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WNMU MISSION AND VISION
The most important element of WNMU’s Strategic Plan
is its Mission Statement. The Mission Statement not only explains who we
are and what we do — the reason for our existence — but also justifies continued
support by our many customers and stakeholders. The current Mission Statement
was approved by the Board of Regents on May 13, 1999.
Mission Statement
Approved by Board of Regents
May 13, 1999
Western New Mexico University serves the people of
the State of New Mexico and its surrounding areas as a comprehensive, regional,
rural, public, coeducational university. Its student body is diverse in age,
culture, language, and ethnic background. Teacher education continues to
provide the basic foundation of WNMU’s programs. That focus has broadened
to include a range of certificate, associate, baccalaureate, and several graduate
programs, which also meet the needs of students in allied health, arts and
sciences, business, and vocational education. All undergraduate degree programs
include a strong comprehensive general education requirement.
Excellence in teaching is a preeminent goal at Western
New Mexico University. The University encourages the exchange of ideas; fosters
the cultural, emotional, intellectual, physical, and social growth of students;
nurtures a lasting appreciation of learning; encourages increased relationships
with people of diverse backgrounds; and furthers an appreciation for the benefits
and opportunities derived from community involvement. WNMU, through advanced
technology and telecommunications, creates opportunities for its students,
the faculty and staff, and the communities it serves to participate more fully
in educational efforts which provide access to information and outreach to
the global community.
WNMU recognizes as a strength the multilingual, multicultural
population of the region and state and accepts the responsibility to be particularly
mindful and supportive of the unique opportunities afforded by this diversity.
The University aspires to increase access to all levels of education and to
help people better understand and appreciate diversity, tolerance, and cooperation.
The University is committed to help preserve and enhance the rich cultural
heritage of the region it serves and to broaden its student diversity by reaching
out to students from other states and nations.
WNMU values the contributions of its faculty, staff,
and students and is committed to their professional growth and personal enrichment.
Faculty and staff encourage student success by providing quality educational
opportunities that are affordable and accessible. The University supports
innovative and scholarly work, promotes integrity and equity in its dealings
with people, actively pursues accreditation by recognized national and regional
accreditation agencies, and seeks continual improvement of institutional management
practices and processes.
WNMU works diligently to maintain fiscal and ethical
integrity in its activities, to provide for the future educational needs of
the people of southwestern New Mexico, and to build a collaborative relationship
with its constituencies. The University addresses the educational, cultural,
community, and economic development needs of the region through its library,
museum, gallery, fine arts center theater, and through supportive partnerships
with community and educational organizations, business, industry, and local
governments.
We have given considerable thought to WNMU’s future
and firmly believe WNMU is ideally positioned to achieve a leadership role
among peer institutions. WNMU’s potential is extraordinary, and although
concerted effort will be required to realize this potential, the vision is
within reach.
WNMU VISION IN ONE WORD:
LEADERSHIP!!!!
WNMU VISION: LONG VERSION
TO BE A LEADER IN HIGHER EDUCATION KNOWN AS
ONE OF THE PREMIER PUBLIC COMPREHENSIVE UNIVERSITIES IN THE UNITED STATES,
AND AS THE UNIVERSITY OF CHOICE FOR OUR STUDENTS, FACULTY, AND STAFF BECAUSE:
• WE PROVIDE RELEVANT EDUCATION
THAT IS
AFFORDABLE, ACCESSIBLE, AND OF THE HIGHEST
QUALITY;
• WE ENCOURAGE INNOVATION
AND SCHOLARLY WORK;
• WE ARE COMMITTED TO ENHANCING THE
QUALITY OF
LIFE FOR ALL WNMU STUDENTS, FACULTY AND STAFF;
• WE PROMOTE RESPONSIVE AND RESPONSIBLE
COMMUNITY AND PUBLIC
SERVICE, AND
• WE ARE GUARDIANS OF THE PUBLIC’S
TRUST
AND CHAMPIONS OF DIVERSITY.
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WNMU CORE VALUES
As we strive to accomplish our mission and to fulfill
our potential, thus realizing our vision, it is useful to establish guideposts
for our individual and collective behavior. These are not mandates but rather
challenges to our decisions and actions, and over time should form the basis
of our organizational culture. Their relevance and utility must constantly
be tested if they are to be a lasting force in shaping the way we go about
our daily work.
WNMU CORE VALUES
PREEMINENCE OF TEACHING AND
LEARNING!
CONSTANT RESPECT FOR PEOPLE.
UNCOMPROMISING INTEGRITY.
DEDICATION TO CONTINUOUS IMPROVEMENT IN
HIGHER EDUCATION.
STRATEGIC
ANALYSIS
Considerable time and effort has been expended collecting
data, analyzing and discussing various scenarios, and deriving assumptions
about WNMU’s future. Some major factors emerging from this analysis follow:
1. Stability of leadership is absolutely critical
for WNMU’s future.
