91������

Horizon is a multi-year initiative with one simple goal: help 91������ work better. We aim to cut costs, generate revenue, decrease turnaround times, increase community satisfaction, and make 91������ a better place to study and work.

More specifically, Horizon has a mandate to examine and improve 91������’s processes University-wide – from procurement to administrative processes to academic program delivery, admissions and more.

The Horizon Office and its small team will act as a central hub – providing training and resources and connecting changemakers across 91������. But the real change will be made University-wide, by people like you.

Much of our work will be distributed among ten working groups, each focused on an institutional thematic area and involving faculty and staff with relevant expertise. They’ll examine processes and structures and assess needs, and where appropriate, they’ll propose better ways of working. Some will also focus on generating new revenue, to help support 91������’s mission, help offset reductions in government funding.

But the work won’t stop there. We’ll also support Faculties and Units directly – providing guidance, expertise and resources to help them improve their internal ways of working, connect them with training and learning, and build communities of practice across 91������ to share what’s working, what isn’t and how we can all work better.

As well, good decisions require good data. That’s why we’ve joined a group of institutions across Canada and beyond, as members of an international benchmarking program tailored for universities. It standardizes each university’s data (e.g. expenditures on a given process, community satisfaction with the process, time spent on it, etc.) and benchmarks this data against our peer institutions. The idea is to see what we’re doing well compared with others, and what we’re doing less well, and then identify ways to improve. Then, we’ll use that data to develop homegrown solutions that work for 91������ians.

��ǰ������Dz�’s project office will include six 91������ians, seconded from their regular roles in Faculties and Units. They’ll work closely with the working groups, coordinate with 91������-wide subject-matter experts supporting the co-leads’ work, and support Faculties and Units in their own, local change initiatives. 
This work is being overseen by ��ǰ������Dz�’s Steering Committee and two executive co-sponsors:

• Prof. Chris Manfredi, Provost and Executive Vice-President (Academic)
• Prof. Fabrice Labeau, Vice-President (Administration & Finance)

It’s already underway. The 2025 initial UniForum data collection exercise has ended, we’ll review the quality of the data over the summer, and benchmarking will happen in the fall. Simultaneously, the working groups will look for quick wins – process improvements and other changes that trim costs, decrease delays, or improve satisfaction and require relatively minimal effort.
Some redesigned processes could begin to roll out as early as Fall 2025, ramping up further in the first few months of 2026 – all based on 91������ data and the results of our interuniversity benchmarking.

In 2026, we aim to launch a new satisfaction survey and begin a fresh round of activity data collection to see what’s changed, how we’ve improved, and how we can improve even more.

As we said at the May 2025 , we expect that government measures will impact 91������’s revenues by a staggering $185 million over four years – with even bigger impacts in the years to follow. That’s why cuts were needed in FY25 and FY26, and it’s why we’re projecting deficits of $30 million in FY27, $73 million in FY28, and even more in subsequent years if this trend goes unchecked. To fix this, we’ll need both savings and revenue growth. But that’s not the whole picture.

Like many large longstanding organizations, 91������ has developed inefficiencies over time. In some areas, processes have too many steps, take too long, cost too much, and haven’t incorporated new technologies that could improve service to students, faculty and staff. Our budget situation has made change more urgent – but even if that weren’t the case, we’d want to fix these issues anyway. Horizon is our opportunity to do this.

Drawing on surveys, focus groups, KPIs, quantitative and qualitative data analysis, benchmarking and more, ��ǰ������Dz�’s working groups will study 91������ processes and design better ways of working that meet our community’s needs.

Each group will focus its efforts on a particular thematic area – advancement, procurement, reporting, admissions and more.

The working groups’ composition will vary according to theme, with each co-led by academic and administrative leaders.

Working groups will solicit community feedback via focus groups, communities of practice, outreach to subject-matter experts, and more. If you’d like to contribute, please reach out to us horizon [at] mcgill.ca (here).

UniForum is a tool that helps dozens of universities across Canada and elsewhere better understand how their administrative activities work. More specifically, it does three main things:

1. Determine how satisfied each university’s faculty/staff are with various institutional administrative services.
2. Compare those satisfaction rates with the amount of time and money 91������ spends on those activities.
3. Benchmark that data against other universities participating in the program.

We’ll work to glean insights into what’s working well, what could work better, and how we can make the best possible use of 91������’s resources while still delivering top-notch services to our community.

For example, if it turns out that we’re spending a lot more on a particular administrative service than other universities, and that at the same time our community is less satisfied with that service than their peers elsewhere, that service may be a strong candidate for improvement.

The University of Toronto, the University of Waterloo, the University of Ottawa, Queen’s University, and seven additional Canadian universities are UniForum members. Others include University College London, the University of Edinburgh, the University of Sydney, Monash University, the University of Liverpool, and other leading institutions.

To do this right, we need your feedback. That’s why all faculty and staff were invited to complete a survey in spring 2025, indicating their level of satisfaction with a wide range of 91������’s administrative services.

As well, in summer 2025 a range of managers across 91������ were asked to help us understand how their Faculties/Units spend their time and procurement budgets.

