UNM STRATEGIC PLAN
WITH VISION AND MISSION STATEMENTS
AND IMPLEMENTATION PLAN
June, 2001
The present draft of the UNM Strategic Plan is the result of nearly a year of extensive discussion involving the entire University community and many interested people from off campus. Last spring, President William Gordon and Provost Brian Foster appointed a Strategic Planning Task Force that has managed the process since its inception. Several hundred people have participated in brainstorming sessions, ad hoc working committees, public forums, and other activities. The planning process has benefited greatly from these many people’s counsel; we now ask everyone who is interested in UNM to comment on this complete draft of the Plan.
The present version of the UNM Plan consists of three main parts:
In the presentation below, the UNM vision and mission statements, the University’s "Value Statement," and the "Statement of Strategic Advantages" accompany the list of seven strategic directions. Each strategic direction is expanded by a brief statement of its domain and is accompanied by several "Objectives." Finally, the Implementation Plan follows, including the set of tactics for each objective along with various notations, cross-references, and other supporting detail.
As the accompanying diagram suggests, the strategic directions fall
in two categories. Four of them (i.e., Vital Academic Climate, Public Responsibility,
Diversity, and Areas of Marked Distinction) address the academic core of
the University and are closely interconnected. These academic elements
rest on three closely connected support elements (Planning, Resources,
and Management Systems and Support Functions).
Figure 1
Relations among Strategic Directions
All members of the UNM community are invited to review this draft plan, to provide comments, and to participate in an extensive discussion that will take place early in the fall semester. Written comments can be sent to the Strategic Planning Task Force, c/o Dr. Nancy Middlebrook, Scholes Hall, Room 235. Additionally, comments can be provided by e-mail at unmstrat@unm.edu or made on the bulletin board on the Strategic Planning website, www.unm.edu/~unmstrat. Time and location of the discussion forums will be widely publicized in late August.
UNM STRATEGIC PLAN
PART I
Vision Statement
UNM will build on its strategic advantages:
The University will engage students, faculty, and staff in its comprehensive
educational, research, and service programs. UNM will provide students
the values, habits of mind, knowledge, and skills that they need to be
enlightened citizens, to contribute to the state and national economies,
and to lead satisfying lives. Faculty, staff, and students create, apply,
and disseminate new knowledge and creative works; they provide services
that enhance New Mexicans’ quality of life, promote economic development,
and advance our understanding of the world, its peoples, and cultures.
Building on its educational, research, and creative resources, the University
provides services directly to the City and State, including health care,
social services, policy studies, commercialization of inventions, and cultural
events.
Value Statement
The values of the individuals who teach, learn and work at UNM have shaped over time the values of the University. Our values provide a frame of reference for making decisions. They contribute to the general atmosphere of the University and then guide us in our teaching, our pursuit of knowledge and our public service.
Academic Freedom: As a center of knowledge, the University adheres to the doctrines of academic freedom and free speech. The University will continue to protect the exploration of ideas and will encourage inquiry and creative activity by students, faculty and staff. At the same time the University opposes statements and activities that reflect bigotry and prejudice and consequently tend to diminish active participation by all elements of the academic community and to inhibit the free expression of ideas.
Diversity Within the Academic Community: The University values the diversity of its students, faculty, staff and the other people with whom it interacts. Our differences assure that the University is a forum for the expression, consideration and evaluation of ideas. The educational process on our campus is clearly enriched and strengthened by the fact that these ideas arise and are evaluated from such diverse perspectives.
Creativity and Initiative: 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.
Excellence: At the University, we value excellence in our people, in our programs, and in our facilities. We have a responsibility to encourage and develop excellence among our faculty, staff and students. We are committed to be leaders.
Integrity and Professionalism: Integrity and ethical and professional behavior by all individuals associated with UNM are essential in order for students, faculty, staff and the public to have trust in the University.
Access and Student Success: 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.
Strategic Advantages
The University of New Mexico’s location provides strategic advantages that define opportunities to realize the University’s vision and mission.
Strategic Direction on
VITAL ACADEMIC CLIMATE
Foster a vital climate of academic excellence that actively engages all elements of our community in an exciting intellectual, social, and cultural life.
PUBLIC RESPONSIBILITY
Apply the University’s education, research, and service capabilities to advance the interests and aspirations of New Mexico and its people.
