DRAFT

UNM STRATEGIC PLAN

WITH VISION AND MISSION STATEMENTS

AND IMPLEMENTATION PLAN

June, 2001

The present draft of the UNM Strategic Plan is the result of nearly a year of extensive discussion involving the entire University community and many interested people from off campus. Last spring, President William Gordon and Provost Brian Foster appointed a Strategic Planning Task Force that has managed the process since its inception. Several hundred people have participated in brainstorming sessions, ad hoc working committees, public forums, and other activities. The planning process has benefited greatly from these many people’s counsel; we now ask everyone who is interested in UNM to comment on this complete draft of the Plan.

The present version of the UNM Plan consists of three main parts:

More information on the whole planning process, along with text of the many supporting documents, can be found on the Strategic Planning website at www.unm.edu/~unmstrat.

In the presentation below, the UNM vision and mission statements, the University’s "Value Statement," and the "Statement of Strategic Advantages" accompany the list of seven strategic directions. Each strategic direction is expanded by a brief statement of its domain and is accompanied by several "Objectives." Finally, the Implementation Plan follows, including the set of tactics for each objective along with various notations, cross-references, and other supporting detail.

As the accompanying diagram suggests, the strategic directions fall in two categories. Four of them (i.e., Vital Academic Climate, Public Responsibility, Diversity, and Areas of Marked Distinction) address the academic core of the University and are closely interconnected. These academic elements rest on three closely connected support elements (Planning, Resources, and Management Systems and Support Functions).
 
 

Figure 1

Relations among Strategic Directions

All members of the UNM community are invited to review this draft plan, to provide comments, and to participate in an extensive discussion that will take place early in the fall semester. Written comments can be sent to the Strategic Planning Task Force, c/o Dr. Nancy Middlebrook, Scholes Hall, Room 235. Additionally, comments can be provided by e-mail at unmstrat@unm.edu or made on the bulletin board on the Strategic Planning website, www.unm.edu/~unmstrat. Time and location of the discussion forums will be widely publicized in late August.

UNM STRATEGIC PLAN

PART I

Vision Statement

UNM will build on its strategic advantages:

Mission Statement

The University will engage students, faculty, and staff in its comprehensive educational, research, and service programs. UNM will provide students the values, habits of mind, knowledge, and skills that they need to be enlightened citizens, to contribute to the state and national economies, and to lead satisfying lives. Faculty, staff, and students create, apply, and disseminate new knowledge and creative works; they provide services that enhance New Mexicans’ quality of life, promote economic development, and advance our understanding of the world, its peoples, and cultures. Building on its educational, research, and creative resources, the University provides services directly to the City and State, including health care, social services, policy studies, commercialization of inventions, and cultural events.
 
 

Value Statement

The values of the individuals who teach, learn and work at UNM have shaped over time the values of the University. Our values provide a frame of reference for making decisions. They contribute to the general atmosphere of the University and then guide us in our teaching, our pursuit of knowledge and our public service.

Academic Freedom: As a center of knowledge, the University adheres to the doctrines of academic freedom and free speech. The University will continue to protect the exploration of ideas and will encourage inquiry and creative activity by students, faculty and staff. At the same time the University opposes statements and activities that reflect bigotry and prejudice and consequently tend to diminish active participation by all elements of the academic community and to inhibit the free expression of ideas.

Diversity Within the Academic Community: The University values the diversity of its students, faculty, staff and the other people with whom it interacts. Our differences assure that the University is a forum for the expression, consideration and evaluation of ideas. The educational process on our campus is clearly enriched and strengthened by the fact that these ideas arise and are evaluated from such diverse perspectives.

Creativity and Initiative: The University moves forward in its academic programs, student support services, and other operations by encouraging and rewarding creativity and initiative among faculty, staff, and students.

Excellence: At the University, we value excellence in our people, in our programs, and in our facilities. We have a responsibility to encourage and develop excellence among our faculty, staff and students. We are committed to be leaders.

Integrity and Professionalism: Integrity and ethical and professional behavior by all individuals associated with UNM are essential in order for students, faculty, staff and the public to have trust in the University.

Access and Student Success: We have a clear obligation to provide a quality higher education to all New Mexico students who have the capability to succeed; this obligation is combined with the responsibility to provide an environment and appropriate support to give every individual his or her best chance of success.
 
 

Strategic Advantages

The University of New Mexico’s location provides strategic advantages that define opportunities to realize the University’s vision and mission.

PART II
 
 

Strategic Direction on

VITAL ACADEMIC CLIMATE

Foster a vital climate of academic excellence that actively engages all elements of our community in an exciting intellectual, social, and cultural life.

Explanation: The most important mark of a great university, and the most important determinant of student and faculty success, is passionate engagement in important ideas—important not just in the strictly academic sense, but also in meeting the needs of our external constituencies. This kind of engagement raises aspiration, creates community, enhances commitment and focus, and builds discipline; it produces habits of mind and behavior that lead to student success and retention and to outstanding faculty contributions—in general, to academic excellence. Such commitment cannot be limited to the campus—indeed to the academic world; it is essentially of the "real world." But as an educational institution, the University must be an academic community in the sense that the social, cultural, and academic life of students, faculty, and others rests substantially on academic commitment. Curriculum, co-curricular activities, academic events such as conferences and symposia, cultural events, community service, research, and social activity must all connect in substantial ways to the academic experience. This strategic direction is about creating the high level of academic commitment and excitement that is characteristic of great universities.
Objectives
Strategic Direction on

PUBLIC RESPONSIBILITY

Apply the University’s education, research, and service capabilities to advance the interests and aspirations of New Mexico and its people.

