Enterprise Application Services

FY2025 Accomplishments

EAS By the Numbers in FY2025

Human Capital Management (HCM)

• $5.5B in payroll disbursements
• 384K job applications processed

Financial Operations (FIN)

• $5.68B in payments to 122K vendors
• $537M in accounts receivable billing

Student Administration (SA)

• Processed 199K admission applications
• $1.2B in financial aid awards

CRM and Ancillary Systems

• $900M in donations processed
• 1.7M documents uploaded (total: 44M)
• 50K MCards printed

Research Administration Services (RAS)

• $2.04B in research expenditures

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EAS By the Numbers in FY2025

In FY2025, EAS made impressive strides in managing and enhancing the university’s data and services. The following notable achievements demonstrate EAS's progress in improving service quality, boosting efficiency, and expanding capabilities over the past year.

DART and CRM Implementation and Upgrades

• Salesforce Education Cloud: The ITS Enterprise Salesforce Org service upgraded to a new Salesforce platform called Education Cloud. The platform architecture has features designed for an Education base, and we are Education! The goal is to use the innovative features Salesforce has delivered in Education Cloud and move away from custom development.

• Implemented a number of DART enhancements including:

  • Updates to recognition credits and adding new special recognition credit attributes to improve data integrity and reporting accuracy.

  • Introducing a new method for processing online payment transactions, directly supporting the Office of University Development’s goal of enhancing the donor digital experience.

  • Improving tribute management functionality, making it easier for users to manage and acknowledge tribute gifts within the system.

Human Capital Management

• Remote Worker Integration in PeopleSoft: Automated the process for remote work agreements within M-Pathways, facilitating seamless collection and approval through self-service workflows. This also provides university-wide data on employee locations.

• Earned Sick Time Act (ESTA) Project: Executed a complex rollout to align with legislative changes and university leave practices.

Supply Chain and Financial Operations

• LIMITS Implementation: Rolled out in all U-M Hospital Operating Rooms, further enhancing U-M’s supply chain management through advanced enterprise tools.

• Check Printing: Outsourced this function to streamline operations and optimize resource use.

• Worldpay Merchant Exceptions: Developed a specialized process for handling exceptions, increasing financial flexibility.

• Chrome River (Emburse Enterprise) Expense Management: Supported the implementation of a new expense management tool, responding to the demand for better integration with new travel systems and improved user experience.

Student Administration Enhancements

• Official Transcripts Ordering: Alumni can now order transcripts online without needing U-M login credentials, removing the hassle of paper forms. Students benefit as well, with the ability to send transcripts electronically to services like LSAC and NursingCAS, ensuring quicker delivery and a smoother process. These enhancements have led to a 70% drop in transcript-related TeamDynamix emails and a 30% decline in phone inquiries, significantly easing our department's workload. Additionally, individuals who graduated before fall 1993 can now receive PDF transcripts, further reducing paper mailings. Those who have used the service have expressed appreciation for the faster and more convenient electronic options.

• Admissions Prospective Student Record Cleanup: Reconciled more than 200,000 prospect records, thereby improving system performance and reducing personal data access, aligning with data protection principles.

• SPACES (SPecialized Academic Classroom & Event Scheduling) Implementation: Implemented new system supporting over 12,000 class sections and 11,000 events, ensuring efficient resource allocation and scheduling.

Research Administration Advancements

• Framework Upgrades: Upgraded two critical systems to support enhanced research capabilities.

• AI for Awards: Conceived and implemented AI application for award processing, reducing direct data entry and related staff time for ORSP.

• eResearch Replacement Systems Recommendation Project: The current eResearch platform is being phased out by the vendor by 2031. In the planning phase we are exploring various strategic options to develop a roadmap that allows for a smooth transition with minimal disruption.

Strategic Collaborations and Initiatives

• Disaster Recovery: Continued emphasis on developing robust disaster recovery protocols.

• AI: Achieved a 100% completion rate across EAS in the AI 8-week Challenge and created an EAS AI Champions program, fostering an innovation-driven culture.

• Professional Development Engagement: Conducted a survey to align professional growth initiatives with staff interests and organizational needs.

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ITS and EAS Staff Engagement and Collaboration

EAS leadership and managers actively nurtured a positive culture throughout FY2025 by applying pulse surveys, MHealthy Champions and initiatives, and well-attended staff meetings. This collaborative spirit permeated throughout EAS and ITS, demonstrated by staff dedication to exceptional service, hosting ITS interns as well as mentoring and committee participation, and volunteerism at key campus events such as Power-Up and the IT Expo, where they provide essential coordination and support