Project Directory

Team Name

ARAMIDY

Executive Summary

The scarcity of tenure-track positions for Ph.D. students has resulted in many turning their interest and attention to alternative career opportunities within academia. Such career prospects can range from project grant management to research institute administration. However, the visibility of these career pathways is either not fully apparent or not always encouraged. It is here that universities can play a role by providing resources and developing career opportunities that would benefit from such highly skilled graduates.

Team Aramidy’s Queen’s University Administrative Internship (QUAI) would address this gap by matching Ph.D. students with administrative units and/or research institutes to both highlight alternative careers pathways in academia and broaden the scope for employment options post-graduation. This program with semester-long placements would not only be the first at Queen’s University but also the first in Canada. The goal of QUAI is for interns to gain an in-depth knowledge of university administration while learning new skills and strengthening networks. Interns will enhance their professional profile as they prepare for academic, research, or administration positions. Internships would revolve around three main pillars: work shadowing, mentorship, and professional skills development and would last 13 weeks (one academic term).

This project has been adopted and is now called the Queen’s Doctoral Internship in University Administration.

Team Members

• Alexandra Pedersen
• Ryan Curzon
• Allen McAvoy
• Melanie Mayer
• Ishana Gopaul
• Dora Nomikos
• Ying Zhang

Project Sponsor/Unit

• Dr. Fahim Quadir, Dean, School of Graduate Studies
• Dr. Barbara Crow, Dean, Faculty of Arts and Science

Beneficiaries of implementation

• Queen’s PhD students, Queen’s Administration

Current State

 Active (Applications open October 2021)

Team Name

ASCENT

Executive Summary

Team ASCENT proposes the development of flexible work arrangements in order to retain and attract an inclusive, diverse and productive workforce. The proposal entails a variety of flexible work arrangements in contrast to a “one-size-fits-all strategy”. This will provide a competitive advantage when recruiting faculty, staff, and students for the University. Additionally, flexible work arrangements will allow Queen’s to capitalize on innovative uses for academic and research work spaces and to contribute to sustainable initiatives.

Many Queen’s employees have been working remotely and/or under flexible hours since the beginning of the COVID-19 pandemic, and the response to these arrangements has been positive. Accordingly, Team Ascent proposes 7 recommendations Queen’s University should implement to manage flexible work arrangements with fairness and equity.

Theme(s)

• Management, remote work.

Team Members

• Julie Banting
• Graeme Boyd
• Tom Gallini
• Katherine Prescott
• Monica St. Pierre
• Brooke Ring-Snetsinger

Project Sponsor/Unit

• Steven Millan, Associate Vice-Principal, Human Resources

Beneficiaries of implementation

• Queen’s University workforce

Current State

 Active (Central HR is working on a FWA model for remote and hybrid working arrangements).

Team Name

Kingston QUnited

Executive Summary

At present, Queen's University does not have a good understanding of the volunteer capacity and has no way, centrally, to track involvement amongst staff. There are many unknowns regarding what community-based contributions occur and the number of hours contributed. Employer support for Volunteering is sporadic and dependent upon the employee-manager relationship. In support of the Report on the Conversation 2020, this project aims to address some of these unknowns and establish the business case for employer-supported Volunteering within the local community by Queen's staff members.

Having completed the problem, planning, prototyping steps of the design thinking process, Kingston QUnited defined 6 final recommendations to encourage volunteerism through a Staff Volunteer Framework that also supports Queen's University's strategic initiatives.

Theme(s)

• Volunteer work

Team Members

• Corrine Beckner
• Nathan Cheney
• Scott Compeau
• Amy Lalonde
• Michael McLean
• Devin Monroe

Project Sponsor/Unit

• Heather Cole, Chief of Staff and Legal Advisor, Office of the Principal

Beneficiaries of implementation

• Community volunteer organizations, Queen’s University Staff

Current State

 Not started (The university intends to move forward with the recommendations in some capacity but the timeline and extent of implementation has yet to be determined).

Team Name

MASKeTTeers

Executive Summary

In recent years, Queen’s University has become increasingly vocal in its support and encouragement of mental health and wellness. Despite these efforts towards the improved health and wellbeing of the Queen’s community, the COVID-19 pandemic exposed a new and unpredictable environment in which mental health challenges could thrive. The pandemic has served as a unique opportunity to examine the current state of mental health resources at the university, and especially those designed with managers in mind.

