Information Technology Services

1. Information Technology Services QUT.COM The story of a university’s journey of discovery, to understand its future in the e-world.

2. QUT.COM “The e-revolution has wrought radical change in the way in which we do our business as a university in teaching, research and services to students and staff.” Professor Dennis Gibson QUT Vice-Chancellor

3. QUT.COM Being virtual in the real world QUT has adopted a hybrid business model which builds on new strengths in flexible teaching and learning delivery and electronic infrastructure, into traditional strengths in campus bricks and mortar and industry partnerships.

4. QUT.COM Background Queensland University of Technology (QUT) has over 30,000 students and 5,000 staff spread over 3 campuses. To meet student expectations within budget pressures, QUT has exploited technology through the nineties and automated administrative processes where possible.

5. QUT.COM Background cont. Internet technologies have enabled an advanced portfolio of additional electronic student services badged as QUT Virtual. QUT has applied an industry model for e-business strategy developed for QUT’s specific situation. This strategy will help to broaden and embed the power of the virtual university within the core processes of a traditional bricks and mortar university.

6. QUT.COM Staff from across QUT have been involved: senior general and academic management, marketing, teaching and learning support, Library, information technology, student administration, and human resources to name a few key players. Seven key outcomes will be examined…

7. QUT.COM 1. New marketing strategy and international deployment 2. Student services deployment and personal portfolio strategy 3. Learnings about project and e-business change management

8. QUT.COM 5. Flexible teaching and learning delivery implementation and operation 4. Leadership development and refined governance arrangements 6. Integration of back and front office university business systems

9. QUT.COM 7. Rollout of reliable IT infrastructure and IT support service culture Relevance to other institutions?

10. QUT.COM Anyone grappling with what e-business means to their university could benefit from QUT’s experiences. Traditional bricks and mortar universities with a strong technology bias and recent emphasis on flexible internet enabled delivery will benefit most.

11. QUT.COM • New marketing and international • deployment strategy “With 38% of school leavers and 45% of mature age potential students currently using websites to research university information in our local market, as well as a significant percentage of international students, we recognise the increasing importance of the Web as a marketing communication tool.” Peter Hinton – Director Corporate Communication

12. QUT.COM Web Marketing Communication Policy QUT is currently using the web to attract new students including registering the domain name qut.com. In a first for an Australian university, "qut.com“ is now an alternative for "qut.edu.au" to increase ease of student contact and recruitment processes. Other marketing initiatives include QUT Virtual, Course Finder (assists prospective students to find courses that suit), and Future Finder (a portal Web site with a Link to QUT).

13. QUT.COM The move to have an alternative Web address unsettled some who felt the move to a hybrid organisation devalued the educational aspect of the university. Questions asked include… Does dropping "edu" signal to prospective students that we have lost interest in education, and only want their money?  Are we an educational institution or a commercial organisation, primarily?

14. QUT.COM Will we still be able to apply for research grants and portray ourselves as a credible educational institution? Will dropping "au" help overseas students confuse us with big brother American organisations? Is the change of address a call to commerce with a hidden request for us to cling to the corporate coat tails? 

15. QUT.COM So why are we using qut.com? Through the introduction of the parallel qut.com URL, QUT is striving for simplicity. QUT secured a name that meant any person, anywhere in the world, regardless of their knowledge about the use of the URL extensions .edu, .ac, .au, could find information about the university. Our aim has only ever been to give the greatest number of people the easiest possible access to the University in the multi-channel online environment.

16. QUT.COM QUT has developed a specific Web Marketing Communication Policy. It has two key aims…  1. Redevelop the QUT website to ensure it is client-focused, provides easy access to relevant, accurate and well-presented information, and conveys an image consistent with the University's corporate identity and positioning, 2. Identify opportunities and make recommendations for further development of the site to provide integrated e-business solutions for prospective students.

17. QUT.COM As well as promoting the university to prospective students, QUT sees the QUT Website as adding value to its students and staff by: • personalising the information-seeking experience • mirror the ‘real’ QUT experience • communicate trust • offer fulfillment

18. QUT.COM 2. Student Services Deployment and Personal Portfolio Strategy We at QUT believe access to information and communications technologies is a student right. To achieve this a number of strategies and associated services are in place. These include: QUT Virtual – intranet services On-line Teaching System – web access to teaching materials

19. QUT.COM Laptop Access Service – plug and play facilities SNAP – Student Laptop leasing program Course Finder – allows prospective ans current students to seek a course that matches their chosen profession 24 hour computer lab access on campus Internal Access and Qdial – Student Dial-in service

20. QUT.COM Personal Portfolio Strategy QUT is taking an e-business approach to developing lifelong relationships with students by developing a personal, dynamic tool that students can take with them, or continue to access, once they have graduated – effectively an electronic portfolio. What makes this possible is the convergence of a number of critical factors in 2000 including…

21. QUT.COM Personal Portfolio Strategy • the existence of a ubiquitous intranet • the existence of personal profiles on • this intranet • the strong interest in capability • profiling with reference to vocational • and generic skills

22. QUT.COM 3. Learnings about project and e-business change management

23. QUT.COM 4. Leadership development and refined governance arrangements IT Governance Committee IT Consultative Committee

24. QUT.COM 5. Flexible teaching and learning delivery implementation and operation

25. QUT.COM 6. Integration of back and front office university business systems To ensure a strong e-business strategy QUT is using effective software including Constella Hub to closely integrate its corporate information. QUTs corporate information is shared amongst a large number of corporate systems. The interactions between the major systems are shown as follows.

26. QUT.COM

27. QUT.COM 7. Rollout of reliable IT infrastructure and IT support service culture Rollout of reliable IT infrastructure Operation Handshake

28. QUT.COM IT support service culture To ensure QUT supports the University’s commitment to its IT investment the University has focused on a number of key issues. These include Partnerships & networks Communication

29. QUT.COM Partnerships & networks Communication Accountability Responsive to client input, needs and feedback Continuous Improvement through Service Quality Teams

30. QUT.COM – Year 2000 QUT is moving with a coordinated approach to adopt a hybrid business model to ensure it meets student expectations within the budget pressures of the education sector. The key challenge remains to broaden and embed the power of the virtual university within the core processes of a traditional bricks and mortar university.