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Initiative 7: Systems and Process Optimization

At Indiana State, we drive employee excellence and elevate student experiences by streamlining operations, upgrading to digital workflows, and consolidating platforms. These efforts deliver more responsive, career-focused educational opportunities for all learners.

Our Purpose

We are committed to providing stronger educational opportunities for all students. This is accomplished by reviewing current University operations to identify inefficiencies and enhance employee performance. Our initiative includes a diverse working group that will evaluate paper-based and manual processes and transition them to efficient digital workflows while phasing out outdated technologies.

Through this process, we will better utilize existing systems to streamline operations and create a more responsive, sustainable university environment for all learners.

Objective

Initiative 7 has a dedicated working group that will assess current University operations to identify our inefficiencies, communication silos, and opportunities for stronger collaboration to optimize employee performance and overall student experiences. To achieve these goals, the University will:

  • Take a critical look at paper-based and manual processes and systematically transition to efficient digital workflows.
  • Phase out outdated technologies, consolidate platforms, and leverage underutilized systems to streamline operations—from admissions and athletic compliance through alumni stewardship—creating a more responsive and sustainable University environment.

Key Actions 

The University will take the following actions in support of Systems and Process Optimization:

  • Form a cross-functional task force (including Academic Affairs, Enrollment Management, Student Experience and Engagement, Finance, Athletics, General Counsel, and Alumni Relations) to gather data and analyze communication flows, processes, and service delivery points for bottlenecks, redundancies, and inefficiencies.
  • Establish clear timelines and accountability measures for eliminating outdated, paper-reliant procedures, ensuring that all stakeholder processes are accessible, equitable, and mobile-friendly.
  • Direct each division, department, and unit to assess current processes to address inefficiencies, remove duplicative platforms, and advance digital transformation within their respective areas.

Initiative 7: Key Performance Indicators

Achieve real-time or automated data integration across Indiana State’s core enterprise systems (e.g., Banner, Slate, StarRez) to support seamless student and employee workflows, while reducing duplicate manual data entry across systems by 50%, particularly in enrollment, finance, and hiring processes.

Advance a digital-first approach across administrative units by eliminating at least 50% of paper-based workflows—prioritizing high-volume student-facing and HR processes—while establishing clear ownership and accountability for sustained adoption.

Reduce processing time by 25% for high-impact processes such as hiring, student onboarding, transcript evaluation, and internal approvals.

Reduce redundant or overlapping software systems across campus while ensuring all new technology purchases are reviewed through a centralized governance process (in partnership with OIT and functional leadership) to improve alignment, integration, and compliance.

Implement a campus-wide ticketing and service management platform with adoption across appropriate administrative units.

Ensure all critical operational processes (e.g., hiring, financial approvals, student system updates) have at least two trained staff members and are fully documented within each department’s Root site, positioning The Root as the institution’s primary source for policies and procedures and reducing reliance on informal or single-point knowledge.