Team MASKeTTeers aimed to produce a framework for managers that would guide them in managing their employees, with a particular emphasis on mental wellness. The guide will be readily available, easy to find, easy to read, and with recommendations that are easy to implement, so that managers can effectively support and guide their staff. The proposed recommendations will help the university community thrive by appropriately supporting managers, and in turn, all staff, through the various challenges inherent in navigating any situation that halts normal workflow, including a pandemic.

Theme(s)

• Mental health, employee wellness, management.

Team Members

• Kelly Blair-Matuk
• Meredith Dault
• Amanda Consack
• Todd Hartrick
• Salwa Nihal
• Tim Rosillo

Project Sponsor/Unit

• Marie Doherty, Senior Director, Human Resources

Beneficiaries of implementation

• Queen’s staff, managers and leaders

Current State

 Active (There is a working group being developed that will work towards the implementation of this project).

Team Name

Fantastic Five

Executive Summary

Fantastic Five’s project is a response to the need to entrench sustainability within the university’s culture and operations, as identified in the Principal’s report following “The Conversation”. The main purpose of the proposed Sustainability Certification program is to increase education, awareness, and engagement of sustainability among Queen’s staff and to provide continuous learning opportunities.

Through various methodologies, Team ‘Fantastic Five’ identified a need to create a culture of sustainability that would support Queen’s present and future priorities. Eighty-seven percent (87%) of their respondents indicated that they had either never heard of, or were only vaguely familiar with, the Queen’s Climate Action Plan (CAP). In the same survey, eighty-eight percent (88%) of respondents said that they had never been engaged in any training related to sustainability. Ninety-one percent (91%) of respondents indicated that they would be interested in having a sustainability champion within their department.

Implementation of the sustainability certificate is meant to increase staff knowledge and support internal priorities and initiatives. The Program will consist of approximately eight courses focused on various topics related to sustainability, that will help participants gain a broader understanding of these important issues and determine how to implement these practices, both in their work and personal lives.

Theme(s)

• Sustainability

Team Members

• Pierre Bartkowiak
• Emily Edwards
• Helen Kobusinge
• Bryan McGann
• Kelly Sparks
• Jennifer Valberg
• Carmen Vanderlinde

Project Sponsor/Unit

• Catherine Gaudreau, Information and Project Coordinator, Office of the VP Finance and Administration
• Donna Janiec, Vice-Principal, Finance and Administration

Beneficiaries of implementation

• Queen’s university employees, community partners.

Current State

 Not started

Team Name

Team Gremlin

Executive Summary

Team Gremlin’s project came from a recognized need among the team members for a more inclusive work environment that enables and encourages community, connection and collaboration. A staff member who is encouraged or assisted in building professional and social networks outside of their day-to-day responsibilities has an increased likelihood of feeling connected to the place and people they work with, is more likely to be productive and creative at work and is less likely to leave. The cost of turnover at Queen’s could be as close to $1 M per year if 20% of new staff resigned within their first year. To encourage a culture of community, Team Gremlin developed a series of programs that integrate networking and community connections during the staff onboarding process. The main recommendations to achieve these goals are the implementation of an onboarding portal, implementing a staff networking platform, implementing a project working group, creating a new position for a full-time employee to provide support for the onboarding and networking platforms.

Theme(s)

• Inclusivity, community, positive work environment.

Team Members

• Camilla Barber
• Jennifer Butchart
• Charlie Hindmarch
• Brad Murphy
• Karen Samis

Project Sponsor/Unit

• Mary Elms, Director, Career Education and Coaching, Smith School of Business
• Heather Cole, Chief of Staff and Legal Advisor, Office of the Principal
• Steven Millan, Associate Vice-Principal, Human Resources

Beneficiaries of implementation

• Queen’s university employees.

Team Name

Team Discovery

Executive Summary

Team Discovery's project idea was spurred by a line-up, specifically a line-up of students in the Faculty of Arts and Science (A&S) Office waiting to schedule an appointment with an academic advisor. The line-up was the kick starter that led Team Discovery to this Action Learning Project; to explore how A&S can deliver academic advising information to its students more effectively.

The number one driver of the Queen's Strategic Framework is enhancing our student learning experience and fostering student success. Additionally, the Academic Plan states that the first requisite for students to develop fundamental academic skills is a safe, supportive, inclusive, and engaging community. According to the 2012 Principal's Commission on Mental Health Report, effective academic advising can have a significant impact on student success. Students require the academic guidance to help them navigate the complex processes, policies, and pathways of the University.

