College of Education - NMSU LEADS 2025 1

College of Education - NMSU LEADS 2025 1

New Mexico State University College of Education

2019 - 2025 Strategic Plan NMSU LEADS

College Leadership:

Interim Dean Dr. Henrietta Pichon Interim Associate Dean, Academic Affairs Dr. Phillip Post Interim Associate Dean, Research & Assistant Dean for Budget and Finance Dr. Juanita Hannan Interim Department Head, Communication Disorders Dr. Heike Lehnert-LeHouillier Interim Department Head, Counseling and Educational Psychology Dr. Elsa Arroyos Interim Department Head, Kinesiology and Dance Dr. Joseph Berning Interim Co-Directors, School of Teacher Preparation, Administration, and Leadership Drs. Rene Guillaume, Rick Marlatt and David Rutledge

NMSU Values:

Leadership: Promoting and creating the ability for Aggies to shape the future

Excellence: Providing the highest level of education, research, outreach, and service

Access: Welcoming diverse populations to higher education and to the NMSU community

Diversity & Inclusion: Embracing our differences as an asset and actively seeking to include wide-ranging perspectives

Student-Centered: Supporting the education of our students through every aspect of our university, every day These values are encapsulated as: BE BOLD. Shape the future.

College Mission:

Our mission is to serve the people of New Mexico through education, research, extension education, and public service with specific emphasis on innovative practices, overcoming barriers to learning, international activities, technology, and literacy for the diverse populations of New Mexico, surrounding states and border communities.


Enrollment Last Five Years:

*Source: NMSU Office of Institutional Analysis Fall Enrollment Reports

Plan Structure:

The College of Education (COE) Strategic Plan follows the NMSU LEADS 2025 plan and outlines areas where the COE is already active, where there are planned activities that are not active yet, and what areas have opportunities for activities that leadership would like to pursue if time allows. These are listed in the plan as: Active, Planned, or Pending, respectively. There are also notes where there are external considerations (noted as: Consideration) the College faces when working within this activity and questions for leadership that will help inform our decision making (noted as: Question). The College of Education has two overarching strategic areas of focus that are being led by the Dean’s Office, which


target enrollment/retention and research expenditures, both of which have been on the decline in the last five years. These Dean’s level initiatives are outlined separately in their respective areas in the plan. Each department also outlined two to three action items that fit within the College plan, and these are included at the end of this document as attachments and referred to in the document where they match NMSU Leads action items.

GOAL ONE: ENHANCE STUDENT SUCCESS AND SOCIAL MOBILITY

Objective 1.1 Diversify, optimize, and increase College of Education enrollment (also 1.2: Increase student learning, retention, and degree attainment; ASK: Can we get regular access to program level enrollment and retention every semester, e.g. MA in Special Education, BS in Kinesiology via dashboards? ALSO ASK: What will the Office of Institutional Analysis help with in terms of data collection and sharing the results with leadership, e.g. what are they already collecting and what can they share?)

Overarching enrollment goals for College: Increase undergraduate enrollment by 3% in Fall 2020 with goal of 1,400 undergraduate enrollment by Fall 2022; Increase first time, full time retention to 75% for Fall 2020 cohort with goal of 80% by 2025 (Associate Dean’s Assessment, Retention, and Scholarships Workgroup)

1) Advertise new teacher education scholarships from state to increase enrollment and retention in these majors (April Collins leads; severalhundred distributed for Fall 2019; metrics = number of scholarships given, retention and graduation of recipients)

2) Create College of Education social calendar and challenge coins to establish community and sense of belonging among students (MargoTrevino Torres leads; events and coin started Fall 2019; continue to plan events; metrics = student retention with challenge coin programand overall retention as these initiatives continue)

a) Create targeted enrollment initiatives to increase recruitment from high school into Education majors1. Active: Expand Educators Rising across the state to recruit students to NMSU and into teaching (see TEP action plan in Appendix)2. Active: Repurpose College Advising Office into Retention and Recruitment Office3. Active: Established Strategic Enrollment Management Plan in Associate Dean’s office with recruitment and retention plans4. Active: KIND collaborates with VP Student Services for targeted advertising5. Planned: Add bilingual Educators Rising branch in GISD (see TEP action plan in Appendix)6. Pending: Recruit students earlier and offer more 100 level courses to get students interested in the program as freshmen (CD)

b) Develop a comprehensive marketing and communications plan that emphasizes degree opportunities in the College and aligncommunication plans to foster common messaging and branding among the College and the University

1. Active: KIND is collaborating with the VP Student Services for targeted advertising2. Planned: Target social media strategies to promote College of Education programs (i.e. Youtube, Facebook, etc.)3. Pending: Expand on what our current degree plans offer students to get them interested and excited about majors early on (CD

and KIND)


c) Leverage College outreach programs as recruitment opportunities; (also 3.3g: Create seamless pathways from PK-12 to highereducation)

1. Active: We are Educators Rising statewide office (see TEP Action Plan in Appendix)d) Create a recruitment network (e.g. high schools, military installations, junior colleges, outreach programs) to increase enrollment

among other groups and organizations that would be interested in College degree programs; (also 1.1f: Develop marketing strategiesthat target diverse student segments such as transfer, military, returning students, and individuals enrolling with educational gaps)

1. Pending: Recruit from military branches for physical therapy and related areas (see KIND Action Plan One in Appendix)2. Pending: Ask upon admission (grad and undergrad): How did you learn about this program to identify effective practices3. Pending: Promote programs at regional junior colleges (e.g. West Texas, Southern New Mexico, and Arizona) (see KIND Action

Plan One in Appendix)e) Formalize, expand and market Aggie Pathways for seamless transfer to the College

