Annual Strategic Accountability (ASA) Conclusive Report

Of AY 2019-2020

Submitted January, 2021 Table of Contents

Tab 1 ASA Summation Report & Superintendent Priorities/Recommendations

. Table 1 Goals & Mission Evaluation by Superintendent . Table 2 Initiative Priorities & Recommendations by Superintendent . HLC Accreditation Report Extracts

Tab 2 Learning Outcomes Assessment Report for Tier One and Tier Two Learning Outcomes by Assessment Task Force Members

Tab 3 All Sector Notes for Operations Sector, Support Sector & Integrated Sector Meetings

Tab 4 Synopses . Goal Synopses by Goal Leaders (Big 5) . Objective Synopses by Objective Leaders

Tab 5 Annual Purpose Accountability Reports (APARs) by Planning Units

Tab 6 Objective Evidence Report

Tab 7 Initiatives Report . New Initiative Proposals . New Initiative Videos by Submitters . Initiatives Report from Operations & Support Sector Meetings . Initiatives Review Input Forms from Individual Members of Sector Meetings . Initiatives Review Input Form by Big 5 to Superintendent

TAB 1 ANNUAL STRATEGIC ACCOUNTABILITY (ASA) SUMMATION REPORT & SUPERINTENDENT’S PRIORITIES/ RECOMMENDATIONS Annual Strategic Accountability (ASA) Summation for Academic Year 2019-20

A. EXECUTIVE SUMMARY B. OVERALL VISION/MISSION RATINGS 1. Assessment of Learning System 2. Evaluation of Support System 3. Initiatives Review C. SUPERINTENDENT’S COMMENTS AND RECOMMENDAITONS

A. EXECUTIVE SUMMARY

Explanation of ASA Summation Report NMMI is a global military school for leadership development. The ASA Summation Report is an accountability document that rates how well the Institute accomplished it mission and vision annually. It consolidates all of the findings that comprise the Annual Strategic Accountability (ASA) Process. The report is composed of three parts: the school’s learning system, support system and initiatives that detail the strategies and actions to implement the learning and support functions.

Part One – The Learning System It entails the school’s complete curriculum in leadership development encompassing courses and programs in critical thinking/sound analysis, uncompromising character, and health/physical fitness (what is taught) and the approach to learning that includes education (knowledge), training (skills) and experience (the exercise of both) that is how it is taught. The accountability results from an assessment of a series of learning outcomes that relate to the major parts of the curriculum and by design to the three elements of the mission statement overseen by the Dean, Commandant and Director of Athletics. The learning outcomes are in the core document of the Strategic Plan.

Part Two – The Support System It entails all of the offices and organizations that support the learning system. It would include such offices as Admissions, mission element organizations, Facilities/Physical Plant, Finance/Business Office, Alumni and others that are responsible for supporting the faculty, TLAs and coaches in executing the learning mission. Overall responsibility for support rests with the Chief of Staff and accountability is accomplished by evaluating performance based on the Goals and Objectives also listed in the core document of the Strategic Plan. For the purpose of this report, the support agencies are divided into two groups: Operations Sector, which includes the three mission elements and Support Sector, which includes all the other organizations on campus.

Part Three – Initiatives Review The last part of the ASA Summation Report is the Initiatives Review. Its focus in on specific proposals developed annually that are a series of

1 recommended action items that enable the mission elements to carry out their respective strategies for executing the learning and support systems to meet the mission and vision. The initiatives are listed by year of proposal, not in the core document but in Annex Two of the Strategic Plan.

The Accountability Process makes up the Annual Strategic Accountability (ASA) system and is annually captured in the Summation Report. The complete process is explained in detail in Annex One of the Strategic Plan. The completed ASA Summation Report, which includes the Superintendent’s Review & Recommendations, as well as the signed approval is contained in Annex Three of the Strategic Plan. The rating system used to specify level of accountability performance is five-fold: Exceeded, Met, Emerging/Indeterminate but Progressing Well, Emerging/Indeterminate but Much More Needs to be Done, and Not Met.

B. OVERALL VISION/MISSION RATING FOR ACADEMIC YEAR 2019-2020: MET

Rationale: The 2019-2020 academic year was clearly unique, primarily because of the world- wide Covid 19 pandemic. In the words of Charles Dickens, it was the best of times and the worst of times…It is a tale of two semesters. There were numerous challenges that impacted all of the learning and support functions. The decision by the Governor to end in-place learning, classroom delivery of learning, meant that all of the NMMI cadets went home at Spring Break. The learning mission would have to depend upon a system of distance learning. Unfortunately, this was a new experience for teachers and cadets, and the challenges impacted student performance in nearly every area in all of the mission elements: academic, leadership and athletics. However, in assessing the learning and evaluating the support, the entire faculty, staff and students rose to the pandemic challenge and sustained the nearly 130 year mission and vision of NMMI. For that reason, in a time of adversity of global proportions with a student body from all parts of that globe, the fact that learning was occurring at NMMI justifies that it was meeting its mission and establishing its vision. No more compelling evidence to support this rating is the findings of the Higher Learning Commission’s Ten-Year Comprehensive Reaffirmation of Accreditation, completed in September, 2020. That accreditation covered academic year 2010/11 through 2019/2020, thus including academic year 2019/2020, which is the year this Annual Strategic Accountability (ASA) Summation Report covers. In their report, the accrediting agency wrote, “For the past ten years, NMMI has been involved in three of HLC’s academies that are designed to help organizations improve assessment, persistence and completion, and student success. The expertise gained from these academies has allowed NMMI to develop numerous systems that collect data and lead to continuous improvement and consistent evaluation of its programs. These sustained efforts over the last decade have led to notable change in NMMI’s institutional culture….Data exist for the measurement of student learning. NMMI’s resources structures, processes, and planning are sufficient to fulfill its mission, improve the quality of its educational offerings and respond to future challenges and opportunities.” (p. 43)

1. Assessment of Learning Rating: MET NMMI is a global military school for leadership development. That vision is achieved through its mission, the central component being the

2 education, training and experience that occurs through a learning system focusing on a liberal education, development of the whole person and character. That learning is assessed through a series of learning outcomes overseen by each of the NMMI mission elements: Dean, Commandant and Athletic Director. The Accrediting Team concluded the following in terms of the NMMI learning mission/system, “Evidence gathered at meetings during the visit supports the mission of New Mexico Military Institute (NMMI) as a secondary and post-secondary learning institution that prepares its graduates to lead in a global society through completion of AA/AS degrees. NMMI achieves this goal through curriculum development that instills knowledge, skills, characteristics, traits, values, competencies and experience necessary to become a leader. NMMI’s curriculum is developed through the use of learning goals and utilizes a five-tiered learning outcomes approach.” (p.19)

These statements clearly indicating NMMI is meeting its learning outcomes. However, as indicated in the Learning Outcomes Assessment Report, the Assessment Task Force was not able to look at the assessment of the outcome data due to Covid 19 restrictions and preparation for the HLC Accreditation. That shortfall will be addressed in next year’s learning system review. In addition, a comprehensive six-year program evaluation process for the AA, AS and HS programs will be implemented next year. This new process was discussed with the HLC Accreditation Team during the accreditation visit this year.

2. Evaluation of Support System Rating: MET The Support System was evaluated in terms of five goals and 23 objectives in the Strategic Plan 2020. Two of the objectives (C1 & 6) were rated as Exceeded; 13 objectives (A1-4, B1, B3, B4, C2, C4 C5, D3, D4 and E3) were rated as Met; six objectives (B2, B5, B6, C3, D1 & D2) were rated as Emerging/Indeterminate but Progressing Well; and two objectives (E1 & E2) were rated as Emerging/Indeterminate Much More Needs to be Done. There were none rated as Not Met. This led to an overall Institutional Goal Assessment of Met, which was based on one Goal, Goal C, rated as Exceeded, three goals (A, B & D) as Met and one goal, Goal E, rated as Emerging/Indeterminate but Progressing Well. This corresponds to the overall evaluation of the last academic year 2018/2019, which is significant in light of the numerous challenges posed by the pandemic. This fact did not go un-noticed by the HLC Accreditation Team that wrote in their report, “New Mexico Military Institute (NMMI) has qualified and trained operations staff as indicated by establishment of hiring guidelines, staff development policies and related human resource goals. Further evidence is provided by NMMI’s Accountability Plan (IAP) related to Human Resources, which identify eight benchmarks related to retention of employees, compensation targets, sabbatical funding, faculty award funding, maintaining effective employee to cadet rations, staff development, staff diversity, human safety, Title IX and sexual harassment preventing training.” (p. 35)

3. Initiatives Review The third part of the ASA Summation Report deals with the action items to realize the learning outcomes and goals and objectives in the Strategic Plan. They provide a means for all of the NMMI constituencies in the three mission elements and the staff to have a role in the success of the Institute.

3 Eleven new initiatives and one reconsideration of an older initiative were reviewed at each of the three sector meetings. The results of the reviews from the Operations and Support Sector meetings are shown in the Annual Strategic Accountability (ASA) Initiatives Report. (see Tab 7)

Seven participants of the two sector meetings submitted an Initiatives Review Input Form for Operations & Support Sector Meetings. (see Tab 7) The results of the review from the Big 5 and their recommendations to the Superintendent from the Integrated Sector Meeting ARE shown in the Initiatives Review Input Form to Superintendent from Integrated Sector Meeting. (see Tab 7) The final step in this process is for the Superintendent to review all of the information containedin this summation document and the ASA Conclusive Report and provide comments and recommendations below.

C. SUPERINTENDENT'S PRIORITITES, COMMENTS AND RECOMMENDATIONS

The President/Superintendent, in consultation with the Commandant, Athletic Director, Chief of Staff and Chief Financial Officer, rates the NMMI Goals and Mission (see Table 1), prioritizes and makes recommendations for the Initiatives (see Table 2) using the findings in this report:

Emerging, Emerging, Much TABLE 1 Exceeded Met Not Met Goal Ratings Progressing Well More Needs Done Goal A

Goal B

Goal C

Goal D

Goal E

Overall Mission

See next four pages. Supt. Comments & Signature:

Ward into the discussion and he agreed that given the proper forum it could be value added. The equipment would come from the On Post Recreation equipment. What would be needed is a trailer to transport the equipment. I asked Kent Taylor to contact the State and look at the equipment they have available that we can have by simply gong to the excess equipment lot and picking it up. The next combined initiatives are (Indoor Climbing, Indoor Challenge, and Virtual Facility) -These are tremendous initiatives. I have seen these facilities at West Point and VMI. I have asked Eric Evertson and Kent Taylor to visit these locations and see the facilities they have created. This combined initiative will have considerable cost but I believe we have several support Foundations, that if properly approached might consider the project. This combined project would be housed in a new stand-alone building. DLC Leadership Classes -Evertson -Additional Information -I understand Eric's intent to be able to offer our facilities and leadership education to business and external entities. However, am not sure we have the staff or the actual programs to be able to do that. We would need to be able to reach outside of Roswell and New Mexico, to attract a broad enough audience to make such a program pay foritself. I don't want to kill the initiative but at this point, I believe we have many more initiatives that we can pursue and see through to fruition.

NEW MEXICO MILITARY INSTITUTE

Dean of Academics/ Chief Academic Officer 101 West College Boulevard Roswell, New Mexico 88201-5173 (575)624-8020

ACCREDITATION REPORT EXTRACTS A very good data point to support initial steps in drafting NMMI 2030: Moving Forward in the Twenty-First, (Such as input on any SWOT Analysis and correlating with contents of the existing plan) are the following evidentiary statements from the Final Accreditation Report. In addition, they serve as a checklist that we will need to include in our Assurance Argument for the required Four Year Accreditation update review by HLC. (No visit is associated with this update) Since we indicated in our Assurance Argument that we will be developing our next strategic plan, it will become a starting point for drafting our Four Year Assurance Argument. The Report’s conclusion on page forty-three states, “As the institution completes the 2020-2030 cycle of strategic planning, continuity of the leadership team will be key to preparing the next generation of campus leaders to carry the institution’s mission forward”. OVERALL CONCLUSION/ BOTTOM LINE OF RESULTS A concluding statement that validates what NMMI has done since 2010 Accreditation and indicates our future. For the past ten years, NMMI has been involved in three of HLC’s academies that are designed to help organizations improve assessment, persistence and completion, and student success. The expertise gained from these academies has allowed NMMI to develop numerous systems that collect data and lead to continuous improvement and consistent evaluation of its programs. Theses sustained efforts over the last decade have led to a notable change in NMMI’s institutional culture… Data exist for the measurement of student learning. NMMI’s resources structures, processes, and planning are sufficient to fulfill its mission, improve the quality of its educational offerings and respond to future challenges and opportunities. (p.43) KEY CHALLENGES- ISSUES TO BE ADDRESSED

1. Faculty Diversity: NMMI is designated as a Hispanic Serving Institution serving a combined Hispanic student population (Hispanic + Hispanic-Multi) of 32.1%. However, the institution employees a full-time faculty staff comprised of 77.78% Caucasian and 14.29% Hispanic. Furthermore, the total minority population at NMMI is 69.4%. While these numbers may not reflect an overall composition of its faculty representing the constituencies it serves, meetings with the President, associate deans, and faculty suggested that NMMI is committed to hiring new faculty that better align with its demographics. (p.23)

2. Program Review: The institution has made significant strides in developing and revising its program review process and is working to implement and use the results to inform decision making. While the full implementation was delayed from spring 2020 due to COVID-19, the institution is completing the AA program review this fall. (p.27)

While NMMI has not had the opportunity to fully implement its newly designed program review process for the AA/AS degrees, it recognizes the importance of this activity and is actively engaged this semester. (p.32)

3. Need to Continue Retention: The current IPEDs graduation rate is 38% and the institution continues to work on persistence and retention. (p.28)

4. Shortfalls in Assessment: The institution has a plan to collect more actionable data on Leadership and Physical Well-Being, two of the Tier 1 institutional outcomes. (p.29)

NMMI uses information from the annual strategic planning process to improve student learning for Tier 1 and Tier 2 outcomes. There is little evidence to suggest at this time data are used to inform future teaching, curricula or assessment methods or allocation of resources. (p.29)

Current efforts have focused on the academic outcomes but NMMI has plans to work on the other critical institutional outcomes of Leadership and Physical Well-Being. (p.32)

5. Concern with Completion: NMMI's defined goal for persistence and completion is that all students are given the opportunity to complete their program. However, as NMMI works through the refinement of this goal through the Student Success Academy, evidence indicates that students are achieving their goals, but not necessarily completing the program. (p.31)

6. Need for Cadet Involvement: While evidence exists, that students are engaged and have avenues for shared governance on non-academic issues, the institution notes that Regimental Staff will be involved in academic issues in the future. (p.34)

7. Federal Compliance- Distance Education: NMMI is currently offering online sections of their curriculum. They must ensure that they are taking adequate steps to ascertain that the identity of students taking online courses are in fact the students registering for those courses and assess the effectiveness of their verification methods. NMMI should plan on submitting an appropriate substantive change request for distance education to the HLC should the institution plan on extending their online offerings beyond the waivers currently in place from the Federal government and HLC for distance education. (p.40)

STRENGTHS

1. Strategic Planning Process: The strategic planning process integrates its mission and value throughout many facets. This includes NMMI's overarching goals/objectives, learning outcomes, programs and initiatives, curriculum, assessment, evaluation, and accountability. It also has a closing the loop feature of feedback and gap analysis. (p.5)

As part of the Strategic Plan 2020, one of NMMI’s strategic goals is to maintain and develop organizations and processes to meet.... the challenges and educational needs of a global society and those who will become its leaders. The Strategic Plan highlights NMMI graduates as relationship builders between learning institutions. (p.8)

New Mexico Military Institute (NMMI) upholds the principle of shared governance by engaging stakeholders in the strategic planning process. … The Strategic Plan 2020 and related components have a well-defined process of planning that includes establishment of benchmarks, measurement, and decision making. Furthermore, the process has many levels of collaboration and input into the strategic planning process. (p.33)

The Strategic Plan implemented since 2010 shows a comprehensive measurement and evaluation system. Specifically, Strategic Plan 2020 Annex 1 - Organization and Process provides evidence of a system of measurement that allows broad input and a process for understanding the current capacity and direction within the bounds of the mission and vision statements. This was confirmed during the visit. (p.37)

2. Equity, Diversity, Integrity: New Mexico Military Institute (NMMI) demonstrates that it operates with integrity in its day-to-day operations, as well as its interactions with faculty, staff, students, and community. It was evident and clear through the interviews that integrity is at the core of NMMI. NMMI's materials and website accurately reflect an honest view of the institution's academic offerings, admissions requirements, costs, governance structure, and accreditation relationships. (p.18)

3. Enhanced Learning- Student Services: New Mexico Military Institute (NMMI) provides comprehensive learning support services to meet student learning needs at all skill levels. Student support services include new student orientations, testing services, academic advising, counseling services, and tutoring. (p. 25)

New Mexico Military Institute (NMMI) has a well-developed student support system that considers the skill levels and financial context and spans the entire student experience. It includes new student orientations, testing services, academic advising, counseling services, and tutoring. Furthermore, NMMI views assessment as a focal point. Recently, NMMI added an academic success coordinator who monitors cadet success via the Early Warning System to provide timely support to cadets. This was verified during the visit. (p.26)

4. Academic Freedom: New Mexico Military Institute (NMMI) is committed to the principle of freedom in teaching, scholarly work, and publication. These principles are outlined in Section M of the Faculty Handbook. The vision compels faculty to lead students to “be leaders capable of critical thinking and sound analysis". To realize this aim, faculty have the freedom in research and in publication. The Faculty Handbook, consistent with AAUP principles, includes language regarding academic freedom and professional ethics in the pursuit to teach their subjects in a manner that best meets the needs of students. (p.15)

5. Board of Regents: The Board appears to be sufficiently autonomous to undue influences, allowing it to make decisions that best fit the interest and needs of the Institution. This was confirmed during the visit. The Board of Regents delegates the daily administrative duties to the president (BORPM page 13, Sections 8 and 9). Faculty are entrusted to oversee the curriculum. Board minutes reveal a commitment to improving the institution and fulfilling its mission. (p.13)

6. Teaching and Learning: Evidence gathered at meetings during the visit supports the mission of New Mexico Military Institute (NMMI) as a secondary and post-secondary learning institution that prepares its graduates to lead in a global society through completion of AA/AS degrees. NMMI achieves this goal through curriculum development that instills knowledge, skills, characteristics, traits, values, competencies, and experience necessary to become a leader. NMMI’s curriculum is developed through the use of learning goals and utilizes a five-tiered learning outcomes approach. These learning goals can be found in NMMI's catalog and on course syllabi. During the visit associate deans revealed that NMMI’s student learning outcomes are assessed through the collection of artifacts. In the fall of 2019, NMMI adopted the revised New Mexico state standards for general education which include basic skill outcomes modeled after the VALUE Rubrics from AAC&U and a common course numbering system. The outcomes align with NMMI's four-year partners in 2-2 articulation agreements (p.19)

7. Resources-Support: New Mexico Military Institute (NMMI) has qualified and trained operations staff as indicated by establishment of hiring guidelines, staff development policies and related human resource goals. Further evidence is provided by NMMI's Accountability Plan (IAP) related to Human Resources which identify eight benchmarks related to retention of employees, compensation targets, sabbatical funding, faculty award funding, maintaining effective employee to cadet ratios, staff development, staff diversity, human safety, Title IX, and sexual harassment preventing training. (p.35)

8. Globalization/Internationalization: NMMI hired a Director of International Affairs to establish and maintain programs that support global learning and to demonstrate the institution's commitment to diversity. This position coordinates NMMI’s efforts to recruit and support international students and to provide international study opportunities for NMMI students. (p.26)

9. Laboratories and Library: Scientific laboratories are well supplied and fitted with the latest equipment. During the visit, the onsite peer reviewer noted the use of UV light for sanitizing instructional space. The Paul Horgan Library provides support to faculty and students in the proper use of information and the access to electronic resources. (p.26)

10. Infrastructure/Facilities: Data from the Cadet Life Survey, in conjunction with the site visit, confirmed modern facility planning. The Director of Facilities disclosed that over the course of the last decade, the institution has been updated with $78,725,748 in capital expenditures for physical plant renewal. (p.25)

11. Meeting 2010 Assessment Requirement: New Mexico Military Institute (NMMI) as evidenced in its mission statement and academic catalog is committed to the student success and outcomes of its students. It has participated in HLC's Assessment Academy and the Persistence and Completion Academy with efforts that focused on data collection, assessment, and institutional improvement. Based on comments from the HLC review in 2011 confirmed in interviews during the visit, NMMI has made significant strides in designing and implementing a robust assessment process. (p.29)

12. Technology Plan: The institution provides evidence supporting the planning for and attention to facilities, equipment, and technology. The five-year funding plan outlines short-term and long-term facility needs. The Technology Plan details vision, purpose, and principles toward the support of the institution's mission and vision into 2024. … NMMI's Accountability Plan and related Annual Purpose Accountability Reports identify goals, benchmarks and accountability directly related to facilities and information technology.(p.35)

TAB 2 LEARNING OUTCOMES ASSESSMENT REPORT

Learning Outcomes Assessment Report

Evaluation of Tier 1 and Tier 2 Outcomes

2019-2020

Due to restrictions on time because of the HLC Accreditation which took place Fall 2020 and the Covid-19 restrictions the Assessment Taskforce did not meet to look at the assessment of student learning outcomes data. The hope is that at least a virtual meeting might take place Spring 2020, to look at the data.

One thing that did happen was movement to the corrective action that was attached to the Tier One: Internalize Uncompromising Character from 2018-2019: “Corrective Action: The Taskforce is going to encourage the instructors to use the Criteria more often to try to get a better data set for evaluation.” Charity Schwalm meet with the commandant staff and came up with a solution to get the tier two outcomes attached to the early warning system so that it was easy for them to assess the cadets in their troops. For the Fall 2020 semester 4 of the commandant staff entered a total of 574 entries. This is a good start to the collection of assessment of student learning outcomes by the commandant staff.

Some brief conversations were held with the Athletic Director and he was interested in possibly using the same system with the coaches. More conversations will happen in the Spring 2021.

TAB 3 ALL SECTOR MEETING NOTES

ALL SECTOR MEETING NOTES Operations Sector Zoom Meeting, December 8, 2020 – 8:00 am Attendees: Jose Barron Tom Tate Douglas Murray Judy Scharmer Art Houghtby Jose Porras Charity Schwalm Deana Curnutt Susan Alvis Greg Lamm Chad Fincher Randy Montoya Candie Mundy Cristhina Starke Cordell Breen Susan Scott David West (absent) Daniel Ford (absent) Robert Romero (absent)

Review of Goal Synopses by Dean, Commandant, and Athletic Director for Goals B, D & E

The Dean reviewed the ASA process. He applauded and thanked the attendees for their part in the ASA process. This meeting is to reach a consensus on the NMMI Goals and mission accomplishment. This group is the heart of the accountability system that ultimately makes it way to the Superintendent. The recent HLC accreditation reinforced the value of this process to accreditation as well as NMMI in general. He praised the Objective Leaders for being at the heart of this process. Because of their understanding of their objective, he wanted to ensure they would be involved in creating the new Strategic Plan 2030, which will be completed in the spring 2021.

The Athletic Director reviewed his Goal Synopsis with the Committee. He gave Goal E a rating of Emerging/Progressing Well. He noted that there has not been enough training for those newer Objective Leaders so they can differentiate what is actually an MCO request or a request from the Athletic Department. For E2 the GAC Survey was not completed, which affected the ability to report. There needs to be more than one GAC survey done in the future to help assess this objective. The GAC survey had been planned to be done in the HPER and PHEA classes but due to Covid this did not occur. For E2, he is very concerned about this objective because there is a regression concerning all the physical training for the school. This year we got very good data this year from SROTC that had not been obtained in previous years. However, due to the pandemic, we did not get any data on Corps PT. We have enough to show some improvement but it is not nearly enough to draw conclusions. For many years now we have had a plan to get the Corps PT scores put directly into the CRR. Unfortunately, last year there was a change in personnel mid semester resulting in a loss of the data from a lost jump drive or computer files. The Athletic Director feels that development of a mechanism to collect these scores throughout the year via the CRR is imperative. He will be working with the IT department to re-open a job request that has been in place for a few years. He will ensure his employees will place this as a high priority on collecting data this year because there needs to be a solid mechanism to ensure this data cannot be lost or deleted again. He believes the overall Corp PT program is much better than it was five years, thanks to the cooperation with the Commandant’s office. The PT score is necessary to be included as we develop a Military Performance Score since PT is one-third of our focus on improving the whole cadet. In the past a plain NMMI score was changed to the Modified Army Physical Fitness Test, which was then changed purely to the APFT because it was a true metric and it already exited for JROTC. However, the APFT is once again changed, but we will not make any additional changes in the metric we are using. Accountability has improved as well. Since we were not able to collect PT scores after spring break, there is simply not enough data. Objective E3 we were not able to collect final team data because of Covid. He feels the overall graduation rate for athletes for the Annual Performance Report is higher than that for the Corps and needs to be lowered to be nearer that. The Committee agreed with the Goal rating of Emerging/Progressing Well.

The Dean gave Goal B a rating of Met and explained his rationale for that rating. He reviewed his Goal Synopsis and reviewed the Goal B objectives with the Committee. For B1 Canvas is being used more and more. Some of the data to evaluate this objective was not done, such as the Faculty Staff Climate Survey. B2 deals with assessment. The accreditation report said that assessment at NMMI had made significant strides in assessment over the past ten years and was notable. However, this year there were also a number of assessment mechanisms that did not get done because of the pandemic. B3 deals with the curriculum. There were a number of new courses added in 2019-20. There was a significant impact to the learning from having to switch abruptly to an online delivery when the pandemic occurred. Several measures had to be taken to address grading at the end of the semester. The shortfalls that occurred have been addressed this year and have shown improvements in this area. B4 deals with our articulation agreements, which are reviewed annually. We have increased our focus with UNM as an associate member, which allows our cadets to participate in internships. We are involved in AMCSUS. We have also taken a greater role with the Western Interstate Commission on Higher Education (WICHE) organization by the Dean chairing the Alliance of Chief Academic Officers. The Commandant’s office is working with Texas A & M to annually send a bus load of our students there for a “Spend the Night with the Corps” program for only $20. This is for high school or JROTC cadets. This will strengthen our relationship with that institution, which is somewhat similar to NMMI. B5 deals with support services. The Dean praised the efforts done to provide cadets both in place and online after the Covid release. The advent of using Tutor.com has been a very positive addition to support services. B6 deals with globalization. Covid had a tremendous negative affect on our students who were from other countries. There were a number of difficulties with student being able to access online programs because of home country restrictions. We did have our first study abroad program with Brazil. Our international numbers were slightly down but considering the impact of Covid this objective was still being addressed. The Dean asked if there was any input from the committee on academics. No comments were made. The Committee agreed with the Met rating.

The Commandant spent quite a bit of time getting familiar with the strategic planning process at NMMI. He feels the first objective should be moved under that of the other faculty and staff training in Goal C when the new strategic plan is developed. He plans to move from 15 to 12 troops in order to give more flexibility to the TLAs and SLAs. He praised the incredible work the TLAs and SLAs did in getting prepared for the fall semester as well as ending the spring 2019 semester. His focus will be on standardizing training for cadets and the TLAs. For D2 he used the learning outcomes in the Blue Book and the rubrics developed with Charity Schwalm. In order to improve the data for this objective, he plans to develop a RAT training test. He feels there has just not been enough measures that have an assessment mechanism. For D3 there were 61 activities conducted when cadets are not in class. For D4 the focus was on how the Corps leadership performed. He felt that those more experienced cadets usually do perform well. His philosophy is that the root of leadership is character. He wants to develop a test for leadership and followership. He also wants to get back to peer evaluations. As the new Strategic Plan 2030 is developed, he will be revising all of the objectives for Goal D to provide a more measurable way in which to evaluate leadership performance in cadets. He reviewed his Goal Synopsis with the Committee. The Committee agreed with this rating.

The Committee determined that the rating for overall mission accomplishment should be rated as Met.

This ASA process ensures that we can make an honest evaluation of how we are performing and how we can improve. It is very important that this process is not punitive to ensure it is a productive process, and this has been the case since this process began in 2010.

