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New Mexico State University

Alamogordo

Visit our new website at alamogordo.nmsu.edu.

This website is no longer being updated as of January 2022.  Visit Alamogordo.NMSU.edu for the most current information.

NMSU-A Strategic Plan 2018-2023

Strategies

  • Expand marketing to encourage divisions to advertise course and program offerings that are appealing and meaningful for workforce development or academic success.
    • Produce or update marketing materials specific to individual programs, degrees, and certificates.
    • Hold or host events on campus that promote individual programs.
    • Build relationships with local and regional employers to help understand the job market of the community.
    • Partner with public schools, military, or local businesses to expose and promote individual programs.
    • Build relationships with public school teachers in the community to foster improvement within the K-14 ecosystem.
    • Create a strong and meaningful program review process that adequately evaluates student recruitment within each program.
  • Improve NMSU-A's community outreach, service, and engagement by promoting communication and cooperation with university stakeholders through Community Education.
    • Identify credit courses that might appeal to non-degree students.
    • Actively pursue topics and instructors for non-credit courses that appeal to continuing education students.
  • Increase the number of online degree and certificate programs while also increasing the opportunities for completion of higher degrees while remaining in the local area.
    • Identify possible additional 2+2 (face-to-face or online) programs that align with the main campus for the completion of a bachelor’s degree.
    • Identify meaningful certificates that may lead to employment.

Key Performance Indicators

  1. KPI-01: Attain an overall enrollment FTE of 1000 (2014 level). KPI 01 -Attain an overall enrollment FTE of 1000 (2014 level).
  2. KPI-02: Attain an overall enrollment of Alamogordo Campus students that is a 4.0% (2014 level) or greater market share of the adult population in Otero County.
  3. KPI-03: Attain continuing education enrollment of 1000 seats.

Strategies

  • Foster student engagement at all levels. Provide required professional development on engaging students to promote success.
    • Identify and improve three (3) institutional challenges identified in the latest RufffaloNoel Levitz Student Satisfaction Surveys related to student services paying particular attention to minority student satisfaction.
    • Identify and improve three (3) institutional challenges identified in the latest RufffaloNoel Levitz Student Satisfaction Surveys related to academics paying particular attention to minority student satisfaction.
    • Create a strong and meaningful program review process that adequately evaluates student enrollment and retention within each program.
  • Identify and remove barriers to retention.
    • Engage in professional development activities that promote student engagement and success.
    • Continue to grow scholarship endowments that assist student financial needs.
  • Retain Quality Faculty and Staff.
    • Assess adequacy of faculty and staff development and compensation.

Key Performance Indicators

  1. KPI-04: Attain a fall to fall retention rate of 58% (IPEDS peer average) for first-time, full-time, degree seeking students.
  2. KPI-05: Attain a fall to fall retention rate of 34% (IPEDS peer average) for first-time, part-time, degree seeking students.
  3. KPI-06: Increase NMSU-A class retention rates (79%) to be comparable to system class retention rates (86%).

Strategies

  • Help students attain desired educational goals.
    • Create a strong and meaningful program review process that adequately evaluates student completion within each program.
    • Increase the number of students attaining "reverse transfer" degrees within the NMSU System.
    • Develop a batch audit system to help address issues that prevent completion and to assist in identifying students who have met completion requirements.
    • Identify resources to improve student success by helping students assess how educational and career choices relate to their interests and abilities.

Key Performance Indicators

  1. KPI-07: Attain graduation rates for full-time, first-time degree/certificate-seeking undergraduates within three years of 22% (NCCBP National Average).
  2. KPI-08: Attain graduation rates for part-time, first-time degree/certificate-seeking undergraduates within three years of 7% (NCCBP National Average).
  3. KPI-09: Attain transfer-out rates for full-time, first-time degree/certificate-seeking undergraduates within three years of 15% (NCCBP National Average).
  4. KPI-10: Attain transfer-out rates for part-time, first-time degree/certificate-seeking undergraduates within three years of 6% (NCCBP National Average).
  5. KPI-11: Attain minority graduation percentages that are reflective of NMSU-A demographic enrollment.

Strategies

  • Help students meet transfer requirements for higher degrees.
    • Encourage Bachelor Degree seeking students to participate in the Aggie Pathway program to provide support for continued studies at NMSU.
    • Establish student transfer opportunities and articulation agreements, and curriculum alignment to meet the needs of students pursuing further education or degrees not offered by NMSU-A.
    • Track student success at transfer institutions (start with NMSU). Identify areas that need improvement and celebrate successes.
  • Help students obtain jobs in their career field.
    • Create a strong and meaningful program review process that adequately evaluates workforce need to address the need to expand, contract, add, or discontinue programs and employer satisfaction with graduates.
    • Increase the use of New Mexico Workforce Solutions Career Coach and BrainFuseJobNowresources.
    • Create and maintain strong relationships with advisory boards to ensure programs are aligned with workforce needs.
    • Identify internships,cooperative education,and other opportunities to provide work related experience to students.
    • Assess student learning of Institutional Learning Outcomes through feedback from supervisors of works study, service learning projects, internships, and employers of graduates.

Key Performance Indicators

  1. KPI-12: Attain 65% (NCCBP 50th percentile) placement of graduates in degree related jobs.
  2. KPI-13: Attain 26% (NCCBP 50th percentile) placement of graduates who pursue additional education.
  3. KPI-14: Attain 95% (NCCBP 50th percentile) employer satisfaction with overall preparation of employed graduates.
  4. KPI-15: Attain 84% (NCCBP 75th Percentile) second year enrollment for students who transfer to a four-year institution.


NMSU-A Retention Plan 2016-2017

Goals

In alignment with the NMSU-A Strategic plan, the retention goals of NMSU-A are to:

  • Achieve an 80% Fall to Spring Retention Rate for First-Time, Full-Time Freshmen”
  • Achieve a 60% Fall to Fall Retention Rate for First-Time, Full-Time Freshmen

In keeping with the New Mexico Association of Community Colleges (NMACC) the retention goals of NMSU-A are to:

  • Attain a 55.0% rate of first-time in college, full-time degree-seeking students enrolled in a Fall term, who persist to the following Fall term
  • Attain a 79.8% rate of first-time in college, full-time degree seeking students enrolled in a Fall term, who persist to the following Spring term

 

Strategies

NMSU-A will focus on four vital areas to attain its goals of improving and increasing retention in 2016-2017:

 

Glossary of Acronyms

The following abbreviations are used within the retention plan:

  • Vice President for Academic Affairs – VPAA
  • Vice President for Student Success – VPSS
  • Associate Vice President for Extended Programs – AVPEP
  • Director of Curriculum and Assessment – DCA
  • Institutional Researcher – IR
  • Director of Institutional Effectiveness – DIE
  • Curriculum Services Coordinator – CSC
  • Division Head – DH
  • Assistant Division Head – ADH
  • Standard Operating Procedure – SOP