The Committee identified and addressed four broad areas that influence campus culture and climate at UNM, being aware that these areas may also be addressed by other committees: (1) campus ethos (2) communications,  (3) governance, and (4) physical environment.  Consideration was also given to the linkage of these areas with UNM’s mission and values, and to how ongoing assessment of campus culture and climate might be implemented.

 A.  Linkage to UNM’s Mission and Values

Efforts to shape and strengthen campus culture and climate should be informed by and consciously directed toward UNM’s larger mission and values.  That is, the campus environment should reflect the University’s core mission and values, and should foster attitudes, relationships, and actions that directly or indirectly promote those values.
All members of the UNM community (students, staff, and faculty) should have a clear understanding of the University’s mission, and of the institutional values to be pursued in fulfillment of this mission.  This becomes concrete when members of the University community can see how their individual efforts are part of the bigger picture –  how their own role fits into UNM’s mission, and how their contributions are measured and recognized.  Regular discussion of the University’s mission and guiding values would help to maintain a focus on how members of the community contribute to that mission.  This in turn could nurture and reinforce a culture of inclusion and respect, in which each component is valued as part of the whole.
One difficulty here is that the University’s statement of mission and values is necessarily broad in scope and general in content.  It would be helpful, therefore, for the strategic planning process to identify more specific goals and objectives to be pursued by the University in pursuit of its mission.  To that end, the Committee highlights the following ten specific goals with regard to campus culture and climate, perceiving these to be consistent with the new UNM mission and values statement.  Each goal is briefly discussed in a corresponding section of this report noted in parentheses.

1. Specific, high-profile efforts should be made to communicate UNM’s mission and values to all students, faculty and staff, and then to remind the campus community of our mission and values on an ongoing basis to guide processes of decision-making. (A)
2. UNM should establish a culture of recognition at the level of individual units as well as University-wide.  Rather than  across-the-board rewards, specific programs should recognize and differentially reinforce excellence in service of UNM’s mission and values. (B.1)
3. Diversity, broadly defined, lies at the heart of a great university.  Diversity therefore should not be merely tolerated, but should be woven into the very fabric of the institution  (B.2)
4. UNM should be a student-centered institution, with programs and services that are coordinated with a central aim of supporting student success.  This includes assessing, taking seriously, and effectively addressing students’ concerns.  (B.3)
5. In addition to improvement in vertical communication, there is great need to strengthen horizontal communication within UNM, fostering stimulation and collaboration that cut across departments, colleges, and other components of the University. (C)
6. A much clearer, shared understanding is needed at UNM as to who makes what decisions, and how to have timely input to governance processes.  Particularly needed is improvement in mechanisms for intercommunication and collaboration of key constituencies when dealing with broad issues that affect the entire University community. (D.1)
7. A plan and mechanisms are needed to ensure that all supervisors and administrators at UNM are adequately trained in effective management methods that are consistent with the University’s mission and values.  (D.3)
8. Systematic, shared planning efforts are needed to ensure that the maintenance of  infrastructure and support keeps pace with institutional growth and with the building of new facilities.  (E.2)
9. There needs to be a clear, publicly disseminated master plan for the future of vehicles, transportation, and parking at UNM. This plan should be widely communicated and discussed within the campus community, so that the big picture is well understood and a shared vision is developed. (E.3)
10. There is need for a more conscious, intentional focus on fostering a campus climate that both reflects and supports UNM’s mission and values.  This includes regular assessment of climate and culture at campus-wide and individual unit levels, to guide more planful efforts to shape the campus ethos. (F)

B.2. Honoring Diversity
UNM’s ethos reflects its status as both a well-established research institution and a large urban commuter campus.  The campus culture is enriched by the institutional strengths of highly qualified faculty, staff, and students; by significant research initiatives, and by broad curricular offerings.  Students, staff, and faculty represent a diverse mixture of populations.  Diversity on many domains is crucial to the fulfillment of our mission.  New Mexico is a “minority majority” state, and UNM’s institutional climate should welcome and encourage full participation of the state’s spectrum of people.
Consistent with UNM’s mission, it is vital that the campus climate not merely tolerate, but value and encourage diversity of perspectives.  Fundamental to this culture of inclusion is a consistent respect for and ethical handling of differences of opinion, interest, expertise, and position.  Honoring of diversity should be prominent in an understanding of UNM’s institutional values, and in the evaluation of its units’ and members’ performance.