2. Although the state government has been generally
supportive of higher education, the current climate is very uncertain. Continued
economic growth in New Mexico is important to future resources for education.
Augmenting state funding and tuition from other sources, such as grants, private
contributions, etc., is critical.
3. Higher enrollment is key to WNMU’s future. Unfortunately,
dire economic circumstances in SWNM presents considerable uncertainty. To
protect WNMU’s future, serious integrated efforts to improve retention and
all aspects of enrollment management must be continued. Every effort must
be made to continue training and education of displaced workers. Increased
marketing of WNMU is absolutely necessary to WNMU’s future. WNMU must succeed
in attracting students with higher GPAs, ACTs, and SATs. Retention efforts
such as the Advising initiative under AQIP and the Title V efforts are critical
in this regard. Off-campus and distance education programs have grown considerably
and appropriate use of IT is critical. Efforts to develop and refine articulation
agreements must continue.
4. All aspects of information technology require detailed,
integrated planning, adequate funding, and execution. Changing philosophy
by State agencies regarding distance education coupled with emerging information
technologies will have a significant impact on every aspect of education delivery
and enrollment.
5. Increased accountability for higher education is
growing nationwide and in New Mexico. Thoughtful planning and implementation
of a comprehensive system to measure WNMU performance must be accomplished.
A student outcomes assessment system must be developed and refined and thoroughly
integrated with an improved academic support system.
6. The demand for quality teachers, nurses, and social
workers in New Mexico the next 10 years exceeds the current supply. WNMU’s
SOE, Nursing, and Social Work programs must meet this challenge.
7.We must continue to integrate diversity into everything
we do.
8. Students will continue to value the WNMU “personal
touch”—accessible faculty, friendly staff (must be emphasized), low student-teacher
ratios, and low tuition.
9. WNMU’s role in economic and community development
is a key planning factor. WNMU must assume a leadership role in working with
the SBDC, SIGRED, DOL and other agencies during these dire economic times.
Strengthening partnerships with our NAFTA and University colleagues in Mexico
is important, as are partnerships with industry and school districts. Increased
emphasis must be given to applied technology areas to better serve local industry
and schools.
10. Changing family values and current poor economic
circumstances definitely affect the University culture. Demand for services
such as childcare have increased significantly.
11. Tuition reciprocity with Arizona and in-state
tuition for El Paso students and student athletes are great assets, which
must be exploited. Efforts to maintain legislative support must be continued.
Tuition reciprocity with partner universities in Mexico must be pursued.
Efforts to recruit and retain Native Americans at WNMU must be improved. All
aspects of student financial aid must be properly utilized to support student
accessibility and affordability. For example, the NMEAF loan program for teachers
should be vigorously pursued. We must better leverage all of our competitive
scholarships to attract quality students from across the U.S.
12. Obsolete equipment, routine maintenance, and
crumbling infrastructure require serious attention.
13. The quality of student life is an area requiring
great emphasis and improvement, particularly the condition of our residence
halls and family housing, student healthcare, food service, and student activities.
14. WNMU’s recent accreditation history is excellent
and these efforts must be maintained. WNMU’s acceptance in the NCA Academic
Quality Improvement Program (AQIP) is a positive step that links accreditation
with building a culture of quality.
15. The number of special needs students is increasing
and will require commensurate support services.
16. Intercollegiate athletics has a positive impact
on enrollment and receives considerable support from the State of New Mexico.
Title IX requirements in intercollegiate athletics must be closely monitored
and followed. The new athletic complex offers great potential. We must vigorously
pursue memberships for football and women’s basketball in appropriate conferences.
Additional sports must be funded and added to meet NCAA regulations.
17. Bringing compensation for all WNMU employees
including graduate assistants and adjunct faculty to equity with peer groups
must continue to be a top priority. Salary compression and faculty/staff
compensation issues need to be addressed.
18. Foundation and Alumni activities offer great potential
and must be more thoroughly integrated into everything we do.
19. Better integration and coordination of community
service and research activities among WNMU academic organizations (SOE, Business,
Social Work, etc.) must be accomplished.
20. Greater collaboration with other institutions
of higher education (academic programs, technology, libraries) offers great
potential. The Renaissance Group and AQIP are prime examples.
21. Student Success Seminars are here to stay and,
WNMU must continue to create learning communities of student cohorts and design
living arrangements that reinforce learning.
22. Training for Faculty and Staff in a variety of
areas, such as customer service and IT, must be expanded.
23. Positive interactions and better communication
between various university constituencies and with the community must be achieved.
A concerted effort to improve efficiency through more effective integration
of processes must be undertaken.
24. Energy efficiency and progress must be achieved
rapidly, and our excellent financial management must be maintained.
WNMU
STRATEGIC CHALLENGES AND GOALS
Our fourth core value is “a dedication to continuous
improvement in Higher Education,” and this value also underlies WNMU’s Strategic
Goals. To realize our Vision, continuous improvement must be achieved in virtually
all areas of operation. In analyzing our mission and conducting Strategic
Analysis, ten specific areas requiring attention are identified.