Initiatives Review

A new ten-year Strategic Plan will be developed this spring. The Dean explained that many times initiatives are directed at where NMMI might be heading in the future. If approved, many of these initiatives will impact NMMI during the next ten years. In the past, the initiatives process has not been as clear as it could have been especially to the submitters. During the two sector meetings, discussions surrounded how to improve the initiative process. The responsibilities of the initiatives submitter once the initiative was marked “Proceed” has been confusing. Some of the questions were: what did “proceed” actually mean; did that mean funding would be made available or should a budget request be done and who should do that; what does the initiative submitter need to do next, etc.? It was agreed that we should return to the rating system for we used to use when we first started the ASA process a number of years ago. The Objective Leaders will use a revised Initiatives Review Input Form which will include a place to indicate the overall priority for each initiative as well as ranking them based on the following five questions: 1. Please rate how directly this initiative relates to specific Strategic Plan Goals/Objectives or Learning Outcomes from Low related to High related? 2. Please rate how feasible/possible is it to actually implement this initiative from Low feasible/possible to High feasible/possible? 3. Please rate how cost effective is it to actually implement this initiative from Low cost effectiveness to High? 4. Please rate how unique/not duplicative is this initiative compared to current procedures, processes, and practices from Low uniqueness to High uniqueness? 5. Based on your evaluation of the above four questions, please rate how Low or High a priority you would give this initiative. Those forms will then be forwarded to the Superintendent along with the Initiatives Review Input form from the Big 5’s Integrated Sector Meeting. The form the Superintendent will sign has already been changed. Instead of “proceed with implementation”, it now says “Approve Initiative Concept” or “Defer for Later Consideration and/or Additional Information” or “Not Supported”

Videos by each of the initiative submitters were done and made available along with the written proposal on a NMMI webpage. The results of both sector meetings has been combined and is shown in the attached document, Annual Strategic Accountability (ASA) Initiatives Report for 2020-2021 Initiatives.

Support Sector Zoom Meeting – December 9, 2020 – 8:00 am Attendees: Jose Barron Tom Tate Douglas Murray Judy Scharmer Kris Ward Danny Armijo Rodney Austin Deana Curnutt Jeremy Leaton Todd Lupien Jovannah Yslas Dori Cameron Larry Hopkins for Kent David West (absent) Fallyn Muncy (absent) Taylor

Review of Goal Synopses by Chief of Staff and Chief Financial Officer for Goals A & C Respectively

David West was unable to attend but the Goal Synopsis relating to Goal A was reviewed. This Goal was given a rating of Met. The Committee agreed with the rating.

Judy Scharmer reviewed the objectives relating to Goal C. This Goal was given a rating of Exceeded. The Committee agreed with the rating.

The rating for overall mission accomplishment was Met.

Initiatives Review

A new ten-year Strategic Plan will be developed after the Accreditation visit next year. The Dean explained that a number of the new initiatives are directed at where NMMI might be heading in the future. If approved, many of these initiatives will impact NMMI during the next ten years.

The members of the Support Sector reviewed the initiatives and the results of that discussion are described in the Annual Strategic Accountability (ASA) Initiatives Report for 2020-2021 Initiatives. (see attached)

Meeting adjourned at 10:30 am.

Integrated Sector Zoom Meeting – December 9, 2020 – 3:00 pm Attendees: Jose Barron Tom Tate Douglas Murray Judy Scharmer David West (absent) Michele Bates, note taker

Review of Goal Synopses and Ratings

There was discussion among the Big 5 concerning each of the strategic goals and the ratings assigned to them. Goal A was Met, Goal B was Met, Goal C was Met, Goal D was Met, and Goal E was Emerging/Indeterminate but Progressing Well. Until the PT aspect of Goal E is developed further with data to support it, Jose Barron did not feel a rating of Met could be given for his goal. The Big 5 determined that an overall rating of Met should be given for NMMI’s vision and mission accomplishment. This recommendation will be made to the Superintendent. Tom Tate stated that in the future he would be recommending some changes to the objectives relating to leadership and character development areas when the new Strategic Plan is developed this coming spring. Jose Barron also stated he would be making some adjustments to the objectives relating to physical development in the new Strategic Plan as well. The Dean explained that in the new Strategic Plan there will need to be some objectives that specifically focus on what is now being called co-curricular, which is what is done in the Corps.

Initiatives Review

There has been quite a bit of discussion from the other two sector meetings concerning the initiatives that were submitted. As noted in the other sector meetings, the process for initiatives will be changed to make it clearer for the submitter as to what their responsibility should be once a determination by the Superintendent is made. The Big 5 discussed the input received at the two sector meetings and decided to indicate their recommendations to the Superintendent on the Initiatives Review Input Form to the Superintendent. (see attached)

Additionally, the Institutional Research Officer solicited input from the Objective Leaders using the Initiatives Review Input Form for Operations & Support Sector Committees form. There were six people who submitted these forms. (see attached)

The meeting was adjourned at 4:00 pm

TAB 4 GOAL SYNOPSES & OBJECTIVE SYNOPSES

2019-2020 Goal Synopsis Report for Goal A Goal A Advance NMMI's Vision and Mission - Strategic Direction: Assure internal and external communication systems which advance NMMI’s vision and mission, through a strengthening of our reputation as to the unique opportunity at NMMI which recruits and enables qualified candidates to become exceptional leaders. 2019-2020 Goal Synopsis Report for Goal A 2019-2020 Rating: Met

Support/reasoning for the rating given: NMMI’s Vision and Mission are included in various forms which allow both external and internal constituents the opportunity to understand them. NMMI’s website plays a key role in not only communicating the overarching Vision and Mission of the school but also the various mission areas purpose in support of them. NMMI’s various printed materials also expose the reader to the school’s Vision and Mission. The reader is provided a greater understanding about the unique atmosphere and purpose of NMMI. Continuous review of the Vision and Mission by staff and faculty remind internal constituents of our role as well. Annual assessment of NMMI’s key Goals and objectives as well as initiatives and proposed actions assure the opportunity to enhance and further develop our communications scenario both internally and externally. Periodic communications meetings such as the open Staff-Call, Governing Board of Regents meetings, and committee meeting minutes assure that all staff members have a ready access to the various happenings around the post. Additionally, the President/Superintendent has hosted staff breakfasts, has a suggestion box as well as continued open communications opportunity for all staff members. NMMI promotes key periodicals and social media information which has many contributors for articles. The Dispatch and the Sally Port magazines are directed towards internal as well as external audiences. Additional external communications such as the President and the Director of Alumni Relations hosting a weekly call-in phone-conference which is open to all participants and involves various NMMI members to give updates and discussion of situations concerning NMMI. NMMI is readily involved in the State governance in various reports to the Legislature, New Mexico Higher Education department and is a member of the Independent Community Colleges of New Mexico. Staff represents NMMI within the local community through various outside organizations such as the Chamber of Commerce, Rotarians, commissions and committees, as well as religious and nonprofit organizations such as Leadership Roswell and the Walker Aviation Foundation.

NMMI is involved in the general education of what NMMI is and is not. Marketing studies have suggested a miss-conception of NMMI by many as a reform school, a military only option, or a school for rich kids. NMMI also has a strong reputation by many others for rigorous academics and military opportunities. NMMI is lauded by public officials and held to high standards by the public. NMMI spends significant resources discussing the unique learning atmosphere to legislators as well as our funding source, scholarships and diversity to include hosting a Legislative Reception each year. We promote the various opportunities to young people through a significant social media effort which includes hosting live events and cadets who place calls or communicate in other ways to candidates. NMMI cadets express why they chose NMMI or answer questions candidates might have. NMMI hosts these communication efforts in various languages and to specific audiences such as young women, military minded or athletes. We are using data-driven decisioning to determine who and where our customer might be and what issue they have that we might solve through surveys such as the Cadet Life Survey, exit interviews and parent surveys. None-the-less, NMMI bears a reputation by some who believe military schools are associated with reform, military only options, and schools for only the rich.

NMMI’s process for admissions which uses a matrix format, was reviewed, developed, vetted and approved by the governing board of regents as prescribed by the state constitution. NMMI does not have an open-enrollment admission policy and thus grades students against their ability to succeed as well as assesses student’s behavioral backgrounds. The rigors of our academic setting as well as the environment of the military discipline require a student to be narrowly focused and able to operate under a well-planned day. Significant effort and funds were placed into action with an understanding that many higher education institutions, particularly in New Mexico, were suffering from a degradation of student populations. In particular, our reliance on Academy and Prep students reduced by some 70% as well as our primary international Mexican population falling by approximately 30% brought clarity to our determination to affect changes in our population going forward. NMMI instituted, and 2019-2020 Goal Synopsis Report for Goal A continues to examine, several tuition incentives which are intended to attract the college-level students to include the Veteran’s in-state and Western University Exchange tuition program. These and other actions have resulted in a stabilization of our college population. NMMI will continue working on other incentives to mitigate the losses in our High School ranks as well. NMMI began an effort to refocus our international student recruiting and retention with the hiring of the Deputy Director of International Affairs in the 3rd quarter of 2017 which has shown to be on track for not only the recruitment of candidates, but also their success while at NMMI.

NMMI recognizes not all students who begin the process succeed to become such leaders, but the measure of each of the mission elements assure those who do, do possess such qualities as stated in the NMMI Mission. A subsequent measure of our success of developing leaders is reported by our National Military Academies, for example; not only in the academic work, but the leadership roles assumed at their institutions as well. The longer-term success stories by such individuals as Conrad Hilton or Roger Staubach also lend proof to NMMI’s success of developing successful, exceptional leaders in their particular field of expertise. The success or our student body is further discussed within the outcomes of Goals B and D. Specific Shortfall(s) for this objective: NMMI will continue to struggle against the societal perception of reform, single out-come or cost. NMMI will continue to seek various methods to not only assure the information is accurate, but distinct and not caught up in the clutter of all other information. NMMI will continue to work against the societal determination of a military school for wayward children or the understanding that all paths from the military school lead to service, while laudable only represent a small percentage of the history of the corps. NMMI will continue to seek financial options which allow those who have limited means to attend a school with a unique application of education and leadership. Strategy/Action Plan to address Shortfall(s): Continue to assess and make changes when necessary for internal communication processes. Assure our marketing and communication flow is aligned with our admission efforts. Focus our efforts regarding specific candidate markets, such as international through agency relationships and development of other non-traditional markets. Continue to develop the initiative and effort around international student success missions Review the opportunity for any initiatives in the area of retention understanding it to be easier to keep a student, than to recruit and cultivate a new student.

Goal B Enhance and sustain the currency and relevance of the institution’s learning outcomes while emphasizing course transferability. - Strategic Direction: Maintain and develop organizations and processes to ensure the purpose, content, pedagogy, and institutional learning outcomes in order to meet the challenges and educational needs of the nation and those who will become its leaders. 2019-2020 Goal Synopsis Report for Goal B 2019-2020 Rating: Met

Support/reasoning for the rating given: Academically, the 2019-2020 school year can be best characterized in Dicken’s terms as it was the best of times; it was the worst of times. The year can be characterized as a ‘tale of two semesters”. In the fall semester, major advances in learning were taken but were negatively impacted in the spring semester by the Covid 19 pandemic. The result was that the State directed all students who, at the time, were beginning Spring Break not to return. On the other hand, the clear highlight of the year was the very positive Accreditation Report. Also recognition is appropriate for exceptional efforts undertaken by the faculty and staff to address the Covid 19 challenge, which would enable the school to open in the fall of the new academic year 2020-2021 with primarily in-place teaching. This conclusion was reflected by the Accreditation Report, which included the 2019-2020 academic year (the last of the ten-year comprehensive review). It also required NMMI to explain its response to the pandemic during the then-current year of 2019-2020. For this reason the evaluation of Goal B is an overall “Met” even though there were three Mets, three with reservations and no “Not Met.” Therefore, the Overall Rating was “Met”. Objective B1: Use available resources to provide the necessary academic technology and support to enhance effective teaching and learning. This was the fourth year that NMMI’s educational technology effort focused on the Canvas Learning Management System. The decrease in the number of courses not using aspects of Canvas offers evidence that Canvas is being used effectively. There continues to be timely responses to resolving technical glitches as well, and computer orientation for new cadets is a major part for the Academic Academy at the beginning of the semester. The position of the Educational Technologies was open for five months but was filled by an individual continues to enhance the relationship and cooperation between the two departments. Covid 19 prevented NMMI from doing the Faculty/Staff Climate Survey, which is used to evaluate this objective. However, other evidence indicated technology was effectively supporting the learning process. The Objective Leader rated this objective as “Met”. Objective B2: Use available resources to provide and maintain a clearly-defined and comprehensive student learning assessment system and demonstrate a commitment to improvement of student learning. NMMI has a unique integrated three-fold process to assess learning: 1) assess the level of individual student learning through the effort of their instructors, 2) an Assessment Task Force that focuses on how well the Tier Two outcomes that link directly to the mission statement are being met, and 3) at the department level, assess the Tier 3 outcomes, which relate to course effectiveness. Covid 19 did impact this process and the shortfalls listed last year were not addressed, but will be undertaken in the upcoming academic year. As the Accreditation Report noted, “current efforts have focused on the academic outcomes, but NMMI plans to work on the other critical institutional outcomes of Leadership and Physical Well Being. Based on comments from the HLC review in 2011, confirmed again in interviews during the recent accreditation visit, NMMI has made significant strides in designing and implementing a robust assessment process. The Objective Leader rated this objective as Emerging- Progressing Well. Objective B3: Sustain and grow relevant, challenging, transferrable and innovative curricula for high school and junior college students. The 2019-2020 academic year saw continued enhancements and changes of NMMI curriculum and course offerings. These included Forensic Biology, Plant Biology, a new English enrichment course, a new course on English language and American culture that became part of a new spring semester enrichment program, and a course in fluid mechanics. Unfortunately, with the onset of Covid 19 and the resulting adjustments to the way learning would be accomplished, a number of adjustments were made to include the academic Plan of the Day, deliver of instruction for teachers and professors and a total system of delivery online. Because neither our instructors nor students were familiar with online delivery, there was a notable drop in the performance during the second part of the spring 2019-2020 school year. As a result, the Dean received approval from the Board of Regents to waive certain 2019-2020 Goal Synopsis Report for Goal B graduation requirements. These included permitting cadets to drop a course through the end of final exams, no suspensions for the semester, student who were passing all courses at mid-semester but ended up failing the second half could opt to withdraw or substitute the F with a P. The result was more representative end of semester GPAs reducing the impact of Covid 19 changes on teaching. Despite the impact of the pandemic, commenting on the status of teaching and learning at NMMI, the HLC wrote “Evidence gathered at meetings during the visit support the mission of NMMI as a secondary and post-secondary learning institution that prepares its graduates to lead in a global society through completion of AA/AS degrees. NMMI achieves this goal through curriculum development.” The Objective Leader rated this objective as “Met.” Objective B4: Cultivate Relationships with other learning institutions During this academic year, NMMI continued to maintain contacts with a number of academic institutions. It annually reviews the existing sixteen 2+2 articulation gateway agreements and continually encouraging new ones. One example is the effort to expand our flying program beyond just ground school and explore our association with the Intelligence Community Center for Academic Excellence through the University of New Mexico. Similarly, we engage the International Law Enforcement Academy (ILEA) and the Association of Military Colleges and Schools of the United States. This year the NMMI Chief Academic Officer/Dean chaired the Alliance of Two Year Colleges Academic Leaders of the Western Interstate Commission of Higher Education (WICHE). Unfortunately, Covid 19 forced cancellation of the annual conference to be held in Albuquerque in April 2020. NMMI continues to sponsor two college fairs for the southwest region. The Objective Leader rated this objective as “Met.” Objective B5: Use available resources to provide a proactive, relevant and innovative academic support services NMMI continued the panoply of services to support student learning. They begin with the Academic Academy at the beginning of the semester and continue with regular, mandatory and guided night study halls, daily advising, the Academy Prep Fast Track, the student Assistance Center (SAC) seminars and the Early Warning System. For the last half of the spring semester, Covid 19 restricted many of these efforts since all cadets were working at home. However, the Toles Learning Resource Center did develop online assistance programs. One of the most effective was Tutor.com, which was implemented at the beginning of the current semester. It has been getting wide use on a variety of subjects. The HLC found that “NMMI has a well-developed student support system that considers skill levels and financial context and spans the entire student experience.” Nevertheless, improvement is noted with respect to data collection and reporting, particularly with respect to the Early Warning System. The Objective Leader rated this objective as “Emerging-Progressing Well.” Objective B6: Establish and Maintain programs that support global learning The International Center and the position of Director of International Affairs were created in 2018 to meet the NMMI mission and vision goal and objectives. During the past year the Center has participated in numerous recruiting events. These events have been productive since we have seen an increase in the number of countries represented. The number has been constant at around 200. However, in 2020, the pandemic resulted in boarder and Embassies/Consulate closures which impacted the number of international students. According to the 2020 Corps Profile, there were 151 international students at NMMI and the number of countries only increased by one to 29. At the same time, we continue to develop international agreements with various international organizations. To date, we have agreements with three states Mexico: Sonora, Sinaloa, and Coahuila and are working on an arrangement with at least one school in Brazil and one in the nation of Georgia and in Argentina. Covid 19 has impacted efforts to establish visits to proceed with formalizing these efforts. The bottom line is that the pandemic has impacted our ability to expand our efforts and results directly in the rating below of “Emerging-Progressing Well”. Nevertheless, the 2019/2020 year did see the launching of the first-ever NMMI Study Abroad Program. One high school student spend her fall 2019-2020 semester in Brazil, and a student from Brazil spent the spring semester at NMMI until the pandemic forced the school to dismiss all the students beginning with that year’s spring break. All other summer broad programs were cancelled. The Objective Leader rated this objective as “Emerging-Progressing Well." 2019-2020 Goal Synopsis Report for Goal B Specific Shortfall(s) for this objective: The prinicple shortcoming for this goal comes from the impact of the pandemic, which directly impacted the organization and process of the NMMI learning model. Strategy/Action Plan to address Shortfall(s): The strategy that we utilized to meet the Covid 19 challenges resulted in modifications of our pedagogy to better provide distance delivery of learning. This effort was enhanced by a training program conducted by ENMU Roswell Distance Education Office for our faculty. Other measures are identified in the strategy action section of the different objectives that make up this goal and in some cases have been implemented during the first half of 2020-2021.

Goal C Optimize resource management - Strategic Direction: Ensure efficient and effective management of, and accountability for, all resources available to NMMI in support of academic, leadership, and physical performance programs. 2019-2020 Goal Synopsis Report for Goal C 2019-2020 Rating: Exceeded

Support/reasoning for the rating given: NMMI is committed to optimizing the available resources, in a very strategic way, to ensure that the educational purpose and direction of the school is indeed met and will be sustained in the many years to come. NMMI has been in existence for over 125 years of which its primary mission is to educate and train young men and women in a military setting. The continued attainment of this goal, year after year, is very evident in the constant renovation of the buildings, the continual improvement of the technological infrastructure and accessibility to state-of-the art equipment for students, the focus on providing superb student support services, and the overarching commitment to provide an outstanding workplace, extraordinary benefits and significant opportunity for professional development to all employees across the board. The strategic process ensures that resources are leveraged and allocated to fulfill the objectives which collaboratively when implemented result in providing successful support to the primary mission of academic, leadership and physical fitness. Each of the objectives in “C” provide the basis for a clear plan and guide for allocating and leveraging funds in support of the purpose and direction of the mission. Meeting those objectives demonstrates the following components: 1. NMMI maintains sound Fiscal Policies which ensures that a budgeting process, financial reporting, adequate reserves and debt management are in place to provide an informed assessment of resources available. 2. The Facilities Master Plan provides a list of highest capital and infrastructure needs which strategically support the educational and student life needs. 3. The development of outreach with stakeholders enables the school to obtain greater leverage of external resources. 4. NMMI provides network, student information systems, telephone system and instructional technologies and equipment throughout the campus in a prioritized order to support the teaching, learning and operational needs. 5. Safety and personal well-being of cadets, faculty and staff is always paramount to many initiatives including but not limited to a fully staffed on-campus police department, security cameras, lighting and fire alarm systems and a 24/7 health care facility. 6. NMMI consistently maintains processes to ensure faculty and staff are recruited and retained. NMMI has been effective in optimizing and allocating the resources to support the primary core mission of academic, leadership and physical performance programs. In the past, the Staff/Faculty and the Parent/Guardian climate survey both indicated such results but due to the COVID-19 pandemic the climate surveys were not attainable. Specific Shortfall(s) for this objective: None noted Strategy/Action Plan to address Shortfall(s): None Noted

Goal D Cultivate leadership and character development - Strategic Direction: Provide diverse learning opportunities that encourage cadets to become successful citizens of character capable of providing sound ethical leadership in challenging global environments. 2019-2020 Goal Synopsis Report for Goal D 2019-2020 Rating: Met

Support/reasoning for the rating given: Although all four objectives were rated as met, objectvies D1 and D2 have been severly challenged by environmental, as well as operational, requirements specific to the COVID-19 pandemic. Although resources were somewhat limited by the onset of the pandemic, the commandant's staff performed well in satisfying objectives D3 and D4.

Objective 1 - Although challenged to recruit and retain quality personnel to serve as TLAs, retention rates remained constant with last year's data. Moreover, the staff performed well and was formally recognized for their service to the Corps during a difficult and stressful year. While TLAs/SLAs face the challenges outlined in last year's report, initiatives are being realized to enhance cadre recruitment and retention (see paragraph 3). Objective 2 - On many fronts, the Corps of Cadets performed well under tough conditions. Prior to the onset of the the COVID-19 pandemic, cadets appeared to have much more presence and focus specifc to organizational duties and responsibilities. As the pandemic continued, operational requirements often necessitated a more unilateral than collective approach to cadet development. Given the conditions, such a unilateral focus is totally understandable, but somewhat diminished the military presence/influence of many of the cadet leaders. For example, much of the collective and experiential training could not be completed. Nevertheless, statistics specifc to cadet compartment, honor violations, and issues of a moral or ethical consequence remained on par with previous years. Specific Shortfall(s) for this objective: Objective 1 - Shortfalls for objective 1 are centered on retention; however, all 15 troops are currently assigned a TLA. The key is now to formulate a strategy to retain quality personnel (addressed in paragraph 3). Objective 2 - During the latter half of the year, all training specifc to team, troop, and squadron training was modified due to the COVID-19 Pandemic. Modification to such training decreased the overall effectiveness of the Corps, and as noted above, challenged organizational effectiveness. Objectvie 3 is not addressed in this portion of the synopsis. Objective 4 - This objective coincides with many of the initiatives outlined in objective 2. Strategy/Action Plan to address Shortfall(s): Objective 1 - The composition (organizational structure) of the Corps of Cadets will be reduced from 15 to 12 troops. Currently, SLAs serve in a dual role as both a TLA and a SLA. The modification to 12 troops will provide the SLAs with the flexibility to not only satisfy, but more aggressively train, mentor, and support TLAs in the performance of their duties. Additionally, no later than the fall of 2021, the SLA/TLA duty roster will be modifed to promote quality of life initiatives within the office of the commandant. The proposed modifications includes the frequency of scheduling personnel on weekends and holiday, as well as a review of additional support/duty requirements. Objective 2 - To reinforce programs pertaining to cadet leadership and character building, a compreshensive approch to unify various departments and organizations to advance cadet leader development will be initiated by the office of the commandant. This will be accomplished through a "back to basics" approach concerning all aspects of leadership and followership. Military bearing, drill and ceremonies, and strict adherence to uniform and grooming standards, as well as an appreciaton for inititaves which promote teambuilding and challenge one's moral and ethical decisonmaking will be addressed. Members of the Commandant's Office, primarily TLAs and SLAs, as well as the Director of the Daniels Leadership Center, will provide the foundational support to advance leader development. Troop Training Time will serve as a primary resource to facilitate the enforcement of cadet standards, both individual and collective. Finally, all training will be evaluated IAW specific learning outcomes. Objective 3 - As part of the Institute's 2020 -2030 Strategic Plan, new and innovative strategies to enhance cadet opportunites, both internal and external to the Roswell community, will be explored. Objective 4 - As part of cadet leader development, a training concept to promote sound judgment and advance moral and ethical decisionmaking will be presented to the President in the upcoming year. 2019-2020 Goal Synopsis Report for Goal E Goal E Train, Motivate, and Provide Opportunities for Cadets to Develop and Sustain Personal Health, Wellness, and Physical Activity - Strategic Direction: Use available resources to provide opportunities for the training, development, and maintenance of performance-based and lifetime physical fitness in conjunction with overall health and 2019-2020 Goal Synopsis Report for Goal E 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: There were a number of setbacks in properly evaluating and meeting the objectives within goal E. On Objective E1., "Use available resources to provide tools, training, and relevant technologies to develop lifetime health & wellness," is reported as “emerging, indeterminate but much more needs to be done” It was noted that faculty an cadets have access to the Godfrey Athletic Center for their physical fitness needs. Previous GAC surveys have shown a consistent overall approval of the center, however due to the campus shutdown forced by the Covid 19 pandemic the survey was not administered. The plan had been to include a broader constituency in the GAC survey. There The GAC did have upgrades in equipment two years ago, however there is a strong desire to integrate more technology into the modalities available at the center. This year’s assessment of E1 creates a convergence between information that is more part of the “Assessment” process and not specific to the “Assurance” process. While the arguments presented are valid, they fail to account for the fact that the MCO process lags behind the assurance process by about one fiscal year. The GAC survey is an important source for information about the resources and utilization of the center, inability to administer the survey, leaves us with old and limited information. It also exposes a potential weakens that exists by administering the survey only once a year. Objective E. 2 "Present opportunities to establish and achieve measurable lifelong fitness. NMMI is currently emerging/indeterminate with much more to be done For SY 19-20, there were a number of setbacks which prevented the objective being met. The Covid 19 pandemic shutdown prevented the administration of the spring testing that is used as the basis for the Corps PT improvement score. Additionally changes in personnel created a circumstance where the available data was not properly maintained. While this would not have given a true improvement score, an estimated score might have been possible if we had maintained the data in proper fashion. Academy prep students take the CFA, or the test indicated by their specific academy, at present this data is not part of what is submitted for evaluation in this report. The best NMMI physical fitness data for SY 19-20 is from the ROTC department, their Spring 2020 APFT testing results indicated included 15 passing the test and 27 failing, by their third test they reported 35 passing and 8 failing. In addition, ROTC has also acquired the necessary equipment to train and test the ACFT (Army Combat Fitness Test), which is being prepared by the United States Army as their new Standard PT test. Inter-Collegiate athletes are not included in Corps PT testing each athletic team is given individualized sport-specific physical training. The major shortfall Specified in the previous year was communication and an incomplete of understanding of the physical fitness NMMI mission this was addressed. During 19-20 staffing changes, along with improper data retention led to our inability to obtain a modified estimate of the Corps’ improvement score. Eventually the shutdown as a result of the pandemic made it impossible to overcome this problem. In spite of this, by utilizing data from 2018 we can estimate that the Corps was on track to demonstrate a positive improvement score. For E.3 The Cadet life survey continues to indicate that there is overall satisfaction on the part of cadets with our current sport offerings. The Covid19 pandemic altered our spring sports season and led to an inability to completely quantify overall team performances. Specific Shortfall(s) for this objective: For E.1 the GAC survey was not administered for the SY due to the Covid 19 shutdown. It is important to obtain as many cadet responses as possible in order to ensure that the needs of our cadets are known. For objective E.2, The overall Corps improvement score was not able to be calculated. Prep academy specific or CFA testing scores are not yet a part of this report. No shortfalls were identified for E.3, However there are indications that we should review and possibly reallocate the stated benchmarks Strategy/Action Plan to address Shortfall(s): For objective E.1 The GAC should be administered more than once per year, and should ensure participation from as many constituencies as possible. Training regarding the differences between the Assessment and Assurance process is necessary for those who participate in both. While the NMMI 2019-2020 Goal Synopsis Report for Goal E physical fitness mission and the academic health and physical education courses are inextricably linked in many ways, it is important that these are evaluated in their correct context. A concerted effort to obtain more technological capabilities for physical fitness will be made. For objective E.2 We must strongly prioritize centralized data entry and retention. While this would not have solved the larger problem created by the pandemic shutdown, it might have given an acceptable estimate of the improvement score. The instructor of the Prep PT class will coordiante with the Prep advisor so that scores for CFA or other assessment scores are entered and made part of the process. E.3 A review and possible reallocation of the present benchmarks will take place in early spring 21. 2019-2020 Objective Synopsis Report for Objective A.1 Goal A Advance NMMI's Vision and Mission - Strategic Direction: Assure internal and external communication systems which advance NMMI’s vision and mission, through a strengthening of our reputation as to the unique opportunity at NMMI which recruits and enables qualified candidates to become exceptional leaders.

