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College of Education - NMSU LEADS 20251New Mexico State UniversityCollege of Education2019 - 2025 Strategic PlanNMSU LEADSCollege Leadership:Interim DeanInterim Associate Dean, Academic AffairsInterim Associate Dean, Research & Assistant Dean for Budget and FinanceInterim Department Head, Communication DisordersInterim Department Head, Counseling and Educational PsychologyInterim Department Head, Kinesiology and DanceInterim Co-Directors, School of Teacher Preparation, Administration, and LeadershipDr. Henrietta PichonDr. Phillip PostDr. Juanita HannanDr. Heike Lehnert-LeHouillierDr. Elsa ArroyosDr. Joseph BerningDrs. Rene Guillaume, Rick Marlatt and David RutledgeNMSU Values:Leadership: Promoting and creating the ability for Aggies to shape the futureExcellence: Providing the highest level of education, research, outreach, and serviceAccess: Welcoming diverse populations to higher education and to the NMSU communityDiversity & Inclusion: Embracing our differences as an asset and actively seeking to include wide-ranging perspectivesStudent-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, andpublic service with specific emphasis on innovative practices, overcoming barriers to learning, internationalactivities, technology, and literacy for the diverse populations of New Mexico, surrounding states andborder communities.

College of Education - NMSU LEADS 20252Enrollment Last Five Years:*Source: NMSU Office of Institutional Analysis Fall Enrollment ReportsPlan Structure:The College of Education (COE) Strategic Plan follows the NMSU LEADS 2025 plan and outlines areas where the COE is already active, wherethere are planned activities that are not active yet, and what areas have opportunities for activities that leadership would like to pursue if timeallows. 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 decisionmaking (noted as: Question). The College of Education has two overarching strategic areas of focus that are being led by the Dean’s Office, which

College of Education - NMSU LEADS 20253target enrollment/retention and research expenditures, both of which have been on the decline in the last five years. These Dean’s levelinitiatives are outlined separately in their respective areas in the plan. Each department also outlined two to three action items that fit withinthe College plan, and these are included at the end of this document as attachments and referred to in the document where they match NMSULeads action items.GOAL ONE: ENHANCE STUDENT SUCCESS AND SOCIAL MOBILITYObjective 1.1 Diversify, optimize, and increase College of Education enrollment (also 1.2: Increase student learning, retention, and degreeattainment; ASK: Can we get regular access to program level enrollment and retention every semester, e.g. MA in Special Education, BS inKinesiology via dashboards? ALSO ASK: What will the Office of Institutional Analysis help with in terms of data collection and sharing the resultswith 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 byFall 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 University1. 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 (CDand KIND)

College of Education - NMSU LEADS 20254c) 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 enrollmentamong 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 ActionPlan One in Appendix)e) Formalize, expand and market Aggie Pathways for seamless transfer to the College1. 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 network1. 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, paylater is fine);5. Pending: Formalize conversations where departments share their recruitment practices and resultsh) 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 transitionand 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 enrollment1. 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

College of Education - NMSU LEADS 2025j)3. Planned: Effort with Mongolia to recruit undergraduates4. Pending: Seek out potential collaborations with universities in Mexico (Chihuahua University System)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 andcollaborate 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 ServicesObjective 1.3 Develop a culture of “Aggie Life” reflected by high student engagement throughparticipation and learning in the many diverse co-curricular experiences offered in the Collegeb) Develop robust experiential learning, service-learning, and research experiences that engagestudents and contribute to the development of essential skills1. Active: The College offers an extensive list of experiential learning and internship/fieldbased 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 advancement1. 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 20215