12.
|
| 1.
To increase accountability
to all stakeholders through student outcomes assessment, strong financial
audits, accreditation success, and AQIP leadership. |
| 2.
To stabilize or increase
enrollment through integrated efforts to improve retention and all
related enrollment management processes. |
| 3.
To develop detailed,
integrated planning and execution of all aspects of information technology
from funding to delivery to application in order to support new educational
opportunities within the region and the state. |
| 4.
To augment state funding
and tuition from other sources, e.g., grants and the WNMU Alumni/Foundation,
in times of tight state fiscal situations. |
| 5.
To provide new and/or
expand old, facilities to meet stakeholders’ needs, including those
in the vocational and student support services areas. |
| 6.
To provide leadership
and support to community and economic development initiatives and
to expand support for career retraining opportunities for the region. |
| 7.
To bring compensation
for all WNMU employees to equity with peer groups. |
| 8.
To decrease WNMU’s $22M
infrastructure backlog. |
| 9.
To nurture and to celebrate
diversity at all levels of the University. |
| 10.
To maintain the “personal touch” and to achieve “best-in-class”
service to our students. |
STRATEGIC
GOALS
The 10 Strategic Challenges are further refined, for
the sake of clarity and conciseness, into 7 Strategic Goals which serve as
the basis for WNMU Strategies. These goals must undergo continuous improvement
efforts, and measurement indicators for each must be defined and monitored.
| |
| Goal 1: To significantly advance academic relevance,
excellence, and delivery options.
Goal 2: To significantly advance the management of student
enrollment and quality of student life.
Goal 3: To significantly advance research and scholarly
work, partnerships, and multi-cultural and environmental awareness.
Goal 4: To significantly advance opportunities for personal
and professional development, and a supportive work environment for
all WNMU employees.
Goal 5: To significantly advance capital resources*
and their management and accountability in all areas of responsibility.
Goal 6: To significantly advance planning, implementation,
and application of IT to further WNMU’s teaching, research, and public
service missions.
Goal 7: To significantly advance community outreach
and economic development initiatives in the region.
*Capital
Resources, as used in this plan, includes physical facilities, equipment,
information technology, infrastructure, and fiscal resources. |
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WNMU STRATEGIES
The linkages between strategic goals and operational
plans are strategies. Strategies are guideposts for action.
They specify the direction WNMU will move and criteria which will serve as
the basis of action. Strategies serve as the foundation upon which operational
plans are constructed.
STRATEGIES FOR EACH STRATEGIC GOAL
Goal Short Title Index
I. STRATEGIES ADVANCING ACADEMIC RELEVANCE,
EXCELLENCE, AND DELIVERY OPTIONS
1. Teaching Excellence
2. Maintaining Accreditation
3. Pursuing Appropriate Academic Expansion
4. Maintaining Academic and Institutional
Standards
5. Providing Adequate Academic Support
7.
Increasing Opportunities Through Extended Learning
8.
Continual Examination of Roles and Missions of Levels of
Instruction
II. STRATEGIES ADVANCING
STUDENT ENROLLMENT
MANAGEMENT AND QUALITY OF LIFE
10. Focus on Quality of Student Life
11. Support of Intercollegiate Athletics
12. Enhancement of Career Services
13. Support of Child Care Opportunities
III. STRATEGIES ADVANCING RESEARCH AND SCHOLARLY
WORK,
PARTNERSHIPS, MULTI- CULTURAL AND ENVIRONMENTAL AWARENESS
14. Focus on Faculty Research and Professional
Development
15. Focus On Partnerships
Locally, Regionally and with Mexico
16. Support of Cultural
Activities and Environmental Awareness
IV. STRATEGIES ADVANCING HUMAN RESOURCES
AND QUALITY OF LIFE
17. Compensation,
Professional Development, Affirmative Action and Human Resources Policies
and Practices
18. Improving Communication,
Marketing, and Public Relations
19. Support of Diversity
V. STRATEGIES ADVANCING CAPITAL RESOURCES,
MANAGEMENT, AND ACCOUNTABILITY
20. Pursuit of External Funding, Grants,
Foundation, and Alumni
21. Focus on Campus Master Planning
and Energy Efficiency
22. Management of ER & R and BR
& R Funds
23. Support of Continuous Improvement, Accountability, and
Planning
VI.
STRATEGIES ADVANCING APPLICATION OF INFORMATION TECHNOLOGOGY
TO FURTHER WNMU’S TEACHING, RESEARCH, AND PUBLIC SERVICE MISSIONS
24. Enhancing
Information Technology
VII. STRATEGIES ADVANCING COMMUNITY OUTREACH
AND ECONOMIC DEVELOPMENT INITIATIVES
25.
Support of Economic Development and Community Service
26.
Support Training and Education of Displaced Workers
27.
