Welcome
UNM-Taos
A Model for Success in a Rural
Community
Keep Growing in the Right Direction
UNM-TAOS: A Model for Success in
a Rural Community
On the individual, family, small business, corporate,
state and national levels, UNM-Taos clearly
represents an excellent investment in New Mexico’s
future:
• UNM-Taos provides the only practical access to
higher education for rural, minority, often first
generation students
• UNM-Taos is far more affordable than other
public or private alternatives in the region
• UNM-Taos is a major employer in underserved
northern New Mexico
• UNM-Taos attracts substantial revenues that are
otherwise unavailable to a rural community
• UNM-Taos is the workforce engine that drives
the local economy
How Far We’ve come
Student Success
UNM-Taos has Achieved Exceptional Growth
Since Branch Campus Status
2,000
1,500
Five Year Enrollment
By Student Credit Hour
1,857
20,000
1,705
1,523 1,622 1,495
Credit Hour
Number of Students
Five Year Enrollment
By Headcount
1,000
500
-
15,000
11,819
13,282 12,959
14,443 14,337
10,000
5,000
-
Fall
2009
Fall
2010
Fall
2011
Fall
2012
Fall
2013
Fall
2009
Fall
2010
Fall
2011
Fall
2012
Fall
2013
• Community College Week placed UNM-Taos
in the top 25 fastest growing community
colleges in the nation with enrollment 2500
and under (November 30, 2009).
• Enrollment headcounts and FTE is increasing: up
almost 22% in the last 5 years
•
Enrollment of first-time, degree-seeking students
increased by 60% between fall 2008 and fall 2009.
Graduating for Careers
COURSE ENROLLMENT
BY PROGRAM AREA AY 2009- AY 2013
Duplicated Seat Count
STEMH
27.85%
CAREER
TECH
34.20%
GEN ED
34.50%
DEV
STUDIES
3.45%
• UNM-Taos is a Title V Hispanic
Serving Institution and has over
50% Pell eligible and firstgeneration students
• UNM-Taos has experienced a
significant increase in prescience degree seeking students
STEMH Enrollment
DEGREES AND CERTIFICATES AWARDED
AY 2009-AY 2013
CAREER
TECH
68.11%
Seat count
BY PROGRAM AREA (AY 2009- AY 2013)
STEMH
25.14%
3,300
3,200
3,100
3,000
2,900
2,800
2,960
AY 2009
AY 2009
2,960
OTHER
6.75%
3,207
AY 2013
AY 2013 Variance % Increase
3,207
247
8.34%
How Far We’ve come
Economic Engine
•
Taxpayers, too, enjoy a rate of return of 3.6
percent on their investment in UNM-Taos
alongside increased tax collections and reduced
governmental expenditures.
$7 million in income accrues annually to the Taos
County economy by way of UNM-Taos
•
•
operations ($5.5 million) and
•
spending by non-local students ($1.5 million).
UNM-Taos students expand the state’s economic
base :
•
higher incomes
•
businesses that employ them are more productive
•
contribute another estimated $2.3 million in taxable
income to New Mexico economy each year.
How Far We’ve come
The Campus
•
Building Klauer Campus
Year
Built
Square
feet
Martinez Hall
1996
7,240
Peralta Hall
Pueblo Hall
1996
2006
12,034
18,603
Kids Campus - Center For
Early Learning
Business And Computer
Technology Center
Building 6
Learning Resource Center
Building 7
Library Resource Center
Building 8 classrooms
2007
5,583
2007
3,998
2013
1,792
2013
1,792
2014
1,792
Building 9 classrooms
Total campus SF
2014
1,792
47,626
UNM Taos was scattered in 10 locations
•
Klauer Campus is developing despite recession
budgeting.
•
2011 State Moratorium on new educational
sites
“In no event shall an institution of higher
education build, renovate or occupy any building
at a location that did not exist prior to January 1,
2011 as an established location at which the
institution's students were taught.”
Current Capital Projects for 2014- 2015
• Student Success Center (addition)
• Bataan Hall (acquisition)
• will consolidate the campus into two sites
Current Sq. F. per FTE is the 2nd lowest in state
How Far We’ve come
The Campus
Klauer Campus:
Creating a Sense of Place
• The heart of a campus creates a
stronger sense of community
among students
•
•
Promotes full learning experience
and retention
Right sized services
• Gathering places
• Connecting people with people
• Klauer Campus as a destination
Campus Building Requires
Capital $$$
Overview of Capital
projects Funding process
Good Times with the
Funding Cycle
Capital Projects funding process
funding sources:
State severance tax funds
•
severance tax bonds are issued by the New Mexico Board of Finance to fund projects approved by the
legislature, such as the construction of public schools and other state buildings, higher education capital
projects, and water resource projects.