Explanation: Serving New Mexico is central to the University’s mission. Everything that we do at UNM—education and research as well as service activities per se—advances the interests of New Mexico. For example, we offer a comprehensive array of instructional programs that provide quality educational opportunities to New Mexicans; our programs meet the human resource needs of employers, government, schools, and other constituencies; they train professionals in many fields and educate good citizens. Similarly, research programs provide support for government and other organizations; we support business in collaborative relations and technology transfer; they create knowledge about our environment and our culture and society. In addition to our educational and research contributions, we deliver many services such as health care, continuing education, social services, volunteer work through service learning programs, and access to resources such as museums, libraries, and cultural events. Together, our educational, research, and service programs promote economic development and high quality of life.
Objectives

Access to Quality Higher Education

Major Challenges Facing the State of New Mexico Quality of Life in Albuquerque and the State of New Mexico
Strategic Direction on

DIVERSITY

Value and benefit from the creativity, innovation, insight, and excitement generated by the many dimensions of diversity that are the essence of the University and the State.

Explanation: It is widely understood that diversity leads to new insight, new methods, and new knowledge. For instance, we have long known that much of the most important research occurs at the borders of academic disciplines. Similarly, the best universities and colleges have long made recruitment of students from a variety of international, geographic, and cultural backgrounds a central part of their admissions policy. The linguistic, cultural, national, disciplinary, gender, ethnic, and religious diversity of UNM and the State of New Mexico is a resource of great value. As we learn to benefit fully from it, New Mexico and UNM will be leaders in a world pervaded by diversity in politics, diplomacy, economics, arts, and every other facet of life.
Objectives
Strategic Direction on

AREAS OF MARKED DISTINCTION

Provide an environment that cultivates and supports activities of national and global distinction and impact.

Explanation: High aspiration can only mean a drive to compete with the very best. UNM must build initiatives of national and international prominence that give the greatest possible benefits to our students, faculty, and community. The institutional and programmatic stature that follows from building internationally prominent programs is in itself a strong force for academic excellence: it helps recruit the best students, faculty, and staff; it increases our public support and therefore resources; it enhances our competitiveness for grants; it is attractive to donors. Such prominence requires that we be uncompromising in supporting individual and programmatic contributions that would bring respect and honor in the most distinguished universities. Since no university can be eminent in everything, we must build selectively in areas for which our strategic resources give us strong competitive advantages. At the same time, we must build a set of high-profile initiatives that span the entire university such that all programs can relate to one or more of these exciting foci. We must be aggressive in pursuit of true excellence in recruiting and supporting students, faculty, and staff to assure their success in instruction, research, and service. We must expect research contributions that make significant, widely recognized impact on academic disciplines, on practical applications, and/or on quality of life. Creating an environment for this kind of achievement is a prerequisite for becoming a distinguished university.
Objectives
Strategic Direction on

PLANNING

Draw strategically on UNM’s resources, building integrated, coherent, disciplined activities to pursue our collective vision as an educational institution.

Explanation: The underlying idea is to create a planning culture at UNM—a thoughtful, inclusive, and disciplined way to think about using our resources to achieve our vision. To achieve our vision, we must build on resources that are unique to the University and the State, must identify our competitive advantages, and must take appropriate action. We must be realistic about what we can achieve, but we also must hold ourselves to high standards in our efforts to reach high aspirations. We must engage the entire campus and its many constituencies in a genuine conversation about the University’s vision and mission and how to achieve them. We must articulate the plans of colleges and service units with the broader UNM plan. Finally, we must mandate periodic, honest, and public evaluation of the plan and its implementation. The plan must be a living document that evolves with benefit of honest evaluation and continuing dialogue.
Objectives
Strategic Direction on

RESOURCES

Foster the responsible, effective, strategic, accountable cultivation of human, financial, intellectual, and physical resources.

Explanation: The University’s successes have outstripped its resource base in many ways, and it is critical for UNM’s further development that we be effective in both the cultivation and use of our human, financial, and physical resources. Both the number and quality of faculty, support staff, and students are critical to achieving our mission. Moreover, high-level performance of our people and programs requires sufficiency of physical resources—buildings, instrumentation, information technologies, classrooms, and libraries, for instance. For some time a shortage of faculty and staff (often related to level of compensation) and of physical resources have placed constraints on our program growth and effectiveness. Creating the right mix of these resources is a long-term process that depends heavily on continuity in effective planning. Although adequacy of financial resources is not sufficient for assembling the kinds of physical and human resources that we need, it is absolutely necessary that our financial resource base be increased significantly. We must pursue all possible revenue sources vigorously, including state appropriations, tuition, private fundraising, auxiliaries, research and grant activities, income from technology transfer activities, and direct service delivery, and we must work aggressively to achieve the most effective use possible of our existing resources.
Objectives

Human Resources

Financial Resource Issues Intellectual Resources Physical Resources
Strategic Direction on

MANAGEMENT SYSTEMS AND SUPPORT FUNCTIONS

Develop and sustain effective management systems and academic and student support functions.

