52 IT STRATEGIC PLAN: RECOMMENDATIONS Information Technology Services INFORMATION TECHNOLOGY SERVICES | RECOMMENDATIONS Recommendation 1: Student Experience & Success Recommendation 2: Teaching & Learning Enablement Recommendation 3: Research Enablement Recommendation 4: IT and the Enterprise The University should provide and support plentiful IT resources in the living and learning environment that empower and enhance the experiences of students and contribute to student success when used effectively and profusely. The University should develop and enhance IT resources that encourage adoption, through effective and widespread use by faculty in teaching, enabling students’ academic achievement. The University should develop, maintain, and ensure broad utilizationofITresourcesthatempowerandadvancediscovery, and support partnership, entrepreneurship, and innovation when effectively utilized by faculty in research. The University should develop and maintain plentiful IT resources and acquire (or develop) and arrange for (or deploy) applications, enterprise systems, and tools that facilitate the efficient and effective function of the University. • Strategic Project Management Office continues to manage Salesforce implementation and Alcohol Abuse and Sexual Assault Prevention projects. • ContinuedcollaborationbetweenInstitutionalResearch and Analytics to complete Finance and Administration Analytics as well as establish data management standards across the University • Wildcat ID photos have been integrated into course rosters, completed Fall 2017. • CondoModelforresearchinfrastructurewasestablished with funding from grants, administrative fees, or new faculty start-up funds. • Center for Computational Sciences Advisory Committee established to develop procedures that engage the research community in determining and selecting appropriate, emerging, and leading-edge computing resources. • Position of Director of Research Computing Infrastructure established with reporting lines to CIO, Director of Center for Computational Sciences (CCS), and Director of Institute for Biomedical Informatics. • Transitioned Drupal and web content management service to Public Relations to empower business operations and standardizations of practice. • ARIBA contract management implemented for Central University Purchasing and Strategic HealthCare Contracting. • Established data analytics and reporting for Central Purchasing, Housing, Facilities, Planning, Budget, and Policy Analysis. • Working with CELT to renovate new faculty collaboration space. • CIO and Senior Director of Academic Technologies & Faculty Engagement serving on Provost Task Force for Distance Learning. • Increased funding to provide additional Distance Learning awards and Quality Matters training to faculty. • Established Technology Help Center partnerships across University and developed initial portal and content.