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CNM Strategic Plan

CNM's Strategic Plan includes Mission, Vision, Values, and Culture statements, as well as stakeholder-approved goals and objectives.

About the CNM Strategic Plan

In Fall 2023, CNM initiated a comprehensive process to shape the future of our institution that resulted in a three-year strategic plan for 2024-2027.

In December 2023, the CNM Board approved our mission, vision, and values. In Spring 2024, input from internal and external stakeholders led to the creation of our culture statement, goals, and objectives.

We invite you to explore this webpage to learn more about our Strategic Plan. Together, we are creating a brighter future for CNM and the communities we serve.

Strategic Plan Graphic: Creating our Future Together

Mission

Creating futures for our learners and partners through leadership in education, training, and innovation.

Vision

Changing Lives, Building Community.

Culture

We strive to create trust and belonging by building supportive relationships that are grounded in CNM’s values.

CNM's Six Core Values 

CNM strengthens the community through our value-based approach to education. To promote awareness of, pride in, and a sense of connection with CNM's Core Values, we celebrate our employees who live the values through the annual CNM Values Champion Awards.

Be Caring

Create a nurturing, respectful, and trusting environment of growth and development.

This looks like: 

  • Treating others with courtesy and compassion, and respecting differences.
  • Engaging in active listening.
  • Behaving in an approachable, responsive, and thoughtful manner.
  • Nurturing positive and diverse relationships. 

"Caring about others, running the risk of feeling, and leaving an impact on people, brings happiness." ― Harold Kushner

Be Connected

Engage and collaborate with each other and our communities by being agile and responsive.

This looks like: 

  • Collaborating to build partnerships and seize opportunities.
  • Anticipating and responding with a sense of urgency to stakeholder needs.
  • Understanding and respecting how our actions impact others.
  • Engaging in the advancement of the College. 

"Whatever affects one directly affects us all indirectly." ― Martin Luther King Jr.

Be Courageous

Boldly seek, face, and address challenges.

This looks Like: 

  • Embracing change and driving results.
  • Taking initiative and welcoming opportunities.
  • Creating innovative and extraordinary experiences.
  • Striving to be fearless.

“Courage is the most important of all the virtues because without courage, you can't practice any other virtue consistently.” ― Maya Angelou

Be Ethical 

Behave with unwavering integrity.

This looks like:

  • Operating in a trustworthy, honest, responsible, reliable, and transparent manner.
  • Holding ourselves and others accountable.
  • Following through on commitments and keeping promises.
  • Owning mistakes and learning from them.
  • Safeguarding confidentiality and privacy.

"Relativity applies to physics, not ethics." ― Albert Einstein

Be Exceptional

Surpass expectations in everything we do.

This looks like:

  • Focusing relentlessly to improve achievement and learning for all students.
  • Delighting customers by exceeding expectations.
  • Acting as a steward of our organization’s reputation and resources to ensure sustainability.
  • Pursuing excellence with no tolerance for mediocrity. 

"You are not lucky to be here. The world needs your perspective. They are lucky to have you.” ― Antonio Tijerino

Be Inspiring

Create opportunities through actions that build hope, aspiration, and positive change.

This looks like:

  • Visualizing the impossible and seeing it as possible.
  • Demonstrating positivity and enthusiasm.
  • Celebrating success.
  • Encouraging others to learn, develop, and grow.
  • Leading by example; everyone is a leader.

"The future belongs to those who believe in the beauty of their dreams." ― Eleanor Roosevelt

Goals and Objectives

Goal 1 - Improve Learner Success

We will ensure all learners receive individualized supports and programs to gain the knowledge, skills, and experiences needed to achieve their career and life goals.

OBJECTIVES

#​

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.​


KEY PERFORMANCE INDICATORS

#​

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.​
Goal 2 - Strengthen Our Community

We will spur community and economic growth through our engagement with learners, employers, government, and other community members.​

OBJECTIVES

#​

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.​


KEY PERFORMANCE INDICATORS

#​

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.​

Goal 3 - Achieve Operational Excellence

We will lead in advancing impactful and sustainable systems and practices that strengthen CNM’s capacity to support all learners, staff and faculty, and our community partners.​

OBJECTIVES

#​

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.​


KEY PERFORMANCE INDICATORS

#​

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.​