Explanation: Underlying every instructional, research, and service function is a complex set of management systems—for example, systems that place faculty and staff on the payroll; that accomplish purchasing, building and grounds maintenance, student matriculation and registration, and room assignments; that generate transcripts, graduate admissions, and financial aid; that maintain information systems; and that support budget processes, grants/project management, and fundraising. Many of UNM’s systems are not effective, leading to students’ and faculty members’ frustration, to regents’, legislators’, and others’ concern, to enrollment shortfalls, and to other negative outcomes that seriously impact the quality of our programs. Management systems and academic and student support systems must be of a quality consistent with our high academic and service aspirations. Similarly, the performance of individuals who design and manage the way university business gets done must be of highest quality if the University is to achieve its objectives; we must recognize, encourage, and reward individual and programmatic efforts that promote UNM’s mission and values.
Objectives
PART III

IMPLEMENTATION PLAN










The following Implementation Plan contains specific tactics for each of the objectives listed under the seven Strategic Directions of the Strategic Plan. As outlined in Figure 1 (included in the introduction to the plan), there are significant interactions between each of the Strategic Directions. Many of the tactics and even some of the objectives could appear in different parts of the plan. Similarly, many cross-cutting or complementary items appear in different locations within the plan. Major instances of such "interactions" across the different Strategic Directions, Objectives, and Tactics are noted in the Implementation Plan. The cross-references are by no means exhaustive, but rather are recognition of the most important overlapping elements within the plan.
 
 

I. Strategic Direction: Foster a vital climate of academic excellence that actively engages all elements of our community in an exciting intellectual, social, and cultural life.

Objectives and Tactics


I.A. Objective: Provide high quality education for undergraduates in every program UNM offers [also see VI.I.]

Tactics:  
I.A.1. Re-evaluate Introductory Studies work to assure that it provides underprepared students a solid foundation for college-level work

I.A.2. Build on the expertise of branch faculty in working with underprepared students

I.A.3. Review and revise general education to assure that it provides a solid foundation for upper division work [also see III.B.3.]

I.A.4. Incorporate research experience, learning communities, interdisciplinary courses, and service learning in all undergraduate programs

I.A.5. Educate faculty, staff, and students about varying learning styles and encourage teaching methods that address those differences

I.A.6. Recruit and hire quality undergraduate teachers for both upper- and lower division courses

I.A.7. Review and revise the faculty reward structure to assure that excellence in both teaching and research is rewarded [also see II.H.1. and VI.D.]

I.A.8. Minimize the use of large lecture-style classes without associated discussion or lab sessions

I.A.9. Provide effective training for Teaching Assistants in all programs [also see I.B.5.]

I.A.10. Minimize the use of contingent, part-time instructors in the classroom

I.A.11. Establish a new-student "convocation" ceremony
 
 

I.B. Objective: Evaluate and restructure UNM’s support for graduate education and raise the effectiveness and stature of our programs [also see IV.A.1., IV.B.3, IV.B.6., IV.B.8., IV.C., and IV.D.1.]
Tactics:
I.B.1. Formally evaluate and implement the recommendations of the Task Force on Graduate Student Recruitment and Retention

I.B.2. Develop in the Office of Graduate Studies (OGS) an integrated recruitment plan for graduate students [also see VI.G. and VI.I.]

I.B.3. Restructure admissions processes to make them integral to and supportive of graduate student recruitment activities [also see VI.G. and VI.I.]

I.B.4. Work with the research office and our graduate programs to enhance graduate student funding through training grants, fellowships, development, and other means [also see VI.G. and VI.H.]

I.B.5. Establish a broad-based Preparing Future Faculty program that will enhance job prospects for our doctoral graduates who look for careers in the professoriate [also see 1.A.9., II.D.7., and VI.C.1.]

I.B.6. Lead the UNM community in a meaningful dialogue on national issues in graduate education

I.B.7. Increase resources for support of student research [also see VI.G. and VI.H.]

I.B.8. Establish systematic efforts to raise the national visibility and stature of our programs, thereby increasing attractiveness of our programs to funding agencies, to potential students, and to potential faculty [also see II.D.5. and IV]

I.B.9. Assure that Graduate Assistant/Teaching Assistant/Research Assistant workloads are consistent with academic progress

I.B.10. Promote a campus dialog on graduate advisement and mentoring

I.C. Objective: Develop a sense of campus community that supports the success of all students, faculty, and staff by engaging them in an active and diverse intellectual life [also see II.A., III.B., III.C., III.E., and III.F.] Tactics:  
I.C.1. Evaluate and fully implement the UNM Plan for Student Engagement and Success as developed by University College and Student Affairs [also see VI.C.]

I.C.2. Meaningfully integrate part-time and visiting faculty into the campus community and intellectual life

I.C.3 Establish an organized, reliable system for orienting new students, faculty, and staff to the campus community, and UNM'sits mission and values

I.C.4. Establish regular outlets for intellectual collaboration and exchange among faculty, students, and staff (e.g., off-campus retreats and a; Faculty/Staff Club)

I.C.5. Engage students in intellectual activities beyond the classroom

I.C.5.a. Develop ways to encourage student participation in cultural events (e.g. open concerts and lectures for "student rush" in the last hour)

I.C.5.b. Through focused efforts, increase attendance at academic events by students, faculty, staff, local professionals, etc.and others

I.C.6. Create systems for networking and mentoring to foster a coherent educational experience for all students

I.C.7. Organize and support student advising to provide accurate, timely, and understandable information about program requirements and academic progress

I.C.8. Increase the number of academic events in Albuquerque and other UNM locations (e.g., national conferences, regional conferences, symposia, lectures) [also see III.C.8.]

I.C.9. Improve services for event planning and coordination and identify an office to coordinate scheduling for on-campus meetings and lectures.

I.C.10. Insert academic content into activities and events already taking place on campus, to tie them more directly to the intellectual life of the campus (e.g., incorporate academic content into recognition events through brief talks by students, staff, faculty who are being honored)

I.C.11. Plan events, such as (like retreats, cultural days, special theme days like MLK,) that involve presentations or /performances from diverse faculty and staff [also see II.J.1.]

