Current Initiatives

IT at Yale has identified the following initiatives for FY23, organized by governance committee pillars, including: academic, administrative, cultural heritage, foundational, and research. A summary of the goals for each initiative is provided below.



Improvements focused on productivity and efficiency enhancements.

Classroom Technology

To improve the functional capabilities of the lecture halls and classrooms, this project will:

  • Upgrade features for lecture halls and other specified classrooms in FY23 that host undergraduate and graduate courses.
  • Evolve the standards for audio and video technology that support teaching and learning throughout the campus.
  • Conduct analysis and prepare recommendations regarding the intake, funding, prioritization and appropriate support models to support teaching and learning.

Graduate Student Funding

This project will include post go-live (July 2022) support for GSF, completion of the data mart and reporting capabilities for the new processes, and analysis for the replacement of the custom Teaching Fellows System.

SIS Programs

Deploy the Early Registration process for the Graduate School; Complete the roll out of Banner 9 SSB; Complete the requirements and design for the standard use of Banner to eliminate the custom term roll and matric update processes; Satisfy increased demand for paperless forms, prioritized by Yale College and the Graduate School.


Elimination of non-value added tasks to increase service quality and system reliability.

Egencia Replacement

Implement a solution that will offer a high-quality cost-effective customer experience when booking domestic and international travel for the Yale University Community. The ideal solution would provide a wide range of travel management services and must have the capacity and capability to handle large corporate accounts.

Hyland OnBase Implementation

Setup, configuration and training of Hyland’s OnBase Content Services Platform. Will focus on areas for both document management and contract management as well for many across the University. Will also incorporate integrations with applications such as Adobe Sign, Workday, etc.

Learning Program

Identify the highest priority staff learning needs across campus as well as learning best practices in industry.
Establish the strategy and capability to advance institutional, departmental, and individual learning and development goals and requirements, so that learning and development become part of Yale’s workplace culture, including:

  • Building infrastructure, operational support, management practices, and governance for learning.
  • Clarifying centrally managed and job family or unit-specific learning and development responsibilities.
  • Implementing a contemporary technology platform to support learning, Workday LMX.

One Finance Program

To enable Yale’s mission, simplify and standardize financial services in order to make life easier where everyone has a role in building a strong culture of financial integrity, insight and stewardship of Yale resources.

  • Simpler, streamlined, standard operating procedures supported by better reporting and analytics.
  • A more connected and unified finance function campus-wide.
  • Better central monitoring (data, site visits) for quality and controls.
  • Enhanced training and development of financial professionals campus-wide.
  • Strengthen a culture of integrity and accountability among faculty and staff.

Professional Learning Experience @Yale

This project is included in the Learning Program description.

Recruiting Program

  • Build an intuitive and efficient institutional process for staffing roles across Yale with highly talented and diverse candidates.
  • Re-engineer recruiting methods and practices to contribute to the culture and capability of Yale in an effective university-wide approach.

Strengthening Financial Compliance and Internal Controls

Procurement looks to advance its mission of providing high quality services, stewardship, and leadership to the Yale community. This project will utilize PwC feedback/report to design and implement a strategic plan (transformational roadmap) that:

  • Identifies and strengthens internal controls
  • Defines and optimizes processes
  • Establishes suitable monitoring, metrics and reporting
  • Explores leveraging existing or new tools/solutions for the purpose of transparency, efficiency, control automation and reliability.
  • Promotes change management awareness with appropriate documentation and effective training
  • Encourages compliance and centralizing supporting records.

Overall, the project looks to achieve greater visibility and control across the procurement function as a means to ensure continuous improvement.

Cultural Heritage

Elimination of non-value added tasks to increase service quality and system reliability.

Improving Access to Yale’s Collections

  • Public launch and adoption of LUX platform.
  • Improvements to LUX back-end technology (data pipeline implementation and MarkLogic configuration), along with improvements to front-end components.
  • Support the transition from project to service.
  • Support efforts towards teaching with collections.


Deep investment intended to mitigate risks and stabilize Yale’s network.


FLATS system (YSM) migration to AssetWorks, UP work orders, key & lock system, potential academic calendar interface, BIM & GIS and lease tracking. Prior to FAMIS being fully decommissioned, the historical data will need to be migrated from Oracle to another database solution for retention and reference.

Mass Communication System Assessment

  • Vendor RFI to select vendor to do the assessment (2-7 below).
  • Analysis of the entire mass communication system and its future direction/strategy.
  • High-level design of recommended solution.
  • Refined cost estimate for solution implementation.
  • Repair or address any emergency situation that may arise during the project, and seek additional funding depending on the need.
  • Vendor RFP to select vendor to implement the solution.
  • Support/operational model, lifecycle and cost of the recommended solution.