Working with State Agencies
STRATEGIES FOR EACH GOAL
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*(AQIP)-This will appear several times throughout the strategies. It indicates
that the item has been identified as an AQIP Goal.
GOAL I
STRATEGIES ADVANCING ACADEMIC RELEVANCE,
EXCELLENCE, AND DELIVERY OPTIONS
1. THE
TRADITION OF TEACHING EXCELLENCE WILL CONTINUE TO DOMINATE EVERYTHING WE DO.
THIS MEANS RELEVANT CURRICULUM, APPROPRIATE DELIVERY OPTIONS, QUALITY FACULTY
AND INSTRUCTION, UP-TO-DATE INSTRUCTIONAL EQUIPMENT AND FACILITIES, APPROPRIATE
USE OF INFORMATION TECHNOLOGY, SMALL CLASSES AND LOW STUDENT/TEACHER RATIOS!
LIBERAL ARTS EDUCATION WILL CONTINUE TO PROVIDE THE BASIC FOUNDATION FOR
WNMU’S PROGRAMS. WE WILL STRIVE TO ACHIEVE WORLD CLASS EXCELLENCE IN THE
PREPARATION OF PROFESSIONAL TEACHERS AND COUNSELORS. WE WILL ALSO CONTINUE
TO EMPHASIZE OTHER PROFESSIONAL PROGRAMS.
2. NATIONAL
ACCREDITATION THROUGH THE HIGHER LEARNING COMMISSION IS THE FOUNDATION UPON
WHICH OTHER ACCREDITATION EFFORTS ARE BASED AND WE WILL THOUGHTFULLY AND DILIGENTLY
IMPROVE WNMU AS PIONEERING MEMBERS OF THE HIGHER LEARNING COMMISSION’S ACADEMIC
QUALITY IMPROVEMENT PROJECT (AQIP). IN ADDITION TO NCA ACCREDITATION AND NCATE
ACCREDITATION, WNMU WILL MAINTAIN ACCREDITATION OF THE BUSINESS, SOCIAL WORK,
NURSING, OCCUPATIONAL THERAPY ASSISTANT, AND EARLY CHILDHOOD DEVELOPMENT PROGRAMS,
AND THE ECONOMIC DEVELOPMENT COURSE. COMMENSURATE WITH AVAILABLE RESOURCES,
WNMU WILL CONSIDER ACCREDITATION OF ADDITIONAL PROGRAMS SUCH AS THE BACHELOR
OF FINE ARTS (BFA) BASED ON PROGRAM NEEDS AND FACULTY/STUDENT DEMAND. STATE
APPROVAL OF THE CHILD DEVELOPMENT CENTER, LAW ENFORCEMENT ACADEMY, ADULT EDUCATION
SERVICES (AES) THE VOCATIONAL/TECHNICAL PROGRAM, WELFARE TO WORK, AND TEACHER
EDUCATION WILL BE MAINTAINED. CERTIFICATION OF THE COMPUTER TECHNOLOGY AREA,
CONSTRUCTION AND AUTOMOTIVE TECHNOLOGY PROGRAMS, AND EXPANSION/STATE APPROVAL
OF THE VOCATIONAL TEACHING PROGRAM WILL BE PURSUED.
3. WNMU
CANNOT BE ALL THINGS TO ALL PEOPLE. WHILE ITS FIRST PRIORITY IS TO CONCENTRATE
SCARCE RESOURCES ON IMPROVING EXISTING ACTIVITIES AND PROGRAMS, AFTER CAREFUL
STUDY, AND AS RESOURCES PERMIT, WNMU’S ACADEMIC ACTIVITIES AND PROGRAMS WILL
EXPAND INTO AREAS WHERE A COMPARATIVE ADVANTAGE AND EDUCATIONAL QUALITY CAN
BE ACHIEVED. EXAMPLES INCLUDE THE FIELD OF INFORMATION TECHNOLOGY, ADVANCED
PLACEMENT/CONCURRENT ENROLLMENT IN THE PUBLIC SCHOOLS, B.S. IN NURSING, DOCTORAL
PROGRAM IN EDUCATION, O.T., AND, UPPER DIVISION BUSINESS PROGRAMS IN GALLUP,
VOCATIONAL TRAINING FOR COLLEGE CREDIT IN HIGH SCHOOL, THE NM VIRTUAL COLLEGE,
AND APPROPRIATE CAREER APPLIED TECHNOLOGY PROGRAMS. THE USE OF APPROPRIATE
INFORMATION TECHNOLOGY TO EXPAND DISTANCE EDUCATION OPPORTUNITIES WILL BE
THOUGHTFULLY PURSUED. NON-PRODUCTIVE PROGRAMS THAT OFFER LIMITED FUTURE POTENTIAL
MUST BE ELIMINATED.
