18,188 0.0% $ 18,188 0.0% Year 3 $ 18,188 0.0% $ 18,188 0.0%
Certificate in Law** $ 2,268 0.0% $ 2,268 0.0%
Bachelor of Health Sciences Year 1 $ 6,084 0.0% $ 6,084 0.0% Year 2 $ 6,084 0.0% $ 6,084 0.0% Year 3 $ 6,084 0.0% $ 6,084 0.0% Year 4 $ 6,084 0.0% $ 6,084 0.0%
Medicine Year 1 $ 23,513 0.0% $ 23,513 0.0% Year 2 $ 23,513 0.0% $ 23,513 0.0% Year 3 $ 23,513 0.0% $ 23,513 0.0% Year 4 $ 23,513 0.0% $ 23,513 0.0%
Medicine (DND) Year 1 $ 75,000 0.0% $ 76,875 2.5% Year 2 $ 75,000 0.0% $ 76,875 2.5% Year 3 $ 75,000 0.0% $ 76,875 2.5% Year 4 $ 75,000 0.0% $ 76,875 2.5%
Nursing Year 1 $ 6,085 0.0% $ 6,085 0.0% Year 2 $ 6,085 0.0% $ 6,085 0.0% Year 3 $ 6,085 0.0% $ 6,085 0.0% Year 4 $ 6,085 0.0% $ 6,085 0.0% Advanced Standing Track $ 6,693 0.0% $ 6,693 0.0%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. Actual tuition fees assessed may vary slightly from approved due to rounding. ** Per 6-unit course for undergraduate programs; per 3-unit course for graduate programs Page 180 of 300 ITEM: Tuition Fee Report 2021-22 Table 1 - Continued Recommended Tuition Fee Levels 2021-22* (Domestic Students) Actual % Proposed % Graduate Programs, Research-Based and Professional 2020-21 Change 2021-22 Change Master's Year 1 $ 5,772 0.0% $ 5,772 0.0% Year 2 $ 5,772 0.0% $ 5,772 0.0%
Master of Education (part-time) ** $ 996 0.0% $ 996 0.0%
Doctoral Year 1 $ 5,772 0.0% $ 5,772 0.0% Year 2 $ 5,772 0.0% $ 5,772 0.0% Year 3 $ 5,772 0.0% $ 5,772 0.0% Year 4 $ 5,772 0.0% $ 5,772 0.0%
Diploma in Risk Policy and Regualtion $ 10,030 0.0% $ 10,030 0.0%
Professional Master's of Education** $ 1,254 0.0% $ 1,254 0.0%
Diploma in Education** $ 1,254 0.0% $ 1,254 0.0%
Master of Engineering (Meng) $ 8,094 0.0% $ 8,094 0.0% Master of Engineering in Design and Manufacturing (ADMI & UNENE)** $ 2,430 0.0% $ 2,430 0.0% Diploma in Social Performance Management in the Extractive Industries ** $ 1,300 0.0% $ 1,300 0.0%
Diploma in Water and Human Health $ 5,562 0.0% $ 5,562 0.0%
Master of Science - Healthcare Quality $ 13,568 0.0% $ 13,568 0.0%
Diploma of Primary Healthcare Nurse Practitioner (DPHNP) $ 7,169 0.0% $ 7,169 0.0% Masters of Nursing and Primary Health Care Nurse Practitioner (MN PHCNP) $ 6,742 0.0% $ 6,742 0.0% MN MH - Masters of Nursing - Mental Health $ 4,500 0.0% $ 4,500 0.0%
DPAH-Aging & Health $ 6,072 0.0% $ 6,072 0.0% MSc AH-Aging & Health $ 9,716 0.0% $ 9,716 0.0% Master's of Earth and Energy Resources Leadership $ 16,060 0.0% $ 16,060 0.0%
Rehabilitation and Health Leadership DSc (RHL) $ 8,550 0.0% $ 8,550 0.0% Master Health Professions Education $ 9,500 N/A $ 9,500 0.0%
Diploma in Pharmaceutical & Healthcare Management & Innovation $ 13,500 0.0% $ 13,500 0.0%
Diploma in Legal Services Management ** $ 3,600 0.0% $ 3,600 0.0%
Diploma Immigration Citizenship Law $ 14,167 0.0% $ 14,167 0.0%
Master of Public Health Year 1 $ 10,586 0.0% $ 10,586 0.0% Year 2 $ 10,586 0.0% $ 10,586 0.0% School of Rehabilitation Therapy MSc (OT) and MSc (PT) Year 1 $ 11,068 0.0% $ 11,068 0.0% Year 2 $ 11,068 0.0% $ 11,068 0.0%
Master in Public Administration (MPA) Year 1 $ 10,842 0.0% $ 10,842 0.0% Year 2 $ 10,842 0.0% $ 10,842 0.0% Part-time MPA (PMPA) ** Year 1 $ 1,688 0.0% $ 1,688 0.0% Year 2 $ 1,688 0.0% $ 1,688 0.0% Master in Industrial Relations Year 1 $ 10,185 0.0% $ 10,185 0.0% Year 2 $ 10,185 0.0% $ 10,185 0.0% Professional Master in Industrial Relations (PMIR) ** Year 1 $ 2,083 0.0% $ 2,083 0.0% Year 2 $ 2,083 0.0% $ 2,083 0.0% Master in Urban and Regional Planning Year 1 $ 10,185 0.0% $ 10,185 0.0% Year 2 $ 10,185 0.0% $ 10,185 0.0%
Smith School of Business MBA $ 65,781 0.0% $ 65,781 0.0% Accelerated MBA $ 64,450 0.0% $ 64,450 0.0% Executive MBA $ 86,900 3.6% $ 88,900 2.3% Master of International Business (12 months single) $ 27,479 0.0% $ 27,479 0.0% Master of International Business (16 months double) $ 36,213 0.0% $ 36,213 0.0% Master of International Business (24 months double) $ 42,472 0.0% $ 42,472 0.0% Master of Global Management Analytics $ 49,265 3.0% $ 50,004 1.5% Master of Finance Innovation and Technology $ 37,380 0.0% $ 38,475 2.9% Master of Digital Product Management*** N/A N/A $ 34,380 N/A Development Interest Courses** $ 2,400 N/A $ 2,400 0.0%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. Actual tuition fees assessed may vary slightly from approved due to rounding. ** Per 6-unit course for undergraduate programs; per 3-unit course for graduate programs *** Pending Senate approval Page 181 of 300 ITEM: Tuition Fee Report 2021-22 Table 2 Recommended Tuition Fee Levels 2021-22* (International Students)
Actual % Proposed % Undergraduate and Professional Programs 2020-21 Change 2021-22 Change Engineering & Applied Science Year 1 $ 50,828 8.0% $ 54,894 8.0% Year 2 $ 49,416 5.0% $ 53,369 5.0% Year 3 $ 48,043 5.0% $ 51,887 5.0% Year 4 $ 46,709 5.0% $ 50,445 5.0%
Bachelor of Mining Engineering Technology Year 2 $ 30,023 5.0% $ 31,524 5.0% Year 3 $ 30,023 5.0% $ 31,524 5.0% Year 4 $ 30,023 5.0% $ 31,524 5.0%
Certificate in Mining Technologies ** Year 1 $ 4,619 5.0% $ 4,850 5.0% Year 2 $ 4,619 5.0% $ 4,850 5.0% Year 3 $ 4,619 5.0% $ 4,850 5.0% Year 4 $ 4,619 5.0% $ 4,850 5.0%
Arts and Science (including Con-Ed) ` (Arts, Science, Physical and Health Education, Music, Fine Art, Computing) Year 1 $ 48,501 5.0% $ 50,926 5.0% Year 2 $ 48,501 5.0% $ 50,926 5.0% Year 3 $ 45,880 5.0% $ 50,926 5.0% Year 4 $ 43,400 5.0% $ 48,174 5.0%
Certificates in Arts & Science (various programs)** $ 9,700 5.0% $ 10,185 5.0%
Comme rce Year 1 - 5.5 courses $ 51,275 5.0% $ 53,839 5.0% Year 2 - 5.5 courses $ 51,275 5.0% $ 53,839 5.0% Year 3 - 5.0 courses $ 45,785 5.0% $ 48,945 5.0% Year 4 - 5.0 courses $ 44,972 5.0% $ 48,075 5.0%
Certificate in Business** $ 9,323 5.0% $ 9,789 5.0%
Education Concurrent (education courses) $ 30,073 5.0% $ 31,577 5.0%
Law Year 1 $ 64,474 5.0% $ 67,698 5.0% Year 2 $ 64,474 5.0% $ 67,698 5.0% Year 3 $ 60,989 5.0% $ 67,698 5.0%
Certificate in Law** $ 6,210 5.0% $ 6,520 5.0%
Bachelor of Health Sciences (on-campus) Year 1 $ 33,775 0.0% $ 33,775 0.0% Year 2 $ 33,775 0.0% $ 33,775 0.0% Year 3 $ 33,775 0.0% $ 33,775 0.0% Year 4 $ 33,775 0.0% $ 33,775 0.0% Bachelor of Health Sciences (on-line) Year 1 $ 25,775 0.0% $ 25,775 0.0% Year 2 $ 25,775 0.0% $ 25,775 0.0% Year 3 $ 25,775 0.0% $ 25,775 0.0% Year 4 $ 25,775 0.0% $ 25,775 0.0%
Medicine Year 1 $ 86,151 2.5% $ 88,305 2.5% Year 2 $ 86,151 2.5% $ 88,305 2.5% Year 3 $ 86,151 2.5% $ 88,305 2.5% Year 4 $ 86,151 2.5% $ 88,305 2.5%
Medicine (DND) Year 1 $ 75,000 0.0% $ 76,875 2.5% Year 2 $ 75,000 0.0% $ 76,875 2.5% Year 3 $ 75,000 0.0% $ 76,875 2.5% Year 4 $ 75,000 0.0% $ 76,875 2.5%
Nursing Year 1 $ 48,501 5.0% $ 50,926 5.0% Year 2 $ 48,501 5.0% $ 50,926 5.0% Year 3 $ 45,880 5.0% $ 50,926 5.0% Year 4 $ 43,400 5.0% $ 48,174 5.0% Advanced Standing Track $ 47,740 5.0% $ 52,991 5.0%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. Actual tuition fees assessed may vary slightly from approved due to rounding. ** Per 6-unit course for undergraduate programs; per 3-unit course for graduate programs Page 182 of 300 ITEM: Tuition Fee Report 2021-22 Table 2 - Continued Recommended Tuition Fee Levels 2021-22* (International Students)
Actual % Proposed % Graduate and Professional Graduate Programs 2020-21 Change 2021-22 Change
Master's Year 1 $ 12,927 0.0% $ 12,927 0.0% Year 2 $ 12,927 0.0% $ 12,927 0.0%
Master of Education (part-time) ** $ 2,218 0.0% $ 2,218 0.0%
Doctoral 1 Year 1 $ 12,927 0.0% $ 5,772 -55.3% Year 2 $ 12,927 0.0% $ 12,927 0.0% Year 3 $ 12,927 0.0% $ 12,927 0.0% Year 4 $ 12,927 0.0% $ 12,927 0.0%
Diploma in Risk Policy & Regulation $ 22,266 2.5% $ 22,823 2.5%
Professional Master's of Education** $ 2,919 5.0% $ 3,065 5.0%
Diploma in Education** $ 2,919 5.0% $ 3,065 5.0%
Master of Science - Healthcare Quality $ 24,310 5.0% $ 25,526 5.0%
MN MH - Masters of Nursing - Mental Health $ 11,025 5.0% $ 11,576 5.0% DPAH - Aging & Health $ 15,786 5.0% $ 16,576 5.0% MSc AH - Aging & Health $ 24,310 5.0% $ 25,526 5.0%
Master of Engineering (Meng) $ 19,500 0.0% $ 20,475 5.0%
Diploma in Social Performance Management in the Extractive Industries ** $ 2,730 5.0% $ 2,730 0.0%
Diploma in Water and Human Health $ 12,360 0.0% $ 12,360 0.0% Master's of Earth and Energy Resources Leadership $ 27,204 0.0% $ 27,204 0.0%
Rehabilitation and Health Leadership DSc (RHL) $ 22,050 5.0% $ 23,153 5.0%
Master Health Professions Education $ 16,467 N/A $ 17,290 5.0%
Diploma in Pharmaceutical & Healthcare Management & Innovation $ 26,250 5.0% $ 27,563 5.0%
Diploma in Legal Services Management ** $ 4,725 5.0% $ 4,725 0.0%
Diploma Immigration Citizenship Law $ 14,167 0.0% $ 14,167 0.0%
Master of Public Health Year 1 $ 25,287 5.0% $ 26,552 5.0% Year 2 $ 25,287 5.0% $ 26,552 5.0%
Master in Public Administration (MPA) $ 33,633 5.0% $ 35,315 5.0% Professional MPA (PMPA) ** $ 4,730 5.0% $ 4,966 5.0% Master in Industrial Relations $ 33,633 5.0% $ 35,315 5.0% Professional PMIR ** $ 5,839 5.0% $ 6,131 5.0%
School of Rehabilitation Therapy MSc (OT) and MSc (PT) Year 1 $ 27,810 5.0% $ 29,200 5.0% Year 2 $ 27,810 5.0% $ 29,200 5.0%
Master in Urban and Regional Planning Year 1 $ 28,027 5.0% $ 29,429 5.0% Year 2 $ 27,760 4.0% $ 29,148 4.0%
Smith School of Business MBA $ 82,281 5.8% $ 84,781 3.0% Accelerated MBA $ 64,450 0.0% $ 64,450 0.0% Executive MBA $ 86,900 3.6% $ 88,900 2.3% Master of International Business (12 months single) $ 48,270 1.2% $ 49,714 3.0% Master of International Business (16 months double) $ 63,970 1.9% $ 65,889 3.0% Master of International Business (24 months double) $ 74,970 2.0% $ 77,214 3.0% Master of Finance - Renmin $ 52,918 -1.5% $ 58,606 10.7% Master of Global Management Analytics $ 66,259 3.0% $ 67,254 1.5% Master of Finance Innovation and Technology $ 68,705 0.0% $ 70,740 3.0% Master of Digital Product Management*** N/A N/A $ 57,380 N/A Development Interest Courses** $ 3,600 N/A $ 3,600 0.0%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. Actual tuition fees assessed may vary slightly from approved due to rounding. ** Per 6-unit course for undergraduate programs; per 3-unit course for graduate programs *** Pending Senate approval
Note: 1 On an opt-in basis, the University will provide the option for upper year doctoral students to pay the lower Year 1 international fee with a corresponding reduction in their overall funding package equal to the International Tuition Award (ITA) of $5,000 Page 183 of 300 ITEM: Tuition Fee Report 2021-22 Table 3 Recommended Tuition Fee Levels 2021-22* Bader International Study Centre (fees include tuition, residence with full meals, local transportation and field studies)
Actual % Proposed % BISC Programs 2020-21 Change 2021-22 Change
Fall** $ 21,829 4.9% $ 21,829 0.0% Winter ** $ 21,829 4.9% $ 21,829 0.0%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. ** Concurrent Education students at the Bader International Study Centre will be assessed by unit for the additional B.Ed courses. Actual tuition fees assessed may vary slightly from approved due to rounding.
Page 184 of 300 ITEM: Tuition Fee Report 2021-22 Table 4 Recommended Tuition Fee Levels 2021-22*
(Domestic Students - Programs with a Spring/Summer Start) Actual % Proposed % Undergraduate and Professional Programs 2020-21 Change 2021-22 Change
Education Consecutive $ 5,998 0.0% $ 5,998 0.0%
Actual % Proposed % Graduate Programs, Research-Based and Professional 2020-21 Change 2021-22 Change
Masters of Arts Leadership $ 12,156 0.0% $ 12,156 0.0% Diploma Arts Management $ 6,078 0.0% $ 6,078 0.0% Diploma Biomedical Informatics $ 9,351 0.0% $ 9,351 0.0% Master of Biomedical Informatics $ 18,702 0.0% $ 18,702 0.0% Masters Medical Science $ 17,533 0.0% $ 17,533 0.0% Diploma Medical Sciences (6 months) $ 11,689 0.0% $ 11,689 0.0%
Smith School of Business Executive MBA Americas (formerly Cornell-Queen's MBA) $ 86,458 0.0% $ 86,458 0.0% Master of Finance Degree $ 33,011 0.0% $ 33,011 0.0% Master of Management Innovation & Entrepreneurship $ 26,155 0.0% $ 26,155 0.0% Master of Management Analytics $ 35,640 0.0% $ 35,640 0.0% Master of Management in Artificial Intelligence $ 56,315 2.5% $ 57,438 2.0% Graduate Diploma in Business Administration $ 32,140 6.1% $ 33,106 3.0% Graduate Diploma in Accounting** $ 1,999 2.0% $ 2,059 3.0%
(International Students - Programs with a Spring/Summer Start) Actual % Proposed % Undergraduate and Professional Programs 2020-21 Change 2021-22 Change
Education Consecutive $ 30,074 5.0% $ 31,577 5.0%
Actual % Proposed % Graduate Programs, Research-Based and Professional 2020-21 Change 2021-22 Change
Masters of Arts Leadership $ 30,098 5.0% $ 31,603 5.0% Diploma Arts Management $ 15,049 5.0% $ 15,802 5.0% Diploma Biomedical Informatics $ 23,153 5.0% $ 24,310 5.0% Master of Biomedical Informatics $ 46,305 5.0% $ 48,620 5.0% Masters Medical Science $ 43,411 5.0% $ 45,581 5.0% Diploma Medical Sciences (6 months) $ 28,941 5.0% $ 30,388 5.0%
Smith School of Business Executive MBA Americas (formerly Cornell-Queen's MBA) $ 86,458 0.0% $ 86,458 0.0% Master of Finance Degree $ 63,511 1.2% $ 63,874 0.6% Master of Management Innovation & Entrepreneurship $ 41,355 2.0% $ 42,370 2.5% Master of Management Analytics $ 66,965 2.7% $ 68,940 2.9% Master of Management in Artificial Intelligence $ 76,315 4.1% $ 77,838 2.0% Graduate Diploma in Business Administration $ 48,140 4.5% $ 49,586 3.0% Graduate Diploma in Accounting** $ 3,101 2.0% $ 3,194 3.0%
Bader International Study Centre Actual % Proposed % (BISC Students - Programs with a Spring/Summer Start) 2020-21 Change 2021-22 Change BISC Program fees include tuition, residence with full meals, local transportation and field studies Summer $ 10,706 4.6% $ 11,207 4.7% Summer Field Schools Global Health and Disability $ 12,007 3.6% $ 12,445 3.6% Medieval Performance $ 3,486 3.4% $ 3,609 3.5% Global Law Program $ 14,973 3.9% $ 15,347 2.5%
* Tuition is approved at the program level, based on normal full-time course load, & assessed at the unit level. Actual tuition fees assessed may vary slightly from approved due to rounding. ** Per 6-unit course for undergraduate programs; per 3-unit course for graduate programs.
Page 185 of 300 ITEM: 2021-22 Student Ancillary Fees
BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 4/12/2021 Date of Choose Committee or enter From: Provost and Vice-Principal (Academic) Approval: Click here to enter approval date Date of Board Subject: 2021-22 Student Ancillary Fees Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ ☐ For Approval ☐ For Discussion For Information
2.0 MOTION/DISCUSSION
That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 Ancillary Fees, as outlined in the schedules provided by the Alma Mater Society (AMS) and the Society of Graduate and Professional Students (SGPS), in accordance with the Ministry of Colleges and Universities Tuition Fee Framework and Ancillary Fee Guidelines.
Further, that the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 Residence Society (RS) Fee, which has been deemed to be outside of the scope of the above-mentioned Framework and Guidelines. Further, that such approval is granted, provided that the AMS, SGPS and RS participate in the fee collection process, which holds the values of transparency and accountability to be paramount. This means providing full access to all financial records and other information, as reasonably required by the University and its auditors, to enable the University to confirm any and all fees are used in a manner consistent with the purpose for which they were collected from students.
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3.0 EXECUTIVE SUMMARY
• The attached fee schedules have been prepared by the AMS, and the SGPS, and reviewed by the University administration. The Board of Trustees is required to approve all student ancillary fees prior to their being levied.
• The student societies will work with the university administration to adjust their fee slates, if needed, to respond to any operational changes or limitations required by the university’s response to the COVID-19 pandemic. Any changes to the fee slates will be distributed to the Queen’s Board of Trustees at a later date, if applicable.
• In 2020-21, student ancillary fees were reviewed periodically by the university, the AMS, and the SGPS, to determine if any adjustments (reductions) were required in the context of the ongoing pandemic.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
• The submitted 2021-22 fee schedules comply with the Ministry’s student fee guidelines, where needed.
• Ancillary fees are used to support the student experience, build community, and support student success and wellness.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Student ancillary fees enable student societies to run programs and services that help to build an inclusive campus community. Examples of fees that support equity, diversity, inclusion, and Indigenization include fees to improve campus accessibility, the operation of the AMS Food Bank, and funding for the AMS Peer Support Centre.
5.0 ENTERPRISE RISK ASSESSMENT
Student ancillary fees allow for initiatives that promote a high-quality student living and learning environment and support student success and wellness. These programs help to mitigate the Undergraduate and Graduate Student Recruitment risks and the Student Health, Wellness and Safety risk.
6.0 ANALYSIS
• Student ancillary fees are established by referenda as managed by the relevant student society. In accordance with their by-laws, the student societies have sought appropriate approvals.
Page 187 of 300 ITEM: 2021-22 Student Ancillary Fees - 3 -
• In accordance with the Residence Society Constitution, and factoring in forecasts for revenue and expenditures for the coming years, the Residence Society General Assembly has approved a proposed fee of $105 for the 2021-22 year. The Residence Society Fee for 2020-21 was $109. • Year-over-year changes to the AMS and SGPS fees are outlined in the attached fee slates.
• Student ancillary fees enable student societies to run programs and services that help to build community and support students.
• The submitted fee schedules comply with the Ministry of Colleges and Universities’ student policies where needed, the university’s student fee protocol.
• The student societies will work with the university administration to adjust their fee slates, if needed, to respond to any operational changes or limitations required by the university’s response to the COVID-19 pandemic. Any changes to the fee slates will be distributed to the Queen’s Board of Trustees at a later date. It is not anticipated that changes will be needed this year, but monitoring will continue.
• In 2020-21, student ancillary fees were reviewed periodically by the university, the AMS, and the SGPS, to determine required adjustments (reductions) in the context of the ongoing pandemic. Fee adjustments (reductions) were implemented to some mandatory fees for the summer, fall and winter terms. It is not anticipated that changes will be needed this year, but monitoring will continue.
7.0 FINANCIAL IMPLICATIONS
Student ancillary fees provide critical financial support for student society and other student support initiatives.
8.0 COMMUNICATIONS STRATEGY
Student ancillary fees are communicated to incoming and returning students online through the student governments’ websites (see AMS and SGPS pages), on the Queen’s Residences site, and on the Office of the University Registrar (OUR) website
9.0 INPUT FROM OTHER SOURCES
• In accordance with their by-laws, the student societies sought appropriate approvals for their fee slates.
• The Office of the Vice-Provost and Dean of Student Affairs has reviewed the fee slates.
