Transformation Updates

Dear Laurentian Community,

This summary highlights the transformation progress achieved since our last update, much of which is focused on improving digital infrastructure and services. Laurentian University’s entire Information Technology (IT) team provides crucial support to all workstreams. While Finance, HR, and RSSA work with the Transformation Implementation Office (TIO) to design the new processes, IT ensures those processes run smoothly. They attend countless planning, mapping, and technical meetings, in addition to performing critical work like data transfer, system integration, and automation. 

Here is a summary of the collaborative progress achieved by the workstreams, IT, and the TIO over the past two months. 

A notable effort across all workstreams is the completion of Project Charters. 

• Project Charters: These vital planning documents are created at the start of a project to define the scope, objectives, and roles and responsibilities. All teams are taking this critical planning step at the initiation of each project for smooth, well-managed project implementation.

• Why Charters Matter: It is a rigorous process to ensure that every project is aligned with the university's strategic goals, has clear success criteria, and that resources are used effectively. This essential step helps prevent costly misunderstandings and delays as projects move forward. 

The TIO is also guiding the development of a governance and prioritization framework for policy, grants, and records and information management (RIM) that will strengthen accountability, position the university to secure high-value funding opportunities, and modernize records management. 

• Policy: In the planning phase of the Transformation Program, the need to create or improve certain policies was identified across workstreams. A policy officer will be recruited to work closely with the TIO and workstreams to operationalize a policy framework, ensuring the effective development of policies that support the university's transformation and future growth.

• Grants: The current process is being mapped with departments across the university as the first step in developing a standardized non-Research grant application process. 

• RIM: The team is planning a phased roll-out of the records management software, that will include robust training and support mechanisms for department onboarding. A designated project manager will be selected to support this multi-year process. 

HR

The TIO and HR focused on enhancing processes related to recruitment, new hires, and employee experience. The TIO team led the HR team in a comprehensive knowledge-building review of the Enterprise Resource Planning (ERP) system functionality to identify manual processes and strategize efficient and automated use of the system. The HR team is currently completing Project Charters for all projects within the workstream to outline project scope, define success metrics, and align strategy and prioritization moving forward.

• Talent Attraction Strategy: A hardy recruitment strategy is nearing completion. The HR team is developing a Talent Attraction Manual and has worked with the marketing team, Indigenous Student Affairs, and the Office of Francophone Affairs to develop marketing assets that align recruitment with the university’s strategic goals. The assets were utilized in the Laurentian University Job Fair in September. 

• Onboarding and Offboarding: A new hire survey and an exit interview process have been developed as part of these two projects relating to the employee lifecycle. These are essential tools for gathering employee feedback, leading to continuous improvement in retention, recruitment, and overall workplace quality. 

RSSA

The TIO and RSSA workstream and tackled critical projects impacting student payments and system modernization and have begun mapping the current process for Graduate Teaching Assistant Allocation. A decision was made to prioritize the Student Relationship Management project over the next two years. Significant in size and impact, this project will require a dedicated IT staff member, and a dedicated Business Analyst from RSSA. The teams are in the process of filling these roles. 

• Tuition Payment by Credit Card: This new payment option saw great early success, processing over 750 tuition payments in the first academic term. The team has since finalized the dispute management process for fraudulent credit card payments and set up specific credit card payment email notifications for the Finance office. 

• Fees Modernization: Teams have been diligently mapping various fees processes, including complex payment processing workflows. Previously, a critical sub-process where staff had to manually manage and process student payments. The updated process now consolidates these bank payments, eliminating manual intervention and saving approximately 30 minutes of processing time daily. The joint effort between the TIO, IT, and Student Finance successfully automated a payment allocation process, delivering an efficiency-boosting solution to a long-standing issue. Their collaborative approach has resulted in a fantastic early win, setting the momentum for the Fees Modernization project.

Information Technology

The IT workstream and TIO focused on improving core technology infrastructure and digital tools. 

• Application Rationalization: This project includes OneCard and the Laurentian.ca website, both of which are now complete and will greatly improve the user experience. The team supported Digital Strategy in the development and production of the new website. Modernizing the OneCard system was a significant undertaking for the TIO and IT teams who successfully updated the system and added new digital functionality, including the ability to use it as payment at all on-campus food services. Students, staff, and faculty can now manage their OneCard funds using the 360U app or by accessing their OneCard account on myLaurentian. 