Next Generation Network

  • Advanced Network Security Features
  • Yale-occupied buildings (owned and leased) within the New Haven metro-area campuses
  • Safety Network, Cultural Properties, Facilities Network, Science Network, some AV systems, PCI systems, and other appropriate use-specific ITS network infrastructures as they are identified
  • Inter-building network infrastructure
  • Intra-building network infrastructure including:
    • Building entrances to the building’s main network connection room (“MDF”);
    • MDFs to the building’s other telecommunications closets (“IDFs”)
  • 66 Buildings will be transitioned over to NGN.

NGN Advanced Prep Work

Building discovery and advanced preparation work, some follow-up work in the building transition stage related to IP Address Remediation and NGN Closet preparations. Support for early transition of identified and agreed upon (with customer) systems (e.g., printers, possibly phones/faxes, specialized systems e.g., call centers). Support for owners of specialized systems to set-up and coordinate testing in advance of NGN transition.

All prep work required to bring a building onto the NGN fabric (66 buildings).

NGN Closet Surveys and Remediation

Defined FY23 closets that will house NGN equipment and require remediation to meet minimum NGN equipment and security needs. 131 Buildings will be remediated as a result of this work.

Public Safety Data Center Migration

  • Review findings from CJIS GAP analysis and develop approach for remediation and any required architecture modifications.
  • Complete YPD Hardware installation and configuration including requirements from CJIS GAP Analysis.
  • The FY22 incident recovery effort has 17 of the 22 applications/systems migrated and running in production in the ITS datacenter however some work remains (listed below).
  • Migrate remaining 5 applications to the ITS Datacenter in addition to completing remaining work for all applications 22 applications to be fully migrated:
    • Security requirements (SPA, MSS, Data Addendum)
    • App architecture design in new environment
    • Test environment builds (if applicable)
    • Prod Build
    • High Availability configuration (if required)
    • Endpoint configuration
    • Monitoring
    • Production Support (SOP, DR, Change Mgt)

Radio Communication System Replacement

Replace the Radio Communication system of Public Safety and its in the Yale Fire Marshal’s office, Emergency Management, Cultural Properties, and EH&S spanning 3-years, which will also form the foundation to assimilate all University radio users into this single University-wide system. The new system will be a trunked APCO P-25 compliant radio system.

Telestaff and Workday Integration

Integrate Telestaff and Workday to eliminate manual, redundant and error-prone work for scheduling and time-keeping of Police Officers and Security Officers.

Yale Computing Partnership - Current State Analysis

In FY’23 Fit for Purpose Computing at Yale takes the analysis completed in FY’22 and moves into action. There are three main efforts. First, we will completely overhaul our managed desktop offering providing the community a flexible, reliable, and secure computing platform. Second, we will provide access to MyApps at Yale (our virtual desktop offering) for Faculty, Staff, and Students to enhance user experience. Third, we will implement Hardware Asset Management providing the community guidance around procurement, tracking, replacing, and disposing of desktops, laptops, and workstations.

YaleSites Upgrade Program

Rebuild identified key POC websites, including YaleSites and Yale Identity with the potential of a third POC departmental site as needed to test the platform, components and processes. Add new components and features, and implement new tools as needed to support the platform - including SEO Tools for website analytics; Complete the platform Build & Test (including UX and A11y Testing); Communicate with and train the Yale Community and formally launch the platform. Plan and begin migrating other YaleSites websites currently on older platforms leveraging the newly created YaleSites Fellowship Program.


Stabilization of platforms supporting the advanced computing needs of the research community.

Award Set Up Process

Licensing of third party RPA software to be implemented across the IRES/InfoEd application and Workday applications.

Datamart: RE Data and Reporting

Continued efforts to provide a self-service data and reporting model for access to research administration data. Expansion of the RE Datamart to include an integrated solution for IRES and Workday financial data, as well as, inclusion of compliance data from IRES.

EHS Integrator

Platform migration to a new technology platform. Data access layer will be migrated to a technology that supports the modern platform.
Implementation of a new User Interface (UI) framework. Continued implementation of .Net framework forms migration. Solution for Restricted Items purchasing, with assurance that approvals will be made in Workday consistent with current practices.

IICAPS Replacement

Completion of analysis and requirements documentation in preparation for a technology replacement for the current IICAPS application; used by the Child Study Center.

Research Computing FY23

Stabilization of platforms supporting the advanced computing needs of the research community.

University Research Cores Software Implementation

Implement a research cores management software solution that is scalable for all Yale research cores, integrates with all necessary Yale IT systems such as Workday, TMS, CAS/SSO and provides an API for future integrations.