Objective: A.1 Assure internal communications which advance NMMI’s vision and mission

2019-2020 Rating: Met

Support/reasoning for the rating given: We identified a shortall last year as the NMMI website lacking accessibility. This issue has been addressed by making various changes after consultation with several outside entities, including Walch Media. We have cleaned up a variety of webpages including the Home section, About section, and Admissions section. We have made the pages more user-friendly, and started adding alternative text to images to help improve accessibilty for the visually impaired. In addition to addressing the last accountability year's shortfall, we also continued to progress in the internal communications that were already successful. We continued to have meetings on a departmental level, as well as an organizational level (Staff Call). We continued to push out publications such as: Dispatches, newsletters (Alumni), and blog posts (NMMI Post). We have continued to update our calendars (Master Calendar, plan of the day, training schedule). We have pushed out surveys to faculty, staff, cadets, and parents. A new way we improved internal communication was via zoom calls. Lastly, we have continued to push out material with our vision and mission statements to people on campus. Specific Shortfall(s) for this objective: A shortfall for this accountability year would be in how we promote our marketing material and multimedia in an online setting. The pandemic made it very clear that our digital marketing needed to be improved, and we needed a clearer and more consistent way to ensure all faculty/staff members have the ability to locate our multimedia from wherever they are located. Strategy/Action Plan to address Shortfall(s): We have already begun work on this, but our plan is to look into some type of cloud-based storage system that would allow us to house all of our recruiting material and multimedia. We currently use a shared drive on campus, a Flickr webpage, and occasionally Dropbox. The issue with this is items are scattered everywhere, and certain items are unaccessible from off-campus. 2019-2020 Objective Synopsis Report for Objective A.2 2019-2020 Rating: Met

Support/reasoning for the rating given: 2019-2020 ASSURANCE DATABASE July 1, 2019 – June 30, 2020

For this database, external communication is being defined as all positive and purposeful activities, announcements and advertisements which promote NMMI and create awareness. There are dozens of examples of how NMMI advances the vision and mission in the local community, across our state and globally. I have categorized them as follows: On-Campus, Off-Campus, Media and Charitable. Here is a brief, but not exhaustive, list of external communications for 2019-2020.

On-Campus NMMI hosted several events in 2019 from annual events such as sports, Homecoming, JROTC drill meet, winter concert, etc., to events for recruiting such as Open House and campus tours before the COVID-19 lockdown occurred in March 2020. The Institute strives to cultivate established relationships with our alumni by continuing events such as the Alumni Motorcycle Ride, Annual Trail Ride and the General’s Cup and to develop new relationships with family events as well.

During the summer of 2019, NMMI hosted events like the 3rd Annual Alumni Motorcycle Rally, the JLC camp for middle school youth and the JROTC camp, bringing in hundreds of people of all ages. Alumni Relations held the three day motorcycle rally in June 2019 with 25 riders. JROTC’s annual JCLC camp, June 3rd to June 7th, had 150 participants from over 12 schools and awarded four attendees a $500 scholarship to the Institute!

During fall 2019, NMMI Athletics promoted the Institute with our high school and junior college programs and facilities. The Godfrey Athletic Center (GAC), Cahoon Armory, the NMMI Baseball field and the football/soccer fields hosted athletic events until the lockdowns forced schools to online learning in March 2020. The 2019 Bronco football team returned to play at Roswell’s Wool Bowl, which last saw Bronco football action in 1980. The GAC is usually open to the public but due to the campus closures, the GAC remained closed as of June 30, 2020. The General’s Cup in September 2019 had 72 teams and earned over $50,000 for cadet scholarship funds. The JROTC program held their annual Drill Meet on November 1st and 2nd with 388 participants from 14 NM and TX schools. Other departments also held activities for the community. NMMI Choir hosted a workshop for local high schools with the Army’s Soldiers Chorus in October and select band and choir cadets had the opportunity to perform with the U.S. Field Band and Soldiers’ Chorus in Pearson Auditorium. The NMMI Band and Choir performed the Holiday Concert in December with dozens of locals enjoying the free concert. Other events include the team building activities held at the Yates Leadership Challenge Complex for the MESA clubs around New Mexico.

Homecoming is one of the more traditional events held on the NMMI campus and many alumni make the trip back to share memories on Old Post. The 2019 Homecoming was particularly special as it celebrated the 40 year anniversary when the first female graduated from NMMI’s junior college and had over 550 attendees. Other events hosted by Alumni Relations are the ring and legacy dinners.

Off-Campus The Institute is also furthering the vision and mission with events across town, in different cities, states and countries. A vital component to sustain NMMI is maintaining enrollment numbers. This is achieved by the efforts of the Admissions Department and International Center, along with the smaller departments that support specialized candidates, such as the Academy Prep and Early Commissioning Program. Multiple NMMI departments host events in schools, offices, restaurants or even in the 2019-2020 Objective Synopsis Report for Objective A.2 homes of alumni with the goal of recruiting new cadets or networking. NMMI admission recruiters attend school fairs, work with international agents and build/maintain other relationships with schools to build applicant pipelines and meet the necessary numbers to keep NMMI going strong.

In a normal year, most of these events would be ongoing for both semesters, but many events were cancelled due to the global lockdowns. Before the pandemic, Alumni Relations held their 30th Annual Trail Ride, June 11 to June 15th, and hosted over 200 riders. They held three After Hours events which had over 20 attendees for each event.

Outside of recruiting events are other occasions where NMMI promotes itself as a reputable learning institution and a global military school for leadership development. The NMMI Band and Choir travel and perform for audiences all over the US. In September, the Band participated in the the State Fair Parade in Albuquerque, winning first prize, and the Aspen Fest Parade in Ruidoso in October. The NMMI Choir participated in the Sierra Blanca Honors Choir in Ruidoso, sang for the NMMI Alumni Association at 2019 Homecoming, performed at the Veteran’s Day Service at the United Methodist Church, performed for the NMMI Veteran’s Day Breakfast and sang as part of the combined Christmas service in the NMMI Chapel. The NMMI Concert Choir and Regimental Band participated in the Military School Band and Choir Festival at Randolph-Macon Academy in February 2019. Unfortunately, their spring tour and performances were cancelled after that.

Last year, the Math and Science department hosted four “Science Nights” at area elementary schools. For an hour and half, NMMI cadets volunteered to teach small groups of neighborhood kids the wonders of science with hands-on and fun lessons. It’s important to understand that each time NMMI cadets perform or lead a group, they are living advertisements for NMMI’s program.

Media NMMI Marketing continues to refine the webpage with cosmetic changes designed to remain relevant and fresh for prospective students and parents. There was an update to the look of the page incorporating more video footage and embedding active links to social media sites. Ongoing work on the website to remove unused pages and dead ends continues.

As for videos, the NMMI Marketing department created videos for their YouTube channel, including annual videos such as the matriculation video, 21 Day Ceremony video, cadet interview, two Christmas videos and nine videos during the COVID-19 lockdown. One of the two notable videos created in 2019- 2020 is the “Dear NMMI Class of 2020” which was written by a cadet and used Zoom to record other cadets share what they missed due to early campus closure, one participant recorded from Vietnam. Another first was the 2020 Commencement video which was created to honor the graduates and featured the speeches from both salutatorians and valedictorians.

A new photo account, Flickr, was created to share images and provide an organized layout for families to easily find favorite photos. All social media accounts saw a growth in views, shares, retweets and engagement. The Parent’s Club is also a valuable asset in creating new content and sharing it online via their Facebook page and among each parents. NMMI continues to lean on Walch Media to assist with Search Engine Marketing and social media advertising. NMMI demonstrated positive growth in each metric, from search engine optimization (SEO) to social media growth.

As for printed media, NMMI Marketing reached out to the Roswell Daily Record and kept them aware of events that showed NMMI in a positive light, ex. the Science Night events, and other learning events by NMMI Faculty. NMMI also pursued advertisements in the local paper and surrounding newspapers for Open House, Nights with NMMI and JLC Camps. The marketing department created brochures including a new viewbook for Admissions, multiple recruiting flyers and other graphic work. The Dispatches continued its’ quarterly distribution but did not create any Dispatches for May and July due to COVID-19. Other print media is the Sally Port magazine, which is printed twice a year. 2019-2020 Objective Synopsis Report for Objective A.2

There are also department generated emails that keep interested parties in the know. They include two monthly emails, the Parent E-News that is sent out by the Commandant’s staff and the Alumni E- Newsletter.

Charitable Events Finally, NMMI is involved in giving back to the community, a great testimony to the Duty, Honor and Achievement code. In October 2019, the athletic program held their third annual Cadets for a Cure campaign and were able to present a check of $5,625.78 to the Chaves County Cancer Fund. That was the largest check presented since starting the campaign. NMMI employees also participate in food drives, clothing drives and the Angel Tree program for the Roswell CASA kids. Specific Shortfall(s) for this objective: NMMI continued to improve their image as not being a reform school but private school attendance is down nationwide, especially among the military schools. Culture change is moving away from the conservative approach to education with technology and social influencers playing a large part in what the youth deem important. With the younger generation becoming more addicted to their phones, they are becoming swayed by social media influencers posting pictures on Instagram or videos of kids playing games. It’s becoming difficult to show the value in the benefits that an NMMI education offers. Although NMMI is not a walk in the park with its rigorous academics, a schedule that demands time management, a lifestyle that instills discipline and a learning model that incorporates daily physical activity, the cadets that do well go on to build successful careers. Strategy/Action Plan to address Shortfall(s): Marketing department came up with a “Beyond” campaign back in 2018 and due to the changes in Admissions staff, we were unable to incorporate it. Since then, Rodney and Jeremy look to present a uniform plan that demonstrates the benefits of attending the Institute. NMMI provides more than an education, they teach leadership. It’s not only a military school for those who wish to go into the service, but it’s a place that instills the discipline needed to be successful. As mentioned in the 2018 database report, Rodney is working on starting a “club” for cadets who wish to be involved in creative videos and are willing to make time to participate in the filming of the videos. Finding cadets willing to be on camera and having time remains the #1 challenge in developing content of a higher quality than just the normal interview. 2019-2020 Objective Synopsis Report for Objective A.3 2019-2020 Rating: Met

Support/reasoning for the rating given: I believe this objective was meant to be moved to Kris Ward, so it appears as though data from 2019- 2020 is missing. The Admission team worked hard to build a strong class for the fall of 2020. While the year presented incredible challenges, the number of new cadets represented a strong effort on the part of the Office of Admission. Coupled with retention efforts in the fall, the ending enrollment in December of 2020 was 746, which even given the circumstances of COVID-19, was not the lowest midterm enrollment in the last thirty years. The amount of work by the faculty and staff this year in particular is commendable. Specific Shortfall(s) for this objective: This has been a very busy year. One area that is an important part of reporting to the Board is the Annual Report on Adherence to the Admission SOP. This has not been uploaded at this point, but likely will be in the future. Again, with all the challenges of this year, this objective has to be viewed in light of the circumstances. Strategy/Action Plan to address Shortfall(s): This objective should likely be split to recognize not only the admission piece, which this objective does, but the important role retention plays. I would suggest that this objective should be moved to Kris Ward and Cristhina Starke for completion in future and two new pieces be added: Academic Retention with the Objective Leader the Associate Dean of Cadet Academic Services and Disciplinary retention with the objective leader the Commandant or his designee. 2019-2020 Objective Synopsis Report for Objective A.4 2019-2020 Rating: Met

Support/reasoning for the rating given: Promoting NMMI's reputation of being a unique opportunity to qualified candidates is exhibited and adhered to by a series of communications plans that are sent via email to prospective students. These campaigns allow prospective students and families a chance to view all aspects of cadet life, as well as the academics provided by NMMI. A series of monthly emails ranging from welcome emails with customizable viewbooks, testimonies from former cadets and Alumni and information regarding campus visits/open houses offered by NMMI. These communication plans allow families and parents to have a hollistic view of the school that also provides apporpriate and adequate information to all resources. Since COVID-19 we have also offered virtual campus tours and Zoom meetings with Admission Counselors. This gives families another option to see what NMMI has to offer. 2018-2019 shortfalls have been addressed and we are now working with Walch and the NMMI Marketing team on a weekly basis to create bi-monthly email campaigns that will go out to all prospects, inquiries, and applicants that are current in the CRM. Specific Shortfall(s) for this objective: Due to travel bans and restrictions Admissions was unable to recruit on the road this year and get face to face with any prospective students. Strategy/Action Plan to address Shortfall(s): Admissions has and will continue to attend any college or high school fairs that are offered virtually. Zoom meeting options will also be avaiable for any interested student or family. Name buys will continue and can be increased if needed.

Use available resources to provide the necessary academic technology and support to enhance effective teaching and learning 2019-2020 Objective Synopsis Report for Objective B.1 2019-2020 Rating: Met

Support/reasoning for the rating given: Canvas is the learning management system being used at NMMI. During the 2016-2017 Academic year a new policy was put into place that required all High School courses to use Canvas for the gradebook. This is the fourth year of this policy and based on the number of courses being used in Canvas this is going well. During the Fall 2019 semester 6 High School and 15 Junior College Canvas Courses were not used. During the Spring 2020 semester 2 High School and 6 Junior College Canvas Courses were not used. This shows that a high percentage of High School Faculty are using Canvas for at least the gradebook. This also shows that even though it is not mandatory for Junior College, most Junior College faculty are using Canvas as well. Training and support are being provided to Faculty to assist with setting up courses in Canvas and the gradebook at the beginning of each semester. All communications from Canvas regarding service interruptions, the processing of issues and any production updates are reviewed and summarized before being sent out to Faculty. All communications are relayed to Faculty within one business day. Assistance is being provided to Faculty for any problems that occur within Canvas and initial response occurs within two business days. During the 2019-2020 Academic year 25 Canvas support requests were supported. There were116 Canvas support requests received the previous year but the position of Academic Technologist wasn’t filled until January 27, 2020. Each semester step-by-step instructions are sent out to assist Faculty in pulling midterm and final grades from Canvas to Self-Service. Computer orientation training is being provided each semester to any new cadets in Academic Academy. This training includes how to navigate and use the school issued leased laptop, register on the network, set a device password, and connect their NMMI account to their school issued laptop. It also covers the NMMI resources available to them through the intranet which include Canvas, Self-Service, Cadet Record Review, Office 365, and how to get help for technology problems. Assistance and support are also being provided to the Computer Concepts teacher when requested. This involved assisting students in the lab with projects and research. All the necessary support for multi-media, software, hardware, and educational technologies is being provided in a timely manner. No Faculty and Staff survey was conducted in 2019-2020 because of the Covid-19 shutdown. Based on the evidence provided the objective of using the available resources to provide the necessary academic technology and support to enhance effective teaching and learning is being met. Specific Shortfall(s) for this objective: Due to the position being vacant for five months, service to the faculty was negatively impacted. In addition having to abuptly leave in March also negatively impacted services. Strategy/Action Plan to address Shortfall(s): The plan is to separate the technology section of academic academy into two sections. This will allow for one section to be devoted to Canvas training and the other to be devoted to the other technology aspects. 2019-2020 Objective Synopsis Report for Objective B.2 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: • Assessment process for teachers - Each semester instructors are required to participate in the assessment process by assessing a pedagogical process that could improve student learning in their classroom. They are also asked to use Canvas to collect individual student learning data that connects to the NMMI Tier Two Student Learning Outcomes. The document entitled “Assessment of Student Learning Process and Plan” outlines the entire process. • The Assessment Task Force will be looking at the Tier Two Outcomes each year. The document entitled “Assessment Task Force Process and Plan” outlines the entire process. The document entitled “Assessment Taskforce Evaluation of Tier 1 and Tier 2 Outcomes” reflects the annual evaluation. • Department process of looking at Tier Three Outcomes – Annually, instructors participate in department meetings, during which the data collected over previous years in Canvas is evaluated to determine the extent to which the department has met the Tier Three Student Learning Outcomes. The entire process has not been documented. However it will be for next year. Tier Three Outcomes and Rubrics are recorded in the document “Rubrics for Tier 3 Outcomes” • The Assessment Database is maintained on a yearly basis by both debugging and supporting the improved assessment process. The document “Assessment Database Maintenance Log” recorded the changes and updates made to the database. Maintenance of this database requires considerable time and effort. • Updating rubrics - When rubrics are updated, the update process and new rubrics are recorded in the document “Rubrics for Tier 2 Outcomes”. The “Leading Others” rubric was updated this year. The new name is “Leading and Working with Others” and includes two additional criterion “Collaboration” and “Intellectual Resource Allocation”. Both criterion were added to Canvas. • Trainings – Individualized work sessions are offered at the beginning and end of the semester and deal with setting up the assessment process for their class and using Canvas. The ones offered at the end of the semester are for finalizing their assessment process for their class. • Instructor participation in the Assessment process – From the document “Institutional Participation in Assessment of Student Learning” Written Assessments: Fall 2019- 57.14% ; Spring 2020- 73.42% participated. Course Reviews: Fall 2019- 42.31% ; Spring 2020- 61.96% participated. Canvas Outcome Entries: Fall 2019- 47.95% ; Spring 2020- 70.89% participated. Spring 2020 "Completed Lists" were sent out to let people know if they finished the 3 assessment tasks. This seemed to increase participation. • Department Assessments of Tier Three Outcomes (student improvement over time) were not done for 019-2020 due to the revision of the assessment process, the data should be available for Departments Spring 2021. However, the results of the Course Critiques done each semester are used by departments to evaluate individual instructor performance and course improvement. • Standardized Test Results Evaluations- Currently, standardized test results are being reviewed by advisors as they pertain to individual student progress. The SAC advisors would like to create an annual process in which they can meet with departments to discuss specific areas of instruction that would improve student standardized testing scores. Specific Shortfall(s) for this objective: Due to time constarints because of the HLC accreditation and the stresses and restrictions of Covid-19 the Assessment Task Force was not able to look at the Tier Two Outcomes this year. Also none of the indicated shortfalls listed last year were addressed so they will be repeated here:

Tier Three Learning Outcomes are not available in Canvas.

Departments need Student Learning Outcome reports for their department outcomes.

There is no document process for the department outcome analysis. 2019-2020 Objective Synopsis Report for Objective B.2

The SAC advisors would like to create an annual process in which they can meet with departments to discuss specific areas of instruction that would improve student standardized testing scores.

Participation scores from instructors should be higher than they are currently.

The process for tying assessments from the classroom, course, department and division levels to the budget process need to be clarified with the department and division heads, so that when the department and division reviews are completed the outlined needs are addressed and submitted through MCO and other budget sources. Strategy/Action Plan to address Shortfall(s): Attach all Department Outcomes to Canvas.

Create and distribute department learning outcomes reports even if the departments have not completed the requested outcome connections. Also create a document outlining the process departments should follow to analyze the department reports.

There is no formal process for evaluating standardized testing at the Institutional level.

Have the Assessment Task Force come up with a plan to increase instructor participation in assessment of student learning. This should include sending out a Canvas rubric due date so instructors do no miss the oportunity to score students on rubrics due to the Canvas course closing.

Clarify the process of department and division reviews with the department heads and ADs, emphasizing the fact that the assessment of student learning process must tie into the budget process. 2019-2020 Objective Synopsis Report for Objective B.3 2019-2020 Rating: Met

Support/reasoning for the rating given: Matters addressing curricula for any credit bearing course of instruction at NMMI are brought to the Curriculum and Standards Committee (C&S). C&S committee is a sub-committee of the Faculty Senate. The C&S committee is a standing committee composed of the Vice Dean (Chair), the five Associate Deans, the President of the Faculty Senate, and the Director of the Student Assistant Center. The committee generally meets two times per month. When faculty, students or parents express concerns, when changes are suggested to meet specific requirements, when courses need to be adjusted for any reason, the first stop is Curriculum and Standards Committee. Courses are continually reviewed by faculty members and Associate Deans for relevance as it relates to gaining necessary skills needed at the next academic level. Instructors at all grade levels cooperate and share information regarding student progress and preparedness as they advance through our academic disciplines. NMMI courses are intended to be challenging. We contend that NMMI high school graduates will not need to take remedial college courses and graduates should expect to arrive at their college of choice amply prepared for the academic rigor of our finest colleges. Our junior college courses remain challenging in order for our graduates to begin their four year college experience prepared to succeed in upper level coursework. The ability of our junior college courses to transfer to four year colleges is very important to us. Our Associate Deans work with the colleges we have articulation agreements with to ensure our students are arriving with the necessary skills and competencies, and are not required to retake courses for which they have already gained NMMI academic credit. Our graduates keep us informed regarding the courses they are placed in at the next level. NMMI continues to communicate with colleges with whom we have articulation and 2+2 agreements. Innovative curricula is important as well. As a boarding school, with an integrated six year academic program, NMMI has opportunities to enrich instruction and offer courses in ways not available to many academic institutions. Leadership and character development efforts enrich students and curriculum as well. The 2019-2020 academic year saw continued enhancement and changes of NMMI curriculum and course offerings. With the onset of Covid19 and having to adjust to the way curriculum was presented to Cadets, many adjustments were made which consisted of the Academic Plan of the Day, Delivery of Instruction for Teachers/Professors, and the approach to learning- Direct Instruction/Hybrid Delivery/On-line. With respect to Higher Learning Commission (HLC) and all the time, elements, and effort put forth toward accreditation, NMMI’s accreditation this fall was approved and NMMI received a 10 year accredited once again as an institution of higher education. The constant emphasis on the beginning of the academic year and the emphasis on the Academic Academy provided a smooth orientation for new cadets. The consistent use of the Early warning system allows all (teachers, parent, and admin.) to follow and track cadet’s academic performance. Additions for curriculum have become “Action Items” for Faculty Senate consideration. Having been informed by C&S deliberation, Faculty Senate can then make wise decisions concerning NMMI Curricula, a Dual Graduate Program, and the proposal for Online Associates of Art program. The NMMI proposal for a Dual Graduate program will provide a pathway for cadets to earn an associate’s degree through NMMI upon completion of high school. Cadets will have the option of completing an Associate in Arts or Associates in Science Degree while completing their high school curriculum as well. The dual graduate program must be completed at NMMI and begin in the Spring Semester of the 9th grade year. On another note, there is a new proposal for an Online Associates of Arts degree. The Online degree program is a course of study for students that fall outside the guidelines for admissions to NMMI’s on campus program, but would like to achieve an Associates of Arts degree from NMMI. The HLC accredits all NMMI Online course work and their prior approval must be obtained before implementation. Specific Shortfall(s) for this objective: 2019-2020 Objective Synopsis Report for Objective B.3 Strategy/Action Plan to address Shortfall(s): This objective seems to be broad enough in scope, while still being relevant, to remain the same in the new strategic plan. 2019-2020 Objective Synopsis Report for Objective B.4 2019-2020 Rating: Met

Support/reasoning for the rating given: The Academic Dean's office maintains the current original of all Memorandum of Understandings and 2+2 Agreements that NMMI has cultivated with other learning institutions as well as other countries. These documents are in both paper and electronic format. The agreements are checked annually for the expiration dates, and the process for renewal is started one year before the expiration date if there is one. Also, the agreements are checked to confirm that all learning institutions are accredited. All High School and Junior College Advisors have a current list of these agreements and are available to the public from the Articulation Agreements Webpage. To create more agreements, NMMI contacts and visits other colleges and universities with compatible programs. NMMI currently has 16 agreements in place with other universities, and those 16 agreements include 20 academic concentrations. A new agreement with North Valley Military Institute (NVMI) is currently being developed. If the agreement is approved, it will allow NVMI students who meet the criteria to be automatically accepted to NMMI. In 2019-2020, NMMI also finalized an agreement with Great Lakes Maritime Academy. This agreement intends to allow NMMI cadets that have earned the NMMI Associate in Science (AS) degree the ability to complete the program requirements, and earn the degree of BSMT-Engine Officer and an unlimited horsepower merchant marine officer’s license within 36 months of beginning the program NMMI is also a member of several organizations to expand our contact with other schools. Some of these organizations are the Association of Military Colleges and Schools of the United States (AMCSUS), American Council on Education (ACE), Western Interstate Commission for Higher Education (WICHE), American Conference of Academic Deans (ACAD), Association of American Colleges & Universities (AAC&U), NAFSA Association of International Educators, and several others. The Director of this program has made contact with several schools and states in Brazil, Germany, and other countries. The CAO of NMMI is also the Chair of the WICHE Alliance, and as such, NMMI was scheduled to host the Annual Conference in the 2019-2020 Academic Year; but due to COVID-19, it was limited to an online seminar. NMMI also sponsors several College Fairs every year. In the 2019-2020 school year, NMMI hosted two college fairs. The Southeast New Mexico College Fair had 30 colleges represented. Approximately 415 cadets and 180 community members attended. The Daniels Fund representative was also in attendance and gave a presentation with 12 people in attendance, both NMMI and community members. The New Mexico Education Council College Fair was open to cadets only. Approximately 27 colleges were represented, and approximately 150 cadets attended. Also, 12 college and program presentations were hosted over the school year. Specific Shortfall(s) for this objective: No Shortfalls. Strategy/Action Plan to address Shortfall(s): No Shortfalls. 2019-2020 Objective Synopsis Report for Objective B.5 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: The shortfall noted in last year’s synopsis was the failure to include initiatives utilized by other campus elements to provide proactive, relevant, and innovative academic support services. It was noted that the Student Assistance Center (SAC) holds an after-school study hall to support high school students in a small-group environment. In recent correspondence with the department chair, it was determined that the data is available. However, as the members of that department are all currently working remotely, the evidence is not currently available for upload. The target date for completion is 7 December 2020. Evidence: • SAC Study Hall Data (evidence forthcoming) Due to the COVID-19 pandemic, resulting move to remote learning in March 2020, and the corresponding challenges brought on for the fall 2020 semester, additional efforts to contact other departments were not made. Once again, this year’s efforts in supporting students’ academic success started before the first day of class with Academic Academy, a full class-day of sessions on academic integrity, reading, notetaking, time management, classroom habits and technology training. As it was not realized that the Academic Academy After Action Report was not in the system, contact to secure this information was not extended until 1 December. A response has not yet been received. Evidence: • Academic Academy Curriculum - https://cub.nmmi.edu/media/Academic_Academy/default.html • Academic Academy Integrity Curriculum • Academic Academy After Action Report (pending upload of evidence) Academic Academy was followed up immediately by RAT Guided Night Study Hall, a mandatory program for high school RATS that involves them being assigned to a small class (approximately 10 students, all in the same grade level when possible) that meets Monday – Thursday and is led by a mentor. While the initial program (fall 2018) was restricted to freshmen and sophomores, the program was extended to include all high school RATS. After the first 4 weeks, more than 50% of the students took advantage of the opportunity to continue in the program. Evidence: • Night Study Hall Initiatives All students can take advantage of Night Study Hall (NSH) opportunities, including utilizing the library, the Writing Center, and the Math & Science Labs in Willson Hall. In addition, the Horgan Library has extended hours on Academic Weekends and before finals. All of these opportunities are well-utilized by students. Evidence: • Night Study Hall Statistics • Writing Center Statistics • Night Study Hall Assistance (Math and Science Lab) The Writing Center (name changed from Writing Lab) was in standard operation, offering in-person writing assistance during NSH through the start of the Spring Break. However, with the move to remote learning after that, the Writing Center services moved online. At that point, the Writing Center Mentor offered real-time assistance via Zoom during NSH as well as accepting written submissions for review. At the conclusion of the school year, when it was realized that the COVID-19 measures would continue to impact the delivery of writing assistance, the decision was made to move to utilizing a tutoring service that is available 24 hours a day, 7 days a week. After two companies were reviewed, it was determined to enter into a contractual agreement with Tutor.com for the delivery of writing and other tutoring services starting in the fall of 2020. Evidence: Writing Center Statistics With the onset of COVID-19 and the resulting world-wide ramifications, the International Study Abroad Programs scheduled for the summer of 2020 were canceled. However, in the fall of 2019, a high school 2019-2020 Objective Synopsis Report for Objective B.5 student traveled to Brazil to study for the semester. Upon her return, she brought a Brazilian high school student, who studied at NMMI for the spring 2020 semester. Evidence: International Study Abroad Program List Programs that continue to meet student needs and have not been noted as needing change include: Academy Prep Fast Track Program – Data from this program continue to demonstrate that participants are benefiting from participation, with 18% maintaining math placement and 82% advancing in math placement. No cadets dropped in math placement. Evidence: Academy Prep Fast Track Statistics College Fairs – All college fairs and visits continued to have strong attendance. No changes needed at this time Evidence: College Fairs Specific Shortfall(s) for this objective: A specific shortfall identified this year is the lack of specific data regarding the Early Warning System (EWS), including the number of referrals for high school and college students, the follow-up performed for students identified, and the results of the follow-up. Data from the EWS is being used to identify students for placement into Mandatory Night Study Hall, and some anecdotal evidence suggests that college advisors are using the EWS reports as prompts for reaching out to their advisees. Likewise, high school counselors are known to access the EWS and utilize the information to plan interventions. However, these efforts have not, to this point, been documented in a standardized or quantifiable way. In addition, it is not known how else this data is being used, nor has there been a comprehensive investigation into how it could be used and how that use could be documented. Evidence: • Night Study Hall Initiatives Strategy/Action Plan to address Shortfall(s): The effort to meet address this shortfall starts with communication with the Academic Success Coordinator to determine what data is currently being collected, how it is being used, followed by an extended conversation about other ways it can be used and how that could be documented. Additional coordination with the high school counselors and college advisors is needed to determine what might constitute best practices for use of this information. As time allows, it would be beneficial to research how other institutions are utilizing EWS-type data to inform decision on how to best meet student needs. 2019-2020 Objective Synopsis Report for Objective B.6 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: The International Center and the position of the Director of International Affairs were created to meet the NMMI’s mission and vision objectives. The International Center mission is to increase international student diversity in the corps of cadets, provide support that allow them to experience learning success and cultural acclimation, foster international opportunities to all cadets, and build bridges through international partnerships as they become lifelong learners, leaders and contributing members of the society. In order to fulfill its mission the International Center has participated in numerous international recruiting events. These events have proved to be fruitful as we see the increase in students from different countries represented in the corps of cadets. The goal was primarily to increase the number of countries represented and consequently increase its representation among the corps of cadets. According to the 2018 and 2019 Corps Profile the number of international students in the Corps has remained about the same at about 200 students. In 2020, the pandemic resulted in border and Embassies/Consulates closure. It directly impacted the students ability to re-entered the country as well as to schedule visa interviews and report to NMMI in time to join the Corps. Consequently, NMMI experienced a decrease in the number of international students. According to the 2020 Corps Profile- 151 international students were part of Corps and the number of countries has increased from 28 to 29. The number of countries are calculated based on the country of residency. If we consider the nationality, the number of countries represented are 33, as some green-card holders currently live in the USA. True mission fulfillment is incumbent on the entering students having a fulfilling experience while enrolled at NMMI. Obviously, this implies that staff and faculty integral to the achievement of this goal. The international center has seen a steady increase in the number of students that visits the office. Student and parents rely on the support the office provide to the international students from the beginning of the application process until the students arrive on Post. Often times they come with the purpose of having specific needs addressed and it is the job of the international center to respond and support the students appropriately. The International Center continues to pursue establishing relationships through international agreements with various international entities. International partnerships will allow us to advance the mission of our institution and allow us to leverage resources abroad that might not be available on our campus. . Among these have been the government of three states in Mexico – Sonora, Sinaloa and Coahila. An agreement with COOPEC – a high school in Brazil- has been signed. For clarification the nature of these agreements is to establish attractive tuition incentives for the students and also plant the seeds for faculty exchange. Currently we are in the process of signing partnership agreements with one institution in Brazil (a Military school in the state of Minas Gerais), one in Georgia (Cadet’sMilitary Lyceum) and one in Argentina ( Liceo Espejo). Visits were schedule so the representative of these institutions could visit NMMI, but due to the pandemic they are currently on hold. Additionally the signing an agreement with the Brazilian Air Force Academy has been place on hold. The study abroad program to German and China here directly impacted by the pandemic. All Summer study abroad programs were cancelled. Informal relationship with other higher education institutions continue to develop and it has allowed the International Center to showcase the character and ability to succeed in NMMI students as well as engage in partnerships to promote NMMI internationally, by bringing international education advisors to our campus. In 20219 the Education USA Forum which brings advisors from all over the world to Washing DC was cancelled due to the pandemic and offered virtually. While not having advisors on campus can be seen as detrimental to our initiatives, the virtual conference enabled the international center to establish contact with a larger number of advisors from all over the world. The International Center aspires to encourage young men and women to experience new cultures and thrive in a global society. An initiative for a One-Year Program with a focus on language enhancement 2019-2020 Objective Synopsis Report for Objective B.6 will be presented through the ASA process in the Fall of 2020 Specific Shortfall(s) for this objective: COVID-19 has impacted our ability to bring foreign visitors to Post. It has also directly impacted our international students number. Strategy/Action Plan to address Shortfall(s): Continue to engage with partners abroad and attend events, virtually or in person when the restrictions are lifted, promoting NMMI and its program

