Advancement

Office of Advancement
Office of Advancement

ALTogether Now

Vol. 12 - Aug. 19, 2019


Advancement Leadership Team
Advancement Leadership Team: Steve Hornsby, Leigh Kalin, Scott Anderson, Tom Hewitt, Karen Bertrand and Deanna Bennett.

Meet the New Principal

Karen Bertrand

As you all know, Dr. Patrick Deane returned to Queen’s as the 21st Principal and Vice-Chancellor on July 1. I am pleased to report that the plans developed last fall to introduce the Principal to our alumni and donor community are now being implemented.  
 
Principal Deane has already engaged with a number of Queen’s alumni at the Board of Trustees retreat in July, and had personal meetings or phone calls with some of the university’s largest donors. 
 
Additional phone calls and meetings with key donors and alumni leaders are now being scheduled for September. The Principal will be travelling to the Bader International Study Centre for Advancement business at the end of September, Homecoming will occupy a central place in his calendar in October, and a trip to Calgary has been scheduled for November. The Principal and Dr. Sheila Deane are also considering opportunities to host members of the community in their new home later this year.
 
Now the Principal has requested an opportunity to meet you. He is acutely aware how important you all are to the achievement of our mission. Principal Deane will therefore join us at our Sept. 4 all-staff meeting. He looks forward to getting to know you and learning more about our plans for 2019–20. I hope you will join me for this opportunity to personally welcome the new Principal to Queen’s Advancement.


What is ALT?

Have you ever wondered how - or if - ALT works together? In the interest of full transparency, allow me to explain.
 
The Advancement Leadership Team (ALT) meets for 90 minutes every Tuesday afternoon. The focus of these meetings is to review immediate and short-term activities and priorities, and resolve tactical issues. We cover a LOT of ground in these meetings, but discussions are typically brief (depending on who is speaking) and operational. 
 
Once a month ALT meets for half a day to review progress toward annual strategic priorities and performance metrics and budget-related matters. We also take a critical look at how we function as a team so we can continue to provide value to the Office of Advancement beyond our contributions as individuals.
 
And finally, we dedicate one full day per quarter to long-term strategic discussions. These meetings could include discussions about Queen’s advancement strategy or personnel priorities such as our talent review or how to support professional development. 
 
It is not always perfect - and we don’t always agree - but we are truly ALTogether now.


Changes on the Way

What is the Strategic Mandate Agreement (SMA), and how it is changing?
 
The SMA is the agreement between the Government of Ontario and colleges and universities that receive public funding from the province. Colleges and universities across Ontario have previously negotiated two SMAs with the government. 2019–20 is the final year of the SMA that is currently in place (SMA2), and the next SMA will cover five years beginning in the 2020–21 academic year (SMA3). SMA3 will feature streamlined reporting requirements, with metrics upon which the university is assessed reduced from 28 in SMA2 to 10 in SMA3. In SMA3 nine metrics will be common across all colleges and universities and one will be institution-specific. All metrics will link to two priority areas. 

  1. Skills and job outcomes: six metrics
  2. Economic and community impact: four metrics

Six of these metrics will be measured beginning in 2020–21, and the remaining metrics will be tracked by 2022–23. 
 
Metric targets and bands of tolerance will be set by the Ministry of Training, Colleges and Universities. Targets will be unique for each institution and are based on past performance. Continuous improvement against institution-specific metrics is expected. 
 
Colleges and universities will not compete against each other, and they will have the opportunity to negotiate how each metric is weighted for their own institution - which can vary between 5 per cent and 30 per cent. Metric weightings could be assigned to minimize the potential for financial disruptions, but it is also important to understand that the weight we assign to a specific metric could have important reputational impacts. 
 
Over the term of SMA3, grant funding that Queen’s receives from the Ontario government will move incrementally from the enrolment-based funding envelope currently in place under SMA2 to a differentiation or performance-based funding envelope. This means that the percentage of our funding linked to the achievement of SMA3 metrics will increase from 25 per cent of funding in 2020–21 to 60 per cent of our grant funding in 2024–25. 

If you have questions about the SMA3 and what it means for Queen's and the Office of Advancement, my door is always open.


Fun Fact about Karen

It is your turn to work for the Fun Fact.
 
Guess: How many times have I broken an arm? 
 
Challenge: Has anyone had more broken limbs than me?
 
Please submit your guesses and respond to the challenge by completing a short survey before the end of the day Thursday, Aug. 22. Anyone who correctly guesses how many broken arms I have had will get their names in a draw for a $5 Tim Horton’s gift card. The gift card is from me to use for refreshments on your next “break.”
 
And everyone who has had more broken limbs than me will get their own $5 Tims gift card because we broken people need to stick together!