Theme(s)

• Academic advising

Team Members

• Viet Tran
• Jacqueline Findlay
• Leisha Hawes
• Kelly Rake
• Haley Everson

Project Sponsor/Unit

• Heather Woermke, Associate Vice-Principal, Finance and Administration

Beneficiaries of implementation

• Academic Department(s), Students, Staff

Current State

 Active (project was implemented and activity continues)

Team Name

Group of 7

Executive Summary

Group of 7’s project rose from a commonality amongst the team's diverse members, who found themselves united in their frustration obtaining reliable institutional data, which is critical to the mission of the University, but is inconsistently used, managed, and interpreted.

A campus-wide needs assessment identified several common areas of concern in regards to data management at Queen’s. These include access to data, data hoarding and ‘silos’, inefficiencies, and duplication of effort. The solution to resolve these concerns is not technical; rather, there is a need for increased communication and collaboration around data management practices at Queen’s.

Advances in technology can only allow for better decision making if data users across the university develop trust and a common understanding: in other words, a community. To foster this community, ‘Group of 7’ proposes that Queen’s implement an Institutional Data Network (IDN) to support best practices around data management. An IDN would support the current strategic priorities of the university and contribute to future initiatives to improve data management.

Theme(s)

• Data management

Team Members

• Karen Burkett
• Christopher Burnham
• Amanda Kesek
• Simon Labbett
• Janet Overvelde
• Sonia Nobrega
• Michelle Perry

Project Sponsor/Unit

• Jodi Magee, Director, Institutional Research and Planning

Beneficiaries of implementation

• Queen’s staff and faculty, all who use data within the Queen’s community.

Team Name

Team Lean

Executive Summary

Queen’s University is home to over thirty thousand students, faculty and staff who need access to specific buildings and rooms. The Queen’s campus is comprised of approximately 120 buildings with a variety of standards and strategies for granting the appropriate access to staff, students and faculty depending on their roles. Team Lean proposes shifting from hard keys and personnel fobs towards chip enabled cards for all users.

This will improve security and improve the student and staff experience by helping standardize access within the university. There are future opportunities that the University can take advantage of by utilizing the one card concept, including being able to implement better security measures (after hour tracking, opportunities for expansion of the number of electronic access doors, reduction in hard keys), partnerships with local services (transit, gym passes), and tracking attendance for exams, labs and lectures. As technology evolves, many more applications of the chip enabled card will become available and Queen’s will already have the infrastructure in place to benefit from future developments.

Theme(s)

• Security, accessibility, positive student experience, positive staff experience

Team Members

• Marisa Lavoratore
• John McKay
• Kate Minor
• Katharine Newstead
• Tyler Robinson

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen’s students, staff and faculty

Current State

 Not started

Team Name

HEXAforma

Executive Summary

The objective of this project is to develop a program to improve employee engagement and retention. We propose a new program and software solution that will provide a positive experience for new staff, and an inclusive and stimulating environment for current staff.

The HEXAforma team undertook a needs assessment process which included an environmental scan of university programs and resources, consultation with key opinion leaders at Queen’s, consultation and demonstrations with colleagues at Princeton University and Algonquin College, and interviews with Queen’s employees.

Using a single sign on access control, staff can quickly and easily connect to a hub offering training/learning/mentorship opportunities and resources, as well as keep employees informed about University objectives and initiatives. This centralized University initiative would give the employee a feeling of being employed by the University as a whole, helping to break down silos that are perceived to exist on Campus. The program will aim to enhance the existing culture and should proactively involve staff in building an environment where staff feel as though they are a priority.

Theme(s)

• Employee mentorship, employee engagement

Team Members

• Alicia Boutilier
• Cindy Butts
• Duane Parliament
• Heather Kincaide
• Kate Kittner
• Paul Hiles

Project Sponsor/Unit

• Ishana Gopaul, Manager, Special Projects and Business Officer, Office of the VP Finance and Administration
• Catherine Gaudreau, Information and Project Coordinator, Office of the VP Finance and Administration
• Steve Tanner, Interim Associate Vice Principal, Finance
• Marie Doherty, Director of Client Services and Organizational Development and Learning, Human Resources

Beneficiaries of implementation

• Queen’s staff

Team Name

White Owl

Executive Summary

Given the increasing trends for enrollment in post-secondary education by those with Autism Spectrum Disorder (ASD) nationwide, and the challenges they face, the primary goal of White Owl’s project was to evaluate Queen’s University’s current resources for students with ASD and identify both short- and long-term actions that could improve student experience, create efficiencies, and promote our role within larger community.

