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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
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
  • Share!
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