UNM 2023 Risk Assessment: Narrative Report

UNIVERSITY OF NEW MEXICO 2023 RISK ASSESSMENT NARRATIVE REPORT

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TA B L E O F CONTENTS Page 03. Introduction

A brief overview of UNM’s Risk Assessment

04. United Educators® Risk Assessment Data Comparison A snapshot of a survey that polled 105 different universities on their top 10 risks

06. UNM Risks and Mitigation

A look at risks identified by Survey and narratives

50. Risk Assessment Heatmap

An analysis of Risk Assessment Quantitative Survey data

54. Risk Assessment Next Steps

An outline of next steps for the Risk Assessment and UNM

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INTRODUCTION Every three (3) years, the University of New Mexico (UNM or University) conducts a Risk Assessment Survey (Survey). The Survey is an Opinio survey sent via email to employees of UNM Main, Branch, and South Campuses, the Health Sciences Center (HSC), and the Health System. The Survey is created jointly by the Main and HSC/Health system compliance offices and Internal Audit. Questions and recipient lists are created with input from various key areas. Interview questions are structured around financial, compliance, operational, information technology, privacy, and reputational risk. The Survey contains limited narrative questions and was sent to participants on February 20, 2023.

New in 2023, the office of Compliance, Ethics & Equal Opportunity (CEEO) conducted narrative interviews with 40+ stakeholders on Main, Branch, and South Campuses. The purpose of the interviews is to provide additional opportunity for narrative responses. Specifically, participants were asked to discuss the top three to four barriers/challenges to completion of 2040 Goals and to provide any solutions/mitigation they think may reduce these barriers.

This document sets forth general risks identified in the Survey narrative and interviews for Main, Branch, and South Campuses and includes mitigation solutions identified by the interviewees. This document also compares to risks identified by other universities set forth in the United Educators® 2022 Risk Survey.

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U N I T E D E D U C AT O R S ® RISK ASSESSMENT D ATA C O M PA R I S O N Each year, United Educators® (UE) invites member universities to share their respective institution’s most pressing risks in the Top Risks Survey. The 2022 data on the next slide reflects a list of top risks identified by 105 colleges and universities that completed the UE Survey in September 2022. The illustration shows the percentage of respondents who identified a given risk. Respondents listed five risks and some questions were optional. (Percentages do not always total 100%.)

UNM is not a UE member. However, it is notable that the risks identified in the 2023 UNM Risk Assessment for Main, Branch, and South Campuses closely track those identified in the 2022 UE survey.

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1

2

2022 Large Loss Report by United Educators

2022 Top Risks Report by United Educators

TOP RISKS IDENTIFIED BY 105 UNIVERSITIES & COLLEGES IN 2022 UNITED EDUCATORS® SURVEY

24%

Student Mental Health

17%

Regulatory & Legal Compliance

67% 50%

Recruitment & Hiring

15%

Facilities & Maintenance

65% 14%

Enrollment Public Safety

42% 22% 13%

Data Security

Operational Pressures External Pressures Title IX Page 5

UNM-IDENTIFIED RISKS & MITIGATION

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DATA PRIVACY & S E C U R I T Y In Higher Education, data privacy and security are an area with ever-increasing governmental regulation and high consumer scrutiny. In the last decade, universities have seen increased regulation in how they must address student educational information, student financial aid data, banking information, and social security data. Universities also hold a significant amount of employee and volunteer information, crime and security data, and data collected in response to compliance activities such as sexual harassment and other misconduct cases. Universities with health systems and large research missions hold additional data security risks that include personal health information and human subject data.

Additionally, as universities have moved to increased remote and online work, opportunities for inadvertent data sharing have become more prevalent. New cyber and artificial intelligence modes also present emerging data risks now and in the future.

The UNM 2023 Survey and narrative response indicate that data privacy and security are at the forefront of risk identification.

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DATA PRIVACY & SECURITY RISKS STOLEN INFORMATION

ARTIFICIAL INTELLIGENCE

Phishing attacks, ransomware, and information security threats are risks for UNM.

Artificial Intelligence is a growing technology that is not heavily regulated and creates security and plagiarism issues.

NATIONAL SECURITY

RESEARCH Federal monitoring requirements impose duties on UNM to ensure that information in research is kept private and secure from internal or external data threats.

“Data security is a high risk and threat to all universities.”