1. Active: KIND has a new pathway with DACC for kinesiology so students can transfer to NMSU to increase local enrollment2. Planned: Identify how to most effectively utilize 2+2 transfer programs in teacher education areas3. Pending: Identify other programs where 2+2 would work for seamless transfer and automatic acceptance into 4-year degree4. Pending: Connect with EPCC for recruiting students (may be difficult for licensure programs)

f) Develop marketing strategies that target diverse student segments such as transfer, military, returning students, and individualsenrolling with educational gaps (see 1.1d)

g) Adopt holistic recruitment programs that address the needs of our diverse student population, foster inclusion and diversity, engagefamilies, and leverage the College’s vast alumni network

1. Active: KIND has hired an undergraduate student to run social media and outreach to connect with students in marketing; (seeKIND Action Plan One in Appendix)

2. Active: CEP has brochure for each program and recruits at conferences;3. Active: ELA has recruiter4. Pending: Develop clear communication with students who do not register due to financial aid confusion (e.g. register now, pay

later is fine);5. Pending: Formalize conversations where departments share their recruitment practices and results

h) Create and promote robust online learning programs (fully online degrees, blended programs, online courses, support services)1. Active: We are integrating our programs into NMSUO where possible (Consideration: Working within the larger NMSU transition

and needing a smoother process and understanding of effective online programs/degree models) (See CEP Action Plan Three inAppendix)

i) Leverage College programs and networks (e.g. student organizations, alumni, and non-profit partners) to increase national andinternational enrollment

1. Active: We have national recruitment efforts at the graduate level with targeted websites2. Active: We have international teaching and travel programs with China, Ecuador, and Belize


3. Planned: Effort with Mongolia to recruit undergraduates4. Pending: Seek out potential collaborations with universities in Mexico (Chihuahua University System)

j) Collaborate on interdisciplinary academic programs in emerging disciplines1. Active: CEP has integrated behavioral health2. Active: C & I has STEM programs3. Pending: Use connections at other colleges to increase undergraduate and graduate enrollment for undecided majors and

collaborate with faculty and staff for recruitment (not just rely on advisors to refer students to the College)4. Pending: Explore academic partnership with Arts & Sciences - KIND (e.g. biology and psychology) and Health and Social Services

Objective 1.3 Develop a culture of “Aggie Life” reflected by high student engagement through participation and learning in the many diverse co-curricular experiences offered in the College

b) Develop robust experiential learning, service-learning, and research experiences that engagestudents and contribute to the development of essential skills

1. Active: The College offers an extensive list of experiential learning and internship/field- based experiences at the undergraduate and graduate level (see CEP Action Plan One inAppendix)

2. Planned: YouTube channel to highlight faculty research and opportunities for gradstudents (KIND)

3. Pending: Leverage emphasis on post docs and look for opportunities to hire these students (requires documentation of howthey will be used)

4. Pending: Figure out how GA allocations are sent to each department - once funds come to college, how these are distributedand used as this differs by department (Consideration: Non-competitive packages for graduate students makes recruitmentdifficult; Also Consideration: Central Administration - changing anything about program or starting new programs takes a longtime but these should be cutting edge and relevant - ASK: can this process be improved?)

Objective 1.5 Elevate College of Education graduate education (also 1.2: Increase student retention and degree attainment) c) Align use of graduate assistantships with the teaching and research mission (also 2.1e: Increase funded graduate assistants)

1. Active: CD has four graduate assistantships dedicated to the Autism Diagnostic Centerf) Promote professional master's degrees as value-added credentials for career advancement

1. Active: CD Department currently supports a professional master’s degree in Speech-Language Pathology (Graduate Programaccredited by the American Speech Language and Hearing Associations (ASHA)

2. Active: KIND is in the process of proposing a MS in Athletic Training and Kinesiology3. Planned: KIND anticipates proposing a MS in Kinesiology by Spring 2021


4. Active: IEMSE Endorsements and MAT in K-6 STEM Education are in the works or plannedg) Objective 1.2: Increase student retention and degree attainment in Generalist MA in Curriculum and Instruction (see TPAL Action Plan

One in Appendix) and Increase enrollment in graduate Kinesiology and athletic training programs (see KIND Action Plan Two in Appendix)

Objective 1.6 Offer a portfolio of engaging, relevant, and accessible academic programs in the College that are tightly integrated with efforts related to our research, service, and outreach.

d) Support efforts to improve student learning through robust professional development.1. Active: Collaboration with the Teaching Academy2. Active: The College hosts workshops and conferences for the University (e.g. multicultural symposium)3. Active: KIND has a career planning course that students can take and encourages regularly meetings with faculty mentor.4. Pending: Identify how teachers can use feedback on new qualitative only course evaluations for their improvement (ASK: Can the

College add quantitative questions to use for feedback?)

Goal 1 Key Performance Indicators: 1. Enrollment: COE Target Metric - Goal: Increase undergraduate enrollment by 3% for Fall 2020; Increase enrollment to 1,400 undergraduate

enrollment by Fall 2022 (Also metric for TEP Action Plan, CEP Action Plan Three, KIND Action Plan One; KIND Action Plan Two for graduateenrollment)

2. Completion (persistence, retention, graduation rate, degrees awarded, average time): COE Target Metric - Goal: Increase first time, fulltime retention to 75% for Fall 2020 cohort with goal of 80% by 2025 (Also metric for TPAL Action Plan One)

3. Net Price4. Social mobility index (such as CollegeNet)

Goal 1 Leading Indicators – for each level, demographic, market segment, and discipline: 1. Upstream enrollment indicators2. Recognized leader in serving diverse students and eliminating achievement gaps3. Scholarships and financial aid awarded4. Midterm grades5. Student satisfaction metrics6. Student participation in and use of NMSU non-academic programs and services (Also metric for CEP Action Plan One)7. Student participation in career fairs8. Satisfaction survey with advising9. Outcomes (career advancement*, employment rate*, salary*, graduate school*)10. Alumni and industry partner participation in career mentoring11. *6 months, 2 years, 5 years post-graduation


GOAL 2. ELEVATE RESEARCH & CREATIVITY

College Research Activity Last Five Years:

*Source: Vice President for Research Office dashboards - pulled from ARGIS

Overarching research goals for College: Increase total research expenditures to $10 million annually by 2025 (Educational Research and Budgeting (ERB) Office - Led by Interim Research Dean and Senior Program Specialist Linda Braxton) with increase in number of faculty submitting grants by 20%

1) ERB Office Initiatives:a. Goals: Increase research expenditures, reduce faculty stress in proposal process, improve quality of proposals, demystify process

for PIs build relationships with college PIs, RAS, SPA, other college officesb. Activities:

i. Fall 2019: Outreach and meetings with faculty to determine needs to increase research activity, Identified biggestobstacles: Finding funding, working with budgets, getting started; Developed timeline to show PIs how to get from ideato proposal (see ERB presentation materials in Appendix)

ii. Spring 2020: Develop new website that will have resources based on peer institutions and what works elsewhere; createDropbox and shared Outlook calendar for meetings and document sharing; Survey faculty and staff to determineresearch interests; Identify where other potential collaborations exist across University that we can leverage; Implement


narrative review (optional for PIs) for peers, department heads, others who could give good feedback to read and critique proposals

iii. Fall 2020: Develop mentor program to pair experienced mentors with faculty new to research, establish researchacademy with seminars, workshops, retreats and so on to inform faculty how to start, hire technical writer

iv. Spring 2021: Implement mentor program and refine as needed to ensure useful for all involvedc. Metrics: Faculty satisfaction and attitudes about proposal process, time involved with submitting final proposal to RAS, number

of proposals submitted, number funded, total expenditures2) Increase proposals submitted and total awards through department driven initiatives (see CEP Action Plan Two and KIND Action Plan

Three)

Objective 2.1 Facilitate the convergence of research and creative activity to address local and global challenges in College of Education areas of expertise, integrated with undergraduate and graduate student education

a) Align research strengths across all academic units to create integrated research centers supported with strategic investment andinterdisciplinary hires

1. Active: SOAR Evaluation and Policy Center2. Active: ERB Needs Assessment and streamlining of processes3. Pending: Hire part time technical writer to help with grant writing

b) Enhance interdisciplinary collaboration, especially inclusive of creative and non-STEM disciplines1. Active: KIND: Collaborate across colleges on interdisciplinary calls and industry sponsored grants (i.e, ECG sponsored grant of

virtual reality lab) (Consideration: Every college does proposal development differently - some processes should be standard withroom left for flexibility but there is room for increased efficiency)

d) Promote and reward entrepreneurial initiatives1. Pending: Look to industry sponsored grants (i.e., BCBS, ECG) that might lead to entrepreneurial initiatives (KIND).

f) Create competitive faculty startup packages1. Active: VPR Office fronts the money but College gives funds for equipment and moving (ASK: Can the COE use IDC for faculty

startup packages?)g) Build strategic public–private partnerships (e.g., industry, national labs), with opportunities to integrate graduate student research; also

2.1h: Enrich and expand corporate, industrial, and government relationships to advance research and creative activity)1. Active: CD department will continue to encourage the eight community foundation grants that help support this department2. Active: Electronic Caregiver industry sponsored grant with KIND and Psychology Department3. Active: Work with VPRs office to answer industry calls/needs (i.e., Blue Cross Blue Shield health care initiatives)

Objective 2.2 Intentionally grow humanities, social sciences and creative arts to achieve comprehensive excellence in research and creative activity in College of Education disciplines


d) Leverage existing and create new public–private partnerships that elevate the humanities, social sciences and arts; (also 2.4e: Build long-term strategic partnerships and relationships)

1. Active: College currently has: VR Lab, School districts, NMPED, Head Start2. Active: CD department will continue to encourage the eight community foundation grants that help support this department3. Active: CD partners with the UNMH – Center for Developmental Disabilities to share information regarding Autism Diagnosis4. Pending: Identify how to balance COE research that is not monetized with Administration emphasis on this type of research and

effectively publicize impactful work we do

Objective 2.3 Amplify impact of research findings by addressing local needs that align with global challenges that align with College of Education areas of focus (ASK: How can diversity and inclusion be included in the grants and research process as it is a priority for leadership? How do we include this and leverage our strength in goal two?)

d) Conduct research that improves borderland health with a focus on health disparities; (also 4.4d: Focus on current NMSU strengths in theareas of creating healthy borders, modernization of critical infrastructure, and transforming education)

1. Active: Physical activities through 21st Century After School (Aggie Play); VR Lab studies fall risks, dealing with stress2. Active: CEP does mental health and educational disparities (see CEP Action Plan Two in Appendix)3. Active: CD research in cognitive decline, Alzheimer’s, dementia4. Active: KIND focuses on allied health issues (i.e. physical activity promotion, healthy

aging, etc.)5. Planned: Autism Clinic (CD)6. Pending: Increase integrative behavioral health partnerships and conduct research at

Ben Archer or Medical Centers - would be great for a post doc (CEP)7. Pending: Collaborate and use VR lab for their areas (CEP and CD)8. Promote the lab and apply that research to scholarship (KIND)

e) Build interdisciplinary teams to increase competitiveness for large biomedical research grants1. Active: Departments of Psych and KIND exploring NSF grants to supplement VR research

Objective 2.4 Amplify impact of College of Education research on society and the economy and promote international collaboration by accelerating technology and knowledge transfer

a) Reward faculty and staff engagement in technology transfer through financial incentives such as intellectual property revenue sharing,new equipment, facility enhancements, and legal support


1. Active: College faculty do research that applies technology in classrooms that it was not designed for (e.g. SmartBoards, MakerSpaces)

b) Develop a communications plan to amplify research outcomes beyond NMSU1. Active: CD department has engaged in a partnership with the UNMH – Center for Developmental Disabilities to share information

regarding Autism Diagnosis2. Active: College is expanding social media presence (i.e., Instagram and Youtube channel)

f) Promote Cooperative Extension Service, engineering extension and outreach, STEM Outreach Center, and other outreach programs asopportunities for technology transfer