4. ACADEMIC
AND INSTITUTIONAL STANDARDS WILL BE ANALYZED AND STRENGTHENED. WNMU’S STRATEGY
OF OPEN ADMISSIONS AND ACCEPTANCE OF HIGH-RISK STUDENTS WILL CONTINUE, COUPLED
WITH AN IMPROVED ENROLLMENT MANAGEMENT SYSTEM (STRATEGY #9). COMPREHENSIVE
PROGRAMS OF STUDENT AND INSTITUTIONAL OUTCOMES ASSESSMENT WILL CONTINUE TO
SUPPORT MORE EFFICIENT EVALUATION OF STUDENT LEARNING AND INSTITUTIONAL PERFORMANCE.
ARTICULATION INITIATIVES AND AGREEMENTS WITH OTHER EDUCATION INSTITUTIONS
WILL CONTINUE TO BE MONITORED AND REFINED. MAINTAINING AN UP-TO-DATE AND RELEVANT
GENERAL EDUCATION PROGRAM IS A PRIORITY.
5. AN
INTEGRATED, COMPREHENSIVE ACADEMIC SUPPORT SYSTEM THAT PUTS STUDENTS’ NEEDS
FIRST AND INTEGRATES ASSESSMENT, ADVISING, DEVELOPMENTAL COURSEWORK, LEARNING
COMMUNITIES, PEER MENTORING, THE LEARNING RESOURCE CENTER, ORIENTATION, PLACEMENT,
TESTING, AND OTHER PROCESSES SUPPORTING ACADEMIC SUCCESS WILL BE IMPLEMENTED.
EFFORTS TO IMPROVE STUDENT RETENTION SUCH AS FRESHMAN SEMINARS WILL CONTINUE
TO BE VIGOROUSLY PURSUED (AQIP).
6. WNMU
WILL GREATLY EXPAND ON AND OFF-CAMPUS LIBRARY RESOURCES AND CAPABILITIES.
7. EXPANSION
OF DISTANCE/EXTENDED LEARNING WILL CONTINUE TO BE SUPPORTED (SEE #3). INFORMATION
TECHNOLOGY RESOURCES WILL BE VIGOROUSLY PURSUED AND “IMPROVED INTEGRATION
OF EXTENDED LEARNING CENTERS WITH THE MAIN CAMPUS THROUGH BETTER COORDINATION,
TECHNOLOGY AND CONTROL WILL BE ACHIEVED. THE RUS GRANT OFFERS GREAT POTENTIAL
FOR DISTANCE LEARNING AND MUST BE THOUGHTFULLY IMPLEMENTED.
8. DIFFERENCES
IN THE ROLE, SCOPE, ENROLLMENT DOCUMENTATION, MISSIONS, AND ORGANIZATION OF
PRE-COLLEGE, CERTIFICATE, TWO-YEAR, FOUR-YEAR, AND GRADUATE PROGRAMS WILL
BE REVIEWED AND CLARIFIED ALONG WITH THEIR RESPECTIVE FACULTIES’ ROLES, RESPONSIBILITIES,
AND COMPENSATION. WNMU GRADUATE PROGRAMS WILL BE THOROUGHLY STUDIED AND REFINED
TO INSURE THAT THEY MEET APPROPRIATE STANDARDS FOR CURRICULUM, RESEARCH, ASSESSMENT,
AND FACULTY WORKLOAD.
GOAL II
STRATEGIES ADVANCING
STUDENT ENROLLMENT
MANAGEMENT AND QUALITY OF LIFE
9. EFFICIENT, EFFECTIVE AND USER FRIENDLY ENROLLMENT
MANAGEMENT IS VITAL TO WNMU’S FUTURE, IMPROVEMENT OF RECRUITING AND RETENTION,
WITHOUT COMPROMISING UNIVERSITY STANDARDS, ARE TOP PRIORITIES (AQIP). EFFORTS
TO RECRUIT AND RETAIN STUDENTS WILL BE CONTINUOUSLY IMPROVED, AND THE 60%
RETENTION GOAL WILL BE ACCOMPLISHED. SUCCESS WILL BE BASED ON IMPROVEMENT
IN THE AREAS OF MARKETING, RECRUITING, ADMISSIONS, REGISTRATION, ADVISING
(AQIP), ADVISOR TRAINING, ACADEMIC SUPPORT (SEE #5), ASSESSMENT, ARTICULATION,
TUITION RECIPROCITY AGREEMENTS, FINANCIAL AID, STUDENT ORIENTATIONS, STUDENT
QUALITY OF LIFE, IMPLEMENTATION OF STUDENT LEARNING COMMUNITIES, AND DEVELOPMENT
OF A RESPONSIVE MIS. AUTOMATION OF APPROPRIATE COMPONENTS OF THE ENROLLMENT
PROCESS WILL BE VIGOROUSLY PURSUED. PROPER MARKETING OF WNMU TO APPROPRIATE
REGIONAL, STATE, NATIONAL, AND INTERNATIONAL CONSTITUENCIES IS CRITICAL TO
ENROLLMENT AND MUST BE VIGOROUSLY PURSUED WITHIN RESOURCE LIMITATIONS.