• Asset Management Policies and Procedures: The team has started gathering requirements to develop a structured approach to inventory management and compliance reporting. A decision was made to leverage additional features within Jira, the current IT service ticket software, as a sustainable, digital solution for organizing, tracking, and documenting all IT assets (hardware, software, and cloud-based systems).

Finance

The Finance workstream and TIO successfully advanced projects aimed at modernizing purchasing and budgeting. Although two major projects remain the central area of focus, the teams are prioritizing other projects to identify where initial work can begin in parallel to those ongoing projects.

• Procure-to-Pay (P2P): The TIO and Finance teams successfully configured and tested the integration between Laurentian’s current ERP system and the new P2P system, verifying connectivity. Minor technical work between IT and the vendor is being completed ahead of the requirements and development phase, planned for early November. 

• Budgeting: Initial work focused on data verification to ensure accurate budgeting data for seamless integration. The TIO and Finance teams have been training on the new system in preparation for the testing phase of the project. A select group will soon participate in the testing phase, deepening the Finance team’s expertise in the system while ensuring it is configured to Laurentian University’s unique needs.

Over July and August, the workstreams made progress on key initiatives, focused on foundational improvements and modernizing systems across the entire organization. In July, the Transformation program reached 25% deliverable completion. This milestone is reflective of the early momentum established by the workstreams and transformation team.

As focus shifts to larger, more complex projects over the next nine to twelve months, the pace of transformation will naturally change. We are already seeing the benefits of our early, foundational improvements while teams continue to streamline operations, enhance the academic and administrative experience, and set the stage for future growth.

Finance

The Finance workstream successfully closed six existing projects related to financial policies and processes, and initiated a new project to streamline the institutional grant application process. Consultations with the University Advancement and Research teams kicked off the review of the current grant application process.

The team dedicated much of their efforts over the summer to modernizing core financial systems and processes. A primary area of concentration was on preparing for the new budgeting tool, where the team completed numerous consultation and configuration sessions to ensure the new tool will be fully optimized. This work culminated in key decisions, including the choice to proceed with position control for the new system, and configuration of the tool’s building blocks like Budgeting, Budgeting Request Solution, Forecasting, and Labour.

The workstream also progressed on the upcoming procurement system. The team reviewed the agreement with the software company and held readiness meetings to align on expectations and prepare for the project kick-off.

RSSA

The RSSA workstream made great strides in modernizing student-facing services and improving key processes. The most significant achievement was the successful launch of the new Tuition Payment by Credit Card system on August 7th, following extensive configuration and testing. The project saw immediate benefits realization for the University. As the Fall payment period comes to a close, more than 900 students have opted to pay with credit card.

RSSA completed crucial foundational work, including a deep-dive review of all its planned deliverables, developing a clear roadmap of the projects that lay ahead. The team finalized process mapping for Graduate Teaching Assistant Allocation, which will help identify areas for future improvement.

IT

IT's focus shifted to the execution and delivery of key technology rollouts. The team successfully launched two major systems, marking significant milestones in the IT transformation journey.

The most notable accomplishment was launching the first phase of the OneCard system modernization. Though OneCard users will not experience any changes to their card usage, the technical side of the card required significant upgrading and reintegration. This process was a large undertaking that resulted in secure updates to the OneCard administration process, and the printing, payment, and access technological functionality of the cards.

The team documented the network and cybersecurity architecture, laying the groundwork for the Enterprise Architecture Roadmap—a crucial blueprint for how Laurentian University data will be organized, stored, and used. This foundational work will ensure the university has a solid, secure base for all future technology projects.

This was accompanied by the successful implementation and setup of the new data system integration software, Ethos, which will enable seamless data flow between all administrative and academic applications like HR and Finance systems, D2L, myLaurentian, and more. The new data system will be used for the integration of the budgeting and procurement tools.

Finally, the workstream has outlined requirements and defined a path forward on two IT projects: Service Management and Project intake. These projects continue to be an area of focus for the team.

HR

The HR workstream concentrated on modernizing recruitment and foundational policies. The team developed and launched a comprehensive strategy for attracting talent and streamlined core processes.

