A Message from the CIO
As Queen’s advances on its vision, mission and values to make a tangible difference in the lives of others, I could not be more excited to explore the ways in which digital technologies can be used to address old problems and facilitate new opportunities. Times of challenge also bring rich opportunities, and with our deeply talented workforce and ever-growing culture of collaboration, I am confident that together we can build a brighter future and make a lasting impact.
- Marie-Claude Arguin, Chief Information Officer and Associate Vice-Principal (Information Technology Services)
Our Mission
To strengthen student success and research impact through enabling information and technology services.
Our Vision
A Queen's community that is empowered and enriched by evolving digital technologies, and experiences first-rate service.
Our Values
- We are professional, curious, forward-looking, and open to new ways of working.
- We are responsive and transparent to the community, and demonstrate awareness of their business needs.
- We exercise leadership at all levels and build strong stakeholder relationships.
- We collaborate effectively with people of diverse perspectives and experiences, and create safe space in which to share ideas.
- We adopt an informed and risk-aware approach to timely decision-making.
- We continuously invest in ourselves to grow competences.
Design Principles
- Student experience comes first.
- Institutional outcomes before technology.
- One identity.
- Enter data once.
- Intuitive, accessible, and secure.
- Self-service and automation.
- Fiscally responsible.
The Road Ahead
IT Services' 2020-2023 Digital Roadmap (PDF, 8MB) provides direction to strengthen student success and research impact through enabling information and technology services at Queen's. We encourage you to check out the full publication (PDF, 8MB) to learn about the projects that IT Services' has planned over the next three years.
The roadmap includes six enablers that build the foundation for digitalisation at Queen's:
The benefits of an institutional CRM are to:
- Bring growth in areas such as recruitment, research funding, donations, registrations for life-long learning, and commercialisation opportunities;
- Create efficiencies such as shortening time-to-degree for graduate students, reducing manual processes, and trimming time needed to consolidate and manipulate data;
- Enhance the student/constituent experience, improve targeted personalised communications, and bolster interaction between constituents;
- Strengthen our brand with modernised and better-synchronized interactions; and
- Mitigate risks by improving data quality in support of data-driven decisions.
A decision support program will provide secure, governed and well-described access to Queen’s data by pulling from multiple sources and systems:
- A data and analytics platform is already built within our Azure Cloud environment, and we have deployed a campus-wide reporting solution (MS Power BI) to facilitate the easy creation of visual reports and drive informed decision-making. A Queen’s data store, as well as API channel capability, are coming soon.
- A data governance framework will enable information-based decisionmaking, provide common approaches to resolving data issues, build standards and repeatable processes, increase effectiveness and transparency, and reduce operational friction.
- Improved data quality will be achieved by reducing the use of shadow systems across Queen’s and by enhancing the usability and access features of our Peoplesoft HR environment, as well as by deploying templates and guides for more accurate data entry.
- A multi-year data literacy and proficiency program will enhance users’ ability to leverage tools and interpret data.
- Improve the student learning experience through the increased availability of remotely accessible computing platforms;
- Accelerate research by providing access to cutting-edge artificial intelligence (AI) and machine learning (ML) platforms that provide capacity on demand;
- Increase work velocity through streamlined technology, processes, and agile approaches;
- Increase cost transparency with comprehensive billing and accounting capabilities;
- Reduce technology barriers to focus on achieving academic and research excellence; and
- Improve service availability, reliability and performance using managed services that are capable of massive scale and financially-backed service guarantees.
- Architecting a modular and quickly scalable network that’s supportive of externally-hosted University applications and responsive to unprecedented growth in access points;
- Replacing legacy campus network infrastructure to deliver reliable, agile and high-performing solutions in support of hybrid cloud IT architectures;
- Transforming network operational readiness from “best effort” to a service-driven, intent-based, software-defined network; and
- Developing cost optimisation and investment strategies to deliver new on-demand consumption models, seeking to meet business requirements within a flat network budget.
- Increase end user satisfaction and productivity: provide a one-stop-shop for all Queen’s services and information, granting faster access;
- Automate processes and enable functional excellence: reducing wait time for customer requests, optimising use of resources;
- Manage service workloads: allowing services to be measured, managed and optimised, identifying opportunities for streamlining; and
- Break down silos: departments work together, streamlining service processes across departments to reduce a customer’s touchpoint or handoff.