B.3. Complexity
The same factors that create a rich and diverse environment also make for a complex environment. UNM is not merely one community, but a series of families within a community.  There is no single campus culture.  Community members experience institutional culture and norms based on the campus and contexts in which they work, be it as faculty, as students, as staff or as governance officials.  It is worthwhile, therefore, to assess campus climate not only globally, but in relation to specific units of the University.
Surveys reflecting institutional climate at UNM have focused most often on student satisfaction with their experience at the University.  Recent surveys reflect generally high student satisfaction with (1) instruction and intellectual challenge of academic majors, (2) the quality of faculty, (3) the value of UNM education relative to cost, (4) libraries, (5) campus support services, (6) responsiveness to diversity, (7) aesthetic quality of campus grounds and facilities, and (8) the overall UNM experience.  Areas of more frequently expressed dissatisfaction have included: (1) campus parking, (2) perceived safety and security on campus, (3) financial aid, (4) quality of career and academic advisement; (5) lack of a sense of community on campus, (6) “run-around” referral among multiple offices when seeking information, and (7) the perception of a large institution with too little concern for the individual.  The areas of concern highlighted in these and other surveys should be taken seriously and addressed directly in attempts to strengthen UNM’s institutional climate.
 UNM campus culture and climate are substantially affected by the fact that the vast majority of students live off campus, reducing the level of involvement and activity on campus, particularly at night and on weekends.  Many UNM students work part-time or full-time at one or more off-campus jobs.  Many have primary responsibility for the care of dependents.   All of these factors contribute to a lower sense of institutional engagement beyond the classroom among students at UNM, as compared with those at peer institutions

 C. Communications
The second of four broad areas that the committee considered as influencing campus culture and climate at UNM is communications among its constituencies, both internal and external.  Communication obviously plays a critical role in the University’s fulfillment of its mission and values.
The Committee noted recent efforts to increase timely communication with the campus community, which are particularly facilitated by electronic messages.  The UNM News Minute, for example, is distributed weekly to all users of the UNM email system, highlighting important information and accomplishments on campus, supplementing print media communications such as the Campus News, Inside UNM, and the UNM website.  This strategic planning process itself provides opportunities for communication with and among students, faculty, staff, and administration of the University.

The following were recommended as specific actions UNM could take in linking individual members’ contributions to the University’s mission.

1.Implement efforts to ensure that the University’s mission and values are communicated to all students, staff, and faculty, emphasizing how each is a critical component in the success of the University’s growth and future.

2.Explore and identify opportunities to foster the identification of individual members and units with UNM as a whole institution, and with its institutional mission and goals.

3.Create more opportunities for interdisciplinary colloquia, collaborations, and socialization, to counteract the “silo mentality” of isolated units.  Reinforce such efforts through publicity, awards, release time, and other means that manifest the value of sharing ideas, with a view toward strengthening relationships across the University community.

4.Particularly needed are efforts to foster collaboration and communication between main campus and north campus components, and among branch campuses and the main campus, to nurture identification with UNM as a single institution.

5.Solicit suggestions from constituencies both inside and outside UNM, regarding  what forums and/or activities they would recommend to increase communication

D.2. Structure
 Communication within structural areas is reasonably good, especially at adjacent levels within hierarchies.  There appears to be good communication among Vice Presidents and the President.  There are also well-defined constituency groups which focus on matters relevant to their constituents, and there appears to be good communication between the Faculty Senate and the Staff Council.  Campus-wide connections, however, could be improved in two areas.

Coordinating Teams.  Groups could be established to connect structurally disparate units that engage in similar or related activities.  These should be theme-based groups (e.g., International Initiatives, Distance Education, Campus Climate, etc.).  The existing Enrollment Management Group is a good example.  These groups could facilitate discussion, analysis and coordination related to each theme.  A reporting mechanism should be established so that the work of these groups is communicated and considered when decisions are made.

Planning Council.  The Planning Council, while it does focus on two related issues each spring (tuition and budget), could be much more effective in fulfilling the purpose for which it was created: to plan with full participation of the University’s constituent groups.  Improvement is needed to facilitate simultaneous and collective input from various constituency groups, particularly the Faculty Senate Long Range Planning Committee.

D.3. Management Training
The highly variable quality of personnel management is a widespread problem at UNM.  Faculty and staff who assume managerial roles may receive little or no training in effective management procedures.  Consistent and systematic training of managers is needed at UNM, to foster management styles and approaches that promote the University’s mission and values.  When a new managerial appointment is made, it should be the supervisor’s responsibility to implement a plan to prepare the new manager in effective communication and management skills.

D.4. Processes to Shape Campus Climate and Culture
More generally, in order to encourage a campus culture and climate in support of the institution’s core mission and values, we need to encourage the creation of processes which:

• establish trust, with a visible leadership that proposes, listens, assesses, and decides
• attend to and shape the campus climate and culture
• result in activities to enhance the intellectual environment (symposia, visiting scholars, etc.)
• foster new relationships on campus and strengthen attitudes
• promote listening and communication
• recognize and reward excellence, and
• foster a true understanding of differences.