UNM hosts many contracts and employees that handle sensitive or classified information and must ensure that both the subject matter of the contracts and the people with clearances who handle these contracts are secure.

Quote from Interviewee

DECENTRATLIZATION UNM technology budgets and policies are decentralized, which complicates UNM’s ability to protect data.

INFORMATION TECHNOLOGY POLICY

UNM lacks comprehensive policy on data security. GDPR, FERPA, HIPPA - policies need to be included.

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UNM has outdated technology that is insufficient to keep up with privacy and data concerns.

DATA PRIVACY & SECURITY MITIGATION STRATEGIES BUDGET UNM should have a centralized, allencompassing budget for new technology and data security and privacy.

ENTERPRISE UNM should look at data privacy and security in a unified way across the enterprise and benchmark against other institutions and organizations.

PRACTICE Reduce the amount of data collected and purge the unnecessary data.

UNM should be transparent about which data they collect.

Provide a minimum level of necessary access and have clear policy and practice on data access.

POLICIES There must be an overarching Data Security Policy that includes policy and practice on data highjacking.

INSURANCE UNM should enhance cyber insurance.

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WORKFORCE

INCLUDING RECRUITMENT, HIRING & RETIREMENT

Workforce instability, including the hiring and retention of staff and faculty, was the most frequently cited risk in the UNM 2023 Survey and narrative interviews. The “flight from Higher Education” and issues regarding insufficient budgets and salary structure to support workforce hiring and retention were issues cited in workforce risks.

Survey respondents and interviewees also noted that an unstable workforce negatively impacts the ability to achieve the University’s mission/vision and 2040 goals.

Retirement and loss of institutional knowledge were also cited by interviewees as institutional risks.

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WORKFORCE RISKS DISCONNECT

SALARY STRUCTURE UNM’s salary structure is not competitive and has little room for negotiation. The pay structure causes employees to look outside UNM.

TRAINING & PROFESSIONAL DEVELOPMENT There is a lack of formalized training and professional development at UNM. This leaves little ability for internal promotion at the University.

SUPPORT

RETENTION

“UNM is experiencing the

national ‘flight’ from

Higher Education.”

Quote from Interviewee

Employees feel burnt out and do not always feel there is a “One University” approach to all employment areas.

REPUTATION

Since UNM is a large public entity, negative public scrutiny poses a problem with recruitment.

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Inconsistency in pay between UNM Main Campus and UNM Health Sciences causes Main Campus staff to feel less valued and have a lower sense of morale.

UNM lacks room for advancement and the perk of free tuition is now accessible to all. UNM has become a breeding ground for competitive hires from outside the University.

LITIGATION The City of Albuquerque wage equity lawsuits may also carry implications for UNM. Their impact could cause unplanned budget and compensation issues.

WORKFORCE LOSS Workforce loss results in the financial loss caused by having to train new employees in addition to institutional knowledge loss.

WORKFORCE MITIGATION STRATEGIES BUDGET UNM should align budgets to retain key positions and support career ladders and advancement. UNM should offer budget process training to support these efforts.

TRAINING UNM should have a professional training curriculum that includes leadership, compliance, data security, and job-specific foci.

DEVELOPMENT

SUPPORT

UNM should develop new perks and structured professional development plans so staff have incentives and training to stay and advance at UNM.

UNM should find ways for top leadership to show support.

MARKETING Focus on consistent, positive marketing campaigns that tell the story of UNM Success.

EQUITY UNM should implement equity reviews to include HSC. PROMOTION UNM should support and develop salary retention strategies for employees.

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RETIREMENT/TURNOVER RISKS RETENTION

OPPORTUNITIES

Some UNM faculty and staff eligible for retirement feel there is no reason or incentive to stay at UNM.

UNM faculty and staff eligible for retirement feel there are better opportunities outside of UNM after retirement.

““We are losing TRAINING & DEVELOPMENT Departments have no promotion-ready employees when someone retires.

institutional knowledge and capability.”

Quote from Interviewee

LOSS OF KNOWLEDGE SUCCESSION There is little to no succession planning for key positions within the University.

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Loss of institutional knowledge causes gaps in service.

RETIREMENT/TURNOVER MITIGATION STRATEGIES RECRUITMENT

REASONS TO STAY

Retirement will always remain an issue at UNM. UNM should strive to recruit more heavily in unique ways to draw in prospective employees with a desire to work in Higher Education.

UNM should focus on developing reasons for retirement-ready employees to stay, such as creating loyalty or retention bonuses and incentives.