• The Office of the Vice-Provost and Dean of Student Affairs will work with the Office of the Vice-Principal (Finance and Administration), as needed, regarding fee compliance and other
Page 188 of 300 ITEM: 2021-22 Student Ancillary Fees - 4 -
matters of process
ATTACHMENTS
1. 2021-22 Alma Mater Society student ancillary fees 2. 2021-22 Society of Graduate and Professional Students student ancillary fees
Page 189 of 300 AMS Fee Slate, 2021-22
MANDATORY FEES - 2021-22 0.70% CALC FOR Mandatory Fee 2020-21 2021-22 Description included for new fees CPI ADJ or Optional
Academic Grievance Centre $ 1.03 $ 0.01 $ 1.04 Mandatory Accessibility Queen's $ 0.50 $ - $ 0.50 Mandatory AMS Food Bank $ 2.00 $ - $ 2.00 Mandatory AMS Membership Fee $ 61.68 $ 0.43 $ 62.11 Mandatory Athletics $ 302.33 $ 2.12 $ 304.45 Mandatory
Ban Righ Centre Mature Student Bursary $ 1.00 $ - $ 1.00 Mandatory Bus-It (removed in 20-21 slate) $ - $ - Mandatory Campus Observation Room $ 0.85 $ - $ 0.85 Mandatory Golden Words $ 2.00 $ - $ 2.00 Mandatory JDUC Accessibility Fund $ 2.50 $ - $ 2.50 Mandatory JDUC Accessibility Fund Admin Fee $ 0.36 $ 0.00 $ 0.36 Mandatory JDUC Redevelopment Fee $ 40.00 $ - $ 40.00 Mandatory ITEM: 2021-22 Student Ancillary Fees Ontario Undergraduate Student Alliance $ 3.21 $ 0.02 $ 3.23 Mandatory Peer Support Centre $ 8.00 $ - $ 8.00 Mandatory Peer Support Centre Admin Fee $ 3.67 $ 0.03 $ 3.70 Mandatory Queen’s Journal $ 9.16 $ 0.06 $ 9.22 Mandatory Queen’s Legal Aid $ 5.50 $ - $ 5.50 Mandatory Queen’s Student Constables $ 11.54 $ 0.08 $ 11.62 Mandatory Queen’s Student Constables Admin Fee $ 2.44 $ 0.02 $ 2.46 Mandatory Sexual Assault Centre Kingston $ 1.00 $ - $ 1.00 Mandatory Page 190 of 300 Sexual Health Resource Centre $ 1.00 $ - $ 1.00 Mandatory Student Health Evening Clinic $ 3.75 $ - $ 3.75 Mandatory Student Life Centre $ 34.38 $ 0.24 $ 34.62 Mandatory Student Life Centre Admin Fee $ 5.88 $ 0.04 $ 5.92 Mandatory Student Wellness Services $ 63.54 $ 0.44 $ 63.98 Mandatory Telephone Aid Line Kingston $ 0.75 $ - $ 0.75 Mandatory Walkhome $ 17.54 $ 0.12 $ 17.66 Mandatory Walkhome Admin Fee $ 4.52 $ 0.03 $ 4.55 Mandatory Work Bursary Program $ 5.82 $ 0.04 $ 5.86 Mandatory World University Services of Canada $ 1.95 $ - $ 1.95 Mandatory $ 597.90 $ 601.59
OPTIONAL FEES - 2021-22 0.70% CALC FOR Mandatory Fee 2020-21 2021-22 Description included for new fees CPI ADJ or Optional
ASUS Orientation Fundraising Fee $ 0.75 $ - $ 0.75 Optional Camp Outlook $ 1.00 $ - $ 1.00 Optional Canadian Association in Research in Regenerative Medicine at Queen's $ 0.50 $ - $ - Optional Canadian Undergraduate Conference on Healthcare $ 0.30 $ - $ 0.30 Optional Centre for Teaching and Learning $ 2.00 $ - $ 2.00 Optional ITEM: 2021-22 Student Ancillary Fees CFRC 101.9 FM $ 8.20 $ 0.06 $ 8.26 Optional Dawn House Women’s Shelter $ 0.85 $ - $ 0.85 Optional Enactus Queen’s $ 0.50 $ - $ 0.50 Optional
Exercise is Medicine Canada @ Queen’s $ 0.25 $ - $ 0.25 Optional First Aid, Queen’s $ 3.75 $ - Optional
Page 191 of 300 Four Directions Indigenous Student Centre $ 1.00 $ - $ 1.00 Optional Freedom from Violence Queen’s $ 0.15 $ - $ 0.15 Optional FreshSight Queen’s $ 0.55 $ - $ 0.55 Optional Friday Friends $ 0.40 $ - $ 0.40 Optional Friends of MSF Queen’s $ 0.25 $ - $ 0.25 Optional Get REAL Queen’s $ 0.50 $ - $ 0.50 Optional Good Times Diner $ 0.50 $ - $ 0.50 Optional Helen Tufts Child Outreach Program $ 0.60 $ - $ 0.60 Optional HIV and AIDS Regional Services $ 0.75 $ - $ 0.75 Optional Jack.Org $ 0.30 $ - $ 0.30 Optional Kingston Canadian Film Festival $ 0.50 $ - $ 0.50 Optional Levana Gender Advocacy Centre $ 1.00 $ - $ 1.00 Optional Loving Spoonful $ 0.90 $ - $ 0.90 Optional Mental Health Awareness Committee (MHAC) $ 0.20 $ - $ 0.20 Optional Muse Magazine $ 0.50 $ - $ 0.50 Optional NeuGeneration Conference on Neuroscience $ 0.35 $ - $ 0.35 Optional OPIRG $ 3.00 $ - $ 3.00 Optional Oxfam $ 0.75 $ - $ 0.75 Optional Project Red $ 1.00 $ - $ 1.00 Optional
QUCraft hosts the Queen’s Minecraft campus recreation project and survival server. One of
the largest of this kind in Canada. Students ITEM: 2021-22 Student Ancillary Fees from various years collaborate to help the ongoing build of the campus so students can visit their beloved university from the comfort of their computer. QUCraft $ - $ - $ 0.10 Optional Queen’s Aero Design Team $ 0.50 $ - $ 0.50 Optional Page 192 of 300 Students passionate about the advancement of biotechnology in several sub-fields. We create new methods and technologies as well as reproduce previously established technologies and experiments, all with the intention to provide opportunities to learn as well as push the field. Queen’s Applied Biotechnology Club $ - $ - $ 0.15 Optional Queen’s Artificial Intelligence Hub $ 0.50 $ - $ 0.50 Optional
As the oldest cultural club on campus, Queen’s Asian Students’ Association provides a safe and welcoming community while promoting inclusivity and diversity for the Queen’s community while breaking the stigma surrounding the Asian culture and promoting discussion of racial injustice. Queen’s Asian Students’ Association $ - $ - $ 0.50 Optional Queen’s Backing Action on Climate Change (QBACC) $ 0.75 $ - $ 0.75 Optional Queen’s Baja SAE Design Team $ 0.69 $ - $ 0.69 Optional Queen’s Bands $ 4.15 $ - $ 4.15 Optional Queen’s Best Buddies $ 0.50 $ - $ - Optional Queen’s Black Premedical Association $ 0.05 $ - $ 0.05 Optional ITEM: 2021-22 Student Ancillary Fees Queen’s Blood Team $ 0.25 $ - $ 0.25 Optional Queen’s Bridge Building Team $ 0.35 $ - $ 0.35 Optional Queen’s Chapter West Africa AIDS Foundation $ 0.40 $ - $ 0.40 Optional Page 193 of 300 Queen’s CODE fundraises to promote the Canadian Organization for Development through Education’s good works in developing countries with the goal of promoting every child’s right to read. The fee will fund speaker fees, marketing, community outreach and generally improve event quality. Queen’s CODE $ - $ - $ 0.15 Optional Queen’s Concrete Canoe Team $ 0.50 $ - $ 0.50 Optional Queen’s Concrete Toboggan Team $ 0.50 $ - $ 0.50 Optional Queen’s Conference on Education $ 0.75 $ - $ 0.75 Optional
Queen’s Correctional Service Volunteers $ 0.20 $ - $ - Optional Queen’s Debating Union $ 1.40 $ - $ 1.40 Optional Queen’s Female Leadership in Politics Conference $ 0.25 $ - $ 0.25 Optional Queen’s Genetically Engineered Machine Team $ 0.69 $ - $ 0.69 Optional Queen’s HanVoice $ 0.25 $ - $ 0.25 Optional Queen’s Health Outreach $ 3.75 $ - $ - Optional Queen’s Healthcare and Business Conference $ 0.50 $ - $ 0.50 Optional Queen’s Healthcare and Human Rights ITEM: 2021-22 Student Ancillary Fees Conference $ 1.00 $ - $ 1.00 Optional Queen’s Helping Haiti $ 0.60 $ - $ 0.60 Optional
Queen’s International Affairs Association $ 1.95 $ - $ 1.95 Optional Queen’s Leaders Engaging in Change $ 0.30 $ - $ 0.30 Optional Queen’s Love146 $ 0.05 $ - $ 0.05 Optional Queen’s Medical Review $ 0.65 $ - $ 0.65 Optional Page 194 of 300 Queen’s Project on International Development (QPID) $ 2.50 $ - $ 2.50 Optional Queen’s Protecting Animal Welfare Society (QPAWS) is student-run and aims to raise funds and awareness for animals in need in the Kingston community and to draw attention to the hardships animals face while in shelters and what can be done to help them. Queen’s Protecting Animal Welfare Society $ - $ - $ 0.15 Optional Queen’s Space Conference $ 0.35 $ - $ 0.35 Optional The Queen’s Squirrel Watching Club, founded in 2018, seeks to improve the local environment in which squirrels reside, raise awareness regarding our woodland friends and join together like-minded individuals with a passion Queen’s Squirrel Watching Club $ - $ - $ 0.50 Optional for squirrels.
Queen’s Television, or QUTV, is a student run news-network providing an inclusive platform through news broadcasts, providing students with the opportunity to participate in video production, learn and gain real experience in journalism, marketing, events, finances, and graphic design. Queen’s Television $ - $ - $ 0.75 Optional Queen’s Women in Leadership $ 1.50 $ - $ 1.50 Optional ITEM: 2021-22 Student Ancillary Fees
Queens American Sign Language (QASL) offers students a free and engaging environment to learn sign language. Working extensively to create a more inclusive and accessible environment to continue bridging the gap between the Deaf and Hard of Hearing Page 195 of 300 Queen's American Sign Language Club $ - $ - $ 0.50 Optional communities and the hearing community. Queen's Engiqueers $ 0.05 $ - $ 0.05 Optional Queen's Formula SAE Design and Race Team $ 0.69 $ - $ 0.69 Optional Queen's Lyme Disease Coalition, Madoc’s Chapter $ 0.10 $ - $ 0.10 Optional Queen's Medical Brigades $ 0.15 $ - $ 0.15 Optional Queen's Musical Theatre $ 0.50 $ - $ 0.50 Optional Queen's Right to Play $ 0.20 $ - $ 0.20 Optional Queen's Robogals $ 0.25 $ - $ 0.25 Optional Queen's Soul Food $ 0.10 $ - $ 0.10 Optional Queen's Students 4 Special Olympics $ 0.50 $ - $ - Optional Queen's Students for Literacy $ 0.75 $ - $ 0.75 Optional Queen's Students For Systems Change $ 1.25 $ - $ - Optional Queen's Undergraduate Women and Law Club $ 0.10 $ - $ 0.10 Optional Queen's University Scientista $ 0.40 $ - $ 0.40 Optional Queen's VEX U Robotics Team $ 0.69 $ - $ 0.69 Optional QueensEvents.ca $ 0.50 $ - $ 0.50 Optional QWave is Queen’s premier music production club fostering a community focused on collaboration, education and promotion; allowing producers, both amateur and experienced, to grow their skill and QWave $ - $ - $ 0.69 Optional continuously become better. ITEM: 2021-22 Student Ancillary Fees Reelout Arts Project $ 1.50 $ - $ 1.50 Optional Scinapse Queen's $ 0.15 $ - $ 0.15 Optional Sustainability Action Fund (SAF) $ 2.00 $ - $ 2.00 Optional SWAM Kingston $ 0.10 $ - $ 0.10 Optional Tea Room $ 0.75 $ - $ 0.75 Optional TedxQueensU $ 0.75 $ - $ 0.75 Optional Tricolour Yearbook & Studio Q $ 26.76 $ 0.19 $ 26.95 Optional Page 196 of 300 Trips-by-Transit $ 0.25 $ - $ 0.25 Optional UNICEF Queen’s $ 0.75 $ - $ 0.75 Optional Union Gallery $ 4.00 $ - $ 4.00 Optional Women in International Security Queen’s (WIIS- Queen’s) is a chapter of WIIS-Canada an organization advancing women’s leadership in the field of international peace and security through research excellence, professional development, mentorship, and networking. Women in International Security Queen’s $ - $ - $ 0.75 Optional $ 100.37 $ 94.41
FACULTY SOCIETY FEES - 2021-22 0.70% CALC FOR Mandatory Fee Description included for new fees 2020-21 CPI ADJ 2021-22 or Optional
Arts and Science Undergraduate Society (ASUS)
Arts and Science Undergraduate Society ITEM: 2021-22 Student Ancillary Fees Membership Fee $ 26.79 $ - $ 31.55 Mandatory Arts and Science Undergraduate Fee designed to help reduce the cost of O-week Orientation Fee $ - $ - $ 2.75 Mandatory fee to first year students. Arts and Science Undergraduate Research Fund (ASURF) $ 3.75 $ - $ 3.75 Optional $ - $ - Page 197 of 300 Concurrent Education Student Association (CESA) $ - $ -
Concurrent Education Student Association $ 30.00 $ - $ 30.00 Mandatory $ - $ -
Computing Student Association (COMPSA) $ - $ - COMPSA Mandatory Fee $ 1.13 $ - $ 1.13 Mandatory COMPSA Membership Fee $ 13.87 $ - $ 13.87 Optional $ - Commerce Society (COMSOC) $ - $ - Commerce Society Operating Fee $ 55.00 $ - $ 55.00 Mandatory Student Ventrure Fund Fee $ 5.00 $ - $ 5.00 Optional Outreach Fund Fee $ 10.00 $ - $ 10.00 Optional $ - $ - Engineering Society (ENGSOC) $ - $ - Engineering Society Fee $ 81.76 $ 0.57 $ 82.33 Mandatory Optional - $15 ITEM: 2021-22 Student Ancillary Fees Better Equipment Donation Fund (BED) $ 60.00 $ - increments $ - $ - MBA Society $ - $ - MBA (full-time) $ 140.00 $ - $ 140.00 Mandatory $ - Page 198 of 300 $ - Nursing Student Society (NSS) $ - $ - NSS Health Training and Workshops $ 1.45 $ - $ 1.45 Mandatory NSS Professional Development $ 1.45 $ - $ 1.45 Mandatory NSS Study Buddies Program $ 1.12 $ - $ 1.12 Mandatory NSS Words of Wisdom $ 0.12 $ - $ 0.12 Mandatory NSS Assembly Meetings $ 0.70 $ - $ 0.70 Mandatory NSS Athletics $ 1.00 $ - $ 1.00 Mandatory NSS Class Councils $ 4.67 $ - $ 4.67 Mandatory NSS CNSA Membership $ 10.00 $ - $ 10.00 Mandatory NSS Financial Stability Fee $ 2.23 $ - $ 2.23 Mandatory NSS Graduation Fee $ 24.78 $ - $ 24.78 Mandatory NSS Health and Wellness Portfolio $ 1.45 $ - $ 1.45 Mandatory NSS Interns $ 1.12 $ - $ 1.12 Mandatory NSS Mentorship Program $ 1.45 $ - $ 1.45 Mandatory NSS National Nursing Student Week $ 0.56 $ - $ 0.56 Mandatory NSS Appreciation $ 1.00 $ - $ 1.00 Mandatory NSS Office $ 0.34 $ - $ 0.34 Mandatory NSS Website $ 0.56 $ - $ 0.56 Mandatory NSS Nursing Student General Bursary $ 1.60 $ - $ 1.60 Mandatory NSS Orientation Week $ 2.40 $ - $ 2.40 Mandatory NSS Student Initiative Fund $ 2.23 $ - $ 2.23 Mandatory NSS Textbook Library $ 1.52 $ - $ 1.52 Mandatory $ - ITEM: 2021-22 Student Ancillary Fees $ -
Physical & Health Education & Kinesiology Students' Association (PHEKSA) $ - $ - PHEKSA Membership Fee $ 27.00 $ - $ 27.00 Mandatory $ - Page 199 of 300 $ - Health Science Society (HSS) $ - HSS Membership Fee $ - $ - $ 10.00 Mandatory New Society HSS Initiative Bursary Fee $ - $ - $ 3.00 Optional New Society HSS Accessibility Bursary Fee $ - $ - $ 2.00 Optional New Society
HEALTH AND DENTAL FEES - 2021-22 Optional fees with proof of equivalent coverage 0.70% CALC FOR Mandatory Fee Description included for new fees 2020-21 CPI ADJ 2021-22 or Optional
Conditional AMS Dental Plan $ 154.50 $ - $ 154.50 Opt-Out Conditional AMS Dental Plan Admin Fee $ 5.15 $ 0.04 $ 5.19 Opt-Out $ 159.65 $ 159.69
Conditional AMS Health Plan $ 144.00 $ - $ 144.00 Opt-Out Conditional AMS Health Plan Admin Fee $ 5.15 $ 0.04 $ 5.19 Opt-Out $ 149.15 $ 149.19 ITEM: 2021-22 Student Ancillary Fees
$ 308.80 $ 308.87 Page 200 of 300 ITEM: 2021-22 Student Ancillary Fees Student Fee Slate 2021 - 2022
SGPS Mandatory Fees 2021 - 2022 Fee Amount % Change Alma Mater Society Food Bank Serves as a confidential and non-judgmental food service to $1.29 0.7% members of the Queen’s community, which aims to provide clients with food services in the most comfortable environment possible. Athletics and Recreation Allows for the usage of athletics and recreation facilities by SGPS $182.90 0.7% members and their participation in recreational clubs, intramurals, and health and wellness sessions. Ban Righ Centre The Ban Righ Centre provides several academic supports to mature women at Queen’s University who identify as female. These supports include student advising, faculty mentoring and a writing studio $3.00 - program. The centre proves a strong peer community and space for students to complete their academic work in a welcoming, inclusive environment. Campus Observation Room* A harm-reduction program aimed at reducing the risk of alcohol- related injury by assessing and monitoring intoxicated students and $0.50 - referring them to a medical facility when warranted. This non-medical detox service is run by Student Wellness Services with the support of Hotel Dieu Hospital detox staff. Canadian Federation of Students A bilingual national union of over one-half million students from more than 64 university and college students’ unions across Canada, they $17.58 0.7% create space and opportunity for students across the country and province to join together in creating change and winning victories on and off campus. Centre for Teaching and Learning Provides resources, programming, professional teaching development opportunities and consultations on all aspects of $1.40 - teaching, curriculum development for all members of the teaching community at Queen’s, including Graduate students serving as Teaching Assistants. Four Directions Indigenous Student Centre Supports Indigenous graduate student’s academic success through our SAGE (Supporting Aboriginal Graduate Enhancement) Writing $1.00 - Retreat. Students are able to connect with a writing instructor and mentor throughout the week-long retreat to receive feedback on their writing. JDUC Redevelopment JDUC redevelopment means a 4000-square foot graduate-student wing that will be designed by and for graduate students. In addition, $41.17 2.9%** it will deliver 122,000 square feet of new high-quality space, 3,200 square feet of new club space, one floor dedicated to new event/conference space and 8,800 square feet of new study space.
1 Page 201 of 300 ITEM: 2021-22 Student Ancillary Fees Student Fee Slate 2021 - 2022
SGPS Mandatory Fees (Continued) 2021 - 2022 Fee Amount % Change Legal Aid The oldest and largest of the Queen’s clinic programs, Queen’s Legal Aid (QLA) has been a vital part of the Faculty of Law’s service to the $5.00 - community for decades. Working closely with Legal Aid Ontario, QLA provides students with real-world experience through a vast range of legal tasks and challenges as part of the QLA team. Queen’s International Student Society Bursary Program Contributes towards the overall financial assistance the University is $0.71 - able to direct towards the support of international students who experience financial difficulty. Sexual Health Resource Centre The SHRC is an education driven sexual health information and referral service. The primary goal of the SHRC is to work towards and $0.93 - provide upstream health care initiatives relating to sexual health which, includes prevention campaigns, education workshops and providing access to barrier methods. SGPS Commission Fee*** This fee is in support of the SGPS’ Athletics & Wellness Commission; Equity & Diversity Commission; Indigenous Graduate Liaison; International Affairs Commission; and Social Commission which $10.00 - provide events and initiatives that foster awareness; provide support; promote a work/life balance; as well as build and maintain a spirit of community between SGPS members as they reach their academic goals. SGPS Graduate Peer Support Centre The Graduate Peer Support Centre is a group of student volunteers $3.00 - who provide a confidential and welcoming peer-based support to Graduate and Professional students at Queen’s University. SGPS Peer Academic Advisors*** A free and confidential service which provides academic advice, $4.00 -49.2% strategies for self-advocacy and referrals regarding academic issues to Graduate and Professional students at Queen’s University. SGPS Society Fee**** The SGPS represents and advocates for students at all levels of University and lobbies the federal, provincial and municipal governments on issues crucial to the well-being and success of graduate and professional students. Elected representatives participate in the governance of the University Senate, the Board of Trustees, the University Council and over 40 University Committees. $81.87 - The SGPS also facilitates numerous services and programs including Health & Dental Insurance, Peer Academic Advisors and Bus-It. Members of the SGPS will receive access to all SGPS events and programming, a reduced Health & Dental rate, access to the SGPS International Student Bursary, the SGPS Dental Bursary, the SGPS Student Activity Bursary, the SGPS Emergency Bursary, and the SGPS Student Initiative Grant.
2 Page 202 of 300 ITEM: 2021-22 Student Ancillary Fees Student Fee Slate 2021 - 2022
SGPS Mandatory Fees (Continued) 2021 - 2022 Fee Amount % Change Student Life Centre The Student Life Centre is comprised of the John Deutsch University Centre, 51 Bader Lane, MacGillivray-Brown Hall, MacCorry student street, and the Queen’s Centre. Collectively these buildings provide $24.61 0.7% over 10,500 sq m. of assignable space and facilities for student community governance and operations. Additionally, these buildings collectively constitute the principal location for the essential student focused programs and services. Student Wellness Services Supports the personal, academic, and social development of students at Queen's University by providing a range of programs and $63.79 0.7% services. Their mission is to provide a welcoming, confidential, and integrated service that is responsive to the needs of students. The Queen’s Journal A completely student-run newspaper at Queen’s, they currently publish a weekly print edition and regular online content throughout $3.50 - the year. The paper's staff is composed of a handful of dedicated volunteers and staff, including graduate students, that write, edit, design, and photograph all of their content. WalkHome Walkhome is a student-run, completely anonymous and confidential $12.35 0.7% safety service that provide safe walks to students both on campus and within the Kingston community. Work Study Program Provides students with demonstrated financial need with the $5.56 - opportunity to receive priority for certain part-time jobs during their studies. World University Services Canada Queen’s Aims to build a supportive environment for refugee students who come to Queen’s though a scholarship package for refugees $3.48 - sponsored by the Student Refugee Support Program, while also raising awareness for various other global development issues through on campus initiatives.
The fees listed above are applicable to September start, full-time students only. A CPI rate of 0.7% was utilized for all applicable student activity fees.
* The Campus Observation Room fee returned to its pre-COVID amount.
** Due to a clerical error the 20-21 CPI increase for the JDUC Redevelopment fee was removed from the 20- 21 fee slate. This error has been rectified with a 2.9% fee increase which encompasses the 2.2% increase from 20-21 and the 0.7% increase from 21-22.
*** The SGPS Commission Fee and the SGPS Peer Academic Advisors fee continue to be collected under the reduced amounts due to the ongoing COVID-19 pandemic. The pre-COVID amount for the SGPS Commission Fee was $12.00
**** The SGPS Society Fee returned to its pre-COVID amount.
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SGPS Optional Fees 2021 - 2022 Fee Amount % Change Camp Outlook Encourages young people from 13 to 17 years old to develop their inner strength, self-worth, and capacity to succeed through extended $1.00 - backcountry canoe expeditions free of charge. Campers are referred by a social agency or school so youth, who may not otherwise have the opportunity, may go to camp. CFRC 101.9 FM Kingston’s only campus & community radio station, this is a not-for- profit, volunteer-powered media outlet that offers diverse music and $7.50 - spoken word programming 24/7 and provides free broadcast skills training and experience to members of the community. HIV and AIDS Regional Services Provides comprehensive services including education, prevention and support for people living with, at risk of, or affected by HIV/AIDS and $1.00 - other sexually transmitted and blood-borne infectious diseases in addition to advocating for broader social change to reduce stigma and discrimination. Kingston Youth Shelter Project Strives to make a difference in the lives of homeless youth by offering $1.00 - a safe and supportive emergency shelter that encourages their growth and provides them with access to community resources. Loving Spoonful Connects people with good food across Kingston & Area through providing over 600,000 healthy meals over the past ten years. They $2.00 - provide programs and champion policies affecting food security, poverty, social inclusion, and community health. Ontario Public Interest Research Group - Kingston A student-driven centre for community-based research, education, and action supporting social and environmental justice. Works to $4.66 - support critical research that is used to develop educational materials and campaigns that create lasting change. Queen’s Daycare Provides high quality, affordable childcare that is responsive to the $1.00 - needs of families within the community of Queen's University. Queen’s International Affairs Association Promotes debate and dialogue about international affairs, global politics, and foreign relations by proving our members practical $1.00 - outlets in which they can explore their interests in the international system. Reelout Arts Project Celebrates queer media arts and contributes to community vitality by programming materials that focus on issues of sexuality, race, culture, religion, class, gender, ability, health and age, thereby $1.80 - purposefully drawing together and initiating challenging dialogue among both the larger Kingston community and the queer community.
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SGPS Optional Fees (Continued) 2021 - 2022 Fee Amount % Change Sexual Assault Centre Kingston Provides free, confidential, non-judgemental support for all survivors of recent and/or historic sexual violence. They also work to educate $1.25 - individuals and organizations on the impact of sexual violence, while organizing and advocating for systemic and social change required to end sexual violence. Telephone Aid Line Kingston Provides a confidential, anonymous, and non-judgmental listening support service for all members of the Kingston community and $0.75 - surrounding area. The service is entirely volunteer run and provides distress, crisis, befriending and information support. The Grad Club Provides a safe, inclusive, environmentally friendly, and dedicated space on campus for the graduate and professional student $20.00 - community at Queen’s and offers a variety of benefits and contributions to the wider Queen’s community. Union Gallery An organization committed to increasing awareness and appreciation of contemporary art, to supporting excellence in the arts, and to $3.00 - creating a place where students and emerging artists can work with professionals to obtain skills training and career development in the visual arts.
The fees listed above are applicable to September start, full-time students only.
The Kingston Coalition Against Poverty fee was removed from the SGPS fee slate starting in the 2021 – 2022 academic year at request of Kingston Coalition Against Poverty.
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SGPS Health and Dental Fees 2021 - 2022 Fee Amount % Change Fall 2021 SGPS Health and Dental Fee* The SGPS Health and Dental Plan is a group insurance plan which provides supplemental Health and Dental coverage to September $626.73 2.74% start, full-time students who are charged the SGPS Student Fee slate. Individuals are able to opt out of the plan if they provide proof of alternate supplemental Health and Dental coverage. Winter 2022 SGPS Health and Dental Fee** The SGPS Health and Dental Plan is a group insurance plan which provides supplemental Health and Dental coverage to January start, $417.82 2.74% full-time students who are charged the SGPS Student Fee slate. Individuals are able to opt out of the plan if they provide proof of alternate supplemental Health and Dental coverage.
*The Fall 2021 SGPS Health and Dental fee has been set by our insurer at $636.73. In acknowledgement of continued financial burden faced by graduate and professional students, the SGPS will be subsiding $10 per each opt-in, meaning September start students will only be charged $626.73 for the SGPS Health and Dental fee.
**The Winter 2022 SGPS Health and Dental fee has been set by our insurer at $424.49. In acknowledgement of continued financial burden faced by graduate and professional students, the SGPS will be subsiding $6.67 per each opt-in, meaning January start students will only be charged $417.82 for the SGPS Health and Dental fee.
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SGPS Mandatory Faculty Specific Fees 2021 - 2022 Fee Amount % Change Computing Graduate Society The Queen's Graduate Computing Society (QGCS) strives to enhance the social environment and facilitate the means by which students $10.00 - can contribute to the School of Computing. Additionally, QGCS serves to represent the interests of its members to the School of Computing staff, faculty and administration. Education Graduate Student Society* EGSS hosts a number of events throughout the year, including social events, academic events, and networking opportunities which are $12.50 - funded through this fee. This includes their annual End of Year Formal and academic writing workshops. All proceeds of the fee go towards events as the council is comprised of volunteers. Part-Time Education Graduate Student Society* EGSS hosts a number of events throughout the year, including social events, academic events, and networking opportunities which are $12.50 - funded through this fee. This includes their annual End of Year Formal and academic writing workshops. All proceeds of the fee go towards events as the council is comprised of volunteers. Public Health Sciences Student Association Provides exciting programming to Epidemiology, Public Health, and Biostatistics graduate students throughout the year. Events include orientation week activities, professional development opportunities, $10.00 - social gatherings, and more. Student fee funding is vital to allowing them to provide you with high quality events during your time at Queen’s. Rehabilitation Therapy Society Student Council The Rehabilitation Therapy Student Society provides students within the School of Rehabilitation opportunities to participate in a variety of events, connect with faculty, and be student leaders. Through our $28.00 - work, we provide funding and opportunities for further training, building interprofessional relationships, and many more valuable experiences. School of Kinesiology and Health Studies Graduate Student Council** The GSC fee will be used to reduce the cost and subsidize the down- payment of GSC-sanctioned events in order to foster more accessible $10.49 0.7% events and increase participation. Examples of events include, but are not limited to, Orientation Week, euchre tournaments and trivia nights. Queen’s Graduate Association of Planning Students QGAPS is an elected decision-making body, representing the collective interest of graduate students in the School of Urban and Regional Planning at Queen’s University. They promote an inclusive, $20.00 - supportive academic and social community. They also liaise with program faculty as well as external planning-related bodies crucial to your professional success.
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A CPI rate of 0.7% was utilized for all applicable faculty specific fees.
* The Education Graduate Student Society and the Part-Time Education Graduate Student Society have resumed fee collection after a pause in the 2020 – 2021 due to COVID-19 pandemic. The Education Graduate Student Society fee is being charged at a reduced amount in recognition of the ongoing pandemic. The Part- Time Education Graduate Student Society fee is being charged at its pre-COVID amount.
** The School of Kinesiology and Health Studies Graduate Student Council fee is being charged at its pre- COVID amount with an increase due to CPI.
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SGPS Optional Faculty Specific Fees 2021 - 2022 Fee Amount % Change Graduate Geography Student Council* The GGSC fee is charged to full-time Geography graduate students $20.00 - and it goes towards the funding of events and programs run by the Council.
* The Graduate Geography Student Council fee is being charged at its pre-COVID amount.
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SGPS Mandatory Concurrent Education Fees 2021 - 2022 Fee Amount % Change SGPS Peer Academic Advisors* A free and confidential service which provides advice, strategies for $2.00 - self-advocacy and referrals regarding academic issues to Graduate and Professional students at Queen’s University. Education Students Society** The Education Students Society (ESS) is the student government for 5th year Bachelor of Education students at Queen’s. Fees will go to cover events and the organization of professional workshops. The $15.00 - ESS has and will continue to make sure that all Education students feel welcomed at Queen’s and that they have the best experience possible.
* The SGPS Peer Academic Advisors fee continues to be collected under the reduced amount due to the ongoing COVID-19 pandemic.