•
They use funds derived from the investment and the revenues from the extraction of natural resources statewide.
General Obligation Bonds
•
Voter approved State bonds that are secured by a state government’s pledge to use legally available resources,
including tax revenues, to repay bond holders.
•
Most general obligation pledges at the local government level include a pledge to levy a property tax to meet
debt service requirements
•
GOBs are voter approved in even year November elections (Vote yes November
•
??? % of Taos residents have overwhelmingly approved these bonds
Local funds
•
UNM-Taos is the beneficiary of the funds available from Taos County's Educational Gross Receipts Tax
(EGRT) designed to support capital project initiatives of the school districts of Taos, Penasco, Questa and
UNM-Taos.
•
The Statute passed in 2012 authorized a Taos County Ordinance imposing an excise tax at the rate of one-half
of one percent as a portion of Gross Receipts Tax charged on business transactions.
•
The funds are a one time distribution over a ten year period and are intended to address capital project needs as
well as leverage cost sharing opportunities for additional capital monies.
State capital funding requires 25% local matching funds
Capital Projects funding
process
Home Reports
Admin Agency
Year funded
Appropriation Title
Fund Code
UNM-Taos
2000
UNM - TAOS EDUCATION CENTER - PH 2
GOB
$1,000,000
UNM-Taos
2002
UNM TAOS ED CTR-PH 3
GOB
$2,000,000
approved
UNM-Taos
2004
UNM-TAOS ED CTR/LIBRARY/STUDENT
CTR/TRAD
GOB
$1,500,000
Approved for plan &
design
UNM-Taos
2006
UNM-TAOS CAREER TECH MULTIPURPOSE FCLTY
GF
$100,000
Phase I approved
UNM-Taos
2006
UNM-TAOS CAREER TECH MULTIPURPOSE FCLTY
GOB
$400,000
Phase I approved
UNM-Taos
2007
STB
$1,000,000
approved
UNM-Taos
2007
GF
$100,000
approved
UNM-Taos
2007
UNM-TAOS CTR FOR EARLY CARE, ED & FAM
SUPPORT, RET
GFR
$0
denied
UNM-Taos
2007
UNM-TAOS EARLY CARE/ED CLASSROOMS, RET
STBR
$0
denied
2007
UNM-TAOS CTR FOR EARLY CARE, ED & FAM
SUPPORT, RET
GF Reauthorization
UNM-Taos
2007
UNM-TAOS EARLY EDUCATION CLASSROOMS,
RET
STBR
UNM-Taos
2009
UNM-TAOS EARLY CHILDHOOD CARE CTR
STB
$800,000
UNM-Taos
2010
UNM TAOS RESEARCH CTR & LIBRARY
GOB
$2,000,000
denied
UNM-Taos
2012
GOB-UNM-TAOS RENOVATE & UPGRADE
INFRASTRUCTURE
GOB
$3,000,000
approved
CORE STUDENT SUCCESS CENTER
STB
UNM-Taos
UNM-Taos
UNM-Taos
UNM-TAOS
SEWER/ROADS/FIRE/UTILITY/SECURITY
IMPROVE
UNM-TAOS
SEWER/ROADS/FIRE/UTILITY/SECURITY
IMPROVE
HEALTH CAREER TRAINING CENTER
GOB
State Amount
Status
approved
200,000Reauthorized less $100,000
$0
1,000,000
$4,000,000
denied
approved
approved
PENDING VOTER
APPROVAL
Planning to funding takes 2 years if you receive all your funding
Choose wisely to spread limited
resources
The last several years have been rocky
ones for higher education across the
country and here in New Mexico.
Challenges
•
Reductions in state support for public institutions of higher
education.
•
Demographic changes which mean that smaller proportions
of college students will be traditional age.
•
The high numbers of students who are unprepared for higher
education.
•
The lack of jobs and career opportunities for those students
who do graduate.
•
The increasing equity gap between those students who do go
to college and those that don’t.
•
The gap between what is needed for workforce development
and what is taught in higher education.
•
The increasing reliance on distance learning, part-time faculty
and other changes in response to technology, budget
efficiencies, entrepreneurialism and consumer demands.