SUPPORT UNM should provide more avenues for supporting employees who experience burnout or other job-related stress.

SUCCESSION UNM should implement succession plans for all job categories.

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O P E R AT I O N A L PRESSURES Interviewees cite several operational pressures that pose risks and impact UNM’s ability to meet its 2040 goals. These include resource, financial, UNM campus climate, Diversity, Equity and Inclusion, and facilities maintenance risks. Many of these pressures are nationally driven (i.e., by Supreme Court decisions) and some are unique to UNM.

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RESOURCE RISKS BUDGET PROCESS

COMPLEXITY

UNM’s budget process is not clear to the University as a whole.

UNM budgets and resources are complex, particularly because of the heavy reliance on state legislative funding.

“We cannot continue to do more with less.”

LACK OF RESOURCES There are not enough resources at UNM to sustain and fulfill the missions and values that UNM has put forth in the 2040 goals.

BUDGET CUTS Prior years’ budget cuts are still impacting departments and units around the University.

Quote from Interviewee

SCARCITY A scarcity of resources continues to further separate areas and departments at UNM, creating silos that go against the missions and values of the University.

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RESOURCE MITIGATION STRATEGIES TRAINING UNM needs to provide training to all departments on budget-creation and BLT processes.

LEGISLATURE The legislative process for funding is complex.

UNM needs to provide internal training on this process and how departments should request funds. Legislators should be socialized to UNM’s needs.

BUDGET UNM needs to make sure that the RPSP process is less competitive and that it is structured in a way that it supports the “One University” 2040 goal.

“ONE UNIVERSITY” One of UNM’s 2040 Strategic Goals is to create “One University”. UNM should focus the budget creation process around this goal so that every department is treated equally.

DIVERSIFICATION UNM needs to further diversify to reduce its dependency on state funding.

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FINANCIAL RISKS CONFLICTS

Conflicts of Interest and Conflicts of Commitment in financial transactions pose high risks of inappropriate direct financial benefits.

TIME REPORTING

Time abuse and inaccurate reporting results in reduced productivity and financial loss to the University.

REMOTE WORK

MISUSE OF FUNDS

People working remotely have asked to use restricted funds to purchase work-related products for their remote work that may be personal-use products instead.

SOLE CONTRACTORS

There are times when, in dealing exclusively with a sole contractor, a department may try to go around policies and procedures in place to find justification for, keep, or continue to contract with these sole contractors.

PCard abuse has been reported at UNM. There is a risk of departmental overspending and misuse of funds for personal use.

“Financial security allows

UNM to thrive and grow.”

Quote from Interviewee

TURNOVER

Internal processes are not documented and are not followed during turnover.

WIRE TRANSFERS

Wire transfers are an easy way to transfer funds to third parties but pose a potential financial risk because the funds are very difficult to get back if there is overpayment, fraudulent payment, or mispayment.

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CONSISTENT POLICIES & PROCEDURES

UNM needs to have consistent and aligned, enterprise-wide policies and procedures that are in accordance with procurement codes. Without consistent policies and procedures in place, there is a risk of collusion and obstruction.

SEGREGATION OF DUTIES

Small programs do not necessarily show up on largerscale risk assessments conducted by the University, IA, or third parties because of their size. Risk involving a lack of segregation of duties can create issues of fraud and misuse of resources within these smaller departments because so few people are part of the process.

FINANCIAL MITIGATION STRATEGIES EXCEPTIONS

DIGITAL CURRENCY

Exceptions to procurement, competitive bids, and RPSP should be rare.

Bitcoin and other digital currencies should not be utilized, including as payment for data ransom.

POLICY Enterprise-wide policies on Conflict of Commitment, Conflict of Interest, Foreign Gifts, and reporting financial breaches are necessary.

WIRE TRANSFERS The process for using a wire transfer should face strict scrutiny and be based on its own policy.

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FACILITIES RISKS ACCESSIBILITY

REPORTING

Many buildings at UNM are not ADA accessible.

It is not clear where to report facility issues.

“Facilities are aging and maintenance has been neglected.”

Quote from Interviewee

STAFFING UNM needs more staff that are ADA certified to assess and promote accessible design and maintenance.

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MAINTENANCE Many buildings and structures around UNM are aging and are subject to deferred maintenance.

FACILITIES MITIGATION STRATEGIES BUDGET Many University facilities are aging and need updates. This coupled with growing space for faculty and staff means UNM needs to focus on funding strategies for buildings.