Access to Quality Higher Education
DIVERSITY
Value and benefit from the creativity, innovation, insight, and excitement generated by the many dimensions of diversity that are the essence of the University and the State.
AREAS OF MARKED DISTINCTION
Provide an environment that cultivates and supports activities of national and global distinction and impact.
PLANNING
Draw strategically on UNM’s resources, building integrated, coherent, disciplined activities to pursue our collective vision as an educational institution.
RESOURCES
Foster the responsible, effective, strategic, accountable cultivation of human, financial, intellectual, and physical resources.
Human Resources
MANAGEMENT SYSTEMS AND SUPPORT FUNCTIONS
Develop and sustain effective management systems and academic and student support functions.
IMPLEMENTATION PLAN
The following Implementation Plan contains specific tactics for each
of the objectives listed under the seven Strategic Directions of the Strategic
Plan. As outlined in Figure 1 (included in the introduction to the plan),
there are significant interactions between each of the Strategic Directions.
Many of the tactics and even some of the objectives could appear in different
parts of the plan. Similarly, many cross-cutting or complementary items
appear in different locations within the plan. Major instances of such
"interactions" across the different Strategic Directions, Objectives, and
Tactics are noted in the Implementation Plan. The cross-references are
by no means exhaustive, but rather are recognition of the most important
overlapping elements within the plan.
Objectives and Tactics
I.A. Objective: Provide high quality education for undergraduates
in every program UNM offers [also see VI.I.]
I.A.2. Build on the expertise of branch faculty in working with underprepared students
I.A.3. Review and revise general education to assure that it provides a solid foundation for upper division work [also see III.B.3.]
I.A.4. Incorporate research experience, learning communities, interdisciplinary courses, and service learning in all undergraduate programs
I.A.5. Educate faculty, staff, and students about varying learning styles and encourage teaching methods that address those differences
I.A.6. Recruit and hire quality undergraduate teachers for both upper- and lower division courses
I.A.7. Review and revise the faculty reward structure to assure that excellence in both teaching and research is rewarded [also see II.H.1. and VI.D.]
I.A.8. Minimize the use of large lecture-style classes without associated discussion or lab sessions
I.A.9. Provide effective training for Teaching Assistants in all programs [also see I.B.5.]
I.A.10. Minimize the use of contingent, part-time instructors in the classroom
I.A.11. Establish a new-student "convocation" ceremony
Tactics:
I.B.2. Develop in the Office of Graduate Studies (OGS) an integrated recruitment plan for graduate students [also see VI.G. and VI.I.]
I.B.3. Restructure admissions processes to make them integral to and supportive of graduate student recruitment activities [also see VI.G. and VI.I.]
I.B.4. Work with the research office and our graduate programs to enhance graduate student funding through training grants, fellowships, development, and other means [also see VI.G. and VI.H.]
I.B.5. Establish a broad-based Preparing Future Faculty program that will enhance job prospects for our doctoral graduates who look for careers in the professoriate [also see 1.A.9., II.D.7., and VI.C.1.]
I.B.6. Lead the UNM community in a meaningful dialogue on national issues in graduate education
I.B.7. Increase resources for support of student research [also see VI.G. and VI.H.]
I.B.8. Establish systematic efforts to raise the national visibility and stature of our programs, thereby increasing attractiveness of our programs to funding agencies, to potential students, and to potential faculty [also see II.D.5. and IV]
I.B.9. Assure that Graduate Assistant/Teaching Assistant/Research Assistant workloads are consistent with academic progress
I.B.10. Promote a campus dialog on graduate advisement and mentoring
I.C.2. Meaningfully integrate part-time and visiting faculty into the campus community and intellectual life
I.C.3 Establish an organized, reliable system for orienting new students, faculty, and staff to the campus community, and UNM'sits mission and values
I.C.4. Establish regular outlets for intellectual collaboration and exchange among faculty, students, and staff (e.g., off-campus retreats and a; Faculty/Staff Club)
I.C.5. Engage students in intellectual activities beyond the classroom
I.C.5.b. Through focused efforts, increase attendance at academic events by students, faculty, staff, local professionals, etc.and others
I.C.7. Organize and support student advising to provide accurate, timely, and understandable information about program requirements and academic progress
I.C.8. Increase the number of academic events in Albuquerque and other UNM locations (e.g., national conferences, regional conferences, symposia, lectures) [also see III.C.8.]
I.C.9. Improve services for event planning and coordination and identify an office to coordinate scheduling for on-campus meetings and lectures.
