Technology Roadmap

Fiscal Year 2022-2025

At Ohio State, the IT Community is passionate about problem solving and customer service. At the core of what we do, we want our services to simplify the lives of the Ohio State community and expand opportunities for our students, faculty and staff.

Empower Teaching and Learning

Technology accelerates our community’s ability to solve the grand challenges of the 21st Century. It enables new learning programs in our global gateways, creates new partnerships with businesses, and sparks connections to our passionate Ohio State alumni. Capitalizing on the momentum from a new era of faculty, innovation, entrepreneurial spirit, and increasing partnerships, as well as a growing comfort with online delivery and marketplace receptiveness, we will create new flexible pathways for learning at Ohio State, supporting both enrollment goals and statewide workforce development to match the skills of the Ohio workforce with the needs of employers. We will expand innovative programs that reduce cost, increase success for all Ohio State students, and enhance academic reach.

Alignment to presidential goals:

  • Excellence in service to citizens 
  • Academic excellence and a culture of inclusiveness
  • Excellence in research and creative expression
  • Entrepreneurship and partnerships

We will know we are successful when:

  • We have a simplified and clear technology ecosystem for online education.
  • We have achieved net-new enrollment goals for FY22 (500), FY23 (1000) and FY24 (2000).
  • The data sources and definitions for distance education are clearly defined.
  • There is a consistent and transparent data set for progress, accountability, and affirmation of equitability across all delivery modes. Course and program delivery mode attributes should be a standard variable included on unit reports and improvement plans. This supports understanding trends, impact, investment needs at a course and programmatic level and across credit and non-credit offerings and support units. 
  • Academic units have clear expectations about scope of online courses for on-campus students. As the university evolves through the pandemic, academic units will make decisions about whether to move courses that have been temporarily approved for online delivery to permanently approved for online or to other delivery modes. Without a holistic view, colleges may unwittingly approve enough courses to meet ODHE or HLC online program definitions (50% or more of courses in a program offered as online), which, if unaddressed, can either put Ohio State out of compliance with oversight bodies (and not be ethical or transparent with students) or provide undesired pathways for our students that negatively impact the university’s budget.
  • Traditional on-ground services and processes that do not fit online student needs are updated: While online growth has been successful at Ohio State, online education and student services remains rooted in traditional models provided to on-campus students. Fiscal and cultural constraints contribute to our difficulty in truly designing a meaningful experience catered to an online learner’s expectations.  
  • There is a defined budget and incentive model that supports scale for staff and resources as initiatives scale and revenue is distributed to the instructors and support areas that drive the strategic goals for Ohio State Online, online education, and workforce development. It is also important to incentivize colleges to contribute to opportunities for learners who are not directly contributing to the college’s bottom line.  
  • Program tuition costs in Ohio State Online are connected to brand and program market. The pandemic accelerated a global growth of online learning. This rapid adaptation has exacerbated competition for online students and will further stress the university's ability to achieve enrollment goals. Resources for program and course development, marketing and recruitment, and evolving student services are necessary to keep pace.
  • There is consistency and innovation in teaching: Competing and creating for online students requires thought, innovation, and investment.  
    • Simplicity through universal design and mobile delivery can increase access for technology insecure, under-represented populations who are critical to lifting Ohio's economic vitality.  
    • Leverage technology for augmented reality, automation, highly interactive virtual labs, and more.  
    • Professional learning and training for instructors and student support staff is critical to meet the goals that balance innovation and access.  
  • Advanced workforce development: Create an OAA coordinating hub to achieve Ohio State’s potential for advancing workforce development academic initiatives.  
    • Pathways from non-credit to credit by creating a cohesive ecosystem of points and paths for learners to enter and re-enter Ohio State as their goals, passions, and careers evolve.  
    • Credentials that stack so learners can realize benefits from the skills and competencies they earn and can be incentivized to continue their education without added time or costs to earn additional credentials.
    • ODEE becomes a coordinating hub for current and future OAA Workforce Development initiatives across all campuses, colleges, and units to bring cohesion around curricular strategy, innovation, compliance, and operations. As shown with Ohio State Online’s growth, ODEE is uniquely positioned to lead this charge as a unit already working across academic and non-academic lines through powerful relationships that uplift the university, city, and state.   
    • The university has a clear, easy to use workforce development front-door for prospective students to learn about with workforce development opportunities. 
  • Buckeye 360 has been widely adopted in the units across the institution. Providing Ohio State with an ever-expanding single source of truth and 360-degree view of all university constituents, Buckeye 360 will enable personalized, data-driven engagements and empower best-in-class service to support key university objectives: attract, retain, and expand inclusive relationships. With potential for lifelong engagement through teaching and learning, giving and community development, Buckeye 360 will drive meaningful transformation to enhance revenue streams and develop new opportunities for growth. 
  • Expanded Digital Flagship programming, support, and integrations into student and university experiences.
  • Continued expansion of the Affordable Learning Exchange in alignment with university affordability and academic excellence goals to drive down the cost of higher education.