CULTURE UNM should develop a culture of ADA accessibility. This should include improving existing facilities and planning future buildings and facilities that are accessible.

COMMUNICATION

WORKING GROUP

Facilities Management should have a way to communicate progress being made on building maintenance or responding to issues that are reported.

UNM should grow and strengthen the Facilities ADA working group that has access to budget support.

REPORTING UNM should create a simpler process for reporting facility issues, such as creating a QR code that anyone can use to report an issue at any facility.

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CAMPUS CLIMATE RISKS CRIME & SAFETY

MENTAL HEALTH

Crime and the lacking sense of safety at UNM are impacting the mental and physical wellbeing of faculty, staff, students, and visitors.

Mental health issues and crises have increased for faculty, staff, and students.

“UNM HARASSMENT Sexual harassment still plagues all employment and academic areas.

campus climate issues continue to impact

UNM’s ability to reach goals.”

INCIVILITY Incivility and polarization of rhetoric is impeding our missions and values at UNM and preventing us from reaching our 2040 goals.

Quote from Interviewee

PANDEMIC Long-term Covid-19 effects, remote work issues, and postpandemic mental health issues pose challenges.

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MICROAGRESSION Negative DEI and microaggression issues continue to surface nationally and at UNM.

CAMPUS CLIMATE MITIGATION STRATEGIES ADVOCACY

SUPPORT

UNM should provide more advocacy centers for faculty and staff and provide additional support and resources to CEEO, OMBUDS, CARS, LRAC, SHAC, WRC, DEI, and Campus Advocates.

UNM needs more mental health support for faculty, staff, and students.

DEI

UNM needs a “One University” approach to improving campus safety issues.

SAFETY

UNM’s DEI climate is important to faculty, staff, and students and needs particular focus.

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DIVERSITY, EQUITY & INCLUSION RISKS COURT DECISIONS

LGBTQ+

Court decisions (i.e., Dobbs) have made women, racial minorities, and LGBTQ+ individuals feel threatened.

The LGBTQ+ community is under attack nationally, which causes fear at UNM.

HATE CRIMES

MICROAGGRESSIONS Microaggressions are on the rise at UNM and nationally.

“UNM needs

Hate crimes have increased at UNM.

more support for

diversity, equity, and

INTERNATIONAL International faculty, staff, and students need more support.

AFFIRMATIVE ACTION Affirmative action court decisions make the UNM community feel uneasy.

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inclusivity.”

Quote from Interviewee

UNDOCUMENTED UNM Undocumented faculty, staff, and students need additional support.

LEADERSHIP Faculty and staff leadership needs to reflect the population of New Mexico.

DIVERSITY, EQUITY & INCLUSION MITIGATION STRATEGIES INCLUSION UNM should create legal clinics at the law school to support UNM’s undocumented population. UNM should avoid electronic tagging of undocumented students and employees.

SUPPORT UNM needs to support institutional conflict resolution and restorative justice models.

Safe Zone, Dream Zone, and DEI trainings should be mandatory.

DIVERSITY

INCIVILITY

UNM should remain true to DEI principles and ensuring employees and students reflect the population of New Mexico.

UNM must address the incivility that occurs on its campuses.

ADVOCACY UNM should provide more advocacy centers for faculty and staff and provide additional support and resources to CEEO, OMBUDS, CARS, LRAC, SHAC, WRC, DEI, and Campus Advocates.

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S T U D E N T EXPERIENCE Interviewees cite student experience as a challenge area. This includes both national and UNM-specific challenges. National challenges include a change in the perception of the value of Higher Education, DEI, and free speech issues.

The risk most cited in the student experience is student mental health and wellbeing.

National studies show that even before the pandemic, counseling centers saw a marked spike in students seeking mental health treatment and support. Since the pandemic, students continue to grapple with mental health and other personal wellbeing issues.

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STUDENT ENVIRONMENT RISKS PROGRAMMING

POLARIZATION

There is a lack of campus programming for students around campus. This includes academic and social programs around the University.

Polarization of rhetoric is causing incivility in the classrooms at UNM.

CRIME & SAFETY The increase of crime and safety concerns at and around UNM causes students to feel fearful about their surroundings.

ACCESSIBILITY Students at UNM face ADA accessibility problems around campus. Many buildings and dorms are lack accessibility.