I.C.12. Extend University services to students during the lunch hour, after hours, and on weekends

I.D. Objective: Foster trust and communication [also see V.A.3., VI.D.1, and VI.D.2.] Tactics:  
I.D.1. Develop meaningful avenues for participation of the entire University university community in programmatic decisions that shape the university’s instructional, service, and research activities [also see V.A., V.D., and VII.A.2.]

I.D.2. Communicate the results of decision-making processes clearly, promptly, and widely [also see V.A., V.D., and VII.A.3.]

I.D.3. Encourage non-adversarial, problem-solving approaches to dispute resolution

I.D.4. Strengthen electronic communication by including students in the UNM News Minute e-mail distributions and by developing an all-student listserve [also see II.B.5.]

I.E. Objective: Promote – among students, staff, and faculty – development of the whole person [also see II.F.]
Tactics:
I.E.1. Provide and encourage opportunities for students, faculty, and staffstaff, and faculty that promote physical health and fitness

I.E.2. Ensure that all students, staff, and faculty have access to excellent and affordable health care, including behavioral health care

I.E.3. Welcome and encourage UNM partnerships with volunteer organizations, social and business organizations (e.g., Kiwanis and , Rotary), and faith-based organizations [also see III.D.3.]

I.E.4. Implement a system to provide readily accessible knowledge of referral and self-help resources [also see III.D.3.]

 
 
 
II. Strategic Direction: Apply the University’s education, research, and service capabilities to advance the interests and aspirations of New Mexico and its people.
Objectives and Tactics

Access to Quality Higher Education

II.A. Objective: Provide NM citizens access to a quality higher education [also see I.C., II.B., and III.A.]

Tactics: II.A.1. Maintain affordable tuition [also see VI.I.]

II.A.2. Increase "need-based" grant aid [also see VI.I.]

II.A.3. Facilitate student movement between the two- and four-year systems

II.A.4. Establish a University "front door" that welcomes the community to campus [also see II.J.2.]

II.A.5. Establish university-wide coordination of 2two-year college relations [also see II.C.1.]

II.A.6. Establish university-wide coordination of K-12 relations [also see II.C.2. and II.E.3.]

II.B. Objective: Increase access to education state-wide (e.g. distance education, web-based instruction, and store front classrooms) [also see II.A. and III.A.] Tactics: II.B.1. Need to develop tactics for this objectiveCreate a suite of degree completion programs that can be offered at branches and other two-year schools in a financially viable delivery system

II.B.2. Create a set of web-based materials that are suitable both for enrichment of campus-based instruction and for delivery freestanding off campus

II.B.3. Enhance weekend, summer, and evening programs to improve access for students who do not live in Albuquerque and/or who work such that standard day schedules are impossible

II.B.4. Create a competitive and financially viable presence in Rio Rancho

II.B.5. Improve dissemination of information, advisement, and other student support services throughout the state for programs that are available only at UNM [also see I.D.4. and VII.E.]


 

II.C. Objective: Prepare students for success in higher education and the workplace

Tactics:
II.C.1. Build on branch campus and community college developmental studies and GED programs [also see II.A.5]

II.C.2. Work collaboratively with secondary schools to enhance college preparation [also see II.A.6. and II.E.3.]

II.D. Objective: Increase the public responsiveness and national stature of UNM’s professional programs
Tactics:
II.D.1. Meet New Mexico’s needs for professional degree programs

II.D.2. Offer through the Division of Continuing Education and the professional schools appropriate professional development/continuing education programs to meet the needs of New Mexico’s professional communities

II.D.3. Develop strong pre-professional advisement programs that create pipelines of quality students for UNM’s professional programs

II.D.4. Increase ties to professional organizations such as the bar association and similar organizations for architects, teachers, medical doctors, engineers, business people, and other professionals [also see III.D.3.]

II.D.5. Conduct careful strategic analyses of UNM’s professional programs to determine measures that would increase their national stature and, thus, the value of their degrees to the programs’ graduates [also see I.B.8 and IV.]

II.D.6. Work with employers (e.g., law firms, businesses, hospitals, schools) of UNM’s professional graduates (e.g., law firms, businesses, hospitals, and schools) to ensure that their needs are met by the University’s degree programs and continuing education [also see II.G.1.]

II.D.7. Partner with external organizations to create internships and other experiential opportunities [also see I.B.5.]

II.D.8. Create alliances with professional groups and associations, including alumni, to cultivate meaningful interactions with the professional and business community [also see II.G.3.]

Major Challenges Facing the State of New Mexico

II.E. Objective: Work with public schools in improving K-12 education

Tactics: II.E.1. Develop stronger content area training for teachers (e.g. math/science teacher training)

II.E.2. Improve collaboration among UNM’s colleges/schools/departments in support of teacher preparation and professional development.

II.E.3. Develop and provide content resources for K-12 education [also see II.A.6. and II.C.2.]

II.E.4. Contribute to the development of innovative approaches to K-12 education (e.g. effective instructional technology)

 
II.F. Objective: Improve health status of New Mexicans [also see I.E.] Tactics: II.F.1. Fully implement the Health Sciences Center Strategic Plan II.G. Objective: Promote economic development [also see VI.J.] Tactics: II.G.1. Respond to the human resource needs of New Mexico employers [also see II.D.6.]

II.G.2. Contribute to work-force development

II.G.3. Work with state, city, and community-based organizations to attract new businesses to New Mexico [also see II.D.8.]