The investigation into the support of students with ASD was completed over an eight-month period and led by five team members enrolled in the Foundational Business Leadership Program. Team ‘White owl’ came up with a series of recommendations to build on the supports already available for students with ASD at Queen’s.

Theme(s)

• Autism Spectrum Disorder, student experience

Team Members

• Meg McQueen
• Marianne McGuire
• Steven Alexander
• Jessica Sleeth
• Peter Jeffrey

Project Sponsor/Unit

• Dr. Claudio Soares, Department of Psychiatry

Beneficiaries of implementation

• Incoming and current Queen’s students with ASD.

Team Name

TLC

Executive Summary

Many organizations today include a formal secondment program as part of their Talent Management Framework, a requirement to help build and maintain a strong talent pool. While secondment opportunities do exist at the University, Queen’s currently does not have a formal secondment program, and the opportunities that do exist are not communicated on a University wide level.

The goal of this project was to investigate the possibility of implementing a formal secondment program at the University. Research was conducted on the benefits of implementing a formal program at the University. An environmental scan of other institutions of higher education was also conducted, in order to understand other existing models. In addition to the research completed, 20 key contacts within the University were interviewed in order to obtain their feedback on this potential initiative. The results of our research concluded that the University would reap significant benefits by implementing a formal secondment program, which would result in a stronger talent pool as well as employees who are more engaged.

Theme(s)

• Talent acquisition, employee engagement

Team Members

• Ben Hall
• Barbara Huffman
• Louisa Jennings
• Lori Kilminster
• Shakeel Virk

Project Sponsor/Unit

• Shannon Hill, Learning and Development Specialist, Human Resources
• Steve Tanner, Associate Vice-Principal (Finance)

Beneficiaries of implementation

• Queen's staff

Team Name

The Fantastic 6

Executive Summary

The Fantastic 6 foundational leadership team was fortunate to work on a project initiated by a Queen's alumnus who was seeking a more personal connection with the university and looking for short non-credit courses taught in an academic setting that are not currently available in the Kingston community.  The proposed Queen's Third Age Learning (QTAL) program will bring new revenue to the university, provide opportunities to make meaningful connections within Queen's and build bridges with the Kingston community.

After researching the feasibility of providing such a program at Queen's, several key contacts agreed the Enrichment Studies Unit (ESU) was the best fit for designing and implementing the program.  The ESU currently manages a similar program for elementary and secondary students and it has the infrastructure in place to market to the target audience, manage registrations, design courses, hire instructors and evaluate programs.

Queen's is perfectly positioned to capitalize on the enthusiasm of third age learners, creating a program that meets the needs of this growing demographic, enriching the university and addressing the obligation to be accessible for lifelong learning while building meaningful ties with the community.

Theme(s)

• Alumni, continued education.

Team Members

• Jessica Della-Latta
• Davin Carlson
• Marie McCarron
• Joel Keenleyside
• John Saville

Project Sponsors/Units

• Ann Tierney, Vice-Provost and Dean of Student Affairs
• John Pierce
• Brenda Brouwer, Interim Dean, Smith School of Business
• Michael Fraser, Vice-Principal, University Relations

Beneficiaries of implementation

• The entire Queen's community: Students, Staff, Faculty

Current State

 Active (project was implemented and activity continues)

Team Name

Big Rocks

Executive Summary

Mentoring programs in operation at Queen’s University are limited to small subsets of staff and lack a formal structure. A literature and environmental scan on mentoring programs suggested to Team ‘Big Rocks’ the need for particular care regarding: selection and matching of mentors and mentees, training of participants, evaluation and monitoring of the mentoring relationships, and strategies for risk mitigation.

Team ‘Big Rocks’ proposes to develop a Queen’s University Mentorship Program, which will connect mentors to mentees to promote career growth, and provide guidance and personal support by way of knowledge transfer through a reciprocal learning relationship. The proposed mentorship program would build upon the existing Foundational Leadership Program (FLP) and Emerging Leaders Program (ELP), formalizing the structure and providing a plan to scale the mentoring program to the broader Queen’s University staff. This program would fall under the Talent Management Framework.