HOUSING & FOOD

“The student experience is different than it used to be.”

FREE SPEECH

Quote from Interviewee

STUDENT BODY Students are underprepared for University life and academics when entering UNM as new students.

There is also a concern about future student enrollment as students seek other avenues outside of Higher Education.

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UNM should be aware of and address the housing and food insecurity issues that UNM students face. In addition, there is no longer family student housing at UNM.

Students nationally have low regard for free speech.

DEI Students at UNM come from many diverse and disadvantaged backgrounds and need UNM’s support.

STUDENT EXPERIENCE MITIGATION STRATEGIES ON CAMPUS UNM needs to create more on-campus programs for students.

Faculty should be required to attend on campus events to support students.

There should be town halls on important issues that include students.

HOUSING UNM should create student family housing and cultivate a sense of community among students. UNM needs to be aware of housing issues that students face.

ACCESSIBILITY UNM must improve ADA accessibility issues around campus.

POLICIES & STUDENTS UNM should strive to have clear policies and processes on free speech at UNM. Students should be included in the decision making process.

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REGULATORY & LEGAL COMPLIANCE Higher Education is one of the most highly regulated industries, with everchanging federal and state oversight and legal frameworks impacting resources and administrative capacity. Interviewees cite risks in keeping up with regulatory compliance in terms of the constantly changing landscape and the high resource toll that is imparted on University compliance areas.

Interviewees also cited the decentralized nature of compliance areas, policies, and budgets as a risk area.

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COMPLIANCE RISKS ACCESSIBILITY

DATA PRIVACY Data privacy and security has no overarching policy.

This leaves UNM open to a multitude of privacy and security issues.

The Americans with Disabilities Act (ADA) issues should be considered from a “One University” lens.

MINORS ON CAMPUS Minors on Campus pose safety, liability, and insurance risks.

COI/COC

“Compliance is decentralized

UNM lacks a strong enterprisewide COI and COC policy and conflict management system.

and compliance

BUDGET A compliance budget should be considered enterprise wide and include all areas.

areas must compete with each other for support.”

Quote from Interviewee

FOREIGN GIFTS UNM is federally required to report foreign gifts to the Department of Education twice a year. UNM does not have a current policy or welldocumented procedure in place.

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GLOBAL RISK UNM lacks a global risk manager to understand and develop global policies and procedures on international risks UNM might face.

NATIONAL SECURITY POLICIES Compliance policies do not align and, in many cases, contradict.

National Security and Export Control issues are important areas for UNM now and in the future.

COMPLIANCE MITIGATION STRATEGIES CENTRALIZATION UNM should strive for a centralized compliance budget, policy network, and vision. The separation of programming and budgets creates unnecessary risks and promotes siloed efforts.

POLICIES UNM must ensure that it has clear enterprise policies for Conflict of Interest, Conflict of Commitment, Foreign Gifts, Human Trafficking, and Data Privacy.

TRAININGS Trainings for Conflict of Interest, Conflict of Commitment, FERPA, Data Privacy, Foreign Gifts, etc. should be developed in relation to the policies and should be mandatory for all faculty and staff.

EXPORT CONTROL Clear policies and training are necessary for export control issues.

TONE FROM TOP GLOBAL RISK UNM should hire a global risk manager that assesses risk in other countries.

Top UNM leadership must promote and support those engaged in compliance. Setting this example for the University is paramount to developing an ethical and compliant UNM that meets the 2040 strategic goals.

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SPECIFIC P R O G R A M M AT I C AREAS Some interviewees cite specific programmatic areas as particular areas of focus for the risks and challenges they pose. These include academic areas, law enforcement (including public perceptions of public safety and UNM’s obligations under the Jeanne Clery Act), Title IX compliance (a regulatory area that changes dramatically at the federal level), Athletics programs, and the Branch Campuses.

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ACADEMIC AREA RISKS MENTAL HEALTH

COMMUNICATION There needs to be better communication from academic leadership to departments and unit levels.

UNM needs to increase awareness and understanding of the increase in mental health issues that faculty are facing.

PRESENCE

LEADERSHIP There is a lack of formalized training and professional development system at UNM for Deans and Chairs.

FACULTY RELATIONS

“The academic atmostphere at

UNM is changing.”

Faculty at UNM are starting to weaponize the C07 and C09 processes. Unions add a new dimension to faculty relations.