A key accomplishment was the rollout of a new compensation model and the launch of an updated careers webpage. In an effort to attract prospective employees, the webpage features a new design, highlighting institutional values and the benefits of joining the organization. This work was accompanied by a newly developed framework for responding to online reviews, further helping to improve the organization's public image.

The team also focused on documenting and streamlining core recruitment processes, including the completion of a new job posting process and the development of a new recruitment policy. These deliverables, along with the ongoing gathering of requirements for position management, are crucial steps toward creating a more efficient and effective recruitment process for the future. 

The month of June brought a lot of progress on Transformation deliverables. Each workstream took a deep dive into their respective workstream to develop a clear understanding of both the scope remaining and the journey ahead. With 23.8% of the Transformation Plan complete, teams continue to work together on the remaining deliverables to enhance processes and automation for staff, students, and faculty. With summer schedules upon us, our next update will be in the fall. 

Finance

Significant progress is being made on our two key projects: Budgeting and Purchasing. The 

Finance and IT teams are making strides to improve these essential parts of financial operations by leveraging systems that will automate processes. 

The first big step toward the new budgeting system (Axiom) requires providing foundational data in preparation of the configuration. To this end, IT has been working with Finance to collect and prepare data required for Axiom. System configuration started at the end of June. 

To prepare for the new purchasing (Procure-to-Pay) system, Finance has performed a massive cleanup of the vendors. The kickoff is being planned for the end of July with an expected 8-month timeline before the system is fully launched. 

HR

Both HR and Finance require the ability to understand each role (position) within Laurentian University and attach this information to every employee. The ability to create this joint unique identifier is called Position Management. Process reengineering work is underway to define the many attributes of position management, which stands at approximately 50%. It will take until the end of the summer to complete. 

The HR team is also prioritizing employee onboarding and offboarding. By improving these processes, a significant reduction in daily workflow steps is expected, resulting in a reduction of manual processes.The recruitment process is approximately 60% documented in defining the most expedient approach for management in selecting and interviewing candidates. This also involves Laurentian University’s online employer presence on platforms like Glassdoor and LinkedIn. 

RSSA 

The RSSA workstream is improving how Laurentian University connects with students, from their first offer to managing their finances. 

The Student Awards and Fees Office is adding the option for students to pay tuition using a credit card. The team is currently setting up the system for staff and students before the payment by credit card option launches in August. 

The Fees Modernization project is a big undertaking for RSSA. It involves analyzing and improving the entire fee process. The current focus is on improving the refund process for all payment types to make it more consistent and efficient. 

Work has begun to review the allocation of graduate teaching assistant (GTA) positions in collaboration with the Faculty of Graduate Studies.

Many quick wins have supported improvement with Student Relationship Management: 

1. The Orientation and Transitions Team within the Student Success department has set up automated updates of their New Confirmands Contact List, turning a bi-weekly five-step process to support the onboarding of confirmands into a one-step process. 

2. RSSA has also combined offer and scholarship letters into a single letter so applicants are aware of any scholarships they have been awarded at the moment of the offer. This will increase the number of confirmands who might otherwise have accepted offers from other universities without knowledge of their scholarship with Laurentian. 

3. The Student Success, Domestic Recruitment, and International Recruitment teams were trained on using Zoom Scheduler to book and schedule appointments with prospective and current students. Zoom Scheduler allows teams to set up their availability and send a link to others for direct booking. 

4. Adobe Sign Enterprise was selected and assigned as an e-signature service provider to support teams that require signatures on agreements and contracts. 

IT 

The Work Intake Management Plan is 84% complete. The plan has been completed and approved, determining a clear and organized way for IT to receive and manage requests. They are now working on related supporting documents and templates for the roll-out. The IT Funding Model and the Solution Funding Arrangement will define a clear plan for how IT projects and solutions are financed, ensuring resources are allocated effectively. 

The team has started a Technology Capabilities initiative involving a sub-project, Uplift Service Management. Over the month of June, the team reviewed IT support services to identify and prioritize improvements that will align with best practices, increase efficiency, and enhance request fulfillment and support. This project will take several months to configure and will coincide with the launch of the new Service Catalogue. 