- Protect the digital information environment
- Detect events and maintain situational awareness
- Respond to incidents promptly
- Recover from incidents efficiently and effectively
- Adapt to changing threat landscape
- Conduct sustainable and secure operations
- Foster a security-aware and informed community
IT Services Operating Plan
The IT Services Operating Plan focuses primarily on what will occur during the current fiscal year. Its purpose is to provide high-level direction to all IT Services staff members on activity prioritization and expectations for 2024-25 while maintaining a three-year planning horizon. The Operating Plan also functions as an external communications means.
IT Services Operating PlanIT Services Business Intake Resource Planning SOP
The IT Services Business Intake Initiative (PDF, 2.08MB) and Resource Planning process documented in this standard operating procedure (SOP) enable IT Services to act on the emerging business needs of Queen's faculties, departments, and shared services in a standard, transparent, and effective manner.
View the SOP (PDF, 2.08MB)Our Drivers
Relying on our core values and reminding ourselves of our true mission has allowed us to successfully overcome this past unique and challenging year. This is a testament of how strong and relevant those foundational organisational elements are to IT Services. Our drivers are the core ambitions which allow us to advance towards our vision.
Student Experience
Queen’s students’ lives are enriched and deepened by their learning journey, by experiencing an extraordinary sense of community, and by a desire for a better humanity, while also growing the knowledge, professional skills and digital literacy for the workplace.
To be achieved through:
- Timely insight though integrated analytical data into their progression and pathways;
- Easy-to-use and seamless integration of learning tools and campus life resources;
- Student-centric service design and delivery across the institution with self-service, on-demand, and customised services and resources for different personas’ needs;
- Mobility and equity: anywhere, anytime, any resource, any device and any accessibility need met;
- connected, participative, and informed through meaningful personalised notifications, customizable feeds and integrated web presence, contributing to a happy, healthy, home experience whether on campus or online; and,
- outcome-driven adoption of teaching technologies with first-rate support for faculty.
Queen’s researchers are empowered to pursue opportunities and to conduct impactful research through digital support services closely connected with research success.
To be achieved through:
- Enhancing and integrating faculty, graduate and post-doctoral supports across the institution with a research-centric view;
- Facilitating access to world-class computing services that advance research outcomes, collaborations, and impacts;
- Facilitating interdisciplinary collaborations;
- Promoting research at Queen’s; and,
- Creating a dynamic environment for all researchers.
Queen’s fully capitalises on its opportunities.
To be achieved through:
- Reinforcing enrolment strategies through data-driven decisionmaking; through building quality, well-managed constituent relationships, and through presenting a modern web presence;
- Assisting advancement efforts with high quality data on all Queen’s constituents’ engagements across the institution and throughout their lifetimes;
- Enabling the expansion of on-campus, remote, online and hybrid delivery of exceptional teaching and learning experiences for credit and non-credit courses, including revenue administration automation and efficiency; and,
- Supporting reporting to funding organisations through automation of performance metrics.
Optimising and transformative measures continuously support a culture of high performance across all levels of the University.
To be achieved through:
- Fostering equity, diversity, inclusion, indigeneity and accessibility by design through the thoughtful implementation of digital resources;
- Active community engagement that recognises the University as a human institution that exists for a planetary good;
- Including digital literacy and profiency planning and activities throughout our digital journey;
- Facilitating informed decision-making through the development of business intelligence capabilities, including data governance, data literacy, data integration, data analytics and AI;
- Continuous improvement through the ongoing evaluation of betterment opportunities, through process re-engineering, and by seeking synergies across Queen’s;
- Modernising service delivery to respond to the journey toward a pervasive digital curriculum.
- Supporting reporting to funding organisations through automation of performance metrics.
Queen’s has achieved a dynamic state of continuous evolution within its digital environment, seamlessly adapting to change and encouraging its community members to pursue opportunities.
To be achieved through:
- Continuously evolving the digital environment to fulfill the University’s aspirations as they emerge:
- Modernised core capabilities and robust infrastructure set the foundation for Queen’s digitalization journey;
- People are skilled, connected across communities, united around a common understanding of Queen’s values, vision and goals; and
- Adaptive governance is in place to allow for rapid innovation while maximizing value for the institution.
- Mitigating cyber risks by cultivating risk-informed communities, maturing cybersecurity practices, ensuring regulatory security compliance, practicing responsible asset management, and enhancing continuity planning.
Our Team
To download our full organizational chart, please use the following link: IT Services Organizational Chart (PDF, 196.9 KB)
Our Directorates
IT Services is comprised of four directorates all working together to achieve our common goals. The organizational chart above outlines each directorate. The containers to the right describe each directorate's function within the unit.