** The Education Students Society fee is being charged at its pre-COVID amount.
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SGPS Mandatory Faculty of Law Fees 2021 - 2022 Fee Amount % Change Law Students’ Society Clubs and Committees This fee supports LSS clubs and committees to fund their events. Each club/committee is allocated a set amount of money at the $25.00 - beginning of the year and must show allowable expenses in order to be reimbursed for this amount. Law Students’ Society Events and Administration This fee goes towards the general administration of the LSS including $2.08 - bank fees and promotion. Further, it supports LSS hosted events such as club’s day and student awards ceremonies Law Formal This fee will contribute to both Law semi-formal and graduation $17.50 - formal events that are held annually and which any law student can attend. Law Students’ Society Student and Group Financial Support This fee will contribute to both a “spot-you-one” fund and a discretionary fund. These funds serve 2 purposes: through enabling students in need of financial assistance to participate in LSS club and $15.00 - committee events and external conferences by providing them bursaries to make costs more affordable; and through supporting unique student initiatives which were not previously contemplated on the formation of the initial budget
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SGPS Mandatory School of Medicine Fees 2021 - 2022 Fee Amount % Change “Being a Medical Student” Program* Inter-year peer tutoring and support sessions that address the unique $4.00 - challenges of being a medical student. Building Maintenance Fund to make improvements and maintain student spaces in the $1.25 School of Medicine Building. Canadian Federation of Medical Students (charged to first year students only) This is your one-time membership fee to join the Canadian Federation of Medical Students (CFMS), which represents medical students from $80.00 - 15 member schools. The CFMS advocates for medical learner issues and also provides exclusive member discounts, grants for student initiatives, leadership awards, and opportunities for international exchanges and advocacy training. Career Explorations Sessions Information sessions and workshops that allow students to explore $13.06 - the various specialties within medicine. Class Transfers $6.69 - Class councils’ budget to run class specific events and initiatives.
SGPS Optional School of Medicine Fees 2020 - 2021 Fee Amount % Change New Medical Building Contribution in support of Aesculapian Society's pledge of $500,000 $100.00 - towards construction of new medical building.
* The “Being a Medical Student” Program fee is being charged at its pre-COVID amount.
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SGPS Mandatory Fees Winter 2022 Fee Amount % Change Alma Mater Society Food Bank Serves as a confidential and non-judgmental food service to $0.86 0.7% members of the Queen’s community, which aims to provide clients with food services in the most comfortable environment possible. Athletics and Recreation Allows for the usage of athletics and recreation facilities by SGPS $121.93 0.7% members and their participation in recreational clubs, intramurals, and health and wellness sessions. Ban Righ Centre The Ban Righ Centre provides several academic supports to mature women at Queen’s University who identify as female. These supports include student advising, faculty mentoring and a writing studio $2.00 - program. The centre proves a strong peer community and space for students to complete their academic work in a welcoming, inclusive environment. Campus Observation Room* A harm-reduction program aimed at reducing the risk of alcohol- related injury by assessing and monitoring intoxicated students and $0.33 - referring them to a medical facility when warranted. This non-medical detox service is run by Student Wellness Services with the support of Hotel Dieu Hospital detox staff. Canadian Federation of Students A bilingual national union of over one-half million students from more than 64 university and college students’ unions across Canada, they $11.72 0.7% create space and opportunity for students across the country and province to join together in creating change and winning victories on and off campus. Centre for Teaching and Learning Provides resources, programming, professional teaching development opportunities and consultations on all aspects of $0.93 - teaching, curriculum development for all members of the teaching community at Queen’s, including Graduate students serving as Teaching Assistants. Four Directions Indigenous Student Centre Supports Indigenous graduate student’s academic success through our SAGE (Supporting Aboriginal Graduate Enhancement) Writing $0.66 - Retreat. Students are able to connect with a writing instructor and mentor throughout the week-long retreat to receive feedback on their writing. JDUC Redevelopment JDUC redevelopment means a 4000-square foot graduate-student wing that will be designed by and for graduate students. In addition, it $27.45 2.9%** will deliver 122,000 square feet of new high-quality space, 3,200 square feet of new club space, one floor dedicated to new event/conference space and 8,800 square feet of new study space.
13 Page 213 of 300 ITEM: 2021-22 Student Ancillary Fees Student Fee Slate 2021 - 2022
SGPS Mandatory Fees (Continued) Winter 2022 Fee Amount % Change Legal Aid The oldest and largest of the Queen’s clinic programs, Queen’s Legal Aid (QLA) has been a vital part of the Faculty of Law’s service to the $3.33 - community for decades. Working closely with Legal Aid Ontario, QLA provides students with real-world experience through a vast range of legal tasks and challenges as part of the QLA team. Queen’s International Student Society Bursary Program Contributes towards the overall financial assistance the University is $0.47 - able to direct towards the support of international students who experience financial difficulty. Sexual Health Resource Centre The SHRC is an education driven sexual health information and referral service. The primary goal of the SHRC is to work towards and $0.62 - provide upstream health care initiatives relating to sexual health which, includes prevention campaigns, education workshops and providing access to barrier methods. SGPS Commission Fee*** This fee is in support of the SGPS’ Athletics & Wellness Commission; Equity & Diversity Commission; International Affairs Commission; and Social Commission which provide events and initiatives that foster $6.66 - awareness; provide support; promote a work/life balance; as well as build and maintain a spirit of community between SGPS members as they reach their academic goals. SGPS Graduate Peer Support Centre The Graduate Peer Support Centre is a group of student volunteers $2.00 - who provide a confidential and welcoming peer-based support to Graduate and Professional students at Queen’s University. SGPS Peer Academic Advisors*** A free and confidential service which provides academic advice, $2.66 -49.2% strategies for self-advocacy and referrals regarding academic issues to Graduate and Professional students at Queen’s University. SGPS Society Fee**** The SGPS represents and advocates for students at all levels of University and lobbies the federal, provincial and municipal governments on issues crucial to the well-being and success of graduate and professional students. Elected representatives participate in the governance of the University Senate, the Board of Trustees, the University Council and over 40 University Committees. $54.58 - The SGPS also facilitates numerous services and programs including Health & Dental Insurance, Peer Academic Advisors and Bus-It. Members of the SGPS will receive access to all SGPS events and programming, a reduced Health & Dental rate, access to the SGPS International Student Bursary, the SGPS Dental Bursary, the SGPS Student Activity Bursary, the SGPS Emergency Bursary, and the SGPS Student Initiative Grant.
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SGPS Mandatory Fees (Continued) Winter 2022 Fee Amount % Change Student Life Centre The Student Life Centre is comprised of the John Deutsch University Centre, 51 Bader Lane, MacGillivray-Brown Hall, MacCorry student street, and the Queen’s Centre. Collectively these buildings provide $16.41 0.7% over 10,500 sq m. of assignable space and facilities for student community governance and operations. Additionally, these buildings collectively constitute the principal location for the essential student focused programs and services. Student Wellness Services Supports the personal, academic, and social development of students at Queen's University by providing a range of programs and $42.53 0.7% services. Their mission is to provide a welcoming, confidential, and integrated service that is responsive to the needs of students. The Queen’s Journal A completely student-run newspaper at Queen’s, they currently publish a weekly print edition and regular online content throughout $2.33 - the year. The paper's staff is composed of a handful of dedicated volunteers and staff, including graduate students, that write, edit, design, and photograph all of their content. WalkHome Walkhome is a student-run, completely anonymous and confidential $8.23 0.7% safety service that provide safe walks to students both on campus and within the Kingston community. Work Study Program Provides students with demonstrated financial need with the $3.71 - opportunity to receive priority for certain part-time jobs during their studies. World University Services Canada Queen’s Aims to build a supportive environment for refugee students who come to Queen’s though a scholarship package for refugees $2.32 - sponsored by the Student Refugee Support Program, while also raising awareness for various other global development issues through on campus initiatives.
The fees listed above are applicable to January start, full-time students only.
A CPI rate of 0.7% was utilized for all applicable student activity fees.
* The Campus Observation Room fee returned to its pre-COVID amount.
** Due to a clerical error the 20-21 CPI increase for the JDUC Redevelopment fee was removed from the 20- 21 fee slate. This error has been rectified with a 2.9% fee increase which encompasses the 2.2% increase from 20-21 and the 0.7% increase from 21-22.
*** The SGPS Commission Fee and the SGPS Peer Academic Advisors fee continue to be collected under the reduced amounts due to the ongoing COVID-19 pandemic.
**** The SGPS Society Fee returned to its pre-COVID amount.
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SGPS Mandatory Fees Spring/Summer 2022 Fee Amount % Change Athletics and Recreation Allows for the usage of athletics and recreation facilities by SGPS $60.97 0.7% members and their participation in recreational clubs, intramurals, and health and wellness sessions. Student Wellness Services Supports the personal, academic, and social development of students at Queen's University by providing a range of programs and $21.26 0.7% services. Their mission is to provide a welcoming, confidential, and integrated service that is responsive to the needs of students.
The fees listed above are applicable to May start, full-time students only.
A CPI rate of 0.7% was utilized for all applicable student activity fees.
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BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 3/25/2021 Date of SLT Approval: From: Provost and Vice-Principal (Academic) 3/30/2021 Date of Board Subject: 2021-2022 Course Related Fees Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION/DISCUSSION
That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2021-22 course related fees as outlined in the fee schedules provided by Queen’s faculties and schools.
3.0 EXECUTIVE SUMMARY
The proposed course related fees for the 2021-22 academic year have been reviewed by the Provost’s Advisory Group on Course Related Fees, in consultation with the Alma Mater Society (AMS) and the Society for Graduate and Professional Students (SGPS). The fees are in line with past practice and are deemed to be in compliance with the Ministry of Colleges and Universities (MCU) Tuition Fee Framework and Ancillary Fee Guidelines for Publicly-Assisted Universities, 2019-20 and 2020-21, and the university’s Guidelines to Queen’s Compulsory Course Related Fees. Approval by the University’s governing body is required by MCU regulations.
4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The MCU guidelines state that non-tuition related compulsory fees should not be charged for materials and services that support the general costs of program delivery, with certain exemptions permitted under the guidelines.
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Queen’s course related fees are subject to a review process to ensure all proposed fees are in compliance with the Ministry’s guidelines. Input is obtained from:
• Director (Planning and Budget) • Deputy Provost • University Registrar • AMS and SGPS
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Queen’s has developed Guidelines to Queen’s Compulsory Course Related Fees as a reference for Queen’s faculty and staff to evaluate whether specific course related fees are allowable under the provincial protocol. In cases where access to a resource is required, students are allowed to utilize means of access other than purchase where possible. Instructors are encouraged to facilitate this, for example, by placing reading materials on reserve in the library.
5.0 ENTERPRISE RISK ASSESSMENT
The collection of course related fees allow for the use of engaging learning materials and experiential learning activities. These materials and activities help promote a high-quality student learning experience, thereby helping to mitigate the Undergraduate Student Recruitment, Retention and Graduation risk and the Graduate Student Recruitment, Retention and Graduation Risk.
6.0 ANALYSIS
• Compulsory course related fees are costs related to items and services associated with individual courses, such as digital learning materials and field trips, etc.
• Queen’s compulsory related fees fall under the broad category of ‘ancillary fees’, which are governed by the Ministry’s Tuition Fee Framework and Ancillary Fee Guidelines for Publicly- Assisted Universities, 2019-20 and 2020-21.
• More broadly, compulsory ancillary fees are fees charged to pay for services, materials and activities not supported by operating grants, capital grants or tuition fees. The ministry guidelines do not impose restrictions on non-compulsory ancillary fees.
• In compliance with Ministry guidelines, the establishment or modification of compulsory ancillary fees are subject to the terms of Queen’s Protocol for Introducing or Changing Student Activity Fees. These student fees support a range of non-academic services and programs. Queen’s Protocol for Introducing or Changing Student Activity Fees was last updated and approved by the Board of Trustees in May 2016.
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• MCU guidelines state that compulsory ancillary fees are to be non-tuition related and should not be charged for materials and services that support the general costs of program delivery, with certain exceptions permitted under the guidelines. Fees that fall under these exemptions, and are also exempt from the need to be included in an ancillary fee protocol, are referred to as “compulsory course related fees”. The types of fees that fall under these exemptions include: o fees for learning materials and clothing retained by the student, or materials used in the production of items that become the property of the student, o fees for digital learning materials that are the property of the student and which can include test/assessment tools, o fees for field trips, o vendor fees for material or services where the institution acts as a broker with a vendor for the student, o work placement fees to cover the costs of placing students in jobs for work terms.
• Queen’s 2021-22 course related fees are subject to the following review and approval process: o Faculty/School Curriculum Committee o Faculty Board o Provost’s Advisory Group on Course Related Fees, in consultation with representatives of the AMS and SGPS o SLT o Capital Assets and Finance Committee o Board of Trustees
• The Provost’s Advisory Group on Course Related Fees consists of the Deputy Provost, University Registrar, and Director (Planning and Budget).
• The advisory group, in consultation with representatives from the AMS and SGPS, reviewed the proposed compulsory and non-compulsory course related fees for the 2021-22 academic year in March 2021. It was determined that all proposed fees are in compliance with the Ministry’s guidelines and the university’s Guidelines to Queen’s Compulsory Course Related Fees.
7.0 FINANCIAL IMPLICATIONS
The 2021-22 compulsory course related fees are comprised of: • fees for materials which students purchase directly from a third-party vendor, • fees for materials or services whereby the institution acts as a broker with a vendor through an agreement that does not produce net revenue for the institution, and • fees for cost recovery purposes related to the provision of services, learning materials and activities that are not supported by operating grants, capital grants or tuition fees. The university’s ability to cover the costs of these learning materials and experiential learning activities is critical to the continued provision of a high-quality student learning experience.
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8.0 COMMUNICATIONS STRATEGY
The university announces all fees (i.e. compulsory or not; required or elective course) prior to collection through academic calendars and/or published fee schedules.
9.0 INPUT FROM OTHER SOURCES
• Director (Planning and Budget) • Deputy Provost • University Registrar • AMS and SGPS
ATTACHMENTS
1. Faculty and School Fee Schedules
Page 220 of 300 Faculty of Health Sciences(FHS)
Course Department/ School Description Fees Collection Process How are revenues from Is this course required (R.) If the course is required, is 2020-21 Fee 2021-22 Fee Column1 (Please include locations of field trips) these fees expended? or elective (E.)? this fee optional (O.) or compulsory (C.) ? Undergraduate Medical N/A Education, School of Police Record Check with Vulnerable Sector Screening external provider N/A admission requirement Compulsory $25.00 $35.00 Medicine
Undergraduate Medical N/A Education, School of CPR Level C external provider N/A admission requirement Compulsory $99.00 $99.00 Medicine
Undergraduate Medical N/A Education, School of White Coat external provider N/A N/A Compulsory $25.00 $30.00 Medicine
Undergraduate Medical N/A Education, School of Stethoscope external provider N/A Elective Compulsory $75.00 $75.00 Medicine
online payment -Ontario PG Deans review PGME Registration Fee and set the annual registration fee via the PGME operations R C $805.00 $840.00 Council of Ontario Universities
R- mandatory CPIC with VSS (Canadian Police Information Centre (criminal registration/employment PGME external process, individual pays for this n/a varies varies background check) with Vulnerable Sector Search) related/hospital privileging requirements
R- mandatory registration/employment PGME CMPA (Canadian Medical Protective Association) external process, individual pays for this n/a varies varies related/hospital privileging requirements
R- mandatory registration/employment PGME CPSO (College of Physicians and Surgeons of Ontario) external process, individual pays for this n/a varies varies related/hospital privileging requirements R- mandatory registration/employment PGME BLS (Basic Life Support) external process, individual pays for this n/a max $60 max $60 related/hospital privileging requirements
R- mandatory either reimbursed to individual less cost registration/employment PGME ACLS (Advanced Cardiac Life Support) n/a $50.00 $50.00 of manual or reimbursement to SIM Centre at Queen's related/hospital privileging requirements
external provider N/A ITEM: 2021-22 Course Related Fees Medical Sciences, School Clinical Police Record Check with Vulnerable Sector Screening Required Compulsory $25.00 $25.00 of Graduate Studies
external provider N/A Medical Sciences, School Clinical White Coat Required Compulsory $25.00 $25.00 of Graduate Studies
external provider N/A Medical Sciences, School Clinical Stethoscope Required Compulsory $75.00 $75.00 of Graduate Studies
external provider - billed to program N/A Medical Sciences, School Clinical Mask-Fit Testing Required Compulsory $55.00 $55.00 of Graduate Studies
external provider - billed to program N/A Medical Sciences, School Clinical Mask-Fit Testing Required Compulsory $55.00 $55.00
Page 221 of 300 of Graduate Studies
Faculty of Health Sciences Page 1 of 2 Faculty of Health Sciences(FHS)
Course Department/ School Description Fees Collection Process How are revenues from Is this course required (R.) If the course is required, is 2020-21 Fee 2021-22 Fee Column1 (Please include locations of field trips) these fees expended? or elective (E.)? this fee optional (O.) or compulsory (C.) ? external provider - refundable N/A Medical Sciences, School Clinical Hospital ID Required Compulsory $10.00 $10.00 of Graduate Studies
Intro to Quality, Risk @ Safety - Course held at Donald Gordon HQRS course costs and Centre HQRS840 Nursing Registrar accommodations during Required Compulsory $1,600.00 $1,600.00 intensive week long course
Human Factors in Safety - Course held at Donald Gordon HQRS course costs and Centre HQRS846 Nursing Registrar accommodations during Required Compulsory $1,600.00 $1,600.00 intensive week long course
Clinical Nursing Mask-Fit Testing On-line store Cost Recovery Required Compulsory $40.00 $40.00
Small upcharge is used to cover Clinical Nursing Name Pins On-line store staff time in sorting, ordering Required Compulsory $15.00 $15.00 and distributing
Cost Recovery for purchase of Clinical Nursing Non-Violent Crisis Intervention Course On-line store Required Compulsory $30.00 $50.00 coursebook Cost Recovery for purchase of Clinical Nursing Non-Violent Crisis Intervention Course - Refresher On-line store Required Compulsory $30.00 $50.00 coursebook All clinical School of Rehabilitation Mask-Fit testing School's on-line Store There are no revenues, Required Compulsory $40.00 $42.00 placement/fieldw Therapy it is cost recovery ork courses All clinical School of Rehabilitation Name Tags School's on-line Store There are no revenues, Required Compulsory $14.00 $16.00 placement/fieldw Therapy it is cost recovery ork courses All clinical School of Rehabilitation NVCI Training - Flex seats School's on-line Store There are no revenues, Required Compulsory $43.00 $50.00 placement/fieldw Therapy it is cost recovery ork courses PT864 School of Rehabilitation Splinting Workshop School's on-line Store There are no revenues, Required Compulsory $69.60 $74.00 OT885 Therapy it is cost recovery OT846/ OT847/ School of Rehabilitation Out-of-catchment application fee for the Canadian Fieldwork School's on-line Store There are no revenues, Required Compulsory $375.00 in BC, all other $375.00 in BC, all other OT877 Therapy Placement Sharing System it is cost recovery provinces/ regions are $250.00 provinces/ regions are $250.00
School of Rehabilitation There are no revenues, PT Program Physiotherapy equipment package* School's on-line Store Required Compulsory $325.00 Therapy it is cost recovery ITEM: 2021-22 Course Related Fees *Phsiotherapy equipment package includes: Anatomy Chart, Partner insert, Sanctband Sample, Tape Measure, Stethoscope, Transparent Plastic Goniometer 6", Transparent Plastic Goniometer 8", Transparent Plastic Goniometer 12", Buck Neurological Hammer, Aneroid sphygmomanometer, Skin Marker, Transfer Belt, Baseline Tuning Fork 128 cps, Theraband, Face Shield, Electrodes, Individual mouthpiece for ventilator trainer and ObusForme backpack (to carry it all) Page 222 of 300
Faculty of Health Sciences Page 2 of 2 Faculty of Education
Course Department/ Description (Please Fees Collection How are revenues from Is this course If the course 2020-21 Fee 2021-22 Fee2 School include locations of Process these fees expended? required (R.) is required, is field trips) or elective this fee (E.)? optional (O.) Column1 or compulsory (C.) ?
All BEd/DEd Education BEd/DipEd Professional Online credit card Opening and closing day Required Compulsory $20.00 $20.00 Teacher Learning Days payment submitted celebration, Queen's bags Candidates directly to Faculty with required program Finance Office documents for Opening Day, supply of course materials.
Artist in Education ACE field trip (Ottawa) and Online credit card Field trip admission and Elective Compulsory $300.00 $350.00 Community supplies. payment submitted travel fees, supplies for Education directly to Faculty course projects, supply of Program (FOCI Finance Office course materials. 222AB, EDST 222AB) ITEM: 2021-22 Course Related Fees
ARTF 101 Education (Arts & Course materials. Taught by Online credit card Various Supplies: Paper, Ink, Elective Compulsory $300.00 $300.00 Science course) the Faculty of Education. payment submitted Dry Drawing Media, directly to Faculty Printmaking Supplies, Paint. Finance Office
ARTF 265 Education (Arts & Course materials. Taught by Online credit card Various Supplies: Paper, Ink, Elective Compulsory $170.00 $170.00 Science course) the Faculty of Education. payment submitted Dry Drawing Media, directly to Faculty Printmaking Supplies, Paint. Page 223 of 300 Finance Office
Faculty of Education Page 1 of 2 Faculty of Education
Course Department/ Description (Please Fees Collection How are revenues from Is this course If the course 2020-21 Fee 2021-22 Fee2 School include locations of Process these fees expended? required (R.) is required, is field trips) or elective this fee (E.)? optional (O.) Column1 or compulsory (C.) ?
Outdoor and Education Field camp expenses (in Online credit card Field camp (cost covers Elective Compulsory $450.00 $450.00 Experiential Ontario) and course payment submitted transportation and food) and Education (FOCI materials. directly to Faculty course materials. 260AB, EDST Finance Office 260AB) Technological Education Technological Education lab Online credit card Technological Education lab Elective Compulsory $100.00 $100.00 Education materials. payment submitted materials. (CURR 360/361, directly to Faculty CURR 368/369, The materials are used to Finance Office FOCI 213) create exemplars for use in their teaching practice. The items created go home with each student to become part of their teaching resources and portfolio. ITEM: 2021-22 Course Related Fees Page 224 of 300
Faculty of Education Page 2 of 2 Faculty of Engineering and Applied Science
Course Department/ Description Fees Collection How are revenues from Is this course required If the course is required, 2020-21 Fee 2021-22 Fee School (Please include locations of field trips) Process these fees expended? (R.) or elective (E.)? is this fee optional (O.) Column1 or compulsory (C.) ?
APSC 100 ENG water bottle, clamps, beam (at home lab materials) directly to vendor; may no revenue Required Compulsory $30.00 be options to pick up at Queen's that we haven't sorted out yet
APSC 111 ENG Course manual in campus store Bookstore collects fee Required Compulsory $20.00 $20.00 APSC 132 ENG Course workbook Printing & Copy Centre PC&C collects fee Required Optional $50.00 $50.00 (JDUC) APSC 112 ENG Course manual in campus store Bookstore collects fee Required Compulsory $20.00 $20.00 APSC 200 ENG Only in case of remote course delivery: direct to vendor Required (only in case Compulsory $25-30 (STD Sec 204 Basic Arduino kit for APSC 200 of remote course delivery) ENPH only) ENPH 253 PHYSICS Course manual in department cost recovery Required Compulsory $15.00 $15.00 ENPH 345 PHYSICS Course manual in department cost recovery Required Optional (students can $20.00 $20.00 download and print themselves) MECH 370 MME Field Trip Fee Via main office Fees collected are used to Required (ME2 Option Optional Max $100 for all Max $100 for all offset the cost of the coach only) Elective for rest costs costs bus and some snacks on the trip purchases by the department, Cost Recovery only
MECH 452 MME Field Trip Fee Via main office cost recovery for Elective Optional $15.00 estimate $15.00 estimate transportation MINE 201 MINE $200 for Personal Protective Equipment (PPE) - directly to vendor Required Compulsory $200.00 $200.00
safety boots and possibly a hard hat ITEM: 2021-22 Course Related Fees MINE 422 MINE The course related fee covers the cost of training Fees collected paid to the Required Compulsory $50.00 $50.00 and certification with the Mining Association of Mining Association of Canada. Canada.
The course related fee collected is then paid to the Mining Association of Canada to cover the cost of training (for certification) and certification. Students take the certification as part of the course. They do not have to have the certification in order to register in the course. Page 225 of 300
Faculty of Engineering App Science Page 1 of 4 Faculty of Engineering and Applied Science
Course Department/ Description Fees Collection How are revenues from Is this course required If the course is required, 2020-21 Fee 2021-22 Fee School (Please include locations of field trips) Process these fees expended? (R.) or elective (E.)? is this fee optional (O.) Column1 or compulsory (C.) ?
GEOE 221 GEOL/GEOE Six half-day field trips with a transportation fee. Please Contact the Transportation fees are Required Compulsory $75.00 $75.00 Location: Province of Ontario. *Whether field trips Geological Sciences used to cover only the and field courses will go ahead is uncertain at this and Geological direct costs of the time. Please consult the departmental website Engineering Main students. (https://www.queensu.ca/geol/home) or contact Office or Use the the Undergraduate Administrator Online Store ([email protected]) for updates* (https://store.engineer ing.queensu.ca). GEOE 281 GEOL/GEOE Single day field trip with a transportation fee. Please Contact the Transportation fees are Required Compulsory $35.00 $35.00 Location: Province of Ontario. *Whether field trips Geological Sciences used to cover only the and field courses will go ahead is uncertain at this and Geological direct costs of the time. Please consult the departmental website Engineering Main students. (https://www.queensu.ca/geol/home) or contact Office or Use the the Undergraduate Administrator Online Store ([email protected]) for updates* (https://store.engineer ing.queensu.ca). GEOL/E 300 GEOL/GEOE Multiple single day field trips with transportation Please Contact the Transportation fees are Required Compulsory $450.00 $450.00 and food fees. Location: Province of Geological Sciences used to cover only the Ontario.*Whether field trips and field courses will and Geological direct costs of the go ahead is uncertain at this time. Please consult the Engineering Main students. departmental website Office or Use the (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOL/E 301 GEOL/GEOE Multiday field trip with accommodation, food and Please Contact the Transportation, Elective Compulsory $500.00 $500.00 transportation fees. Location: Adirondacks, New Geological Sciences accommodation and food York. *Whether field trips and field courses will go and Geological fees are used to cover only ahead is uncertain at this time. Please consult the Engineering Main the direct costs of the ITEM: 2021-22 Course Related Fees departmental website Office or Use the students. (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOL/E 321 GEOL/GEOE Single day field trip with a transportation fee. Please Contact the Transportation fees are Required Compulsory $35.00 $35.00 Location: Kaladar, Ontario. *Whether field trips Geological Sciences used to cover only the and field courses will go ahead is uncertain at this and Geological direct costs of the time. Please consult the departmental website Engineering Main students. (https://www.queensu.ca/geol/home) or contact Office or Use the the Undergraduate Administrator Online Store ([email protected]) for updates* (https://store.engineer
Page 226 of 300 ing.queensu.ca).
Faculty of Engineering App Science Page 2 of 4 Faculty of Engineering and Applied Science
Course Department/ Description Fees Collection How are revenues from Is this course required If the course is required, 2020-21 Fee 2021-22 Fee School (Please include locations of field trips) Process these fees expended? (R.) or elective (E.)? is this fee optional (O.) Column1 or compulsory (C.) ?