Foster a culture of economic viability and sustainability for fulfilling the NMMI mission by managing financial resources with sound fiscal policies to include ensuring Cadet quality of life, while responding to financial challenges. 2019-2020 Objective Synopsis Report for Objective C.1 2019-2020 Rating: Exceeded

Support/reasoning for the rating given: NMMI fosters a culture of economic viability and sustainability through its integrated and collaborative budget process and the strong management of the financial operations and oversight. NMMI annually engages in an in-depth financial audit which is performed by an independent auditing firm. NMMI and the Foundation received a “Clean Opinion” with no findings as of June 30, 2019. (2020 has not been released by State Auditor as of 1 December 2020). A “Clean Opinion” along with no findings or recommendations from the external auditors demonstrates the Institute’s ability to foster economic viability and sustainability for fulfilling the NMMI mission by managing financial resources with sound fiscal policies. Resources are available at NMMI to support all avenues of NMMI needs, which has enabled them to meet or exceed this objective. NMMI Continues to systematically leverage its resources as an integral part of its mission, vision and related goals. It operates with a balanced budget approach while maintaining adequate reserves to sustain the core operations during economic challenges. The budget process is in the collaboration of NMMI’s strategic plans relating to optimizing and allocating resources in support of its educational programs and for maintaining and strengthening their quality in the future. NMMI’s annual budget development is an extension of NMMI’s planning process to support the mission while ensuring consistent standards of accountability and fiscal control within the limits of available revenue. Annually, the budget planning process begins each fall for the next fiscal year and is overseen by the Chief Financial Officer. A “Call for Budgets” is initiated to all mission elements, who then are instructed to submit the following: • A reallocation of the base budget to other areas within their mission purview • An operational increase tied to the strategic plan or either addressing a health or safety issue. • A Minor Capital Outlay (MO)request. The Chief Financial Officer regularly reviews the anticipated revenue projections, enrollment status and capital plans in collaboration with the related expenditures and available reserves. The budgetary results are approved by the Superintendent and the Board of Regents and then submitted to the Higher Education Department and Department of Finance Administration for the final budget approval.

NMMI has a financial system and a qualified business office who are responsible for recording and enforcing the developed internal controls and policies to ensure an accurate accounting of the transactions.

NMMI has a decentralized monitoring procedure where ach department is responsible for ensuring that they are following their allocated budget. Each has access to their budget and expenses, which can be checked at any time. Even though it’s expected that the department heads monitor and adhere to their budgets, the Business Office reviews the individual purchases against the department overall available budget. Purchases are denied unless a waiver is obtained from the CFO.

On April 18, 2019, Moody's Investors Service has affirmed New Mexico Military Institute's Aa3 on approximately $7.7 million of outstanding revenue bonds issued through New Mexico Military Institute Board of Regents. The outlook is stable. Moody's Investors Service expects NMMI will maintain operating cash flow margins in the 10-12% range to maintain good debt service coverage. The outlook is also based on NMMI receiving investment income distributions from the New Mexico Land Grant Permanent Fund in line with past levels, steady student demand, and no material increases in debt. See the Moody's Ratings Report for ratings rationale.

Significant 2019-20 initiatives that attributed to managing the NMMI mission and ensuring cadet quality of life at NMMI include: (see NMMI Regents presentation) • 4% salary increase for ALL staff and faculty • New Full 2019-2020 Objective Synopsis Report for Objective C.1 Time Employment Positions (2) – International Program Administrative Assistant – PT Athletic Data Entry NJCAA Specialist • Other Supplemental Budget Approvals -Increase Football AGA Scholarships -Increase Mission Driven Dean’s Travel -Increase in Facilities Overall Budget -Increase in Alumni Outreach and Fundraising Budget

NMMI uses its bonding capacity for capital needs that address student life requirements and revitalization. Some recent examples include: 1. Cahoon Hall is a vital part of NMMI’s rich history and crucial to the athletic program and physical education of the institution. Physical development is one of the three primary mission elements embedded in the Institutional Mission. The building is one of the oldest buildings on campus that has never been fully remodeled. Cahoon Hall is just under 69,000 square feet with two levels. The scope of work includes bringing the entire facility up to current building and ADA code compliance, increasing energy efficiency using LEED practices, addressing much- needed female and male restrooms and shower space and completely renovating the electrical and plumbing systems. The renovation is a multi-year project with an expected completion in the spring of 2021. 2. The JRT/VMV renovation is on schedule. This building houses a post office, PX, ballroom, game room and other classrooms and offices. The renovation will ensure ADA, Electrical, HVAC, Seismic, LEED and fire codes are all met. 3. The NMMI Barracks and Sink Room renovations are in phase one of a multi-phase plan to upgrade and address safety and health concerns for deteriorating restroom shower facilities located within the barracks. There are forty-five sink rooms located within the NMMI barracks. This project will replace all interior finishes, shower stalls and plumbing fixtures in the sink rooms. It will address HVAC and plumbing deficiencies. Phase one addresses approximately one fourth of the imperative sink room renovations. Because NMMI manages resources with sound fiscal policies, many Minor Capital Outlay (MCO) requests were approved and funding in the 2019-2020. Lots of these purchases directly relate to cadet quality of life, information technology, facilities, safety and personal well-being of cadets, faculty and staff. Below are some of the executed 2019-2020 MCO’s: Academics: Classroom Upgrades - SMART classroom set up, Motion Encoder Cart and charging stations, Markerbots, Drones, projectors chairs, printers, Library RFID Security & Detection System, 10 Academic iPads Athletics: Sideline Drones, Speed Flex Football Helmets (Colts), Water Boy Hydration System, New Weight Room Equipment, Bronco Linemen knee braces, Coaching Communication system, Disc Golf for Life Time Sports, Batting Cage Structural Cover, CryoTherm hydrotherapy Unit Commandants: NIBRS Police Reporting System, outdoor speakers (stables, rappel tower, obstacle course, B-Ball field, Dow Parking, Saunders, Zia, Chapel, Pixie Field and Colt Field), Camera and Electronic door locks – Wilson, Lea and McClure Halls, Obstacle Course Completion Information Technology: Extended Warranties on VNXE-3200 SAN and existing servers, replace cluster server, network edge switches refreshment, PC replacements (annual 20% faculty, staff, lab), Disaster Recovery Data Center Site, Classroom refreshments (20% yr.), Activate remaining ports on fiber fabric channel switch, provide UPS power back up in equip closets, exterior security cameras, Veeam backup Facilities: Replace ramps and steps at the SE bleachers at Bronco Football Field, Stapp Field Bleacher Refurbishment, replace freight elevators at Bates, Two 15 Passenger Vans, Backhoe attachment for Kubota, Forklift, golf course updates, diving board platform at GAC Specific Shortfall(s) for this objective: N/A Strategy/Action Plan to address Shortfall(s): 2019-2020 Objective Synopsis Report for Objective C.2

2019-2020

Support/reasoning for the rating given: The Facilities Department has developed and implemented programs to ensure a well maintained physical plant while also ensuring a safe and secure environment for cadets, faculty, and staff. These programs include Loss Prevention & Control, Planned Maintenance, and Life Safety System Inspections. The Facilities Department has also continued to drive the Facilities Master Plan as the Cahoon Armory renovationcontinues in 2020 as well as planning and design for next two projects on the Facilities Master Plan. The supporting documentation will provide evidence of increased planned maintenance work orders and technician hours associated with the tasks. The supporting documentation will also provide evidence of the Facilities Department adhering to the Facilities Master plan, Loss Prevention & Control Program as well as annual inspections of life safety equipment. Specific Shortfall(s) for this objective: none Strategy/Action Plan to address Shortfall(s): none 2019-2020 Objective Synopsis Report for Objective C.3 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: As we, the Alumni Relations Department, continues to successfully grow, not only internally, but externally as well, our Alumni outreach efforts are proving to be working. Before each major event, we formulate an internal "Letter of Instruction", (LOI), detailing specifically what departments and also individuals who are going to be held accountable for their areas of responsibility. The general overview, followed by the areas of responsibility, schedule of events, to include diagrams. This ensures that all tasks are covered and that we have a successful event. Immediately after event, we schedule an "After Action" meeting to review any short falls and how we can improve for the next event. Another way we stay in touch with our Alumni base is through our monthly Newsletters. This is a summary of what happened for the specific month and what to look forward to for the next month. We highlight specific activities that were completed. It is another way to keep our alumni base informed of all alumni activities, past, current, and upcoming. Our Alumni Relations Webpage is constantly being updated due to events completed and events to be planned. This is where we promote our upcoming events, we ask for any updates from our Alumni. This document communicates information on Hall of Fame inductions, Alumni obituaries, and our monthly "Meet and Greets" gatherings. Our monthly conference calls continues to be a way for us to share what is happening with the Alumni Relations department, but also what is happening here on campus. The primary attendees are the Superintendent/President and the Alumni Relations Executive Director. We try and have a special guest to also attend, informing our conference callers of how the schools operations is successfully functioning. And finally our two most popular events, our yearly "Trail Ride" and "Homecoming". Due to COVID-19 we were unable to complete our 31st Trail Ride in June 2020. As well as our Homecoming scheduled for October 2020. We are still coordinating and planning these postponed events for the Spring - Summer 2021. Our corrective actions for our shortfalls for 18-19 were to include more cross training for our staff and bolster up our development training for our outreach efforts. We have improved our social media presence by adding in an Instragram Alumni page to contact our younger Alumni. We've also completed classes and trainings online to improve our correspondence via mailings and Sally Port. All of the above Alumni Relations activities have proven to be a successful instrument for outreach and fundraising. It continues to increase our Alumni stakeholder participation. Specific Shortfall(s) for this objective: We would like to continue to look for other methods to keep Alumni involved despite the COVID-19 restrictions on mass gatherings. We are interested in continuing our trainings and reaching out to all of our Alumni by better use of our resources via Zoom, conference calls and social media. Strategy/Action Plan to address Shortfall(s): We intend to increase our presence and communication virtually during the pandemic. We will also find ways to coordinate with our Alumni in their local region on keeping their fellow alumni involved with NMMI until travel and mass gathering restrictions are lifted. 2019-2020 Objective Synopsis Report for Objective C.4 2019-2020 Rating: Met

Support/reasoning for the rating given: IT completed (or cancelled) over 95% of the voice related support requests received. Completing these requests in a timely manner ensures that NMMI personnel are able to perform their duties in support of the Institution. A Technology Plan is in place and planning through 2024. Although resources limit the projects we can pursue, the Technology Plan still guides our acquisitions and implementations. IT completed (or cancelled) over 95% of the service related support requests received. Completing these requests in a timely manner ensures that NMMI personnel are able to perform their duties in support of the Institution. Review of NMMI's bandwidth use reveals that there is considerably more than 5% headroom during all business hours. We now have one 500 Mbps and one 1 Gbps resources on campus, which provides over 1.5 Mbps per cadet meeting and exceeding projected technology deployment guidelines. IT not only spends over 90% of its MCO refreshment budget, but adds additional funds to that total when we achieve savings in other areas, either through creative product selection or astute negotiation. This puts us much closer to meeting our refreshment schedule that one would expect from the actual funding, particularly since we are operating in a period of tight budgets. We believe that well over 80% of NMMI classrooms meet NMMI's minimum requirements for classroom technology, although some are overdue for refreshment. IT has received MCO money for scheduled classroom refreshment over that last few years, the majority of refreshment work was attending to existing deficiencies. We expect that much of this coming year will be the same, although we do expect to make a start on the refreshment of scheduled classrooms. Keeping classrooms up to date minimizes lost teaching time and eases the deployment of any new classroom technology desired. Ten TIG meetings were held last year. The TIG meetings provide both a means to disseminate information about IT activities to NMMI staff and the opportunity for staff to provide input to NMMI IT with regard to their needs, issues, and schedules. Specific Shortfall(s) for this objective: IT has struggled to keep the department fully staffed. Strategy/Action Plan to address Shortfall(s): IT will continue to work with the COS and CFO to ensure the IT department salaries are competitive with other Educational Institutions within the area. 2019-2020 Objective Synopsis Report for Objective C.5 2019-2020 Rating: Met

Support/reasoning for the rating given: In 2019-20 we continued to refine shared files towards a comprehensive safety program. Many departments have had subject matter experts update relevant information in safety topics (e.g. HR training, Maintenance training, Active Killer training). This information continues to be shared in directories that can be reviewed by department leads. An emergency action working group has been having regular meetings to identify issues, update plans, and prioritize areas of concern. There is an NMMI Emergency Guide published by the DCO that outlines NMMI’s responses to Safety, Fire, Medical Emergencies, Sever Weather, Shooter / Hostage / Weapons Threat / Lockdown, Bomb Threat, Utility Problem, Chemical Spill. An Emergency Guide is issued to all employees as a quick reference to respond to emergencies. NMMI also participates in active killer training and drills with local, state, and federal agencies. In 2019-20 these drills were modified or canceled due to CODIV-19 restrictions. Increased focus on Title IX has led to training two more employees in 2019-20 and plans to train additional employees in 2020-21. NMMI also has a Loss Prevention & Control Program headed by a Committee from the facilities department that addresses facility, and vehicle safety. The facilities also produces a School Safety Plan. Within the Commandant's department, an emphasis on continual renewal of and reference to our Standard Operating Procedures (SOP) helps provide consistent services to support safety and personal well-being of cadets, faculty and staff. Evaluations of staff on an annual basis sets the tone within NMMI where employees are accountable for their actions. The professional development training as reported by HR or other departments also demonstrates our objective to remain current and relevant. The Commandant publishes Parent Packages and a weekly E- News containing relevant key information to parents which explains how their cadet is managed and provided for to include safety, security, health, and welfare. Our on campus police department provides professional training to our officers and documents this training as evidenced. The Infirmary, Chapel, and Cadet Counseling center ensures that employees and cadets have support for medical, mental, emotional, and spiritual needs. Specific Shortfall(s) for this objective: Recent security assessment have identified a need to update current security cameras and access control at vehicle entrances. Currently, NMMI does not have a standalone position solely responsible for all safety and security matters. As with other organizations one individual or office focused only on safety and security could better manage and coordinate training and resources. Strategy/Action Plan to address Shortfall(s): NMMI has budgeted for updating current security cameras. Work has begun with installing security gates as two of the vehicle entrances. Starting in January 2020 the Title IX coordinator will be a new standalone position in the NMMI Tier-1 Group. 2019-2020 Objective Synopsis Report for Objective C.6 2019-2020 Rating: Exceeded

Support/reasoning for the rating given: NMMI met its efforts to recruit, retain and recognize its employees and even exceeded its objectives. NMMI developed Hiring Guidelines which encourages the recruitment and employment of the most qualified personnel in the most effective way possible. Employment opportunity announcements are developed in conjunction with the Human Resources Office and the hiring department in order to recruit individuals who meet the needs of the respective department and NMMI. In order to retain the best qualified employees, NMMI encourages and provides opportunities for training and development. NMMI and the Foundation annually budgets significant funds specifically allocated for training and development. NMMI also provides staff development funding for all full- time, permanent employees who have been with NMMI for over one year. The NMMI evaluation process was developed to set goals and monitor progress. Such communications allows employees to be aware of expectations and how to achieve them or to acknowledge on what one has achieved. Counseling Guidelines are intended to assist with this progress. NMMI recognizes NMMI personnel for their longevity, for accomplishments, and celebrates all employees during various gatherings throughout the year (Annual Employee Celebration and various Superintendent gatherings), and by providing excellent benefits, which include free Godfrey Athletic Center membership, reduced cost on NMMI Golf Course membership, Dining Hall meals at a reduced rate, Haircuts at a reduced rate, Infirmary visits free of charge, annual wellness clinic free of charge, annual free flu shots. Specific Shortfall(s) for this objective: No shortfalls to be addressed. Strategy/Action Plan to address Shortfall(s): N/A

Develop Commandant’s Staff: Recruit, organize, train, and develop a staff charged with mentoring, advising, coaching and developing NMMI cadet leaders of character and for providing cadet quality of life 2019-2020 Objective Synopsis Report for Objective D.1 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: The shortfall of TLAs and the ratio of TLA/cadets - troop/squadron remain the same because of the number of TLAs to fulfill the 14 shifts (the boarding school 24/7 effect) that need to be covered. The additional duties of TLAs remained the same, some taking entire shifts for a single issue/incident. Single-issue example (happens frequently): an underage cadet goes to the emergency room after school for appendicitis, or suicidal ideations—one TLA will have remain at the hospital for his/her entire shift (lost time from his/her other cadets). In a worst-case scenario, the squadron of about 300 cadets will need to seek help from another squadron TLA. Single-incident example (happens frequently): a reported drug, alcohol or sexual misconduct event will require one, two, or three TLAs to conduct such investigation; again taking valuable time away from their other cadets. Additional duties expected from TLAs continues: coaching, Title IX investigators, and sponsors take up valuable time, many times leaving the squadrons short a TLA or two. Corps PT—accountability—continues to be an issue: who is responsible for this event/activity/class…athletic department or commandant’s staff? TLA Turnover continues to be an issue: Recruiting, organizing, training, and developing commandant staff has been very challenging. Job announcements attract some well-qualified candidates for a position, (focus will be on TLAs because of the impact it has on cadets and the reason for the rating assessed). The following comments address some of the issues with keeping a full staff of TLAs year after year. Working with cadets is REWARDING, and has meaning; however, some key factors have an impact on job satisfaction and retention. These include shift schedules (1st and 2nd shift), work load, impact on family life beyond NMMI, expectations to volunteer, and additional duties (coaching/sponsoring of an activity). TLAs are most effective when they are physically with their cadets. Enjoying the rewards of "civilian" life, such as spending a night out with family, going to dinner or a concert, and attending their child’s soccer games, are often missed due to duty requirements. A full time CP Officer was hired late in the year; this will allow the morning shift, or evening shift to have more TLAs on stoop. Specific Shortfall(s) for this objective: Shortfalls for this year remained the same as for the 2018-2019 AY. Strategy/Action Plan to address Shortfall(s): It is expected for the 2021-2022 AY that the number of TLAs will remain at four with one SLA doing solely SLA duties; this means that instead of five troops per squadron there will only be four as in the past. By reducing the troops in a squadron does not reduce the number of cadets under a TLAs command, but rather increases the numbers by 10-20+ cadets for each TLA. It is unlikely that an additional TLA hire per squadron can be supported by budget, therefore it is recommended that the staffing remains the same - SLAs will absorb a troop and be a TLA to maintain our current TLA/cadet ratio (manageable). If, however, - and likely - that we revert back to a four troops per squadron format we must revisit the Strategy/Action Plan to Address Shortfall(s) for the 2016 -2017 Objective Synopsis Report for Objective D.1 where it states "[t]he strategy or action plan is to identify all staff agencies under the tutelage and leadership of the Commandant and to decompose all the functions and roles each provides in fulfilling the objective…" The commandant, SLAs, and staff agencies need to come together and review, revisit responsibilities: (1) to ensure we are not duplicating work, (2) cadets are getting trained adequately, (3) review in detail SLA/TLA responsibilities, and (4) to “change” some additional duties that cemented TLAs behind their computers and took time away from direct quality time with cadets. 2019-2020 Objective Synopsis Report for Objective D.2 Goal D Cultivate leadership and character development - Strategic Direction: Provide diverse learning opportunities that encourage cadets to become successful citizens of character capable of providing sound ethical leadership in challenging global environments.

Objective: D.2 Develop Cadet Leadership and Character Building Programs: Develop, implement, regularly evaluate and refine cadet leadership character development programs, methods and processes 2019-2020 Objective Synopsis Report for Objective D.2 2019-2020 Rating: Emerging/Indeterminate but Progressing Well

Support/reasoning for the rating given: As noted in the 2018 - 2019 synopsis, training and education to advance leadership and character development among cadet mid-grade noncommissoned officers continues to be a significant leadership challenge. Unfortunately, due to the COVID - 19 pandemic, many of the traditional training and educational initiatives scheduled for the 2019-2020 AY were modified or postponed. Nevertheless, the ever changing environmental considerations, many which were prompted by the pandemic, did not preclude the opportunity to evaluate performance IAW cadet learning outcomes (see pages 10-11 of the "Blue Book)." To promote standardization and consistency in evaluation, subtasks to support each of the primary learning outcomes were identified and incorporated into rubrics to gauge cadet performance. (The subtasks to support each of the learning outcomes are identified and addressed collectively in support of the evaluation process). Cadet performance was evaluated on a scale of 1 -4: 1 = substandard; 2 = emerging; 3 = competent; 4 = a superior performance. A brief summary of each learning outcome, specifically as it relates to the performance of mid-grade cadet noncommissioned officers, a point of emphasis within the Corps of Cadets, is provided below. Outcome 1: Leading and Working with Others. Outcome 1 is composed of seven subtasks: 1) Adapts To a Changing Environment; 2) Communication; 3) Creates a Positive Environment; 4) Develops Others; 5) Collaborates; 6) (Promotes) Intellectual Resource Allocation; and 7) Selfless Service. (The subtasks to support each of the learning outcomes are identifed, but not unilaterally addressed, within this synopsis). For learning outcome 1, cadet noncommissoned officers performed well under difficult conditions. The ability to provide for their peers--in the most challenging of circumstances--was evident. For example, many cadets were challenged to "stay the course" and complete the semester; however, the personal attention provided by cadet leaders served as motivation for fellow cadets to remain steadfast and complete their academic requirements. Such efforts not only enhanced peer support, but from a quantitative perspective, retention rates remained steady with previous years at approximately 87%. Moreover, the overall Corps GPA improved by 0.2 %. Displays of selfless service, such as the delivery of rations to more than 700 cadets, had a profound impact on the personal development of cadet leaders. Although a majority of the cadet leaders performed well through out the year, often enduring difficult conditions and frustrating circumstances, approximately 20 percent of the noncommissioned officers struggled to satisfy various subtasks organic to Outcome 1. Additionally, since many of the traditional training opportunities were canceled or modified, face-to-face instruction was often not possible. In summary, all indicators support that cadet noncommissioned officers are in a process of transition and growth from emerging (2) to competence (3), IAW the criteria established in the rubric for learning outcome 1. Outcome 2: Self-Development, includes four primary subtasks: 1) Accepting Constructive Criticism; 2) Honor/Integrity; 3) Prepares Self; 4) Selflessness. From feedback gleaned through dialogue with the SLAs, as well as a review of the Corps CRRs, a majority of cadet leaders were accepting of constructive criticism communicated from faculty and staff, but not quite as open to criticism from their peers. When evaluating cadet honor and integrity, disciplinary issues surrounding honor violations and good order and discipline remained steady with statistics from previous years. Considering cadets were confined to campus for months at a time, such data is a positive indicator that cadet leaders are setting the example and adhering to the cadet honor code. Moreover, comportment grades also remained steady with more than 63% percent of all cadets receiving a grade of "C" or higher. As anticipated, cadet mid-grade NCOs exceeded the Corps average for comportment. For Outcome 2: Self-Development, once again, cadets are in a transitional state from stage 2 to stage 3, per the established standards of performance. To conclude, the third and final outcome addresses the attributes of a "Leader with Presence," This outcome includes 4 subtasks: 1) Effective Confidence; 2) Military Bearing; 3) Resilient; and 4) Taking Initiative and Action. Data supports that this outcome, specifically as it applies to mid-grade noncommissioned officers, should continue to be a point of emphasis within the Corps of Cadets. While cadet leaders have done well 2019-2020 Objective Synopsis Report for Objective D.2 with their peers to support them through many personal/academic challenges, military presence and bearing are lacking within the Corps. Demerit and penalty tour data support that discrepancies specifc to uniform and grooming standards are at unacceptable levels. (Anything less than 100% is uncceptable). Although such data may not be significantly elevated in comparison with past years, a culture of achievement and character will not flourish unless the standards are elevated. Additonally, leading with presence is about maintainng standards and holding fellow cadets responsible for their actions, or lack thereof. Cadet leaders, and specifically mid-grade noncommissioned officers, lack the training, confidence, and, at times, the moral courage to lead with presence in challenging situations. Although cadets have unified to battle quarantine, isolation, freedom of movement, and travel restrictions, leader presence, specifc to bearing and confidence, is not quite at an acceptable standard. In accordance with the evaluation criteria established in the rubric for a "Leader with Presence," this outcome is rated as competent, with a score of 3. Specific Shortfall(s) for this objective: As noted above, much of the traditional training that serves as a staple for the Institute has been postponed or modified due to health and safety concerns surrounding the COVID-19 pandemic. Therefore, many of the initatves addressed in support of the 2018 - 2019 AY continued as a point of emphasis during the 2019 - 2020 year. Military bearing, drill and ceremonies, and communications specifc to operational concerns must be improved. Cadet leader training and counseling are also crticial tasks which must be addressed. Although initiatives, such as cadet Troop Leader Time was built into the "Plan of the Day," the training lacks continuity and unity of effort. Strategy/Action Plan to address Shortfall(s): To adddress shortfalls for the upcoming year, the intent is to develop a comprehensive plan to improve cadet leader training. This will be accomplished through a "back to basics" approach concerning all aspects of cadet life. Military bearing, drill and ceremonies, and strict adherence to uniform and grooming standards, as well as completion of all mandated requirements to satisfy state and federal regulations, will be satisfied. Members of the Commandant's Office, primarily TLAs and SLAs, as well as members of the Daniels Leadership Center, will support, empower, and provide instruction to promote accountability and confidence among the cadet leadership. This will require an extraordinary effort from all involved. Troop Training Time, currently scheduled for two hours each week, will serve as a primary resource to advance the training and enforcement of cadet standards, both individual and collective. Finally, all training will be evaluated IAW specific learning outcomes. 2019-2020 Objective Synopsis Report for Objective D.3 2019-2020 Rating: Met

Support/reasoning for the rating given: Evidence provided is proof that ample resources are available for staff and cadets to improve leadership, character development, and quality of life programs for the corps of cadets. The three general categories of focus are Academics, Leadership, and Fitness. Cadets are evaluated in each of these areas and have opportunities to improve through individual initiative and healthy group competitions. Excellence in these areas is recognized with awards to encourage the continuous improvement of cadets. Activities and programs are reviewed on a regular basis to ensure there are a variety of relevant options that also meet the needs and interests of the cadets. For the 2019-20 school year there were 61 extracurricular activities for cadets to participate in. Specific Shortfall(s) for this objective: Unfortunately, due to COVID-19 restrictions several of these activities were limited in scope or canceled. As an organization we continue to strive to become more integrated to provide a balanced approach in cadet development in the areas of academics, leadership, and fitness. Opportunities for cadet development where these areas overlap are not being exploited. Common goals and mutual understanding of objectives that improve the whole cadet in our areas of focus need to continue to evolve with new and additional resources. Additionally, currently there are no tangible recognitions for leadership performance similar to existing recognitions for academic performance. However, again due to COVID-19 restrictions developing new integrated opportunities for cadets has been limited. Strategy/Action Plan to address Shortfall(s): A Military Performance Assessment (MPA) for cadet evaluation is being developed to provide a common supporting element to the unique experience of graduating as a cadet from NMMI. The MPA will legitimize the uniqueness of the NMMI experience contributing to class standing and recognition as valedictorian, salutatorian, graduating with high honors, etc. The classes for specific leadership billets (squad leader, platoon sergeant, first sergeant, and junior officer) were updated and an additional classes for troop commanders and staff officers was developed. The position specific classes are intended to provide additional evidence towards recognitions in leadership achievement. These new courses are ready to incorporate into cadet leadership development training in the 2021-22 school year. 2019-2020 Objective Synopsis Report for Objective D.4 2019-2020 Rating: Met

Support/reasoning for the rating given: The Objective of Select, Train and Mentor NMMI Corps of Cadet Leaders was met. The Regimental Staff did an excellent during a number of corps-wide activities including: matriculation in the fall and spring semesters; training and preparing cadets for the 21 day event, Bronco Challenge and Family Weekend; Hosting and supporting Homecoming in October 2019; planning, organizing and executing Veteran's Day ceremonies as well as commissioning and graduation. The Spring semester was shortened at Spring Break by Covid 19 restrictions. Specific Shortfall(s) for this objective: Filling open positions in the corps of cadets with eligible candidates continues to be a shortfall, as does finding adequate training venues. Troop size venues are in short supply. Also, Covid restrictions caused us to close all in-person training in March. This meant that all promotion boards had to be held via zoom. This may also have caused fewer cadets to apply for positions. Strategy/Action Plan to address Shortfall(s): Promotion boards will continue to be used to fill open positions within the corps of cadets. Training venues will always be a problem so the goal will be to train in smaller elements and target those cadets that need specific training. Larger groups will be trained for subjects that apply to everyone.