10. WNMU WILL CONSTANTLY SEEK TO IMPROVE THE QUALITY OF
STUDENT LIFE (RESIDENCE LIFE, FOOD SERVICE, HEALTH CARE, TELEPHONE/COMPUTER
SERVICE, MULTI-CULTURAL AFFAIRS, STUDENT ORGANIZATIONS, MAIL SERVICE, STUDENT
ACTIVITIES, AND ED REC) AND THE QUALITY OF STUDENT SUPPORT (ADVISING, (AQIP),
COUNSELING, COMMUNITY INVOLVEMENT, STUDENT DEVELOPMENT, TRANSCRIPTS, TUTORING,
AND THE BOOKSTORE). WE MUST IMPROVE CUSTOMER SERVICE TO OUR STUDENTS WHILE
INSURING TUITION AND FEES ARE COMPETITIVE. WNMU WILL VIGOROUSLY PURSUE REHABILITATION
OF RESIDENCE HALLS AND FAMILY HOUSING AND PROVIDE CAMPUS-WIDE COMPUTER ACCESS.
APPROPRIATE RESOURCES AND ASSISTANCE WILL BE PROVIDED TO SPECIAL NEEDS STUDENTS.
11. WNMU’S INTERCOLLEGIATE ATHLETIC
PROGRAM WILL CONTINUE TO BE SUPPORTED. INCREASED COMMUNITY SUPPORT WILL BE
ACHIEVED. INCREASED COMMUNITY INVOLVEMENT BY THE COACHING STAFF AND THE MARKETING
OF ATHLETIC EVENTS IN THE PUBLIC SCHOOLS ARE KEY. THE PROGRAM WILL UNDERGO
CONSTANT SELF-MONITORING TO INSURE COMPLIANCE WITH NCAA, TITLE IX, AND OTHER
APPROPRIATE GUIDELINES. ADDITIONAL FUNDING WILL BE OBTAINED, AND UPGRADES
TO ATHLETIC FACILITIES ON THE MAIN CAMPUS WILL BE ACCOMPLISHED.
MEMBERSHIP IN THE PAC-WEST CONFERENCE WILL CONTINUE, AND MEMBERSHIP IN
OTHER CONFERENCES FOR FOOTBALL AND WOMENS’ BASKETBALL WILL BE PURSUED. ADDITIONAL
SPORTS WILL BE ADDED TO MEET NCAA REQUIREMENTS.
12. WNMU WILL IMPROVE AND EXPAND
EFFORTS TO FACILITATE EMPLOYMENT OPPORTUNITIES FOR ITS STUDENTS THROUGH IMPROVED
CAREER SERVICES, TESTING, INTERVIEW WORKSHOPS, INFORMATIVE LITERATURE, STUDENT
CO-OP PROGRAMS, AND OTHER CAREER PLACEMENT ACTIVITIES AND INTERACTION WITH
EMPLOYERS.
13.
CHILD CARE OPPORTUNITIES, FACILITIES, CAPABILITIES TO SERVE SPECIAL
NEEDS CHILDREN, EXPANDED HOURS OF AVAILABILITY AND RESOURCES WILL BE PROVIDED
IN ORDER TO SERVE THE GROWING NUMBER OF STUDENTS WITH CHILDREN AND CHILDREN
OF DISPLACED WORKERS. APPROPRIATE ACADEMIC PROGRAMS IN EARLY CHILDHOOD EDUCATION
WILL CONTINUE TO BE SUPPORTED AND ADDITIONAL FUNDING APPROVED BY THE STATE
WILL BE PROTECTED.
GOAL III
STRATEGIES ADVANCING RESEARCH, SCHOLARLY
WORK, OUTREACH, COMMUNITY SERVICE, CULTURAL ACTIVITIES, AND EVIRONMENTAL AWARENESS
14 COMMENSURATE WITH AVAILABLE RESOURCES, INITIATIVES
SUPPORTING EXEMPLARY TEACHING, FACULTY PROFESSIONAL
DEVELOPMENT, NEW FACULTY
MENTORING, PEER COACHING, AND
RESEARCH OPPORTUNITIES WILL
BE EXPANDED AND ENCOURAGED.
15. OPPORTUNITIES TO COLLABORATE AND BUILD PARTNERSHIPS
WITH HIGHER EDUCATION INSTITUTIONS IN MEXICO AND OTHER COUNTRIES WILL CONTINUE
TO BE EMPHASIZED. NAFTA IS A REALITY, AND WE ARE IDEALLY POSITIONED TO SERVE/BENEFIT.
16. THE UNIVERSITY WILL
CONTINUE EFFORTS TO SUPPORT CULTURAL ACTIVITIES FOR THE UNIVERSITY AND THE
GREATER COMMUNITY THROUGH THE USE OF ITS FACILITIES, STAFF AND ACADEMIC PROGRAMS.