GEOL/E 337 GEOL/GEOE Single day field trip with a transportation fee. Please Contact the Transportation fees are Elective Compulsory $35.00 $35.00 Location: Prince Edward County, Ontario. Geological Sciences used to cover only the *Whether field trips and field courses will go ahead and Geological direct costs of the is uncertain at this time. Please consult the Engineering Main students. departmental website Office or Use the (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOL/E 368 GEOL/GEOE Single day field trip with a transportation fee. Please Contact the Transportation fees are Required Compulsory $35.00 $35.00 Location: Prince Edward County, Ontario. *Whether Geological Sciences used to cover only the field trips and field courses will go ahead is uncertain and Geological direct costs of the at this time. Please consult the departmental Engineering Main students. website (https://www.queensu.ca/geol/home) or Office or Use the contact the Undergraduate Administrator Online Store ([email protected]) for updates* (https://store.engineer ing.queensu.ca). GEOL/E 401 GEOL/GEOE Multiday field trip with accommodation, food and Please Contact the Transportation, Elective Compulsory $450.00 $450.00 transportation fees. Location: Quebec City, Geological Sciences accommodation and food Quebec. *Whether field trips and field courses will and Geological fees are used to cover only go ahead is uncertain at this time. Please consult the Engineering Main the direct costs of the departmental website Office or Use the students. (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOE 410 GEOL/GEOE Multiday field trip with accommodation, food and Please Contact the Transportation, Required Compulsory $450.00 $450.00 transportation fees. Location: Sudbury, Ontario. Geological Sciences accommodation and food *Whether field trips and field courses will go ahead and Geological fees are used to cover only is uncertain at this time. Please consult the Engineering Main the direct costs of the ITEM: 2021-22 Course Related Fees departmental website Office or Use the students. (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOE 413 GEOL/GEOE Single day field trip with transportation fee. Please Contact the Transportation fees are Required Compulsory $35.00 $35.00 Location: Province of Ontario. *Whether field Geological Sciences used to cover only the trips and field courses will go ahead is uncertain at and Geological direct costs of the this time. Please consult the departmental website Engineering Main students. (https://www.queensu.ca/geol/home) or contact Office or Use the the Undergraduate Administrator Online Store ([email protected]) for updates* (https://store.engineer
Page 227 of 300 ing.queensu.ca).
Faculty of Engineering App Science Page 3 of 4 Faculty of Engineering and Applied Science
Course Department/ Description Fees Collection How are revenues from Is this course required If the course is required, 2020-21 Fee 2021-22 Fee School (Please include locations of field trips) Process these fees expended? (R.) or elective (E.)? is this fee optional (O.) Column1 or compulsory (C.) ?
GEOL/E 419 GEOL/GEOE Multiday field trip with accommodation, food and Please Contact the Transportation, Required Compulsory $800.00 $800.00 transportation fees. Location: Renfrew, Ontario. Geological Sciences accommodation and food *Whether field trips and field courses will go ahead and Geological fees are used to cover only is uncertain at this time. Please consult the Engineering Main the direct costs of the departmental website Office or Use the students. (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). GEOL/E 802 GEOL/GEOE International trip *Whether field trips and field Please Contact the Accommodation and food Elective Compulsory $1,300.00 $1,300.00 (Grad Course) courses will go ahead is uncertain at this time. Geological Sciences fees are used to cover only Please consult the departmental website and Geological the direct costs of the (https://www.queensu.ca/geol/home) or contact Engineering Main students. the Graduate Administrator Office or Use the ([email protected]) for updates* Online Store (https://store.engineer ing.queensu.ca). GEOL888 GEOL Multiday field trip with accommodation, food and Please Contact the Transportation, Elective Compulsory $450.00 $450.00 transportation fees. Location: Quebec City, Geological Sciences accommodation and food Quebec. *Whether field trips and field courses will and Geological fees are used to cover only go ahead is uncertain at this time. Please consult the Engineering Main the direct costs of the departmental website Office or Use the students. (https://www.queensu.ca/geol/home) or contact Online Store the Undergraduate Administrator (https://store.engineer ([email protected]) for updates* ing.queensu.ca). ITEM: 2021-22 Course Related Fees Page 228 of 300
Faculty of Engineering App Science Page 4 of 4 Faculty of Arts and Science (Undergraduate)
Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
FMUSC BFA Introduction to Studio Art in Printmaking NOTE Materials: estimated cost Students pay at a POS terminal at These fees are used to recoup the expense of Optional Compulsory Estimated at Estimated at $100. the Fine Art Program (Visual Art) purchasing the Art supplies the students will $100.00 $100.00 office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the expense. when the course is completed. While remote: Students will purchase supplies online through pre-arranged means with local supplier (supplies to be delivered via mail).
ARTF 127/6.0 BFA Introductory Fine Art I NOTE Materials: estimated cost: Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated at Estimated at $600 (includes technical skills fee of the Fine Art Program (Visual Art) purchasing the Art supplies the students will $600.00 $600.00 $25). office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the expense. when the course is completed. Technical skills fee refers to items While remote: Students will required for the wood-shop skills purchase supplies online through component of the ARTF 127 course. pre-arranged means with local Wood-shop skills cover a wide range supplier (supplies to be delivered of methods, including machine via mail). cutting, material joining and structural assemblage strategies. More specifically, the fee covers items like: masking tape, combo squares, mitre box/saw combo, air nails, various wood.
ARTF 128/6.0 BFA Introductory Fine Art II NOTE Materials: estimated cost: Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated at $600. Estimated at $600. $600. A $250 deposit is required by the Fine Art Program (Visual Art) purchasing the Art supplies the students will A $250 deposit is A $250 deposit is students who intend on office in Ontario Hall and receive a use during the course of instruction & keep required by required by participating in the voluntary 2nd receipt describing the expense. when the course is completed. students who students who year field trip to New York. intend on intend on participating in the participating in the voluntary 2nd year voluntary 2nd year field trip to New field trip to New York. York. ITEM: 2021-22 Course Related Fees
ARTF 227/6.0 BFA Intermediate Fine Art I - Paint/Print/Drawing/Sculpture NOTE Materials: estimated cost: Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated at Estimated at $400. The voluntary field trip to the Fine Art Program (Visual Art) purchasing the Art supplies the students will $400.00 Voluntary $400.00 Voluntary New York is highly recommended; office in Ontario Hall and receive a use during the course of instruction & keep field trip $700. field trip $700. the estimated cost is $700. receipt describing the expense. when the course is completed. While remote: Students will In the course syllabus, the NYC trip purchase supplies online through is not mentioned as a course pre-arranged means with local requirement, nor is it mentioned as supplier (supplies to be delivered part of any evaluation. The trip is via mail). For the NYC field trip, the presented to the second year BFA students pay a $200 deposit in the students as strictly voluntary, but spring of first year and pay the recommended. balance of the accommodation/transportation Page 229 of 300 cost in the fall of 2nd year before departing on the trip.
Faculty of Arts and Science Page 1 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
ARTF 228/6.0 BFA Intermediate Fine Art II - Paint/Print/Drawing/Sculpture NOTE Materials: estimated cost: The instructor for the last few years These fees are used to recoup the expense of Required Compulsory Estimated at Estimated at $400.00. The voluntary field trip to ordered the materials directly from purchasing the Art supplies the students will $400.00 Voluntary $400.00 Voluntary New York is highly recommended; the supplier and had him come to use during the course of instruction & keep field trip $700 field trip $700 the estimated cost is $700. class to receive payment from when the course is completed. students directly. Going forward, In the course syllabus, the NYC trip students pay at a POS terminal at is not mentioned as a course the Fine Art Program (Visual Art) requirement, nor is it mentioned as office in Ontario Hall and receive a part of any evaluation. The trip is receipt describing the expense. presented to the second year BFA While remote: Students will students as strictly voluntary, but purchase supplies online through recommended. pre-arranged means with local supplier (supplies to be delivered via mail).
ARTF 337/9.0 BFA Advanced Programs I - Paint/Print/Sculpture NOTE Materials: estimated cost: Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated at Estimated at $350. the Fine Art Program (Visual Art) purchasing the Art supplies the students will $350.00. $350.00. office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the expense. when the course is completed.
ARTF 338/9.0 BFA Advanced Programs II - Paint/Print/Sculpture NOTE Materials: estimated cost: Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated at Estimated at $350. the Fine Art Program (Visual Art) purchasing the Art supplies the students will $350.00. $350.00. office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the expense. when the course is completed.
ARTF 447/9.0 BFA Individual Programs I - Paint/Print/Sculpture Materials: Estimated cost $50 to Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated $50 to Estimated $50 to $150. the Fine Art Program (Visual Art) purchasing the Art supplies the students will $150.00. $150.00. See worksheet Studio Costs. office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the expense. when the course is completed. While remote: Students will purchase supplies online through pre-arranged means with local supplier (supplies to be delivered by mail). ITEM: 2021-22 Course Related Fees
ARTF 448/9.0 BFA Individual Programs II - Paint/Print/Sculpture Materials: Estimated cost $50 to Students pay at a POS terminal at These fees are used to recoup the expense of Required Compulsory Estimated $50 to Estimated $50 to $150. the Fine Art Program (Visual Art) purchasing the Art supplies the students will $150.00 $150.00 See worksheet Studio Costs. office in Ontario Hall and receive a use during the course of instruction & keep receipt describing the when the course is completed. expense.While remote: Students will purchase supplies online through pre-arranged means with local supplier (supplies to be delivered via mail).
ARTH 380 Art History Venice, Italy (course takes place on campus wire payments to hotel & restaurant Elective Compulsory $3500 estimate $3500 estimate there) Public Health Restrictions Permitting. Page 230 of 300
Faculty of Arts and Science Page 2 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
BIOL 212/3.0 BIOL Scientific Methods in Biology NOTE QUBS field trip $35 Collected by Course Coordinator Entrance fee and bus. Required Compulsory $35.00 $35.00
Location: QUBS
BIOL 335/3.0 BIOL Limnology and Aquatic Ecology NOTE Field trip: estimated cost Collected by Course Coordinator Expended booking Field trip activities through Optional Compulsory $35.00 $35.00 $35. the department Location: QUBS. Public Health Restrictions Permitting. BIOL 300/3.0 BIOL Ecology NOTE Field trip: estimated cost $50. Collected by Course Field trip to QUBS - fee covers student room Required Compulsory $50.00 $50.00 Location: QUBS. Public Health Coordinator/Instructor and board, bench/user fees at QUBS and bus Restrictions Permitting. transportation. Fees are used to only the direct costs of student.
BIOL 416/3.0 BIOL Terrestrial Ecosystems NOTE Overnight field trip: estimated Collected by Course Coordinator Expended covering Field trip costs by course Optional Compulsory $75.00 $75.00 cost $75 coordinator Location: Local farms. Public Health Restrictions Permitting.
CHEM 112 Chemistry General Chemistry Lab Coat Student Purchase Covers cost of materials Required Compulsory $27.00 $27.00
CHEM 112 Chemistry General Chemistry Goggles Student Purchase Covers cost of materials Required Compulsory $17.00 $17.00
CHEM 112 Chemistry General Chemistry Blue Lab Book Student Purchase Covers cost of materials Required Compulsory $9.00 $9.00
CHEM 211 Chemistry Main Group Chemistry Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 211 Chemistry Main Group Chemistry Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 from CHEM 100 series.
CHEM 211 Chemistry Main Group Chemistry Carbon Lab Book Student Purchase Covers cost of materials Required Optional if have $16.00 $16.00ITEM: 2021-22 Course Related Fees from CHEM 100 series.
CHEM 212 Chemistry Principals of Chemical Reactions Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 212 Chemistry Principals of Chemical Reactions Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 from CHEM 100 series.
CHEM 212 Chemistry Principals of Chemical Reactions Blue Lab Book Student Purchase Covers cost of materials Required Optional if have $9.00 $9.00 from CHEM 100 Page 231 of 300 series.
Faculty of Arts and Science Page 3 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
CHEM 213 Chemistry Introduction to Chemical Analysis Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 213 Chemistry Introduction to Chemical Analysis Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 from CHEM 100 series.
CHEM 213 Chemistry Introduction to Chemical Analysis Blue Lab Book Student Purchase Covers cost of materials Required Optional if have $9.00 $9.00 from CHEM 100 series.
CHEM 213 Chemistry Introduction to Chemical Analysis Basic Lab Technique CD Student Purchase Covers cost of materials Required Optional if have $4 $4 from CHEM 100 series.
CHEM 221 Chemistry Materials, Solutions and Interfaces Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 221 Chemistry Materials, Solutions and Interfaces Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 from CHEM 100 series.
CHEM 221 Chemistry Materials, Solutions and Interfaces Blue Lab Book Student Purchase Covers cost of materials Required Compulsory $9.00 $9.00
CHEM 223/ENCH 245 Chemistry Organic Reactions/Applied Organic Chemistry Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 223/ENCH 245 Chemistry Organic Reactions/Applied Organic Chemistry Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00
from CHEM 200 ITEM: 2021-22 Course Related Fees series.
CHEM 223/ENCH 245 Chemistry Organic Reactions/Applied Organic Chemistry Carbon Lab Book Student Purchase Covers cost of materials Required Optional if have $16.00 $16.00 from CHEM 100 series.
CHEM 281 Chemistry General Organic Chemistry I Molecular Model Set Student Purchase Covers cost of materials Optional Compulsory $25.00 $25.00
CHEM 282 Chemistry General Organic Chemistry II Lab Coat Student Purchase Covers cost of materials Optional Optional if have $27.00 $27.00 from CHEM 100 series. Page 232 of 300
Faculty of Arts and Science Page 4 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
CHEM 282 Chemistry General Organic Chemistry II Goggles Student Purchase Covers cost of materials Optional Optional if have $17.00 $17.00 from CHEM 200 series.
CHEM 282 Chemistry General Organic Chemistry II Carbon Lab Book Student Purchase Covers cost of materials Optional Optional if have $16.00 $16.00 from CHEM 100 series.
CHEM 397/398/ Chemistry Experimental Chemistry I II Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 399 from CHEM 100 series.
CHEM 397/398/ Chemistry Experimental Chemistry I II Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 399 from CHEM 100 series.
CHEM 397/398/ Chemistry Experimental Chemistry I II Carbon Lab Book Student Purchase Covers cost of materials Required Optional if have $16.00 $16.00 399 from CHEM 200 series.
CHEM 497 Chemistry Research Thesis project Lab Coat Student Purchase Covers cost of materials Required Optional if have $27.00 $27.00 from CHEM 100 series.
CHEM 497 Chemistry Research Thesis project Goggles Student Purchase Covers cost of materials Required Optional if have $17.00 $17.00 from CHEM 100 series.
ALL CHEM LAB COURSES Chemistry Variable Disposable Face Mask Student Purchase Covers cost of materials Required Compulsory n/a $ 1.00 (may require more then 1 qty)
'Covid-related personal protective equipment may be required and subject to change based on public
health safety requirements.' ITEM: 2021-22 Course Related Fees
ALL CHEM LAB COURSES Chemistry Variable Cotton Mask Student Purchase Covers cost of materials Required Compulsory n/a $ 6.00 (may require more then 1 qty)
'Covid-related personal protective equipment may be required and subject to change based on public health safety requirements.' Page 233 of 300
Faculty of Arts and Science Page 5 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
ALL CHEM LAB COURSES Chemistry Variable Disposable Face Shield Student Purchase Covers cost of materials Required Compulsory n/a $ 7.50 (may require more then 1 qty)
'Covid-related personal protective equipment may be required and subject to change based on public health safety requirements.'
3rd Yr CHEM Lab Courses Chemistry Variable Flame Gard Mask Student Purchase Covers cost of materials Required Compulsory n/a $ 15.00 (may require more then 1 qty)
'Covid-related personal protective equipment may be required and subject to change based on public health safety requirements.'
3rd Yr CHEM Lab Courses Chemistry Face Shield (flame-resistant) Student Purchase Covers cost of materials Required Compulsory n/a $ 110.00 (may require more then 1 qty)
'Covid-related personal protective equipment may be required and subject to change based on public health safety requirements.'
CLST 408/808 CLST Archaeology Fieldwork Practicum I Fee includes: housing, lunch and Students submit cheques directly Dr. Colivicchi, Dr. Zaccagnino, and the Optional The fee for the Estimated at Estimated at dinner from Mondays to Fridays, to Dr. Zaccagnino (project director) Administrative Assistant have signing authority course is $2600.00 $2600.00 trips to sites and museums, museum to be deposited to a designated for the account, but two signatures are compulsory, but tickets, transportation to and from non-profit bank account. required to withdraw funds in order to pay the the course itself is the dig. Estimate $2600 suppliers related to the excavation project. not a compulsory course for Classics Location: Nora, Italy. Public Health degree programs. Restrictions Permitting.
CLST 409/809 CLST Archaeology Fieldwork Practicum II Fee includes: housing, lunch and Students submit cheques directly Dr. Colivicchi, Dr. Zaccagnino, and the Optional The fee for the Estimated Estimated dinner from Mondays to Fridays, to Dr. Colivicchi (program director) Administrative Assistant have signing authority course is $2,500.00 $2,500.00 trips to sites and museums, museum to be deposited to a designated for the account, but two signatures are compulsory, but tickets, transportation to and from non-profit bank account in the required to withdraw funds in order to pay the the course itself is ITEM: 2021-22 Course Related Fees the dig. Estimate $2500 name of the excavation project. suppliers/contractors related to the not a compulsory excavation project. course for Classics Location: Cerveteri, Italy. Public degree programs. Health Restrictions Permitting. Page 234 of 300
Faculty of Arts and Science Page 6 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
CLST 412 CLST Archaeology Fieldwork Practicum Illa Fee includes: housing, breakfast, Students submit their fees directly George Bevan, the Queen’s instructor, along Optional The fee for the $1865 (must be $1865 (must be lunch and dinner from Mondays to to the Balkan Heritage Field Schools with Ivan Vasilev and Angela Pancheva, the course is taken with CLST taken with CLST Sundays, trips to sites and by credit card or bank transfer. directors of BHFS, decides on accommodation, compulsory, but 413; discounts 413; discounts museums, museum tickets, BHFS are the local organizers. food and travel expenses, as well as work the course itself is available for early available for early transportation to and from the dig. related expenditures. Signing authority at the not a compulsory registration) registration) $1865 bank in Bulgaria is with BHFS. course for Classics (discounts available for early degree programs. registration or if both IIIa and IIIb are taken)
Location: Stobi, in the Republic of Macedonia. Public Health Restrictions Permitting.
CLST 413 CLST Archaeology Fieldwork Practicum Illb Fee includes: housing, breakfast, Students submit their fees directly George Bevan, the Queen’s instructor, along Optional The fee for the $1865 (must be $1865 (must be lunch and dinner from Mondays to to the Balkan Heritage Field Schools with Ivan Vasilev and Angela Pancheva, the course is taken with CLST taken with CLST Sundays, trips to sites and by credit card or bank transfer. directors of BHFS, decides on accommodation, compulsory, but 412; discounts 412; discounts museums, museum tickets, BHFS are the local organizers. food and travel expenses, as well as work the course itself is available for early available for early transportation to and from the dig. related expenditures. Signing authority at the not a compulsory registration). registration). $1865 bank in Bulgaria is with BHFS. course for Classics (discounts available for early degree programs. registration or if both IIIa and IIIb are taken)
Location: Stobi, in the Republic of Macedonia. Public Health Restrictions Permitting.
DRAM 371 & DRAM 373 DRMU Field Trip, Shaw Festival, Ontario - SOLUS Tickets to theatre and transportation Optional Compulsory Estimated at Estimated at (COREQUISITES) First 2 weeks of August. Public $545.00 $545.00 Health Restrictions Permitting.
DRAM 240 DRMU Design Software (CAD), stationery, SOLUS If course is in person, Cad software lisc, Required Compulsory $25.00 $25.00 carpentry, and printing supplies prompt script, binder, supplies-tape, postits, markers. Carpentry building materials - wood, hardware, paint. Scene painting supplies - paint, brushes, other supplies. If remote, Cad Software lisc. Only
DRAM 242 DRMU Costume Construction Fee. SOLUS Both in person or remote, lighting supplies, Optional Compulsory $25.00 $25.00 Gel, etc. Costume creation materials - fabric, ITEM: 2021-22 Course Related Fees thread, etc.
DRAM 339 DRMU Theatre Design Art Topics Only SOLUS Fee is expended on course design art supplies Optional Compulsory $30.00 (some DRAM 339 topics do not for students. This year kits were mailed to require supplies - depends on the students for puppet making. topic) e.g. puppet making, mask making, art supplies. Page 235 of 300
Faculty of Arts and Science Page 7 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
MAPP 400 DRMU Admission to livestreamed Students purchase event tickets Student admission to performances Required Compulsory $100.00 performances directly
ENSC 407/3.0 ENVS Global Water Issues Field Trip. Public Health CASH OR CHEQUE TRANSPORTATION -BUS Optional Compulsory $30 Restrictions Permitting.
ENSC 425/3.0 ENVS Ecotoxicology Field Trip. Public Health Restrictions CASH OR CHEQUE TRANSPORTATION - BUS Optional Compulsory $20 Permitting.
ENSC 430/6.0 ENVS Honours Projects in Environmental Sustainability NOTE One full-day weekend field CASH OR CHEQUE TRANSPORTATION - BUS Fee is used to cover Required Compulsory $30.00 $30.00 trip: estimated cost $30. only direct costs of student Location: Frontenac Arch Biosphere Reserve, Ontario. Public Health Restrictions Permitting.
FILM 250/6.0 FILM Fundamentals of Production NOTE Production supplies $325.00 When the student enrolls in FILM The student keeps the CF card. They can sell it Optional No, insofar as the $325.00 $325.00 250 they purchase from the back to other students but it is their property student can equipment room staff a CF card and can be used throughout their degree. We purchase it (memory card for cameras) and use the fee collected to pay for the CF cards at elsewhere. one portable hard drive. a bulk rate. The balance for the department is zero or negative 1.00 per student.
FILM 304/3.0 FILM Creative Industries in the 21st Century Students may be required to Collected from the student by the Transportation and event admission plus food Optional Compulsory Estimated cost for Estimated cost for participate in Field trip(s) in certain Office of Film and Media. bus and event bus and event years. Estimated cost for bus, food admission is $70.00. admission is $70.00. ITEM: 2021-22 Course Related Fees and event admission is $70. See departmental webpage for more information. Public Health Restrictions Permitting.
FILM 450/3.0 FILM Production: Special Topic I Field trip: Estimated cost $70 No This fee will be collected during the This course uses an experiential learning Optional Compulsory No fee - Field trip No fee - Field trip cost first 2 weeks of the course via the model instead of a lab. cost covered by cost covered by Department of Film and Media department department Office. N/A Page 236 of 300
Faculty of Arts and Science Page 8 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GEOL 221/3.0 GEOE 221/4.0 GEOL/GEOE Geological Field Methods/Geological Engineering Field Six half-day field trips with a Please Contact the Geological Transportation fees are used to cover only the Required Compulsory Estimated at Estimated at Methods transportation fee. Location: Sciences and Geological direct costs of the students. $75.00 $75.00 Province of Ontario. *Whether Engineering Main Office or Use the field trips and field courses will go Online Store ahead is uncertain at this time. (https://store.engineering.queensu Public Health Restrictions .ca). Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOE 281 GEOE Earth Systems Engineering Single day field trip with a Please Contact the Geological Transportation fees are used to cover only the Required Compulsory Estimated at Estimated at transportation fee. Location: Sciences and Geological direct costs of the students. $35.00. $35.00. Province of Ontario. *Whether field Engineering Main Office or Use the trips and field courses will go ahead Online Store is uncertain at this time. Public (https://store.engineering.queensu Health Restrictions Permitting. .ca). Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOL 300/3.0 GEOE 300/5.0 GEOL/GEOE Geological Field School/ Geological Engineering Field School Multiple single day field trips with Please Contact the Geological Transportation and food fees are used to Required Compulsory Estimated at Estimated at transportation and food fees. Sciences and Geological cover only the direct costs of the students. $450.00 $450.00 Location: Province of Engineering Main Office or Use the Ontario.*Whether field trips and Online Store field courses will go ahead is (https://store.engineering.queensu uncertain at this time. Public Health .ca). Restrictions Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates* ITEM: 2021-22 Course Related Fees GEOL 301/1.5 GEOE 301 GEOL/GEOE Field Studies in Geology I Multiday field trip with Please Contact the Geological Transportation, accomodation and food fees NO (students have Compulsory Estimated at Estimated at accommodation, food and Sciences and Geological are used to cover only the direct costs of the choice between $500.00. $500.00. transportation fees. Location: Engineering Main Office or Use the students. GEOL 301/1.5 (field Adirondacks, New York. *Whether Online Store trip) or GEOL field trips and field courses will go (https://store.engineering.queensu 302/1.5 ahead is uncertain at this time. .ca). (Independent Public Health Restrictions Study) new for Permitting. Please consult the 2015/16) departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates* Page 237 of 300
Faculty of Arts and Science Page 9 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GEOL 321/3.0 GEOE 321/4.0 GEOL/GEOE Analysis of Rock Structures Single day field trip with a Please Contact the Geological Transportation fees are used to cover only the Required Compulsory Estimated at Estimated at transportation fee. Location: Sciences and Geological direct costs of the students. $35.00. $35.00. Kaladar, Ontario. *Whether field Engineering Main Office or Use the trips and field courses will go ahead Online Store is uncertain at this time. Public (https://store.engineering.queensu Health Restrictions Permitting. .ca). Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOL 337/3.0 GEOE 337/4.0 GEOL/GEOE Paleontology Single day field trip with a Please Contact the Geological Transportation fees are used to cover only the Optional Compulsory Estimated at Estimated at transportation fee. Location: Prince Sciences and Geological direct costs of the students. $35.00. $35.00. Edward County, Ontario. *Whether Engineering Main Office or Use the field trips and field courses will go Online Store ahead is uncertain at this time. (https://store.engineering.queensu Public Health Restrictions .ca). Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOL 368/3.0 GEOE 368/4.5 GEOL/GEOE Carbonate Sedimentology Single day field trip with a Please Contact the Geological Transportation fees are used to cover only the Optional Compulsory Estimated at Estimated at transportation fee. Location: Prince Sciences and Geological direct costs of the students. $35.00. $35.00. Edward County, Ontario. *Whether Engineering Main Office or Use the field trips and field courses will go Online Store ahead is uncertain at this time. (https://store.engineering.queensu Public Health Restrictions .ca). Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates* ITEM: 2021-22 Course Related Fees GEOL 401/1.5 GEOE 401 GEOL/GEOE Field Studies in Geology II Multiday field trip with Please Contact the Geological Transportation, accomodation and food fees NO (students have Compulsory Estimated at Estimated at accommodation, food and Sciences and Geological are used to cover only the direct costs of the choice between $450.00 $450.00 transportation fees. Location: Engineering Main Office or Use the students. GEOL 401/1.5 (field Quebec City, Quebec. *Whether Online Store trip) or GEOL field trips and field courses will go (https://store.engineering.queensu 402/1.5 (Self- ahead is uncertain at this time. .ca). directed Study)new Public Health Restrictions for 2015/16) Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates* Page 238 of 300
Faculty of Arts and Science Page 10 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GEOE 410 GEOE Geological Engineering Field School Multiday field trip with Please Contact the Geological Transportation, accomodation and food fees CORE TO FEAS only Compulsory Estimated at Estimated at accomodation, food and Sciences and Geological are used to cover only the direct costs of the $450.00. $450.00. transportation fees. Location: Engineering Main Office or Use the students. Sudbury, Ontario. *Whether field Online Store trips and field courses will go ahead (https://store.engineering.queensu is uncertain at this time. Public .ca). Health Restrictions Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOE 413 GEOE Single day field trip with Departmental General Office Transportation fees are used to cover only the Required Compulsory Estimated at Estimated at transportation fee. Location: direct costs of the students. $35.00. $35.00. Province of Ontario. *Whether field trips and field courses will go ahead is uncertain at this time. Public Health Restrictions Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates*
GEOL 419/3.0 GEOE 419/4.0 GEOL/GEOE Geophysics Field School Multiday field trip with Please Contact the Geological Transportation, accomodation and food fees Optional Compulsory Estimated at Estimated at accomodation, food and Sciences and Geological are used to cover only the direct costs of the $800.00. $800.00. transportation fees. Location: Engineering Main Office or Use the students. Renfrew, Ontario. *Whether field Online Store trips and field courses will go ahead (https://store.engineering.queensu is uncertain at this time. Public .ca). Health Restrictions Permitting. Please consult the departmental website (https://www.queensu.ca/geol/hom e) or contact the Undergraduate Administrator ([email protected]) for updates* ITEM: 2021-22 Course Related Fees GPHY 101/3.0 GPHY Human Geography NOTE Field trip: estimated cost Students would pay cash or chq to Bus rental. Fees are used to cover only the Required Compulsory Estimated at Estimated at $30. the department for this fieldtrip direct costs of student. $30.00. $30.00. Location: Province of Ontario. Public Health Restrictions Permitting.