•
Heightened demands for accountability, measurement, and
transparency.
•
The rapid turnover of leaders in higher education and the
diminishing numbers of those willing and able to take their
place.
•
The need for colleges and universities to evolve and innovate
or atrophy.
Capital Projects funding process
Lots of cuts along the way
•
•
HED passes a recommended capital
amount for all higher ed. projects
on to the DFA and LFC= first
budget cut
Legislatures cuts again during
budget balance sessions = 2nd
budget cut
•
Governor adopts the budgets or can
veto and cut
•
State funding has frozen the
Building Repair & Renewal fund at
2010 levels
•
•
•
•
Future capital dollars will be spent
on repairs and upgrades- deferred
maintenance
Forces universities to limit space
Seek inventive solutions to meet
space needs
Dual purpose and increased
utilization initiatives
Capital Projects funding process
Lots of pit falls along the way
Year 2:
•
•
•
The funds are approved now the challenging
work begins
The Project must be converted from a
CONCEPT to REALITY
funding that has been approved is almost
always LESS THAN THE AMOUNT
REQUIRED to fulfill the needs.
Before the funds can be spent on anything,
including preliminary designs, the Project must be
more accurately defined:
• Specific academic or administrative needs that
will be fulfilled
• Specific design parameters and more accurate
building cost information must be developed
The approval process sometimes appears to be • HED and DFA review these specific needs and
parameters to be certain that the funding is
cumbersome, torturous and redundant, but, it
being used as approved by Legislation.
is absolutely necessary so that everyone
• All of this is developed, reviewed and approved
before any actual designs or constructions proposals
involved in the Process can be assured that we
are received.
are spending taxpayer funds in an appropriate
manner.
Capital Projects funding process
additional approvals during
design and construction
Planning, programming, design and
construction must follow UNM wide
planning, design and approval guidelines
Planning process
Strategic Planning is your ally
Planning Process
Introduce UNM Planning &
Campus development
UNM Taos works with UNM Planning and Campus
Development and the UNM Office of Capital
Projects for planning and construction projects
PCD planning efforts encompass the entire facility planning
cycle with a focus on pre- and post-design activities. Guide
decisions that affect UNM’s long-term capital planning.
•
studies to identify real project needs
•
communicate those needs to UNM decision makers.
•
provide assistance to Academic programs, UNM Service
Departments, the Health Sciences Center, Branch
Campuses and the Administration in setting, projecting,
and planning for a desired campus future.
•
We work with UNM services personnel to determine what
resources are required, and how to obtain those resources
while maximizing capital resources and minimizing
development and operational expenses.
•
We seek operational, organizational, innovative, and space
planning solutions along with capital project planning and
programming services and funding strategies
Current planning
pcd services
PCD provides the services of
specialized professionals
•
Planners and programmers
•
Master Campus Plans, Site plans
•
Operational plans
•
Space utilization plans
•
Minor and major capital plans
•
Facility plans
•
Needs assessments
•
Space Management
•
Space Management throughout UNM
•
Mapping
•
FAMIS space and building data
•
A tool to increase the utilization and availability of space and building data
to the users.
•
Space utilization analysis
•
Space utilization requirements
• UNM Landscape Architect
The Landscape Architect plays a major role in the development and review of
conceptual and schematic designs, construction documents and specifications,
conformance to master plans and sustainability standards, cost estimates, and
quality management for landscape projects.
•
University Architect
•
The architectural integrity of the Campus.
•
Administers the procurement of professional design and planning services
•
Represent the institution in physical development matters with the Board
of Regents, NM Higher Education Department and the NM State Board
of Finance.
Current planning process
guideline
• UNM governs space and capital
projects and has several guidelines and
requirements
• Space guidelines
• Space utilization requirements
• Planning must work from strategic
plans to master plans
• Building requirements
• Classroom equipment and layout
norms for occupancy and use
• Research lab space allocations to use
• State Energy Guidelines
Current planning
process
Planning understands the
current economic constraints
and pressures for increased
demand for services. We seek
innovative solutions.