IN THE PAST, THE GRC, FACT, McCRAY GALLERY, LIGHT HALL, THE MUSEUM, MECHA,
AND THE INTRAMURAL GYM HAVE SUPPORTED COMMUNITY GROUPS SUCH AS THE MIMBRES
REGION ARTS COUNCIL, COMMUNITY CONCERTS, THE ART GUILD, THE SAN VICENTE ARTISTS,
AND THE COWBOY POETS. DUE TO OUR CLOSE PROXIMITY TO THE FIRST WILDERNESS
AREA IN THE UNITED STATES, WE HAVE AN OBVIOUS COMMITMENT TO PROVIDING ENVIRONMENTAL
AWARENESS AS PART OF OUR COMMUNITY OUTREACH.
GOAL IV
STRATEGIES ADVANCING HUMAN RESOURCES AND
QUALITY OF LIFE
17. EQUITABLE AND COMPETITIVE COMPENSATION FOR ALL WNMU
EMPLOYEES WILL BE ACHIEVED. COMP PLANS WILL BE REVIEWED TO LESSEN OR ELIMINATE
SALARY COMPRESSION. ADJUNCT SALARIES WILL BE EXAMINED AND A PLAN TO MAKE
THEM MORE EQUITABLE WILL BE CREATED. PROFESSIONAL DEVELOPMENT
OPPORTUNITIES FOR ALL EMPLOYEES WILL BE EXPANDED COMMENSURATE WITH RESOURCES,
AND HUMAN RESOURCES AND AFFIRMATIVE ACTION POLICIES AND PRACTICES WILL CONTINUE
TO BE REFINED.
18. COMMUNICATION AMONG
ALL CAMPUS CONSTITUENCIES CAN AND MUST BE IMPROVED (AQIP). THE AQIP COMMUNICATION
PLAN WILL BE VIGOROUSLY IMPLEMENTED AND IT IS IMPERATIVE THAT BOTH A COMPREHENSIVE
MARKETING AND PUBLIC/UNIVERSITY RELATIONS PLAN BE DEVELOPED AND BUDGETED AND
HAVE ESTABLISHED TIMELINES WITH MEASURABLE RESULTS TO MEET THE INCREASING
NEEDS TO PROMOTE THE UNIVERSITY, BUILD RELATIONSHIPS WITH STAKEHOLDERS, IMPROVE
OVERALL COMMUNICATIONS, AND ASSIST THE ALUMNI OFFICE AND FOUNDATION WITH THEIR
FUNDRAISING EFFORTS (AQIP). AN INFORMATION DESK
WILL BE CONTINUED AS THE AQIP COMMUNICATIONS TEAM HAS RECOMMENDED.
19. PROJECTS AND PRACTICES ENHANCING DIVERSITY AND
MULTI-CULTURAL AWARENESS WILL BE ENCOURAGED AND RECOGNIZED. RESOURCES WILL
BE PROVIDED TO FACILITATE THESE INITIATIVES. INCREASED EFFORT TO CELEBRATE
WNMU’S RICH CULTURAL HERITAGE WILL BE MADE. THE VISION AND MISSION OF THE
MULTI-CULTURAL TASK FORCE AND THE TITLE V GRANT WILL BE SUPPORTED AND THE
ROLE AND ACTIVITIES OF THESE IMPORTANT ENTITIES WILL BE CLARIFIED AND SUPPORTED.
GOAL V
STRATEGIES ADVANCING CAPITAL RESOURCES,
MANAGEMENT, AND ACCOUNTABILITY
20. EFFORTS TO OBTAIN ADDITIONAL EXTERNAL
FUNDING THROUGH GRANTS AND OTHER PRIVATE AND PUBLIC SOURCES WILL BE GREATLY
EXPANDED (AQIP). WESTERN NEW MEXICO UNIVERSITY’S
FOUNDATION IS CRITICAL TO WNMU’S FUTURE, AND THE FOUNDATION’S MAJOR GOALS
OF RAISING MONIES FOR CAPITAL CONSTRUCTION AND INFRASTRUCTURE AND ENDOWING
THE EXECUTIVE DIRECTOR’S POSITION WILL BE SUPPORTED. PROVISIONS FOR A FULL-TIME
ALUMNI DIRECTOR WILL CONTINUE TO BE SUPPORTED. THE ALUMNI PLAYS A KEY ROLE
IN THESE EFFORTS AND FOUNDATION/ALUMNI TIES MUST BE STRENGTHENED.
21. DETAILED CAMPUS MASTER PLANNING WILL BE MAINTAINED AND IMPLEMENTED
AS RESOURCES ALLOW. WE WILL CONTINUE TO VIGOROUSLY PURSUE FUNDING (AQIP)
FOR INFRASTRUCTURE AND CAPITAL PROJECTS. ENERGY EFFICIENCY INITIATIVES WILL
BE IMPLEMENTED. PREVENTIVE MAINTENANCE AND THE PROPER REPAIR OF FACILITIES
IN A TIMELY FASHION COMMENSURATE WITH AVAILABLE RESOURCES IS ESSENTIAL. CAMPUS
BEAUTIFICATION WILL BE ENHANCED, AND IMPLEMENTATION OF PROJECTS TO INCREASE
HANDICAPPED ACCESS AND TO SATISFY ADA GUIDELINES WILL BE VIGOROUSLY PURSUED.
