Technology Roadmap

Fiscal Year 2022-2025 (Last Updated: 03/21/2022)

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:

  • The Office of Academic Affairs (OAA) has a consistent vision for hybrid, online, and workforce development future.
  • Individual units have converted the OAA vision into strategy at the leadership and local levels.
  • Incentives and resources are aligned to the OAA vision and strategy.
  • OTDI aligned its portfolio of work to effectively support and advance the OAA vision.
  • We have a technology ecosystem to support online, hybrid and extended education.
  • We are effectively using data to understand and improve the student journey.

In FY22, activities that will drive us forward are:

 

  • Strategy and Vision
    • Develop and socialize an online and hybrid education vision.
    • Begin the effort to convert vision into strategy.
    • Develop and socialize an evolved digital tools and skills vision.
    • Convert digital tools and skills vision into strategy
    • Work with partners to identify criteria and milestones for developing a classroom strategy by May 2022.
  • Implement Virtual Desktop Infrastructure to give students access to specialized software.
  • Begin to align classroom readiness efforts to the hybrid and online education vision.
  • Achieve goals as outlined in the strategic enrollment plan.
  • Convert ODEE into a unified Digital Learning and Student Success team within OTDI to advance academic excellence at the intersection of education and technology.
  • Support the launch of Ohio State’s General Education curriculum, particularly launching the ePortfolio and Bookends development.
  • ePortfolio system selected by March 2022 and service designed by June 2022.
  • Support the development for policy and process changes for stackable certificates and micro-credential development.
  • Identify an ALX scale partner to pilot.
  • Develop an overarching Buckeye360 strategy to advance academic excellence and engage our stakeholders for access and success.

 

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:

  • Research teams housed in the Interdisciplinary Research Facility (IRF) have a seamless experience with technology services and support in the building, including on-site IT support, seamless technology for hybrid meetings & collaboration, adequate bandwidth for instruments and work in the building, access to cloud compute/storage (OSC, AWS, BuckeyeCloud, WMC cloud, etc.), access to technical resources across Ohio State and beyond (with appropriate security controls), ability to collaborate with non-Ohio State people seamlessly.  This model will be extended to the Energy Advancement and Innovation Center (EAIC) and other Innovation District buildings.
  • ERIK, OTDI, and WMC collaborate to deliver Data Analytics for Research Strategic Intelligence that automatically pulls information on grants, publications, expertise, etc. together for strategic planning, forecasting, and reporting.
  • OAA has a Faculty Activity Reporting system and clear guidelines on its use for both promotion & tenure and the Annual Merit Compensation Process (AMCP).
  • Enhanced Endpoint Protection Service (EEPS) protects university endpoints and institutional data from ransomware and other malware.  Certifying Ohio State has this in place enables the university to pursue certain types of federal funding.
  • Research teams have the awareness, skills, services, and support to easily leverage cloud services including Ohio Supercomputer Center, Amazon Web Services, Azure, Google Cloud Platform, BuckeyeCloud, etc. 
  • The university proactively drives storage/compute solutions for research teams working with regulated data requiring highly secured configurations.
  • Researchers have access to a variety of tools such as Qualtrics and Electronic Lab Notebooks.
  • The university has a clear decision-making process and funding model for core research technology infrastructure investments, such as 10TB of storage for every researcher at no cost to the researcher.
  • Central and local IT secure and flexible custom solutions for researchers who need them.  Such “solution recipes” are shared for reuse in other areas.
  • ERIK, OTDI, and WMC collaborate to meet federal data sharing requirements efficiently, such as NIH’s Data Sharing Policy that begins in January 2023.
  • Researchers are aware of the full range of IT tools and services available from OTDI, WMC, local IT, and non-Ohio State providers with whom the university has a contract (e.g., AWS, Azure, OSC, GitHub).

 

In FY22, activities that will drive us forward are:

  • IRF Technology Task Force: Develop and implement integrated technology service and support for IRF and EAIC, with a sustainable funding model for both core and consumable services.
  • Research Technology Governance: Empower the Research Cyberinfrastructure and Advanced Computing Advisory Council (RCAC) to advance solutions we need to make research work across Ohio State.  Ensure that RCAC and the Research Security Governance Board (RSGB) stay aligned and drive results together.
  • Research IT Support (e.g. NIH data sharing requirement) Services such as data repository/storage/curation, compute, collaboration/Teams, policies, etc.
  • Define and implement Data Analytics for Research Strategic Intelligence in FY23 with pilots in FY22.
  • Define and propose Faculty Activity Reporting system for FY23 implementation (with change management kicking off in FY22).
  • Market OTDI’s existing research-focused services and solutions to researchers.
  • Launch RCAC secure enclave working group. (Complete)
  • Implement Enhanced End Point Protection Service. (On-track for March 2022 completion)
  • Expand Buckeye 360 (Salesforce) for the Corporate Engagement Office (ERIK).
  • Modify the Research & Infrastructure team to be better prepared to scale with cloud, WiFi/5G, and research services.

 

Attract, Develop, and Retain Talent

People are at the center of OTDI’s ability to drive transformational change that impacts the world. We commit to focusing our efforts on building a community of inclusive excellence that is rooted in our shared values and behaviors that empower all team members to do their best work.

