Welcome

1. Welcome

2. UNM-Taos A Model for Success in a Rural Community Keep Growing in the Right Direction

3. UNM-TAOS: A Model for Success in a Rural Community Mission: Provide academic and vocational courses as well as lifelong learning and dual credit opportunities 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

4. How Far We’ve comeStudent Success Our service area includes nine high schools, two Native American pueblos, and numerous towns and villages throughout northern New Mexico UNM-Taos has Achieved Exceptional Growth Since Branch Campus Status • 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.

5. Graduating for Careers • UNM-Taos is a Title V Hispanic Serving Institution and has over 50% Pell eligible and first-generation students • UNM-Taos has experienced a significant increase in pre-science degree seeking students

6. How Far We’ve comeEconomic Engine For every dollar that students invest in their academic or professional career at UNM-Taos, they can expect a return of $4.50 in higher future income over their working careers • 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.

7. How Far We’ve comeThe Campus Congratulations on all our success… Oh, but those growing pains ! • 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

8. How Far We’ve comeThe 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 $$$

9. Overview of Capital projects Funding process Good Times with the Funding Cycle

10. 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 taxto 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

11. Capital Projects funding process Capital Appropriations 2000 to 2013 Bonds did not pass

12. Planning to funding takes 2 years if you receive all your funding

13. 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.

14. Capital Projects funding process Lots of cuts along the way Capital funds can be cut at any step 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

15. Capital Projects funding process Lots of pit falls along the way UNM Taos is adept at stretching the budget 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 • HED and DFA review these specific needs and parameters to be certain that the funding is being used as approved by Legislation. • All of this is developed, reviewed and approved before any actual designs or constructions proposals are received. The approval process sometimes appears to be cumbersome, torturous and redundant, but, it is absolutely necessary so that everyone involved in the Process can be assured that we are spending taxpayer funds in an appropriate manner.

16. Capital Projects funding process additional approvals during design and construction Planning, programming, design and construction must follow UNM wide planning, design and approval guidelines

17. Planning process Strategic Planning is your ally

18. Planning ProcessIntroduce UNM Planning & Campus development UNM Taos follows UNM planning and project development requirements for all capital projects 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

19. 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.

20. 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

21. Current planning process PCD helps Taos campus determine needs and find solutions Not all solutions require more space Planning understands the current economic constraints and pressures for increased demand for services. We seek innovative solutions. Space planning tools now include: • 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

22. Current planning Process

23. 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

24. Capital Project Plan

25. Current planning processcapital 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 The Taos Strategic Plan will guide the Taos 5-year capital projects plan

26. Current planning processcapital 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 The Taos Strategic Plan will guide the Taos 5-year capital projects plan

27. Current planning processcapital 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 The Taos Strategic Plan will guide the Taos 5-year capital projects plan

28. Current planning processcurrent Planning projects The staff, faculty, students guide space and operational needs analysis because they know best about what works for them 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

29. UNM Taos Funding and Project Plans

30. Recent Funding and Project plans UNM Taos is successful because it seeks creative solutions and seizes opportunities • 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

31. Recent Funding and Project plansInfrastructure Developing the spaces in between builds the campus landscaped core incrementally “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

33. 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

34. Recent Funding and Project plansCoreStudent 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 • Admissions • Enrollment assistance counseling • Financial aid • Advising • Catalog • New Student Orientation • Graduation • Student Activities • Accessibility Resources • Business and financial management

36. 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

37. Recent Funding and Project plansCoreStudent 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

38. Recent Funding and Project plansCivic center The Acquisition of the Taos Civic Center Complex • 26,200 square foot building include both Bataan Hall and Rio Grande Hall UNM Taos has completing a due diligence review & feasibility study including: • 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. Opportunity - $1.00 Consolidates UNM Taos

39. Recent Funding and Project plansCivic 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, • Science and Math Educational Facilities • Biology lab • Class, seminar and meeting rooms • Acquisition needs approval from The Regents, Higher Education Department and State Board of Finance • Remodel project awaits GOB funding • Vote Yes November 4, 2014 GOB

40. 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

41. UNM TaosStrategic Plan 2014-2019

42. Strategic Planningthe process The discussions that took place and the rich information gathered during this process revealed a college full of committed professionals who care deeply about their students, their campus and their community. Strategic planning is an organizations processof 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

43. Strategic PlanningMission & Vision UNM Taos Mission and Vision drives the Plan . 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. Will this goal and action support the UNM-Taos Mission?

44. Strategic PlanningCommitment The Purpose outlines the ongoing initiatives of the Strategic plan 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.

45. Strategic Planningseven Goals The Strategic plan is the roadmap to guide us on the journey forward. 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

46. Strategic PlanningGoals, Objectives, Activities & Measures The success of this Plan, and the long-term success of UNM-Taos 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

47. Strategic PlanningFollow 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.

48. Strategic PlanningFuture • Future planning 2015

49. Strategic PlanningGoals, 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 .