Strategy 2: Develop the IT infrastructure for research through collaboration
Partner with the UNM research community to provide robust and reliable IT infrastructure that supports data- and computing-rich research.
The Rationale for this Strategy
Research investments are resource intensive, require a great deal of planning and coordination. Mistakes are not easily rectified. UNM leadership does not have a clear idea of the IT resources needed to support research at UNM. Without a clear vision, UNM will continue to carry heavy overhead because of lack of coordination, inadequate leveraging of resources, and insufficient IT planning/coordination between multiple departmental IT shops. This strategy will facilitate the creation of a decision-making process for IT investments at this university.
Link to UNM's Mission and EVP's Areas of Strategic Focus
- The University moves forward in its academic programs, student support services, and other operations by encouraging and rewarding creativity and initiative among faculty, staff, and students.
- At the University, we value excellence in our people, in our programs, in our facilities. We have a responsibility to encourage and develop excellence among our faculty, staff and students. We are committed to be leaders.
- We have a clear obligation to provide a quality higher education to all New Mexico students who have the capability to succeed. This obligation is combined with the responsibility to provide an environment and appropriate support to give every individual his or her best chance of success.
Definition of Success
Conditions Necessary to Achieve Success
The Provost's Office must be fully engaged and willing to support the IT infrastructure needs of the 90% of UNM researchers with typical IT needs. UNM needs to make sure the basic IT needs of the entire faculty are met before concentrating on more advanced portions of the infrastructure. The Provost is also needed to promote integrating UNM research efforts into the curriculum and address supporting IT infrastructure needs to meet those ends.Strategy Owner
Arthur Bernard Maccabe (Computer Science)
Strategy Implementation Team Members
Arthur Bernard Maccabe (Computer Science)
Holly Shipp Buchanan (HS Library and Informatics Ctr)
Reed Way Dasenbrock (English Department)
Richard Larson (SOM Pathology)
Terry Yates ()
Strategic Initiatives
| Initiative | Description | Owner | |
| 2A | Vision for using IT in research and education at UNM. | A small team of faculty representing a broad cross-section of UNM's research and education communities draft a vision statement, gain approval, and identify funding, projects and purchases for IT initiatives within research in line with the vision.... | Reed Way Dasenbrock (English Department) |
| 2B | Research IT Needs Assessment | Identify needed research tools. Idetnify standards and interoperability of tools.... | Terry Yates () |
| 2C | Process to manage direct vs indirect costs for IT resources | Develop procedures to identify and manage IT costs on extramural funding approved and accepted. Increase accrual of direct cost IT expenses.... | Terry Yates () |
| 2D | Engage research community support of IT infrastructure | increase IT spending in restricted accounts and increase the transer of funds to enterprise IT units through establishing support for IT among research leadership.... | Arthur Bernard Maccabe (Computer Science) |
Measures of Success
Success can be measured through the utilization of the basic infrastructure as demonstrated by high use of the standard tools provided (e-mail, scheduling, productivity software, online proposal development, collaboration tools, growth of enterprise-managed network storage/computation/visualization). An example metric would be to compare the results of customer satisfaction surveys and focus groups before and after implementation. Increased offering and participation by the faculty in training related to IT tools. Another metric could be found in comparing IT spending in restricted accounts as a means of demonstrating more appropriate spending (e.g. what IT is an indirect cost versus what IT is a direct cost).