The Office of the CIO includes our Executive Assistant, our Data Strategy and Governance Director, our Senior Strategic Engagement Advisor, and our Information Security Office.
Strategy and Partnerships is responsible for aligning IT Services’ direction and functional operations to Queen’s objectives and strategy, and maximising the return on Queen’s investments in IT solutions against institutional expectations for value.
Service Delivery and Innovation is responsible for the design, build, test and transition of new services and solutions into production including program/project management and solution, data and technology engineering. They are also responsible for ongoing management, maintenance and support of services, solutions and technology assets, and transitioning new ones into production.
Operational Oversight is responsible for overseeing and communicating the quality and value of the catalogue of IT services, ensuring strong vendor relations and financial, human capital and IT asset management.
Our Engagement Groups
Below is a list of the approved committees, planning groups, and other special engagement groups that IT Services staff take part in.
| Group | Group Mandate/Purpose |
|---|---|
| CUCCIO (Canadian University Council of CIOs) | Through CUCCIO, members will advance best practices, share information, explore new ideas, and celebrate accomplishments. They will Collaborate with colleagues to achieve shared objectives. |
| OUCCIO (Ontario University Council of CIOs) | OUCCIO aims to enhance its members' ability to strategically and effectively lead information technology support for Ontario Universities. It is a member-run organization that provides a provincial voice on information technology use supporting teaching, learning, administration and research leading to the achievement of the mission of Ontario Universities. |
| CANARIE Summit (Canadian Network for the Advancement of Research Industry and Education) | CANARIE and its twelve provincial and territorial partners form Canada's National Research and Education Network. CANARIE strengthens Canadian leadership in science and technology by delivering digital infrastructure that supports world-class research and innovation. |
| ORION | Orion is a not-for-profit organization supporting Ontario's progress with essential digital infrastructure. |
| Group | Group Mandate/Purpose |
|---|---|
| Queen's Digital Planning Committee (QDPC) | This group aims to establish a digital planning framework that will enable the development of a digital strategy for Queen's. |
| Cybersecurity Advisory Committee (CSAC) | The committee's purpose is to advise, monitor, assist, support, and advocate for the information security program. The group serves as the communication channel for departments' and faculties' strategic and operational direction. |
| Enterprise Information Technology Advisory Committee (EITAC) | The committee advises on direction, planning, priorities, and investment for the University's enterprise-level IT services for communication, collaboration, and information management. |
| Risk Management Steering Committee | A multidisciplinary team that takes an enterprise view of the risks facing the university and assists the Executive Director, Risk and Safety Services in the identification and ranking of risks and development of risk reporting for senior management and the Board of Trustees. |
| Provost's Teaching and Learning Advisory Committee (PTLAC) | TBD |
| Interfaculty Collaboration, Communication, and Coordination Committee | TBD |
| Resources for Research at Queen's (R4R@Q) | The purpose of this committee is to promote research and support services offered at Queen's. |
| Centre for Advanced Computing (CAC) Strategic Advisory Committee | This committee acts in an advisory capacity and makes recommendations on the strategic plan for the CAC, and its direction to the Vice-Principal (Research). |
| Queen's Research Data Centre (QRDC) Advisory Committee | TBD |
| Records Management Committee | TBD |
| Arts and Science ITAdmin Rep Meetings | To inform the Faculty of Arts and Science's ITAdmin reps about upcoming changes, maintenance, outages, or information. |
| Data Platform User Community | This committee discusses issues relevant to the data platform project (gather requirements, ensure early feedback from key users is integrated into the development of the platform). |
| Accessibility Framework - Information and Communications Working Group | This committee supports the Accessibility Framework by making and reviewing the status of recommendations to improve accessibility at Queen's and to take on small projects. |
| Card Payment Processing Steering Committee (CPPWG - PCI) | This committee provides direction and support to the Card Payment Processing Working Group in their role to provide a core level of service and support to merchants to facilitate the processing of debit and credit card transactions. |
| PeopleSoft User Right Steering Committee | This committee reports the progress of the PeopleSoft User Access Right Working Group. |
| Teaching Space Planning Working Group | This committee addresses the ongoing refresh of the classrooms budget and planning with the Provost's allocated spending. |
| Classroom Renewal Committee | This committee reviews the outcomes of recommendations from Teaching Space Planning Working Group. |
| Teaching and Learning Space Planning Committee | This committee determines the principles and procedures that direct planning and decision-making with respect to teaching and learning space on campus. |