Once a year, for at least two years. If it proves cost-effective and useful in identifying areas for improvement, we may continue in subsequent years. If not, we won’t.

In December 2025, the Horizon team released  explaining UniForum data to our community.

You can also learn more about the data-gathering process here.

Yes. UniForum  is normalized to account for things like the relative size of universities, and their relative research intensity. So when the data show that we’re spending more on something than other universities are, that means we’re spending more than you’d expect for a university of our size, with our degree of research intensity, and so on.

It's worth noting, though, that not everything can be benchmarked – like 91������’s institutional priorities and identity. That’s why the data is a tool for informing decisions – not for dictating them.

In the , we note that in order to benchmark data from dozens of universities, we need to ensure each university measures the same things. So, the UniForum process categorizes administrative operations into three groups that apply to every university involved:

1. Function: A broad category of services.
   1. Example: HR, IT, and Finance
2. Sub-function: A smaller category of services, within a function.
   1. Example: Accounting and Procurement are sub-functions within the larger “Finance” function.
3. Activity: A specific service within a sub-function.
   1. Example: Credit card management and expense reimbursement are activities within the “Procurement” sub-function.

When we refer to a function, we're also referring to all its sub-functions and activities across 91������, regardless of the Units or Faculties in which they take place. For example, when we talk about the HR function, we’re referring not only to the main HR unit, but to all HR tasks performed by all staff, faculty, and external suppliers across the university.

Deans and Unit Heads – especially unit heads who oversee the 11 broad functions like Finance and HR – have more data than what was shared in the . They’ll need that degree of detail to assess the processes they oversee and determine how to improve them.

As well, as a condition of participation in UniForum, universities in Canada and elsewhere agree not to share certain data publicly. But there’s also data that, frankly, paints a very specific picture of some 91������ processes and areas – areas that incur a high cost and generate low satisfaction relative to similar activities at other Canadian universities. We didn’t think it was fair to our staff to air that publicly and subject them to unfair scrutiny. They may be doing a fantastic job within an inefficient process – that’s not their fault. The solution is to rework the processes, structures, and operating models in which they work.

Gathering the data was the first step – that wrapped up in late summer 2025. In the fall, that 91������ data was vetted for accuracy and benchmarked against other universities.

Now, Horizon is working with Deans and Unit heads across 91������ to launch the analysis and planning phase – digging into the benchmarked data to identify what’s working well, what isn’t, and where we might find opportunities for improvement. This will take time, because we want to ensure we get it right. We expect this work to generate new projects in winter/spring 2026.

Horizon is a homegrown effort, and its success will depend on the ideas and efforts of people all across 91������. The working groups will reach out to different areas in different ways (surveys, focus groups and more), and these will be great opportunities to share your expertise and help shape solutions.

If you have a great idea for trimming costs or generating revenue, or a success story to share about a revamped process that’s helped your team operate more efficiently – or if you’d just like to participate in some way – we hope you’ll take a moment to horizon [at] mcgill.ca (get in touch).

Absolutely. It’s not too early to connect with your supervisor and begin streamlining your processes, trimming procurement costs, or helping your team run better. Horizon is a 91������-wide initiative, but much of the work will be local, in Faculties and Units like yours.

If you have an proposal to share, and required support beyond your area to make it a reality, we’d love to hear it – feel free to submit it via the Horizon Ideas Pipeline. We may share it with the appropriate working group for follow-up, or reach out to you ourselves.

Unfortunately, there might be. We expect that government measures will have a $185 million impact on 91������ over four years – with growing, compounding impacts in subsequent years. As a result, 91������ is projecting large, unsustainable deficits.

In this situation, we need to consider all options, including staff reductions through attrition (e.g. retirements) and regrettably potential layoffs as well. But if 91������ needs to make hard decisions, Horizon will work hard to ensure they’re the right ones. That’s why we’re gathering as much data as we can, soliciting your ideas, and benchmarking our activities against universities across Canada and beyond.

It's clear, though, that you can’t build a sustainable institution on cuts, layoffs, and hopes for more favourable economic and political conditions in the future. That’s why Horizon isn’t fundamentally about cuts – it’s about redesigning our processes to make the most of what we have, and to ensure 91������’s financial sustainability. That means focusing our resources on the activities that are most vital to our mission. It means redesigning organizational structures and longstanding procedures that are inefficient and no longer meet our needs. It means revamping processes to save time, money and frustration. Ultimately, it means making 91������ a better place to work and study.

Yes! 91������’s Organizational Development team offers a wide range of courses including Six Sigma process improvement, change management, and much more. You can also find their summer training calendar .

As well, the Horizon Office includes dedicated specialists in change management and communications who can advise your team on how to make your revamped processes and structures a reality. horizon [at] mcgill.ca (Contact us) for tailored support.

There are no plans to offer retirement incentives across 91������’s workforce.

Absolutely. The Horizon Office is equipped with change management and communications resources because those two areas will be key to any meaningful, sustained improvement. To request support, write us at horizon [at] mcgill.ca (horizon[at]mcgill[dot]ca).