Alignment to presidential goals:

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

We will know we are successful when:

  • We have a shared understanding 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).
  • All team members feel connected to and have a sense of ownership of their impact on OTDI culture and university’s mission.
  • Our systems, structures, and practices are aligned and embedded with our culture of shared values to advance social justice and academic freedom.
  • Position descriptions accurately reflect roles and responsibilities and are valued with competitive pay ranges. Pathways for advancement are established via Career Roadmap.
  • All team members have equal opportunity and access to professional development to maintain and grow their skills to adapt to a rapidly changing professional landscape.
  • We use data about Culture, Diversity, Equity, Inclusion and Justice, and Sense of Belonging to identify opportunities for change and to inform decisions across OTDI.
  • Strategies to promote a diverse, equitable, and inclusive work environment are embraced and funding and adoption pathways for innovative programs are provided.
  • We are aligned and have intentional collaboration across the Office of Diversity and Inclusion (ODI), the Office of Human Resources (OHR), and OTDI’s Diversity, Equity, Inclusion, and Justice (DEIJ) Task Force, Culture Team, and affinity and employee resource groups.
  • We cultivate an internal structure to support and direct community engagement and community-based knowledge sharing among our teams, centered on technology and digital innovation.
  • We partner with Ohio communities to create a staffing pipeline, leveraging the Ohio technology workforce demand as a competitive advantage.

In FY22, activities that will drive us forward are:

  • 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).
  • Bring awareness to the University’s Shared Values Initiative and identify opportunities to apply them in our organization.
  • Ongoing partnership and engagement with Office of Human Resources (OHR) and Workday experts to improve business processes related to recruitment and hiring practices.
  • Launch search for Chief of Staff position to lead and implement Diversity, Equity, Inclusion and Justice, and Sense of Belonging work.
  • Fund identified Diversity, Equity, Inclusion and Justice (DEIJ) recommendations to begin work on implementation. (Complete)
  • Implement our post-COVID flexible work arrangements(Complete)
  • Implement our phase 1 of Career Roadmap focused on equitable compensation, opportunities for advancement and development of staff. (Complete)

 

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:

  • Cross-institutional IT portfolio governance and decision making where leaders prioritize IT investments together. This includes the creation of a 5- to 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.
  • Grow Managed IT services - 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.  
  • Strong, transparent, and comprehensive data governance and data literacy across Ohio State that is understood by leaders, analysts, and front-line contributors.
  • Student Administrative Systems that are positioned for continued improvements to meet the ever-changing and increasing demands of the business in alignment with presidential and provost goals

In FY22, activities that will drive us forward are:

  • Shared Services
    • Implement ITSD components of IRF service & support plan; provide relationship management and service design.
  • 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
  • Student Administrative Systems
    • Reestablish PeopleSoft Campus Solutions production support, resources, roadmap, and strategy over the next 5-10 years.
    • Operational Data Store (ODS) upgraded to latest database version by June 2022
    • Define a clear Student Ecosystem Roadmap by June 2022 with high priority investment areas identified and aligned with presidential and provost goals.
  • 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
    • Relaunch the enterprise data catalog initiative with key data leaders across the university
    • Relaunch effort to ensure proper use of data via integrations for systems/applications versus data for reporting/analytics.
  • 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 
    • MITS service issues addressed, including tracking actual costs/usage and the backlog for local applications (especially B&F & OAA).
  • Infrastructure
    • Implement Shared Directory and Endpoint Service (SDES) with local IT.
    • Scope efforts for M365 Single Tenant initiative
    • Complete the transition to institution-wide OneDrive and Teams
    • Migrate from Skype for Business to Teams Voice
    • Move from osuwireless to EDUROAM
  • Identity and Access Management
    • Establish buy-in from key resources and leaders for comprehensive identity and access strategy
  • Accessibility
    • Skills/policy training assigned in BuckeyeLearn (complete)
    • Accessibility Coordinator/Liaison model revised and implemented
    • OTDI participates in the Legacy Assessment pilot (July – September) 
    • Scorecards submitted by 1/21/22 (complete)
    • Begin website corrective action phase of accessibility plan.
    • Run pilot program
    • University units trained to use scanning tool
    • University units complete initial set of website scanning and CAS
    • Units submit plan for completing remaining scans and CAS
  • Disaster Recovery
    • 50% of Risk Management Entities (RMEs) inventory their systems and criticality in the configuration management database (CMDB)
    • The 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

 

Optimize Workday

In 2021 we completed a multi-year 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.
  • University leaders and colleagues at all levels know where to locate data and reporting quickly and easily to inform their decisions.
  • Workday functions and processes have been clearly defined and streamlined for easy use of the system. 
  • Training is easily accessible and effectively prepares new Workday users to be successful.
  • 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 develop strategy to apply by June 2022.
    • Influence and partner with Workday to align critical product gaps to their product Roadmap. (continuous)
    • Implement continuous improvement opportunities to increase user adoption of Workday. (continuous)
    • Continue to increase user proficiency, confidence, and satisfaction with Workday.
      • Participate in and support core business area’s stabilization and optimization efforts, implementing recommended updates to select Workday business processes for:
        • Recruit to Hire
        • Procure to Pay
      • Collaborate with core business areas to identify top business processes with high error rates and initiate opportunities to minimize errors.
      • Monitor established alerts to catch issues early
    • Identify and track areas where Workday functionality does not provide the capabilities we need, resulting in an increase in Ohio State staffing and/or to pay for companion systems. Summary report will be produced and shared with university and Workday leadership by June 2022.
  • Launch Workday Training Governance group (complete)
  • Actively participate in and provide support to the Workday for Research Task Force
    • Partner with Research and Office of Sponsored Programs to formulate and implement sustainable workarounds where critical product gaps are not on Workday’s Roadmap for the immediate future
    • 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 (Complete)
  • Review and modify at least three internal operational processes to gain efficiency and reduce staff time with administrative work by June 2022.
  • Complete the transition of Workday for Student Services Project team by June 2022.
  • Identify and plan work that is required in Workday given decision to remain on Campus Solutions by June 2022.