1. Active: Continue STEM Outreach Center efforts that involve technology in schools

Goal 2 Key Performance Indicators: 1. Science & Engineering research and development expenditures2. Non-Science & Engineering research and development expenditures: COE Target Metric - Goal: $10 million in expenditures by 2025 (Also

metric for CEP Action Plan Two and KIND Action Plan Three)

Goal 2 Leading Indicators – for each level, demographic, market segment, and discipline: 1. Visibility and impact –scholarly, educational, behavioral, health,

societal, governmental, political, resource, economic, culturalconsumer

2. Master’s degrees conferred*

3. Marketing methodologies and expenditures 4. Master’s, doctoral-professional practice, and doctoral-other degreesconferred in Arts & Sciences*

5. Increase in number of proposal submissions (Metric for College,CEP Action Plan Two)

6. Master’s, doctoral-professional practice, and doctoral-other degreesconferred in professional fields*

7. Faculty startup expenditures 8. Doctoral degrees –other*•Doctoral degrees –professional practice*9. Quality of research facilities 10. Doctoral degrees –research and scholarship*11. Journal submissions 12. Humanities research and scholarship doctoral degrees*13. New collaborations and partnerships 14. Social science research and scholarship doctoral degrees*15. Invention disclosures 16. STEM research and scholarship doctoral degrees*17. External matching funds 18. Number of research and scholarship doctoral degrees conferred in

professional fields*19. Graduate students supported by external funds 20. *Data used by Carnegie Classification21. Graduate enrollment (total)*22. Graduate enrollment (full-time)*23. Graduate enrollment (part-time)*


GOAL 3. AMPLIFY EXTENSION AND OUTREACH

Objective 3.2 Develop and implement innovative and culturally responsive PK-20 outreach, professional development, and continuing education programs through the College of Education that support social mobility (Consideration: Social mobility is important, but this should not be at the expense of or in conflict with cultural continuance and values of communities/Nations. We must be cautious that the move toward social mobility does not in practice perform an assimilative move to valuing money as the end all or being only in the interest of the business sector.)

b) Establish shared vision and common metrics for outreach programs across the system1. Pending: Lead identification of common metrics for outreach, using what we currently have and adding others as appropriate

c) Increase engagement of multigenerational students in continuing education and professional development to promote lifelong learning1. Active: We offer certificate programs in the College that attract diverse groups of individuals to return to campus2. Pending: Offer more options for certificates that would increase interest in “lifelong learners” enrolling in programs3. Pending: Build bridges between certificate and subsequent MA or PHD matriculation4. Pending: Work with employers to recognize continuing education units

d) Develop PK-20 professional development for teachers to enhance educational learning outcomes statewide and that contribute toserving K-12 students of New Mexico per the Yazzie/Martinez Lawsuit finding (Consideration for later discussion: Identify other ways theCollege can respond to the Yazzie/Martinez Lawsuit)

1. Active: STEM Outreach Center provides Out-of-school time programming, Math/Science PD, and Community Engagement, oneNSF research/development project, and multiple partnerships

2. Active: 21st CCLC Out of school time (afterschool) program -curriculum development; professional development for the use ofeducational kits; onsite support; fieldtrips; summer camp

3. Active: MC2 – K-12 Content Regional Workshops throughout the year; onsite support tailored to school needs4. Active: Math Snacks – Research & Development NSF grant, extension year, in collaboration with Leaning Games Lab5. Active: SC2 – Teacher resources online and as check-out6. Active: M.A. Ed. - Elementary Math & Science Specialist7. Active: Open Source Illustrative Mathematics Curriculum8. Active: Community Engagement (Parent Nights, Family Workshops, STEM Fest)9. Pending: Seek funding to continue SC2 Professional Learning during the year and summer institutes

Objective 3.3 Improve PK-20 Science, Technology, Engineering and Math (STEM) education


b) Develop a network of STEM educators that bridge higher education and public education; (also 3.3e: Develop statewide resources forbest practices)

1. Active: We have a partnership with NMPED Science and Math Bureau2. Active: Faculty serve on NM Early Childhood Education Task Force3. Active: We lead and are part of other statewide groups and boards

d) Enhance curricula on interdisciplinary aspects of STEM and STEM-based skills (e.g. exploring the role of STEM within society and otherdisciplines)

1. Active: CEP has integrated care curricula with other disciplines2. Pending: Create curriculum that other colleges are required to take that covers team based skills and curricula as these are relevant

for alli) Increase the number of STEM-skilled individuals entering the workforce

1. Active: We offer programs in STEM areas (e.g. Math education, EDLT)2. Active: Pilot of MA – Elementary Math and Science Specialist with NMPED funding (ASK: What disciplines are considered “STEM?”

and can we contribute to the decision about what counts as STEM?)

Objective 3.4 Strengthen and elevate public–private engagement among College partners c) Develop an integrated process for private sector engagement, including the NMSU Foundation, to support and grow public–private

partnerships; (also 3.1c: Develop investment partners for technology and business start-ups and 3.4d: Enhance culture of private sectorengagement at NMSU and 3.4g: Promote NMSU strengths to current and prospective private sector partners)

1. Active: KIND: ECG collaboration on VR grant and new programs for virtual reality platforms that can be used in health care settings.