Theme(s)

Employee mentorship

Team Members

• David Yokom
• Lindsay Lee
• Heather Drouillard
• Clive Hansen
• Lisa Hendry
• Brian O'Neil

Project Sponsor/Unit

• Human Resources

Beneficiaries of implementation

• Staff, Faculty

Current State

 Not started

Team Name

Number Jacks

Executive Summary

The scope of this project was to identify the specific challenges that current students have in finding information on course offerings, and investigate if an enhanced, easy-to-use online course catalogue would address these issues. This would lead to improvements to the student learning experience and the potential for increased financial sustainability for some units.

Students have reported through Academic Advisors and social media that SOLUS is challenging and to use, especially when looking for interest-based courses in which the subject code, the department or course name are unknown.

After five months of research, Team ‘Number Jacks’ identified four main recommendations that can be implemented to improve both the student experience and the financial sustainability of academic units.

Theme(s)

• Financial sustainability, student experience.

Team Members

• Jennifer Saunders
• Lindsey Fair
• Simon Smith
• Tony Overvelde
• Valerie Hoover

Project Sponsor/Unit

• Dr. Gordon E. Smith, Arts and Science, Interim Dean
• Dr. Johanne Benard, Arts and Science, Associate Dean (Admissions and Recruitments, and studies)

Beneficiaries of implementation

• Undergraduate students

Team Name

Miinistry of Difference (M.O.D.)

Executive Summary

Given the abundance of research and information that has been published over the last ten years, it is clear that “wellness” (defined as the state of being in good health, especially as an actively pursued goal) is a key component to our overall personal well-being. Until recently, wellness as a corporate initiative has not been a priority for public sector organizations as a whole. University’s lag behind the private sector when it comes to the recognition of wellness support and facilities for staff as being important for the achievement of its objectives, and not just a ‘nice to have’.

Team M.O.D.’s goal with this project has been to identify one key area where Queen's can take initial, meaningful first steps toward improving staff wellness. Furthermore, the focus is on those areas that have an impact not just on the wellness of individual employees, but on organizational activities that produce tangible results in terms of the investment. With these objectives in mind, the scope of this project is exclusively on ways to better promote and enable Queen's employees to improve their physical fitness.

Team M.O.D. generated a series of recommendations to institutional leaders that will result in improvement in Staff and Faculty physical fitness in an affordable and sustained manner by increasing the number of staff practicing physical fitness and increasing the frequency of physical fitness practice among staff.

Theme(s)

• Physical fitness, employee wellness

Team Members

• Andrea Sealy
• Craig Spencer
• Jon Nichols
• Maria Cardoso
• Rob McIntosh

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen’s staff

Team Name

Phoenix

Executive Summary

As cloud computing and mobile devices become more commonplace, many organizations are investigating or deploying virtual desktop infrastructure. With VDI technology, staff/students desktops reside in a virtual machine on the University’s servers instead of on local devices. That allows users to access their desktops 24x7 from any device; increasing security, providing convenience and assisting with productivity.

The purpose of Team Phoenix’s action learning project was to evaluate and assess whether it would be beneficial for Queen’s University (the “University”) to transform into a virtual desktop infrastructure with thin clients (VDI). Replacing the unmanaged individual computer desktops deployed throughout campus with thin clients creates the ability to move into a world of enhanced security, improved student experience both on campus and distant learning, and a reduction in the University's carbon footprint.

The research conducted by the team was based on interviews with departments already utilizing this technology, interested in moving forward with VDI, as well as data from vendors and internet research information. Based on their research, Team Phoenix developed a recommendation for Queen’s to expand its current use of VDI technology.

Theme(s)

• Data management, technological advances

Team Members

• Monica Desjardins
• Sarah Mignault
• Gord Meacher
• Peter Viveiros

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen’s staff, faculty and students.

Team Name

QUALT6

Executive Summary

Team QUALT6 chose a project that reflects an intense group interest in Queen’s Climate Action Plan (CAP). Team QUALT6 was interested in learning if their expressed interest in CAP and its potential for success was shared across the campus community.

The project was based on the group’s view that although sustainability is important to many employees at the University, overall knowledge of targets(i.e.CAP) and involvement in sustainability activities and issues on campus is minimal. The intent of the project was to “paint a portrait” of awareness of CAP and the interest and readiness of the Queen’s community to engage in achieving the sustainability goals set out by the University.

The project provides information and recommendations, based on targeted internal outreach, to support the Queen’s Climate Action Plan working group.