Significant work occurred in June on the OneCard project. Three of the five disparate systems supporting OneCard today are at the end of their supportable life. The project intends to modernize the underlying infrastructure and applications to ensure a stable and effective service while introducing a mobile application for students to track account balances. This project will be delivered in three phases, starting at the end of July and completing in November 2025.

The spring trimester is here, and though campus is quieter over the summer months, the workstreams are making strides on the Transformation Program. Progress is picking up across all workstreams, with teams demonstrating collaboration, determination, and a shared commitment to shaping a stronger, more efficient future for the University.

With major initiatives like the new budgeting and purchasing (P2P) systems, enhanced recruitment and onboarding processes, student-focused fee improvements, and key technological advancements all unfolding in parallel, it’s clear that transformation is happening now and momentum is truly building.

Read below for updates from each workstream as we continue to move forward, together.

Finance

• Prerequisite work has been completed on the General Ledger (GL) structure in preparation for the new budgeting system.

• In preparation for the new purchasing system, the Finance team has completed the critical task of rationalizing vendors, achieving an 82% reduction. The team is now focused on the classification of the remaining vendors, which is essential for a smooth implementation

• In May, the Finance team had an official kick-off for the new budgeting system. Meetings will continue throughout this process to design, configure, implement, test, integrate, train users, and move into production. The timeline for completion is not set but it is anticipated to take approximately eight months.

HR

• The HR team is optimizing and automating the onboarding process. Having mapped the current system for job postings and candidate selection, they are now developing an improved and more efficient recruitment strategy.

• ‘Position Management’ is a new process at Laurentian University involving the HR and Finance departments. The process aims to match roles with resources and identify each unique position within the organization. The current state has been mapped, and the process of transitioning to the future state is expected to take several months. The goal of position management is to improve organizational efficiency, workforce planning, financial control, consistency, and equity across units.

RSSA

• The RSSA team has been focussed on improving fees and payment options for students. This includes modernizing the student fees structure and making tuition payment by credit card an option. The student fees project will continue over the next four months. The team is currently working on the refund process portion of the student fees project. This includes reviewing, optimizing, and automating components of the refund process. 

• Comprehensive training will be provided on the new credit card tuition payment system to guarantee its correct operation, ensure staff are comfortable with the process, and facilitate seamless payment collection for the Fall 2025 trimester.

IT

• The OneCard VIP project, launched by the IT team, modernizes aging equipment and offers mobile access for managing funds and balances. It also enhances convenience by integrating the OneCard with essential campus services like printing, laundry, parking, meal plans, door access, and vending.

• Laurentian University's new Records Management policy has been approved. The chosen platform for record keeping and archiving is M-Files with full integration expected by late Fall 2025. Currently, consultations are underway with initial target departments across the university to inventory stored files and establish corresponding retention schedules for official records. 

May 6, 2025 - Since the last update, the Transformation Program at Laurentian University has made significant progress over the past two months. Teams across the four workstreams are working diligently to advance the Transformation Plan.

There are four key workstreams: Registration Services and Student Affairs (RSSA), Finance, Human Resources (HR), and Information Technology (IT), comprising 269 deliverables that encompass over 3,100 individual tasks. Some deliverables are for larger projects, such as a new budgeting tool, a procure-to-pay (P2P) solution, compensation, and a talent management suite. In contrast, many others focus on the critical development of policies, process improvements, internal controls, student experience, efficiencies, and revenue generation.

To keep the Laurentian Community informed about the ongoing journey, we are pleased to announce the launch of a new internal Transformation website dedicated to transformation progress and accomplishments. Everyone is encouraged to visit the Transformation website for the latest insights.

Transformation Implementation Office

With three final positions filled, the Transformation Implementation Office is now at full complement. New additions include Anne Gauthier, Policy Officer; Sabrina Desjardins, Change and Communication Strategy Specialist; and Dimuth Rajapakshe, Program Administrator.

Workstream Progress

RSSA

Accomplishments: A key focus for RSSA transformation is Student Relationship Management (SRM), enhancing how Laurentian University interacts with and supports prospective and current students. This multi-year program is a significant undertaking that will require numerous hours of work to refine, adjust, and improve. Recently, the team has improved the process for waitlisting applicants for programs. With this new system, interested applicants can add themselves to a waitlist, and if a spot becomes available, they will be contacted in sequence, thereby enhancing the student experience and preventing the loss of potential registrants in high-demand courses. The IT and RSSA teams have improved communication with applicants by implementing customizable email templates and personalizing the document notification emails.