Objective 3.5 Amplify Cooperative Extension and outreach programs and services to increase support for businesses, individuals, and communities that partner with the College

d) Promote College of Education outreach programs as best practices for STEM education, and Next Generation Science Standards alignment1. Active: Continue STEM outreach and education programs and efforts in COE2. Active: KIND continues Aggie Play after school program and teacher education to promote physical activity among youth3. Pending: Work with central administration resources to better publicize STEM programs and outreach to show impact and reach

e) Leverage the humanities, social sciences and arts to amplify extension and outreach1. Planned: CD Department – Will launch the first Autism Diagnostic Center for Southern New Mexico

Goal 3 Key Performance Indicators: 1. Science & Engineering research and development expenditures

Goal 3 Leading Indicators – for each level, demographic, market segment, and discipline:


1. Jobs created 2. Business startups3. Investment and funding 4. Number of products developed or improved5. Youth, students, and constituents engaged 6. National, regional, local partnerships7. Student, faculty and staff service to communities 8. International engagements9. Businesses, individuals, or communities assisted 10. Alignment of Extension and outreach programs and services with

strategic goals

GOAL 4. BUILD A ROBUST UNIVERSITY SYSTEM

Objective 4.1 Be a recognized leader in valuing the inclusion of diverse participants and in recognizing diversity as an asset among minority-serving, land-grant, and space-grant institutions (Consideration: What does it really mean to "foster diversity and inclusion" or "value" diversity? What does that look like to traditionally marginalized peoples? We need specific, informed actions to purposefully integrate knowledge and participation/representation in meaningful ways and not just equate value with volume of work.)

c) Ensure staff and faculty reflect New Mexico demographics and provide processes for diversity hiring practices (Consideration: Not justfaculty and staff but administration and leadership should also reflect New Mexico demographics)

1. Active: COE is most diverse College in terms of faculty on campus as we have made this a priority and once a critical mass is built,it’s easier to recruit diverse individuals

d) Engage with other minority-serving institutions and adopt best practices1. Active: CD Department collaborates with UNM Department of Speech and Hearing Sciences to support endorsement for Bilingual

and ESL Speech-Language Pathologists2. Planned: TEP and Bilingual Ed is working with the four other universities to develop a bilingual elementary degree and to create

articulation agreementse) Partner with students and student organizations to address issues of diversity and inclusion

1. Active: There are several active student organizations in the College of Education - most are discipline specific


g) Develop capacity to understand and address issues of inclusion and diversity at all levels of theNMSU system; (also 4.1e: Work with leadership programs to develop and sustain capacity foraddressing diversity and inclusion issues; also 4.2e: Develop professional developmentprograms that foster academic and professional excellence and diversity)

1. Active: COE Diversity Council2. Active: CEP and Diversity Council do multicultural symposium open to University3. Active: CD Department partners with Community Intervention Programs (Aprendamos

and Direct Therapy) to hold the annual Tri-Unity Conference. Conference is aimed atsupporting families and practitioners who serve special needs children.

Objective 4.2 Cultivate faculty and staff excellence and Objective 4.3 Establish operational excellence through a metric-driven, service-oriented approach

1) The School of Teacher Preparation, Administration, and Leadership (TPAL) looks to divide into three Divisions - The Division of EducationalFoundations & STEM, the Division of Educator Preparation, and the Division of Educational Leadership and Administration without needingadditional staff, financial, or space resources (see TPAL Action Plan Two in Appendix)

Objective 4.5 Establish strategic alignment with the NMSU Foundation to raise, manage, and steward private resources in support of the College of Education

e) Cultivate, solicit and steward private financial support from alumni, parents, friends, corporations, foundations, and others for the benefit of students and programs system wide (ASK: What is vision for scholarships at the university level?)

1. Active: CD has a lot of great connections to foundation - Garrett Foundation started as alumni initiative and grew2. Active: Scientists and alumni who support our work3. Active: Aprendamos and 15 or so foundations that have given funds; STEM Outreach has been on soft funds for years4. Active: Other departments have lots of alumni who give5. Pending: Identify opportunities with Spencer foundation and McCune foundation6. Pending: Create outreach or communication plan for alumni who say they will give but then do not follow through7. Pending: FIX Scholarships so it’s sustainable, impactful, and not piecemeal with giving funds out as they are donated8. Pending: Integrate departments into decision making about who gets scholarships and give them authority9. Pending: Meet with foundation so they understand what we do and identify how we can make donation process efficient and give

departments more interface with donors as donors want relationships with peoplef) Build endowments to support the long-term academic and priority needs of the NMSU system

1. Active: We are working on raising funds for endowed chairsg) Identify opportunities to support facility upgrades and renovation, including naming and matching fund opportunities

1. Active: Dean is working on naming opportunities


2. Active: Interim Associate Dean Pichon presented to University about additional wing to O’Donnell Hall3. Planned: Dean is submitting a capital project proposal to add a wing to Rentfrow Hall

i) Integrate alumni engagement across NMSU strategic goals1. Pending: Find ways alumni can donate smaller amounts of money as they are local and may not have a lot to give but want to help2. Pending: Identify ways these alumni can help with other strategic goals as well3. Pending: Change the Scholarship Dinner - personalize it, department heads thank donors, acknowledge who is there4. Pending: Get more students to go by awarding money after the dinner or indicating reception is mandatory for funds5. Pending: Have students write thank you note with application6. Pending: Stop picture book and use PPT instead

Goal 4 Key Performance Indicators: 1. Personnel Assets (satisfaction, compensation, productivity, excellence) (Also metrics for TPAL Action Plan Two)2. Resource development (Alumni engagement, dollars raised, increase in endowment, campaign metrics)3. Budget alignment and productivity

Goal 4 Leading Indicators – for each level, demographic, market segment, and discipline 1. Leadership development activities 2. Employee satisfaction3. Diversity and inclusion 4. Performance evaluation5. Business process transaction completion times (e.g. hiring,

procurement, travel)6. Wage equity

7. IT development and implementation cycle times 8. Total compensation9. Compliance training 10. Turnover rates11. Adverse events and findings 12. Student scholarships

13. Increase alumni giving14. Growth in endowment


Appendix:

CEP Action Plans One, Two, and Three KIND Action Plans One, Two, and Three

TEP Action Plan TPAL Action Plans One and Two

Name: Date: 11/29/19

Background / Problem StatementCEP needs a part-time Clinic Director for the CEP Training Clinic. This person would be in a clinical faculty line and they could provide the oversight and supervision for field experiences in the community. Additionally, the Clinic’s capacity to serve the community is currently limited without more supervisory capacity, which limits service learning for CEP students and limits potential service contracts and external funding opportunities.

