TRACKING OUR PROGRESS

Read on to learn how the ES teams have made progress toward the goals of each Area of Focus. (Updates to come.)

STUDENT SUCCESS

Concrete goals

• Achieve critical milestones for implementing the Slate admissions system to enhance application processing, recruiting, and decision-making workflows, ensuring adaptability and continuous improvement.
• Launch the Stellic degree-management system on all IU campuses.
• Explore project-based metrics to provide valuable insights into the progress, efficiency, and success factors of ES projects and systems.

Specific targets for 2025

• Achieve critical milestones for implementing the Slate admissions system to enhance application processing, recruiting, and decision-making workflows, ensuring adaptability and continuous improvement:
  • Develop and implement integrations and automation to transition undergraduate admissions for all regional IU campuses to Slate. Ensure the system is operational by the start of the August 2025 application cycle.
  • Prepare for the graduate admissions transition to Slate across all IU campuses by March 2026. This includes developing necessary integrations, automation, and retiring the current Liaison Graduate CAS system.
  • Redesign and optimize key Slate integrations to align with the new iPaaS solution, once it is in place. Incorporate data integration best practices and principles established by the Data Integration Center of Excellence.
• Launch the Stellic degree-management system on all IU campuses:
  • Complete Phase 1 of the Stellic implementation by launching Fall 2025 term audit, planning, and registration functionality within Stellic for all IU regional campuses in March of 2025. Launch Spring 2026 term audit, planning, and registration functionality within Stellic in the fall of 2025, completing Phase 1 of the Stellic implementation.
  • Prepare for Phase 2 of the Stellic implementation by collaborating with Stellic to guide the development of enhancements to the Advise module, ensuring alignment with fit-gap analysis to support academic advising, appointment scheduling, and the eventual replacement of AdRx and related systems.
  • Prepare for Phase 3 of the Stellic implementation by collaborating with the vendor to develop the Explore module, which will help prospective and transfer students assess IU’s degree offerings and transfer credits. This module will replace the IU Credit Explorer and related systems. Additionally, work with stakeholders to develop a comprehensive implementation and integration plan.
• Foster strategic partnerships to drive initiatives that enhance administrative support for student success:
  • Participate in the RFP to select a Curriculum Management solution supporting course catalogs, program development, and academic bulletins, and work with stakeholders to develop an implementation plan upon selection.
  • Collaborate with the Office of Strategic Operations and VPSS to develop and facilitate engagement infrastructure within Enterprise CRM to accommodate student retention strategies.
  • Develop and launch a large language model chatbot for the university knowledge base site by March 24, 2025, to provide 24/7 support for common inquiries. The goal is to successfully resolve at least 70% of queries without intervention within three months of launch, aligning with the university’s objective to enhance student access to information.

PREPARING FOR THE FUTURE

Concrete goals

• Transform our ability to innovate and respond rapidly to technological advancements by modernizing Enterprise Systems applications and integrations, ensuring they are scalable, secure, and aligned with future business needs.
• Research and create an identity and access management strategy to further our strategic understanding of the internal and external landscape.
• Establish a robust foundation for continuous learning and professional development by equipping Enterprise Systems staff with the critical skills and expertise needed to navigate emerging technologies and future challenges.

Specific targets for 2025

• Transform our ability to innovate and respond rapidly to technological advancements by modernizing Enterprise Systems applications and integrations, ensuring they are scalable, secure, and aligned with future business needs:
  • By April 2025, select an iPaaS platform. Train ES resources and publish APIs to at least two pilot data sources enabling discovery and consumption by other systems.
  • Evaluate and select a software solution for budget construction and collaborate with stakeholders to develop an implementation plan to support budget construction for Fiscal Year 2027.
  • Launch the Digital ID card for the incoming class of 2025, providing a secure, smartphone-based credential for students and staff to replace physical ID cards. This initiative will upgrade card readers and systems to support Digital ID credentials and ensure compatibility with digital wallets across a variety of smart devices.
• Research and create an identity and access management strategy to further our strategic understanding of the internal and external landscape.
  • By March 2025, establish an IAM task force.  The task force will gather and analyze information, document requirements and current usage, evaluate the existing IAM ecosystem and products, and deliver a report of strategic recommendations for improving security and interoperability by October 2025.
  • By December 2025, publish the Person Profile API to IAM data via the new iPaaS, enabling improved discovery and usage by at least two enterprise systems.
  • By December 2025, enhance the security and resilience of IU’s IT systems and infrastructure by advancing UITS Safe IT account lifecycle objectives for retiree accounts, former employee/student accounts, and group accounts.
• Establish a robust foundation for continuous learning and professional development by equipping Enterprise Systems staff with the critical skills and expertise needed to navigate emerging technologies and future challenges:
  • Partner with the Office of Institutional Equity to distribute and monitor use of Deque’s library of accessibility training materials, facilitating institutional readiness for the upcoming Title II changes.
  • Partner with the Office of Institutional Equity to distribute and monitor use of Deque’s library of accessibility training materials, facilitating institutional readiness for the upcoming Title II changes.
  • Supervisors will work with their employees to identify at least one professional development activity that will be incorporated in their 2025 annual expectations document.

ENABLING UNIVERSITY-WIDE STRATEGIC INITIATIVES

Concrete goals

• Support institutional preparation for the upcoming Title II changes.
• Develop and begin execution of the Digital Strategy Initiative’s second phase.
• Mature and scale Departmental Solutions to support departmental partners and university strategic initiatives.

Specific targets for 2025

• Support institutional preparation for the upcoming Title II changes:
  • Inventory vended and custom enterprise apps and coordinate communications with vendors about their accessibility compliance processes and standards, ensuring documented accessibility compliance statuses.
  • Participate in the Office of Compliance and Policy’s Title II task force, representing ES and advising on technical considerations for the university.
  • Establish tools for site stewards and managers to review the accessibility of their products before publishing, limiting the number of published accessibility issues.
• Develop and begin execution of the Digital Strategy Initiative’s second phase:
  • Establish guidelines for website governance and enable more transparency into website management. Launch and iterate on the website inventory, using the web policy to guide phases. Deliver the website attestation and continue to refine the inventory data.
  • Support the Enterprise Content Strategy project through community engagement, tools, and documentation for developers, site stewards, and other stakeholders.
  • Deliver and pilot an initial release of WCMS Site Builder and automated migration tool, then deliver Enterprise WCMS Site Builder 1.0.
• Mature and scale Departmental Solutions to support departmental partners and university strategic initiatives:
  • Migrate 25% of IU Web Framework sites to Site Builder, starting with DSOL Web Team sites.
  • Expand DSOL website services to include coordination and support for strategic website projects and additional content support for Web Team clients.
  • Establish and cultivate a community of practice for departmental app developers across IU with three immediate goals: Enable collaboration and communication across teams; establish community-sourced standards for departmental app development; and help teams leverage enterprise-supported solutions.