Theme(s)

• Ecology, carbon neutrality, environment, sustainability

Team Members

• Matt Shepherd
• Kris Bowes
• Brian Coughtrey
• Nathan Splinter
• Robin Cox
• Martin Galczynski

Project Sponsor/Unit

• Caroline Davis, Vice-Principal (Facilities, Properties, and Sustainability)

Beneficiaries of implementation

• The entire Queen's community: Students, Staff, Faculty

Current State

 Abandoned (project was started but not completed)

• Change in academic environment
• Change in business environment
• Change in senior leadership vision 

Team Name

IDEAForward

Executive Summary

Team IDEAForward's project aligns with the Talent Management Framework currently being developed at Queen's to support the acquisition, onboarding, development, retention, and recognition of Queen's employees. Its objective is to develop recommendations for a Manager's Onboarding Framework that will create a basic consistency around the onboarding experience for managers in diverse contexts. It will enhance new managers' sense of comfort and of being welcomed, introduce managers to the culture and values of Queen's, create a stronger sense of employee engagement and commitment, assist managers to become more operationally efficient at their job, increase employee retention and increase Queen's reputation as a good employer.

The recommendations for a comprehensive and institute-wide management onboarding framework will address organizational socialization, orientation, training, and ongoing support for new and existing managers (mid- to executive level, i.e., 10-14s) at Queen's University; consistency across departments and units; and compliance with legal obligations at Queen's. 

Theme(s)

• Onboarding employees

Team Members

• Matt Simpson
• Diana Drury
• Susan Korba
• Julie Anne Matias
• Linda Schmalz

Project Sponsor/Unit

• Human Resources

Beneficiaries of implementation

• Staff, Faculty

Current State

 Active (project was implemented and activity continues)

Team Name

Capella

Executive Summary

The School of Medicine is interested in creating a new and unique post-MD diploma and professional master’s program. This program will allow students who didn’t match to a residency position to maintain or enhance their clinical skills while also participating in research projects to improve their potential of successfully matching in future years.

It is thought that this diploma and professional master’s program will be of particular interest to International Medical Graduates (IMGs), who, in many cases, lack the extensive clinical experiences that would make them competitive in the residency matching process. By providing them with clinical experiences that are current and relevant, there is the potential to increase their competitiveness for the next application cycle.

In order to launch this new program, there is a significant process that has to be followed. This involves securing pre-approval from the GSEC before completing a full proposal that will be approved by Senate. Team Capella undertook the work to develop the pre-approval application.

Theme(s)

• Medical school, post-graduate opportunities

Team Members

• Don Conners
• Mandy Daniel
• Kate Humphrys
• Allan Kilfoyle
• Jordan Sinnett

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Medical school graduates/ prospective residents

Current State

 Active (project has been implemented, pause in recruitment for 2021-22 academic year)

 Program Website

Graduate Diploma in Medical Sciences & Professional Master's of Medical Sciences

Team Name

PLIRS (Professional Leaders Influencing Real Situations)

Executive Summary

Queen’s University is known for excellence in education and a spirit of initiative. Team PLIRS believes that strategic planning, with a focus on generating revenue and efficiencies, indicates the need for a suggestion-submission mechanism to engage the Queen’s community in recommending ideas to support these goals. 

Team PLIRS proposes the creation of an incentive program “Initiative to Innovate” to encourage idea submissions from the Queen’s community that will lead to either revenue generation or deliver efficiencies to the University. Excitement could be created by attaching incentives that would result in fostering a culture of innovation with limited resources being required. This would be a simple, centralized, easy-to-navigate program that encourages discussion and submissions from all areas and from all levels within Queen’s. 

The goal of 'Initiative to Innovate' is to foster and promote a culture of creative ingenuity among staff, faculty, and students at Queen’s University by creating an environment where the community is encouraged to find creative and practical ideas leading to increased revenue streams or efficiencies for the University.