In FY22, activities that will drive us forward are:

  • Distance Education
    • OAA/Provost/ODEE, OSAS, Graduate School, OIA connected with each Dean and Associate Dean about university online enrollment goals and charge 
    • Programs approved and developed, with enrollment strategies to achieve +500 students with new programs in the works heading toward an additional 1,000 students 
    • General Education
      • Support ASC’s GE foundations proposal pilot for College Credit Plus with web, marketing, orientation, and course consultations 
      • Develop GE bookend courses 
    • Out of State Educational Activities Policy revisions approved 
    • Ensure Ohio State follows C-RAC 21st Century Guidelines, the US Gov. definition for online education updates, and evolving definitions and compliance expectations currently in the negotiated rule-making process 
  • Workforce Development
    • Advance an easy to navigate virtual front door detailing online opportunities and options, from programs to courses to non-credit offerings. This includes areas like: 
      • Ohio State Online 
      • Online Courses 
      • ScarletCanvas and non-credit offerings 
      • College Credit Plus or guided pathway initiatives 
      • TBD partnerships with stakeholders 
    • Define and establish process around microcredentials and stackable credentials
  • Buckeye360
    • Launch Buckeye 360 CRM 
    • Pilot ODEE lead nurturing support in Salesforce [Graduate School, OCIO] 
  • Digital Flagship
    • Expand Digital Flagship programming, support and integrations into student and university experiences
    • Framework 2.0 is delivered to executive sponsors (including the new Provost) in October 2021
    • AppleCare replacement service design and implementation by May 2022
  • Affordability
    • Framework 2.0 is delivered to executive sponsors (including the new Provost) by February 2022
    • Executive clarity of the program and definitions of cost savings September 2021

 

Support and Simplify Research Computing

Research is a critical piece of Ohio State’s mission and technology is essential to many aspects of research. Our goal is to accelerate time to insight and time to publication, decrease administrative hurdles, and enable researchers to easily access a suite of research tools by making technology easy and flexible.

Alignment to presidential goals:

  • Excellence in service to citizens 
  • Academic excellence and a culture of inclusiveness
  • Excellence in research and creative expression
  • Entrepreneurship and partnerships

We will know we are successful when we:

  • Have a research computing plan for Interdisciplinary Research Facility (IRF) which advances research computing infrastructure to advance research opportunities and enable faculty to easily attract funding and meet compliance requirements. 
  •  Researchers can easily leverage cloud technology including:
    • Providing skills training.
    • Reduced administrative and policy hurdles.
    • A clear funding model.
  • Lead the technology infrastructure for the Research District to ensure forward-thinking, agile, and innovative technology solutions.
  • Develop and implement strategic plan for Collaborative Research Computing (secure enclave, HPC, work with external partners).
  • Enhanced Endpoint Protection Service (EEPS) is in place to protect university endpoints and institutional data. 
  • Secure Data Enclave
  • Expanded use of Electronic Lab Notebooks to allow for professional-level research documentation to ensure IP and discoveries are documented and time-stamped.
  • We have separate robust systems for the management of research information (faculty productivity, grant awards, publications, market research for partners) and promotion & tenure.

In FY22, activities that will drive us forward are:

  • Develop and implement integrated technology plan for IRF
  • Launch RCAC Secure Enclave Working Group
  • Enhanced End Point Protection Service
  • Implement CrowdStrike to all university machines from September 2021 to January 2022
  • Transition from SEP AV to CrowdStrike nextgen AV from January 2022 to March 2022

 

Attract, Develop, and Retain Talent

To continue to grow our culture, we must actively work to establish and sustain an inclusive environment in which all employees can thrive, and all employees feel accountable to make positive contributions to our culture.​ To do that, we must address three key elements: 

  1. Diversity, Equity, Inclusion and Justice goals.
  2. Maintaining a strong culture where team members see themselves in the mission and vision of the institution, are committed to our cultural values, and feel empowered to advance change.
  3. Ensure that our positions and salaries are a fair and accurate representation of our work.