Purpose of the ActivityIncrease CEP capacity to provide service learning opportunities and obtain external funding for service provision.

Specific Goals / Objectives/Actions

Objectives:1. Find funding for a part-time (.75 FTE) Clinic Director.2. To increase the number of CEP trainees and the number of service

learning hours provided by these trainees within a three year period.3. To obtain a post-doctoral faculty who can provide additional

supervision and service provision and who can also obtain externalfunding.

Timeline (when activities will get done over next few years)

1. Clinical Faculty line obtained for part-time Clinic Director (Spring2021)

2. Post-doctoral faculty line obtained (Fall 2022)3. Increased number of CEP trainees providing services through the

Clinic and its outreach activities (Spring 2023)4. Increased student service learning hours by Spring 20235. Increase in the number of service contracts or grant proposals (Fall

2023)

Strategic Alignment with Goal 1 • Goal 1 Enhance Student Success & Social Mobility

• Objective 1.3; b) Develop robust experiential learning,service-learning, and research experiences that engagestudents and contribute to the development of essential skills

Metrics to be Used: baseline, progress, outcomes

• Baseline: Current AoE for Clinic professional staff - .25 FTE• Current trainee capacity 12-18 students/semester• Current service learning hours is approximately 700• Current revenue/gifts: $110,000 gift/no contracts or grants

• Progress: .75 FTE Professional Staff supervising 24 students/semesterproviding 1000 service learning hours. Obtaining at leastcontract/grant with the outcome being sustaining such funding overtime.

Sponsor / Owner (often a Dean, Unit Head or Overall Process Steward)

CEP Department Head(s)

Project Leader /Manager/ Champion (person(s) responsible for improvements)

Tracie Hitter, PhD

Facilitator (if one is needed)

College of Education Dean

Team Members / Stakeholders (be broad, system wide and include students, users)

• CEP Faculty who are licensed mental health providers• CEP students (graduate & undergraduate)• CEP Department Head• College of Education Dean• NMSU VP for Student Services• Dona Ana Community College VP for Student Services• VPR

Action Plan Templateupdated 10/18/19

CEP (Action Plan One)


Background / Problem StatementCEP doesn’t have a culture of most faculty submitting grant proposals. Teaching and supervision demands make it hard to find time to write proposals. CEP currently submits 1 - 2 proposals a year and brings in approximately $500,000 annually. In order to meet NMSU LEADS 2025 research goals CEP will need to increase the # of proposals submitted annually and the amount of funding received w/in the next 5 years.

Purpose of the ActivityCreate a culture where grant-writing efforts are valued in order to increase the number of external funding proposal submitted and increase funding revenue.

Specific Goals / Objectives/ActionsObjectives:1. Increase the number of submitted funding proposal to 3-4 annually2. Increase external funding from $500,000 to 750,000 by 20253. Incentivize external funding efforts in faculty evaluations and T & P

evaluations and strategically consider course re-assignments forwriting a grant proposal in one semester.

4. Provide adequate support for identified faculty through such units asCofED ERB, NMSU-INBRE, and RAS trainings and resources

5. Realign budget to support external funding efforts including seekinga post-doc position that could focus on grant or contract proposals.


1. Realign faculty evaluations (Dec 2019)2. Identify interested faculty through AoE discussions (Feb 2020)3. Meet with Luis Cifuentes to identify funding opportunities and with

the Dean regarding resources (Mar 2020)4. In one year realign department budget to incentivize/provide

resources for funding proposals (July 2020).5. In two years double the number of external proposals submitted

(Spring 2022).6. In three years increase the amount ($650,000) of external funding

acquired by the department (Fall 2023) and in five years increase theamount of external funding to $750,000 (Fall 2025).

Strategic Alignment with Goal 2 • Goal 2 Elevate Research & Creativity

• 2.1 Facilitate the convergence of research and creative• 2.3 Amplify impact of research findings by addressing local

needs that align with global challenges

Metrics to be Used: baseline, progress, outcomes• Baseline number of funding proposal submitted a year

• Currently 1 to 2• Progress:

• Assess number of proposal submitted a year• Assess number of rewarded proposal a year

• Outcome:• Double the number of proposals submitted by (Spring 2022)• Increase the amount of external funding awarded by (Fall

2025)

Sponsor / Owner (often a Dean, Unit Head or Overall Process Steward)CEP Dept Head


College of Education Dean



• Interested CEP Faculty & Graduate Students• College of Education ERB & SOAR Lab• NMSU INBRE• VPR Luis Cifuentes & RAS


CEP Dept (CEP Action Plan Two)


Background / Problem StatementCEP needs to increase undergraduate enrollment in CCP degree. Currently CCP program has 83 undergraduate students. The program is only offered face to face and we could increase enrollment by offering the degree on-line. Additionally we don’t have a clear recruitment plan for this degree.

Purpose of the ActivityIncrease undergraduate enrollment by providing the CEP undergraduate degree online and expanding our recruitment efforts.


Objectives:1. To increase CCP enrollment from 83 to 120 undergraduate students

within a three year period2. To offer the CCP degree fully online3. Develop a social media recruitment strategy4. Recruit students from regional high schools/ junior colleges (establish

pathways)5. Enhance the CCP website including video interviews with current

students.


1. The development of social media advertisement (May 2020) andenhancement of the degree website (September 2020)

2. Personnel from regional junior colleges and high schools will also betargeted within a year (December 2020).

3. All CCP core courses will have an on-line option available (May 2021)4. All courses required for the degree will be on-line (which may

require identifying new courses to replace ones offered by otherdepartments that are not offered on-line; May 2021)

5. 2 + 2 degree pathway developed (Fall 2023)6. Within three years it is expect the CCP program will grow by

approximately 40 students (Fall 2023).