GPHY 102/3.0 GPHY Physical Geography and Natural Resources NOTE Field trip: estimated cost Students would pay cash or chq to Bus rental. Fees are used to cover only the Required Compulsory Estimated at Estimated at $30. the department for this fieldtrip direct costs of student. $30.00. $30.00. Location: Province of Ontario. Public Health Restrictions Permitting. Page 239 of 300
Faculty of Arts and Science Page 11 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GPHY 208/3.0 GPHY Principles of Geomorphology and Pedology NOTE Field trip: estimated cost Students would pay cash or chq to Bus rental. Fees are used to cover only the Required Compulsory Estimated at Estimated at $25. the department for this fieldtrip. direct costs of student. $25.00. $25.00. Location: Province of Ontario. Public Health Restrictions Permitting.
GPHY 215/3.0 *formerly GPHY GPHY Field Studies in Physical Geography NOTE Field trips estimated cost Students would pay cash or chq to Transportation, housing and meals. Optional Compulsory Estimated at Estimated at 307/3.0 $500. the department for fieldtrips $500.00. $500.00. Location: Province of Ontario. Public Health Restrictions Permitting.
GPHY 305/3.0 GPHY Applied Cold Regions Science NOTE Field trips will occur in a Students would pay cash or chq to bus rental Optional Compulsory Estimated at Estimated at given semester with an estimated the department for this fieldtrip. $75.00. $75.00. cost of $75. Location: Province of Ontario. Public Health Restrictions Permitting.
GPHY 309/3.0 GPHY Field School in Geography NOTE Field cost is dependent on Students would pay cash or chq to Transportation in Mi'Kma'ki (Nova Scotia), Optional Compulsory Field cost is Field cost is location and duration in the field, to the department for this fieldtrip meals, and accommodation. dependent on dependent on a maximum of $3000. Please refer location and location and to the Department website for duration in the duration in the further information. field, to a maximum field, to a maximum Location: Mi'kma'ki - Nova Scotia. of $3000. of $3000. Public Health Restrictions Permitting.
GPHY 310/3.0 * formerly GPHY Landscape Ecology Field trip fees may apply in certain Students would pay cash or chq to transportation Optional Compulsory Field trip fees may Field trip fees may GPHY 418/3.0 years; estimated cost $30. Public the department for this fieldtrip apply in certain apply in certain Health Restrictions Permitting. years; estimated years; estimated cost $30 cost $30
GPHY 312/3.0 GPHY Watershed Hydrology NOTE Field trips: estimated cost Students would pay cash or chq to bus rental Optional Compulsory Estimated at Estimated at $50. Public Health Restrictions the department for this fieldtrip. $50.00. $50.00. Permitting. ITEM: 2021-22 Course Related Fees
GPHY 313/3.0 GPHY Glacier Processes and Dynamics NOTE Field trips may apply in Student would pay cash or chq to bus rental Optional Compulsory Estimated at Estimated at certain years dependent on snow the department for this fieldtrip. $75.00. $75.00. and ice conditions; maximum $75. Location: Province of Ontario. Public Health Restrictions Permitting.
GPHY 317/3.0 GPHY Soil, Environment and Society NOTE Field trips: estimated cost Students would pay cash or chq to bus rental Optional Compulsory Estimated at Estimated at $30. the department for this fieldtrip. $30.00. $30.00. Page 240 of 300
Faculty of Arts and Science Page 12 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GPHY 318/3.0 GPHY Advanced Biogeography NOTE Field trip: estimated cost Students would pay cash or chq to bus rental Optional Compulsory Estimated at Estimated at $25. Public Health Restrictions the department for this fieldtrip. $25.00. $25.00. Permitting.
GPHY 332 GPHY Cities, Regions and Planning in Capitalist Societies NOTE Case Materials: Approximately Students would pay cash or chq to Field trip costs directly related to student . Optional Optional Case Materials: Case Materials: $30; NOTE Optional field trip may be the department for this fieldtrip Approximately $30. Approximately $30. undertaken in some years; Optional field trip Optional field trip approximate cost up to $300. may be undertaken may be undertaken Location: Major U.S. city. Public in some years; in some years; Health Restrictions Permitting. approximate cost approximate cost up to $300. up to $300.
GPHY 401/3.0 GPHY Honours Seminar in Human Geography I NOTE Field trip fees may apply in Students would pay cash or chq to Bus rental. Fees are used to cover only the Required Compulsory Field trip fees may Field trip fees may certain years. See departmental the department for this fieldtrip. direct costs of student. apply in certain apply in certain webpage for more information. Cost years. See years. See will vary depending on location but departmental departmental not likely to exceed $300.00 per webpage for more webpage for more year. information. Cost information. Cost Location: Province of Ontario. will vary depending will vary depending Public Health Restrictions on location, but not on location, but not Permitting. likely to exceed likely to exceed $300/yr. $300/yr.
GPHY 369 GPHY NOTE Filed trip fees may apply in Bus rental. Fees are used to cover only the Optional Compulsory Maximum $150 per certain years. See departmental direct costs of student. year. webpage for info. Cost will vary depending on location, but will not exceed $150 per year. Public Health Restrictions Permitting. ITEM: 2021-22 Course Related Fees Page 241 of 300
Faculty of Arts and Science Page 13 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
GPHY 402/3.0 GPHY Honours Seminar in Human Geography II NOTE Field trip fees may apply in Students would pay cash or chq to Bus rental. Fees are used to cover only the Required Compulsory Field trip fees may Field trip fees may certain years. See departmental the department for this fieldtrip. direct costs of student. apply in certain apply in certain webpage for more information. Cost years. See years. See will vary depending on location but departmental departmental not likely to exceed $300.00 per webpage for more webpage for more year. information. Cost information. Cost Location: Province of Ontario. will vary depending will vary depending Public Health Restrictions on location, but not on location, but not Permitting. likely to exceed likely to exceed $300/yr. $300/yr.
GPHY 403/3.0 GPHY Honours Seminar in Human Geography III NOTE Field trip fees may apply in Students would pay cash or chq to bus rental Fees are used to cover only the Required Compulsory Field trip fees may Field trip fees may certain years. See departmental the department for this fieldtrip direct costs of student apply in certain apply in certain webpage for more information. Cost years. See years. See will vary depending on location but departmental departmental not likely to exceed $300.00 per webpage for more webpage for more year. information. Cost information. Cost Location: Province of Ontario. will vary depending will vary depending Public Health Restrictions on location, but not on location, but not Permitting. likely to exceed likely to exceed $300/yr. $300/yr.
GPHY 415/6.0 GPHY Advanced Analysis of Earth Surface Processes Field trips within Province of Ontario Students would pay cash or chq to bus rental Optional Compulsory Field trips within Field trips within during the year. Costs will vary the department for this fieldtrip. Province of Ontario Province of Ontario depending on location, but not likely during the year. during the year. to exceed $175/yr. Costs will vary Costs will vary depending on depending on location, but not location, but not likely to exceed likely to exceed $175/yr. $175/yr. ITEM: 2021-22 Course Related Fees
GPHY 417/3.0 GPHY Land-Use Change in the Earth System NOTE Field trip fees may apply in Students would pay cash or chq to bus rental Optional Compulsory Field trip fees may Field trip fees may certain years. See departmental the department for this fieldtrip apply in certain apply in certain webpage for more information. years. See years. See Cost will vary depending on departmental departmental location, but not likely to exceed webpage for more webpage for more $175/yr. Public Health Restrictions information. Cost information. Cost Permitting. will vary depending will vary depending on location, but not on location, but not likely to exceed likely to exceed $175/yr. $175/yr. Page 242 of 300
Faculty of Arts and Science Page 14 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
LLCU 432/6.0 LLCU Field Research Practicum at Fudan University NOTE This course is part of a Study Upon acceptance into the program, Program fees cover the costs of study Optional Compulsory $500 program costs $500 program costs Abroad program in Shanghai, which a non-refundable deposit of $500 is materials, local field trips, travel and meals plus subsistence, plus subsistence, will require students to pay a collected by the Faculty of Arts and while working on research related field trips accommodation, accommodation, program fee to cover costs over and Science and other administrative services provided by international travel international travel above tuition, accommodation and Fudan and Queen’s in connection with the related costs and related costs and subsistence. Further details of the program. Accommodation, international administration administration estimated costs can be obtained travel costs, vaccinations, health and travel costs. See costs. See from the International Programs insurance, and travel documents are not International International Office. Public Health Restrictions included in the program fee. Programs Office Programs Office Permitting. website for more website for more information. information.
MUSC x20/21 DRMU Applied Music Accompanist fee - wind, brass, Student pays accompanist directly Accompanist is paid directly R The student has a Estimated at Estimated at string, and voice students choice of paying $180.00. $180.00. an accompanist suggested by the School, or finding their own pianist. If they are able to find a pianist willing to play for free, they are welcome to use that individual.
MUSC 124/224 DRMU Applied Music Private instrumental or vocal Paid with tuition fee (but process Fees are used to pay a portion of the expense Optional Compulsory $1,600 $1,600 instruction for non-B. Mus. still to be arranged) of paying for private weekly lessons as well as students. Auditions required. access to masterclasses and other coaching opportunities. ITEM: 2021-22 Course Related Fees PHYS 117 PHYS Introductory Physics Manual. Estimated $15 per manual Sold through Physics Stores. cost of lab or course manual containing Optional Compulsory $15.00 $15.00 material(s) specific to the lab/course content.
PHYS 344/PHYS 345 PHYS Introduction to Quantum Mechanics/ Quantum Physics of Manual. Estimated $20 per manual Sold through Physics Main Office. cost of lab or course manual containing Required Optional students $20.00 $20.00 Atoms, Nuclei and Particles material(s) specific to the lab/course content. may print themselves if they so choose.
RELS 322 RELS Yoga in India and the West Yoga Practicum: estimated cost $90 Paid to Yoga Instructor Fee for lessons Optional compulsory $90.00 $90.00 Page 243 of 300
Faculty of Arts and Science Page 15 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
RELS 345 RELS Field trip to National Gallery of Paid to transportation company Fee for enterance into the gallery and Optional compulsory $55.00 Ottawa. Public Health Restrictions and national gallery of canada transportation to and from Ottawa for the Permitting. day.
HLTH 331/3.0 SKHS NOTE Nutrition software required: Studenst purchase the software Fees provide students with a software license Elective Compulsory $75.00 estimated cost $75. directly from the provider to use for course assessments. There is no textbook required in this course.
KNPE 330/4.5 SKHS Athletic Therapy Field Placement NOTE Students must hold valid Fees are not collected from N/A Optional Certification is N/A N/A First Aid/CPR certification and proof students for this purpose. Students compulsory of completion of Athletic Therapy are expected to undertake First experience (36 hours) in second Aid/CPR training at their own year. expense and show proof of this certification to the School.
KNPE 331/3.0 SKHS Care and Prevention of Athletic Injuries NOTE Lab materials: estimated Instructor collects fees from course fees are used to support costs for a lab Optional compulsory $15.00 $15.00 cost $15 students and they are deposited by manual and tensor bandages, which are re- the School. usable
KNPE 336/3.0 SKHS Community Field Placement in Disability and Physical Uniform while on field placement Fees are collected by the program Fees collected for the placement uniform Optional Compulsory $25.00 $25.00 Activity estimated at $25. coordinator for the placement uniform. The uniform is a t-shirt and the students wear it during their field placements so they can be identified as Queen's KNPE students.
KNPE 346/4.5 SKHS NOTE Students must hold valid Fees are not collected from N/A Optional Certification is N/A N/A First Aid/CPR certification students for this purpose. Students compulsory are expected to undertake First Aid/CPR training at their own expense and show proof of this certification to the School. ITEM: 2021-22 Course Related Fees
KNPE 436/3.0 SKHS Advanced Placement in Disability and Physical Activity NOTE Students must hold valid Students are expected to undertake Fees collected for the placement uniform Optional Certification is $25.00 $25.00 First Aid/CPR certification and CPIC. First Aid/CPR training and CPIC compulsory Uniform while on field placement certification at their own expense estimated at $25. and show proof of this certification to the School. Fees are collected by The uniform is a t-shirt and the the placement coordinator for the students wear it during their field placement uniform. placements so they can be identified as Queen's KNPE students. Page 244 of 300
Faculty of Arts and Science Page 16 of 17 Course Department/ Course Title Course fee description Fee collection process How are revenues from these fees Is this a Is this fee 2020-21 fee 2021-22 fee School expended? Required ( R ) or optional or Optional (O) compulsory? course?
KNPE 338/3.0 SKHS Exploring Active Urban Communities NOTE An additional fee of $400 is Fees are collected by the Registrar's Student participate in a 5-6 day urban Optional compulsory $400.00 $400.00 charged to defray the costs of Office and allocated to the SKHS camping experience. Students need to provide transportation, accommodation, operating account. some of their own camping equipment (e.g., food, and general equipment for the sleeping bag, rain gear). General equipment outdoor education camp school. (tents, cooking gear) will be provided. Location: Local, Ontario. Public Health Restrictions Permitting.
KNPE 449/3.0 SKHS NOTE Nutrition software required: Studenst purchase the software Fees provide students with a software license Elective $75.00 estimated cost $75. directly from the provider to use for course assessments. There is no textbook required in this course.
PHIL 493/3.0 PHIL Ethics and the Environment Cost of bus fare Estimated $15 Instructor collects fees from transportation Optional students may opt Estimated at Estimated at students and gives it to the out of the trip. $15.00. $15.00. Location: Frontenac Park, Ontario. Department. Public Health Restrictions Permitting. PHIL 293/3.0 PHIL Humans and the Natural World Cost of bus fare and entrance fee Instructor collects fees from Cost of bus fare and entrance fee Optional students may opt Estimated at Estimated at Estimated $30 students and gives it to the out of the trip. $30.00. $30.00. Department. Location: Toronto Zoo. Public Health Restrictions Permitting. ITEM: 2021-22 Course Related Fees Page 245 of 300
Faculty of Arts and Science Page 17 of 17 Faculty of Arts and Science (Graduate)
Course Department/ Course fee description Fee collection process How are revenues from these fees Is this a Is this fee optional or compulsory? 2021-22 fee School expended? Required ( R ) or GPHY 841 Geography & Planning Local area fieldtrip. Public Health Students would pay cash or cheque Bus rental. Fees are used to cover Elective Optional (O) course? Optional $75-$100 Restrictions Permitting. to the department for field trip. only the direct cost of student.
SURP 805 Geography & Planning Local area fieldtrip. Public Health Students would pay cash or cheque Bus rental. Fees are used to cover Elective Optional $30.00 Restrictions Permitting. to the department for field trip. only the direct cost of student.
SURP 814 Geography & Planning Toronto, Ottawa, Montreal. Public Students would pay cash or cheque Bus rental. Fees are used to cover Required Compulsory up to $200 Health Restrictions Permitting. to the department for field trip. only the direct cost of student.
SURP 817 Geography & Planning Toronto, Ottawa, Montreal. Public Students would pay cash or cheque Bus rental and hotel costs. Fees are Required Compulsory up to $200 Health Restrictions Permitting. to the department for field trip. used to cover only the direct cost of student.
SURP 818 Geography & Planning expense towards purchase of Fees collected on campus We only collect the required fee for Required Compulsory up to $50 drawing equipment and stationary the student. such as grid paper, ruler, pencil, eraser, tracing paper, sketch pens, etc. SURP 819 Geography & Planning Case materials Fees collected on campus We only collect the required fee for Required Compulsory up to $80 the student.
SURP 823 Geography & Planning Case materials Fees collected on campus We only collect the required fee for Required Compulsory $100-$200 the student.
SURP 824 Geography & Planning Case materials Fees collected on campus We only collect the required fee for Required Compulsory $100-$200 the student. SURP 825 Geography & Planning Case materials Fees collected on campus We only collect the required fee for Required Compulsory $100-$200 the student.
SURP 826 Geography & Planning Public Health Restrictions Permitting. Fees collected on campus We only collect the required fee for Required Compulsory $100-$200 mandatory international field-trip the student. including accommodation, some meals, local transport, hiring of local assistance such as interpreters, printing and copying. ITEM: 2021-22 Course Related Fees SURP 827 Geography & Planning Public Health Restrictions Permitting. Students would pay cash or cheque Bus rental and hotel costs. Fees are Required Compulsory $500-$1,000 International fieldtrip/Learning to the department for field trip. used to cover only the direct cost of material, accomodation, flight. student.
SURP 840 Geography & Planning Computer simulation learning Fees collected on campus We only collect the required fee for Elective Optional $140.00 materials the student. SURP 841 Geography & Planning 5 case studies bought from Harvard Fees collected on campus We only collect the required fee for Elective Optional approximately $30.00 CDN U. From the course outline: “Five of the student. the six case studies used in this course are published by the Harvard School of Business. Soft copies (in .pdf format) must be purchased directly by each student as a “coursepack”, at: Page 246 of 300 https://hbsp.harvard.edu/import/75 6736. The cost is US$21.25.”
Faculty of Arts and Science Page 1 of 1 Faculty of Arts and Science (Graduate)
Course Department/ Course fee description Fee collection process How are revenues from these fees Is this a Is this fee optional or compulsory? 2021-22 fee School expended? Required ( R ) or SURP 844 Geography & Planning Case Materials Fees collected on campus We only collect the required fee for Elective Optional (O) course? Optional $30.00 the student. SURP 881 Geography & Planning Case Materials Fees collected on campus We only collect the required fee for Elective Optional $140.00 the student. SURP 882 Geography & Planning Case Materials Fees collected on campus We only collect the required fee for Elective Optional $130.00 the student. RELS 822 RELS Yoga Practicum: estimated cost $90 Paid to Yoga Instructor Fee for lessons Optional compulsory $90.00 (Yog in India and the West) GEOL 802 GEOL/GEOE Multiday International field trip Please contact the Geological Travel, accomodation and food fees Elective Compulsory $1300-$3000 (depending on the field *Whether field trips and field courses Sciences and Geological Engineering are used to cover only the direct cost trip) will go ahead is uncertain at this main office. of students. time. Please consult the departmental website (https://www.queensu.ca/geol/home ) or contact the Graduate Administrator ([email protected]) for updates*
GEOL888 GEOL Multiday field trip with Please Contact the Geological Transportation, accomodation and Eliective Compulsory $450.00 accommodation, food and Sciences and Geological Engineering food fees are used to cover only the transportation fees. Location: Main Office or Use the Online Store direct costs of the students. Quebec City, Quebec. *Whether field (https://store.engineering.queensu.c trips and field courses will go ahead a). is uncertain at this time. Please consult the departmental website (https://www.queensu.ca/geol/home ) or contact the Undergraduate Administrator ([email protected]) for updates* Psyc 838 PSYC Criminal Record check for placements Direct to Police R C 35.00 (set by Police)
Psyc 993 PSYC Liability for Internships Direct to BMS R C $193 (set by insurer) ITEM: 2021-22 Course Related Fees Page 247 of 300
Faculty of Arts and Science Page 2 of 2 Faculty of Law
Course Department/ Description Fees Collection How are revenues from Is this course required If the course is required, 2020-21 Fee 2021-22 Fee School (Please include locations of field trips) Process these fees expended? (R.) or elective (E.)? is this fee optional (O.) Column1 or compulsory (C.) ?
All Law Courses Faculty of Law A user fee to write exams on ExamSoft. External provider ExamSoft license fee N/A Optional $40 USD $45 USD
Students don’t have any exam fees apart from Exam Soft (which they can choose to opt out of). LAW 203/703 Faculty of Law Harvard PON simulation materials required for External provider To cover the cost of the Elective Compulsory $5-10 USD $5-10 USD Collective Bargaining group assignment. exercises and the role play scenarios for group assignment. LAW 335 Faculty of Law iDecisionGames - negotiation tool to facilitate group Faculty Finance Office. To cover the cost of the Elective Compulsory $45-50 USD $45-50 USD Negotiation activities. Students are able to download and keep Student pays in CDN exercises and the role play materials (e.g. instructions, role-play scenarios) funds. scenarios within the tool. available. ITEM: 2021-22 Course Related Fees Page 248 of 300
Faculty of Law Page 1 of 1 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM Business/ WileyPLUS: WileyPLUS is an online tool/resource Student School of Business 111 R.; O. or C. (111), WileyPLUS charge WileyPLUS charge 111/211/611: Commerce used to assign students homework, additional purchases does not receive 211/611 R. for C. (211/611) represents an increased represents an increased Introduction to problems, tests and quizzes. It includes all of the either from revenue from this fee Certificate in Business cost to the textbook to cost to the textbook to Financial problems in the textbook as well as a host of other Campus Students, otherwise E. access the online learning access the online learning questions similar to the textbook questions. Accounting Bookstore or component. The students component. The students Students are able to do additional problems and quizzes in an effort to better understand the online from the can either (A) purchase a can either (A) purchase a material. publisher new loose-leaf textbook new loose-leaf textbook that comes with the that comes with the CENGAGE by Nelson is a digital learning system, software and access code software and access code similar to WileyPLUS described above. Students ($135.95), (B) purchase the ($135.95), (B) purchase the would be required to purchase and use CENGAGE e-text which includes the e-text which includes the to complete individual graded assignments and one access code ($100). access code ($100). test. Depending on instructor preference for who is teaching the course, either WileyPLUS or CENGAGE may be used in 2021/22. For CENGAGE, the access For CENGAGE, the access costs $15 more than the costs $15 more than the All 211/611 instructors used WileyPLUS to hardcopy textbook alone hardcopy textbook alone administer online homework and/or exams to the (hardcopy alone is (hardcopy alone is students over the course of the term. Instructors of $134.95, hardcopy plus $134.95, hardcopy plus COMM 111 may require either WileyPLUS or CENGAGE access is CENGAGE access is CENGAGE or may only recommend it as an option. $149.95); the eBook which $149.95); the eBook which includes CENGAGE access includes CENGAGE access costs $79.95. costs $79.95. ITEM: 2021-22 Course Related Fees Page 249 of 300
Smith School of Business Page 1 of 6 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM Business/ McGraw-Hill Connect is a digital teaching and Student School of Business 112 R.; C. McGraw-Hill Connect McGraw-Hill Connect 112/212/612: Commerce learning environment that saves students and purchases does not receive 212/612 R. for charge represents an charge represents an Introduction to instructors time while improving performance either from revenue from this fee Certificate in Business increased cost to the increased cost to the Management over a variety of critical outcomes. It provides Campus students, otherwise E. textbook to access the textbook to access the Accounting a large amount of exercise for students to Bookstore or online learning online learning practice in an innovative way and also enables online from the component. The students component. The students instructors to monitor students learning publisher can either (A) purchase a can either (A) purchase a progress over the term. One instructor uses it new textbook that comes new textbook that comes to administer online assignments over the with the software and with the software and course of the term and to help identify access code ($159.95), (B) access code ($159.95), (B) students who need help. Another instructor purchase the access code purchase the access code uses it to administer quizzes. According to including e-text from the including e-text from the students' comments in USAT, students found it bookstore or online ($99). bookstore or online ($99). useful and it is also widely used in other universities such as University of Toronto. ITEM: 2021-22 Course Related Fees Page 250 of 300
Smith School of Business Page 2 of 6 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM 190: Business/ ERPsim: This ERP simulation from HEC Student School of Business R. C. $50 for ERPsim Introduction to Commerce Montreal allows students to gain hands-on purchases does not receive Digital Business experience with using a real-life SAP system online, directly revenue from this fee US$10 for the two cases and Technologies through a simulated game environment. It from allows students to apply their conceptual erpsim.hec.ca In order to make these fees knowledge of enterprise systems and the affordable to students, we business rules and processes embedded in For the case canceled the required these systems. It also allows students to build studies, textbook (which cost them Pivot Tables and digital dashboards that are students about $100). Instead, we connected to the simulation data, which purchase them have put together a enables them to generate business directly from comprehensive digital intelligence from operational and financial Harvard coursepack that contains data. The simulation is used in a team project Business Press all of the reading & that is worth 20% of the grade. prepatory material.
Digital case studies from Harvard: Students are also required to purchase two digital case studies from Harvard Business Press. The cases are used to help students apply course concepts. They also write case analyses essays (with 10% of the grade) on these cases using a framework we developed for them. ITEM: 2021-22 Course Related Fees COMM 200/600: Business/ CAPSIM: The CAPSIM simulation can be Student School of Business 200/600 R. for C. US $53.99 US $53.99 Business Commerce categorized as digital learning materials. The purchases does not receive Certificate in Business Fundamentals simulation can be thought of as a learning lab online, directly revenue from this fee students, otherwise E. environment associated with the practical from CAPSIM application of business concepts and models. The simulation originally was sold through the bookstore, but is now predominantly purchased online by students, as this eliminates the mark-up on this product, thereby keeping the overall price point down. The simulation, at the time of purchase, becomes the property of the student. Students who do not activate their simulation may
Page 251 of 300 transfer ownership to another student.
Smith School of Business Page 3 of 6 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM 401: Business/ CAPSIM: Ditto above. The students in COMM 401 Student School of Business R. C. US $68.98 US $68.98 Business and Commerce run a company in a business simulated environment purchases does not receive (US $53.99 for CAPSIM + Corporate (CAPSIM) in teams. They develop strategy and online, directly revenue from this fee $14.99 for Comp-XM) Strategy execute it for 8 rounds (years) along with short from CAPSIM projects.
Comp-XM: At the end of the class, each student runs a company individually (Comp-XM) as the final assignment of the course. They are assigned to a company that is struggling for 4 rounds and they need to use their strategy (and business) skills to make a successful turnaround. They are evaluated using balanced scorecard method using measures from financial, operational, learning, and customer perspective. For a capstone strategy course, this is an appropriate assessment of a student’s ability to manage the entire company.
COMM 311: Business/ WileyPLUS: WileyPLUS is an online Student School of Business E. WileyPLUS charge WileyPLUS charge Financial Commerce tool/resource used to assign students purchases does not receive represents an increased represents an increased Accounting homework, additional problems, tests and either from revenue from this fee cost to the textbook to cost to the textbook to Practices, quizzes. It includes all of the problems in the Campus access the online learning access the online learning
Principles & textbook as well as a host of other questions Bookstore or component. The students component. The studentsITEM: 2021-22 Course Related Fees Concepts; similar to the textbook questions. Students online from the can either (A) purchase a can either (A) purchase a COMM 313: are able to do additional problems and quizzes publisher new loose-leaf textbook new loose-leaf textbook Financial in an effort to better understand the material. that comes with the that comes with the Accounting II software and access code software and access code One instructor uses the website to set up ($98.95), (B) purchase the ($139), (B) purchase the e- homework assignments and/or quizzes. e-text which includes the text which includes the Students do the homework online. Additional access code ($102.50). access code ($100). practice questions are also assigned if students identify that they want extra help. Page 252 of 300
Smith School of Business Page 4 of 6 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM 312: Business/ Pearson MyLabAccounting: This is a collection Student School of Business E. $55 without etext; $95 Intermediate Commerce of customizable online digital resources that purchases does not receive with etext Management allow students to complete the required access online revenue from this fee Accounting quantitative portion of the course (exercises, from Pearson; practice cases, and assessments) alternatively, the access code comes with the physical textbook COMM 324: Business/ Stocktrak: Stocktrak is a simulation of portfolio Student School of Business E. Students set up individual Students set up individual Investment and Commerce management, and it works as if the student were purchases does not receive accounts online. The fee accounts online. The fee Portfolio managing a real portfolio. The student can trade online, directly revenue from this fee for the registration is US for the registration is US stocks, bonds, and derivatives, among other Management from Stocktrak $29.95 $29.95 instruments through different exchanges in the world.