Alignment to presidential goals:

  • Excellence in service to citizens 
  • Academic excellence and a culture of inclusiveness
  • Entrepreneurship and partnerships

We will know we are successful when:

  • All team members see themselves and their work as core to the culture and mission of the university.
  • Establish and fund practices and policies to promote a diverse, equitable and inclusive work environment
  • Use data to understand changes in DEIJ within the organization.
  • Expanded professional development opportunities to ensure that team members keep their skills current in a rapidly changing technology world.
  • Clearly and consistently define positions and competitive salaries and opportunities for advancement via Career Roadmap to ensure that we respect and retain our most valuable resource – our team members.
  • Work with the Columbus business community to develop a staffing pipeline, using the Columbus technology workforce demand as a competitive advantage.

In FY22, activities that will drive us forward are:

  • Fund the DEIJ Taskforce to begin work on implementation recommendations.
  • Develop a shared definition and expectations for what it looks like to work in a diverse and inclusive environment that actively stands against racism and all systems and associations of bias and oppression (e.g., sexism, ageism, ableism).
  • Implement our post-COVID flexible work arrangements
  • Implement our phase 1 of Career Roadmap focused on equitable compensation, opportunities for advancement and development of staff.

 

Streamline and Enhance Core Services

To continue providing the technology services and resources that our students, faculty, researchers, and staff need to be successful; we must implement some core changes which will allow us to be more agile, provide a consistent technology experience, and decrease complexity – both for ourselves and our customers.

Alignment to presidential goals:

  • Excellence in service to citizens 
  • Academic excellence and a culture of inclusiveness
  • Excellence in research and creative expression
  • Entrepreneurship and partnerships

We will know we are successful when we have:

  • Cross-institutional IT Portfolios governance and decision making where leaders prioritize IT investments together. This includes the creation of a 5–10-year plan, a regular review of core services, sustainable funding model, and annual efficiency targets.
  • A service support structure that is free of silos and operates efficiently in the best interests of team members and customers, including a refined Enterprise Business Solutions support team, cross-organizational portfolio/project management, simplified service catalog, clear processes for service updates and simplified processes for contract renewals.
  • A digitally accessible Ohio State where all faculty, staff and student employees who acquire, develop or deliver digital information or services have completed the appropriate accessibility policy and skills training, there are consistent reviews digital products for accessibility before release, the university assesses legacy digital products for accessibility and creates strategies to fix identified issues, all employees know how to handle accessibility assistance requests and complaints, and each unit submits annual scorecards to report on the state of accessibility in their unit.
  • Managed IT services for all units providing consistent support, secure services/data, reduced operating costs, and the ability of units to focus on their unique expertise and research.
  • A comprehensive identity and access strategy is in place, reducing costs, improving risk posture, offering agility to support business initiatives, and providing an excellent user experience. 
  • Well-defined activities and resources for a disaster recovery program, providing the university with the ability to protect Ohio State’s IT services and institutional data from the effects of a disaster. 
  • We can provide financial transparency to leadership and customers by completing an IT Financial Transformation to map our IT spend data into the Technology Business Management (TBM) Taxonomy Cost Pools and Towers for devices and networking spend.  
  • Strong, transparent, and comprehensive data governance and data literacy across Ohio State that is understood by leaders, analysts, and front-line contributors.
  • Learning Systems and Learning Environments include a unified classroom strategy and centralized ePortfolio system.

In FY22, activities that will drive us forward are:

  • Operational Efficiency
    • Evaluate our service support structure and develop recommendations for reducing silos with increased operational efficiency
    • Complete the consolidation of our web presence to better serve our customers
  • Data
    • Provide university leaders with data and reporting to quickly and easily use data to inform decisions
    • Deliver easy to access standard reports and training resources
    • Define distance education data sources and definitions
  • Implement MITS 2.0 model 
    • MITS 2.0 Financials vetted and approved – June 2022 
    • Current MITS clients with SLA renewals transitioned to MITS 2.0 – current and ongoing into July 2023 
    • Proposals for MITS adoption made to new clients - June 2022 
  • Infrastructure
    • Planning for active directory and Public Key Infrastructure (PKI) conversion efforts
    • Start scoping efforts for M365 Single Tenant initiative
    • Complete the transition to institution-wide OneDrive and Teams
  • Security
    • Establish buy-in from key resources and leaders for comprehensive identity and access strategy
  • Accessibility
    • Skills/policy training assigned in BuckeyeLearn by 7/1/21
    • Accessibility Coordinator/Liaison model revised and implemented by 7/30/21
    • OCIO/ODEE/ES participates in the Legacy Assessment pilot (July – September) 
    • Scorecards submitted by 1/21/22
    • Begin website corrective action phase of accessibility plan.
      • Run pilot program – 7/5/21 to 9/3/21 
      • University units trained to use scanning tool – 2/25/22 
      • University units complete initial set of website scanning and CAS – 4/15/22 
      • Units submit plan for completing remaining scans and CAS – 4/29/22 
  • Disaster Recovery
    • 50% of Risk Management Entities (RMEs) inventory their systems and criticality in the configuration management database (CMDB)
    • oThe disaster recovery governance team conducts the annual disaster recovery test and achieves the pre-determined goals and metrics for the test
    • The disaster recovery governance program implements reporting to university leaders and ISCR.a reports
  • Learning Systems & Environments
    • ePortfolio system selected by February 2022 
    • ePortfolio service design by June 2022 
    • Classroom strategy defined by February 2022 
    • Classroom strategy socialized, approved, and initially implemented by May 2022

 

Optimize Workday

By 2024, we will complete a decade-long effort to transform how we conduct our administrative processes to improve the Ohio State experience and advance operational excellence through simplified processes, increased transparency, and flexible access to data. We will optimize this tool both by using it to its full capabilities and continuously improving the processes, training, and policy surrounding it to ensure that it is streamlined and efficient for users.

Alignment to presidential goals:

  • Excellence in service to citizens 
  • Academic excellence and a culture of inclusiveness
  • Entrepreneurship and partnerships

We will know we are successful when:

  • Workday is seen as a competitive advantage for Ohio State.
  • In addition to HR, payroll, finance and supply chain data, student data is managed through Workday.
  • There are Workday dashboards for non-experts to quickly access the information they need.
  • University leaders at all levels can use data and reporting to quickly and easily use data to inform decisions.
  • Workday functions and processes have been clearly defined and streamlined for easy use of the system. 
  • There is a clear and easy way to train new system users to be successful using Workday.
  • The Adaptive Planning operational module has been implemented.

In FY22, activities that will drive us forward are:

  • Harvest the benefits we envisioned from Workday
    • Capture lessons learned thus far and apply them quickly
    • Focus on the remaining AR of ADKAR (Ability, Reinforcement)
      • Pick top 5 processes (e.g., hiring grad students, procure-to-pay) and do skill and transaction checks at every stage, from initiation to data reporting at the end
      • Coach managers on holding employees accountable for doing transactions correctly
      • Set up alerts to catch issues early
      • Provide office hours with experts to help users gain knowledge and confidence
    • Identify and track areas where Workday functionality does not provide the capabilities we need, resulting in an increase in OSU staffing and/or to pay for companion systems
  • Actively participate in and provide support to the Workday for Research Task Force
    • Ensure Workday Product aligns critical product gaps to their product Roadmap
    • Partner with Research, Human Resources, Payroll, Finance and Supply Chain as business processes and associated configuration changes are prioritized to improve the overall user experience and/or obtain efficiencies
    • Provide Organizational Change Management Support, with support from EBS functional teams and business areas to the task force including:
      • Updating of training materials and job aids
      • Conducting re-education sessions for personnel where large groups are experiencing challenges performing their jobs in Workday
      • Coordinating “office hours” to help with adoption and utilization of the Workday application
      • Supporting overall communication plan coordination regarding items being addressed by the task force as they are dispositioned
  • Implement Adaptive Operational Planning Module 
  • Workday Student
    • Continue to partner with Workday leadership to ensure the product roadmap and delivered functionality for Workday Student will support a successful “Go-Live” the 2023/24 timeline
    • All critical configurations, operational reports and change management activities are complete
    • Continue development of data conversion and high-level deployment plan
    • Successfully complete 66% integration development
    • Summer (CPIV) 2021 Tenant Build: August 2021 
    • Activating Change Network: September 2021  
    • Fall 2021 (CPV) Tenant Build: December 2021 
    • High Level Deployment Plan Available: December 2021  
    • Change Management Plan Completed: May 2022   
  • Progress on development of custom applications and enterprise document management