Theme(s)

• Revenue mechanisms, staff innovation

Team Members

• Sarah Indewey
• Gord Lee
• Ray Pengelly
• Heather Stanton

Project Sponsor/Unit

• Caroline Davis, VP, Finance and Administration
• Laeeque Daneshmend, Deputy Provost
• Lori Stewart, Director, Office of the Provost and Vice-Principal (Academic)
• Diane Pointer, Department of Human Resources
• Helena Debnam, Executive Director, Queen’s Marketing

Beneficiaries of implementation

• Staff, faculty and students

Current State

 Not started

Team Name

Mighty Penguins

Executive Summary

Team Mighty Penguins recognized a need within the university to improve the networking capabilities, job opportunities and career progression for staff members in grades 10-14, recently named the Queen’s Management and Professional Group (QMPG).  Team Mighty Penguins project proposes an outline for engaged members of the QMPG to voluntarily create and modify an online profile that promotes their skills, experience and objectives to those across campus in executive and management roles, and to get endorsements from others on campus for their proven competencies in individual and group work, enabling them to better navigate their own career path within Queen’s University.

The proposed solution could be used campus wide by management to help them identify staff members who have the skills needed for specific projects (short-term projects or longer-term secondments) or to replace employees who are leaving or retiring (lateral moves or promotions). This would reduce the length of time it takes to re-hire for a position and the internal/external cost of the hiring process. This tool would therefore enable administrators to optimize existing human resources, maximizing fiscal responsibility. Being able to access this data, the University administrators can turn inward for subject matter experts, go across campus, and reach talented individuals who want the opportunity to develop additional professional skills on an institutional level.

Theme(s)

• Research prominence, Financial Sustainability

Team Members

• Sandra Brooks
• David Crabb
• Nicole Fowler
• Tom Herra
• Carole Morrison

Project Sponsor/Unit

• Al Orth, Associate Vice-Principal (Human Resources)

• Mary Elms, Manager, Organizational Development and Learning

Beneficiaries of implementation

• Staff members, university administration

Current State

• N/A

Team Name

DiSCOVERY

Executive Summary

Retaining top talent is fundamental to maintaining the excellent brand and reputation of Queen’s University and failure to do so poses significant risk to the institution. Therefore, Team DiSCOVERY chose to focus on an initiative to reward and recognize employees in the Queen’s Managerial and Professional Group (QMPG, formerly Grades 10-14 employees). The goal of the project is to provide a simple, user-friendly support mechanism for senior leadership to reward and recognize their staff.

Critical to a successful reward and recognition program is its implementation through education sessions, toolkits, and supportive communications. Team DiSCOVERY’s final report provides the framework and the preliminary tool to begin this process.

Theme(s)

• Talent retention

Team Members

• Christina Blanchard
• Andrea Gunn
• Leigh Kalin
• Katie McGrath
• Lam Pho

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen's staff

Current State

 Not started

Team Name

SPiN (Spirit of Initiative)

Executive Summary

Team SPiN’s project, Start the Conversation! supports the concept of “Internationalization at Home” at Queen’s University through the development of an awareness program for staff and faculty. An essential component of Internationalization at Home is the need for staff and faculty to be knowledgeable and skilled in intercultural communication. Accordingly, Team SPiN’s objective is to increase faculty and staff engagement and intercultural competence through awareness, training and innovative learning opportunities. Greater intercultural competence not only prepares Queen’s members to meet the needs of a campus with an ever-increasing number of students from diverse cultural backgrounds, it also supports the international student population through increased retention and enrolment.

The process involved to reach this objective was researching the current resources available for training and development, identifying areas of opportunity, and establishing a plan for formalizing and centralizing these resources for staff and faculty.

Theme(s)

• Internationalization, awareness

Team Members

• Keith McWhirter
• Gabrielle Whan
• David Patterson
• Celia Russell
• Andrea MacIntyre

Project Sponsor/Unit

• Wayne Myles, Director, Queen's University International Centre (QUIC)
• Julie Hrycuk Mekarski, Director, Client Services, Human Resources

Beneficiaries of implementation

• The entire Queen's community: Students, Staff, Faculty

Current State

 Not started

• Insufficient staffing resources

Team Name

Team I3 (Ingenuity, Inspiration, Impact)

Executive Summary

Most might think that the benefits of an asset management system relate only to financial accountability and control of assets. However, Team i3 wanted to explore a different perspective, how an asset management system can leverage Queen’s ability to attract highly qualified graduate students and faculty, improve the efficiencies of the grant proposal process, and ensure Queen’s is maximizing the use of the assets that we procure for research. The implementation of a university-wide asset management system sets the foundation for future opportunities to enable Queen’s to develop initiatives to generate revenue and reduce cost.

Accordingly, Team i3 developed a recommendation to implement a university-wide fixed asset management program using the PeopleSoft Asset Management software for non-PPS, fixed assets greater than $10,000.