The simulation is used for an individual project. Each student is required to manage a portfolio of $1,000,000, with maximum of 200 trades during the term. The purpose of this project is to let students get familiar with how to manage a real portfolio, and apply the knowledge that has been accumulated through the finance courses they have taken. In the beginning of this course, students set ITEM: 2021-22 Course Related Fees up their portfolios and make trades any way they like. However, as the class progresses, students set up the portfolio from a fund manager’s perspective. The final grade on the project will not depend on the student’s actual portfolio performance, but on the trading activities and the justifications in the final written report submitted for this project. Page 253 of 300
Smith School of Business Page 5 of 6 Smith School of Business
Course Department/ Description Fees How are revenues Is this course If the course is 2020-21 Fee 2021-22 Fee School Collection from these fees required (R.) or required, is this fee Process expended? elective (E.)? optional (O.) or compulsory (C.) ?
COMM 333: Business/ MarkStrat: MarkStrat is an experiential learning Student School of Business E. Students purchase Students purchase Marketing Commerce component. It is a web-based (cloud) marketing purchases does not receive individual software licenses individual software licenses Strategy simulation that places students in a senior online, directly revenue from this fee from the MarkStrat on- from the MarkStrat on-line marketing management role. Students experience from line facility. The cost is US facility. The cost is US $68. hands-on management of a portfolio of brands MarkStrat $65. They have access to They have access to the through product adoption and market life cycles (introduction, growth, maturity and decline). the simulation for the simulation for the length of Decisions are made regarding all key elements of length of the course. the course. marketing strategy – from target market segmentation, to positioning of brands; from product design and pricing, through to distribution and promotion. The simulation complements and builds on the theoretical curriculum of the course and has become one of the distinguishing benefits of the COMM 333 program.
COMM 335: Business/ Digital MediaPRO: In this online simulation, Student School of Business E. US $30.00 US $35.00 Marketing Commerce students develop and execute integrated marketing purchases does not receive Communications communications (IMC) for an energy drink. Key online, directly revenue from this fee decision areas include research (e.g. social listening, from StratX analytics), media objectives, media strategy and media planning.
COMM 339: Business/ Stukent: This is a digital book and related Student School of Business E. US $80.00 US $80.00 ITEM: 2021-22 Course Related Fees Channels & Commerce courseware (expert videos, chapter quizzes, cases, purchases does not receive Internet landing page simulation, etc.). online, directly revenue from this fee Marketing https://www.stukent.com/ from Stukent.com Page 254 of 300
Smith School of Business Page 6 of 6 ITEM: 2022-23 Residence Fees
BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 4/1/2021 Date of SLT Approval: From: Provost and Vice-Principal (Academic) 4/7/2021 Date of Board Subject: 2022-23 Residence Fees Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ For Approval ☐ For Information ☐ For Discussion
2.0 MOTION/DISCUSSION
That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the 2022-2023 Residences fees, as outlined in the attached table.
3.0 EXECUTIVE SUMMARY
The Residences budget, including any residence fee increase, is reviewed annually by the budget subcommittee of the Senate Residence Committee (SRC). The subcommittee includes student representation from the AMS, the SGPS, and the Residence Society. Queen’s Residences is an ancillary unit, and as such, it is required to be self-sustaining. In addition to covering all of its operating costs and maintaining adequate capital reserves, Residences provide contributions to the university and to Student Affairs in the form of overhead and dividends. To align with the university's budget process and timing, residence fees, which include accommodation and a meal plan, are set 18 months in advance. The SRC recommends the attached residence fee slate that results in a 2.75% increase in total residence fees for 2022-2023. This is the first year of the JDUC being closed for renovation, resulting in the reduction of 91 available beds. The new residence is anticipated to open in September 2022, adding 334 beds to the overall inventory. Operational and financial impacts of these events have been considered in developing this fee recommendation. Implications of the
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COVID-19 pandemic have also been considered, reflected in reduced contributions to the residence capital reserve and decreased capital project spending again in 2021. The SRC also recommends incorporating the $160 Res Net fee, which is currently applied as a separate charge to all students living residence, within the overall room and board fee. See attachment detailing recommended rates across bed types for 2022-23.
4.0 STRATEGIC ALIGNMENT/COMPLIANCE
The proposed fees for Residences, which includes accommodation and a meal plan, support the university’s strategic objectives of a vibrant student experience, internationalization, and financial sustainability.
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
Queen’s Residences has many programs and services that support the university’s diverse student population and help to build an inclusive campus community. Examples include Living Learning Communities, which are floors or clusters of rooms where students with similar interests and values live together and engage in creative, social, and educational programming related to the topic of their specific community.
Residence Life also offers programming throughout the year that promotes wellness and inclusion, such as the Wellness Night Market that provides all students living in residence the opportunity to engage in a variety of activities focused on five areas of self-care: social, physical, emotional, mental, and spiritual. In addition to existing programs and services, a Housing and Ancillary Services Equity, Diversity, and Inclusion Advisory Group was created.
5.0 ENTERPRISE RISK ASSESSMENT
• The Residence budget and proposed fees include programming to enhance the student experience, which addresses components of the Undergraduate Student Recruitment, Retention, and Graduation risk; • The Residence budget and proposed fees allocate funding to address deferred maintenance for residences, which is a mitigation identified for the Capital Asset Management risk; • The Residence budget and proposed fees are set at amounts that support financial sustainability.
6.0 ANALYSIS
The Housing and Ancillary Services portfolio in Student Affairs provides residential accommodation for 4,640 students in 17 buildings across the Queen’s campus. Living in residence in first-year is a defining aspect of the Queen’s experience for most undergraduate students. The Residences budget and proposed residence fee increase will:
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• Respond to increasing operating costs, including staffing, utilities, and repair costs; • Allow for contributions to be made to rebuild capital reserves to address both deferred maintenance and aesthetic considerations; • Support the operating deficit recovery over the next several years and mitigate financial risks by returning to a minimum operating reserve balance of $1M; • Moderate planned fee increases over the long-term, avoiding spikes; • Ensure that the mortgage for the two residence buildings opened in 2015 is retired by 2030; • Support the debenture payments for the new residence building, anticipated to open in 2022, which began in the 2020-21 fiscal year; • Maintain all existing services to students to ensure the continued high-quality residence experience in support of student well-being and academic success; and • Continue to support student services and programs across Student Affairs.
Queen's University’s Residences foster community and provide students with the support, services, and amenities necessary for a safe and comfortable living and learning environment. The university’s National Survey of Student Engagement (NSSE) results show that students living in residence are more engaged in campus life than those living off-campus. Students living in the Queen’s University residence community:
• Thrive in safe, secure and well-maintained residences that are aligned with current student expectations and needs; • Are supported, personally and academically, by student leaders, competent and committed residence life professional staff, and other university student services; • Learn valuable skills through participation in residence programs, student committees, community initiatives and leadership positions; and • Have employment opportunities, where appropriate, within the Residences system.
The Residences budget supports operations and includes the Residence Life program consisting of live-in professional staff, student dons, in-residence counsellors, campus security officers and a wide variety of educational programming. Additional support services, such as 24-hour front desks and custodial staff, are also included in the budget. Funds are directed to facility repair and renewal. Careful budgeting has ensured that $60M will be available over the next decade to address residence building needs through a 10-year maintenance plan that is implemented in partnership with Queen’s Physical Plant Services. The Residences budget is reviewed annually by the budget sub-committee of the Senate Residence Committee (SRC), which includes student representation from the AMS, the SGPS and the Residence Society. The role of the budget sub-committee is to gain an understanding of the factors that impact the Residences budget (inflation, changes to cost structure) and to review larger items (major capital projects, new service initiatives) that will have an impact on any proposed fee increase. This level of consultation allows Queen’s Residences to maintain an exemption for its operations from the Residential Tenancies Act.
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The sub-committee reviews the budget and makes a recommendation to the SRC for any residence fee increases. Residence fees include accommodation and a meal plan. The sub- committee considers the following in its deliberations:
• Rates for similar accommodation at other institutions (the ‘traditional’ first-year single room rate is used as a base for comparison); • Deferred maintenance planning; • The provision for inflationary factors affecting the budget; • Revenue generation, cost efficiencies and service rationalizations; • A minimum 10-year horizon to predict and adjust for future needs; and • Availability of resources to deliver quality programs, student services, and well-maintained facilities.
Queen’s Residences is an ancillary unit, and as such, it is required to be self-sustaining. In addition to covering all of its operating costs and maintaining adequate capital reserves, Residences provides contributions to the university and Student Affairs in the form of overhead and dividends, as part of the SRC-approved long-term budget plan. Annual contributions have been as followed:
Residence Budget Year Contribution to University and Student Affairs 2016-17 $7.5M + dividend of $1.1M 2017-18 $7.9M + dividend of $2.2M 2018-19 $8.1M + dividend of $1.1M 2019-20 $7.6M 2020-21 $2.2M
These contributions ensure continued support to students for a range of services, including Student Wellness Services, the Four Directions Indigenous Student Centre, Student Academic Success Services, and a range of transition support services. Providing funding for student services from these annual contributions allows the university to reduce the student services draw on the operating budget, thereby benefiting the overall university operating budget, and allowing for more operating dollars to remain in faculties and schools for academic needs. In considering fees for 2022-2023, inflationary factors, as set out below, and planned capital improvements have been considered:
• Inflationary Factors: o General inflation rate: 2%; o Utilities: 7%; o Maintenance: 3%; o Wages: 2%; o Food: 3%; o Insurance: 15%.*
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* Per university risk and insurance department projection; premium increase of this magnitude anticipated as a result of poor loss experiences on a global basis.
• Planned improvements to residence buildings for the 2021-22 fiscal year include: o Roof replacement at Leonard Hall; o Washroom modernizations at Jean Royce Hall; o Emergency lighting and power systems at Leggett Hall and Watts Hall; o Fire alarm upgrade at Jean Royce Hall and panel upgrade at Gordon Brockington;
The above list has been reduced from the initial plan and is subject to further change, due to impacts from the COVID-19 pandemic. Changes already made to the budgeted capital spend in 2021 have reduced the projected amount from $9M to approximately $4M. In total, $10M in capital spend has been deferred from 2020 and 2021. The SRC recommends the attached residence fee slate that results in a 2.75% increase in total residence fees for 2022-2023. It also recommends incorporating the $160 Res Net fee within the overall room and board fee. Res Net is currently applied as a separate charge to all students living residence. It allows students access to residence internet services and supports the residence network infrastructure. At one time students had the choice to opt-out of this service; internet has since become part of the core service offering and therefore preferable that it be rolled into overall fees for room and board.
7.0 FINANCIAL IMPLICATIONS
The budget and proposed total fee increase will:
• Respond to increasing operating costs, including staffing, utilities, and repair costs; • Allow for contributions to be made to rebuild capital reserves to address both deferred maintenance and aesthetic considerations; • Support the operating deficit recovery over the next several years and mitigate financial risks by returning to a minimum operating reserve balance of $1M; • Moderate planned fee increases over the long-term, avoiding spikes; • Ensure that the mortgage for the two new residence buildings opened in 2015 is retired by 2030; • Support the debenture payments for the new residence building anticipated to open in 2022, which began in the 2020-21 fiscal year; • Maintain all existing services to students to ensure the continued high-quality residence experience will support student well-being and success; and • Continue to support student services and programs across Student Affairs.
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8.0 COMMUNICATIONS STRATEGY
• Residence fees are communicated to all incoming residents through the application and admission process and the Housing and Ancillary Services’ websites. • Key messages and talking points on the fees, including the factors taken into consideration when setting rates, will be developed with University Communications, as needed.
9.0 INPUT FROM OTHER SOURCES
• Budget Sub-Committee of the Senate Residence Committee • The Senate Residence Committee • Student Affairs • University Senior Leadership Team
ATTACHMENTS
1. Recommended Residences Fee Schedule (2022-2023) and Comparative Fee Percentage Increases (historical)
Page 260 of 300 Room (RO) / *2022-2023 2020-2021 2021-2022 2022-2023 Room Type Room & Board Increase Increase inclusive of Res actual actual proposed (RB) Net fee
Standard single RB $15,338 $15,760 2.75% $16,193 2.75% $16,353 Single Plus RB $16,336 $16,785 2.75% $17,247 2.75% $17,407 Double RB $14,497 $14,896 2.75% $15,306 2.75% $15,466 Triple / Quad RB $13,902 $14,284 2.75% $14,677 2.75% $14,837 Loft / Bunk Double RB $8,698 $8,937 2.75% $9,183 2.75% $9,343 Exchange Standard single - exchange RO $8,400 $8,631 2.75% $8,869 2.75% $9,029 Residence Society Standard single - upper year RB $14,747 $15,153 2.75% $15,570 2.75% $15,730
*Res Net fee of $160 has historically been charged separately from room and board
Institution 18/19 19/20 20/21 21/22 22/23
Waterloo 1.8% 1.8% 2.2% 0.0% WLU 3.0% 3.0% 3.0% >3% Guelph 2.0% 2.0% 4.0% 5.0% Western 3.8% 3.5% 3.5% 3.6% McMaster 3.0% 3.5% 3.3% 4.5% Queen's 3.5% 3.3% 3.0% 2.8% 2.8% ITEM: 2022-23 Residence Fees Page 261 of 300 ITEM: 2021-22 Operating Budget
BOARD OF TRUSTEES Report
To: Board of Trustees & Capital Assets and Finance Committee Date of Report: 4/14/2021 Date of Capital Assets and Finance From: Provost and Vice-Principal (Academic) Approval: 5/5/2021 Date of Board Subject: 2021-22 Operating Budget Committee Meeting: 5/5/2021 Date of Board Responsible Provost and Vice-Principal (Academic) Meeting: Portfolio: 5/7/2021
1.0 PURPOSE
☒ For Approval ☐ For Discussion ☐ For Information
2.0 MOTION/DISCUSSION That the Board of Trustees, on the recommendation of the Capital Assets and Finance Committee, approve the final 2021-22 operating budget.
3.0 EXECUTIVE SUMMARY
Queen’s total operating budget for 2021-22 is $675.3M. The 2021-22 budget is balanced, after the draw- down of reserves. Despite the assumption of a continued tuition freeze for domestic students, overall the University is in a stable financial position for the upcoming year due to the flexibility created by reserves which are being used to fund in-year operations.
The most significant challenge in the 2021-22 budget development process was, and will continue to be, the unknown effects of the pandemic. The pandemic introduced great uncertainty into the budget process for 2021-22. As a result, the budget process and timelines were deferred until more certainty on enrolment and in-year financial impacts could be known. The timelines were identified early on and positioned the institution well for incorporating in-year effects and arriving at a budget that continues to invest in the academic and research missions of the University.
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4.0 STRATEGIC ALIGNMENT / COMPLIANCE
The operating budget is aligned with the four drivers of the Strategic Framework, including financial sustainability. The budget supports the objectives of the Strategic Research Plan, the Comprehensive International Plan, the Strategic Mandate Agreement, and the recommendations from the Truth and Reconciliation Taskforce and the Principal’s Implementation Committee on Racism, Diversity and Inclusion (PICRDI).
4.1 EQUITY, DIVERSITY, INCLUSION, AND INDIGENIZATION
EDII initiatives were embedded throughout the faculty and shared services budget presentations and were a focus of discussion throughout the development of the operating budget for 2021-22. Investments were made in support of two positions within the Division of Student Affairs to provide counselling and advising for Black-identified students and LGBTQ2S+ students. In addition, the 2021-22 budget provides funding support for the establishment of a Chair in Black Studies within the Faculty of Arts & Science.
5.0 ENTERPRISE RISK ASSESSMENT
The 2021-22 operating budget includes several identified risks, which are outlined in the attached Memorandum: Final 2021-22 Operating Budget Report.
6.0 ANALYSIS
The operating budget for 2021-22 is presented in the attached Final 2021-22 Operating Budget Report. The most significant challenge in the 2021-22 budget development process was, and will continue to be, the unknown effects of the pandemic.
Student fees are projected to increase by $23.7M largely a result of the increase in enrolment flow-through from the higher intakes in 2020-21 combined with planned increases in tuition fees, where permitted. The government grant maintains some certainty over the next couple of years due to the Ministry of Colleges and Universities (MCU) de-coupling performance from grant revenue for all universities in Ontario (2020-21 and 2021-22).
Shared services allocations are increasing by $10.7M largely due to the increased need for technology and the need to manage the financial consequences to some units of the pandemic. Faculty and School allocations are budgeted to increase by $9.3M, although this is distributed quite unevenly across the Faculties/Schools. An increase in the University Fund charge has been introduced in 2021-22 from 4.0% to 4.5% for all three years of the budget horizon. Additional funding from the increase to 4.5% will, in part, support the Faculty of Health Sciences. Future enrolment growth in both the Nursing and the Bachelor of Health Science programs will provide increased revenue to the Faculty in the long term.
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The University Fund continues to invest in infrastructure renewal and provide support for priorities of the University. As was done during the 2020-21 budget cycle, another recurring allocation of $1.4M, previously funded through the University Fund, has been transferred to base funding linked to the support of ITS infrastructure renewal.
The 2021-22 operating budget was developed under the direction of the Provost and Vice- Principal (Academic) with technical and strategic support from the Office of Planning and Budget, and with substantial advice from the Provost Advisory Committee on Budget (PACB). The Principal was part of the PACB and provided advice and guidance throughout the entire budget process.
7.0 FINANCIAL IMPLICATIONS
• The 2021-22 operating budget is balanced, after the drawdown of carryforwards. • The provincial government’s anticipated new tuition framework, and uncertainty around further provincial policy changes, present significant long-term financial challenges for the University. • The effects of the global and national COVID-19 pandemic on enrolment (both domestic and international), the research enterprise, and the volatility of capital markets, present financial risk and uncertainties for the University.
8.0 COMMUNICATIONS STRATEGY
• The Office of the Provost and Vice-Principal (Academic) and University Relations will develop a strategy to communicate the key points of the approved budget to the Queen’s community. • The 2021-22 Budget Report will be posted on the Financial Services website.
9.0 INPUT FROM OTHER SOURCES
Principal and Vice-Principals Deputy Provost (Academic Operations and Inclusion) Executive Director, Budget and Resource Planning Associate Vice-Principal (Finance and Administration)
ATTACHMENTS
1. Memorandum: Final 2021-22 Operating Budget Report
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Final 2021-22 Operating Budget Report April 14, 2021 Office of the Provost and Vice-Principal (Academic)
Executive Summary Queen’s total operating budget for 2021-22 is $675.3M. The 2021-22 budget is balanced, after the draw- down of reserves. Despite the assumption of a continued tuition freeze for domestic students, overall the University is in a stable financial position for the upcoming year due to the flexibility created by reserves which are being used to fund in-year operations. The most significant challenge in the 2021-22 budget development process was, and will continue to be, the unknown effects of the pandemic. The pandemic introduced great uncertainty into the budget process for 2021-22. As a result, the budget process and timelines were deferred until more certainty on enrolment and in-year financial impacts could be known. The timelines were identified early on and positioned the institution well for incorporating in-year effects and arriving at a budget that continues to invest in the academic and research missions of the University.
The government grant maintains some certainty over the next couple of years because the Ministry of Colleges and Universities (MCU) de-coupled performance from grant revenue for all universities in Ontario (2020-21 and 2021-22). The budget continues to assume tuition fees for funding-eligible programs remain flat at the 2020-21 levels. Both the compounding effect of the pandemic and the potential continued freeze of tuition for funding-eligible programs may result in some of the University’s long-term strategic priorities continuing to be scaled back unless alternative revenue sources are secured.
Significant characteristics of the 2021-22 budget framework include: • Modest enrolment growth at the undergraduate level in 2021-22 in line with the recommendations of the University’s Strategic Enrolment Management Group, and in line with Faculties’ and Schools’ enrolment projections; • Provincial grant revenue will be maintained at the 2019-20 level and will be held flat until 2024-25. The University has finalized and signed the agreement for the third round of the Strategic Mandate Agreement (SMA3) covering 2020-21 to 2024-25. Because of the expected impacts of the pandemic on the metrics, the Ministry announced the decoupling of funding from the performance against metrics for at least the first two years of the SMA3 period (2020-21 & 2021-22). The University continues to be in a good position to perform well on the metrics, and we are confident that the risk of revenue loss is within manageable limits. • International enrolments are budgeted at approximately 15% of first year intake; • Flat tuition fees at 2020-21 levels for all domestic funding-eligible programs for 2021-22, in line with the previous provincial government tuition framework; • Shared Service units will receive an increase of 1.5% in the 2021-22 budget allocations; • Compensation and benefit increases as negotiated, or assumed, are to be covered within all unit budgets; • Using carryforwards to mitigate the continued adverse effects of the COVID-19 crisis.
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Risks The 2021-22 operating budget includes several identified risks: • The University’s operating budget is highly leveraged with respect to tuition fees from international students. Applications from visa students to Queen’s are up ~12% this year; however, the risk remains that the coronavirus pandemic may continue to affect student mobility from international destinations. • Reliance on government grant support and tuition (controlled by the provincial government) and the effects of further changes in government policy are risks. • Provincial grant revenue, although presenting with some certainty over the next few years, is still financially limiting for the University because the maximum grant to be received will be maintained at the 2019-20 level with no potential increases until 2024-25. • The third round of the Strategic Mandate Agreement (SMA) process was finalized, and the agreements were signed in August 2020. The Ministry announced the decoupling of funding from the performance against metrics for at least the first two years of the SMA3 period (2020-21 & 2021-22). The Ministry will continue to conduct the annual evaluation process with institutions; however, this will not impact revenue adjustments for these first two years. There is a commitment from the Ministry to work with the sector to discuss when the funding linked to SMA3 metrics will be re-coupled. This will place funding within the performance-based envelope at risk if the targets for the outcome-based metrics are not met. • A number of collective agreements will be due for renegotiation in the first year of the three-year planning timeframe with unknown outcomes of future bargaining; • The move to the UPP has addressed the risk of an unsustainable QPP, and the maintenance of a pension reserve provides for future changes to the past service liability for which the University retains 100% responsibility for the first 10 years. • Significant investment is required to support physical and Information Technology-related infrastructure renewal. • Market volatility risk exists on income from the Pooled Investment Fund (PIF).
Revenue
Student fees are projected to increase by $23.7M. The for-credit programs are projected to increase by $32.6M because of the increase in enrolment flow-through from the higher intakes in 2020-21 combined with planned increases in tuition fees, where permitted. This is offset by a reduction in non-credit revenue of $8.9M because of the potential continuing effects of the pandemic on the delivery of these programs.
Other income and research overhead are expected to see reductions over 2020-21 primarily due to the expected reduced offerings (Athletics & Recreation activities) and capacities linked to the potential continuation of the pandemic. Investment income is expected to reduce as a result of the lower interest rates currently being projected on short-term investment income.
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Government Grant
Provincial grant revenue, although presenting with some certainty over the next few years, is still financially limiting for the University because the maximum grant to be received will be maintained at the 2019-20 level until 2024-25.
As part of the transition to the next Strategic Mandate Agreement (SMA3), the enrolment corridor will be maintained but will combine both undergraduate and graduate enrolment, including the “roll-in” of the additional funded graduate spaces achieved at the end of 2019-20. The enrolment corridor funding methodology ensures the grant revenue in the enrolment envelope will not reduce if enrolment remains within +/- 3% of the enrolment mid-point set based on the actual enrolment for 2019-20.
In January and February 2020, the University was in the process of finalizing the negotiations of the third round of the SMA3. As the pandemic unfolded in March 2020, the Ministry announced a delay in the finalization and signing of the SMA3 agreements for all institutions until ultimately finalizing the agreements in August 2020.
As part of SMA3, the performance-based envelope will be linked to ten metrics with differing weights for each metric to be set by each individual institution. The funding in the performance-based envelope will be at-risk unless the targets, set through a calculated methodology based on past average experience in each metric, are continually met. The amount of funding at-risk in the performance-based envelope will increase from 25% of sector-wide grant revenue in 2020-21 to 60% by 2024-25 by shifting funding from the enrolment envelope into the performance-based envelope.
Although this at-risk funding was intended to begin in 2020-21, the Ministry announced the decoupling of funding from the performance against metrics for at least the first two years of the SMA3 period (2020-21 & 2021-22). The Ministry will continue to conduct the annual evaluation process with institutions; however, this will not impact revenue adjustments for these first two years. The Ministry has committed to work with the sector to discuss when the funding linked to SMA3 metrics will be re-coupled. The University continues to be in a good position to perform well on the metrics, and we are confident that the risk of revenue loss is within manageable limits.
Shared Service Allocations
The final budget for 2021-22 (see Table A, below) shows total shared services allocations increasing by $10.7M. In preparation for the shared service budgets, all units were instructed to submit only essential requests. Because of the pandemic, needs for technology and financial challenges in some units were identified resulting in several significant requests. The Provost Advisory Committee on Budget (PACB) was supportive of the requests; therefore, many of these requests were accommodated through a multi-year funding approach that pre-committed allocations into fiscal 2022-23 and 2023-24. This strategy provides certainty for units; however, it reduces the flexibility in the operating budget for future new investments. Where feasible, units were encouraged to use carryforwards to fund any initiatives that were not funded in 2021-22.
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For 2021-22, all shared service units received a 1.5% across the board increase amounting to $1.7M. An additional $2.9M was invested to support priority initiatives, including investments across multiple portfolios to enhance academic and wellness support for students; further expansion of the Queen’s National Scholar program; ITS software licensing in support of data platform/analytics and time and attendance tracking; and unavoidable increases in non-discretionary expenses such as collective agreement requirements, central system and software licensing fees, and central benefits (i.e., long-term disability, retired employees and tuition assistance).
Through strong recommendations from the PACB, the 2021-22 budget provides increases in support for research at the University. Therefore, an investment of $2.8M is provided to create a strategic initiative fund within VPR, a restructure of reporting relationships and stabilizing core positions previously funded by one-time-only funding to create strategic University synergies, and software licensing to support research initiatives.
As a result of the pandemic, considerable attention was placed on the requirement to support remote delivery and remote program content development. Therefore, $1.9M was invested in ITS extended service level support, educational developers in Vice-Provost Teaching & Learning, and several software licensing packages to support remote delivery.
Faculty Allocations
As is detailed in Table D, Faculty and School allocations are budgeted to increase by $9.3M. As is generally the case, however, the increase in revenues for the University are distributed quite unevenly across the Faculties/Schools. Some Faculties/Schools continue to possess limited flexibility to mitigate Ministry- imposed changes, the increasing cost of research, and the impacts from the pandemic on research productivity and flow-through impacts from 2020-21 enrolment. Because of this, an increase in the University Fund charge has been introduced in 2021-22 from 4.0% to 4.5% for all three years of the budget horizon. The Faculty of Education, Faculty of Health Sciences (FHS), and the BISC are provided subventions equal to the increase in the University Fund charge. The Faculty of Health Sciences has a successful undergraduate program in their on-campus Bachelor of Health Science program and shows promise in an ability to increase enrolments in Nursing. Since these enrolment increases take time to reach steady state and FHS has significantly less flexibility to immediately mitigate these external factors, $2.0M of the funding from the increase in the University Fund rate will be allocated to FHS as a subvention.
Similar to past years, this budget cycle continued with the important priority to ensure adequate support through the budget model for research. For the 2021-22 budget, in addition to continuing with the 1% research tax, the allocation from the University Fund for the cost of research support has been maintained at $10.0M, distributed to the Faculties/Schools based on the research intensity driver. The major beneficiary of this funding is the Faculty of Health Sciences (FHS).
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Other Expenditures
For 2021-22, the international tuition for PhD programs will be reduced to be equivalent to the domestic rate. The reduction in Student Aid is a result of the elimination of the graduate award funding that was intended to help offset the higher international tuition rates; therefore, funding for this purpose will not be required. This reduction is partially offset by investment in graduate financial support for new Indigenous fellowships and new research graduate awards along with bolstering the growth in Queen’s Graduate Awards (QGA) associated with enrolment growth.
In addition, after a few years of stability in the budget for utilities, in 2021-22, it is expected that utilities costs will increase. The main drivers of these increases are the carbon taxes, inflation, and a budget assumption based on an 80% success rate in reducing demand on the provincial peak demand days.
