Goal: New Mexico Tech will allocate resources strategically.

a. Develop process for allocating resources strategically.

Metric: Program plans will be developed and submitted to the appropriate Vice President or Division Director by July 1, 1999
Oversight: President and Cabinet

• Each academic and non-academic unit will develop a five-year program plan in conjunction with the appropriate vice president. The plan will be updated annually.

• Core groups of metrics will be developed for academic and non-academic units. Each unit will also develop supplemental metrics that assess performance in areas that are unique to the individual unit. Program assessment will be guided by these core and supplemental metrics, considered in the context of institutional goals.

• The President and Cabinet will review each plan to determine alignment with institutional goals and priorities

• The plans for each unit and the results of the presidential review will be made available to the Tech community in a timely fashion.
  

• Institutional resource allocation will guided by these plans and assessments.

• Academic Units
  
  • Allocation of resources, including human resources, will be guided by the following principles, which are not listed in priority order:
    
    • Student/faculty ratios in growing programs will be kept low, in keeping with Tech traditions.
      
    • Growing programs will have priority over programs with declining enrollments
      
    • Core programs that serve other disciplines will have priority over non-core programs.
      
    • Stable programs will have priority over those with unstable enrollments.
      
    • Opportunities to combine related departments into single units will be examined.
      
    • Joint appointments will be encouraged.
      
  • Program plans units will include both instruction and research, as well as appropriate feedback loops to find ways to improve and to document improvement.
    
  • Core metrics could include, but are not limited to:
    
    • Enrollment (How is unit contributing to increase in enrollment?)
      
    • Student retention (How is unit contributing to increase in retention?)
      
    • Graduation rates
      
    • Student outcomes (including transfers between departments, graduate school, professional study)
      
    • Research output, including funding, quality and quantity of publications, and reports
      
    • Professional development
      
    • Outreach
      

• Non-academic Units
  
  • Program plans will include ways to improve services to on-campus and/or off-campus clients, as well as appropriate feedback loops to find ways to improve and to document improvement.
    
  • Core non-academic unit metrics could include, but are not limited to:
    
    • Customer satisfaction
      
    • Research output, including funding, quality and quantity of publications, and reports
      
    • Professional development
      
    • Outreach
      

b. Update the organization of academic and non-academic units to reflect current and future needs and better serve our educational mission. Seek opportunities to combine duplicate programs/curricula and services, foster interdisciplinary programs, support unique programs, create programs to meet unmet and future needs, and save money.

Oversight: Appropriate vice president

• Examine opportunities to combine departments.
  
• Examine curricula for course duplication
  
• Examine cost-to-benefit ratios of on-campus services
  
• Review general degree requirements
  
• Eliminate obsolete courses and services
  
• Examine on-campus services for redundancies
  
• Examine opportunities for developing interdisciplinary programs and positions