Goal E Train, Motivate, and Provide Opportunities for Cadets to Develop and Sustain Personal Health, Wellness, and Physical Activity - Strategic Direction: Use available resources to provide opportunities for the training, development, and maintenance of performance-based and lifetime physical fitness in conjunction with overall health and

Use available resources to provide tools, training, and relevant technologies to develop lifetime health and wellness. 2019-2020 Objective Synopsis Report for Objective E.1 2019-2020 Rating: Emerging/Indeterminate but Much More Needs To Be Done

Support/reasoning for the rating given: NMMI has not met Objective E.1 because of a failure to purchase relevant technologies. Using MCO funds has been discussed at the departmental level and there are plans to purchase relevant technologies to be used by instructors and cadets. Cadets continue to have access to the Godfrey Athletic Center in order to work on personal fitness goals. NMMI faculty and staff also continue to have access to the Godfrey Athletic Center, if they choose. The GAC weight room is used by NMMI athletic teams to increase fitness levels. Specific Shortfall(s) for this objective: Using MCO funds needs to get out of the planning stage and into the ordering stage. Strategy/Action Plan to address Shortfall(s): Coordinate with the Human Resources office to provide GAC tours for new and existing faculty and staff at the beginning of each school year. Continue to survey PE and Health students each semester for feedback into the training they receive that develops lifetime health and wellness. Request MCO funds to puurchase weight scales that read percentage of body fat, weight and BMI so they could be used by cadets in classes and by those who work out at the GAC Request MCO funds to purchase an online fitness program such as Trifecta so that cadets could record and evaluate their fitness, nutrition and receive information on such. Request MCO funds to provide cadets enrolled in Lifetime Sports and Health and Fitness witth Fibit-type devices that would allow the cadets to quickly and easily access personal fitness information. This information could also be used by instructors to help cadets reach their nutrition and fitness goals. 2019-2020 Objective Synopsis Report for Objective E.2 2019-2020 Rating: Emerging/Indeterminate but Much More Needs To Be Done

Support/reasoning for the rating given: NMMI is currently emerging/indeterminate with much more to be done within the objective of presenting opportunities to establish and achieve measureable lifelong fitness. NMMI provides a number of outlets to meet this objective with our very diverse population which include, High School athletics, Inter-Collegiate athletics, Corps Physical Training, Academy Prep Physical Training, ROTC, Master of Fitness training, PE classes, and a Strength and Conditioning Department that has two full- time certified strength coaches. For Corps PT, all troops/squadrons are assigned PT coaches that help execute the Corps PT training program. These PT coaches are trained through our MFT training curriculum which helps them understand the program design, how to coach each exercise, and how to properly administer and grade PT tests. Cadets will attend Corps PT 3x per week for one hour each session utilizing the fitness factory, strongman equipment, and the half mile track. All cadets involved in Corps PT are to be given an Initial, Midterm, and Final PT test. These assessments not only allow us to assess the effectiveness of the program itself but also give each cadet a visual representation of their progress and/or shortfalls in their level of fitness. These training sessions and assessments are what create the foundation for our Corps of Cadets to establish and achieve measureable lifelong fitness by learning proper workout technique and seeing/understanding results. Much more needs to be done because of setbacks in information retention and dealing with Covid-19. Due to change in personnel during the Spring, composite scores from the Fall 2019 semester were not left behind within the Athletics Department. Composite Scores from the Spring 2020 semester show an average score of 54.88% on the Initial test. We were not able to obtain a midterm or final test due to Covid-19 sending the cadets back home. As for other programs, Prep PT will train 3x per week also utilizing the fitness factory, strongman equipment, obstacle course, and a half mile track geared towards passing the CFA (Candidate Fitness Assessment) or any other PT test needed by their Academy of choice. Prep APFT results are included in the Corps MAPFT scoring while CFA scores are kept by the Prep advisor. ROTC will train up to 4x per week and has showed promising results in the Spring 2020 semester with an initial APFT showing 27 failures and 15 passes compared to a third test showing 8 failures and 35 passes before being sent home due to Covid-19. ROTC has also acquired the necessary equipment to train and test the ACFT (Army Combat Fitness Test), which is being prepared by the United States Army to be the new standard PT test. These are just more ways in which our diverse population of cadets are being presented with opportunities to establish and achieve measureable lifelong fitness. Inter-Collegiate athletes are not included in Corps PT testing or ROTC due to the specific demands within their sport. However, they are given another outlet in achieving the objective by utilizing the Strength and Conditioning Staff. Athletic teams are given scheduled time to access the weight room and to condition with the Strength Staff. All athletic teams are taken through introductory/ teaching phases in order to exercise properly and safely. Each athletic team is given their own program unique to their sport in order to impose demands/adaptations necessary to be successful at their sport. They are then tested in multiple strength, speed, and power movements which are assessed systematically throughout each semester until a final test is given upon reaching the end of the semester. Again, this is just one more way of helping the cadets with a different association still establish and achieve measurable lifelong fitness. NMMI is unique with the incredibly diverse population of cadets it has and provides various opportunities in developing fitness for every cadet regardless of their association. A great deal of importance is placed on not only teaching the cadets how to properly exercise but why to exercise. The pairing of these two modalities are what allow us the potential to achieve the objective. Many obstacles were faced during this accountability year between a change in personnel and having to deal with Covid-19. This did not allow us to provide the cadets with the full arsenal of tools that we have at our disposal and is primarily why the objective was rated emerging/indeterminate. The major shortfall specified in the previous year was communication and a lack of understanding of the NMMI mission statement. While a change in personnel caused an initial obstacle with evidence documents, we 2019-2020 Objective Synopsis Report for Objective E.2 believe this change is and will continue to help fix the shortfall and propel us in the right direction of meeting the objective for the next accountability year. Specific Shortfall(s) for this objective: Although we were unable to administer a midterm and final test due to Covid-19 in which we would have expected to see increases, a major shortfall would be the Corps PT Spring 2020 Initial test compositie score of 54%. In comparison, Spring 2018 showed a final composite score as high as 69%. Another shortfall would be the loss of information during a personnel change primarily due to data submission by hand on a personal zip drive. Strategy/Action Plan to address Shortfall(s): In order to address the major shortfall of the Corps PT score, we will re-evaluate the entire Corps PT training plan to find out what has been working and what has not. Also, we will be able to much better prepare for a socially distanced PT so that we may still provide the cadets with everything they need. To address the second shortfall, I would like for NMMI to transition back into using an application that was created by the IT department that will generate PT scores and transfer them directly to the CRR which will ensure access to them when necessary.

2019-2020 Objective Synopsis Report for Objective E.3

2019-2020

Support/reasoning for the rating given: There was no shortfall from the 2018/2019 objective synopsis to address. For the 2019/2020 school year, I believe, we have met our objective in providing "opportunities" for cadets to engage in both competitive and recreational physical activities. However, several of our seasons were cut short or didn't even start due to COVID-19. This "shut down" was out of NMMI's control, therefore, providing our cadets an opportunity was still met. 4 out of 6 of our high school teams, that have a win/lose record, were above the .500 winning percentage. Due to COVID-19, two seasons got cut short and two teams didn't even have a game/match. For our Jr College, we had four teams above the .500 mark, two seasons got cut short and one team did not even start. Both high school and college cadets are allowed to participate in competitive activities. As far as recreational activities, NMMI provides 46 different "cadet activities," everything from Band, Rifle team, Flame Guard, to Paintball and Scuba team. According to the "Cadet Life Survey" - 60% of those that took the survey thought "HS sports offered at NMMI are adequate", either agreed or strongley agreed. For the Jr college, same question, 54% agreed or strongly agreed. As far as activities at NMMI, on the survey, 75% of the cadets that answered, either agreed or strongly agreed that they "found activities, events, and/or involvement opportunitities at NMMI." With this data, I feel NMMI is using available resources to provide opportunities to engage in both competitive and recreational physical activities. Specific Shortfall(s) for this objective: There are no shortfalls to consider. Some cadets were not able to participate in their particiular sport, in the Spring, but that was out of NMMI's control - Due to COVID-19 Strategy/Action Plan to address Shortfall(s): No shortfall plan to address

TAB 5 ANNUAL PURPOSE ACCOUNTABILITY REPORTS (APARs) BY PLANNING UNITS 2019-2020 Annual Purpose Accountability Report (APAR): Dean of Academics 2019-2020 Annual Purpose Accountability Report (APAR): Academic Technologist Department

Purpose: Assist cadets with the use of hardware and software in the computer labs and classrooms ensuring the proper use of computer equipment and systems. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Administer computer orientation training to new students at the start of each semester. Throughout the semester, assist sudents by working with them on lab projects, completing research, and exploring new technologies, ie. assisting students in computer science courses. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Administered computer orientation training to new students at the start of both semesters. Assisted students in Computer Concepts course 90% of the times requested, by working with them on lab projects and completing research.

This Year's Shortfall/Action Plan: One hour of technology training does not seem to be sufficent. I propose to have two sections of training. One in general technology training and one devoted to Canvas training.

Evidence:

Evidence: Fall RAT Technology Training Schedule

Evidence: Spring RAT Technology Training Schedule

Evidence: Academic Technologist Job Request

Purpose: Address the needs of faculty and students in relation to the integration of the Canvas Learning Management System in the learning environment. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Review all communications from Canvas regarding application service interruptions, processing issues, and production releases. Summarize and distribute all relevant information to faculty within two business days, keeping them updated on application status and pending system updates. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Academic Technologist position was vacant for six months. During that time, the communications from Canvas were not being directed to the faculty. Therefore, it was impossible for faculty to be aware of Canvas Communications. Since the Academic Technologist position was filled in January 2020, the Canvas Communications had been distributed to faculty within two business days.

This Year's Shortfall/Action Plan: None

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Provide Canvas Learning Management System application support to faculty and cadets. Receive all requests for assistance and initiate responsive action within two business days. Resolve issues independently or coordinate ISCT support when needed. Track 100% of requests through to problem resolution. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Academic Technologist position was vacant for six months. During that time, many Academic Technologist job requests were not being monitored. Therefore, it was impossible for faculty to receive assistance. Since the Academic Technologist position was filled in January 2020, the job request have been addressed. * enter number of JR 19-20.

This Year's Shortfall/Action Plan: None

Evidence: Spring Unused Canvas Course

Evidence:

Evidence: Faculty Training Resource Library -Canvas Course

Evidence: Canvas Support Tickets

Evidence: Fall Unused Canvas Course

Purpose: Promote academic and instructional technologies among faculty. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Provide training and support to faculty for all classroom technology. Research and evaluate new software and hardware. Provide written documentation, step-by-step instructions, and face to face assistance. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Because the Academic Technologist position was not filled until the end of January 2020, it was necessary to provide them with enough training to be able to train and support the faculty. This was an on going focus of that position for the remainder of the Spring 2020 semester. However, Covid 19 placed significant challenges for this training. Understanding the extreme need for faculty training in online, hybrid and in person delivery of classroom technology, a week long train the trainer session was provided to a select group of NMMI Instructors by ENMU-R Instructors. The intention of this is to provide additional trainers on site.

This Year's Shortfall/Action Plan: In person departmental level trainings will be held for Athletics and JROTC early in the fall semester. Fallow up departmental trainings will also be held. New faculty will be trained as requested. Scheduled trainings will be offered to all faculty during and between semesters.

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Academy Prep Program

Purpose: Advise and monitor Academy Prep cadets to be selected for a service academy appointment. Purpose Rating: Exceeded

Benchmark: The target goal for appointments for sponsored Academy Prep students is 85% and for Self- Prep students is 30% Benchmark Rating: Exceeded Last Year's Shortfall Addressed:

This Year's Accountability Narrative: Target goal is based on candidate's submission of all materials related to their academy application as well as their nomination applications. Through the ORT 101/102 briefings candidates are reminded of due dates as well as emerging requirements. This year exceeded both the sponsored and self-prep offers of appointment. 95% of the Sponsored Academy Prep students and 44% of the self-prep students were offered their appointment.

This Year's Shortfall/Action Plan: No changes anticipated for the next application cycle.

Evidence: Service Academy Appointment Rates

Evidence: Service Academy Prep Flyer.1

Evidence: Service Academy Prep Flyer.1a

Evidence: Academy Prep Program - Parent Briefing

Evidence: Academy Prep Stats

Benchmark: 60% of sponsored Academy Prep students will increase their math class level by 1 at the close of the Fast Track program prior to the fall semester. Benchmark Rating: Exceeded Last Year's Shortfall Addressed:

This Year's Accountability Narrative: The Fast Track program in math continues to assist incoming prep candidates preparing for the math classes here at the Institute. At the close of the program 14 or 82% of the prep students advanced at least 1 level from their initial math placement.

This Year's Shortfall/Action Plan: No changes to the program are anticipated for the next school year.

Evidence: Academy Prep Fast Track

Evidence: Open Letter to Preps

Evidence: Service Academy Prep Flyer.1

Evidence: Service Academy Prep Flyer.1a 2019-2020 Annual Purpose Accountability Report (APAR): Accreditation

Purpose: Manage evidence that can be used to support NMMI's compliance with best practices as reflected in the HLC accreditation criteia. Purpose Rating: Exceeded

Benchmark: Collect maximum number of evidence documents needed for accreditation. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The documents necessary for accreditation were collected and completed.

This Year's Shortfall/Action Plan: N/A

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Archives Department

Purpose: Organize, preserve and make available records of permanent historical or administrative value. Purpose Rating: Met

Benchmark: Begin consolidating and centralizing NMMI's permanent digital assets using DuraCloud to preserve administrative records of permanent value as determined by the State of New Mexico Functional Retention and Disposition Schedule. Upload and make available digital and digitized historical materials through ContentDM. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Due to budget contraints, the use of DuraCloud has not yet occurred. Consolidation and centralization of digital assests has been actualized on a local level for the time being with the assistance of the Information Services team.

This Year's Accountability Narrative: The completion of acquiring DuraCloud is awaiting approval from CFO office. The temporary solution provided by I.S. is an appropriate temporary solution. As for ContentDM, I worry about the long term availability as it is cost-hosted through an outside organization. For the time being, new documents are made available regularly for public access.

This Year's Shortfall/Action Plan: The only shortfall was not acquiring DuraCloud. I will continue to work with the CFO office to see it passed.

Evidence: Digital Initiatives ContentDM site

Evidence: Archives Records Transfer Policy

Evidence: Permanent Record List

Benchmark: Spend 80% of time organizing (rehousing and weeding) physical archival materials using our collections development policy so as to ensure materials fall within the Archives mission and scope of materials. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: This benchmark was met effectively through day to day interactions with archives materials. With the digitization project, the time spent is closer to 60% of physical handling.

This Year's Shortfall/Action Plan: The changes in this years benchmark are reasonable and not expected to alter as the parameters are more focused on access.

Evidence: Collect Development Policy for NMMI 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Provide and track research services to faculty, staff, students, and the general public. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: The planning of this benchmark was highly effective and through the data, discovered that the bulk of research requests come from faculty that are making in-person requests.

This Year's Shortfall/Action Plan: n/a

Evidence: Archives Reference Requests 2019-2020 Annual Purpose Accountability Report (APAR): Assessment Task Force

Purpose: Maintain the NMMI Assessment Database. Provide support and training as needed for Assessment Taskforce members and for instructors who provide the assessment of student learning evaluation and data to ensure proper participation. Purpose Rating: Met

Benchmark: Maximize budget available by sending at least two people to two separate assessment conferences Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Due to the HLC accreditation and COVID-19 there were no conferences to attend or we were too busy to think about attending a virtual conference. The annual fee for the HLC academy was paid.

This Year's Shortfall/Action Plan: Some virtual conferences need to be found and attended this year.

Evidence: Assessment Conference Attendance

Benchmark: At least 80% Instructor participation in each of the three different types of assessment of student learning. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: The "completed lists" reports for completing the 3 types of assessments were sent out right before the deadlines to let instructors have a concreate sense if they completed the required tasks.

This Year's Accountability Narrative: "Completed lists" were sent out Spring 2020 with the names of each person who had completed each task. The instructors seemed to respond positively to this way of showing who had finished the assessment requirements and who had not. As shown by the drastic increase in participation across the 3 required assessments the method was successful. Hopefully in the next year all participation will be in the 80% or better. Participation in written assessment of student learning was 57.14% for Fall 2019 and 73.42% for Spring 2020. Participation in course reviews was 42.31% for Fall 2019 and 61.96% for Spring 2020. Participation in Canvas outcome usage was 47.95% for Fall 2019 and 70.89% for Spring 2020.

This Year's Shortfall/Action Plan: Continue sending out the "Completed lists" and make a separate deadline for the Canvas outcomes as once the Canvas course concludes the rubrics cannot be scored. Many instructors were not able to assess students in Canvas due to this fact. Supply the department heads with better resources to keep an eye on their people.

Evidence: Institutional Participation in Assessment of Student Learning

Evidence: Tier 2 Outcome Data Analysis of Usable Vs Unusable Data 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Maintain the assessment database on a yearly basis. Update as needed the instructions for the assessment database, and the instructions for the assessment of student learning. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The assessment database was maintained for the 2019-2020 school year by fixing any small glitches that were brought to my attention.

This Year's Shortfall/Action Plan: N/A

Evidence: Assessment Database Instructions

Evidence: Assessment Task Force Minutes

Evidence: Rubrics for Tier 2 Outcomes

Evidence: Assessment of Student Learning Process and Plan

Evidence: Assessment Database Maintenance Log

Purpose: Collect student learning assessment evaluations and data. Provide reports to the departments and institution based on the collected data. Collect feedback reports from the departments. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: At least 1/3 of the state issued competencies have enough data provided to attain an understanding of whether the competency has been met. Benchmark Rating: Met Last Year's Shortfall Addressed: Due to the time spent on getting ready for the HLC Accreditation and the issues related to COVID-19 the Assessment Taskforce did not have the time or resources to meet. The corrective action will need to be addressed the following year.

This Year's Shortfall/Action Plan: The same corrective action should be looked at next year: Due to the time spent on getting ready for the HLC Accreditation and the issues related to COVID-19 the Assessment Taskforce did not have the time or resources to meet. The corrective action will need to be addressed the following year.

Evidence:

Evidence: General Education Outcomes and State Competencies 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: At least 2/3 of the Tier 3 (department level) student learning outcomes have enough data provided to attain an understanding of whether the learning outcome has been met. Any outcome not met should be explored and/or reviewed for possible ways to improve that learning outcome. Benchmark Rating: Emerging/Indeterminate but Much More Needs To Be Done Last Year's Shortfall Addressed: Due to the time spent on getting ready for the HLC Accreditation and the issues related to COVID-19 the Assessment Taskforce did not have the time or resources to meet. The corrective action will need to be addressed the following year.

This Year's Shortfall/Action Plan: Last year's corrective action:

Evidence: Department Evaluation of Tier 3 Outcomes

Benchmark: At least 2/3 of the Tier 2 (institutional level) student learning outcomes have enough data provided to attain an understanding of whether the learning outcome has been met. Any outcome not met should be explored and/or reviewed for possible ways to improve that learning outcome. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Due to the time spent on getting ready for the HLC Accreditation and the issues related to COVID-19 the Assessment Taskforce did not have the time or resources to meet. The corrective action will need to be addressed the following year.

This Year's Accountability Narrative: Due to the time spent on getting ready for the HLC Accreditation and the issues related to COVID-19 the Assessment Taskforce did not have the time or resources to meet. The corrective action will need to be addressed the following year. While the missing rubrics were not addressed the issue of increasing the use of the Tier Two Outcomes was acted on. Charity Schwalm meet with the Commandant Staff and came up with a solution to get the tier two outcomes attached to the early warning system so that it was easy for them to assess the cadets in their troops. For the Fall 2020 semester 4 of the Commandant Staff personnel entered a total of 574 entries. This is a good start to the collection of assessment of student learning outcomes by the Commandant Staff. Some brief conversations were held with the Athletic Director and he was interested in possibly using the same system with the coaches. More conversations will happen in the Spring 2021.

This Year's Shortfall/Action Plan: Last year's corrective action: The missing rubrics need to be made and applied. The outcomes that did not have enough data need to be pushed to the appropriate departments. Continued effort should be made to include the Commandant Staff and Coaches in the assessment of student learning outcomes. 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Tier Two Outcome Use Charts

Evidence: Assessment Task Force Evaluation of Tier 1 and Tier 2 Outcomes

Evidence: Courses Assessing Each Tier Two Outcome

Evidence: Individual Longitudinal Average Student Scores for Multiple Semesters with Course Level Multipliers

Evidence: Institutional Average Percentage of Growth by Course Level using Course Level Multipliers

Evidence: RAT Year Average Percentage of Growth by Course Level using Course Level Multipliers

Evidence: Cadet Increase Decrease of Average Totals for each Tier Two Criterion with Course Level Multipliers

Evidence: Tier Two Outcome Use by Instructors 2019-2020 Annual Purpose Accountability Report (APAR): Cadet Academic Success

Purpose: To support Cadet academic readiness to succeed at the next level of their education. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Average of 60 students per month will receive assistance in the Writing Lab. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Promotion was increased and the Writing Center webpage was updated regularly. In addition the NSH mentors promoted the use of the Writing Center, as did the college First Year Seminar instructors.

This Year's Accountability Narrative: The planning we implemented was effective. However, other issues arose that were detrimental to data gathering. The location of the Writing Center was changed, and with that move, the scanning equipment did not work properly, especially initially. When corrected for the number of weeks in the month, the benchmark was reached in all fall months except August, which was when the worst of the issues occurred. With the exception of low numbers in January, the benchmark was reached for the first part of the semester. With the onset of the COVID- 19 pandemic requiring a transition to remote instruction and support following spring break, Writing Center support moved online, utilizing live support via an online chat and Zoom platform as well as through submission of papers.

This Year's Shortfall/Action Plan: Due to the uncertain nature of education and support delivery, it was determined that the best means of providing writing support would be through an online service. Tutor.com services were secured in time for the start of the semester, and students can get real-time writing help as well as submit papers. This benchmark will have to be reevaluated in consideration of the change in delivery process.

Evidence: Writing Center Statistics

Benchmark: Five students per year should apply to Scholars Program. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Applications remain high for the Scholars program, with 9 of the 12 qualifiers (75%) signing up. A new dual-degree program is currently being considered. If added, there is a possibility some who qualify for Scholars will plan to participate in the other program instead. We will keep an eye on this benchmark to determine if it needs to change.

This Year's Shortfall/Action Plan: N/A

Evidence: Scholars Program 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: 50 colleges in attendance at combined fairs and college rep visits; 500 total in attendance at the fairs. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: More than 50 colleges were in attendance at the two college fairs, and an additional 12 college visits occurred throughout the year. More than 500 students were in attendance at the fairs, with additional attendance logged in the college rep visits.

This Year's Shortfall/Action Plan: N/A

Evidence: College Fairs

Benchmark: Students completing an ACT course will gain an average of 2 points between the diagnostic assessment and end-of-course assessment. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Due to the COVID-19 pandemic, all spring test dates for the ACT and SAT were cancelled. Therefore there is no data to report. In addition, the teacher in that position resigned over the summer, and her classroom data is not available. A new teacher was hired. This benchmark will be reviewed to determine if this is the best means of assessment.

This Year's Shortfall/Action Plan: Data required for this benchmark must be collected from the test companies. As the tests were cancelled, there was no data to collect. This benchmark will be reviewed with the new instructor to determine if this is the best means of assessment.

Evidence: ACT Score Data

Benchmark: 100% of new high school freshmen and sophomores will participate in RAT Guided Night Study Hall resulting in a minimum freshman GPA of 2.35 at the end of the fall semester. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The GPA for freshmen at the end of the first semester was 2.4. The program was expanded to include all new high school students. The program ran initially for 4 weeks, and nearly 63% of the participants elected to remain in the program for an additional 4 weeks.

This Year's Shortfall/Action Plan: N/A

Evidence: Semester Grade Comparisons

Evidence: Night Study Hall Initiatives 2019-2020 Annual Purpose Accountability Report (APAR): Dean's Office

Purpose: Ensure each cadet admitted to NMMI receives the knowledge, skills and experience necessary to successfully proceed to the next level of learning by developing, managing, & overseeing all aspects of the planning, learning and assessment systems. Purpose Rating: Met

Benchmark: Ensure that all Academic Suspension Appeals received are processed in a timely manner. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: All Academic Suspension Appeals from cadets were reviewed by their advisor and the Dean. The Dean made the final decision on whether to uphold or deny an appeal. The cadets were notified of their standing, and if their appeal was upheld, they had a meeting with the Dean to discuss methods to improve their grades. In the spring semester all suspensions were automatically appealed and the cadets were able to return to NMMI for fall 2020 due to covid. The Dean's Office began tracking the demographics of suspensions and started producing a snapshot of the information to have a better understanding of the cadets who get suspended.