I.C.10. Insert academic content into activities and events already taking place on campus, to tie them more directly to the intellectual life of the campus (e.g., incorporate academic content into recognition events through brief talks by students, staff, faculty who are being honored)
I.C.11. Plan events, such as (like retreats, cultural days, special theme days like MLK,) that involve presentations or /performances from diverse faculty and staff [also see II.J.1.]
I.C.12. Extend University services to students during the lunch hour, after hours, and on weekends
I.D.2. Communicate the results of decision-making processes clearly, promptly, and widely [also see V.A., V.D., and VII.A.3.]
I.D.3. Encourage non-adversarial, problem-solving approaches to dispute resolution
I.D.4. Strengthen electronic communication by including students in the UNM News Minute e-mail distributions and by developing an all-student listserve [also see II.B.5.]
Tactics:
I.E.2. Ensure that all students, staff, and faculty have access to excellent and affordable health care, including behavioral health care
I.E.3. Welcome and encourage UNM partnerships with volunteer organizations, social and business organizations (e.g., Kiwanis and , Rotary), and faith-based organizations [also see III.D.3.]
I.E.4. Implement a system to provide readily accessible knowledge of referral and self-help resources [also see III.D.3.]
Access to Quality Higher Education
II.A. Objective: Provide NM citizens access to a quality higher education [also see I.C., II.B., and III.A.]
II.A.2. Increase "need-based" grant aid [also see VI.I.]
II.A.3. Facilitate student movement between the two- and four-year systems
II.A.4. Establish a University "front door" that welcomes the community to campus [also see II.J.2.]
II.A.5. Establish university-wide coordination of 2two-year college relations [also see II.C.1.]
II.A.6. Establish university-wide coordination of K-12 relations [also see II.C.2. and II.E.3.]
II.B.2. Create a set of web-based materials that are suitable both for enrichment of campus-based instruction and for delivery freestanding off campus
II.B.3. Enhance weekend, summer, and evening programs to improve access for students who do not live in Albuquerque and/or who work such that standard day schedules are impossible
II.B.4. Create a competitive and financially viable presence in Rio Rancho
II.B.5. Improve dissemination of information, advisement, and other student support services throughout the state for programs that are available only at UNM [also see I.D.4. and VII.E.]
II.C. Objective: Prepare students for success in higher education and the workplace
Tactics:II.D. Objective: Increase the public responsiveness and national stature of UNM’s professional programsII.C.1. Build on branch campus and community college developmental studies and GED programs [also see II.A.5]II.C.2. Work collaboratively with secondary schools to enhance college preparation [also see II.A.6. and II.E.3.]
Tactics:Major Challenges Facing the State of New MexicoII.D.1. Meet New Mexico’s needs for professional degree programs II.D.2. Offer through the Division of Continuing Education and the professional schools appropriate professional development/continuing education programs to meet the needs of New Mexico’s professional communities
II.D.3. Develop strong pre-professional advisement programs that create pipelines of quality students for UNM’s professional programs
II.D.4. Increase ties to professional organizations such as the bar association and similar organizations for architects, teachers, medical doctors, engineers, business people, and other professionals [also see III.D.3.]
II.D.5. Conduct careful strategic analyses of UNM’s professional programs to determine measures that would increase their national stature and, thus, the value of their degrees to the programs’ graduates [also see I.B.8 and IV.]
II.D.6. Work with employers (e.g., law firms, businesses, hospitals, schools) of UNM’s professional graduates (e.g., law firms, businesses, hospitals, and schools) to ensure that their needs are met by the University’s degree programs and continuing education [also see II.G.1.]
II.D.7. Partner with external organizations to create internships and other experiential opportunities [also see I.B.5.]
II.D.8. Create alliances with professional groups and associations, including alumni, to cultivate meaningful interactions with the professional and business community [also see II.G.3.]
II.E. Objective: Work with public schools in improving K-12 education
II.E.2. Improve collaboration among UNM’s colleges/schools/departments in support of teacher preparation and professional development.
II.E.3. Develop and provide content resources for K-12 education [also see II.A.6. and II.C.2.]
II.E.4. Contribute to the development of innovative approaches to K-12 education (e.g. effective instructional technology)
II.G.2. Contribute to work-force development
II.G.3. Work with state, city, and community-based organizations to attract new businesses to New Mexico [also see II.D.8.]