22. ADDITIONAL FUNDING FOR
EQUIPMENT AND BUILDING RENEWAL AND REPLACEMENT NEEDS WILL BE OBTAINED (AQIP).
NEEDS WILL BE IDENTIFIED, PRIORITIZED, AND SUPPORTED IN A TIMELY FASHION COMMENSURATE
WITH AVAILABLE RESOURCES.
23. WNMU WILL
EMPHASIZE CONTINUOUS IMPROVEMENT AND ACCOUNTABILITY IN EVERYTHING WE DO.
GREATER INTEGRATION AND COORDINATION OF ASSESSMENT, ACCREDITATION, FINANCIAL
MANAGEMENT, AUDIT AND PLANNING ACTIVITIES WILL BE ACHIEVED. THE MALCOLM BALDRIGE
NATIONAL QUALITY AWARD (MBNQA) WILL BE PURSUED AND INTEGRATED WITH THE NCA
AQIP PROCESS. STRATEGIC PLANNING, THE MBNQA PROCESS, AND AQIP WILL INVOLVE
DIVERSE CONSTITUENCIES. WE WILL CONSTANTLY ANALYZE AND RE-ENGINEER THE UNIVERSITY
ORGANIZATION STRUCTURE, POLICIES, AND PROCEDURES TO INSURE EFFICIENCY AND
EFFECTIVENESS. APPROPRIATE MEASURES OF INSTITUTIONAL EFFECTIVENESS WILL
BE REFINED AND UTILIZED TO BETTER UNDERSTAND PERFORMANCE AND IMPROVE ACCOUNTABILITY.
NATIONAL AND STATE MANDATES FOR INCREASED ACCOUNTABILITY ARE INTENSIFYING,
AND BY VIRTUE OF EIGHT YEARS OF QNM EXPERIENCE, WNMU IS POSITIONED TO ASSUME
A LEADERSHIP ROLE IN THIS CRITICAL AREA. WE WILL MAKE CURRENT INTERDEPARTMENTAL
FINANCIAL PROCEDURES MORE EFFICIENT THROUGH THE FURTHER USE OF BANNER AND
BY MODIFYING THE PURCHASE REQUISITION PROCEDURE.
GOAL VI
STRATEGIES ADVANCING
APPLICATION OF INFORMATION TECHNOLOGY TO SUPPORT WNMU’S TEACHING,
RESEARCH AND PUBLIC SERVICE MISSIONS
24.
WNMU WILL AGGRESSIVELY PLAN
FOR AN PURSUE THE APPROPRIATE APPLICATON OF INFORMATION TECHNOLOGY IN LINE
WITH THE UNIVERSITY’S IT VISION (APPENDIX A).
GOAL VII
STRATEGIES ADVANCING
COMMUNITY OUTREACH AND ECONOMIC DEVELOPMENT INITIATIVES
25. ECONOMIC DEVELOPMENT,
PUBLIC RELATIONS AND COMMUNITY SERVICE INITIATIVES WILL BE ENCOURAGED AND
EXPANDED, SUCH AS THE ECONOMIC DEVELOPMENT COURSE, QUALITY NEW MEXICO, THE
NAFTA INSTITUTE, THE BORDERLANDS INSTITUTE, SMALL BUSINESS DEVELOPMENT CENTER,
SILVER CITY GRANT COUNTY ECONOMIC DEVELOPMENT CORPORATION (SIGRED), ADULT
EDUCATION SERVICES, AND WESTERN WORKS PROGRAMS. THE PUBLIC INFORMATION OFFICE,
COMMUNITY RELATIONS COUNCIL, LIBRARY, FINE ARTS CENTER, ED REC CENTER, AND
MUSEUM PLAY KEY ROLES AND MUST BE SUPPORTED. IMPROVED PROGRAMS SUCH AS THE
BACHELOR IN FINE ARTS WILL FOSTER DEVELOPMENT IN THE GROWING ART ECONOMY IN
OUR COMMUNITY.
26. EFFORTS TO AID DISPLACED
WORKERS WITH TRAINING, EDUCATION, JOB FAIRS, COUNSELING, CHILDCARE, AND TRANSPORTATION
WILL CONTINUE. WNMU WILL LEAVE “NO STONE UNTURNED” IN ACCOMPLISHING THIS
CRITICAL TASK.
27. WNMU WILL CONTINUE
ITS LEADERSHIP ROLE WORKING WITH STATE AGENCIES TO OBTAIN ADDITIONAL RESOURCES
TO ACCELERATE ECONOMIC DEVELOPMENT INITIATIVES DURING THESE DIRE ECONOMIC
TIMES IN SOUTHWEST NEW MEXICO.
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