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Overview of Queen’s University: Academic Excellence and IT Innovations

Established in 1841, Queen’s University has a diverse community of 15,717 full-time students supported by 991 academic and 2,201 other staff. With a global alumni network of over 123,000 in 150 countries and operating expenses of $252.5 million, the university excels in research, garnering $133.1 million in funding. Queen’s offers a range of faculties including Arts, Applied Science, Business, Education, Health Sciences, Law, and more. The IT structure emphasizes distributed support while addressing key challenges in security and infrastructure development for future growth.

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Overview of Queen’s University: Academic Excellence and IT Innovations

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  1. Overview of Queen’s • Established 1841 • Number of Full-Time Students = 15,717 • Academic Staff = 991 • Other Staff = 2,201 • Alumni 123,142 in 150 countries • Operating Expenses $252.5 million • Research Funding = $133.1 million • Market Value of Endowments = $429.5 m

  2. Queen’s Academic Units • Faculty of Arts and Science • Faculty of Applied Science • School of Business • Faculty of Education • Faculty of Health Science (including Medicine, Nursing and Rehab) • Faculty of Law • School of Graduate Studies and Research • Queen’s Theological College (affiliate)

  3. IT Structure • Distributed support environment • Central responsibility for core infrastructure and services • Distributed support within many faculties and departments • Evolved to include some infrastructure • Pendulum swinging back to having ITServices be the provider

  4. ITServices Responsibilities • Central Organization Reports to VP (Operations and Finance) • Approximately 100 FT staff, 50 PT staff • IT Support Centre (phone, walk-in, on-site) • Learning Technology Unit • Video Multimedia and Audio Visual Services • Central Servers and Operations • Networking and Telecom • Campus Sales and Service (hardware and software) • Administration • Education and Communications • University Information Systems

  5. Top Three Challenges over next 1-3 Years • Security • Enterprise Infrastructure Development • Administrative Information Systems

  6. Impact of Double Cohort and Lessons Learned • Impact = Negligible • Lessons Learned? • Focus on the important • Saying No to preserve core?

  7. “Finding the Balance” Keeping the Trains Running: • Some unavoidable, especially security But, to Ensure Strategic Development: • Recognize true cost of human resources • Introduce self service techniques, reevaluate processes • Push operational to lowest skilled (cost) resources possible. • Guard freed resources for strategic development • Use capital $ to offset HR costs (e.g. Include implementation or support on new projects) • Use of IT service management practices • Say No! where possible • Share!

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