  II.G.4. Support development of small businesses and new ventures  
Quality of Life in Albuquerque and the State of New Mexico

II.H. Objective: Promote service-mindedness among all university constituents (faculty, staff, students, and community)

Tactics: II.H.1. Assure that the faculty reward system (e.g. promotion, tenure, and compensation) appropriately weights service [also see I.A.7.]

II.H.2. Provide time and incentive for staff to participate in community service activities

II.H.3. Create incentives/requirements for every student to incorporate service to the community as part of their education.

II.H.4. Create incentives for faculty to create curricular service opportunities for students.

II.I. Objective: Assist in providing support and information on public policy Tactics: II.I.1. Provide effective communication of and access to UNM’s services and expertise [also see IV.C.3.]

II.I.2. Use UNM expertise to support public policy making (e.g. BBER and Water Resources)

II.J. Objective: Provide opportunities and contribute to the enrichment of the cultural life of the community Tactics: II.J.1 Improve visibility and recognition of campus cultural events – make UNM a destination [also see I.C.11]

II.J.2. Improve access and way-finding to cultural venues, enhancing the friendliness of the campus to the outside community [also see II.A.4.]

II.J.3. Translate community interest in athletics to broader involvement of the community with the University

 
III. Strategic Direction: Value and benefit from the creativity, innovation, insight, and excitement generated by the many dimensions of diversity that are the essence of the University and the State.
Objectives and Tactics
III.A. Objective: Increase the diversity of UNM's student, faculty, and staff, and students to better reflect the demographics of our state [also see II.A., II.B., and VI.I.]
Tactics:
III.A.1. Create a culture of proactive recruitment [also see VI.G.]

III.A.2. Devise a process that allows effective recruitment within legal and policy constraints

III.A.3. Cooperate actively with community groups to assist recruiting members of ethnic, racial, international, and other groups

III.A.4. Develop an appropriate role for diversity officer

III.A.5. Assure appropriate communications with advocacy groups

III.A.6. Create a plan for target hiring (faculty and staff)

III.A.7. Create a database of highly qualified candidates and cultivate relationships with them

III.B. Objective: Recognize and respect cultural differences, creating an environment that embraces fundamental human diversity—ethnicity, gender, sexual orientation, nationality, religion, and language [also see I.C. and VII.E.3.], and academic discipline Tactics:  
III.B.1. Create opportunities for faculty, staff, and students to experience cultures, disciplines, and environments different from their own

III.B.2. Create classes and or class-related activities that include multi-cultural experiences

III.B.3. Infuse diversity/multi-cultural content in the core curriculum [also see I.A.4.]

III.B.4. Create supportive, comfortable environments for minority, international, and other populations[also see VII.E.]

III.B.5. Create Generate flexibility to accommodate life circumstances of individuals (e.g., family, cultural, religious, disability) [also see VII.E.]

III.B.6. Encourage the free expression of diverse opinions in an atmosphere of civility and mutual respect
 
 
 
 

III.C. Objective: Benefit from the diversity of academic disciplines [also see I.C.]
 
Tactics:
III.C.1. Assure that contributions to interdisciplinary programs are important elements in evaluations of departments

III.C.2. Change the environment to support joint faculty appointments

III.C.3. Facilitate cross-listing and team teaching of courses

III.C.4. Create courses with a high degree of interdisciplinary content

III.C.5. Create a campus dialog on establishing flexible instructional programs at undergraduate and graduate levels

III.C.6. Develop appropriate administrative models for institution-wide teaching programs

III.C.7. Align interdisciplinary research and instructional programs

III.C.8. Significantly increase the number of interdisciplinary symposia, seminars, and lectures [also see I.C.8. and III.E.4.]

III.D. Objective: Recognize and benefit from the diversity of UNM's constituencies (i.e., academic community, business community, citizens, and students, etc.) Tactics:  
III.D.1. Increase joint planning with strategic partners (e.g., federal labs, museums, and industry)

III.D.2. Increase the involvement of diverse alumni on advisory committees and for internships, placements, mentoring, and other relationshipsetc.

III.D.3. Develop mutually beneficial relations with diverse community-based groups (e.g., religious, ethnic, professional, and international) [also see I.E.3., I.E.4., and II.D.4.]

III.D.4. Create productive relationships with other post-secondary institutions, (e.g., joint research, and preparing faculty)

III.E. Objective: Promote communication and interaction across disciplines and units [also see I.C.] Tactics:  
III.E.1 Renew and develop the intellectual community of UNM, providing for increased communication across campus units, and increased opportunities to engage in stimulating and frequent conversations about scholarship, teaching, learning, and leadership

III.E.2 Facilitate interaction among various sectors of the student body

III.E.3 Promote events and activities that encourage intellectual exchange across disciplines

III.E.4 Offer a regular series of lectures or interdisciplinary panels, followed by a social reception [also see III.C.8.]

III.E.5 Resurrect the "Lecturers Under the Stars" using the Dane Smith patio and projection wall which was designed for this purpose

III.E.6 Encourage, /fund, and /reward inter-departmental, inter-college interactions among faculty
 
 
 
 

III.F. Objective: Develop a comprehensive approach to international affairs at UNM, including instructional, research, and service programs and a cosmopolitan, international social and cultural life on campus [also see I.C.] Tactics:  
III.F.1. Increase the number of international students in both graduate and undergraduate programs

III.F.2. Increase the interaction of international and domestic students to enrich the educational experience of both

III.F.3. Continue to enhance the prominence of UNM’s Latin American and Iberian programs, promoting the participation of as many academic units as is possible

III.F.4. Increase UNM’s international presence by developing a topical initiative with international stature that builds on special UNM strengths in Latin American and the Southwest Studies

III.F.5. Make UNM a strongly bilingual campus by developing ways for students to use their second languages substantially throughout their studies in all fields

III.F.6. Strengthen of study abroad programs’ links to UNM curriculum and increase the number of students who experience significant international educational experiences

III.F.7. Integrate the activities of the Latin American and Iberian Institute, the Office of International Programs and Studies, and the new global initiative, and other international activities of instructional and research units through the office of an associate Associate provost Provost for International Affairs

 
 
IV. Strategic Direction: Provide an environment that cultivates and supports activities of national and global distinction and impact. [also see I.B.8. and II.D.5.]
 