II.H. Objective: Promote service-mindedness among all university constituents (faculty, staff, students, and community)
II.H.2. Provide time and incentive for staff to participate in community service activities
II.H.3. Create incentives/requirements for every student to incorporate service to the community as part of their education.
II.H.4. Create incentives for faculty to create curricular service opportunities for students.
II.I.2. Use UNM expertise to support public policy making (e.g. BBER and Water Resources)
II.J.2. Improve access and way-finding to cultural venues, enhancing the friendliness of the campus to the outside community [also see II.A.4.]
II.J.3. Translate community interest in athletics to broader involvement of the community with the University
Tactics:
III.A.2. Devise a process that allows effective recruitment within legal and policy constraints
III.A.3. Cooperate actively with community groups to assist recruiting members of ethnic, racial, international, and other groups
III.A.4. Develop an appropriate role for diversity officer
III.A.5. Assure appropriate communications with advocacy groups
III.A.6. Create a plan for target hiring (faculty and staff)
III.A.7. Create a database of highly qualified candidates and cultivate relationships with them
III.B.2. Create classes and or class-related activities that include multi-cultural experiences
III.B.3. Infuse diversity/multi-cultural content in the core curriculum [also see I.A.4.]
III.B.4. Create supportive, comfortable environments for minority, international, and other populations[also see VII.E.]
III.B.5. Create Generate flexibility to accommodate life circumstances of individuals (e.g., family, cultural, religious, disability) [also see VII.E.]
III.B.6. Encourage the free expression of diverse opinions in an atmosphere
of civility and mutual respect
Tactics:
III.C.2. Change the environment to support joint faculty appointments
III.C.3. Facilitate cross-listing and team teaching of courses
III.C.4. Create courses with a high degree of interdisciplinary content
III.C.5. Create a campus dialog on establishing flexible instructional programs at undergraduate and graduate levels
III.C.6. Develop appropriate administrative models for institution-wide teaching programs
III.C.7. Align interdisciplinary research and instructional programs
III.C.8. Significantly increase the number of interdisciplinary symposia, seminars, and lectures [also see I.C.8. and III.E.4.]
III.D.2. Increase the involvement of diverse alumni on advisory committees and for internships, placements, mentoring, and other relationshipsetc.
III.D.3. Develop mutually beneficial relations with diverse community-based groups (e.g., religious, ethnic, professional, and international) [also see I.E.3., I.E.4., and II.D.4.]
III.D.4. Create productive relationships with other post-secondary institutions, (e.g., joint research, and preparing faculty)
III.E.2 Facilitate interaction among various sectors of the student body
III.E.3 Promote events and activities that encourage intellectual exchange across disciplines
III.E.4 Offer a regular series of lectures or interdisciplinary panels, followed by a social reception [also see III.C.8.]
III.E.5 Resurrect the "Lecturers Under the Stars" using the Dane Smith patio and projection wall which was designed for this purpose
III.E.6 Encourage, /fund, and /reward inter-departmental, inter-college
interactions among faculty
III.F.2. Increase the interaction of international and domestic students to enrich the educational experience of both
III.F.3. Continue to enhance the prominence of UNM’s Latin American and Iberian programs, promoting the participation of as many academic units as is possible
III.F.4. Increase UNM’s international presence by developing a topical initiative with international stature that builds on special UNM strengths in Latin American and the Southwest Studies
III.F.5. Make UNM a strongly bilingual campus by developing ways for students to use their second languages substantially throughout their studies in all fields
III.F.6. Strengthen of study abroad programs’ links to UNM curriculum and increase the number of students who experience significant international educational experiences
III.F.7. Integrate the activities of the Latin American and Iberian Institute, the Office of International Programs and Studies, and the new global initiative, and other international activities of instructional and research units through the office of an associate Associate provost Provost for International Affairs
IV.A.2. Assemble a distinguished panel to advise the Provost and discuss with all interested parties potential areas of marked distinction and strategic strength
IV.A.3. Consider, for each potential area of marked distinction, what
resources (human, physical, funding, and; time) are currently available,
what additional resources could be acquired (e.g., potential grant support),
what resources would be needed from the University, and how the area articulates
with priorities and plans of Collegescolleges/schools, Centerscenters,
Branchesbranches, and Departmentsdepartments [also see VI.].