University Fund
For 2021-22, the University Fund is budgeted to have $48.0M in total funding, with a projection of $0.8M for the unallocated portion of the University Fund (see “To Be Allocated” in Table A).
The allocations for Transfers to Capital, Cost of Research support, and subventions total $32.2M, leaving $15.0M for priority investments. The additional investments from the University Fund for 2021-22 are categorized in Table A as “Infrastructure Renewal”, “Strategic Priorities and Compliance”, and “Contingency”.
The Infrastructure Renewal funding includes investments in physical spaces including deferred maintenance and classroom renewal.
The Strategic Priorities and Compliance funding allocations include: • QSuccess and Embedded Counsellors; • The University commitment for the Canada First Research Excellence Fund submission; • Accessibility funding; • Funding to enhance Advancement fundraising efforts; • The multi-year commitment to fund the Cybersecurity project; • A Chair in Black Studies; • Funding for the Principal’s Priority Initiatives Fund.
As was done during the 2020-21 budget cycle, another recurring allocation of $1.4M, previously funded through the University Fund, has been transferred to base funding linked to the support of ITS infrastructure renewal.
The flow-through expenses, net of recoveries allocation, is decreasing by $0.6M primarily the result of lower Athletics & Recreation fees due to expected lower service offerings than budgeted in previous years because pandemic related restrictions are anticipated to continue during fiscal 2021-22.
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Budget Tables
Table A summarizes the Operating budget for 2021-22 to 2023-24. Table B shows the 2021-22 Operating budget with additional revenue and expense lines that represent revenues and expenses that are budgeted by the units over and above their budget allocation and related expenses. These additional revenues and expenses are not budgeted centrally and are not reflected in Table A. Table C shows the consolidation of the 2021-22 Operating budget by revenue and expense type as per the financial statement presentation. This table includes revenues and expenditures that are budgeted directly by the units but do not form part of their allocation. This table will be compared with the financial statements at the end of the fiscal year. 2021-22 Enrolment Queen’s consistently attracts highly qualified students and applications have increased annually for nine of the past ten years, despite a decline in the traditional Canadian university-aged demographic. As of February 10, 2021, first-year direct-entry applications to Queen’s have increased by 12.4% compared to the same time last year, while applications to Ontario universities increased by 4.0%.
As of March 24, 2021, 6,446 applications were received for programs administered by the School of Graduate Studies. Compared to March 2020, domestic applications have increased by 35.1%, while applications from international applicants have grown by 7.0%.
Draw-down of Carryforward Balances/Reserves The 2021-22 budget reflects a balanced budget after the draw-down of reserves. A net draw-down of $40.1M from unit carryforward balances is projected for 2021-22 based on units’ budget submissions. This draw-down of carryforwards represents slightly more than 5.0% of total budgeted unit expenditures, and the operating contingencies (reserves) balance as per the 2019-20 audited financial statements is $173.2M.
Development of the 2021-22 Budget The 2021-22 operating budget was developed under the direction of the Provost and Vice-Principal (Academic) with technical and strategic support from the Office of Planning and Budget, and with substantial advice from the Provost Advisory Committee on Budget (PACB). The Principal was part of the PACB and provided advice and guidance throughout the entire budget process.
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Table A – Operating Budget
Queen's University 2020-21 to 2023-24 Operating Budget ($M) Budget Year over Year Budget Budget Budget 2020-21 Variance 2021-22 2022-23 2023-24
REVENUE Student Fees $ 416.0 $ 23.7 $ 439.7 $ 463.4 $ 477.8 Government Grants $ 214.1 $ (0.7) $ 213.4 $ 212.3 $ 212.3 Unrestricted Donations $ 1.2 $ (0.2) $ 1.0 $ 1.0 $ 1.0 Other Income $ 5.9 $ (1.7) $ 4.2 $ 5.8 $ 5.9 Research Overhead $ 4.3 $ (0.5) $ 3.8 $ 3.8 $ 3.8 Investment Income $ 17.5 $ (4.3) $ 13.2 $ 13.3 $ 13.5 Total Operating Revenues $ 659.0 $ 16.3 $ 675.3 $ 699.6 $ 714.3 EXPENSE Faculties and Schools Allocations $ 401.5 $ 9.3 $ 410.8 Shared Services Allocations $ 163.2 $ 10.7 $ 173.9 Subtotal Allocations $ 564.7 $ 20.0 $ 584.7 $ 603.5 $ 616.2 Student Aid $ 30.9 $ (1.6) $ 29.3 $ 29.3 $ 29.3 Utilities $ 15.7 $ 1.8 $ 17.5 $ 18.7 $ 19.5 Infrastructure Renewal $ 7.7 $ (0.5) $ 7.2 $ 9.2 $ 10.0 Strategic Priorities & Compliance $ 7.1 $ (2.1) $ 5.0 $ 7.2 $ 7.6 Contingency $ 2.8 $ - $ 2.8 $ 2.8 $ 2.8 Flow Through Expenses, net of recoveries $ 11.9 $ (0.6) $ 11.3 $ 10.8 $ 11.1 Indirect Costs of Research to External Entities $ 1.4 $ (0.1) $ 1.3 $ 1.3 $ 1.3 To Be Allocated $ 0.4 $ 0.4 $ 0.8 $ 1.4 $ 1.1
Total Operating Expenditures $ 642.6 $ 17.3 $ 659.9 $ 684.2 $ 698.9 Net Surplus before Capital Expenditures $ 16.4 $ (1.0) $ 15.4 $ 15.4 $ 15.4 Transfer to Capital Budget $ (16.4) $ 1.0 $ (15.4) $ (15.4) $ (15.4) Unit Expenses greater than Budget Allocation $ (26.1) $ (17.2) $ (43.3) TBD TBD Net Transfer to Pension Reserve $ 2.1 $ 1.1 $ 3.2 TBD TBD Net Budget Surplus (Deficit) $ (24.0) $ (16.1) $ (40.1) $ - $ - Contribution from Carryforward balances $ 26.1 $ 17.2 $ 43.3 TBD TBD Net Contribution to Pension Reserve $ (2.1) $ (1.1) $ (3.2) TBD TBD Net Surplus (Deficit) $ - $ - $ - $ - $ -
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Table B - Operating Budget Including Non-Centrally Budgeted Revenues and Expenditures
Queen's University 2021-22 Operating Budget ($M) Budget 2021-22
Centrally budgeted revenues $ 675.3 Unit budgeted revenues over and above central allocations $ 36.8 TOTAL OPERATING REVENUES $ 712.1 EXPENSE Faculties and Schools Allocations* $ 410.8 Shared Services Allocations $ 173.9 Unit expenses greater than allocation $ 76.9 Undergraduate & Graduate Student Aid $ 29.3 Utilities $ 17.5 Infrastructure Renewal $ 7.2 Strategic Priorities & Compliance $ 5.0 Contingency $ 2.8 Flow Through Expenses, net of recoveries $ 11.3 Indirect Costs of Research to External Entities $ 1.3 To Be Allocated $ 0.8
TOTAL OPERATING EXPENDITURES $ 736.8 Net Surplus (Deficit) before Capital Expenditures $ (24.7) Transfer to Capital Budget $ (15.4) Net Budget Surplus (Deficit) $ (40.1) Net Contribution to Pension Reserve $ (3.2) Contribution from Carryforward Balances $ 43.3 Net Surplus (Deficit) $ - * For the purpose of the financial statements the budget allocation of $2.7M to BISC is netted against revenues in the operating fund as this revenue is reported by the ISC.
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Table C – Operating Budget by Revenue and Expense (Financial Statement Presentation)
2021-22 Queen's University Operating Budget (000's)
REVENUE Grants and Contracts 222,834 Fees 448,361 Sales and Service 7,041 Other 19,324 Donations 1,065 Investment Income 13,463 712,088
EXPENSES Salaries and benefits 486,084 Supplies and other expenses* 119,915 Student Assistance 41,840 Externally Contracted Services 14,670 Travel 9,428 Utilities and Insurance 20,322 Renovations and Alterations 16,362 Contingency 12,160 Interfund Transfers out / (in) 31,399 752,180 Surplus / (deficit) (40,092)
*For the purpose of the financial statements the budget allocation of $2.7M to BISC (included in Supplies & other expenses above) is netted against revenues in the operating fund as this revenue is reported by the ISC.
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Table D - Detail of Faculty and School Allocations
Queen's University at Kingston 2021-22 Expense Budget
Budget Budget Budget 2020-21 2021-22 Variance
Faculties and Schools Arts and Science $ 171,159,510 $ 170,605,262 $ (554,248) Business $ 97,254,375 $ 103,958,384 $ 6,704,009 Health Sciences $ 54,330,685 $ 56,564,768 $ 2,234,083 Applied Science $ 44,709,866 $ 45,096,528 $ 386,662 Law $ 12,908,018 $ 14,483,325 $ 1,575,307 Educat ion $ 18,200,833 $ 17,380,643 $ (820,190) Bader International Study Centre $ 2,939,731 $ 2,729,606 $ (210,125) Total Faculties and Schools $ 401,503,018 $ 410,818,516 $ 9,315,498
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Memorandum
TO BOARD OF TRUSTEES Board of Trustees Suite F300 Mackintosh-Corry Hall FROM K. McKinnon; Chair, Governance and Nominating Queen’s University Committee Kingston, Ontario, Canada K7L 3N6 DATE www.queensu.ca/secretariat April 22, 2021 SUBJECT Proposed By-Law No. 1 Amendments
The Governance and Nominating Committee is proposing that the Board of Trustees approve amendments to the Board’s By-law No. 1. The proposed amendments respond to changes made to the University Council’s by-laws at its Annual General Meeting in November 2020, address Chair/Vice-Chair powers and the number of Board Vice-Chairs, and update procedures related to the election of faculty, staff, and students to the Board.
Proposed amendments to the Board’s By-law No. 1 include: • The elimination of provisions related to the concept of broken terms throughout the By- law, which will implement a definitive term limit for all trustees of nine years, except for Chairs and Vice-Chairs, who may exceed nine years of continuous service on the Board; • The consistency of the title given to Councillors elected to the Board, so that all such references read as “University Council Trustee”; • The addition of a new section 11 to allow for the ability to convene a group of the Chair and Vice-Chairs, in extraordinary situations, with the power to act on the Board’s behalf in urgent and time sensitive situations; and, • That the By-law normally allow for the appointment of two Vice-Chairs, with three as the maximum, and to add a limit of four consecutive one-year terms for the position of Vice- Chair.
Motion: That the Board of Trustees, on the recommendation of the Governance and Nominating Committee, approve the revisions to the Board of Trustees By-law No. 1.
Appendix A – Proposed Amendments to Board By-Law No. 1 (Redline) Appendix B - Proposed Amendments to Board By-Law No. 1 (Clean)
Page 275 of 300 ITEM: Board By-law Amendments APPENDIX A
BY-LAW NO. 1 Composition, electionelection, and term of the Board of Trustees
(As approved by the Board of Trustees May 2012, amended May 2013, May 20142014, and December 2014)
BE IT ENACTED as a by-law of the University as follows:
Definitions The following definitions are meant to capture an individual’s primary relationship with Queen’s University and are used to determine who is eligible to nominate, to vote for or to stand as a nominee for a vacancy on the Board of Trustees. In circumstances where a nominee appears to fall into more than one category, the Governance and Nominating Committee of the Board shall make the final determination about eligibility.
Faculty - In this By-Law, “faculty” means individuals who are members of the QUFA bargaining unit as defined from time to time and all other faculty with academic rank of assistant professor or above.
Staff - In this By-Law, “staff” means individuals employed at Queen’s University for more than 14 hours a week in any capacity and who are not faculty or students at Queen’s University.
Student - In this By-Law, “student” means individuals who are, or who are eligible to be, members either of the Alma Mater Society (AMS) or of the Society of Graduate and Professional Students (SGPS) at Queen’s University and who are not faculty or staff.
1. Board of Trustees
1. A Board of Trustees (“Board”) shall supervise the management of the activities and affairs of the University in accordance with the provisions of the Royal Charter, 1841, as amended.
2. The Board of Trustees shall be comprised of not more than twenty-five trustees (inclusive of the ex officio positions of Principal, Chancellor and Rector) two of whom shall be elected by the students (AMS and SGPS Trustees), two of whom shall be elected by the staff (Staff Trustees), two of whom shall be elected by the faculty (Faculty Trustees), six of whom shall be elected or appointed by the University Council (University Council Trustees) and up to ten of whom shall be appointed by the Board of Trustees (Board Trustees).
3. Trustees shall be elected, or appointed, in accordance with the provisions of this By-Law, who shall be fiduciaries of the University, acting in the best interests of the University, as a whole, and not as representatives of any one constituency.
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2. Election of Trustees by the Faculty
1. The faculty shall elect a total of two members of the Board of Trustees from the faculty (a “Faculty Trustees”) every two years (for a total of two Faculty Trustees) in accordance with the following provisions.
2. Prior to the an election, each member of the faculty shall have the right to nominate one nominee for each faculty vacancy on the Board of Trustees. Faculty members on the executive of the Queen’s University Faculty Association (QUFA) or serving as members of Senate will be eligible for nomination and election, subject to subsection 872 below. No nominee will be considered eligible unless nominated by at least five faculty members. Nominations shall be invited by the University Secretary according to a process developed and publicized by the University Secretary. In order to be valid, nominations shall be in writing and signed by the faculty member or submitted on-line when this option is available, and must be received on or before the date specified by the University Secretary.
3. The nominations that have been received on or before the date announced for the close of nominations shall be verified and tabulated under the supervision of the University Secretary, or designate, on the next working day.
4. The University Secretary shall immediately notify the eligible nominees. Any nominee may, on or before the date specified, inform the University Secretary in writing of their his or her desire to withdrawal their his or her name as a nominee. If, on the date specified, there is only one nominee, that nominee shall be declared elected by acclamation. If there is more than one nominee, the names of those nominees shall be announced, and an election will be held on a date and in a manner to be specified by the University Secretary. If there are no nominees, future nominations and a subsequent election will take place on a date and in a manner to be determined by the University Secretary.
4. 5. The election of the Faculty Trustee shall be conducted in a manner and on a date and in a manner determined by the University Secretary. A faculty member shall vote for only one nominee for each vacancy.
In order to be valid, ballots shall be completed and returned on or before the date specified. The ballots shall be verified and tabulated under the supervision of the University Secretary on the next working day. Any tie shall be broken by lot.
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6.5. The University Secretary shall immediately notify the successful nominee and publish the election results specifying the date upon which the elected faculty member will take office.
7.6. Any vacancy in the position of Faculty Trustee caused by death, incapacity, resignation, removal from office, assumption of a position on the (QUFA) Executive or the Senate, or cessation of employment, shall be filled at the next election by the faculty in accordance with the provisions set out in section 45above, provided such election occurs within six months from the date of vacancy. Otherwise, the University Secretary shall announce a separate call for nominations for the vacant position and an election shall take place on a date specified and publicized and the procedures for nomination and election shall be in accordance with the provisions of subsections 4(1) through (6)on a date and in a manner as determined by the University Secretary, guided by these by-laws. Any Faculty Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated, unless an alternative term, up to three years, has been specified by the University Secretary, in order to re-stagger the elections of the Faculty Trustees and that period will not count as a term for the purposes of subsection 4(9).
8. Faculty Trustees shall serve for terms of up to three years commencing on June 1 following their acclamation or election, andelection and shall retire from office on May 31. AaA Faculty Trustee shall be eligible for re-election to the Board of Trustees provided he or she is stillthey remain a faculty member and has will not, prior to commencing the elective term, have served on the Board of Trustees for three nine or more consecutive years.terms, unless the Faculty Trustee served as Chair or Vice-Chair during that period, in which case he or she is entitled to be re-elected for a further term. Where a Faculty Trustee will, after commencement but before completion of an elective term of office, have served on the Board for nine consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of nine consecutive years on the Board and the Secretary shall plan subsequent elections accordingly. 9. Subject to subsection 4(9) the maximum length of service shall be nine consecutive years, provided that the period of service completed by anyone appointed to serve a broken term of office shall be disregarded in computing the length of service on the Board for the purpose thereof.. 10.7. 11. After a break of at least one year, a faculty member whose eligibility for re-election expired per subsection 94(10), and who is otherwise qualified, is eligible to be re-elected to the Board of Trustees.
12.8. Faculty members on the executive of QUFA or serving as members of the Senate who have been elected to the Board of Trustees shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service
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on the Board of Trustees, serve on the executive of the Queen’s University Faculty Association or on the Senate. Following their election, Faculty Trustees, upon taking office on the executive of QUFA, or a seat on the Senate, shall be deemed to have resigned from the Board.
3. Election of Trustees by the Staff
1. The staff shall elect twoa members of the Board of Trustees from the staff (“Staff Trustees”) every two years (for a total of two Staff Trustees) in accordance with the following provisions.
2. Prior to the election, each member of the staff shall have the right to nominate one nominee for each staff vacancy on the Board of Trustees. Staff members on the executive of an association or union representing Queen’s staff or serving as members of the Senate will be eligible for nomination and election, subject to subsection 5(12)923 below. No nominee will be considered eligible unless nominated by at least five staff members. Nominations shall be invited by the University Secretary according to a process developed and publicized by the University Secretary. In order to be valid, nominations shall be in writing and signed by the staff member or submitted on-line when this option is available, and must be received on or before a date specified by the University Secretary.
3. The nominations that have been received on or before the close of nominations shall be verified and tabulated under the supervision of the University Secretary, or designate, on the next working day.
4. The University Secretary shall immediately notify the eligible nominees. Any nominee may, on or before the date specified, inform the University Secretary in writing of their his or her desire to withdrawal their his or her name as nominee. If, on the date specified, there is only one valid nomination, that nominee shall be declared elected by acclamation. If there is more than one nominee, the names of the nominees shall be announcedannounced, and an election will be held. If there are no nominees, future nominations and an election will take place at a timeon a date and in a manner to be determined by the University Secretary.
5. The election of the Staff Trustee shall be conducted in a manner and on a date and in a manner determined by the University Secretary. A staff member shall vote for only one nominee for each vacancy. 6. 7.5. In order to be valid, ballots shall be completed and returned on or before the date specified. The ballots shall be verified and tabulated under the supervision of the University Secretary on the next working day. A tie shall be broken by lot.
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8.6. The University Secretary shall immediately notify the successful nominee and publish the election results specifying the date upon which the elected staff member will take office.
9.7. Any vacancy in the position of Staff Trustee caused by death, incapacity, resignation, removal from office, assumption of a position on the Executive of an association or a union representing Queen’s staff or serving as a member of the Senate, or cessation of employment, shall be filled at the next election by the staff in accordance with the provisions set out in this section 516above, provided such election can occur within six months from the date of the vacancy. Otherwise, the University Secretary shall announce a separate call for nominations for the vacant position and an election shall take place on a date and in a manner specified and publicized as determined by the University Secretary, guided by these by-lawsby the Secretary. Any Staff Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated, unless an alternative term, up to three years, has been specified by the University Secretary, in order to re-stagger the elections of the Staff Trustees, and that period will not count as a term for the purposes of subsection 5(9)..
10. Staff Trustees shall serve terms of up to three years commencing on June 1 following their acclamation or election, andelection and shall retire on May 31. A Staff Trustees shall be eligible for re-election to the Board of Trustees provided they are stillremain members of the staff and hawillve not, prior to commencing the elective term, have served on the Board of Trustees for three nine or more consecutive termsyears, unless he or she served as Chair or Vice-Chair of the Board during that period, in which case he or she may then be re-elected for one further term.. Where a Staff Trustee will, after commencement but before completion of an elective term of office, have served on the Board for nine consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of nine consecutive years on the Board and the Secretary shall plan subsequent elections accordingly. 11.8. 12. Subject to subsection 5(9) the maximum length of service shall be nine consecutive years, provided that the period of service completed by anyone appointed to serve a broken term of office shall be disregarded in computing the length of service on the Board for the purpose thereof.
13. After a break of at least one year, a staff member whose eligibility for re-election expired per subsection 195(10), and is otherwise qualified, is eligible to be re-elected to the Board of Trustees.
14.9. Staff members on the executive of an association or uniona collective bargaining unit representing Queen’s staff or serving as members of the Senate who have been elected to the Board of Trustees shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board of Trustees, serve on the executive of an association or uniona collective bargaining unit
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representing Queen’s staff or on the Senate. Following their election, Staff Trustees, upon taking office on the executive of an association or a collective bargaining unit representing Queen’s employees, or a seat on the Senate, shall be deemed to have resigned from the Board.
4. Election of the Trustee by the Members of the Society of Graduate and Professional Students of the University
1. The SGPS shall elect one member of the Board of Trustees from the membership of the SGPS (“SGPS Trustee”) for a term of up to two years through a process that is in accordance with the provisions of the SGPS by-laws, which may not conflict with this by- law. A student who is a member of the executive of the SGPS, or the executive of a union an association or collective bargaining unit representing Queen’s employees, or serving as a member of the Senate, will be eligible for nomination and election, subject to subsection 3166(6).
2. The President of the SGPS shall report the election result to the University Secretary.
3. When a vacancy in the position of the SGPS Trustee has occurred or is imminent, due to death, incapacity, resignation, removal from office, assumption of a position on the SGPS Executive, or change in student status, the President will invite nominations for the position of SGPS Trustee and an election will take place in accordance with SGPS by-laws. An SGPS Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated vacated and that period will count as a term for the purposes of subsection 6(5).
4. The SGPS Trustee shall serve for up to two years commencing on June 1 following their acclamation or election, andelection and shall retire from office on May 31. The SGPS Trustee so elected shall hold office only while remaining registered as a graduate or professional student and member of the SGPS, andSGPS and shall be considered to have resigned from office upon withdrawal or graduation from the University, taking a position on the executive of the SGPS, the executive of an association or a collective bargaining unit representing Queen’s employees, or a seat on the Senate.
5. The SGPS Trustee shall be eligible for re-election to the Board of Trustees, provided he or she they is remain registered as a graduate or professional student and a aand member of the SGPS and will not, prior to commencing the elective term, have served on the Board for six or more consecutive years. Where a SGPS Trustee will, after commencement but before completion of an elective term of office, have served on the Board for six consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of six consecutive years on the Board and the SGPS President shall plan subsequent elections accordingly.has not served on the Board of Trustees for three consecutive terms.
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6. Students who are members of the executive of the SGPS, or the executive of an association or a union collective bargaining agent representing Queen’s employees, or serving as a member of the Senate who have been elected to the Board of Trustees shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board of Trustees, serve on the executive of the SGPS, or the executive of an association or a union collective bargaining unit representing Queen’s employees or on the Senate.
5. Election of the Trustee by the Members of the Alma Mater Society
1. The AMS shall elect one member of the AMS to the Board of Trustees (“AMS Trustee”) for up to two years through a process that is in accordance with the AMS by-laws, which may not conflict with this by-law. A student who is a member of the executive of the AMS, or the executive of a an association or a union collective bargaining agent representing Queen’s employees, or serving as a member of the Senate, will be eligible for nomination and election, subject to subsection 376(6).
2. The President of the AMS shall report the election result to the University Secretary.
3. When a vacancy in the position of AMS Trustee has occurred or is imminent, due to death, incapacity, resignation or removal from office, assumption of a position on the AMS Executive, or change in student status, the University Secretary shall immediately notify the AMS President. The President will then invite nominations for the position of AMS Trustee and an election to fill the vacancy will take place in accordance with AMS by-laws. An AMS Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated and that period will count as a term for the purposes of subsection 7(5).
4. The AMS Trustee shall serve for up to two years commencing on June 1 following their acclamation or election, andelection and shall retire from office on May 31. The AMS Trustee shall hold office only while remaining registered as an undergraduate student and as a member of the AMS, andAMS and shall be considered to have resigned from office upon withdrawal or graduation from the University, taking a position on the executive of the AMS, the executive of an association or a collective bargaining unit representing Queen’s employees, or on the Senate.
4. 5.
The AMS Trustee shall be eligible for re-election to the Board of Trustees provided he or she isthey remain a registered student and member of the AMS and will not, prior to commencing the elective term, have served on the Board for six or more consecutive years. Where a AMS Trustee will, after commencement but before completion of an
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elective term of office, have served on the Board for six consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of six consecutive years on the Board and the AMS President shall plan subsequent elections accordingly.has not served on the Board of Trustees for three consecutive terms. 6.5.
7.6. Students who are members of the executive of the AMS, or the executive of an association or a union collective bargaining unit representing Queen’s employees, or serving as a member of the Senate who have been elected to the Board of Trustees shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board of Trustees, serve on the executive of the AMS, or the executive of an association or a union collective bargaining unit representing Queen’s employees or on the Senate.
6. University Council Trustees
1. The Executive Committee of Queen’s University Council shall elect or appoint a total of six University Council Trustees two (“University Council Trustees”) to the Board of Trustees every year, for a total of six University Council Trustees in accordance with the provisions of the Royal Charter and the University Council by-laws. The University Council Trustees shall serve for a term of up to three years.
2. Current faculty, staff or students of Queen’s University are not eligible to be elected to the Board of Trustees as a University Council Trustee.
3. When a vacancy in the position of University Council Trustee occurs due to death, incapacity, resignation or removal from office, the vacancy shall be filled in accordance with University Council by-laws. A University Council Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated and that period will not count as a term for the purposes of subsection 8(5). 4. 5. The University Council Trustees shall serve up to three-year terms commencing on June 1 following the election and shall retire from office on May 31. A University Council Trustee is eligible for re-election to the Board of Trustees, provided he or she has not served on the Board of Trustees for three consecutive terms and he or she continues to meet the eligibility provisions set out by University Council, unless that person is Chair or Vice-Chair of the Board, in which case, he or she may be re-elected for one further term not exceeding three years. 6. 7. Subject to subsection 8(4), the maximum length of service shall be nine consecutive years, provided that the period of service completed by anyone appointed to serve a broken
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term of office shall be disregarded in computing the length of service on the Board for the purpose thereof.
8. After a break of at least one year, a University Council Trustee whose eligibility for re- election has expired per subsection 8(5) is eligible to be re-elected by the University Council if he or she continues to meet the eligibility provisions set out by University Council.
7. Board of Trustees
1. The Board of Trustees shall appoint “Board Trustees” from time to time on the recommendation of the Governance and Nominating Committee, for a total of not more than ten Board tTrustees, each for up to a three-year term.
2. Current faculty, staff or students of Queen’s University are not eligible to be appointed as Board Trustees.
2. 3. Any vacancy in the position of Board Trustee caused by death, incapacity, resignation or removal from office shall be filled by the Board of Trustees on the recommendation of the Governance and Nominating Committee. A Board Trustee so appointed shall serve for the balance of the period remaining in the term of the individual whose position has been vacated. and that period shall not count as a term for the purposes of subsection 9(4). 4.3.
5.4. Board Trustees shall serve terms of up to three years commencing on June 1, andJune 1 and shall retire on May 31. NoA Board Trustee shall be eligible for re-election to the Board of Trustees provided he or she has not served on the Board of Trustees for three more than nine consecutive termsyears, unless that person will be, or is, Chair or a Vice-Chair of the Board,. in which case they may serve for a further time not exceeding the length of their term of appointment as Chair or Vice-Chair, as the case may be.If Vice Chair, he or she may be re-elected for one further term not exceeding three years and, if Chair, he or she may be re-elected for such further terms or partial terms, not exceeding three years each, as are necessary to complete the duration of theirhis or her term of appointment as Chair.
6. Subject to subsection 429(4) above, the maximum length of service shall be nine consecutive years, provided that the period of service completed by anyone appointed to serve a broken term of office shall be disregarded in computing the length of service on the Board for the purpose thereof..
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7. After a break of at least one year, a former Board Trustee whose eligibility for re-election has expired per subsection 9(5)38 is eligible to be re-appointed to the Board of Trustees.