FACULTY COMPENSATION There needs to be an increase in faculty compensation, especially within non-STEM areas of UNM. Page 38

There is not enough faculty presence on campus at UNM. Remote work may impact this.

Quote from Interviewee

INCIVILITY There is an increase in incivility amongst faculty at UNM that causes disruptions in work flow.

DIVERSITY There needs to be more diversity amongst faculty.

ACADEMIC AREA MITIGATION STRATEGIES LEADERSHIP

DEI

Academic leadership at UNM should attend departmental and unit meetings. In addition, leadership should bring information from leadership meetings to departmental or units meetings.

UNM should strive to employ DEI principles when selecting Chairs and Deans for the different schools within UNM.

ACADEMIES UNM should create formalized leadership academies at UNM for Deans and Chairs.

These should include responsibility for addressing incivility, FERPA, and other important issues.

ACCOUNTABILITY Departmental leadership should be held accountable for addressing incivility within departments. Leadership should set the example.

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CLERY COMPLIANCE RISKS DEPARTMENT OF EDUCATION FINES & AUDIT

HUMAN ERROR IN DATA COLLECTION & CLASSIFICATION

At any time, the University can be audited and fined up to $67,544 for any given crime misclassification or other misstep.

UNM has developed tracking tools for collecting, classifying, and compiling Clery crime statistics.

However, relying on such technological tools that are susceptible to human error puts UNM at risk of misreporting.

INACCURACIES IN DAILY CRIME LOG Every crime log entry that is incorrect, lacking, or delayed per Clery standards subjects UNM to fines while denying the public access to an accurate record of police activity.

“One failed Lobo

Alert could cost the university $67,544.”

Quote from Interviewee

LOSS OF PUBLIC TRUST OR CONFIDENCE Inconsistent Lobo Advisories and Lobo Alerts confuse and/ or inadvertently misinform recipients and can result in an overall loss of community trust with regard to transparency and stewarding public information.

LACK OF BUY-IN SILOES OF INFORMATION Information sharing that is critical to Clery compliance is fragmented across different departments.

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A lack of understanding that Clery compliance is an institution-wide responsibility breeds complacency and resistance.

CLERY COMPLIANCE MITIGATION STRATEGIES BUDGET UNM should have dedicated budgets within UNMPD, CEEO, and other departments to pay for sound software technology, training, and administrative support to comply with the Clery Act.

KNOWLEDGE Staff who are well-versed in Clery Act requirements are more likely to engage in meaningful discourse when it comes time to making decisions regarding Alerts and Advisories.

BUY-IN Clery should be fully integrated into 2040 goals.

TRAINING Clery training is not the type that is one and done. Clery representatives across all areas and Branches should have similar, ongoing training to the Clery Coordinator’s in order to process and share necessary information.

PLANNING UNM needs a plan in place to address situations involving major crimes, emergencies, and the spread of misinformation. The plan should be practiced regularly.

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LAW ENFORCEMENT RISKS ARCHAIC TECHNOLOGY

INSUFFICIENT FUNDING & RESOURCES

UNMPD lacks software technology to meets its daily and annual reporting responsibilities or to share information with other University partners.

UNMPD should have adequate funding to support law enforcement functions and initiatives.

TRAINING BUDGET UNMPD lacks a dedicated training budget.

“Public safety is an important issue for UNM.”

OUTDATED FACILITIES UNMPD’s station in Hokona Hall is poorly marked and in need of significant upgrades, making it difficult to access and uninviting for community members. The Department also lacks adequate, secured parking for police vehicles.

Quote from Interviewee

LOW STAFFING LEVELS Despite state-led staffing mandates, UNMPD has trouble recruiting and retaining officers and dispatchers, typically because UNMPD pay less on average than neighboring police departments. Low staffing results in strained dispatch operations, fewer patrols, less presence on campus, and a lowered capacity to respond in emergencies.

MORE POLICE PRESENCE Many faculty, staff, and students want to see an increased police presence on campus, particularly on bike or walking around.

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LAW ENFORCEMENT MITIGATION STRATEGIES TECHNOLOGY

ENHANCED PRESENCE

UNM should allocate funding for the Mark43 records management system (RMS), which would alleviate many technology issues.

A heightened police presence could create a more community-focused atmosphere around safety and community policing.

TRAINING UNMPD should have a dedicated training budget.

INCREASED STAFFING Enhanced recruitment and retention tools and funding could elevate UNMPD’s staffing levels, and reestablish desirable units on campus, such as a Crisis Intervention Team (CIT) or the Bike Team.