IV.B.2. Find ways in which contributing departments benefit from affiliation with UNM's most distinguished programs (e.g. cooperation in recruiting students and faculty, bringing in prominent visitors, shared instrumentation, and library collections)
IV.B.3. Provide incentives for departments, in hiring decisions, to hire faculty who will interface with identified areas of national distinction [also see I.B. and VI.A.1.]
IV.B.4. Encourage pooling of resources (e.g., equipment, personnel,
and services) that can be efficiently shared by areas of distinction and
academic and research units [also see IV.B.9.]
IV.B.6. Proactively bring faculty forward for prominent Fellow and Academy appointments; this can be initiated at a number of levels in the University [also see I.B.]
IV.B.7. Implement creative incentive plans to reward performance (e.g., see School of Medicine faculty compensation plan) [also see IV.D.2., VI., and VI.D.1.]
Resources:
IV.B.8. Identify resources to seed initiatives [also see I.B.]
IV.B.9. Ensure adequate sustained support for infrastructure and personnel needed to retain strategic preeminence, and consider this in the development of shared resources (e.g., laboratory/studio/performance facilities, clinics, libraries, and CIRT) [also see IV.B.4.]
IV.C.2. Prominently feature UNM’s areas of distinction on the University web site [also see VI.D.2.]
IV.C.3. Feature or highlight areas of distinction in materials for recruiting faculty, students, staff and students [also see II.I.1.]faculty
IV.D.2. Ensure that specific goals are set for programs and that rewards
accrue only through accomplishment [also see IV.B.1., IV.B.7., V.B.]
V.A.2. Review and revise the environmental scan on a continuing basis
V.A.3. Promote a dialog in the university community regarding the role of each unit in fulfilling the university plan (e.g., – Rrole of branches, colleges, centers, and divisions, and the contributions they make to the community and the university as a whole, etc.) [also see I.D.]
V.A.4. Provide high-level staff support for Planning Council's strategic planning activities
V.B.2. Restructure academic program review processes to be comprehensive
(i.e., undergraduate, graduate, research, and service) and draw heavily
on these reviews when doing strategic planning
V.C.2. Institute public budget forums (e.g. the Planning Council) for more effective public presentation of budget issues and their articulation with the strategic plan
V.C.3. Charge the Main Campus and Health Sciences Research Offices to make recommendations regarding proposed externally funded initiatives, based upon the strategic goals of the University [also see VI.H]
V.C.4. Create space utilization standards as a basis for resource allocation in alignment with the strategic plan
V.D.2. Assure that Tthe Planning Council’s process should beis open, including and includes broad public comment and participation of the University community
V.D.3. Publish and widely distribute evaluation results
V.D.4. Make recommendations to the President regarding proposed changes to the plan
Human Resources
VI.A. Objective: Enhance recruitment and retention of employees
VI.A.2. Aggressively pursue means to provide enhanced compensation packages and other benefits of employment
VI.A.3. Reward and recognize employees for their contributions [also see VI.D.1.]
VI.A.4. Enhance and publicize the benefits, amenities, and quality of life for UNM employees (e.g., childcare, eldercare, health promotion program, and employee assistance)
VI.A.5. Develop creative strategies to improve employee retention [also see IV.B.5.]
VI.A.6. Enhance working conditions (e.g., promote civility, respect, safety, and ergonomics)
VI.A.7. Remove barriers for UNM graduates to become UNM employees
VI.B.2. For faculty, create career advancement opportunities
VI.B.3. Provide management training for managers and supervisors
VI.B.4. Create a leadership internship program
VI.C.2. Create learning communities that are linked to student employment experiences
VI.D.2. Increase the number and visibility of non-monetary mechanisms for recognizing and rewarding meritorious contributions, including awards, recognition ceremonies, media outlets, and other innovative strategies [also see I.D. and IV.C.2.]
VI.D.3. Expand the range of options for recognizing and rewarding the achievements of undergraduate and graduate students
VI.D.4. Promote an informal culture of recognition, in which faculty, administration, staff, and students, and administrators are encouraged to recognize and honor each other’s achievements in teaching, research, scholarship, creativity, service, and leadership
VI.D.5. Communicate excellent work of UNM employees to the community -- (e.g., work with the Albuquerque Tribune or Journal for monthly insert highlighting UNM accomplishments/events) -- and assure that news releases go to local media for all students making the on dean's list and who receiving received academic awards
VI.E. Objective: Use financial resources effectively
VI.E.2. Evaluate out-sourcing of current on-campus units and services
that might be provided more cost effectively by an external provider
VI.F.2. Ensure that development/fundraising activities are substantial responsibilities of key administrators, including deans, branch administrators, and others
VI.F.3. Align private resource acquisition/development plans and efforts with institutional priorities
VI.F.4. Assure that development plans at various levels reflect this alignment
VI.F.5. Place significant emphasis on major gifts
III.A.1., and VI.I.]