 E. Physical Environment
In external appearance, UNM has beautiful facilities, offering a unique campus environment with a Spanish Pueblo Revival architectural theme. UNM has award-winning buildings and the nationally recognized environmental features such as the Campus Arboretum. The University has branch campuses in Gallup, Los Alamos and Valencia County and an education center in Taos. In addition, UNM offers graduate and upper division programs in Los Alamos and Santa Fe and throughout the state. UNM’s libraries, museums, galleries and Center for the Arts are a rich cultural resource for the state.  What is needed is a firm plan so that the supporting infrastructure and supplies keep pace with the University’s growth.

E.1. Internal Climate
 Attention is needed to the functionality of University buildings. It is difficult, if not impossible in some cases, to create an atmosphere that is conducive to learning if it is too hot, too cold, too wet, or too anything.  Y2K created a methodology for looking at the physical environment and ensuring that facilities are maintained. Back-up generators were purchased and installed. Lobo Energy is purchasing new equipment that will update existing 50-year-old boilers. The energy savings that are realized by using new equipment will essentially pay for the equipment. There is also a master plan for infrastructure upgrades throughout the campus. Construction is underway on a tunnel system that will separate water and steam pipes from electrical systems.

E.2. New Buildings vs. Old Buildings
As University programs grow, so does the need for adequate physical space, and the consideration and construction of new buildings will remain in the forefront. Existing campus buildings simply cannot continue to support the creation of new programs and the expansion of established programs. However, there is also an ongoing need to strengthen existing facilities. In some cases, the infrastructure of older buildings is inadequate or unsound. Consideration must be given to maintaining the plumbing and roofs of older buildings. Remodeling existing structures is often cheaper per square foot than the cost of building new ones. Several buildings are scheduled to be built including residential halls and a new architecture building.  Again, the process and priorities by which such major decisions are made remains a mystery to most members of the campus community, and a more shared sense of priorities would be helpful.

E.3.  Transportation and Parking
There is, perhaps, no more frequent subject of complaint on campus than parking problems.  UNM is fast becoming a pedestrian campus with off-site parking offered for its constituents. A shared understanding needs to be created for the future of vehicles, parking, and internal transportation at UNM. The message of limited on-campus parking needs to be stressed through open communication among employees, students and the community. If support is received internally, then the outside community may understand this issue. Users expect a return on their investment, such as ongoing maintenance of parking lots, to include paving and striping. The transit system is costly but must expand if parking on the main campus is to be eliminated. A means for reliably funding the transit system must be established. A consultant has been hired to develop a 5-10 year master plan. Traditionally, communication about where parking is going has been non-existent, and important policies and decisions are made with minimal consultation and communication with the campus community. Understanding and accepting the new master plan will require better communication with the campus community.

F.  Assessment of Campus Climate and Culture
In order to keep campus environment issues in conscious awareness, the Committee recommends regular and ongoing assessment of campus culture and climate.  This should be done periodically at a university-wide level involving all areas of UNM (departments, colleges, centers, campuses etc.).  The results of one such telephone survey of Faculty and Staff Perceptions of the University of New Mexico were published in March 2000 by UNM’s Institute for Public Policy, with funding from the Office of the Vice President for Institutional Advancement. Such assessment could also be incorporated into regular evaluations that are already done within the various units of the University (departments, colleges, centers, services, etc.).  In the latter case, the Committee envisions a small set of standard questions to be included in unit-level evaluations, resulting in more regular (as well as unit-specific) feedback regarding perceptions of campus climate.  It would also be possible to solicit input about campus climate on a continuous basis by making surveys available via the UNM website, and providing paper questionnaires at various locations across campuses.  The items on these questionnaires should be changed or rotated every 3 to 6 months to obtain a broader feel for the campus climate.
The Committee generated a set of suggested survey questions (appended) that could be used to assess various aspects of campus culture and climate.   All are bipolar Likert-type items with 7-point scales.  There should be a small core set of items (as on ICES) to be included in UNM and unit-level evaluation surveys.  A larger set of items could be used within broader surveys specifically intended to assess campus culture and climate.  It may be desirable to tailor surveys specifically for students, faculty, or staff.  Some examples of student-specific items are: “I receive good advice from my academic advisors,” and “My professors are knowledgeable and competent,” and “I am always able to talk with my professors when I need assistance.”
To ensure that such assessment happens, it should be part of regular job responsibilities for designated staff within each unit to tabulate and review the results of information received, and call attention to problems that become apparent so that changes can be considered.  Such regular assessment, as a routine quality assurance measure in all major units, would allow UNM to identify potential problems early, when they may be more easily remedied. It may also reveal that some issues suspected to be problems turn out not to be, helping to focus instead on matters that concern a larger portion of the UNM community.

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