• 1.1 Diversify, optimize, and increase system-wide enrollment


• Baseline enrollment figures will be Fall 2019 (n=83)• Progress will be assessed each year (Fall enrollment numbers).• The expected outcome is increased student enrollment by Fall 2023


CEP Department Head


CEP Program Coordinator


Susie Bussman & Greg Fant


• CEP Program Coordinator• CEP Department Head(s)• CEP Faculty & Graduate Assistants• Susie Bussman & Greg Fant & Carol Parker


CEP (Action Plan Three)

Name: Date: 11/7/19

Background / Problem StatementThe Kinesiology and Dance Department (KinD) needs to increase undergraduate enrollment in the Kinesiology and Dance programs. Currently the Kinesiology program has 393 undergraduate students. Regional institutions (UTEP & UofA) have approximately 1000 undergraduate Kinesiology students. Currently the Dance program is experience low enrollment with approximately 25 students.

Purpose of the ActivityTo outline specific plans to increase students enrollment in both the kinesiology and dance programs within the department of KinD.


Objectives:1. To increase the kinesiology enrollment from 393 to 600

undergraduate students within a three year period2. To increase the dance enrollment from 24 to 50 undergraduate

students within a three year period3. Develop social media recruitment strategy4. Establish a departmental Youtube channel to promote KinD programs5. Target former military personal for the Kinesiology program6. Recruit students from regional high schools/ junior colleges (establish

pathways)


1. The development of social media advertisement and the Youtubechannel will be completed within six months (May 2020).

2. Military personnel will be targeted within a year (September 2020).3. Regional junior colleges and high schools will also be targeted within

a year (December 2020).4. Within three years it is expect the Kinesiology program will grow by

approximately 200 students and the dance program by 25 students(Fall 2023).




• Baseline enrollment figures will be Fall 2019• Enrollment for Kinesiology = 393• Dance = 24

• Progress will be assessed each year (Fall enrollment numbers).• The expected outcome is increased student enrollment by Fall 2023


Phillip Post


Phillip Post



• Joe Berning• Ray Backlund• Ann Gavit• Kim Oliver• Raquel Aranda• Shon Meyer


Phillip Post (KIND Action Plan One)

Name: Date: 11/7/19

Background / Problem StatementOver the past decade the Kinesiology and Dance Department has primarily been an undergraduate department. However, with the approval of the Kinesiology PhD program in 2015 and the proposed Master of Science in Athletic Training (MSAT) program, the departmental of KinD need to focus on strategies to increase it’s graduate student enrollment numbers

Purpose of the ActivityTo outline specific plans/strategies to increase graduate student enrollment in the kinesiology and athletic training graduate programs.


Objectives:1. Double current PhD enrollment from 12 to 242. Begin on boarding MSAT master students in 20243. Submit a masters proposal for a MS in Kinesiology4. Recruit nationally for graduate (masters and PhD) students5. Increase incentives to attract and retain graduate students6. Create an accelerated pathway to graduate master programs7. Identify external sources for graduate student funding


1. Submit MSAT proposal by Spring 20201. Include accelerated pathway for Kinesiology undergraduate

students.2. Submit MS Kinesiology proposal by Spring 2021

1. Accelerated pathway for undergraduate Kinesiology students.3. Realign department budget to provide additional incentives to recruit

qualified PhD students (i.e., graduate travel stipends, summercourses, etc.)

4. In one year (Fall 2020) identify external sources of additionalgraduate funding and program promotion (i.e., MSAT).

5. By 2025 graduate student enrollment in the department will more thanquadruple from 12 to 74.

6. By 2025 the MSAT program will be near capacity = 32 students.

Strategic Alignment with Goal 1• Goal 1 Enhance Student Success & Social Mobility



• Baseline enrollment figures will be Fall 2019• Kinesiology PhD = 12

• Progress:• Assess enrollment each year (Fall semester)• Master Proposal submitted (Outlined in timeline)

• Outcome:• Increase overall graduate student enrollment in the

department from 12 to approximately 74


Phillip Post


Chris Aiken



• Joe Berning• Phillip Post• Kim Oliver• Kim O’Connel Brock• Yong Woo An• Michael Gregory


Chris Aiken (KIND Action Plan Two)

Name: Date: 11/7/19

Background / Problem StatementIncrease number of external funding proposal and amount of external funding in the department of KinD. KinD currently submits 3 to 4 proposals a year and brings in approximately $125,000 annually. In order to meet NMSU LEADS 2025 research goals the department will need to increase the number of proposal submitted annually and increase the amount of funding received within the next five years.

Purpose of the ActivityOutline specific plans/strategies to increase the number of external funding proposal submitted and increase funding revenue.


Objectives:1. Increase the number of submitted funding proposal to 6-8 annually2. Increase external funding from $125,000 to 750,000 by 20253. Incentivize external funding efforts

1. Faculty evaluations2. Promotion and Tenure

4. Provide adequate support for faculty1. Trainings2. Resources

5. Realign budget to support external funding efforts


1. In sixth months realign faculty evaluations (May 2020).2. In one year realign department budget to incentivize/provide

resources for funding proposals (September 2020).3. In two years double the number of external proposals submitted

(Spring 2022).4. In three years double the amount ($300,000) of external funding

acquired by the department (Fall 2023).5. In five years increase the amount of external from from $120,000 to

$750,000 (Fall 2025).

Strategic Alignment with Goal 2 • Goal 2 Elevate Research & Creativity

• 2.1 Facilitate the convergence of research and creative• 2.3 Amplify impact of research findings by addressing local

needs that align with global challenges

Metrics to be Used: baseline, progress, outcomes• Baseline number of funding proposal submitted a year

• Currently 3 to 4• Progress:

• Assess number of proposal submitted a year• Assess number of rewarded proposal a year

• Outcome:• Double the number of proposals submitted by (Spring 2022)• Increase the amount of external funding awarded by (Fall

2025)

Sponsor / Owner (often a Dean, Unit Head or Overall Process Steward)Phillip Post


Phillip Post



• Sang Rok Lee• Yong Woo An• Kim Oliver


Phillip Post (KIND Action Plan Three)


Background / Problem Statement

The Teacher Education Program at NMSU aims to strengthen the role of HSI’s in preparing highly qualified bilingual teachers. The goal is to increase the recruitment of bilingual students who will pursue their bilingual teaching endorsement from high schools by creating a Bilingual Educators Rising pipeline network.