This Year's Shortfall/Action Plan: No corrective action required.

Evidence: Academic Review Board

Benchmark: Weekly Associate Deans' meetings are held during the school year. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Meetings were not always sent out in three business days. However, almost all of the minutes were sent before the next Associate Dean meeting.

This Year's Accountability Narrative: Weekly Associate Dean's meeting were held in 2019-2020 at the availability of the Dean.

This Year's Shortfall/Action Plan: Although the meeting minutes are published quicker than the previous year, they are not within three business days. Associate Dean Meeting Minutes will become the priority on Thursdays after the meeting.

Evidence: Associate Deans Meeting Minutes

Benchmark: Update Dean's List Superintendent's List each semester to evaluate longitudinal data Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: The Dean's List Superintendent's List was updated each semester to reflect and evaluate longitudinal data.

This Year's Shortfall/Action Plan: Corrective action is not required

Evidence: Deans List-Superintendents List Comparative Data 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Maintain and publish up-to-date Faculty Senate minutes and action items from monthly meetings held during the school year Benchmark Rating: Met Last Year's Shortfall Addressed: All action items and minutes for the faculty senate meeting were uploaded and shared on time.

This Year's Accountability Narrative: The approved minutes from the Faculty Senate meetings are given to the Dean and Superintendent as soon as the Faculty Senate secretary gives the minutes to the Dean's office for review. This is normally done after the next Faculty Senate meeting in order to have the minutes approved by the Faculty Senate. After both the Dean and Superintendent have signed that they reviewed the minutes, the minutes are uploaded to the Sharepoint. Action Items are given to the Dean's office immediately following the Faculty Senate meeting where the Action Item was discussed. These are forwarded to all entities who are affected by the Action Item. Again, these are sent to the Dean and Superintendent for review. The Action Items are then uploaded to the Sharepoint site, and attached to the appropriate date of Faculty Senate minutes.

This Year's Shortfall/Action Plan: No corrective action required.

Evidence: Faculty Senate Minutes Compiled Annually

Benchmark: Ensure MOU's and 2+2 articulation agreements with other learning institutions are relevant & current. Ensure that new agreements are added and all agreements are dispersed to advisors. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: NMMI has sixteen Memorandums of Understanding and/or 2+2 agreements during the 2019-2020 Academic year. These include agreements with other universities as well as agreements with different Mexican States. A revised agreement was made for Carson-Newman.

This Year's Shortfall/Action Plan: No corrective action required.

Evidence: MOUs and 2+2 programs inventory

Benchmark: Ensure available Professorships and Endowed Chair funds are awarded to faculty each year. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: There were 9 applications submitted for the 7 professorship/chair awards in the 2019-2020 Academic School Year. The Burton Chair was awarded in the full amount of $7,500 and five Professorships were awarded at $4,500 each. One Professorship not awarded. Also, there were 0 applicants for the FEITA, and no award was given.

This Year's Shortfall/Action Plan: No corrective action.

Evidence: Professorships and Endowed Chairs Recipient List 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Ensure there is a current syllabus for each course each semester and that they are archived Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Syllabi have been received from the Academic Divisions to include Physical Education and ROTC Military Science and saved electronically on the Dean of Academics shared drive for all academic courses taught for both the Spring and Fall Semesters.

This Year's Shortfall/Action Plan: No corrective action required.

Evidence: Syllabi Examples

Benchmark: Monitor awarding by Faculty Senate of all available Faculty Development funds for relevant professional development Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action not required

This Year's Accountability Narrative: All of the funds provided for Faculty Development Grants for relevant professional development are awarded through a process detailed by a Faculty Senate Subcommittee. With new guidelines as to what requests have priority as well as if the person has received grants in the past, the Faculty Senate Subcommittee could make more informed decisions on what grants to approve first.

This Year's Shortfall/Action Plan: No Corrective action required

Evidence:

Benchmark: Maintain contacts with accrediting agencies and ensure accreditation documents are current and reflect accreditation status. Benchmark Rating: Met Last Year's Shortfall Addressed: No Corrective Action Required

This Year's Accountability Narrative: Due to COVID-19 all the annual seminars were canceled. Personnel from NMMI did attend the online seminars for HLC in spring of 2020. NMMI had the accreditation scheduled visit for fall of 2020. During the spring the Institutional Research Officer and other members of the administration kept in near constant contact with HLC to make sure NMMI was on track for a successful visit.

This Year's Shortfall/Action Plan: No corrective action.

Evidence: Accreditation Report - Higher Learning Commission

Evidence: AIDU - Annual Institutional Data Update for HLC 2019-2020 Annual Purpose Accountability Report (APAR): Institutional Research

Purpose: Collect, organize and distribute institutional data to appropriate outside entities. Purpose Rating: Met

Benchmark: ACT College Readiness bi-yearly organization, updating, distribution and publishing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The two new webpages created for Federal Compliance and Student Right to Know contain this type of information. This document was posted on Student Right to Know webpage.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: ACT College Readiness Report

Benchmark: Faculty/Staff Climate Survey - yearly organization, updating, distribution and publishing. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Due to our sudden departure due to Covid 19, the Faculty/Staff Climate Survey was not given as usual in the spring.

This Year's Shortfall/Action Plan: The Faculty/Staff Climate Survey will be given in the spring semester of 2021 regardless of the Covid 19 restrictions.

Evidence: Survey - Faculty and Staff Climate

Evidence: Surveys - Evaluation - Assessment and Test Policies (SEAT)

Benchmark: Cadet Life Survey - yearly organization,updating, distribution and publishing Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Cadet Life Survey was conducted in the fall as in the past. Results of the survey were distributed to the Faculty, Staff, and Cadets.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: Survey - Cadet Life

Evidence: Surveys - Evaluation - Assessment and Test Policies (SEAT) 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Parent/Guardian Survey - yearly organization, updating, distribution and publishing. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was mpt reqiored/

This Year's Accountability Narrative: Because of the sudden departure due to Covid 19, the Parent/Guardian Survey was not administered.

This Year's Shortfall/Action Plan: The Parent/Guardian Survey will be administered in the spring semester of 2021 regardless of the Covid 19 impact.

Evidence: Survey - Parent and Guardian

Evidence: Surveys - Evaluation - Assessment and Test Policies (SEAT)

Benchmark: Corps Profile - yearly oganiztion, updating, distribution and publishing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Collected the Corps Profile data, distributed to the Faculty/Staff, and posted on the Student Right to Know webpage.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: Corps Profile

Benchmark: AIDU - Annual Institutional Data Update for HLC - yearly organization, updating, distribution and publishing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Completed the AIDU" annual report ans submittted it to HLC as required.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: AIDU - Annual Institutional Data Update for HLC

Benchmark: Federal Compliance and Student Right to Know Webpages - yearly organization & updating Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Federal Compliance and Student Right to know webpages were updated as required. There are bi-annual meetings now established to address requirements in both of these webpages. A separate Federal Compliance review was done via the HLC Accreditation, which resulted in a no concerns and actually a shortened meeting time for discussion. Having established both of these webpages where all the required information is in one place helped facilitate a good review.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: Federal Compliance Webpage - NMMI Website

Evidence: Student Right To Know Webpage - NMMI Website 2019-2020 Annual Purpose Accountability Report (APAR): Purpose: Assist with promoting NMMI self-examination, improvement, transparency, and accountability. Purpose Rating: Met

Benchmark: AGA - Accountability in Government Act - Annual Performance Report yearly organization, updating, distribution and publishing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: This document has undergone a complete revision by the DFA (Department of Finance & Administration) and LFC (Legislative Finance Committee) at the state level in 2018-19. They have instituted some common measures for all two-year colleges that are included in this report but NMMI is able to add measures to this sheet as well. A one- page spreadsheet is all that is now required to be submitted. This document is also contained in the annual update of Annex 3 of the Strategic Plan.

This Year's Shortfall/Action Plan: Continue to monitor the existing measures to determine if the outcome is reflective of our institution.

Evidence: AGA - Accountability in Government Act Annual Performance Report

Benchmark: Strategic Planning and Review - yearly organization, updating, and maintenance. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Compiled the Annual Strategic Accountability (ASA) Report to the Superintendent and included it in Annex 3 of the Strategic Plan. Annex 3 is posted on the Strategic Plan webpage. The Assurance Argument had numerous positive references to this process.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: Strategic Plan 2020 Annex 3 - Accountability

Evidence: Vision and Mission Webpage - NMMI Website

Evidence:

Benchmark: IPEDS Data Feedback Report - yearly distribution and publishing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Posted the IPEDS Data Feedback Report on the the Student Right to Know webpage.

This Year's Shortfall/Action Plan: Corrective action was not required.

Evidence: IPEDS Data Feedback Report 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Course Critiques - yearly organization, updating and distribution Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Course critiques were administered only in the fall semester because of the impact of Covid 19. Those results were given to the Dean, the AD's and the instructors.

This Year's Shortfall/Action Plan: Because of the issues we had in not being able to administer the Course Critiques in the spring semester with the cadets being at home, new software will be purchased to allow cadets to complete the Course Critiques through Canvas. This will eliminate the need for cadets to be on campus to complete them.

Evidence:

Evidence: Course and Instructor Critiques Results

Benchmark: Maintain 80% in combined ratings for Neutral/Positive/Do not know responses for the Institutional Research Office services on the Faculty/Staff Climate Survey. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Since the Faculty/Staff Climate Survey was not given due to the Covid 19 impact, there is no data available.

This Year's Shortfall/Action Plan: The Faculty/Staff Climate Survey will be given in the spring semester regardless of the Covid 19 impact.

Evidence:

Evidence: Survey - Faculty and Staff Climate

Benchmark: Collect and archive surveys commissioned by outside entities for institutional evaluation purposes. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: In 2019-2020 no outside surveys were conducted.

This Year's Shortfall/Action Plan: None

Evidence: Survey - Public Perception 2019-2020 Annual Purpose Accountability Report (APAR): International Center

Purpose: The International Center supports NMMI’s vision by actively recruiting qualified international students, retaining and provide support to those cadets who attend NMMI; increase partnerships through qualified and certified agents who represent NMMI abroad; establish MOU (memorandum of understanding) with foreign schools and governmental entities; establish exchange programs with foreign schools; strengthen relationship with Education USA advisers; and establish Study Abroad Programs. Purpose Rating: Met

Benchmark: Enroll 200-250 qualified international cadets each year (new and re-enrolled) Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: In 2019-2020 we enrolled 205 new and re-enrolled international cadets from 28 countries. There was a significant problem returning international students to their home country due to COVID-19. The U.S. administration put in place a travel ban, affecting all of our students from Vietnam, China, Singaporte, Indonesia, Thailand and India.

This Year's Shortfall/Action Plan: None

Evidence: Corps Profile

Benchmark: Sign 1-5 new agent agreements per year Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: In 2029-2020 there were 11 new agent agreements signed.

This Year's Shortfall/Action Plan: None

Evidence: International Agent List

Benchmark: increase by 1 MOU per year Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: NMMI signed a MOU with COOPEC - Brazil to start a HS exchange program. Fall 2019, a cadet went to Brazil for a semester, and Spring 2020 NMMI hosted a cadet from Brazil (COOPEC) on Post.

This Year's Shortfall/Action Plan: None

Evidence: MOUs and 2+2 programs inventory 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Establish one exchange program every 5 years and manage the programs in place. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: 2019-2020 MOU was officially signed with COOPEC. There were two more MOU's pending which were put on hold due to COVID-19.

This Year's Shortfall/Action Plan: COVID-19 impacted our ability to signed two additional MOU's. COOPEC's was officially signed and executed successfully.

Evidence: International Exchange Program List

Benchmark: Bring Education USA adviser(s) to NMMI for a familiarization tour so they can be informed about the programs we offer and be able to advise students in their countries. Benchmark Rating: Not Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Due to the pandemic Education USA cancelled all trips and there were no famliarization tours in the USA.

This Year's Shortfall/Action Plan: The pandemic impacted our ability to welcome Education USA advisors on Post - No Education USA advisor was allowed to travel to the USA.

Evidence: International Educator Adviser List - EdUSA

Benchmark: Create a summer Study Abroad program - faculty lead – for credit. Benchmark Rating: Not Met Last Year's Shortfall Addressed: Corrective actions was not required

This Year's Accountability Narrative: All Study Abroad programs were cancelled due to the pandemic.

This Year's Shortfall/Action Plan: The pandemic has directly impacted our ability to travel abroad - all study abroad programs were cancelled.

Evidence: International Study Abroad Program List

Benchmark: Attend a NAFSA conference and/or a IIE (Institute of International Education) Summit every year Benchmark Rating: Met Last Year's Shortfall Addressed: Corrctive action was not required.

This Year's Accountability Narrative: IIE Summit and NAFSA conference were virtual due to the pandemic

This Year's Shortfall/Action Plan: I attended both events as they were offered virtually

Evidence: International Conferences 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Offer International Student Orientation every Fall semester before classes start Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Orientation program happened virtually and through Canvas.

This Year's Shortfall/Action Plan: The pandemic impacted our ability to bring new international students to Post prior to matriculation. Orientation was offered virtually and included assistance to families and students who were crossing the U.S. borders by land and guidance to the ones entering the U.S. by air.

Evidence: International Student Orientation Presentation 2019-2020 Annual Purpose Accountability Report (APAR): JROTC

Purpose: To motivate young people to better citizen." Motivate cadets to improve physical fitness; remain drug free; think critically and creatively; communicate effectively; work as a team member; graduate from high school; pursue meaningful careers especially in the areas of science, technology, engineering, and mathematics (STEM); and become successful citizens. Purpose Rating:

Benchmark: Maintain Honor Unit with Distinction Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Once again, NMMI JROTC achieved Honor Unit with Distinction.

This Year's Shortfall/Action Plan: No corrective action required. We will emphasize improved drill and ceremony this year.

Evidence:

Evidence: JPA Attendance and Participation Evaluation Data

Evidence:

Benchmark: Attend at least three drill meets per year. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We competed in two drill meets, but were unable to participate in a third drill meet due to cancellation of classes during Spring Semester at NMMI because of COVID-19.

This Year's Shortfall/Action Plan: Depending on COVID-19 restrictions in New Mexico for this school year, we may be unable to meet this benchmark.

Evidence:

Evidence: Drill Meet Operations Book

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Library

Purpose: Build and provide access to resources for cadets, faculty, and staff. Purpose Rating: Met

Benchmark: Average of 50 uses of both the physical and electronic collections per registered user. Benchmark Rating: Met Last Year's Shortfall Addressed: N/A

This Year's Accountability Narrative: N/A

This Year's Shortfall/Action Plan: N/A

Evidence: Library Collections Document

Evidence: Collection Reserves

Benchmark: Increase Library collections by 4% Benchmark Rating: Met Last Year's Shortfall Addressed: There was an average of 53 uses per person based on the following information from the Library Collections Statistical Usage Data 2019- 2020.pdf file: 1,103 users and 58,455 items in the collections.

This Year's Accountability Narrative: N/A

This Year's Shortfall/Action Plan: N/A

Evidence: Library Collection Homepage

Benchmark: 2/3 or 66% of employee survey respondents use Library facilities and/or resources; 70% of total responding rates the Library services as good or better. Benchmark Rating: Met Last Year's Shortfall Addressed: Due of COVID, Institutional Research office did not conduct the Faculty/Staff Climate survey.

This Year's Accountability Narrative: No survey conducted due to COVID.

This Year's Shortfall/Action Plan: N/A

Evidence: Survey - Faculty and Staff Climate

Benchmark: At least 10% of the corps has utilized the library during Night Study Hall. Benchmark Rating: Met Last Year's Shortfall Addressed: Due to COVID, no cadets returned to campus after Spring Break. All instruction occurred online for the remainder of the semester.

This Year's Accountability Narrative: There was no data after Spring Break due to COVID. All instruction moved to online for remainder of semester.

This Year's Shortfall/Action Plan: N/A 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Night Study Hall Statistics for Toles

Benchmark: Over 50% of the Parent/Guardian Survey respondents feel Night Study Hall is very to extremely valuable to their cadet's academic success. Benchmark Rating: Met Last Year's Shortfall Addressed: Because of COVID, Institutional Research office did not do the Parent/Guardian survey.

This Year's Accountability Narrative: No survey conducted due to COVID.

This Year's Shortfall/Action Plan: N/A

Evidence: Survey - Parent and Guardian

Benchmark: Librarians offer introduction into research and information resources through classroom presentations, library tours, and/or video(s) on the library website at https://www.nmmi.edu/academics/paul-horgan-library/research-assistance/. Benchmark Rating: Met Last Year's Shortfall Addressed: N/A

This Year's Accountability Narrative: N/A

This Year's Shortfall/Action Plan: N/A

Evidence: Information Services to Groups

Evidence: Research Assistance

Benchmark: Ensure access and monitor usage of collections reserves for faculty, staff, and cadets. Benchmark Rating: Met Last Year's Shortfall Addressed: N/A

This Year's Accountability Narrative: Of the 146 items on reserve, there were 705 uses. This benchmark is effective.

This Year's Shortfall/Action Plan: N/A

Evidence: Collection Reserves 2019-2020 Annual Purpose Accountability Report (APAR): Museum

Purpose: Preserve,document, and showcase NMMI's history. Purpose Rating: Met

Benchmark: Approximately 3000 visitors per fiscal year to the museum. Benchmark Rating: Not Met Last Year's Shortfall Addressed: Benchmark not reached. Campus closed mid March because of Covid-19,

This Year's Accountability Narrative: Benchmark was on track but campus closed because of Covid-19 outbreak. Visitor count had been on track before unexpected closure.

This Year's Shortfall/Action Plan: Visitor count had been on track before closure. Corrective measure not taken at this time.

Evidence: Museum Statistics

Evidence: Museum brochure

Benchmark: 100% of museum inventory is kept up-to-date and accurate Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action was needed

This Year's Accountability Narrative: Museum inventory is up to date and accurate.

This Year's Shortfall/Action Plan: No corrective action needed

Evidence: Museum Inventory Sheet 2019-2020 Annual Purpose Accountability Report (APAR): Registrar's Office

Purpose: Maintain the accuracy and integrity of student records (past and present), a current and accurate academic catalog, insure compliance with standards set forth in the catalog and federal policies (FERPA). Purpose Rating: Met

Benchmark: Maintain and publish current academic catalog each academic year Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Catalog was updated and published in early July. No problems this year.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Validate 100% of student residency data by census date to ensure correct and timely tuition assessment (each term) Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Residency data were captured by 3rd Friday dates

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Evidence: REG_STUDENTDATA_YTS (Institute SQL Table)

Benchmark: Review and insure correct course (HS and College) enrollment information by census date Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Both HS and College course enrollments were reviewed prior to data capture on census date.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Send annual FERPA notice to all students Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: FERPA notice was posted to catalog, along with an email notice being sent to students and to parents (via Parent eNews). We also have a "FERPA | Know Your Rights" webpage avaiable on the Registrar's webpage.

This Year's Shortfall/Action Plan: N/A 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Course Catalog

Benchmark: Review submitted student grades during midterm/final grading periods to insure 100% valid/correct grades prior to producing grade reports and transcripts. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: All grades are reviewed prior to midterm/end of term reports being sent out to cadets, parents, administration and outside entities.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Insure 100% of graduation candidates meet academic requirements or are eligible to graduate via transfer of credit prior to presenting to Board of Regents. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: All potential graduates are audited early in the year/term that they are expected to graduate. Then, at end of term, after final grades are posted, graduates' academic plans are reviewed. Only those who meet all graduation requirements are certified for graduation.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Evidence: Academic Degree Plan

Benchmark: Review and capture key data on key academic dates for reporting purposes Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Key academic data is captured in our Institute..REG_STUDENTDATA_YTS table. We have SQL scripts that we run on or after these key dates.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Meet annual reporting deadlines to external reporting agencies such as IPEDS, AMCSUS, NSC and NM HED. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: All reporting deadlines were met this year.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Insure 100% of student athletes participating in an in-season sport are academically eligible after grade reporting dates (term for college; term and 9 weeks for HS). Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: All athletic eligibility, for HS and College student athletes, were reviewed prior to each season. In some cases, athletes are added during the season. Those are reviewed promptly.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Insure 100% of pre-computer system paper transcripts (before 1987) are readily available. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: All paper transcripts are in OnBase.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Benchmark: Insure a correct course schedule is readily available to cadets/faculty throughout registration (each term) Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: We have a public facing term schedule available to cadets/public that lists courses/times/faculty. We also have an internal schedule available to staff/advisors that lists the same information plus student enrollments.

This Year's Shortfall/Action Plan: N/A

Evidence: Course Catalog

Evidence: Term Course Schedule 2019-2020 Annual Purpose Accountability Report (APAR): SROTC

Purpose: Recruit, retain, train and Commission the future leaders of the United States Army. Purpose Rating: Met

Benchmark: Provide Warfighting Training to 100% of Commissionees in each mission set. Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required

This Year's Accountability Narrative: In 2019-2020 Warfighting Training was provided to 22 Commissionees which was a very instrumental to the mission set.

This Year's Shortfall/Action Plan: NONE

Evidence: SROTC Annual Training Plan

Evidence: ROTC CDT CMD Form 67-10-1

Evidence: Training Guidance USACC 1st BDE

Benchmark: Each commissionee must obtain 60% on the Army Physical Fitness Test(APFT) Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: For 2019-2020 all commissionees obtained 60% on the APFT

This Year's Shortfall/Action Plan: NONE

Evidence: Training Guidance USACC 1st BDE

Evidence: Army Physical Fitness Test (APFT)

Evidence: ROTC CDT CMD Form 67-10-1

Benchmark: Each commisssionee must obtain a "Qualified" or greater rating on their Cadet Evaluation to remain in the program Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required.

This Year's Accountability Narrative: In 2019-2020 all commissionees obtain a "Qualified" or greater rating on their Cadet Evaluation

This Year's Shortfall/Action Plan: NONE

Evidence: Cadet Evaluation Report

Evidence: ROTC CDT CMD Form 67-10-1

Evidence: Training Guidance USACC 1st BDE 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Recruit the maxium number of allowable mission set Commissionee. Benchmark Rating: Met Last Year's Shortfall Addressed: Received a larger pool of qualified candidates and this enabled us to meet mission requirements

This Year's Accountability Narrative: In 2019-2020 we recurited 32 mission set commissionees which was required.

This Year's Shortfall/Action Plan: NONE

Evidence: REAP Recruiting Engagement Action Plan

Evidence: Training Guidance USACC 1st BDE

Evidence: Mission Set Manning Report (MSMR)

Evidence: ROTC CDT CMD Form 67-10-1 2019-2020 Annual Purpose Accountability Report (APAR): Student Assistance Center

Purpose: SAC school counselors design and deliver a comprehensive high school counseling program that promotes student achievement at each grade level. This program includes college selection, advising, guidance, counseling and mentoring of students. Purpose Rating: Met

Benchmark: The Responsive Services takes 25%-35% of the academic counselor's time. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: For 2018 -19 the individual student planning took 25 - 35% of each counselors time, to include building schedules. Beginning in the Fall of 2020 two of the 4 counselors will be trained in Title IX Advising. Because of this, the amount of time they spend conducting this advising, the regular advising time there is an increase to their regular counseling duties. Because this does not affect the entire department, the benchmark will remain the same. One of the counselors will take on the additional duties of teaching the Photojournalism class during the fall 2020 school year.

This Year's Shortfall/Action Plan: None

Evidence: SAC Counselors Seminar Schedules-Office Hours

Benchmark: The individual student planning takes 25%-35% of the academic counselor's time, which includes building schedules. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action was needed.

This Year's Accountability Narrative: For 2019-2020 the individual student planning took 25 - 35% of each counselors time, to include building schedules. Cadets met individually with their counselor to work through their next semester schedule, grade issues, and college and career planning.

This Year's Shortfall/Action Plan: None

Evidence: Four-Year Plans

Benchmark: Guidance Curriculum should take 15%-25% of the academic counselor's time which includes weekly seminars. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action needed

This Year's Accountability Narrative: Academic Counselors spent 15-25% of their time each week to include weekly seminars. Lesson plans were enhanced to include Zoom, and YouTube for online distant learning in the spring 2020 due to COVID-19.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence: SAC Counselors Seminar Schedules-Office Hours 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: All SAC Counselors must have appropriate licensure state level 1 license within 5 years of being hired. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action is needed

This Year's Accountability Narrative: SAC Academic Counselors have taken and are preparing to take the NM School Counselor exam. CPT Bertha Gomez passed the initial School Counselor exam and received her Level One Alternative Pre K -12 Licensure and is currently taking additional courses to meet the credit hours to receive her School Counselor License. MAJ Dan Smith has his LADAC Licensure and plans on retaking the School Counselor exam the summer of 2020. MAJ Jasmine Small Armstrong will take the NM School Counselor exam in the spring 2020. LTC Reagor Johnson has her Level III School Counselor Licensure dated 2016 expiring in 2025; however plans to apply for the NM Educational Administration Pre K-12 Licensure this fall.

This Year's Shortfall/Action Plan: MAJ Dan Smith is retiring at the end of this fall 2020 semester and will not pursue his NM Counselor licensure. MAJ Jasmine Small Armstrong had to postpone taking her exam due to the COVID-19 shutdown. She will take the exam in May 2021.

Evidence:

Evidence: SAC Counselor License Tracking

Benchmark: Every SAC Counselor is required to attend one of the national counselor conferences and other professional development. Benchmark Rating: Met Last Year's Shortfall Addressed: None

This Year's Accountability Narrative: Counselors did not attend the annual NACAC (National Association for College Admission Counseling) Conference the fall of 2020 Due to COVID- 19. The ASCA (American School Counselor Association) Conference was attended by all four NMMI School Counselors virtually on Zoom. Each counselor received a counselor bag from ASCA that included hand sanitizer, a tee shirt, and information to be shared with cadets as they prepare for college and their future careers.

This Year's Shortfall/Action Plan: None

Evidence: SAC Counselors Professional Development Trip Reports

Benchmark: The System Support takes 15%-20% of the academic counselor's time Benchmark Rating: Met Last Year's Shortfall Addressed: None

This Year's Accountability Narrative: Yes, system support does take15 - 20% of each academic counselor's time.

This Year's Shortfall/Action Plan: No corrective action required. 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: SAC Counselors Seminar Schedules-Office Hours 2019-2020 Annual Purpose Accountability Report (APAR): Student Persistence & Success

Purpose: Collect data and evidence that can be used to assess persistence, completion, and student success. Purpose Rating: Exceeded

Benchmark: Collect data for goals, personality, and other relevant factors for each incoming RAT at matriculation. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Fall 2019 data was strong and this process was working well.

This Year's Shortfall/Action Plan: Continue in the same plan ** it is important to note that as we close this report the F2020 matriculation station that relates to this benchmark was not possible due to COVID.

Evidence: Matriculation Station Report - Entrance Interviews

Benchmark: Collect qualitative or quantitative data that is not part of the routine data collection done by institutional research. These may be one-time collections of data for specific purposes. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: There were several issues where we were forced to collect one time data to determine a variety of things during the 2019-2020 school year. One example is running grades and determining cadets who had been passing at mid-term, but were not passing at the end. Those students received a "P".

This Year's Shortfall/Action Plan: There were no noted shortfalls. We all worked hard on student success. Particularly in the Spring during the lockdown it was challenging, so this year in particular the teamwork was outstanding.

Evidence: Student Success Annual Report

Purpose: Analyze data to look for trends or discover interesting patterns or phenomena that may affect student persistence, completion, or success. Purpose Rating: Met 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Review data on returning students at the beginning of each semester to track return rates. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: There is no data provided for this benchmark at this time.

This Year's Shortfall/Action Plan: There is no data provided for this benchmark at this time. I have reached out to find out where the data is kept so it can be reviewed and posted in future. While the specific report is not listed, we considered return rates and retention throughout the summer planning process. We worked hard to respond to what cadets and their families explained they wanted in remaining in on campus learning. This was a Hurculean effort that provided a clear plan for a return.

Evidence:

Benchmark: Review data at the end of the semester on student success outcomes such as GPA, flags, attrition, and other factors of interest. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The report for Fall 2019-2020 has not been uploaded. The EWS has really made a difference in the Spring with teachers off post, this was one easy way to communicate. The usage across the board seems to be improving.

This Year's Shortfall/Action Plan: We need to continue to encourage widespread use of EWS. This program, particularly the green and blue flags is very helpful to student success initiatives. While marking 'no homework' is a great start, we need to continually work to improve in our collaboration on cadet success.

Evidence: Persistence and Completion End of Semester Report 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Analyze data to answer specific questions or concerns related to persistence, completion, or student success issues that arise. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Most of the student success related issues that were brought forward as institutional were done so through the Student Success Academy. The notes are attached.