Theme(s)

• Asset management, research, talent acquisition

Team Members

• Sandra McFadden
• Kelly McGarry
• Sheila Pinchin
• Janet Pollard

Project Sponsor/Unit

• N/A

Current State

• N/A

Beneficiaries of implementation

• Queen's Administration

Team Name

Polaris

Executive Summary

The Queen’s Principal’s Commission on Mental Health recommended the development of a centralized examination centre at Queen’s University. This type of centre does not currently exist at Queen’s. The establishment of an Exam Centre is an important step in improving student success, removing barriers to those with disabilities, keeping in step with a changing society and mitigating the risk of litigation.

Team Polaris researched the current situation, investigated best practices, and through consultation with internal stakeholders learned of the difficulties of the current system of accommodations for faculty members, staff and students. The final report of Team Polaris details the case for an Exam Centre, and presents three models for consideration.

Theme(s)

• Accessibility, Inclusivity

Team Members

• Suzanne Arniel
• Jo Brett
• Nancy Churchman
• Adam Walker
• Mike White

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen’s students, staff and faculty. Members of the Queen’s community that require accommodations.

Current State

• N/A

Team Name

Q-ACT

Executive Summary

Team Q-ACT’s project aims to implement and maintain a university web-based Coordinated Outreach Portal, with coordination and oversight by Student Affairs. The portal would have three integrated functions. The first, a website listing all Queen’s outreach programs, events, and activities, with search functionality by key criteria (e.g., age, type of program, dates). The second would be an online registration and payment system. Third, a database of program and client information to facilitate risk/physical space management, marketing, advancement, and student recruitment. The Coordinated Outreach Portal would increase the efficiency and quality of outreach coordination at Queen’s University.

Theme(s)

• Community outreach

Team Members

• Sue Blake
• Tracy Boyd
• Jim MacAdams
• Andy Mills
• Deanna Morash

Project Sponsor/Unit

• N/A

Beneficiaries of implementation

• Queen's community partners, students, staff and faculty.

Current State

• N/A

Team Name

Qameleon

Executive Summary

Team Qameleon recognized an existing need and a desire to improve communication with the international students studying at Queen’s and therefore developed a project that will both improve the student experience and extend Queen's global footprint.

Team Qameleon’s vision is to dramatically enrich Queen’s international student environment by implementing a few new tools, and by following some of the suggestions that the team learned from surveying international students.

Theme(s)

• Cross-cultural challenges, international students

Team Members

• Leone Ploeg
• Stacy Shane
• John Porter
• Nicole Hunniford

Project Sponsor/Unit

• Dr. Jim Lee, Vice-Provost International
• Steve Tanner, Director (Finance and Administration)
• Ann Tierney, Vice-Provost and Dean of Student Affairs
• Ellie Sadinsky, Executive Director, Office of the Vice-Provost and Dean of Student Affairs
• John Metcalfe, University Registrar
• Wayne Myles, Director, Queen's University International Centre (QUIC)
• Justin Kerr, International Student Advisor (QUIC)
• Jenny Corlett, Manager, International Programs Office

Beneficiaries of implementation

• Queen's current and prospective international students

Current State

 Abandoned

Team Name

The Stepping Stones

Executive Summary

Team Stepping Stones suggests the adoption and implementation of a system for the management of contracts for Queen’s University. This will enable Strategic Procurement Services (SPS) and faculty/departmental/unit managers to adhere to government requirements and support the four core processes of contract management, (Planning; Procurement; Contract formation; and Contract Management.). Through this solution potential cost savings could be obtained through processes and management arrangements that are designed to maximize overall value for money of contracting activities.

Team Stepping Stones recommends that Queen’s implement an enterprise-wide system for contract management at the earliest opportunity in order to increase compliance with legislation, increase Queen’s ability to participate in collaborative procurement contracts, enhance the ability to manage and retire contracts in a timely fashion and deliver cost savings across campus. Whilst the primary focus of this project is to achieve legal compliance and enable Queen’s to increase collaborative procurement efforts, the savings delivered would partially offset the investment costs.

Theme(s)

• Financial sustainability, contracts

Team Members

• Chelsea Elliott
• Eoin MacDonald
• Gail Ferland
• Michelle Gallant
• Mike Broekhoven

Project Sponsor/Unit

• Caroline Davis, Associate Vice-Principal, Finance and Administration

Beneficiaries of implementation

• Queen's administration