2024-27 Strategic Plan

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Objective​

Description​

1.1​

Enrollment​

Increase enrollment for all learners across the CNM enterprise.​

1.2​

Retention​

Increase term-to-term retention for credit-bearing learners.​

1.3​

Completion​

Increase graduation and completion rates and improve transfer outcomes for all learners.​

1.4​

Career Success​

Improve the employment and wage outcomes for all CNM completers.​

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Objective​

Key Performance Indicators​

1.1​

Enrollment​

1.1.1 Unduplicated headcount, credit-bearing enrollment.​

1.1.2 Duplicated headcount, workforce learner enrollment.​

1.2​

Retention​

1.2.1 Percentage of credit-bearing learners enrolled or graduated in one year.​

1.2.2 Percentage of credit-bearing learners enrolled or graduated in one term (fall-to-spring and summer-to-fall).​

1.3​

Completion​

1.3.1 Percentage of full-time learners who graduate within 150% of normal time.​

1.3.2 Percentage of part-time learners who graduate within 300% of normal time.​

1.3.3 Completion rate for workforce learners.​

1.3.4 Percentage of learners who transfer out with a certificate or degree.​

1.3.5 Six-year Bachelor’s completion rate of learners who transfer out.​

1.4​

Career Success​

1.4.1 Percentage of graduates employed in New Mexico one year post-graduation.​

1.4.2 Percentage of graduates who report being employed in their field of study six months post-graduation. (Data source to be developed)​

1.4.3 Percentage of graduates earning wages at or above the annual average wage one year post-graduation and/or completion.​

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Objective​

Description​

2.1​

Community Engagement​

Increase the number and type of community partnerships that contribute to community vibrancy.​

2.2​

Community Responsiveness​

Improve the quality of CNM’s community partnerships to ensure that they are mutually beneficial, reciprocal, and asset-based.​

2.3​

Employer Engagement​

Increase and deepen engagement with employers to broaden the base of employers with the capacity to support CNM’s learners. ​

2.4​

Employer Responsiveness​

Improve CNM’s capacity to respond with flexibility to employers’ ongoing needs and to adapt to changing economic conditions.​

2.5​

Community Vibrancy​

Improve the educational, economic, and social well-being of communities in CNM’s service area that have been historically underserved and underrepresented.​

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Objective​

Key Performance Indicators​

2.1​

Community Engagement​

2.1.1 Number of unique community partners engaged.​

2.1.2 Number of unique community partners receiving business services.​

2.2​

Community Responsiveness​

2.2.1 Percentage of community partners who report that CNM is responsive to their needs. ​

2.3​

Employer Engagement​

2.3.1 Number of unique employers engaged.​

2.3.2 Number of unique employers receiving business services.​

2.4​

Employer Responsiveness​

2.4.1 Percentage of employers who report a positive engagement with CNM within the past 5 years, as measured by:​

• Participation in work-based learning;​
• Employing a CNM graduate;​
• Other engagements; and​
• Ability of CNM to meet hiring needs.​

2.5​

Community Vibrancy​

2.5.1 Educational attainment of working-age adults, 25-64 years of age, in Bernalillo, Sandoval, and Torrance Counties.​

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Objective​

Description​

3.1​

Support, Recognition, and Development​

Ensure that staff and faculty have the support they need to have a meaningful and rewarding career with CNM and that their contributions to CNM’s strategic goals are “right-sized,” aligned, and appropriately rewarded.​

3.2​

Diverse, Skilled Workforce​

Develop and diversify the workforce to ensure that CNM is representative of the surrounding community and that it has the capabilities needed to achieve its strategic goals, now and into the future.​

3.3​

Work Environment​

Improve the physical, social, and cultural environment at CNM and create a sense of belonging for everyone in the CNM community.​

3.4​

Financial Strength and Sustainability​

Prioritize responsible resource management and long-term planning to ensure that the mission of the college can be realized over the long term. ​

3.5​

Operational Excellence and Continuous Improvement​

Foster excellence and innovation in all facets of our college operations through use of best practices, modern technology, and problem solving. ​

3.6​

Actionable Data​

Improve the ability of the enterprise to access and utilize actionable data to support our strategic priorities.​

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Objective​

Description​

3.1​

Support, Recognition, and Development​

3.1.1 Percentage of all employees who report being “Satisfied” or “Very Satisfied” with their CNM experience.​

3.2​

Diverse, Skilled Workforce​

3.2.1 Ratio comparing CNM’s percentage of employees of color to Albuquerque’s percentage of residents of color.​

3.3​

Work Environment​

3.3.1 Facilities Condition Index, which is a ratio of the total cost of needed repairs to the replacement cost of CNM facilities. ​

3.3.2 Percentage of employees who report satisfaction with CNM’s work environment, across multiple indicators.​

3.4​

Financial Strength and Sustainability​

3.4.1 Composite Financial Index, which summarizes four measures of financial health: (1) primary reserves, (2) net operating revenue, (3) return on net assets, and (4) viability.​

3.5​

Operational Excellence and Continuous Improvement​

3.5.1 TBD - We will define appropriate KPIs by December 2024.​

3.6​

Actionable Data​

3.6.1 TBD - We will define appropriate KPIs by December 2024.​