Objectives and Tactics
IV.A. Objective: Implement an open process for identifying current or potential areas of strategic strength at UNM Tactics:  
IV.A.1. Invite the campus community to begin a discussion of current or potential areas of distinction and strategic strength (e.g., niches where UNM has unique features or strategic advantages, potential growth areas, and opportunities arising in current trends and strengths in research) [also see I.B.]

IV.A.2. Assemble a distinguished panel to advise the Provost and discuss with all interested parties potential areas of marked distinction and strategic strength

IV.A.3. Consider, for each potential area of marked distinction, what resources (human, physical, funding, and; time) are currently available, what additional resources could be acquired (e.g., potential grant support), what resources would be needed from the University, and how the area articulates with priorities and plans of Collegescolleges/schools, Centerscenters, Branchesbranches, and Departmentsdepartments [also see VI.].
 
 
 
 

IV.B. Objective: Create structures and processes to support and resource distinguished programs effectively [also see V.C.] Tactics:   Climate:  
IV.B.1. Create challenging levels of aspiration—really high, soaring levels—with appropriate benchmarking standards [also see IV.D.2.]

IV.B.2. Find ways in which contributing departments benefit from affiliation with UNM's most distinguished programs (e.g. cooperation in recruiting students and faculty, bringing in prominent visitors, shared instrumentation, and library collections)

IV.B.3. Provide incentives for departments, in hiring decisions, to hire faculty who will interface with identified areas of national distinction [also see I.B. and VI.A.1.]

IV.B.4. Encourage pooling of resources (e.g., equipment, personnel, and services) that can be efficiently shared by areas of distinction and academic and research units [also see IV.B.9.]
 

Faculty Support:  
IV.B.5. Provide sufficient flexibility in compensation to address market needs and retain key faculty and administrative and technical staff [also see VI.A.5.]

IV.B.6. Proactively bring faculty forward for prominent Fellow and Academy appointments; this can be initiated at a number of levels in the University [also see I.B.]

IV.B.7. Implement creative incentive plans to reward performance (e.g., see School of Medicine faculty compensation plan) [also see IV.D.2., VI., and VI.D.1.]

Resources:

IV.B.8. Identify resources to seed initiatives [also see I.B.]

IV.B.9. Ensure adequate sustained support for infrastructure and personnel needed to retain strategic preeminence, and consider this in the development of shared resources (e.g., laboratory/studio/performance facilities, clinics, libraries, and CIRT) [also see IV.B.4.]

IV.C. Objective: Develop and implement effective methods of communicating about UNM’s strongest programs to the university, state, national, and international communities [also see I.B.] Tactics:  
IV.C.1. Expand the scope and effectiveness of UNM’s Public Information staff and publications to regularly highlight areas of distinction

IV.C.2. Prominently feature UNM’s areas of distinction on the University web site [also see VI.D.2.]

IV.C.3. Feature or highlight areas of distinction in materials for recruiting faculty, students, staff and students [also see II.I.1.]faculty

IV.D. Objective: Develop a system for regular evaluation and accountability of programs identified as UNM’s strongest and most promising [also see V.B.1} Tactics:  
IV.D.1. Assess and require success in an uncompromising way [also see I.B.]

IV.D.2. Ensure that specific goals are set for programs and that rewards accrue only through accomplishment [also see IV.B.1., IV.B.7., V.B.]
 

V. Strategic Direction: Draw strategically on UNM’s resources, building integrated, coherent, disciplined activities to pursue our collective vision as an educational institution.
 
Objectives and Tactics
V.A. Objective: Institutionalize the planning process [also see I.D.1. and I.D.2.] Tactics:  
V.A.1. Reconstitute and reorganize the Planning Council to be UNM’s central planning body (e.g. broaden representation, clearly define responsibilities and authority)

V.A.2. Review and revise the environmental scan on a continuing basis

V.A.3. Promote a dialog in the university community regarding the role of each unit in fulfilling the university plan (e.g., – Rrole of branches, colleges, centers, and divisions, and the contributions they make to the community and the university as a whole, etc.) [also see I.D.]

V.A.4. Provide high-level staff support for Planning Council's strategic planning activities

V.B. Objective: Align unit plans (e.g., branches, colleges, divisions, and departments) with the strategic plan [also see IV.D.2.] Tactics:  
V.B.1. Charge Planning Council to develop and implement a process to align unit plans with strategic plan [also see IV.D.]

V.B.2. Restructure academic program review processes to be comprehensive (i.e., undergraduate, graduate, research, and service) and draw heavily on these reviews when doing strategic planning
 
 
 
 

V.C. Objective: Align resource allocation with the plan through budget, facilities planning, and other processes [also see IV.B. and VI.] Tactics:  
V.C.1. Integrate the goals of the plan into the University’s budget process through recommendations of the Budget Subcommittee of the Planning Council [also see VI.E.1.]

