Transforming back-office operations for a leading mental health institution

The opportunity was to transform CAMH’s back-office operations by implementing a unified ERP platform that would streamline processes, improve data confidence, and enable more efficient, coordinated operations across the organization. CAMH had selected Oracle ERP as its platform of choice.

CAMH then engaged KPMG Canada to deliver the new ERP, who helped in rebranding it to “Project HIVE” to give the organization their own unique voice, with staff even being engaged in naming and owning HIVE.   Through a “One Team” model, HIVE brought together over 100 participants across multiple workstreams to drive alignment across functional, data and technical domains.

Overall, this was a true transformation project. The implementation approach focused on co-design of new functional operating models, process standardization, data integration, and enabling greater visibility across operations, while maintaining continuity of care throughout delivery.  The ERP platform was central to the transformation, integrating finance, payroll, human resources, supply chain and workforce management into a more connected operating environment.

A cornerstone of Project HIVE was the transformation of workforce management, including the move from decentralized scheduling practices to a centralized operating model. CAMH established a Centralized Scheduling Office (CSSO), redefining how workforce scheduling is governed and executed across the organization. This model introduced standardized processes, clearer accountability, and improved coordination across clinical and administrative areas. The centralized approach is supported by integrated ERP capabilities, enabling greater visibility into staffing, improved compliance with complex workforce rules, and more efficient allocation of resources.

Change management was embedded from the outset of the program and treated as a core component of delivery, not a parallel activity. Project HIVE embedded a structured approach to change from early planning through go-live and hypercare, ensuring stakeholders remained engaged, informed, and prepared throughout. Change management activities included early stakeholder alignment, targeted communications, and role-based training designed to reflect real operational scenarios. Training and engagement were continuous, ensuring that end users understood not just how to use the system, but how processes were changing.

Change management attention was also embedded in the project team activities, with deliberate focus on building camaraderie through team socials, potlucks and milestone celebrations to show gratitude for the joint efforts of everyone working together.

Every project of this nature has its ups and downs, and this one was no different. A key lesson learned through the implementation was the importance of data quality going into the migration activities. Some challenges in source data quality were identified during the testing phase which was at risk of delaying the cutover given intensive rework required right before go-live. Fortunately, the trust established earlier on between the CAMH, KPMG and Oracle team members allowed them to be highly solution oriented, jumping in where needed to ensure a successful and on-time go-live together.

CAMH now benefits from more streamlined and connected back-office operations that support greater efficiency and responsiveness. Payroll processing that previously took several days in each cycle is now being completed in a few hours. Month-end close processes are more streamlined. Staff scheduling visibility has improved, allowing for better-informed staffing decisions and positioning CAMH for ongoing workforce optimization. Although it’s early days after the go-live, it’s clear that the workflow automation and the added visibility of data across functions are already helping to streamline operations.

With Project HIVE now live, CAMH has established a scalable digital foundation to support ongoing transformation, enhance operational performance, and strengthen delivery of high-quality mental health care.