Purpose of the Activity

To outline specific plans to create a bilingual chapter of Educators Rising in high schools and a collegiate chapter in the College of Education.


Objectives:

1. To recruit bilingual teachers who would be willing to lead a BilingualEducators Rising chapter in local high schools.

2. To create a collegiate Bilingual Educators Rising chapter in the Collegeof Education’s Teacher Education Program.

3. To coordinate meetings between the high school students and theuniversity students who will serve as mentors.

4. Establish a database of all students (high school and college) enrolledin both Bilingual Educators Rising chapters.


1. Bilingual teacher sponsor recruitment (Fall 2019/Spring 2020)2. Create high school and college chapters (Spring 2020)3. Create and manage an up-to-date database (Spring 2020)4. Organize meetings between high school student and university

students (Spring 2020)

Strategic Alignment with Goal 1

• Goal 1 Enhance Student Success & Social Mobility• Diversify, optimize, and increase system-wide enrollment

• Create targeted enrollment initiatives to increaserecruitment from high schools

• Leverage system-wide outreach programs (e.g. 4-H,STEM programs, athletics, entrepreneurship) asrecruitment opportunities

• Create a recruitment network (e.g. high schools,military installations, outreach programs)


• Baseline enrollment figures will start Fall 2020• Progress will be assessed each semester with number of students

enrolled in both Bilingual Educators Rising chapters and graduationrates of bilingual teacher candidates.

• The expected outcome is increased student retention and degreeattainment of Bilingual Teachers by 5%


Blanca Araujo and Stacey Duncan


Blanca Araujo and Stacey Duncan



• Leanna Lucero• Cecilia Hernandez• Lynn Bagwell• Tracey Gorham Blanco• Magdalena Pando• Public school Teachers• High school students• University students


Blanca Araujo and Stacey Duncan (TEP Action Plan)


Background / Problem StatementThe School of Teacher Preparation, Administration, and Leadership looks to increase degree completion and attainment specifically for the Generalist MA in C&I. Currently, timely degree completion for this MA is slightly above 50%.


To outline specific plans to increase student retention and degree attainment for the Generalist MA in C&I.


Objectives:1. To create a clear, concise road map for students who are admitted to

the Generalist MA in C&I2. To change the course sequence for the Generalist MA in C&I3. Develop a clearer multicultural education component of the

Generalist MA in C&I4. Establish a database of all students enrolled in this degree program5. Target non-teacher education adults for this degree program6. Strengthen the MA comp exam preparation so pass rates can be

higher and positively impact degree attainment.


1. The development of a clear, concise road map all students can followon a semester-to-semester basis (Fall 2019/Spring 2020)

2. Rotate courses so the sequence is in alignment with completion goals(Spring 2020)

3. Create and manage an up-to-date database (Spring 2020)4. Advertise and recruit non-teacher education adults into the program

(Summer 2020)5. Within three years it is expected the pass rate for the MA Exam will

increase by 25%.6. Within three years it is expected the degree completion rate will

increase by 25%.


• Goal 1 Enhance Student Success & Social Mobility• 1.1.2 Increase student retention and degree attainment


• Baseline enrollment figures will start Fall 2019• Enrollment for Generalist MA in C&I = 60

• Progress will be assessed each semester when MA exams arecompleted and scored

• The expected outcome is increased student retention and degreeattainment by 25%


Rene Guillaume, Rick Marlatt, David Rutledge





• David Rutledge• Luis Huerta• Jeanette Haynes-Writer• H. Prentice Baptiste• Jennifer Haan• Crystal Chavez-Sambrano


Guillaume, Marlatt, Rutledge (TPAL Action Plan One)


Background / Problem StatementThe School of Teacher Preparation, Administration, and Leadership (TPAL) looks to divide into three Divisions - The Division of Educational Foundations & STEM, the Division of Educator Preparation, and the Division of Educational Leadership and Administration.


To outline specific plans to create three distinct units in the School of TPAL, without using/needing any additional staff, financial, or space resources.


Objectives:1. To create the distinction of three divisions in the School of TPAL, in

order to:a. To enhance mentoring of tenure-track early-career facultyb. Develop more growth-producing feedback protocols on

faculty performance evaluationsc. Provide more feedback re: effectiveness of teachingd. Increase research productivity with a focus on grant writing

2. Develop a clearer three-pronged approach to managing andsustaining the School of TPAL.


1. The create three distinct divisions in the School of TPAL (Fall2019/Spring 2020)

2. Enhance mentoring of early-career faculty (Spring 2020)3. Provide more growth producing feedback on faculty APRs (Spring

2020)4. Work to enhance and delineate three-prongs of School of TPAL.


• Goal 4: Build a Robust University System• 4.4.2 Cultivate faculty and staff excellence• 4.4.3 Establish operational excellence through a metric-

driven, service-oriented approach

Metrics to be Used: baseline, progress, outcomes• Progress of enhanced mentoring will be assessed through number and

effectiveness of faculty mentorship meetings. Currently there are twoindividual meetings per year. Increase to four meetings per year.

• The expected outcome in faculty grant writing is a 10% increase• Develop a peer review process to document teaching effectiveness.• Develop a faculty-driven supplement to narrative student evaluations.







• All faculty in the School of TPAL• All administrative staff in School of TPAL• Work study students in School of TPAL


Guillaume, Marlatt, Rutledge (TPAL Action Plan Two)

Date post:	18-Dec-2021
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