V.C.2. Institute public budget forums (e.g. the Planning Council) for more effective public presentation of budget issues and their articulation with the strategic plan

V.C.3. Charge the Main Campus and Health Sciences Research Offices to make recommendations regarding proposed externally funded initiatives, based upon the strategic goals of the University [also see VI.H]

V.C.4. Create space utilization standards as a basis for resource allocation in alignment with the strategic plan

V.D. Objective: Evaluate the plan on a biennial basis and make appropriate adjustments [also see I.D.1. and I.D.2.] Tactics:  
V.D.1. Charge the Planning Council to conduct biennial evaluation - tactic by tactic, objective by objective, of progress toward implementing elements of the plan

V.D.2. Assure that Tthe Planning Council’s process should beis open, including and includes broad public comment and participation of the University community

V.D.3. Publish and widely distribute evaluation results

V.D.4. Make recommendations to the President regarding proposed changes to the plan

 
 
VI. Strategic Direction: Foster the responsible, effective, strategic, accountable cultivation of human, financial, intellectual, and physical resources. [also see IV.A.3., IV.B.7., and V.C.]
Objectives and Tactics

Human Resources

VI.A. Objective: Enhance recruitment and retention of employees

Tactics:  
VI.A.1. Proactively recruit the best employees [also see IV.B.3.]

VI.A.2. Aggressively pursue means to provide enhanced compensation packages and other benefits of employment

VI.A.3. Reward and recognize employees for their contributions [also see VI.D.1.]

VI.A.4. Enhance and publicize the benefits, amenities, and quality of life for UNM employees (e.g., childcare, eldercare, health promotion program, and employee assistance)

VI.A.5. Develop creative strategies to improve employee retention [also see IV.B.5.]

VI.A.6. Enhance working conditions (e.g., promote civility, respect, safety, and ergonomics)

VI.A.7. Remove barriers for UNM graduates to become UNM employees

VI.B. Objective: Create effective programs for professional development [also see VII.A.5.] Tactics:  
VI.B.1. For staff, expand career ladder and career advancement opportunities

VI.B.2. For faculty, create career advancement opportunities

VI.B.3. Provide management training for managers and supervisors

VI.B.4. Create a leadership internship program
 
 

VI.C. Objective: Enhance student employees' job experiences and the academic benefit of employment [also see I.C.1.] Tactics:  
VI.C.1. Enhance professional development activities for Teaching Assistants/Graduate Assistants/Research Assistants, linking them explicitly with students' career goals [also see VI.C.1.]

VI.C.2. Create learning communities that are linked to student employment experiences

VI.D. Objective: Foster a culture of recognition and reward for excellence in teaching, research, scholarship, creativity, service, and leadership [also see I.A.7.] Tactics:  
VI.D.1. Reward and compensate UNM employees whose contributions enhance the university’s academic achievements [also see I.D., IV.B.7., and VI.A.3.]

VI.D.2. Increase the number and visibility of non-monetary mechanisms for recognizing and rewarding meritorious contributions, including awards, recognition ceremonies, media outlets, and other innovative strategies [also see I.D. and IV.C.2.]

VI.D.3. Expand the range of options for recognizing and rewarding the achievements of undergraduate and graduate students

VI.D.4. Promote an informal culture of recognition, in which faculty, administration, staff, and students, and administrators are encouraged to recognize and honor each other’s achievements in teaching, research, scholarship, creativity, service, and leadership

VI.D.5. Communicate excellent work of UNM employees to the community -- (e.g., work with the Albuquerque Tribune or Journal for monthly insert highlighting UNM accomplishments/events) -- and assure that news releases go to local media for all students making the on dean's list and who receiving received academic awards

Financial Resource Issues

VI.E. Objective: Use financial resources effectively

Tactics:  
VI.E.1. Establish a comprehensive three to five year financial planning process, aligned with university priorities, that incorporates instruction and general (I&G) budgets, capital budgets, state and federal legislative priorities, development activities, grant and contract funding, and auxiliaries [also see V.C.1.]

VI.E.2. Evaluate out-sourcing of current on-campus units and services that might be provided more cost effectively by an external provider
 
 

VI.F. Objective: Increase effectiveness of development Tactics:  
VI.F.1. Provide professional training in development/fundraising for deans and other key administrators [also see VII.A.5.]

VI.F.2. Ensure that development/fundraising activities are substantial responsibilities of key administrators, including deans, branch administrators, and others

VI.F.3. Align private resource acquisition/development plans and efforts with institutional priorities

VI.F.4. Assure that development plans at various levels reflect this alignment

VI.F.5. Place significant emphasis on major gifts
 
 

VI.G. Objective: Maximize State state appropriations [also see I.B.2., I.B.3., I.B.4., I.B.7.,

III.A.1., and VI.I.]

Tactics:  
VI.G.1. Work to ensure the funding formula is more mission sensitive

VI.G.2. Work with the Commission on Higher Education (CHE) and the legislature to implement appropriate funding formula adjustments

VI.H. Objective: Improve UNM’s competitiveness in obtaining grants and contracts [also see I.B.4., I.B.7., and V.C.3.] Tactics:  
VI.H.1. Create effective support for proposal development

VI.H.2. Assure that we recover full indirect costs allowed by granting agencies

VI.H.3. Budget substantial funds for contracts and grants that require matching

VI.H.4. Develop strategies to show in-kind match and institutional commitment

VI.H.5. Develop infrastructure and planning to compete effectively for very large and unusually complex contracts and grants [also see VII.B. and VIII.D.]

VI.H.6. Provide effective systems for identifying funding opportunities [also see VII.B. and VIII.D.]

VI.H.7. Develop effective project management capabilities [also see VII.B. and VIII.D.]