This Year's Shortfall/Action Plan: The Student Success Committee was designed to bring in all three mission elements to collaborate on cadet success. While Academics and Athletics have been invested in the entire process, the greatest concern the Student Success Academy noted was the general disconnect between this effort and the Commandant. While the opportunities to cooperate were there and were often initially met with excitement, somehow the opportunities never seemed to materialize. The Committee has adjusted and changed the makeup of the Committee. We welcomed a veteran with the Commandants staff to the Committee and we have had positive interactions with the incoming Commandant. The Committee looks forward to continuing our efforts with a united front.

Evidence: Student Success Annual Report

Purpose: Support efforts to enhance student persistence, completion, or success by being involved in planning and implementing projects or by contributing to data-oreiented planning. Purpose Rating: Exceeded

Benchmark: Be involved in at least one project or issue at all times. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: There are so many student success related pieces happenging simultaneously that we should develop a 'far exceeded' answer for this one. The main push this year has been to pull all of the student success efforts together into one student success plan that is overarching. This would help pull the varied initiatives together. It should be completed by summer 2021.

This Year's Shortfall/Action Plan: N/A

Evidence: Student Success Annual Report

Purpose: Help develop and maintain the early warning system. Purpose Rating: Met 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Collect and receive feedback on the early warning system in order to modify or maintain it for optimal usage. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The Early Warning system grows in utilization each year. As it does, tweaks and changes are made. Folks from across campus are making suggestions and updates continually.

This Year's Shortfall/Action Plan: With the departure of Joel Dykstra, the maintenance of the EWS, along with the Assurance and Assessment databases have all fallen to Charity to maintain. I don't know what the solution is to this issue, but we need to come up with a plan to train others and distribute the work more equitably.

Evidence: Early Warning Report 2019-2020 Annual Purpose Accountability Report (APAR): Commandant 2019-2020 Annual Purpose Accountability Report (APAR): Cadet Counseling Center

Purpose: Staff- Train CCC staff in professional counseling procedures, ensure periodic training opportunities in accordance with needs and pertinent laws; utlizing a dynamic SOP for the CCC that provides guidance for the functioning of the CCC. Purpose Rating: Met

Benchmark: 100% of counseling staff are funded staff development. Each counselor is provided training for at least 20 continuing education classes per year.(Note: in order to possess a counselor license must complete 40 ceu’s every two years and pay $300 dollars to the New Mexico Counseling Board. 100% of participation is required. Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required

This Year's Accountability Narrative: 100% of counseling staff are funded staff development. Each counselor is provided training for at least 20 continuing education classes per year.(Note: in order to possess a counselor license must complete 40 ceu’s every two years and pay $300 dollars to the New Mexico Counseling Board. 100% of participation is required.

This Year's Shortfall/Action Plan: none corrective action regarding training - the CCC is currently being revamped to a life coaching center and hiring is on going.

Evidence:

Purpose: Cadets: Provide the necessary counseling, guidance, and training to enable every cadet to successfully adapt to a structured military environment, live in a shared community environment, and make the right choice to avoid high risk behavior in accordance Purpose Rating: Met 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: 100% of cadet’s directed to CCC are counseled in an attempt to help them manage their behavioral problems and be able to meet the required standards both the corps and the classroom. Helping them adjust and cope with any personal obstacles that is hindering cadet’s potential progress can make the difference whether they stay at NMMI or go home. CCC also refers cadets depending on their needs for mental health issues, infirmary, crisis counseling, academic counseling, career counseling, TLA’s, activities directors and coaches, ropes course. Records are kept on attendance and outcomes from these resources. Benchmark Rating: Met Last Year's Shortfall Addressed: no corrective action needed.

This Year's Accountability Narrative: 100% of cadet’s directed to CCC are counseled in an attempt to help them manage their behavioral problems and be able to meet the required standards both the corps and the classroom. Helping them adjust and cope with any personal obstacles that is hindering cadet’s potential progress can make the difference whether they stay at NMMI or go home. CCC also refers cadets depending on their needs for mental health issues, infirmary, crisis counseling, academic counseling, career counseling, TLA’s, activities directors and coaches, ropes course. Records are kept on attendance and outcomes from these resources.

This Year's Shortfall/Action Plan: due to to vacancy in the CCC - the CCC was revamped to a life coaching center. Hiring process is on going.

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Commandant's Office

Purpose: To maintain accurate cadet records, and a detailed administrative audit trail, pertaining to all aspects of cadet services and support, parental engagement, deportment, cadet accountability, social etiquette, training & special events/training schedules, letters of instruction, Master Calendar, Cadet Blue Book, Corp of Cadets Learning Outcomes, Standard Operating Procedures, all correspondence pertinent to the Commandant's mission element Purpose Rating: Met

Benchmark: Ensure every cadet has the opportunity to join at least one extra-curricular activity,sport, ROTC or Band. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Through the cadet activity fair, every cadet was given the opportunity to join at least one activity

This Year's Shortfall/Action Plan: Met benchmark

Evidence: SLA Minutes

Evidence:

Evidence: Blue Book

Evidence: Parent Orientation Briefing PP by Commandant

Evidence: Cadet Activity Matrix

Benchmark: 70% or more of the Corp are in good standing. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: More than 70 percent of the corps ended the year in good standing

This Year's Shortfall/Action Plan: benchmark achieved

Evidence: Promotion Worksheet

Evidence:

Evidence: Parent Orientation Briefing PP by Commandant

Evidence:

Evidence: Cadets in Good Standing Statistics

Evidence: Cadet Leadership Matrix 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Chain of Command

Benchmark: 95% cadet accountability 24 hours per day 7 days per week. Benchmark Rating: Met Last Year's Shortfall Addressed: The electronic accountability book is in place and being used by all troops.

This Year's Accountability Narrative: I believe the planning was very effective in achieving this benchmark. We moved to a digital red book and cadets were not permitted to leave campus without signing out. This helped with cadet accountability.

This Year's Shortfall/Action Plan: none

Evidence: SLA Minutes

Evidence: Chain of Command

Evidence: Status Sheet for Cadets

Evidence: Accountability Red Book

Benchmark: Post Parent E-News monthly on website parent page Benchmark Rating: Met Last Year's Shortfall Addressed: N/A

This Year's Accountability Narrative: The parent e-news is distributed only to parents that provide their email to the Commandant's office.

This Year's Shortfall/Action Plan: Next year I am going to speak with the registrar to see if there is a way that we can use the parent email addresses he has on file. This way we can distribute it to more parents.

Evidence: Parent E Newsletter

Benchmark: To provide up-to-date training to TLAs and Commandant's staff. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We provide training throughout the year for the Commandant's Staff

This Year's Shortfall/Action Plan: Continue to provide training

Evidence: Leadership and Character Development Staff Training Spreadsheet

Benchmark: Assess leadership and character development learning outcomes for at least 90% of the corps. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Our department is working on an app to assess and grade the learning outcomes.

This Year's Accountability Narrative: This is a work in progress. The app is being developed and tested.

This Year's Shortfall/Action Plan: The app is still being created. 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Sum of Demerits by Semester 2019-2020 Annual Purpose Accountability Report (APAR): Deputy Commandant for Operations Office

Purpose: Provide for the safety, security, health, welfare, physical development, accountability, mentorship, leader development and discipline of the Corps of Cadets. In order to fulfill the purpose of the Commandant's Office the Commandant's Staff plans, develops, guides, directs, coaches and supervises the Cadet Chain of Command as they lead the Corps of Cadets in daily operations, activities, and events in support of the NMMI mission. Purpose Rating: Met

Benchmark: Maintain cadet accountability on a daily basis Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Electronic accountability made this benchmark easier to accomplish.

This Year's Shortfall/Action Plan: Not applicable.

Evidence: Cadet Record Review Example

Evidence: Accountability Red Book

Benchmark: All cadet leaders attend and are cerfified as having completed Summer Cadet Cadre Training. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: All cadet leaders that returned early and attended cadre training were certified to hold their positions. Continuing training is conducted as needed or during LDP time.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: Summer Cadet Cadre Training Plan

Evidence: Spring Cadet Cadre Training Plan

Evidence: LOIs All Combined

Benchmark: 100% of Recruits at Training (RATs) are qualified in cadet skills/knowledge by the end of their first semester Benchmark Rating: Met Last Year's Shortfall Addressed: All remaining RATs completed Bronco challenge and turned to yearlings.

This Year's Accountability Narrative: By the end of the first semester, all remaining RATs have had enough formal or daily training to be qualified to be at a minimum skill level. RATs that are in good standing can be promoted to their next rank upon completion of Bronco Challenge.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence:

Evidence: Blue Book 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: 100% of cadet leadership vacancies are filled with eligible and trained cadet candidates Benchmark Rating: Met Last Year's Shortfall Addressed: All positions were filled through the Cadet Promotion Process. Qualified Cadets completed applications and the best were choese to appear before Cadet-run promotion boards that were overseen by members of the Commandant's Staff.

This Year's Accountability Narrative: This was achieved by the cadet promotion application and promotion boards beings conducted by cadets with oversight from the Commandant's staff. This system continues to work very well.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: Cadet Leadership Matrix

Evidence: Promotion Worksheet

Benchmark: Publish and update the Training Schedule as required to reflect changes to the Cadet Plan of the Day Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: This benchmark was accomplished by staying on top of changes and getting them out to the corps and Commandant's staff as soon as they were known.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence: Training Schedule

Benchmark: CRR Updated by all TLA's to ensure all aspects of cadet life are documented Benchmark Rating: Exceeded Last Year's Shortfall Addressed: TLAs were trained. CRRs were spot checked by SLAs, DCO and DCS as well as the Commandant.

This Year's Accountability Narrative: Completed by all TLA/SLA/Commandant Staff. CRRs were well documented, in detail.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence: Cadet Record Review Example

Benchmark: Emergency response training is conducted at least annually for Faculty ,Staff, and Cadets Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Training is completed annually or as needed.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Emergency Action Plan

Evidence:

Benchmark: 100% of cadet leaders receive performance counseling on a Quarterly basis Benchmark Rating: Met Last Year's Shortfall Addressed: Cadet leaders were trained at meetings such as Staff Call and LDP as well as informal meetings with their supervisors. Those cadet leaders who were considered to be elite were given a special notation on their transcripts.

This Year's Accountability Narrative: Cadet leaders receive performance counseling as needed, either individually or at LDP, which is documented in their CRR.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence:

Benchmark: 100% of incoming cadet leaders are trained in the duties and responsibilities of the position they hold Benchmark Rating: Met Last Year's Shortfall Addressed: This was accomplished through the promotion board process and ongoing training.

This Year's Accountability Narrative: Incoming cadet leaders that attend Cadre training are trained. Those that assume a position during the year receive training from their TLA, SLA or Commandant staff at LDP or at staff calls. This is an ongoing process as turnover in the corps of cadets dictates.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence: Blue Book

Evidence:

Evidence: LOIs All Combined

Benchmark: 100% of SLA's and TLA's receive performance counseling Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Performance conducted yearly and/or as needed.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: All newly hired SLAs are trained and certified by the Commandant's Staff and all newly hired TLAs are trained and certified by SLAs on their roles, and functions as Squadron and Troop mentors. Benchmark Rating: Met Last Year's Shortfall Addressed: This was accomplished by the respective TLA's SLA or DCO.

This Year's Accountability Narrative: All new hires were trained to an acceptable performance level, either by one-on-one training with their supervisor or by on-the-job training from their peers.

This Year's Shortfall/Action Plan: All training of TLAs will be conducted by the DCO to ensure consistency across all three squadrons.

Evidence: SLA TLA Certification Policy

Evidence:

Benchmark: Provide Letters of Instruction (LOI's) for all NMMI Special Events Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: LOIs for all events were completed on time.

This Year's Shortfall/Action Plan: No corrective action was necessary.

Evidence:

Evidence: LOIs All Combined

Evidence:

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Deputy Commandant for Support Office

Purpose: Provide a high quality of life for the Corps of Cadets, cadet extra-curricular activities support, cadet awards and recognition, and purposeful community engagement and support to enable every cadet to achieve the Corps of Cadets Learning Outcomes Purpose Rating:

Benchmark: Majority of cadets report Strongly Agree or Agree on the questions relating to auxilary services in the survey report Benchmark Rating: Last Year's Shortfall Addressed:

This Year's Accountability Narrative:

This Year's Shortfall/Action Plan:

Evidence: Survey - Cadet Life

Benchmark: 90% of barracks workorders are completed within 120 days Benchmark Rating: Last Year's Shortfall Addressed:

This Year's Accountability Narrative:

This Year's Shortfall/Action Plan:

Evidence: Facilities Work Order - Report

Evidence: Barracks Work Order Report

Benchmark: Majority of the customers are satisfied with services provided by support services contracts and subcontracts. Benchmark Rating: Last Year's Shortfall Addressed:

This Year's Accountability Narrative:

This Year's Shortfall/Action Plan:

Evidence: Survey - Cadet Life

Evidence: NMMI Contract with Infirmary

Evidence: NMMI Contract with Sodexo (Store)

Evidence: NMMI Contract with Sodexo (Food Service) 2019-2020 Annual Purpose Accountability Report (APAR): Leadership & Character Development

Purpose: Provide leadership training, mentoring, and leadership assets to cadet leaders at all levels within the Corps of Cadets. To provide support to the Commandant, Deputy Commandant for Operations, and the Deputy Commandant for Support. Purpose Rating: Met

Benchmark: Provide mentoring to 100% of the Command Sergeant Major and other Sergeant Majors within the Corps of Cadets. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Met eith SGM weekly to address issues and upcoming events. The process worked well.

This Year's Shortfall/Action Plan: N/A

Evidence:

Evidence: SGM Monday Meetings Special Event Form

Benchmark: Provide leadership preparatory training to 75% of the leaders at all levels within the Corps of Cadets. Benchmark Rating: Met Last Year's Shortfall Addressed: We added the course and it has been productive.

This Year's Accountability Narrative: The benchmark was achieved through class offerings and bringing the Corps of cadets future leaders together for classes.

This Year's Shortfall/Action Plan: No corrective actions needed.

Evidence: Squad Leader School Attendance

Evidence: Platoon Sergeant School Attendance

Evidence: First Sergeant School Attendance

Evidence: Junior Officer School Attendance

Benchmark: Create, build, and maintain an online leadership library to be used by the commandant's staff and cadet leaders. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: The leadership library has been maintained and updated through out the year and is utilized regularly.

This Year's Shortfall/Action Plan: No shorfalls or corrective action required.

Evidence: Leadership Library Link 2019-2020 Annual Purpose Accountability Report (APAR): Leadership Outreach

Purpose: Provide engaging events/activities/programs which will provide academic stimulation as well as experiential learning leading to personal growth personally and professionally. Purpose Rating: Emerging/Indeterminate but Much More Needs To Be Done

Benchmark: DLC Usage by internal & external groups at least 75% of the year Benchmark Rating: Emerging/Indeterminate but Much More Needs To Be Done Last Year's Shortfall Addressed: COVID 19 cancelled of the summer camps and the Spring programs were not completed as a result of the school's closing during Spring break. When COVID restrictions are lifted, programs shall be resumed and evaluated

This Year's Accountability Narrative: COVID Restrictions did not allow the public normal access to DLC.

This Year's Shortfall/Action Plan: Once COVID restrictions lifted, DLC shall reopen and reach out again

Evidence: DLC Event and Activity Tracking

Benchmark: Admit to NMMI 25% of total summer program participants Benchmark Rating: Emerging/Indeterminate but Much More Needs To Be Done Last Year's Shortfall Addressed: COVID 19 restrictions significantly hinderd this effort and all recruiting activities went through admissions only. The DLC programs were not completed due to cancellations in respsonse to COVID

This Year's Accountability Narrative: Due To COVID restrictions, all recruiting activities were taken on by Admissions and Summer programs were cancelled no allowing recruiting via that way

This Year's Shortfall/Action Plan: COVID restrictions lifted, programs will pick back up

Evidence: Program Impact Sheet

Benchmark: Obtain 75% parental approval of NMMI summer programs. Obtain 90% staff approval of summer programs Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: COVID 19 restrictions did not allow for programs to be completed and as a result parents were not able to make their inputs or give their recommendations.

This Year's Accountability Narrative: Once the COVID restrictions are lifted, the programs will pick up where they left off.

This Year's Shortfall/Action Plan: COVID lifted and we are a go

Evidence: Summer Camp Documentation 2019-2020 Annual Purpose Accountability Report (APAR): Police Department

Purpose: Train for and respond to emergency situations Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Maintain a minimum of 65 total hours of training per officer per two year training cycle. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed:

This Year's Accountability Narrative: All officers attended enough courses during the two year training period to satisfy New Mexico Department of Public Safety requirements, but some officers did not meet the standards of this benchmark. Due to the Covid situation, officers were not allowed to attend the " in person" courses. This had a detrimental effect being able to attend some of the courses that we normally would send them to.

This Year's Shortfall/Action Plan: The Covid situation persists and will affect training again in this training period. Officers will be assigned more online courses to make up the difference and to bring them in line with meeting the benchmarks set forth in this plan.

Evidence:

Benchmark: Maintain a score that meets or excedes the minimum requirements of the NM DPS for handgun qualifications Benchmark Rating: Met Last Year's Shortfall Addressed:

This Year's Accountability Narrative: Handgun qualifications have proceded as necessary

This Year's Shortfall/Action Plan: Minimum reuirements were met for this benchmark, no actions taken

Evidence:

Purpose: Provide for the safety and security of every member of the staff, faculty, corps of cadets and visitors to the NMMI Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Maintain building check totals +/- 5% Increase or maintain 50% per day; increase personal contacts by 10% or maintain 10% per day for officers Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed:

This Year's Accountability Narrative: The number of building checks have fallen over the past reporting period. Due to the Covid situation officers have not exposed themselves to the risk of surface virus by performing more exterior visual checks of buildings, not complete interior checks.

This Year's Shortfall/Action Plan: With the Covid situation continuing, this benchmark will contue to be unmet in the future. 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Officers Daily Log Monthly Totals

Purpose: Enforce State and Federal Laws on Campus Purpose Rating: Met

Benchmark: Increase number of cases closed by 5% or maintain them at 80% Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed:

This Year's Accountability Narrative: Cases were closed at a rate of 75% for this time period, better than in the past, but still short of the 80% benchmark.

This Year's Shortfall/Action Plan: Officers will need to complete the follow up on cases that have no solvability factors, victims/suspects/witnesses leave campus or have gone cold over a period of time. Our new repopt management system should help us do that moe effectively.

Evidence: Daily Crime Log 2019-2020 Annual Purpose Accountability Report (APAR): Protocol Office

Purpose: To provide support, scheduling, coordination, planning and execution for: cadet social protocol, cadet events, campus events, stakeholder involvement, cadet quality of life for/at NMMI. Purpose Rating: Exceeded

Benchmark: Conduct campus event coordination for internal and external groups held at various campus venues. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: Planning was organized and effective in meeting and achieving this benchmark.

This Year's Shortfall/Action Plan: none

Evidence: Regents Dinner Invite

Evidence: ENMSF Parade VIP Invite

Evidence: AFI Review Stand

Evidence: Service Awards Invite

Evidence: Deans Back to School SEF

Evidence: Veterans Day Invite

Evidence: Leadership NM SEF

Evidence: Generals Cup Sponsors Invite

Evidence: Legislative Reception

Benchmark: Coordination and execution of cadet events and committees for: formal dinners, reception, special events, ceremonies, entertainment, and focus groups. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required

This Year's Accountability Narrative: focus groups (meeting with and communicating more with cadets) streamlined the execution of this year's events.

This Year's Shortfall/Action Plan: none

Evidence: Female Cadet Social

Evidence: Matchin Invite

Evidence: Graduation Seating

Evidence: Final Ball Coronation Ceremony

Evidence: Awards Ceremony Invite 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Ring Dinner Script

Evidence: Commissioning Invite

Evidence: PTK.NHS Invite

Evidence: Troop Board Memo

Evidence: Homecoming Coronation Ceremony

Evidence: Third Class Dinner Program

Evidence: First Class Dinner Program

Evidence: Family Weekend Spring Invite

Evidence: Cadet Lunch Memo Example

Evidence: Homecoming Reviewing Stand

Evidence: Protocol Accounts

Benchmark: Conduct cadet social protocol and etiquette training for Corps of cadets. Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required

This Year's Accountability Narrative: etiquette training occurred as planned for the Corps.

This Year's Shortfall/Action Plan: none

Evidence: Etiquette Dinner SOP

Evidence: Etiquette SOP with Evaluation Example

Benchmark: Act as liason between NMMI and stakeholder groups: Ambassador Family Program and Parents Club Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required

This Year's Accountability Narrative: monthly meetings, Facebook and regular communication with the parents club board has improved the base group and effectiveness of the PC and their participation

This Year's Shortfall/Action Plan: none

Evidence: Ambassador Program at a Glance

Evidence: Parents Club Swap Shop Guidelines and Report

Evidence: Parents Club Minutes

Evidence: Ambassador Program Rules

Evidence: Ambassador List

Evidence: Ambassador Family Rules 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Maintain and process all Special Event Forms requesting Sodexo services campus wide. Benchmark Rating: Met Last Year's Shortfall Addressed: corrective action was not required

This Year's Accountability Narrative: a total of 786 special event forms were process through the protocol office. The needs of cadets, staff and faculty supported by Sodexo through the special event forms was very efficient and effective.

This Year's Shortfall/Action Plan: none

Evidence: Special Event Forms Properties Excel 2019-2020 Annual Purpose Accountability Report (APAR): Yates Leadership Challenge Course

Purpose: Provide challenging and adventurous experiential learning programs for individuals to (1) learn leadership, accomplish personal and team goals, and (2) promote character development to support Corps of Cadets, other departments, and (3) recruitment events. Purpose Rating: Exceeded

Benchmark: ALL (100%) Level 1 facilitators will “meet” ALL Level 1 skill S.E.T.s. The label “Meets” is qualifying term defined in the document; ALL (100%) Level 2 facilitators will “Fully Meet” Level 2 skill S.E.T.s. The label “Fully Meets” is qualifying term defined in the document; All skills align to Association for Challenge Course Technology Standards of the current edition. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action necessary.

This Year's Accountability Narrative: 100 % of Facilitators met their skill proficiencies according to their level. Adequate time was set for refresher trainings and risk was well managed.

This Year's Shortfall/Action Plan: No corrective action needed.

Evidence:

Benchmark: ALL (100%) Level 1 facilitators will “meet” ALL Level 1 leadership and character domains. The label “Meets” is qualifying term defined in the document. ALL (100%) Level 2 facilitators will “Fully Meet” Level 2 leadership and character domains. The label “Fully Meets” is qualifying term defined in the document. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action necessary.

This Year's Accountability Narrative: All facilitators met leadership / character criteria for certification.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: Dissertation - Wade - YLCC 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Cadets fill out “Facilitator Training Experience Evaluation.” The data needs to average in the top 70% or greater. Open ended responses are critically evaluated on an individual, comment- by-comment basis. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action necessary.

This Year's Accountability Narrative: Training evaluations indicated average 93.66% satisfaction.Though attrition of cadet facilitators is low, cadets taking advantage of training opportunities at the YLCC is also low. Cadets who become involved in the program state that most cadets not aware of the opportunities available to them. I have a desperate need for others to assist in creating awareness of these opportunities for cadets. Though I have asked many people to assist in this, support for the program is minimal. I need more staff and faculty to help with the recruitment of cadets to train and facilitate for the YLCC. Faculty need to assist in promoting training opportunities for cadets and encourage enrollment in PHE 046/047–Adventures in Physical Education for cadets in high school, or LEAD 1813–Applied Leadership for those in junior college. The YLCC Strategic Plan addresses this issue ensuring organizational and financial support for the program beyond what it is now.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: YLCC - Annual Report 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Select group POC fills out “Participant Experience Evaluation.” The data needs to average in the top 70% or greater. Open ended responses are critically evaluated on an individual, comment- by-comment basis. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action necessary.

This Year's Accountability Narrative: External Group Evaluations average 91.52% satisfaction with the program. The number of external groups requesting programs (as part of recruitment) exceeded our ability to commit. We need to look at the possibility of developing a merit based pay system to incentivize cadets to become facilitators. Secondly we need to consider having summer operations almost fully organized by Nov/Dec. This would assist in the recruitment and training of cadets to support more cadets and external groups. The number of Facilitators working each summer remains low and the trend is expected to continue into the future. Installing a True Blue auto-belay device will replace two personnel at the Rappel Tower. Without installing this device Rappel Tower operations in the summer will be limited to where we cannot support large summer camp groups. NMMI needs to purchase two units that total $5,000 plus installation. This needs to occur no later than January 2021 (See previous summer AARs). Summer camps NMMI needs 24/7 medical coverage provided to all campers and staff. NMMI is enlarging liability as NMMI Staff have to make medical calls and this exposes NMMI to undue liability due to negligence. The YLCC Strategic Plan addresses this issue ensuring organizational and financial support for the program beyond what it is now.

This Year's Shortfall/Action Plan: No corrective action necessary.

Evidence: YLCC - Annual Report 2019-2020 Annual Purpose Accountability Report (APAR): Chief of Staff 2019-2020 Annual Purpose Accountability Report (APAR): Admissions Department

Purpose: Enroll new qualified cadets that are a good “fit” for NMMI and achieve stated enrollment objectives. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: Enroll 500-550 qualified cadets each year (To include domestic and international) Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Because of these staffing changes in 2019-2020 we were fully staffed.

This Year's Accountability Narrative: 2019-2020 we invested time and efforts into all aspects of recruiting, marketing and outreach. We ended up enrolling 430 cadets for the 2020- 2021 year. We were not able to have our annually scheduled open house events, lost out on two months worth of campus visits and had to go to a remote set-up during the last two months of recruiting due to state mandates stay in place orders.

This Year's Shortfall/Action Plan: COVID-19 hampered a lot of our efforts in 2019-2020. In hopes to get back on track for 2020-2021 we are having to focus on digital marketing, name buys and leaning on SalesForce/TargetX to increase our communication to interested and prospective students. Challenges are still present due to the global pandemic but we are focused and driven to be pro-active and not re-active going forward.

Evidence: Corps Profile

Evidence:

Evidence: Admissions Recruiting Flyers

Purpose: Establish and maintain the best available external communication and public relations systems to sustain and advance NMMI's vision, visibility and constitutional mission. Purpose Rating: Met

Benchmark: Fulfill 80% of the authorised Marcom Requests submitted by other departments each year Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We successfully completed all of the authorized Marketing Requests submitted through the Intranet portal. We cancelled a few that were submitted to us that were meant for IT, but we successfully redirected the request. We also turned down a few that were not possible for us to cover, but we provided ample time and suggestions on how to cover the events without us being there.

This Year's Shortfall/Action Plan: Going into next year, we will try to communicate through the portal more frequently. At the moment, we accept the request and communicate only through email. If we strive to communicate through the request portal, we will be better organized with our metric tracking.

Evidence: Marcom Request Fulfillment Report 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Graduation Program

Benchmark: Produce five NMMI Dispatches per year Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: The Marketing Department produces four per year and if we have enough articles we produce a fifth for Roswell's annual UFO Festival.

This Year's Accountability Narrative: In 2019-2020, we produced three of the quarterly editions but the fourth and the UFO special edition NMMI Dispatches was not completed due to Covid-19's impact.

This Year's Shortfall/Action Plan: No corrective action

Evidence: Dispatches for Year

Benchmark: Monitor, update and maintain NMMI Website Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We continued to update and enhance the website to create a more user- friendly experience. We did a major overhaul of the Admissions section, as well as minor tweaks to the homepage.

This Year's Shortfall/Action Plan: No corrective action needs to be taken into next year. We hope to clean up more sections of the website.

Evidence: NMMI Homepage - NMMI Website

Evidence: Admissions Webpage - NMMI Website

Evidence: About NMMI -NMMI website

Benchmark: Update and maintain NMMI recruiting materials. Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We continue to update our recruiting documents to reflect the current state of the school. We updated our recruiting flyers used by Admissions at fairs and in mail-out packets.

This Year's Shortfall/Action Plan: No corrective action is required. We plan on updating our recruiting booklet and flyers to match an upcoming campaign.

Evidence: International Recruiting Flyers

Evidence: Annual Snapshot

Evidence: Admissions Recruiting Viewbook

Evidence: Admissions Recruiting Flyers 2019-2020 Annual Purpose Accountability Report (APAR): Alumni Relations Department

Purpose: The NMMI Alumni Relations Office purpose is to establish and maintain supportive Lifelong connections with NMMI Alumni through frequent events, and programs with the goal of advancing the mission of NMMI. Purpose Rating: Met

Benchmark: Two Bi-Annual publications each year, Sally Port Magazine Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We publish (2) Sally Port editions in efforts to keep our Alumni up-to- date with the NMMI and the Corps. We continue to receive a positive response from Alumni

This Year's Shortfall/Action Plan: None.