% of Avail WSH
Computer lab
(TCTECH) 16
room cap
classroom- 30
capacity
classrooms 0-16
capacity
60%Target
Utilization
peralta hall
capcity 30
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
KLauer Campus
FALL 2011- SPRING 2013 INSTRUCTIONAL (class)
and Labs
BY CLASS SIZE SEMESTER AVERAGE USE RATE
Fall 2011
t
Spring
2012
Fall 2012
Space planning tools now include:
•
•
•
•
•
•
•
Spring
2013
•
Multi functional space designs
Peak hour use analysis and scheduling
opportunities
Operational solutions
Virtual spaces
Flexible Classroom design
Dual use spaces
Programming new buildings that will
function for changing uses
Phased capital and building plans
Current planning
Process
Links UNM Taos Strategic
Plan to
1
Academic and Operations Plans
2
Facilities Needs Assessments
3
Strategic Facilities Plans
4
Capital Projects Planning
Current planning
Process
facilities Planning
•Analysis of existing conditions, needs and futures plans linked
into a Strategic plan to achieve your goals.
•It is the first step in identifying, documenting, justifying, and
prioritizing built environment needs.
•The Process includes:
Identification of both short and long term goals
Strategic and Academic 5-10 year plan space and facilities
implications
Growth projections
Comprehensive facility and space evaluations
Identify program space and facilities needs
Development options to meet need
Indentifying specific Capital projects
Funding and resource plan
Timeline for capital projects
Implementation strategies
Capital Project Plan
Project
Organization
Develop Project Scope,
• Work Plan
• Schedule
• Duties
Identify Key Stakeholders
• Point of contact
• Decision makers
• Committees
• Meeting design
Gather existing information
• Historic documents
• Demographics
• University, local and regional
plans
Inventory /
Analysis of
Conditions
Present conditions
• Existing Site and
facilities inventory and
conditions
• Peer institution review
• enrollment
Future Conditions
• Academic Plan and
strategic plan
alignment
• Demographics
• Enrollment and
growth projections
Develop Campus
Master Facilities Plan
10 yr. Goals
• Align with
institutional goals
Alternatives/
strategies
Develop Alternatives &
strategies to meet need
• Select preferred
alternatives
Long Term Development
plan
• Project identifications
and scope definitions
• Project Prioritization
• Preparation of
preliminary project cost
estimates
• Development of project
sequencing and schedules
Plan Implementation
• Identify Capital
resources
• Prioritized 5-10 year
Capital Improvement
Plan
• Strategies
Document
Development
Stakeholders Input plan
•Presentation materials
•Surveys
•Meeting structure
Final Document
•Structure
•Design
•Graphics
•Capital plan worksheet
•Project lists
•Site plan
•Infrastructure plan
Final presentation
•Approval process
•Approval Strategy
Current planning process
capital Planning UNM Wide
UNM develops 5 year capital project plans
based on needs assessments and the
Universities Mission these plans are
submitted to HED and the State LFC
The UNM Capital Project Committee,
President, Provost, and Budget and
Finance Office work with the Branch
campuses and prioritize capital requests
based on funding projections and
Governmental constraints and
opportunities
In the development and Capital Plan:
• Project Scopes are delineated
• Develop detailed project descriptions
• Assess current condition or campus need
• Recommend action required
• Calculate quantitative measurements
Current planning process
capital Planning UNM Wide
• Project Budgets are prepared
•
•
•
Plan for all (hard and soft) project costs
Anticipate project implementation year
Account for economic conditions
• Integrate project Schedules ( this is
done both at the branch and at UNM
Main)
•
•
•
•
•
•
Apply available funds
Forecast project durations
Identify priority level
Short term, high level priorities within 1
year
Medium level priorities within 4 years
Long term, low level priorities within 5
years or more
Current planning process
capital Planning UNM Wide
•
Complete project work plans
•Probable cost estimates / budgets
•Verification of economic (escalation/inflation) factors
•Scheduled durations for each phase of each project including
design, bidding, construction and completion
•Projected Fiscal Year in which that project will be initiated
•Document projected funding source(s)
•Initial project prioritization
Results in :
•Comprehensive 10 Year Capital Plan
•Itemized list of facility conditions
•Identification of projects with budgets
•Prioritization of required projects
•Plan of capital projects
•Maximizes the use of funds to improve the physical learning
environment and experience
Current planning process
current Planning projects
Planning and Campus development is
currently working with Taos Campus
user groups to analyze their current and
future operational and space needs
•
•
•
Department of Instruction
Auxiliaries
Administration
UNM Taos Funding
and Project Plans
Recent Funding and Project
plans
• Infrastructure $3,000, 000
• Projects underway
• Core Student Success Center $3,500,000
• Projects underway
• Health Sciences Training Center $4,000,000
• Goes before the voters on November 4,
2014
• Vote yes GOB 2014
• Downtown Buildings
• 1$ Purchase agreements in works Spring
2015
Recent Funding and Project
plans
Infrastructure
“When we look back on our university
experience it’s the campus outdoors the
landscape we envision”
• Projects underway
• Incremental development
• Linked to capital projects and
infrastructure improvements
• Improved utilities
• Safe exteriors
• Walkways
• Shelters from that KLauer wind
• Gathering areas
• Place Making; Creating the Campus Heart
Landscaping
concepts
The unique character of Taos
lends itself to an informal
blending of organic spaces rather
than a rigid geometric plan
common to many traditional
campuses. The central landscape
plan should serve various
functions such as small and large
gatherings, pedestrian movement
as well as active and
contemplative users. The plan
should also creatively address
drainage, accessibility,
maintenance, utility corridors,
and the conservation of the native
landscape where possible.
