ICT Futures Summary

EXECUTIVE BRIEF
 STRENGTHS WEAKNESSES
TOP THREE TOP THREE
• Workforce (44%) • Governance (20%)
• Services (28%) • Infrastructure (19%)
• Infrastructure (13%) • Workforce (19%)

SWOT Summary BOTTOM TWO BOTTOM TWO

• Governance (3%) • Services (12%)
• 17 meetings across the NMSU system • Funding (3%) • Cyber/Data Security (1%)
• Total of 945 responses
• Coded into 7 categories: 
1. Cyber/Data Security OPPORTUNITIES THREATS
2. Services TOP THREE
TOP THREE
3. Workforce (28% of all responses) • Infrastructure (27%) • Workforce (25%)
4. Funding • Governance (24%) • Governance (19%)
• Workforce (20%) • Infrastructure (16%)
5. Organizational Structure
6. Infrastructure  BOTTOM TWO BOTTOM TWO
7. Governance  • Organizational Structure (10%) • Cyber/Data Security (12%)
• Services (8%) • Services (5%)
 ICT Futures Process
• Kick Off: First week of March
2021
• Included Core Working Team
supported by 9 Tiger Teams
• External CIO Assessment
Report
ICT Futures Team
• Organizational Structure and Work
Environment
• Getting to the Cloud/Physical Security
• ICT Strategic Planning
• ICT Operations
• Systems Integration and Needs 
• Risk Management, Privacy, and Security
Strategic Support • Institutional Data 
Team • User Experience
Provided: • Budget, Finance, Business Model
• Project Management /
Strategy
• Coordination / Problem- Tiger Teams
Solving
• Information dissemination
 TIGER TEAMS

Tiger Team Recommendations CLOUD / PHYSICAL

Improving Internal Business Practices SECURITY

Process Improvement SYSTEMS

INTEGRATION
• Create business process redesign capability to conduct analyses and
create alignment across the NMSU system and champion a process
improvement and process documentation. INSTITUTIONAL
DATA

Customer Service & Communication

• Identify a dedicated ICT communication resource reporting to the CIO who, IT OPERATIONS
as a designated member of the ICT leadership team, is charged with
developing and executing a strategic communication plan.
ORGANIZATIONAL
STRUCTURE AND
WORK ENVIRONMENT
 TIGER TEAMS

Tiger Team Recommendations ORGANIZATIONAL

Build Organizational Capacity STRUCTURE AND
WORK ENVIRONMENT

Organizational Structure
SYSTEMS
Establish an effective and efficient org structure that can be sustained over time. INTEGRATION
Risk and • Create dual reporting line for Chief Information Security Officer (CISO) to the
Information Regents Audit and Risk Committee (RARC).
Security • Create reporting lines between community college IT Directors and the CIO. INSTITUTIONAL
• Create I&G funding to facilitate the addition of essential positions. DATA

Project • Identify PMs within the IT units at all four community college campuses.
Management • Establish a future-focused project management office. IT OPERATIONS
Institutional • Relocate the OIA office to report directly to executive leadership.
Data • Increase number of staff (FTEs) in OIA to reflect peer organization staffing. 
• Establish and fill a senior level position overseeing OIA.
RISK MANAGEMENT,
PRIVACY & SECURITY
IT Operations • Create an IT Operations Work Unit with sub-departments for Customer
Service & Support Operations, Application Development Operations,
Infrastructure Operations, and Enterprise Managed Service Operations.
• Create a business relationship management function and professional track
dedicated to customers outside of the IT operations work unit.
 TIGER TEAMS

Tiger Team Recommendations ORGANIZATIONAL

Build Organizational Capacity STRUCTURE AND
WORK ENVIRONMENT

Work Environment
IT OPERATIONS
• Invest in IT staff. Design a comprehensive training and development program
for ICT employees, inclusive of development in the areas of leadership,
employee engagement, and customer experience. RISK MANAGEMENT,
• Create a workforce development plan for ICT staff. PRIVACY & SECURITY

Sourcing
• Catalog all ICT applications and identify vendor versus locally developed
applications and services. For locally developed solutions, include a support
and replacement strategy that includes as a priority, vendor supplied
solutions. For existing vendor supplied solutions, monitor the marketplace for
new or enhanced options. 
• Inform decisions to adopt vendor developed solutions. 
 TIGER TEAMS

Tiger Team Recommendations IT OPERATIONS

Securing resources (funding, time, space, etc.)