The team also launched a new Accessibility Services section on the applicant portal, designed to help applicants learn about the support available through Accessibility Services, the PAL Transition Program, and how to request academic accommodations. An Accessibility Services Needs Form is included, allowing applicants to submit their information and receive guidance on the accommodations and support for which they may be eligible. Submitted forms are stored for easy access by the Accessibility team, along with a detailed report containing additional insights.

A new automated registration system, the Instant Enrolment portal for micro-credential and non-credit programming, went live ahead of the spring term. By alleviating administrative burden, Instant Enrolment extended the registration window, resulting in approximately 153 additional registrations for the spring term. The new system has enhanced the learning experience for applicants, streamlined administrative processes, and already increased revenue.

Current Focus: These early successes have set the momentum for the team as they continue to enhance the student experience across various fronts.

Finance

Accomplishments: The Finance and IT teams have been focused on selecting a procure-to-pay (P2P) platform to consolidate all data, processes, and transactions into a single, cloud-based service. A leader in University procurement across Ontario, Jaggaer was selected as Laurentian University's P2P platform to manage the entire procurement process. This platform will enhance visibility and streamline processes, improving alignment with procurement policies. IT will now begin the integration process, which is expected to take approximately six-plus months before the new platform is rolled out across the University.

In addition, the Finance team is implementing several modifications in advance of introducing a new budgeting tool, Axiom. Axiom is a cloud-based platform designed to streamline budgeting, simplify reporting, and enhance financial planning and analysis. Similar to P2P, this tool will ensure the process is tracked and compliant. A significant step forward from using Excel for this complicated process. Both Axiom and Jaggaer are integrated into Laurentian University’s core ERP system, Ellucian.

Current Focus: The next few months are expected to be busy with assessing and pre-planning for the new P2P and budgeting platforms.

HR

Accomplishments: In collaboration with IT, HR developed and launched three enhanced digital workflows, integrated into JIRA, Laurentian University’s cloud-based project management system. This change makes it easier to see how many requests are coming in, how quickly they are completed, and to track the process. HR has made significant improvements to the hiring process (Hiring Requisition) for all full-time, part-time, and student-employee positions, replacing the previous manual, paper-based method with a new digital, cloud-based solution within myLaurentian. HR also developed a streamlined process for managing internal employee changes (Notice of Change) and enhanced the handling of employee departures (Notice of Separation), expanding it to include students and contract employees. These improvements eliminate paperwork and streamline the approval process, allowing managers to devote more time to leading their teams and achieving results.

Current Focus: These three accomplishments are the first improvements in the HR team’s foundational work on the onboarding and offboarding processes, which are ongoing. A review of Position Management has begun with HR, and in the coming weeks, will expand to include Finance to ensure alignment across functions. This work is creating clear standards, improving visibility within the University, and building a stronger, more consistent framework for the future.

Information Technology

Accomplishments: IT has been actively working with Ellucian to integrate additional features to address Laurentian University’s operational needs. This process will utilize Ethos, an Ellucian tool, to enhance the exchange of information between different cloud-based systems, serving as a data highway. The IT department has also completed a Service Catalogue, a list of IT services that staff and faculty will soon be able to view from myLaurentian.

Current Focus: IT is in the final stages of selecting a new cloud-based platform for Records Management, with presentations from the top three potential service providers scheduled to take place in May. The Records Management Steering Committee is being established to make decisions around naming conventions and oversee progress across Laurentian University.

The implementation of Laurentian University’s Transformation Plan continues to see progress, with strides made in each of the workstream areas. A priority area in the Strategic Plan, the Transformation program aims to modernize Laurentian’s policies, administrative processes, workflows, and underlying technologies supporting the student experience, faculty and staff. 

Staffing

The Transformation Implementation Office (TIO) continues to recruit key positions, ensuring the staff are in place to drive and support the Transformation program. Under the interim leadership of Dave Codack, Laurentian’s Associate Vice-President, Information Technology, the TIO has successfully recruited a Project Manager, Mary-Ann Van Alphen, and a Process Excellence Specialist, Quoc Hao Mach. The team is also in the process of reviewing candidates for the Program Administrator and Change/Communications Manager positions.

