As the executive producer of Queen's TV, I led a major overhaul of the service. When I started volunteering videographer for QTV, it was a small student organization which produced a weekly television show for the local community cable channel in Kingston. Seeing all the amazing work that a dedicated team of volunteers were putting into it, and being disappointed by the net result, I decided to apply to take over the service for the following academic year. I put forward a plan for a drastic overhaul of the organization. With the majority of our audience forgoing cable as an unnecessary luxury for a student lifestyle, I shifted our focus away from television, and towards digital distribution as a primary channel. Not only would we move towards producing daily online content, but we would also take advantage of new lower cost live production systems, to offer a large variety of live shows. We did this, while maintaining our presence on local television, and upgrading our production for web and television to full broadcast HD.
With new costs from adding a second full-time paid manager to handle the business aspects of Queen's TV, rising honorariums, and major capital expenditures, we needed to find new sources revenue. QTV has had a long history of being drastically underfunded from student fees in comparison to similar campus media groups while CRTC regulations combined with lagging viewership made ad revenue an unrealistic prospect for growth. However for a number of years Queen's TV had offered its production services for hire and this represented a marginal revenue stream for the service. My business manager put his focus in expanding our client base, while I directed the expansion of our potential technical offerings (adding live streaming, motion graphics and generally increasing the production quality of our videos). The result of this dvelopment was a more than threefold expansion in revenue brought in from this channel.
Today Queen's TV is nearly unrecognizable from the service that existed a year ago. We offer new content six days a week. We have successfully launched one of the most advanced university athletics webcasting programs in Canada. We have seen our viewership grow week after week. We have turned a small component of our organization into a highly profitable production company. We have expanded our operating budget by fifty percent while nearly eliminating our deficit. The result of my work at Queen's TV is my proudest accomplishment, but the credit should go to my assistant manager, my twelve person volunteer executive, and the 60 volunteer staff, who took my crazy vision for the service and made it a reality.
With new costs from adding a second full-time paid manager to handle the business aspects of Queen's TV, rising honorariums, and major capital expenditures, we needed to find new sources revenue. QTV has had a long history of being drastically underfunded from student fees in comparison to similar campus media groups while CRTC regulations combined with lagging viewership made ad revenue an unrealistic prospect for growth. However for a number of years Queen's TV had offered its production services for hire and this represented a marginal revenue stream for the service. My business manager put his focus in expanding our client base, while I directed the expansion of our potential technical offerings (adding live streaming, motion graphics and generally increasing the production quality of our videos). The result of this dvelopment was a more than threefold expansion in revenue brought in from this channel.
Today Queen's TV is nearly unrecognizable from the service that existed a year ago. We offer new content six days a week. We have successfully launched one of the most advanced university athletics webcasting programs in Canada. We have seen our viewership grow week after week. We have turned a small component of our organization into a highly profitable production company. We have expanded our operating budget by fifty percent while nearly eliminating our deficit. The result of my work at Queen's TV is my proudest accomplishment, but the credit should go to my assistant manager, my twelve person volunteer executive, and the 60 volunteer staff, who took my crazy vision for the service and made it a reality.
