Overview of queen s
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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. Queen’s Academic Units.

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Overview of Queen’s

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Overview of queen s

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


Queen s academic units

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)


It structure

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


Itservices responsibilities

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


Top three challenges over next 1 3 years

Top Three Challenges over next 1-3 Years

  • Security

  • Enterprise Infrastructure Development

  • Administrative Information Systems


Impact of double cohort and lessons learned

Impact of Double Cohort and Lessons Learned

  • Impact = Negligible

  • Lessons Learned?

    • Focus on the important

    • Saying No to preserve core?


Finding the balance

“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

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