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TITLE IX COMPLIANCE RISKS TURNOVER

SUPPORT

Constant turnover of Title IX staff due to job stress and insufficient salaries causes training gaps and delays in investigations.

UNM should support Title IX efforts as a way to support faculty, staff, and students.

“Title IX is a

CHANGING LANDSCAPE Constant changing federal landscape makes training Title IX staff and the UNM community difficult.

major university risk that needs continued commitment and resources.”

ACCOUNTABILITY Department and University leadership must resolve Title IX issues at the lowest levels and report Title IX allegations to CEEO for appropriate resolution of concerns.

Quote from Interviewee

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ATHLETIC EQUITY

BEST PRACTICES

Title IX equity in Athletics is complex and continues to be a challenge at UNM and nationally.

Erosion of Department of Justice established best practices has resulted in a return to siloed efforts.

TITLE IX COMPLIANCE MITIGATION STRATEGIES BUDGET UNM needs a better salary structure and more support for its Title IX staff.

ATHLETICS There should be a focus on Athletics Title IX equity that includes legislative support, particularly for increasing equity.

RECOMMITMENT There needs to be a recommitment by UNM to the best practices outlined by the Department of Justice and communicated support for Title IX efforts.

TRAININGS UNM needs mandatory trainings for leadership on Title IX issues, including for Deans and Chairs. There should also be institutional support for more robust Title IX training for the entire UNM enterprise, including Title IX staff.

ONE UNIVERSITY UNM should align Title IX efforts across leadership, public safety, the Title IX office, Campus Advocates, student areas, the Hearing Office, University Counsel, and others in order to be fully compliant.

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BRANCH CAMPUSES RISKS ENROLLMENT

COMMUNICATION

UNM Branch Campuses struggle with student enrollment issues.

There needs to be better and more consistent communication between the Branch Campuses and Main Campus.

RECOGNITION Branches should be recognized for what they do really well, such as support their respective, local communities, provide online instruction, facilitate nontraditional student education, and promote muchneeded programs like nursing, etc.

“Branch campuses are unique and reflect the community they are in.”

CAPITALIZE Branch Campuses should capitalize on their diversity and uniqueness.

Quote from Interviewee

EDUCATION Branch Campuses need to make sure that students are well prepared to graduate and ready to work in their respective, local communities.

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WORKFORCE Workforce shortages and instability impact Branch Campus programming.

BRANCH CAMPUSES MITIGATION STRATEGIES BUDGET UNM should reward online instruction expertise for Branch Campuses.

UNM should also create additional foundation and private funding opportunities for Branch Campuses.

COMMUNITY Branch Campuses should focus on the communities where they are located and use the local needs to fuel recruitment efforts.

LEGISLATURE UNM needs to provide more input on the legislative process and how to promote and prioritize the needs of its Branch Campuses with the legislature.

FOCUS Branch Campuses and UNM should focus on and prioritize what Branch Campuses do well, whether it be nursing, workforce, development, partnerships with tribes, etc.

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ATHLETICS PROGRAM RISKS SAFETY

REGULATIONS

Crime and safety is an issue on South Campus. Students, employees, and athletes do not feel safe.

NCAA and Title IX compliance regulations are complex and constantly changing.

“Athletics should FUNDING

be a priority for

Athletics is too dependent on self-generated funds versus most universities that receive both University and State funding.

UNM.”

Quote from Interviewee

FACILITIES Aging facilities are not ADA accessible and cannot sustain Athletics needs.

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LEADERSHIP Leadership needs to determine what Athletics means to UNM and tell a better story about why Athletics matters.

ATHLETICS PROGRAM MITIGATION STRATEGIES LEADERSHIP

SAFETY

UNM must evaluate and market how Athletics plays an integral role in UNM’s mission and goals.

Athletics has installed security cameras for increased safety. The opening of the new APD south substation should also help with safety and crime in the area.

FUNDING ACCESSIBILITY UNM and the legislature should fund Athletics in the way other universities do.

COMPLIANCE Athletics is working with campus partners to address compliance issues, including Title IX, NCAA regulations, and sports betting.

Athletics facilities on South Campus should be evaluated for ADA compliance and a remedial budget developed accordingly.

EMBRACE Competitive and robust Athletics programs increase student enrollment, funding, and donations, and should be wholeheartedly embraced by UNM.

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