VI.H.8. Develop strategies for administrative review, oversight, and accountability of project management [also see VII.B. and VIII.D.]

VI.H.9. Improve institutionalization of important grant grant-funded successes

VI.I. Objective: Improve effectiveness of enrollment management [also see I.A., I.B.2., I.B.3., II.A.1., II.A.2., III.A., and VI.G.] Tactics:  
VI.I.1. Leverage student financial support to manage enrollments and produce positive financial results

VI.I.2. Assure that student recruitment and marketing are cost effective

VI.I.3. Improve distribution of students across programs in order to increase enrollments in programs that have unused instructional capacity

VI.I.4. Coordinate student recruitment with pre-professional advisement systems to attract high achieving students

VI.J. Objective: Enable effective tech-transfer [also see II.G.] Tactics:  
VI.J.1. Revise intellectual property policies and regulations to be less burdensome and to provide better support to inventors

VI.J.2. Implement the Science and Technology Corporation’s (STC's) business plan to become self supporting within five six years

VI.J.3. Continue STC's efforts to establish service-oriented relations with faculty

VI.J.4. Develop effective incubator program within STC
 
 
 
 

Intellectual Resources
VI.K. Objective: Align the development of intellectual resources to support instructional, research, and service programs (i.e. research collections, libraries, laboratory capabilities, performance venues) Tactics:  
VI.K.1. Provide resources to assure adequate access, care, and maintenance of collections and facilities

VI.K.2. Develop long term plan for continued growth and development of collections and other resources

VI.K.3. Publicize and facilitate the use of the collections and facilities (make available through on-line data bases, hold conferences around the collections, bring faculty on sabbaticals to do research on the collections)

VI.K.4. Systematically encourage donation of collections that complement existing strengths

Physical Resources

VI.L. Objective: Align physical resources with priorities

Tactics:
VI.L.1. Sustain and /enhance quality of facilities, physical infrastructure, and campus amenities

VI.L.2. Strategically address deferred maintenance and renewal

VI.L.3. Reinforce campus qualities that characterize it as unique setting

VI.L.4. Create formal parking policy that aligns with university priorities

VI.L.5. Strategically create and continually upgrade information technology infrastructure, and coordinatione with statewide information systems

VI.L.6. Strategically align facility plan with institutional priorities

 
VII. Strategic Direction: Develop and sustain effective management systems and academic and student support functions.
Objectives and Tactics
VII.A. Objective: Articulate leadership, management, and decision functions to assure both accountability and efficiency Tactics:  
VII.A.1. Clearly define roles of Board of Regents, administration, faculty governance, administration, Board of Regents, staff council, and student government, and staff council

VII.A.2. Build on the concept of shared governance by engaging faculty, /staff, and/ students more actively, (e.g., attendance at Planning Council meetings) [also see I.D.1.]

VII.A.3. Make decisions and establish accountability at the lowest appropriate level [also see I.D.2. and VII.B.4.]

VII.A.4. Balance accountability in decision making with encouragement of appropriate risk-taking

VII.A.5. Provide development and training opportunities for faculty and staff including managers and others in leadership positions [also see VI.B. and VI.F.1.]

VII.A.6. Develop a manager/supervisor network with a listserve and periodic meetings to encourage active dialog

VII.A.7. Develop effective administrative structures for activities that substantially involve multiple deans/ and vice presidents

VII.A.8. Implement a data warehouse to provide appropriate access to information and support decision making and reporting
 
 
 
 

VII.B. Objective: Streamline approval processes [also see VI.H.5, VI.H.6., VI.H.7., and VI.H.8.] Tactics:  
VII.B.1. Re-engineer processes to eliminate unnecessary redundancy, multiple approvals, and other non-value added steps

VII.B.2. Implement mechanisms to ensure proper information flow and /access

VII.B.3. Provide training for individuals involved in processes

VII.B.4. Give units and projects appropriate authority with respect to purchases, hiring decisions, and instructor approvals [also see VII.A.3.]

VII.B.5. Implement periodic consequential audits to monitor compliance and accountability

VII.C. Objective: Eliminate duplication of services and promote coordination and collaboration Tactics:  
VII.C.1. Evaluate all service offices that are duplicated at HSC and Main Campus, to determine advantages and disadvantages of continuing to operate parallels vs. combined offices (e.g., legal, research, Hrand Human Resources)

VII.C.2. Identify types of services that are duplicated in many units of UNM. D to determine where economy-of-scale can be applied to increase efficiency, and where coordination can be improved (e.g., security, health services, human resources, accounting, and computer maintenance)

VII.C.3. Reduce the number of e-mail, calendaring, and other such systems

VII.D. Objective: Increase efficiency and customer focus of transactions [also see VII.H.5., VII.H.6., VII.H.7., and VII.H.8.] Tactics:  
VII.D.1. Provide customer service training for all employees who interface with the public

VII.D.2. Integrate information management systems

VII.D.3. Complete the study of the student support systems and implement new systems and processes

VII.D.4. Deploy and maintain technological infrastructure campus-wide

VII.D.5. Enable web-based systems for appropriate student, business, and administrative functions

VII.E. Objective: Improve student support [also see II.B.5., III.B.4, and III.B.5.] Tactics:  
VII.E.1. Develop a student portal to facilitate self-initiated transactions and provide access to academic and financial information

VII.E.2. Implement an integrated student information system to include admissions, bursar, financial aid, recruitment, registrar/recorder, and graduate and professional recruitment and tracking

VII.E.3. Coordinate student support services and /diversity programs [also see II.B.]