The staffing of the TIO is critical to ensuring that we have resources dedicated for the implementation of the Transformation Plan.

Workstream Progress

Within each workstream, team members have been making progress in a variety of critical areas. Two ‘solutions labs’ were held, most recently in February and administered in partnership with Deloitte. These solution labs bring together staff involved in a particular process to define the steps involved, identify inefficiencies and ‘pain points’, and consider potential solutions. The output of these solutions labs enables the TIO to work with each group to develop project requirements.

In January, each workstream also participated in a prioritization workshop to identify the most critical next steps from an institutional perspective. As expected, there is significant desire to move forward quickly in a wide range of areas, making it all the more important to set priorities and ensure appropriate sequencing.

The following priorities for each workstream emerged from the exercise: 

Registration Services & Student Affairs

• Definition and implementation of a modernized Customer Relationship Management (CRM) system - for the relationship with students

• Waitlisting for course enrolment

• Process improvements around student fees and student awards

Human Resources

• Implementing a ticketing system based on process improvements and workflow for request of HR services

Finance

• Selecting a Procurement to Pay (P2P) system

• Continue to improve and refine financial internal controls

• Prepare for budgeting modernization, to start in May 2025

Information Technology

• Design and implement a service catalogue

• Migrating the ticketing system (JIRA) to the Cloud

• Institute a work intake process

In the coming weeks, the TIO will be working within each stream to define the requirements and build the project plans for the first set of priorities described above. This work will carry through the next fiscal year. 

I want to thank the Transformation team, including all those who are participating in the program, for their tireless dedication to this important strategic priority.

Further updates will be provided as they become available.

Sylvie Lafontaine

Vice-President, Finance & Administration

The implementation of Laurentian University's Transformation Plan is making early progress, with some improvements already reported across campus and a strong foundation being set for future advances.

The Transformation Plan Implementation bega n last fall and multiple aspects of the plan have seen progress over the past few months. In this update, we'll share more details about the work being done within the five workstreams and the next steps for the plan.

Workstream Progress

Within each workstream, team members have been making progress in a variety of critical areas. Some examples from each workstream include:

Information Technology 

• Review and selection of an Enterprise Resource Planning software (Ellucian)

• Redefining the roles and responsibilities for decision-making supporting common IT processes, defined under the heading of 'IT governance'

• Selection and early implementation of TouchNet, a technology solution that will facilitate the offering of microcredentials, including registration and payment processing (eg, enabling credit card payments and reducing the need for manual entry)

• Creation of a records management policy and compliance framework

Human Resources

• Elaboration of a new service delivery model specific to recruitment of staff and faculty, to better support units in their recruitment efforts and to improve the candidate experience

• Creation of a streamlined process, reordering and reallocating steps to ensure appropriate work flow across functions

• Creation of a job evaluation framework, which outlines a common process for having staff roles at Laurentian evaluated with respect to their level and salary

Finance

• Identify gaps in the procurement process, as well as opportunities to improve the payment process for vendors

• Realign on training and communications regarding procurement, in addition to mapping the procurement process

• Confirmation of budget processes and associated training, in addition to developing an understanding of budget reporting requirements

• Mapping and understanding existing payroll processes, including ownership of each step

• Implementation of DocuSign to support electronic signature of documents

Registration Services & Student Affairs

• As outlined above, the implementation of the TouchNet IT solution of the administration of microcredential offerings

• Consolidation of student services in the Parker Building, leading to facilitated access and improved student experience

Solutions Labs

In each workstream, progress has been made through the facilitation of 'solutions labs', held in August and September and administered in partnership with Deloitte. These solution labs bring together staff involved in a particular administrative process to map out the steps involved in the process, identify inefficiencies and 'pain points', and consider potential solutions.

As each workstream moves forward to consider process improvements, participation in the solutions labs will be expanded to include others involved in the process, including those on the user end.

More solutions labs are planned in the future as the project continues.