VI.G.2. Work with the Commission on Higher Education (CHE) and the legislature to implement appropriate funding formula adjustments
VI.H.2. Assure that we recover full indirect costs allowed by granting agencies
VI.H.3. Budget substantial funds for contracts and grants that require matching
VI.H.4. Develop strategies to show in-kind match and institutional commitment
VI.H.5. Develop infrastructure and planning to compete effectively for very large and unusually complex contracts and grants [also see VII.B. and VIII.D.]
VI.H.6. Provide effective systems for identifying funding opportunities [also see VII.B. and VIII.D.]
VI.H.7. Develop effective project management capabilities [also see VII.B. and VIII.D.]
VI.H.8. Develop strategies for administrative review, oversight, and accountability of project management [also see VII.B. and VIII.D.]
VI.H.9. Improve institutionalization of important grant grant-funded successes
VI.I.2. Assure that student recruitment and marketing are cost effective
VI.I.3. Improve distribution of students across programs in order to increase enrollments in programs that have unused instructional capacity
VI.I.4. Coordinate student recruitment with pre-professional advisement systems to attract high achieving students
VI.J.2. Implement the Science and Technology Corporation’s (STC's) business plan to become self supporting within five six years
VI.J.3. Continue STC's efforts to establish service-oriented relations with faculty
VI.J.4. Develop effective incubator program within STC
VI.K.2. Develop long term plan for continued growth and development of collections and other resources
VI.K.3. Publicize and facilitate the use of the collections and facilities (make available through on-line data bases, hold conferences around the collections, bring faculty on sabbaticals to do research on the collections)
VI.K.4. Systematically encourage donation of collections that complement existing strengths
VI.L. Objective: Align physical resources with priorities
Tactics:
VI.L.2. Strategically address deferred maintenance and renewal
VI.L.3. Reinforce campus qualities that characterize it as unique setting
VI.L.4. Create formal parking policy that aligns with university priorities
VI.L.5. Strategically create and continually upgrade information technology infrastructure, and coordinatione with statewide information systems
VI.L.6. Strategically align facility plan with institutional priorities
VII.A.2. Build on the concept of shared governance by engaging faculty, /staff, and/ students more actively, (e.g., attendance at Planning Council meetings) [also see I.D.1.]
VII.A.3. Make decisions and establish accountability at the lowest appropriate level [also see I.D.2. and VII.B.4.]
VII.A.4. Balance accountability in decision making with encouragement of appropriate risk-taking
VII.A.5. Provide development and training opportunities for faculty and staff including managers and others in leadership positions [also see VI.B. and VI.F.1.]
VII.A.6. Develop a manager/supervisor network with a listserve and periodic meetings to encourage active dialog
VII.A.7. Develop effective administrative structures for activities that substantially involve multiple deans/ and vice presidents
VII.A.8. Implement a data warehouse to provide appropriate access to
information and support decision making and reporting
VII.B.2. Implement mechanisms to ensure proper information flow and /access
VII.B.3. Provide training for individuals involved in processes
VII.B.4. Give units and projects appropriate authority with respect to purchases, hiring decisions, and instructor approvals [also see VII.A.3.]
VII.B.5. Implement periodic consequential audits to monitor compliance and accountability
VII.C.2. Identify types of services that are duplicated in many units of UNM. D to determine where economy-of-scale can be applied to increase efficiency, and where coordination can be improved (e.g., security, health services, human resources, accounting, and computer maintenance)
VII.C.3. Reduce the number of e-mail, calendaring, and other such systems
VII.D.2. Integrate information management systems
VII.D.3. Complete the study of the student support systems and implement new systems and processes
VII.D.4. Deploy and maintain technological infrastructure campus-wide
VII.D.5. Enable web-based systems for appropriate student, business, and administrative functions
VII.E.2. Implement an integrated student information system to include admissions, bursar, financial aid, recruitment, registrar/recorder, and graduate and professional recruitment and tracking
VII.E.3. Coordinate student support services and /diversity programs [also see II.B.]