8. Qualifications of Trustees
1. The following persons are disqualified from serving as trustees: a) a person who is less than 18 years of age; b) a person who has been declared incapable by a court in Canada or in another country; c) a person who has the status of a bankrupt; d) a person who has been convicted of a criminal offence; and, e) a person who is an ineligible person as defined in the Income Tax Act (Canada), as may be amended from time to time
2. The office of trustee shall be automatically vacated: a) if the trustee is declared incapable by a court in Canada or in another country; b) if the trustee is declared bankrupt; c) if the trustee is convicted of a criminal offence; d) if, at a special meeting of trustees, a resolution is passed by two-thirds of the votes cast in favour of the removal of the trustee; e) if a trustee has resigned their his or her office by delivering a written resignation to the Secretary; f) on death; and, g) if the trustee becomes an ineligible person as defined in the Income Tax Act (Canada), as may be amended from time to time.
3. The trustees shall serve without remuneration and no trustee shall directly or indirectly receive any profit from theirhis or her position, provided that a trustee may be paid reasonable expenses incurred in the performance of their his or her duties. Nothing herein contained shall be construed to preclude any trustee from serving Queen’s University as an officer or in any other capacity and receiving compensation therefor.
9. Chair of the Board
1. The Board shall appoint a Chairperson (“Chair”) from among the Board Trustees or the University Council Trustees. The Chair will ordinarily serve a term period of up to four (4) years, subject to annual reappointment by the Board, with the provision that the Board can extend the appointment of the Chair by a maximum of one (1) year in the case of extraordinary circumstances.
2. The Board of Trustees shall, annually, confirm the said appointment of the Chair. (Royal Charter of 1841.)
3. Not less than twelve months prior to the end of the term of appointment of the current Chair, the Governance and Nominating Committee shall strike a selection committee to
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appoint the next Chair of the Board. That committee shall be chaired by the Chancellor and shall conduct its work in accordance with Terms of Reference as approved by the Governance and Nominating Committee from time to time.
4. In addition to meeting their his or her obligations as a trustee the Chair, with direction from the Board, represents the Board and its interests in dealing with government, the Principal, stakeholdersstakeholders, and the community. The Chair is responsible for providing leadership for the Board and for effectively facilitating the work of the Board. The Board Chair: a) Acts in the best interest of the institution; b) Plans and manages Board meetings; c) Ensures that the Board, and its committees, have opportunities to meet independent of management; d) Administers the Code of Conduct and ensures that conflict of interest matters are addressed by the Board; e) Leads the Board in governing the institution, ensuring that the appropriate Board processes are in place, the distinction between board and administration is understood, relations with government are maintained, and that the University adheres to its mandate; f) Presides over and provides effective leadership of Board meetings in ways that focus on the broader governance task of policy-makingpolicymaking and advance the University’s annual and longer-term objectives; g) Sits as an ex-officio member of all Board committees; h) Represents the Board at official functions sponsored by the Board, and at all functions at which the Board is to be formally represented, except as the Board Chair may designate otherwise; i) Acts as the primary liaison between the Board and the Principal, including the provision of coaching, counsellingcounselling, and feedback. Works closely with the Principal to ensure that strategies, plans and accountabilities are appropriately presented to the Board; j) Oversees the annual evaluation of the Principal and ensures retention of all records pertaining to their his or her contract and performance; k) Together with the Principal and Board Secretary is responsible for setting of the agenda for Board meetings; l) Ensures effective, ongoing relationships and communications between the Board and the Principal and among Board members concerning matters affectingmatters affecting the University and the functioning of the Board; m) Maintains effective relationships with Board members; n) Is the official signatory on behalf of the Board; o) Is the Chair of the Human Resources Committee; and, p) Acts as the individual with approval authority for all expenses of the Principal under all applicable University policies and procedures, as may be instituted, amendedamended, or replaced from time to time; and, q) Is the only spokesperson for the Board.
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Wherever the term “Chair” is used above it shall mean “Vice-Chair” and “Acting Chair” where the Board Chair is absent or unable to act.
10. Vice-Chairs of the Board
1. The Board may appoint up to six Vice-Chairpersons (“Vice-Chairs”) from among the Board of Trustees of the University Council Trustees to serve for a term that does not exceed the current Board term of each trustee so appointed. The Board shall normally appoint two Vice-Chairpersons (“Vice-Chairs”), and may appoint a third, from among the Board Trustees or University Council Trustees. Vice-Chairs serve for terms of one-year and ordinarily serve a maximum of four consecutive one-year terms.
2. The Board of Trustees shall, annually, confirm the appointments of the Vice-Chairs. (Royal Charter of 1841)
3. The Board of Trustees shall appoint Vice-Chairs on the advice of the Board Chair and on the recommendation of the Governance and Nominating Committee.
4. In addition to meeting their his or her obligations as a trustee, the Vice-Chair shall carry out all responsibilities of the Board Chair as required and outlined in Section 916.
5. In the event thatIf the Board Chair and all Vice-Chairs are absent or unable to act, the Board Chair or the Board may appoint another trustee to serve as the “Acting Chair”. An Acting Chair, in addition to fulfilling all obligations as a trustee, shall act with the powers normally exercised by the Board Chair.
11. Powers of the Chair and Vice-Chairs
1. Where in the opinion of the Chair of the Board a decision of the Board is required and it is impossible or impractical for the Board to meet in the time required for decision- making, the Chair and the Vice-Chairs shall be empowered to meet as a committee at the call of the Chair and may, through majority vote of those in attendance, exercise all of the powers and authorities of the Board conferred upon it under the Royal Charter, these by- laws, or any other source whatsoever.
2. The Chair of the Board shall chair the committee, which will be properly constituted where the Chair and not less than one half of the current number of Vice-Chairs are in attendance.
3. Where an action is taken under this section, it shall be reported to the Board immediately.
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4. All other members of the Board shall be invited to any meeting called under this section and, unless a quorum of the Board has been reached, those other members attending may participate in any discussion but shall not vote.
5. Where a meeting has been called under this section and a quorum of the Board has been reached, it shall be deemed to be a properly constituted special meeting of the Board notwithstanding any provisions of this By-law to the contrary.
6. A full record of the deliberations of the committee shall be made and it shall be included in the agenda of the next regular meeting of the Board for information.
12. Chair and Trustees Emeriti
1. On the recommendation of the Governance and Nominating Committee, the Board of Trustees may confer the honorary title of trustee emeritus/a upon a former trustee who has provided exemplary service to the Board and to the University.
2. On the recommendation of the Governance and Nominating Committee, the Board of Trustees may confer the honorary title of chair emeritus/a upon a former Board Chair who has provided exemplary service to the Board as Board Chair and to the University.
3. The Governance and Nominating Committee shall establish criteria for making recommendations regarding the conferral of the honorary titles of trustee emeritus/a and chair emeritus/a.
4. Conferrals of honorary titles under this section shall normally be for the life of the trustee or chair, as the case may be.
5. Trustees and chairs emeriti shall be entitled to receive only open session materials related to meetings of the Board of Trustees. Trustees and chairs emeriti shall not be members of the Board, andBoard and shall not have the right to attend or vote at meetings (beyond the right of any member of the community to request attendance at an open session), nor have their attendance counted in determining quorum for Board meetings.
6. Trustees and chairs emeriti shall be eligible for appointment to committees of the Board of Trustees (in the same way as non-trustee committee members) as well as to represent the Board on other bodies. When appointed to a committee of the Board of Trustees or another body, trustees emeriti and chairs emeriti shall be full members of the committee or body, as the case may be, with both voice and vote, and their presence shall be considered in determining whether a quorum is present.
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13. Amendment of By-law
1. Amendments to, or repeal or replacement of, this By-law may be considered at any regular or special mMeeting of the Board. Proposed amendments or replacement provisions shall be provided with the meeting agenda. Such amendment, repeal or replacement shall be voted upon by the members present at the meeting, andmeeting and must receive at least two-thirds of the votes cast in order toto be carried.
14. Transition
1. The persons who, immediately before the coming into force of this By-law, were elected or appointed members of the Board of Trustees continue to hold office for the remainder of the terms for which they were so elected or appointed but shall be subject to the maximum length of consecutive years’ service as provided for in this By-law.
2. The persons who, immediately before the coming into force of this By-law, were duly elected or appointed to serve for a term on the Board of Trustees, but who will not assume office until after the coming into force of this By-law, shall be entitled to hold office thereafter for the terms for which they were so elected or appointed but shall be subject to the maximum length of consecutive years’ service as provided for in this By- law.
Page 289 of 300 ITEM: Board By-law Amendments APPENDIX B
BY-LAW NO. 1 Composition, election, and term of the Board of Trustees
(As approved by the Board of Trustees May 2012, amended May 2013, May 2014, and December 2014)
BE IT ENACTED as a by-law of the University as follows:
Definitions The following definitions are meant to capture an individual’s primary relationship with Queen’s University and are used to determine who is eligible to nominate, to vote for or to stand as a nominee for a vacancy on the Board of Trustees. In circumstances where a nominee appears to fall into more than one category, the Governance and Nominating Committee of the Board shall make the final determination about eligibility.
Faculty - In this By-Law, “faculty” means individuals who are members of the QUFA bargaining unit as defined from time to time and all other faculty with academic rank of assistant professor or above.
Staff - In this By-Law, “staff” means individuals employed at Queen’s University for more than 14 hours a week in any capacity and who are not faculty or students at Queen’s University.
Student - In this By-Law, “student” means individuals who are members either of the Alma Mater Society (AMS) or of the Society of Graduate and Professional Students (SGPS) at Queen’s University and who are not faculty or staff.
1. Board of Trustees
1. A Board of Trustees (“Board”) shall supervise the management of the activities and affairs of the University in accordance with the provisions of the Royal Charter, 1841, as amended.
2. The Board shall be comprised of not more than twenty-five trustees (inclusive of the ex officio positions of Principal, Chancellor and Rector) two of whom shall be elected by the students (AMS and SGPS Trustees), two of whom shall be elected by the staff (Staff Trustees), two of whom shall be elected by the faculty (Faculty Trustees), six of whom shall be elected or appointed by the University Council (University Council Trustees) and up to ten of whom shall be appointed by the Board (Board Trustees).
3. Trustees shall be elected, or appointed, in accordance with the provisions of this By-Law, who shall be fiduciaries of the University, acting in the best interests of the University, as a whole, and not as representatives of any one constituency.
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2. Election of Trustees by the Faculty
1. The faculty shall elect a total of two members of the Board from the faculty (a “Faculty Trustees”) in accordance with the following provisions.
2. Prior to an election, each member of the faculty shall have the right to nominate one nominee for each faculty vacancy on the Board. Faculty members on the executive of the Queen’s University Faculty Association (QUFA) or serving as members of Senate will be eligible for nomination and election, subject to subsection 8 below. No nominee will be considered eligible unless nominated by at least five faculty members. Nominations shall be invited by the University Secretary according to a process developed and publicized by the University Secretary.
3. The nominations that have been received on or before the date announced for the close of nominations shall be verified and tabulated under the supervision of the University Secretary, or designate, on the next working day.
4. The University Secretary shall immediately notify the eligible nominees. Any nominee may, on or before the date specified, inform the University Secretary in writing of their withdrawal as a nominee. If, on the date specified, there is only one nominee, that nominee shall be declared elected by acclamation. If there is more than one nominee, the names of those nominees shall be announced, and an election will be held on a date and in a manner to be specified by the University Secretary. If there are no nominees, future nominations and a subsequent election will take place on a date and in a manner determined by the University Secretary.
5. The election of the Faculty Trustee shall be conducted on a date and in a manner determined by the University Secretary. A faculty member shall vote for only one nominee for each vacancy. Any tie shall be broken by lot. The University Secretary shall immediately notify the successful nominee and publish the election results specifying the date upon which the elected faculty member will take office.
6. Any vacancy in the position of Faculty Trustee shall be filled at the next election by the faculty in accordance with the provisions set out above, provided such election occurs within six months from the date of vacancy. Otherwise, the University Secretary shall announce a separate call for nominations for the vacant position and an election shall take place on a date and in a manner as determined by the University Secretary, guided by these by-laws. Any Faculty Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated, unless an alternative term, up to three years, has been specified by the University Secretary, in order to re-stagger the elections of the Faculty Trustees.
7. Faculty Trustees shall serve for terms of up to three years commencing on June 1 following their acclamation or election and shall retire from office on May 31. A Faculty
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Trustee shall be eligible for re-election to the Board provided they remain a faculty member and will not, prior to commencing the elective term, have served on the Board for nine or more consecutive years., Where a Faculty Trustee will, after commencement but before completion of an elective term of office, have served on the Board for nine consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of nine consecutive years on the Board and the Secretary shall plan subsequent elections accordingly.
8. Faculty members on the executive of QUFA or serving as members of the Senate who have been elected to the Board shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board, serve on the executive of the Queen’s University Faculty Association or on the Senate. Following their election, Faculty Trustees, upon taking office on the executive of QUFA, or a seat on the Senate, shall be deemed to have resigned from the Board.
3. Election of Trustees by the Staff
1. The staff shall elect two members of the Board from the staff (“Staff Trustees”) in accordance with the following provisions.
2. Prior to the election, each member of the staff shall have the right to nominate one nominee for each staff vacancy on the Board. Staff members on the executive of an association or union representing Queen’s staff or serving as members of the Senate will be eligible for nomination and election, subject to subsection 9 below. No nominee will be considered eligible unless nominated by at least five staff members. Nominations shall be invited by the University Secretary according to a process developed and publicized by the University Secretary.
3. The nominations that have been received on or before the close of nominations shall be verified and tabulated under the supervision of the University Secretary, or designate, on the next working day.
4. The University Secretary shall immediately notify the eligible nominees. Any nominee may, on or before the date specified, inform the University Secretary in writing of their withdrawal as nominee. If, on the date specified, there is only one valid nomination, that nominee shall be declared elected by acclamation. If there is more than one nominee, the names of the nominees shall be announced, and an election will be held. If there are no nominees, future nominations and an election will take place on a date and in a manner determined by the University Secretary.
5. The election of the Staff Trustee shall be conducted on a date and in a manner determined by the University Secretary. A staff member shall vote for only one nominee for each vacancy. A tie shall be broken by lot.
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6. The University Secretary shall immediately notify the successful nominee and publish the election results specifying the date upon which the elected staff member will take office.
7. Any vacancy in the position of Staff Trustee shall be filled at the next election by the staff in accordance with the provisions set out above, provided such election can occur within six months from the date of the vacancy. Otherwise, the University Secretary shall announce a separate call for nominations for the vacant position and an election shall take place on a date and in a manner as determined by the University Secretary, guided by these by-laws. Any Staff Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated, unless an alternative term, up to three years, has been specified by the University Secretary, in order to re-stagger the elections of the Staff Trustees.
8. Staff Trustees shall serve terms of up to three years commencing on June 1 following their acclamation or election and shall retire on May 31. A Staff Trustee shall be eligible for re- election to the Board provided they remain members of the staff and will not, prior to commencing the elective term, have served on the Board for nine or more consecutive years. Where a Staff Trustee will, after commencement but before completion of an elective term of office, have served on the Board for nine consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of nine consecutive years on the Board and the Secretary shall plan subsequent elections accordingly.
9. Staff members on the executive of an association or a collective bargaining unit representing Queen’s staff or serving as members of the Senate who have been elected to the Board shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board, serve on the executive of an association or a collective bargaining unit representing Queen’s staff or on the Senate. Following their election, Staff Trustees, upon taking office on the executive of an association or a collective bargaining unit representing Queen’s employees, or a seat on the Senate, shall be deemed to have resigned from the Board.
4. Election of the Trustee by the Members of the Society of Graduate and Professional Students of the University
1. The SGPS shall elect one member of the Board from the membership of the SGPS (“SGPS Trustee”) for a term of up to two years through a process that is in accordance with the provisions of the SGPS by-laws, which may not conflict with this by-law. A student who is a member of the executive of the SGPS, or the executive of a an association or collective bargaining unit representing Queen’s employees, or serving as a member of the Senate, will be eligible for nomination and election, subject to subsection 6.
2. The President of the SGPS shall report the election result to the University Secretary.
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3. When a vacancy in the position of the SGPS Trustee has occurred or is imminent, the President will invite nominations for the position of SGPS Trustee and an election will take place in accordance with SGPS by-laws. An SGPS Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated.
4. The SGPS Trustee shall serve for up to two years commencing on June 1 following their acclamation or election and shall retire from office on May 31. The SGPS Trustee so elected shall hold office only while remaining registered as a student and member of the SGPS and shall be considered to have resigned from office upon withdrawal or graduation from the University, taking a position on the executive of the SGPS, the executive of an association or a collective bargaining unit representing Queen’s employees, or a seat on the Senate.
5. The SGPS Trustee shall be eligible for re-election to the Board, provided they remain registered as a student and aa member of the SGPS and will not, prior to commencing the elective term, have served on the Board for six or more consecutive years. Where a SGPS Trustee will, after commencement but before completion of an elective term of office, have served on the Board for six consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of six consecutive years on the Board and the SGPS President shall plan subsequent elections accordingly.
6. Students who are members of the executive of the SGPS, or the executive of an association or a collective bargaining agent representing Queen’s employees, or serving as a member of the Senate who have been elected to the Board shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board, serve on the executive of the SGPS, or the executive of an association or a collective bargaining unit representing Queen’s employees or on the Senate.
5. Election of the Trustee by the Members of the Alma Mater Society
1. The AMS shall elect one member of the AMS to the Board (“AMS Trustee”) for up to two years through a process that is in accordance with the AMS by-laws, which may not conflict with this by-law. A student who is a member of the executive of the AMS, or the executive of an association or a collective bargaining agent representing Queen’s employees, or serving as a member of the Senate, will be eligible for nomination and election, subject to section 6.
2. The President of the AMS shall report the election result to the University Secretary.
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3. When a vacancy in the position of AMS Trustee has occurred or is imminent, the President will invite nominations for the position of AMS Trustee and an election to fill the vacancy will take place in accordance with AMS by-laws. An AMS Trustee so elected shall serve for the balance of the period remaining in the term of the individual whose position has been vacated.
4. The AMS Trustee shall serve for up to two years commencing on June 1 following their acclamation or election and shall retire from office on May 31. The AMS Trustee shall hold office only while remaining registered as a student and a member of the AMS and shall be considered to have resigned from office upon withdrawal or graduation from the University, taking a position on the executive of the AMS, the executive of an association or a collective bargaining unit representing Queen’s employees, or on the Senate.
5. The AMS Trustee shall be eligible for re-election to the Board provided they remain a registered student and member of the AMS and will not, prior to commencing the elective term, have served on the Board for six or more consecutive years. Where a AMS Trustee will, after commencement but before completion of an elective term of office, have served on the Board for six consecutive years, they may be re-elected provided that their seat shall be deemed to be vacated upon the incumbent having served a total of six consecutive years on the Board and the AMS President shall plan subsequent elections accordingly.
6. Students who are members of the executive of the AMS, or the executive of an association or a collective bargaining unit representing Queen’s employees, or serving as a member of the Senate who have been elected to the Board shall, prior to June 1 in the year of their election, resign such position(s) and shall not, for the duration of their tenure of service on the Board, serve on the executive of the AMS, or the executive of an association or a collective bargaining unit representing Queen’s employees or on the Senate.
6. University Council Trustees
1. The Queen’s University Council shall elect or appoint a total of six University Council Trustees (“University Council Trustees”) to the Board, in accordance with the provisions of the Royal Charter and the University Council by-laws.
7. Board of Trustees
1. The Board shall appoint “Board Trustees” from time to time on the recommendation of the Governance and Nominating Committee, for a total of not more than ten Board Trustees.
2. Current faculty, staff or students of Queen’s University are not eligible to be appointed as Board Trustees.
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3. Any vacancy in the position of Board Trustee shall be filled by the Board on the recommendation of the Governance and Nominating Committee.
4. Board Trustees shall serve terms of up to three years commencing on June 1 and shall retire on May 31. No Board Trustee shall serve on the Board for more than nine consecutive years, unless that person will be, or is, Chair or a Vice-Chair of the Board, in which case they may serve for a further time not exceeding the length of their term of appointment as Chair or Vice-Chair, as the case may be.
8. Qualifications of Trustees
1. The following persons are disqualified from serving as trustees: a) a person who is less than 18 years of age; b) a person who has been declared incapable by a court in Canada or in another country; c) a person who has the status of a bankrupt; d) a person who has been convicted of a criminal offence; and, e) a person who is an ineligible person as defined in the Income Tax Act (Canada), as may be amended from time to time
2. The office of trustee shall be automatically vacated: a) if the trustee is declared incapable by a court in Canada or in another country; b) if the trustee is declared bankrupt; c) if the trustee is convicted of a criminal offence; d) if, at a special meeting of trustees, a resolution is passed by two-thirds of the votes cast in favour of the removal of the trustee; e) if a trustee has resigned their office by delivering a written resignation to the Secretary; f) on death; and, g) if the trustee becomes an ineligible person as defined in the Income Tax Act (Canada), as may be amended from time to time.
3. The trustees shall serve without remuneration and no trustee shall directly or indirectly receive any profit from their position, provided that a trustee may be paid reasonable expenses incurred in the performance of their duties. Nothing herein contained shall be construed to preclude any trustee from serving Queen’s University as an officer or in any other capacity and receiving compensation therefor.
9. Chair of the Board
1. The Board shall appoint a Chairperson (“Chair”) from among the Board Trustees or the University Council Trustees. The Chair will ordinarily serve a period of up to four (4) years, subject to annual reappointment by the Board, with the provision that the Board can extend the appointment of the Chair by a maximum of one (1) year in the case of extraordinary circumstances.
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2. The Board shall, annually, confirm the appointment of the Chair. (Royal Charter of 1841)
3. Not less than twelve months prior to the end of the term of appointment of the current Chair, the Governance and Nominating Committee shall strike a selection committee to appoint the next Chair of the Board. That committee shall be chaired by the Chancellor and shall conduct its work in accordance with Terms of Reference as approved by the Governance and Nominating Committee from time to time.
4. In addition to meeting their obligations as a trustee the Chair, with direction from the Board, represents the Board and its interests in dealing with government, the Principal, stakeholders, and the community. The Chair is responsible for providing leadership for the Board and for effectively facilitating the work of the Board. The Board Chair: a) Acts in the best interest of the institution; b) Plans and manages Board meetings; c) Ensures that the Board, and its committees, have opportunities to meet independent of management; d) Administers the Code of Conduct and ensures that conflict of interest matters are addressed by the Board; e) Leads the Board in governing the institution, ensuring that the appropriate Board processes are in place, the distinction between board and administration is understood, relations with government are maintained, and that the University adheres to its mandate; f) Presides over and provides effective leadership of Board meetings in ways that focus on the broader governance task of policymaking and advance the University’s annual and longer-term objectives; g) Sits as an ex-officio member of all Board committees; h) Represents the Board at official functions sponsored by the Board, and at all functions at which the Board is to be formally represented, except as the Board Chair may designate otherwise; i) Acts as the primary liaison between the Board and the Principal, including the provision of coaching, counselling, and feedback. Works closely with the Principal to ensure that strategies, plans and accountabilities are appropriately presented to the Board; j) Oversees the annual evaluation of the Principal and ensures retention of all records pertaining to their contract and performance; k) Together with the Principal and Board Secretary is responsible for setting of the agenda for Board meetings; l) Ensures effective, ongoing relationships and communications between the Board and the Principal and among Board members concerning matters affecting the University and the functioning of the Board; m) Maintains effective relationships with Board members; n) Is the official signatory on behalf of the Board; o) Is the Chair of the Human Resources Committee; and,
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p) Acts as the individual with approval authority for all expenses of the Principal under all applicable University policies and procedures, as may be instituted, amended, or replaced from time to time; and, q) Is the only spokesperson for the Board.
Wherever the term “Chair” is used above it shall mean “Vice-Chair” and “Acting Chair” where the Board Chair is absent or unable to act.
10. Vice-Chairs of the Board
1. The Board shall normally appoint two Vice-Chairpersons (“Vice-Chairs”), and may appoint a third, from among the Board Trustees or University Council Trustees. Vice- Chairs serve for terms of one-year and ordinarily serve a maximum of four consecutive one-year terms.
2. The Board shall, annually, confirm the appointments of the Vice-Chairs. (Royal Charter of 1841)
3. The Board shall appoint Vice-Chairs on the advice of the Board Chair and on the recommendation of the Governance and Nominating Committee.
4. In addition to meeting their obligations as a trustee, the Vice-Chair shall carry out all responsibilities of the Board Chair as required and outlined in Section 9.
5. If the Board Chair and all Vice-Chairs are absent or unable to act, the Board Chair or the Board may appoint another trustee to serve as the “Acting Chair”. An Acting Chair, in addition to fulfilling all obligations as a trustee, shall act with the powers normally exercised by the Board Chair.
11. Powers of the Chair and Vice-Chairs
1. Where in the opinion of the Chair of the Board a decision of the Board is required and it is impossible or impractical for the Board to meet in the time required for decision- making, the Chair and the Vice-Chairs shall be empowered to meet as a committee at the call of the Chair and may, through majority vote of those in attendance, exercise all of the powers and authorities of the Board conferred upon it under the Royal Charter, these by- laws, or any other source whatsoever.
2. The Chair of the Board shall chair the committee, which will be properly constituted where the Chair and not less than one half of the current number of Vice-Chairs are in attendance.
3. Where an action is taken under this section, it shall be reported to the Board immediately.
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4. All other members of the Board shall be invited to any meeting called under this section and, unless a quorum of the Board has been reached, those other members attending may participate in any discussion but shall not vote.
5. Where a meeting has been called under this section and a quorum of the Board has been reached, it shall be deemed to be a properly constituted special meeting of the Board notwithstanding any provisions of this By-law to the contrary.
6. A full record of the deliberations of the committee shall be made and it shall be included in the agenda of the next regular meeting of the Board for information.
12. Chair and Trustees Emeriti
1. On the recommendation of the Governance and Nominating Committee, the Board may confer the honorary title of trustee emeritus/a upon a former trustee who has provided exemplary service to the Board and to the University.
2. On the recommendation of the Governance and Nominating Committee, the Board may confer the honorary title of chair emeritus/a upon a former Board Chair who has provided exemplary service to the Board as Board Chair and to the University.
3. The Governance and Nominating Committee shall establish criteria for making recommendations regarding the conferral of the honorary titles of trustee emeritus/a and chair emeritus/a.
4. Conferrals of honorary titles under this section shall normally be for the life of the trustee or chair, as the case may be.
5. Trustees and chairs emeriti shall be entitled to receive only open session materials related to meetings of the Board. Trustees and chairs emeriti shall not be members of the Board and shall not have the right to attend or vote at meetings (beyond the right of any member of the community to request attendance at an open session), nor have their attendance counted in determining quorum for Board meetings.
6. Trustees and chairs emeriti shall be eligible for appointment to committees of the Board s (in the same way as non-trustee committee members) as well as to represent the Board on other bodies. When appointed to a committee of the Board or another body, trustees emeriti and chairs emeriti shall be full members of the committee or body, as the case may be, with both voice and vote, and their presence shall be considered in determining whether a quorum is present.
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13. Amendment of By-law
1. Amendments to, or repeal or replacement of, this By-law may be considered at any regular or special meeting of the Board. Proposed amendments or replacement provisions shall be provided with the meeting agenda. Such amendment, repeal or replacement shall be voted upon by the members present at the meeting and must receive at least two-thirds of the votes cast to be carried.
14. Transition
1. The persons who, immediately before the coming into force of this By-law, were elected or appointed members of the Board continue to hold office for the remainder of the terms for which they were so elected or appointed but shall be subject to the maximum length of consecutive years’ service as provided for in this By-law.
2. The persons who, immediately before the coming into force of this By-law, were duly elected or appointed to serve for a term on the Board, but who will not assume office until after the coming into force of this By-law, shall be entitled to hold office thereafter for the terms for which they were so elected or appointed but shall be subject to the maximum length of consecutive years’ service as provided for in this By-law.
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