Moving Forward

In the coming months, work will focus on two key areas:

• The development of a work plan for the next six months, defining key milestones that can be reached during that time; and 

• The Transformation Implementation Office (TIO) is being staffed. The Lead Transformation Officer, Frédéric Nickner, has been hired. He began his new role on November 11. The roles of Process Excellence Specialist and Policy Officer in the TIO are currently open for applications until November 22 and December 3, respectively.

The implementation of the Transformation Plan is a monumental undertaking for the University, and one that holds tremendous potential to define our future operations. With ongoing collaboration, we will continue to make significant strides together as the project moves ahead.

I would like to offer a sincere thanks to all members of the Laurentian community who have dedicated countless hours to advancing these projects. They have shown exemplary leadership and have approached problem-solving with a creative and collaborative mindset. Well done!

Regular progress updates will be provided as they become available.

Sylvie Lafontaine

Vice President, Finance & Administration

Laurentian keeping current system while working with its vendor, Ellucian and its partners, to enhance current applications while gradually moving to cloud-based system

Laurentian University’s Enterprise Resource Planning (ERP) project review has concluded with the University choosing to continue with its current vendor, Ellucian Colleague. The ERP is used as the business backbone of the University’s technology infrastructure, housing key data such as financials, student data, employee data and others.

This is an important step for the University’s transformation as it will pave the way for defining team roles and responsibilities and how services are to be delivered.

Review Process

Nearly 1,000 requirements were collected from the Human Resources (HR), Financial Services, Registration Services and Student Affairs (RSSA), and Information Technology (IT) departments, and with Ellucian indicating how these requirements can be met. Functionality, customization and Ellucian partner options were among the many factors considered.

In collaboration with Deloitte, Laurentian evaluated various scenarios for the ERP system, leaning on the market scan insights collected by Deloitte for matters such as fit, costing and deployment.

Review Committee

A team of Subject Matter Experts employees and observers helped Laurentian evaluate ERP demonstrations by Ellucian. These experts were based in groups such as HR, IT, Financial Services, and Student Services. Written responses and scores received on the various demonstrations were tabulated by Deloitte and served to support the recommendations.

Next Steps

The implementation approach over the next 3 to 5 years includes:

• Assigning people to roles, providing training, and documentation of processes

• Ensure accuracy of data and the way in which it is used within the ERP system

• Implementing new features within the ERP system (such as budgeting tools and process automation) 

This approach will be much more efficient than transitioning to a new ERP as the training, financial investment, and transition-time itself would be lengthy and costly. It also enables Laurentian to move to a cloud-based system at a measured pace while minimizing risks and disruptions to current operations.

Next steps:

Laurentian University is currently working with Deloitte to identify resource requirements and costs of implementing the projects identified in the detailed Transformation Plan. This assessment is expected to be completed later in February. 

Laurentian University is proud to be moving forward with the Implementation of the Transformation Plan. 

Detailed plan sets road maps for improving systems, processes, and policies supporting the University’s mission and financial sustainability

Laurentian University is pleased to be moving forward with its operational transformation program following its recent approval by the Laurentian University Board of Governors. The Plan now awaits approval by the Ministry of Colleges and Universities.

“We believe this Transformation Plan, along with the upcoming Strategic Plan, will lay the foundation for a sustainable future where Laurentian University fosters growth and opportunity for all” says Dr. Sheila Embleton, Interim President and Vice-Chancellor. “While there is still a lot of hard work ahead, we emerge confident that we have the right plan for a vibrant future.”

After months of consultation and engagement sessions with faculty, staff and the community, Deloitte, working closely with the University, drafted detailed road maps for the operational transformation of four key areas: Information Technology (IT), Finance, Human Resources (HR) as well as Registrar Services and Student Affairs (RSSA). This Transformation Plan is informed by earlier recommendations from the NOUS Group and the Auditor General’s report on Laurentian University. 

The University would like to acknowledge those who served on the Transformation Consulting Group (TCG) and the more than 120 people who participated (faculty, staff, students, alumni) in engagement sessions over the spring and summer. This plan would not have been possible without their tireless effort throughout this planning process and their continued support will be paramount during the implementation process.

