FAQ

The Plan provides for the distribution to creditors of up to $53.5 million (with a minimum requirement of $45.5 million) from the sale of real estate currently owned by Laurentian to the Province of Ontario. The Plan allows Laurentian to emerge from the CCAA proceeding and continue to offer quality post-secondary education in Northern Ontario for the benefit of its students, employees, partners and the community at large.

An important part of the CCAA process was the involvement of an independent, third-party advisor. One of the advisor’s roles was to undertake a comprehensive governance and operational review of the University. The Operational and Governance reviews will help to ensure we have the technologies, processes, and people to do our jobs in the best way possible.

This will strengthen the University’s governance and operational process, addressing previous missteps and leveraging lessons learned.

The academic restructuring included the following:

• 58 undergraduate programs were closed; 106 remained active
• 34 English-language programs were closed; 73 remained active
• 24 French-language programs were closed; 33 remained active
• 11 graduate programs were closed; 33 remained active

A full list is available here.

Re-allocation of our financial resources means we can provide programs and courses that better align with what our students want to study.

Programming is constantly evolving and one such example was the recent launch of the Masters of Health Administration in a partnership between the graduate Nursing and Master of Business Administration programs.

Students have always been our top priority. Laurentian has put in place additional support for all students, ensuring that their best interests and their well-being are prioritized as we move forward. Student needs have shaped the remodeling of the programs and will continue to guide decisions moving forward.

While the restructuring will ensure Laurentian’s future operations, there were reductions to faculty and staff, which have been difficult for those directly impacted and for the entire LU community. But as we progress along our journey of transformation, we are deeply committed to faculty and staff renewal, doing so in a smart, strategic and sustainable way. Earlier in 2023, funding for 10 new tenure track faculty members was approved, sending a clear signal of the University’s intent to enrich its academic offerings and strengthen its research capacity.

As a graduate, it is important to talk about the desire for a strong future for Laurentian University, by speaking to your experience as a student and the impact your education has had on your life and your career. We want the same for current and future students and welcome your support for our community as we go forward.

We are fortunate to be part of a strong and resilient community that believes the actions we’re taking today will ensure the long-term sustainability of the university. Our donors are an integral component of our students’ future success. We would welcome the opportunity to discuss any concerns you might have about what your potential gift will mean to them.

Laurentian’s commitment to the Francophone community is a leading part of the University’s culture and mission. Laurentian emphasizes and values Francophone programming, learning, and teaching – principles that are part of the fabric of who we are as an academic community. Laurentian is committed to ensuring the programs it continues to offer represent what Francophone leaders of tomorrow are seeking.

Laurentian University is a microcosm of Canada: we are northern; we are bilingual; we are committed to reconciliation. We remain deeply committed to Indigenous students and communities. They are critical as we continue to press forward toward a renewed Laurentian University – one where the identity and values that have shaped our successful institution are reinforced and celebrated.

In partnership with the Laurentian University Native Education Council (LUNEC), Laurentian is working to enhance and expand its offerings in this area to develop a new Indigenous Program. Being a bilingual university in a tricultural environment is something we cherish – and will fight to preserve.

Transforming Laurentian for a strong future is a marathon, not a sprint. We’re confident in the positive application numbers we’ve seen so far in 2023. They reinforce that our efforts are driving meaningful progress. Our community’s desire to get this rebuild right will lead to a stronger, more resilient and financially sustainable Laurentian.

For more than 60 years, Laurentian has been at the crossroads of culture, industry, art, science, and politics, growing from a humble and small institution to become Northern Ontario’s foremost university.

Our vision for the future is to continue our legacy as a university focused on the needs of the North and the communities we serve – and for Laurentian to be a nimble space for critical thinking and innovation, where students can reach their full potential, and faculty can push the boundaries of knowledge.

The current transformation of the University, when successfully completed, will offer both an opportunity and a springboard for Laurentian to rise in such rankings. However, we measure success using key metrics that are important to students and their families, things such as the rate of graduate employment in a related field, or the average employment income after graduation – two areas where we are among the best in class.

This milestone has allowed Laurentian to continue to work with its stakeholders to rebuild from a solid financial foundation. The university has begun the process of developing the next strategic plan and implementing recommendations relevant to operations and governance, all while actively consulting with stakeholders including students and parents, faculty members, staff, labour partners, retired academics, alumni, donors, First Nations, Métis, Inuit, Francophones, government partners, the Greater Sudbury community, and many more.

Laurentian University’s Board of Governors has approved $8.4 million in spending on deferred maintenance for 2023-2024, as part of a five-year plan (ending in 2028) calling for an additional $7.6M in annual spending for deferred maintenance projects. The approved maintenance will be funded jointly by the Ministry of Colleges & Universities’ Facilities Renewal Program and the University’s operating fund. These investments in the future of the University are key to the renewal and long-term viability of the campus infrastructure.

In late 2022, the University was proud to announce the nomination of two accomplished administrators with impeccable academic credentials – Dr. Sheila Embleton and Dr. Brenda Bouwer – as Interim President and Provost, respectively. Concurrent with their arrival to lead the next phase of Laurentian’s transformation, the search process for their permanent replacements is underway, one that is guided by a rigorous and transparent framework involving both internal and external stakeholder groups.

Board renewal is a critical component of our commitment to sound governance and in restoring confidence and trust that the university is on the right path forward. Led by Board Chair Jeff Bangs, it welcomed four new members with the recent appointments of Aaron Barry, André Guay, Angela Recollet, and Laura Kurkimaki to three-year terms.

There is a strong desire to re-open the pool considering its importance to the University and to the broader Sudbury community. However, significant investment is required to perform a series of tests on the pool to assess the extent of the repair work to be done. This testing process, funded by the University, has begun but does not yet have an estimated completion date. This is an important step towards understanding the required financial investment involved. It remains unlikely however that the University will be able on its own to bear the costs associated with the operations of the pool and will need to seek external investment.