• Existing features/landscape lead
the design
• the tremendous view toward the
north
• the downward slope of the terrain
from south to north
• drainage pattern running roughly
from the south east toward the
north west
• undisturbed natural areas primarily
on the west and north
• Includes natural ways, arroyos,
plazitas for gatherings and multi
purpose areas
Recent Funding and Project plans
Core Student Success Center
Supports students to meet academic goals and certificate
and degree completion. The Student Success initiatives
are designed to promote persistence until graduation or to
transfer to a 4-year degree program.
• 7,600 sf addition to Padre
Martinez Hall
• Provides student study
and gathering spaces
• Adjacent to a one stop
student services center for
o Admissions
o Enrollment assistance
counseling
o Financial aid
o Advising
o Catalog
o New Student Orientation
o Graduation
o Student Activities
o Accessibility Resources
o Business and financial
management
Executive Director finally
has an office on campus
Counseling offices
with privacy and
built in security
Student learning commons with flexible
seating for group and quiet study, meetings
and student assistance, study help
Provides dual purpose group study and
conference meeting rooms
Recent Funding and Project plans
Core Student Success Center
Space, more space on a shoe string
to meet the growth demands.
• New Portables support the
remodel and add need classroom
space
• Advantages short term
•
•
•
•
•
Allows Padre Martinez to be
vacated to:
Upgrade the buildings existing
classrooms and student areas
Save $$$ by not having to phase
construction
Avoids disrupting classroom
schedules
Safe restricted construction zone
• Advantages long term adds 3584
sf to campus
• Adds classroom space needed as
offerings expand
Recent Funding and Project plans
Civic center
The Acquisition of the Taos Civic Center Complex
Opportunity - $1.00
•
26,200 square foot building include both
Bataan Hall and Rio Grande Hall
UNM Taos has completing a due diligence review
& feasibility study including:
•
•
•
•
•
•
•
•
•
•
Consolidates UNM Taos
Validates the condition and suitability of the facilities for
the intended uses as a UNM –Taos educational
complex.
Construction and project costs for deferred
maintenance and remodel project.
Documentation and recommendations suitable for the
BOR, HED and SBOF to consider the approval of
exercising the Option to Purchase contained in the
Lease.
Phase I Environmental Site Assessment
History of property use.
Property Survey
Title Commitment .
Facility Condition Report.
Building Evaluation Report.
Preliminary Scope of Work with development and
funding sources for new construction, maintenance, F, F
& E, and special equipment requirements to provide a
fully functional education center including cost savings
alternatives evaluations.
Recent Funding and Project plans
Civic center
The Opportunity to meet expanding
need for STEMH and Health Sciences
programs, degrees, certificates and jobs
The Nursing Program and related Health
Services Career Center classes will be the first
beneficiaries of the repurposed Rio Grande
Hall in the Taos Civic Center. This is
particularly important because healthcare is the
number one job producer in Taos County, and
UNM Taos graduates nearly always remain in
the area workforce after graduation. We
cannot provide for any growth in this area, nor
can we continue to maintain the quality of our
programs without larger capacity and better
equipped facilities.