Enhanced Financial Support RISK MANAGEMENT,

PRIVACY & SECURITY

• Tie budgets to priorities and planning decisions, rather than units in ICT.
• Fund the cost of Enterprise Applications and widely used software packages off-
BUDGET, FINANCE AND
the-top, allocating I&G funds to this before other allocations occur. BUSINESS MODEL
• Expand the Communications Rate to a Technology Support Rate and eliminate
recovery of costs through secondary rates wherever possible and build an
allowance for those costs.
• Increase ICT operating funding by $1-$1.5M over time.
• Provide funding to eliminate backlog in network equipment maintenance.
• Identify allocations needed for other key areas within ICT to determine
feasibility of increase Information Security budget to 6-8% of total IT budget.
 TIGER TEAMS

Tiger Team Recommendations IT OPERATIONS

Develop an effective IT Governance Model

CLOUD / PHYSICAL
Governance SECURITY
• Create an effective strategic IT governance framework to include the “right”
people, timeline, and budget. RISK MANAGEMENT,
• Adopt a “buy versus build” strategy that includes a  cloud-first principle.  PRIVACY & SECURITY
• Develop and publish IT Operations business and efficiency KPIs to track success,
identify opportunities for improvement and demonstrate how IT can support
NMSU and improve its ability to meet strategic targets. 
• Adopt organizational design principles to help guide governance and
reorganization efforts, leveraging vision and mission statements to help
communicate aspirations.
 Funding Gap
The current funding gap is 5-7% above current spending levels.
Bottom Line:
• The dollars necessary to bring staffing up to minimal levels required to support
the services that ICT currently delivers is between $1M - $1.5M.
Reference Points
• The gap does not include equipment replacement costs. As an example, ICT has
a $1.6M backlog of network equipment which needs to be replaced. Only • Distribution of
~$205K in HEERF funds are allocated to address this need.
vacancy dollars
• FTE gaps for current
services (re:
Transforming Team 3
project)
• HelioCampus
benchmarking
 ICT Strategy Map for 2021 – 2026  Crimson is priority

MISSION VISION VALUES

ICT provides leadership and access for NMSU faculty, staff ICT aspires to be a strategic, thoughtful and trusted partner in • Outstanding service • Proactive
and students services and high-quality technologies that creating innovative solutions • Accountability • Collaboration
meet our teaching, research and service missions • Communication • Agility
• Innovation • Integrity
• Trustworthy • Security

FOCUS ON WHO WE SERVE (STUDENTS, FACULTY, STAFF, CAMPUSES)

Create a one stop approach to
Enhance the user experience Build system capacity and user Improve communication and
meeting student, faculty and
across the system expertise, including training responsiveness
employee service needs

IMPROVING INTERNAL BUSINESS PRACTICES BUILD ORGANIZATIONAL CAPACITY

Maximize enterprise solutions,
including cloud opportunities, to
inform data-driven decisions
Improve business processes,
manage projects and measure
efficiency and effectiveness
Increase investment in keeping Invest in staff recruitment,
Optimize IT Organizational
NMSU cyber safe development, cross training, pay, and
Structure
career advancement

SECURING RESOURCES (FUNDING, TIME, SPACE, ETC.)

Create sustainable business model Develop an effective IT Governance Model, Create and implement risk
Invest in up-to-date technology including strategy, prioritization and
and identify funding sources management structure
 funding

(DRAFT 6/8/21)
Next Steps
Strategic Priority Actions Timing

Process • Establish a business process redesign capability to conduct analyses and create alignment across the NMSU
Improvement system and champion a process improvement and process documentation.
Customer Service • Identify a dedicated staff member to take on the ICT Communication role.
& Communication
Organizational • Advocate for additional ICT staffing and operations investment from NMSU system.
Structure • Identify current trained PMs within the system.
• Perform an ICT staff skill assessment to identify potential FTEs that may be leveraged to fill new position needs or
service roles.
Work • Develop a plan to address retention within the ICT organization.
Environment • Complete staff salary assessment for ICT positions.
Sourcing • Catalog all ICT applications and identify vendor versus locally developed applications and services.

Enhanced • Develop a 5-year business plan for ICT that proposes how to transition changes in funding mechanisms and how
Financial Support to build up required resources.
& Allocation • Identify allocations needed for other key areas within ICT to determine feasibility of increase Information Security
budget.
Governance • Establish an IT Governance council membership and process with NMSU system stakeholders and ICT expertise.
• Determine baseline business KPIs including the percentage of resources dedicated to key capabilities and
percentage of resources dedicated to strategic priorities and initiatives.
Budget • Assess the implications for budgets and funding recommendations and conduct a review of Helio and other
comparative information in more depth to refine estimates of staffing gaps.