Next steps are already in motion as the Transformation Plan Implementation Office (TPIO) is in the process of building its team, which will be made up of members from each of the four workstreams, along with supporting resources. As required by the University's Plan of Arrangement, the TPIO will be supported by a third-party through Plan Implementation. Deloitte has been retained until October 2024 to fulfill this obligation at a cost not to exceed $972,920. Together, they will be responsible for prioritizing tasks outlined in the plan and overseeing the delivery of each milestone within established timelines. As we progress through implementation we look forward to continuing to work with our labour partners as key stakeholders. 

The University has already begun its review of the current Enterprise Resource Planning (ERP) system which began in September, and will continue through December. Data collected through this process will be used to determine whether it will continue with its current software or seek out an alternative integrated system to best  serve our institution’s needs.

Highlights

The phased, implementation-ready plan addresses four administrative areas of the university: human resources, finance, registration services and student affairs (RSSA), and information technology. Key features include: 

Human resources: Establishing foundational standards, streamlining and stabilizing operations and increasing efficiency. Includes requirements for talent recruitment, and work plans for case management and human resources information (HRIS) systems.  

Finance: Modernizing the finance function with deep integration with the university’s enterprise resource planning (ERP) strategy and enhancing current systems and processes.

RSSA: Clarifying content and services for staff, faculty and students, to support research, teaching, and the graduation of students – including a supportive and intentional approach to student life.

Information technology: Defining roles and responsibilities, driving accountability, and improving decision-making and transparency through technology-related governance and frameworks. Includes implementing a Service Catalogue to capture and communicate service level targets to better set expectations with users around timeframes. 

A website will be developed in the coming weeks which will serve as a hub for all information and communication pertaining to the Transformation Program and its progress, tracking the work being done according to the timeline provided.

As students, faculty, and staff enter a new academic year, Laurentian University is taking the next steps in its operational restructuring this fall, with transformation planning now entering the last stage before implementation.

After much discussion and engagement with the University’s Transformation Consulting Group, campus leaders, and members of the Laurentian community, Deloitte worked with the University to identify, develop and finalize detailed work plans to modernize and improve Laurentian’s service delivery in four key areas: Human Resources, Finance, Registration services and Student Affairs, and Information Technology.

Since the process began last May, over 135 documents were provided to Deloitte and 120 individuals consulted across numerous departments.The discussions were strongly influenced by recommendations from the Nous Operational Review and the Auditor General’s Report. Many sessions were held to review current processes, identify issues, and create a vision for the future state of the University. Deloitte delivered the work stream charters including the prioritization of improvement areas, the functional blueprints, the detailed work plans and the implementation roadmaps to achieve improvement goals. The implementation roadmaps outline key milestones, sequence, timelines, resourcing and responsibilities.

With the detailed planning completed, and implementation roadmaps in place, the University is now looking at the next step of establishing its Transformation Implementation Team in order to hit the ground running once the plan receives its final approvals.

The detailed work plans will be presented to the Laurentian Board of Governors on October 20, for approval and will then be sent to the Ministry of Colleges and Universities for its final approval.

Sheila Embleton 

Deloitte chosen to support operational transformation 

Laurentian University is on the path to growing its reputation and gaining recognition for its important contributions within Canada’s post-secondary education ecosystem, building on the strength of its tricultural identity and bilingual mandate.

As a step towards achieving this goal, Laurentian University has selected Deloitte to support the University’s operational transformation. The selection process for this important work began in November, 2022 and included a public request for proposals. 

Deloitte provides expertise in supporting organizations through transformational restructuring and significant experience working with both public and private entities. 

“We are pleased to be able to make this announcement as it signals an important milestone in the University’s renewal. Choosing the right partner to support the University through this process is key to ensuring a successful transformation,” said Dr. Sheila Embleton, Interim President and Vice-Chancellor of Laurentian University.

The first step of the project will see a detailed Transformation Plan developed through discussion and collaboration with the University’s Transformation Consulting Group, campus leaders, and members of the Laurentian community. The Plan, which is a requirement of the court-approved Amended Plan of Compromise and Arrangement, will consider recommendations provided by Ontario’s Auditor General, the NOUS report, and suggestions generated within the Laurentian community. The Plan will include: overall goals of the transformation, priorities, deliverables, sequencing of projects, a timeline for implementation, and required resources. 

The work to develop the Transformation Plan will begin immediately and is slated to be completed by fall 2023.