•
Program for the remodel of Rio Grande Hall:
•
Associated Degree in Nursing- Registered
Nursing (ADN-RN) Program,
•
Certified Nursing Assistant Program,
•
Emergency Medical Services Training,
•
Integrated Health and Holistic Healing Arts
Careers Program,
•
Acquisition needs approval from The Regents, Higher
Education Department and State Board of Finance
•
Science and Math Educational Facilities
•
Remodel project awaits GOB funding
•
Biology lab
Vote Yes November 4, 2014 GOB
•
Class, seminar and meeting rooms
UNM Taos Health Careers
Training Center
• Classrooms
• Nursing
Simulation lab
• Massage Therapy
Lab Biology Lab
• Support offices
• Dual purpose
seminar,
classroom,
meeting rooms
• Dual purpose lab
for EMS training
and Yoga
UNM Taos
Strategic
Plan
2014-2019
Strategic Planning
the process
Strategic planning is an organizations
process of defining its strategy, or
direction, and making decisions on
allocating its resources to pursue this
strategy
Center of Education policy Research (CEPR)
teamed with Taos Administration Listened to
faculty, staff, students and the community and
recommend strengthening:
• Communication
• Campus Safety
• Dual Credit Articulation
• Facilities and Space
• Strengthening the Main Campus and Taos
Campus Relationship
• Faculty, Staff and Student Recognition
• Professional Development
• Data Collection and Use
Strategic Planning
Mission & Vision
Mission
UNM-Taos provides quality educational
opportunities that transform the lives of
our students, enriches the cultural life of
our diverse communities, and strengthens
the regional economy.
VISION
UNM-Taos will be recognized in New
Mexico and regionally as an educational
leader and partner committed to providing
a high-quality learning environment for all
students, pathways to higher education,
relevant rewarding careers, and personal
growth opportunities.
Strategic Planning
Commitment
PURPOSE
As an open-access, student-centered, affordable college offering
dual-credit, basic skills, transfer, career-technical, workforce
training and lifelong learning courses and programs, UNM-Taos
is committed to:
•
Providing academic programs culminating in the awarding of
Associate degrees and transfer opportunities;
•
Providing career technical programs leading to certificates
and degrees for students who seek career-related employment
in business, industry, government and health care;
•
Providing opportunities for students to acquire the verbal,
quantitative, and cognitive skills necessary for a successful
transition into college-level study;
•
Providing effective academic advisement and career
counseling, diagnostic and placement testing, financial aid,
and human development opportunities readily accessible to
all students; and,
•
Providing noncredit continuing adult education services to
the community in business/professional training, personal
development, cultural enrichment, and recreational activities.
Strategic Planning
seven Goals
The Strategic Plan focuses on seven goals to
strengthen the UNM Taos commitment to
Students and our campus community:
• Student Success: Retention and Graduation
• Career Pathways/Dual Credit/Early
College
•
Campus Safety and Security
• Fiscal Stability and Human Resources
• Communication, Campus Culture and
Community Outreach
•
Facilities Planning/Campus Environment
•
Institutional Effectiveness
Strategic Planning
Goals, Objectives, Activities &
Measures
The success of this Plan, and the long-term success of UNMTaos itself, relies heavily upon putting in place procedures for
consistently assessing our progress, for measuring effectiveness
and demonstrating that we have allocated our resources to
efforts that truly matter.
Specific actions to reach each
Goal have been identified:
• Each Goal is further
developed into
OBJECTIVES with
ACTIVITIES and
TIMELINES to
complete the actions
•
Actions are assigned and
specific parties are
responsible for completing
tasks
• Each action will be assessed
for effectiveness in reaching
the goal
Each objectives now has a
roadmap to accomplishment
Strategic Planning
Follow UP
Ownership of and responsibility for this Strategic Plan
rests with the campus’ Administrative Team, which will
function as an “implementation task force” for the
purpose of bringing this Plan into fruition.
The key to ensuring that a
strategic plan is a living,
relevant, viable document is
to address directly the
methods by which the
institution will:
• monitor the
implementation of the
activities and
• continually assess
progress toward meeting
the plan’s objectives.
Strategic Planning
Future
• Future planning 2015
Strategic Planning
Goals, Objectives, Activities &
Measures
UNM-Taos will continue to grow as a
healthy, vibrant branch of the state’s flagship
university to serve the communities of
Northern New Mexico on into the future.
UNM-Taos continues to grow, both in the
numbers of students served and in the complexity
of its operations. The campus enjoys the
advantage of talented, well-qualified and
dedicated faculty and staff, and offers quality
programs that are affordable, accessible and
relevant to our community. UNM-Taos
students are motivated and engaged, and possess
the potential to succeed. Similar to other
regional institutions, UNM-Taos faces many
environmental and operational challenges, and is
constrained by resource limitations. Regardless,
the campus is prepared to meet these challenges,
and is capable of achieving the goals and
objectives included in this Strategic Plan. With
the improvements in communication, student
success, facilities and collaboration .