|Strategic Technology Initiatives
|Section 1 – Governance and Planning
||1. Governance of IT
||Establish a governance structure for IT that is informed by representative groups of campus stakeholders. The structure should facilitate decisions and establish priorities that support UNLV’s strategic directions and provide an evolving technology vision that maintains alignment with those directions.
|2. Strategic Technology Planning
||Create a sustainable strategic technology planning process that engages the campus community, adapts to evolving campus priorities, communicates key planning milestones, and aligns with UNLV’s academic calendar and other strategic planning cycles.
|3. IT Leadership and Coordination
||Establish a Chief Information Office (CIO) position at UNLV that provides a technology vision, aligns IT efforts with strategic initiatives, leads IT service delivery, and facilitates IT planning efforts across the university's community of central and distributed IT personnel.
|4. IT Projects
||Establish IT project review and purchasing approval processes that maximize UNLV’s IT investments. These new processes will facilitate the deployment of new services, improve IT service coordination, and provide transparent decision-making.
|Section 2 – Creating Sustainable IT Services
||5. IT Service Coordination
||Improve the provision of IT services by developing a University-wide IT Service Portfolio and a University-wide IT Service Catalog that optimizes both central and distributed technology services.
|6. Sustaining Technology Investments
||Sustain IT investments in a manner that accommodates the needs of both distributed and central IT, optimizes technology refresh cycles, leverages technology standards, and supports the introduction of new and emerging technologies. Design funding models to support the strategic approach to sustaining technology.
|7. IT Awareness and Training
||Increase awareness of available IT services, strengthen technology training, and provide timely, targeted communication about technology.
|Section 3 – Foundation for Growth and Agility
||8. Information Security
||Elevate the role for security planning and management beyond IT by creating a University-wide Cyber Security Team and Chief Information Security Officer position empowered to implement a comprehensive security strategy designed to mitigate current and anticipated future risks.
|9. iNtegrate 2
||Implement new human resources and finance systems to reduce labor-intensive manual processes, decrease duplication of effort, improve tracking, and increase self-service options. The new systems will also introduce new functionality, integrate well with existing systems, improve data integrity and enhance security allowing better access to information for decision-making and reporting.
|10. Identity Management Single Sign-on
||Establish an identity management program to improve the efficiency of user account administration, increase information security, improve collaboration, and simplify access to resources and data.
||Meet the growing expectations for mobile access to information and services in a manner that is expeditious, secure, sustainable, improve collaboration, and simplify access to resources and data.
|Section 4 – Information Sharing and Collaboration Tools
||12. Enterprise-wide Document Management
||Establish a university-wide approach to digital document storage, records retention, and secure disposal of archives that will support the University’s goal to improve process workflows and increase administrative efficiency.
|13. Data Management for Institutional Effectiveness and Decision-making
||Build upon the institution’s university-wide support model for improving access, utilization and governance of data that recognizes the strategic value of using information as an institutional asset.
|14. Communication and Collaboration Tools
||Cultivate a more engaged, connected, and collaborative campus community through the use of state-of-the-art technologies.