Evidence: Sally Port Publications - Compiled Annually

Benchmark: Publish 6 to 12 issues per year, E-News Letter Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We publish between 8-10 E-Newsletters a year. We use this E-Newsletter as another way of promoting Alumni events and keeping our Alumni updated in between events and our Sally Port publications.

This Year's Shortfall/Action Plan: We've added social media awareness with our Alumni to look for the E- newsletter (Facebook page). We are continuing to research other ways to distribute and update our Alumni aside from email updates.

Evidence: Alumni Newsletters - Compiled Annually

Benchmark: Conduct one Trail Ride per year. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We plan and host an annual Alumni Trail Ride during the summer. This event has proven to be a popular/favorite event of our Alumni. It has had a great turnout over the past 30 years. Through this event we are able to engage with our Alumni to keep them involved with NMMI and in the processs are able to collect funds from the Trail Ride auciton that goes back to the Corp.

This Year's Shortfall/Action Plan: Due to COVID 19 and the mass gatherings orders we were unable to conduct the annual Trail Ride. We are still in the process for preparing for the 31st Trail Ride when the restrictions are lifted.

Evidence: Alumni Trail Ride 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Conduct one Homecoming event per year. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Each year we plan and host an annual Homecoming event. This has proven to be a popular event with our Alumni and we have a great turn out every year. Through this event we are able to engage with our Alumni through Ring Dinner on Wednesday evening, Silver Taps ceremony on Thursday, Hall of Fame luncheon on Friday afternoon, followed by the Class Dinner Friday night. Saturday morning we host the Crossed Sabers Society Breakfast and that evening we close with the Alumni Bash. We also host a golf social and receptions. We've seen more involvement from our Alumni and givings when they are able to visit NMMI and the Corps during these functions. This year (2020) we will be honoring our first women graduates class of '79.

This Year's Shortfall/Action Plan: Due to COVID 19 and the mass gatherings orders we were unable to conduct the annual Homecoming. We are still in the process for preparing for the Homecoming in the spring if and when the restrictions are lifted.

Evidence: Homecoming Activities

Benchmark: Based on Alumni and patrons feedback : via email; social media, telephone and mail, at the conclusion of the Trail Ride and use the results to make improvements. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We held a campus wide After Action meeting with all departments that were involved with Trail Ride. Comments/corrections/suggestions were made to the L.O.I per that meeting for the following year's reference. It was then distributed by the DCS for record and our files.

This Year's Shortfall/Action Plan: Due to COVID 19 and the mass gatherings orders we were unable to conduct the annual Trail Ride. We are still in the process for preparing for Trail Ride when the restrictions are lifted.

Evidence:

Evidence: Trail Ride After Action Report 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Based on Alumni and patrons feedback : via email; social media, telephone and mail, at the conclusion of the Homecoming and use the results to make improvements. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: We conduct an After Action Report meeting after the event to evaluate the pros, cons, and what can be improved for the next year's event. These reports are often supported from Alumni feedback as well as staff.

This Year's Shortfall/Action Plan: Due to COVID 19 and the mass gatherings orders we were unable to conduct the annual Homecoming. We are still in the process for preparing for Homecoming when the restrictions are lifted.

Evidence:

Evidence: Homecoming After Action Report

Benchmark: Update and maintain Alumni Relations WebPage Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was made.

This Year's Accountability Narrative: The Alumni relations webpage is a ongoing task. It is often updated daily - weekly. We are frequently updating it with Alumni Meet and Greets, events, obituaries, deceased findings, testimonies and updates on how are Alumni are doing.

This Year's Shortfall/Action Plan: We continue to keep our Alumni up to date with our events, meet and greets, etc. via Facebook. This is in addition to our website and regular emails.

Evidence: Alumni Relations Webpage

Benchmark: Conduct monthly Alumni Conference Call Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Every month we hold an Alumni Conference Call to include the Superintendent, Executive Director of Alumni Relations, and a special guest. A special guest such as the Dean of Academics, the Commandant of Cadets, Athletic Director and other department heads. Where they share updates from their area of responsibilities. We also give updates for our upcoming events and/or Meet and Greets. We do have a Q & A at the end of the call so that the Alumni have a chance to have their questions or concerns answered.

This Year's Shortfall/Action Plan: None.

Evidence: Alumni Representatives List 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Hold at least 10 Alumni "Meet and Greets" around the country per year Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: On average we hold over 30+ Meet and Greets across the country. The purpose of these Meet and Greets is to promote our Alumni Outreach efforts. We continually meet with our Alumni on a more personal basis and share with them our three pillars: Leadership, Education and Athletics. We also use it as an opportunity to discuss NMMI and promote involvement for giving and with the Corps

This Year's Shortfall/Action Plan: Due to COVID 19 mass gathering orders and travel restrictions, we are of holding meet and greets where they're permitted.

Evidence: Meet and Greets Invite 2019-2020 Annual Purpose Accountability Report (APAR): Development Department

Purpose: Participates in the process that generates financial means, so that short- and long-term funding goals can be met. Working independently and with Leadership in researchig prospective donors to help ensure the achievement of the NMMI mission with their private support. Purpose Rating: Met

Benchmark: Achieve 100% of the targets iditified in the Development Goals Document Benchmark Rating: Met Last Year's Shortfall Addressed: We have begun to utilize the tools in 2019-2020 and have started targeting specific groups. We have been more pointed in our planning and approach going forward. Most notably in our outreach and solicitation to donors based on giving capacity and other varying demographics, which has had good results.

This Year's Accountability Narrative: We have begun to utilize the tools in 2019-2020 and have started targeting specific groups. We have been more pointed in our planning and approach going forward. Most notably in our outreach and solicitation to donors based on giving capacity and other varying demographics, which has had good results.

This Year's Shortfall/Action Plan: The only shortfall we have seen was the unfortunate effect of the COVID pandemic and how it has affected most donors ability to give.

Evidence: Development Annual Fund Performance Report

Evidence: Development Goals 2019-2020 Annual Purpose Accountability Report (APAR): Facilities Department

Purpose: To support NMMI’s mission and goals through the development and maintenance of the Institutes’ assets and to provide an efficient, safe and clean environment for all cadets, faculty, staff and visitors. Purpose Rating: Met

Benchmark: Plan and prioritize all renovations and deferred maintenance projects to ensure buildings are well maintained. Benchmark Rating: Met Last Year's Shortfall Addressed: Correctiva Action was not required

This Year's Accountability Narrative: Developed capital projects plan with the Supt, COS & CFO which was approved by the NMMI BORs

This Year's Shortfall/Action Plan: None

Evidence: Capital Projects Plan

Evidence: HED Capital Project Priorities

Evidence: Engie Performance Contract

Evidence: LEED Certification - Leadership in Energy and Environmental Design

Evidence: Captial Projects Priorities Document

Benchmark: Complete 6000 work orders per year by Facilities staff Benchmark Rating: Not Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: No corrective action needed

This Year's Shortfall/Action Plan: Re write the benchmark: We are increasing in the amount of Preventative Maintenance (PM) Work Orders, as PM work orders increase regular corrective work orders will decrease

Evidence: Facilities Work Order - Report 2019-2020 Annual Purpose Accountability Report (APAR): Financial Aid Department

Purpose: Support enrollment goals for both new cadets and returning cadets by providing financial incentives from NMMI endowed funds, state and/or federal funding. Purpose Rating: Met

Benchmark: Award 100% of Knowles Scholarships available each year. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: No corrective action required.

This Year's Accountability Narrative: Continue on course.

This Year's Shortfall/Action Plan: 108 awarded of 112 possible. Many NM residents withdrew during the term and/or did not show causing a constant reaward scenario until the 3rd Friday of classes where there can be no replacement award.

Evidence:

Evidence: Financial Aid Dashboard - YR End Report

Evidence: Legislative Scholarship Webpage

Evidence: Financial Aid Policy and Procedures Manual

Benchmark: Award federal and state dollars to qualified college cadets while following federal and state guidelines. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: No corrective action required.

This Year's Accountability Narrative: Continue on course.

This Year's Shortfall/Action Plan: Due to COVID-19 Spring federal applications were minimal and file completion was difficult.

Evidence: FISAP - Federal and State Aid

Evidence: Financial Aid Policy and Procedures Manual

Evidence:

Benchmark: Award at least 85% of NMMI scholarship dollars available each year. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action required.

This Year's Accountability Narrative: Continue on course.

This Year's Shortfall/Action Plan: No corrective action required.

Evidence: Financial Aid Dashboard - YR End Report

Evidence: 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Scholarships List

Evidence: Financial Aid Policy and Procedures Manual 2019-2020 Annual Purpose Accountability Report (APAR): Foundation

Purpose: To create, maintain and administer assets for the benefit of New Mexico Military Institute. Purpose Rating: Exceeded

Benchmark: Maintain $1.2 million annually in combined support to NMMI Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Planning was very effective in continuing to maintain $1.2 million in combined support to NMMI.

This Year's Shortfall/Action Plan: Corrective action is not required in the following year.

Evidence: Foundation External Audit

Benchmark: Maintain a five-year average of $1.2 million annual support to NMMI Benchmark Rating: Exceeded Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Planning was very effective in maintaining an average of $1.2 million in annual support to NMMI.

This Year's Shortfall/Action Plan: Corrective action is not needed in the following year.

Evidence: Foundation Form 990 (IRS Form and Tax Return) 2019-2020 Annual Purpose Accountability Report (APAR): Information Technology

Purpose: Enable NMMI to complete its Mission by providing a campus wide technical infrastructure (network, servers, workstations, peripherals, etc.) that meets or exceeds NMMI requirements. Purpose Rating: Met

Benchmark: Current bandwidth charts demonstrate greater than 5% headroom during 90% of business hours. NOTE: Bandwidth charts are machine created from information maintained by software called Cacti and are accessed as needed. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: Review on NMMI's bandwidth use reveals that there is considerably more than 5% headroom during all business hours. We now have one 1Gbps ISP connection and a different 500 Mbps ISP connection entering campus which provides redundancy and over one Mbps per cadet, meeting and exceeding projected technology deployment guidelines.

This Year's Shortfall/Action Plan: None required.

Evidence: IT Bandwidth Utilization Charts

Benchmark: A Technology Plan is in place, is current, and updated annually Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: A technology plan is in place and current. Although resources limit the projects we can pursue, the technology plan still guides our acquistions and implementations.

This Year's Shortfall/Action Plan: None required.

Evidence: Technology Plan

Benchmark: Deployment of 90% of the current year's funded refreshments Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: IT not only spends over 90% of it's MCO refreshment budget but adds additional money to that total when we achieve savings in other areas either through creative product selection or astute negotiation. This puts us much closer to meeting our refreshment schedule than one would expect from the actual funding, particularly since we are operating in a period of tight budgets.

This Year's Shortfall/Action Plan: None required.

Evidence: Technology Initial and Replacement Cycle Planning Document 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Maintain All IT Policy Documents Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: NMMI's IT department has polices for Disaster Recovery, Computer Authorized Use, Data Security, Incident Response, Passwords, Change Management, Audio Visual, and Vendor Management.

This Year's Shortfall/Action Plan: None required.

Evidence: Computer Authorized Use Policy (CAUP)

Evidence: Data Security Policy

Evidence: IT Incident Response Plan

Evidence: Password Policy

Evidence: Change Management Policy

Evidence: Audio Visual SOP

Evidence: Vendor Management Policy

Evidence: IT 5 Year Plan

Evidence: Disaster Recovery Policy

Purpose: Enable NMMI to complete its Mission by providing quality Internet access to all NMMI faculty, staff, and cadets. Purpose Rating: Exceeded

Benchmark: Redundant Internet Service Providers are being utilized to ensure Business Continuity. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: We now have a 1Gbps ISP and a different 500 Mbps ISP entering campus which provides over one Mbps per cadet, meeting and exceeding projected technology deployment guidelines.

This Year's Shortfall/Action Plan: None required.

Evidence: Redundant ISPs

Purpose: Enable NMMI to complete its Mission by providing local and long distance voice communications services. Purpose Rating: Met 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Services and equipment are purchased to ensure adequate voice over IP infrastructure. Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: Updated call handling equipment has been deployed. Additionally, a number of new phones have been obtained and deployed. The new equipment provides a number of new services including video calling should we need to deploy it. Cell phone boosters have also been added in the basements of Marshall and Lusk.

This Year's Shortfall/Action Plan: None required.

Evidence: Technology Initial and Replacement Cycle Planning Document

Benchmark: 95% of voice related job requests are completed Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: IT completed over 95% of the voice related support requests received. Completing these requests in a timely manner ensures that NMMI personnel are able to perform their duties in support of the institution.

This Year's Shortfall/Action Plan: None required.

Evidence: Voice Jobs

Purpose: Enable NMMI to complete its Mission by providing, maintaining and supporting multi-media and classroom based educational technologies. Purpose Rating: Met

Benchmark: Ensure a minimum gap of 20% or less in compliant classrooms Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: We believe that well over 80% of NMMI classrooms meet NMMI's minimum requirement for classroom technology although some are well overdue for We believe that well over 80% of NMMI classrooms meet NMMI's minimum requirement for classroom technology although some are overdue for refreshment. IT received MCO money for scheduled classroom refreshment, the majority of refreshment work was attending to existing deficiencies. We expect that much of this coming year will be the same although we do expect to make a start on the refreshment of scheduled classrooms. Keeping classrooms up to date minimizes lost teaching time and eases the deployment of any new classroom technology desired.

This Year's Shortfall/Action Plan: None required.

Evidence: Technology Gap Assessment

Evidence: Technology Initial and Replacement Cycle Planning Document 2019-2020 Annual Purpose Accountability Report (APAR): Purpose: Enable NMMI to complete its Mission by providing timely hardware and software support. Purpose Rating: Exceeded

Benchmark: Complete 95% of all service-related job requests per year. Benchmark Rating: Met Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: IT completed (or cancelled) over 95% of the service-related job requests received. Completing these requests in a timely manner ensures that NMMI personnel are able to perform their duties in support of the institution.

This Year's Shortfall/Action Plan: None required.

Evidence: IT Completed Jobs

Evidence: Job Statistics

Benchmark: 90% of the completed Job Requests are Rated Above Average or better. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: Of the users who provided feedback, 98% rated their satisfaction as Above Average or better.

This Year's Shortfall/Action Plan: None required.

Evidence:

Evidence: Job Statisfaction

Benchmark: Hold at least seven TIG meetings per year. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: None required.

This Year's Accountability Narrative: Ten TIG meetings were held last year. The TIG meetings provide both a means to disseminate information about IT activities to NMMI staff and the opportunity for staff to provide input to NMMI with regard to their needs, issues, and schedules.

This Year's Shortfall/Action Plan: None required.

Evidence: Technology Information Group (TIG) Minutes 2019-2020 Annual Purpose Accountability Report (APAR): Superintendent's Office

Purpose: As directed by the NMMI Board of Regents and NM State Statute; Responsible for all the operational and organizational structure and activities associated with NMMI. Purpose Rating: Met

Benchmark: Review and/or update Capital Projects Plan annually Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Completed Captial Project Plan

This Year's Shortfall/Action Plan: None.

Evidence: Capital Projects Plan

Benchmark: Review and/or update Operations & Procedures Manual annually Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: O&P was updated.

This Year's Shortfall/Action Plan: None.

Evidence: Operations and Procedures Manual

Benchmark: Review and/or update Board of Regents Policy Manual annually Benchmark Rating: Met Last Year's Shortfall Addressed: Corrective action was not required.

This Year's Accountability Narrative: Updated as needed.

This Year's Shortfall/Action Plan: None.

Evidence: Board of Regents Policy Manual

Benchmark: Conduct Staff Call meetings Benchmark Rating: Met Last Year's Shortfall Addressed: Held more meetings until COVID capacity restrictions.

This Year's Accountability Narrative: Held staff call meetings until COVID.

This Year's Shortfall/Action Plan: COVID capcity restrictions.

Evidence: Staff Call Minutes Recordings 2019-2020 Annual Purpose Accountability Report (APAR): Athletic Director 2019-2020 Annual Purpose Accountability Report (APAR): Athletic Team Support Services

Purpose: To provide sports medicine/athletic training services to the athletic teams, at the discretion of the Director, services may be provided to other entities of non-traditional athletes based upon availability of center. Purpose Rating: Emerging/Indeterminate but Progressing Well

Benchmark: To evaluate 100% of all athletes/ cadets that come into the athletic training room and provide them with treatment/rehab or refer them onto the proper medical channels for treatment and diganosis Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: Again turn over in the strength and conditioning department as well as new staff in the sports information department as well as COVID 19 planning and testing have kept us from setting more benchmarks and making more goals for the athletic support services piece

This Year's Accountability Narrative: Due to COVID 19 we lost a lot of our athletic seasons in the spring so our overall treatment numbers would have probably been higher. With the increase in the number of cadets coming in athletic injuries in might be something to look forward into the future of hiring another full time or part time athletic trainer to assist with the need of our athletic population.

This Year's Shortfall/Action Plan: This year with all our sports being in the Spring with the exception of 3 our department hopes to provide the best quality care without having burn out of our staff with the calendar being busy and full with many weekends having multiple events at home or out of town

Evidence: Daily sign log numbers for athletic training room 2019-2020 Annual Purpose Accountability Report (APAR): Athletic Teams

Purpose: Provide Junior College cadet athletes an opportunity to compete in intercollegiate athletics, earn scholarships to a four-year school, and help players maintain or achieve eligibility requirements. Purpose Rating: Met

Benchmark: Full compliance with Junior College Athletic Associations' Regulations Benchmark Rating: Met Last Year's Shortfall Addressed: No action needed

This Year's Accountability Narrative: Our compliance with NJCAA is completed every year and our coaches do a good job of competing under the rules and regulations.

This Year's Shortfall/Action Plan: No shortfall

Evidence: NJCAA Regulations

Benchmark: Achieve weekly Junior College team goals Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: We have met our weekly goals for the teams that competed in the 2019/2020 school year. Due to COVID 19, not all teams completed their season.

This Year's Shortfall/Action Plan: No shortfall

Evidence: Goal Boards

Benchmark: Average Junior College team GPA between 2.5 - 3.25 for eligibility Benchmark Rating: Met Last Year's Shortfall Addressed: No action needed

This Year's Accountability Narrative: Once again our teams did a great job of maintaining a good GPA. For the Fall semester, college athletes had an average GPA of 2.85. In the Spring semester, the athletes maintained a 2.83 GPA.

This Year's Shortfall/Action Plan: No shortfall

Evidence: NMAA & NJCAA Eligibility Report 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: 95% of Junior College athletes who participate in two seasons graduate from NMMI. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: We did track better this year but numbers are still down

This Year's Accountability Narrative: Starting in the Fall of 2019, we had 56 student athletes that were eligible to graduate from NMMI. Out of those 56, only 39 graduated from NMMI. That is only a 59%. It is hard to track the "two season" graduation rate. We might want to reword this benchmark too, because there are a lot of factors that can affect a student graduating from NMMI.

This Year's Shortfall/Action Plan: May look at rewording this benchmark as well.

Evidence:

Benchmark: Junior College teams will maximize their potential practice and meeting time in accordance with the Plan of the day Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: All coaches and athletes due the best job they can with the time given for practice/meetings. We do not get a whole lot of time, therefore, we have to be efficient with what we do

This Year's Shortfall/Action Plan: No shortfall (would like more time but can't do much about that)

Evidence: Plan of the Day

Benchmark: Junior College teams will play appropriate level pre-season, non conference and conference opponents Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: Our college teams play a competitive level of pre-season, non conference, and conference games.

This Year's Shortfall/Action Plan: No shortfall

Evidence: Junior College Athletic Schedules

Benchmark: Junior College teams will strive to achieve a minimum .500 winning percentage or improvement over prior season’s record Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: ALL our coaches and athletes "strive" to achieve a .500 winning percentage. We had 5 out of the 6 teams have a winning percentage. The one team that did not have a winning record, their season was NOT a complete season due to COVID 19, so they could possibly have a winning season if they finished. Of course, we have two teams that do not have "record" of wins and losses.

This Year's Shortfall/Action Plan: No shortfall 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: Winning Percentage

Benchmark: Junior College teams will strive to place a minimum of 75% of eligible athletes at an appropriate level four year institution. Benchmark Rating: Emerging/Indeterminate but Much More Needs To Be Done Last Year's Shortfall Addressed: We can not get this database up and running and/or anyone to input the data correctly

This Year's Accountability Narrative: We need to look at this benchmark and either reword it or delete it all together. We tried a database to enter this information, but within the past couple of years we have either completely forgotten about entering the information or can't enter the date correctly.

This Year's Shortfall/Action Plan: Need to reevaluate this benchmark

Evidence: Players Moving on to 4-year Athletic Programs Report

Purpose: Provide High School cadet-athletes an opportunity to compete in interscholastic athletics, develop their athletic potential while promoting sportsmanship, and maintain or achieve eligibility requirements. Purpose Rating: Met

Benchmark: High School team’s eligibility GPA will be demonstrated to be at or above Corps average. Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action needed

This Year's Accountability Narrative: Due to COVID-19 we do not have COMPLETE data because not all athletic teams were able to complete their year. With the teams that did complete their year, High School teams did a good job of staying even or above the corp average. For the Fall - teams and the corp had the same GPA of 2.81. In the Spring teams had a slightly higher GPA than the corp - 3.14 to 3.02

This Year's Shortfall/Action Plan: No shortfall, so no corrective action needed

Evidence: NMAA & NJCAA Eligibility Report

Benchmark: High School teams will play appropriate level pre-season, non conference and conference opponents Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall

This Year's Accountability Narrative: High school teams have and will play appropriate level games. With COVID-19 this school year, some athletic teams did not finish their season.

This Year's Shortfall/Action Plan: No shortfall action needed

Evidence: Junior College Athletic Schedules 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: High School teams will strive to achieve a minimum .500 winning percentage or improvement over prior season’s record Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: Every coach and athlete "strive" for a winning season. Out of the 6 teams that have a win/loss record, 4 teams had a winning percentage. There are 3 high school teams that do not have a win/loss record. 3 high school teams did not finish their season due to COVID -19

This Year's Shortfall/Action Plan: No shortfall

Evidence: Winning Percentage

Benchmark: High School teams will strive to place a minimum of 75% of eligible athletes at an appropriate level four year institution. Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: As an institution, we all "strive" to put all our cadets into an appropriate level, not just our athletes. So I think we meet this benchmark without actual numbers to support this.

This Year's Shortfall/Action Plan: No shortfall

Evidence: Players Moving on to 4-year Athletic Programs Report

Benchmark: Full compliance with High School Athletic Associations' Regulations Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to address

This Year's Accountability Narrative: We are in complete compliance with high school teams and the NMAA (our athletic association).

This Year's Shortfall/Action Plan: No shortfall

Evidence: NM Activities Association Regulations 2019-2020 Annual Purpose Accountability Report (APAR): Human Performance

Purpose: Provide a structured physical training program for the Corps of Cadets Purpose Rating: Emerging/Indeterminate but Progressing Well 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: NMMI PT composite score for troops and indiviuals based on a 300 point scale should reflect an average 5% increase. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: As a strength and conditioning staff, we have implemented a PT Coach Curriculum that the Master of Fitness Operations (MOFO), Squadron MOFO's and PT Coaches must go through and abide by. This is to ensure our PT Coaches hold themselves to the set standard, have the capabilities and meet the requirements it takes to hold the position of PT Coach. The strength and conditioning staff and Master of Fitness Operations along with the staff of Cadet PT Coaches continue to promote positivity and motivate the Corps of Cadet's to improve themselves through proper exercise and daily habits that will improve their overall well being. While addressing the requirements of the NMMI Corps PT Test and addressing overall physical fitness, the MOFO and Cadet PT Coaches continue to make the duration of PT engaging through a number of different workouts, as well as fun activities on Friday's such as ultimate frisbee, sharks and minnow, and other games that require physical activity. Abiding by the mandatory 3 day per week training, we will continue to see an improvement in Corps PT scores.

This Year's Accountability Narrative: The strength and conditioning staff have written a program that consists of 8 different exercise routines to implement for our weekly PT sessions. The program is designed to rotate workouts between the 3 squadrons during the week, so each squadron has a workout to address each aspect of our PT test as well as overall physical fitness. Our program consists of 4 run workouts, a body weight circuit, a push/pull workout, and a tabata style workout. The run workouts all consist of different intervals to stress each bodily energy system and all equaling 2 miles of running total. The bodyweight circuit consists of all bodyweight exercises to address inadequacies in mobility, flexibility, proper movement mechanics in the 3 planes of movement, and local muscular endurance. The push/pull workout includes push-up and dip variations, pull-up and row variations and abdominal routine to address the corps of cadet's anterior and posterior upper body strength and endurance. The tabata style workout will follow a 2:1 work to rest ratio with cadet's performing a given exercise for 20 seconds and resting 10 seconds in between for a given number of rounds. Due to the coronavirus pandemic, we are implementing social distancing as well as cadet's wearing their masks during PT sessions. In order to accommodate for masks, we are implementing longer rest periods between exercise where necessary to ensure cadet's have adequate time for recovery. For PT Test, we have implemented a new scoring system for the corps of cadet's PT scores that will be based off a 300 point total. Each cadet will receive a score from 0 to 100 on each portion of the PT test, which includes the 2 mile run, Push- up test, and Sit-up test based off the cadet's age, gender, and either time or number of repetitions performed on the portion of the test. We will continue to strive for a 5% increase in scores from our initial use of this scoring system in Fall 2020. Due to the coronavirus causing NMMI to shutdown campus and send cadet's home, we were unable to implement this scoring system in the Spring 2020 semester and see improvements due to only having baseline scores.

This Year's Shortfall/Action Plan: We will continue to implement the mandatory 3 day per week training 2019-2020 Annual Purpose Accountability Report (APAR): schedule for each squadron during the early phases of training and implement a strict accountability plan. Along with addressing the requirements for our NMMI PT test and overall physical fitness, we will keep cadet's engaged through various workouts and fun activities to prevent fall off in accountability due to boredom or no desire to attend. If performed correctly, there will be noticeable improvement which ideally facilitates both extrinsic and intrinsic motivation for the cadets and will encourage them to give their best effort to continue to improve when in attendance. We will also hold our PT coaches to the standard set in the beginning of the school year and will conduct After Action Reports with the MOFO on a weekly basis to ensure our standard is met and address any concerns or suggestions. Along with an effective group of PT Coaches under the command of the MOFO, Coach Ford and I promote positivity and continuously motivate the corps of cadets to improve themselves not only during our PT workouts, but also through daily habits and rituals that will contribute to overall well being and becoming the best version of themselves.

Evidence: Composite Physical Fitness Scores

Purpose: Provide facilities and resources for competititve and recreational activities for cadets and patrons. Purpose Rating: Emerging/Indeterminate but Progressing Well 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Ensure at least 60% positive responses for the use of the Godfrey Athletic Center on the GAC survey. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: There has been a consistent overall approval of the Godfrey Athletic Center from both faculty and cadets to meet and maintain their physical fitness needs and requirements. A number of the Godfrey Athletic Center's exercise equipment has been also been refurbished. Due to the Coronavirus pandemic, the Godfrey Athletic Center was forced to cease operations and close to faculty, cadet's and the public for an extended period of time beginning in April 2020 and extending through the duration of Summer. The GAC survey was not implemented due to this occurrence. Right now our focus has been on providing a safe, clean environment for faculty, cadet's and the public in the Godfrey Athletic Center that follow's the governor of New Mexico's orders regarding the Coronavirus.

This Year's Accountability Narrative: The Godfrey Athletic Center will continue to receive upgrades in facilities and equipment as needed. The GAC survey will be implemented regularly to faculty, cadet's and public to ensure there is a continued overall approval of the center as well as feedback on our efforts to provide a safe, clean environment for recreational activity during the Coronavirus pandemic.

This Year's Shortfall/Action Plan: The GAC survey is an important source of information about the resources and utilization of the center. The failure to implement the recommended strategies from last year's report as well as the Coronavirus pandemic brought us no closer to addressing last year's shortfalls. The GAC survey will be implemented regularly to faculty, cadets, and the public.

Evidence:

Purpose: Provide strength and conditioning for athletic teams Purpose Rating: Emerging/Indeterminate but Progressing Well 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Improve testing measures for junior college athletes. Benchmark Rating: Met Last Year's Shortfall Addressed: We as a strength and conditioning staff create a schedule to efficiently have all of our junior college and some of our high school teams come in the weight room or use available strength and conditioning resources throughout the day for their team workouts. Due to the Coronavirus pandemic, cadets were sent home half way through the Spring semester and therefore we could not have athletes on campus to monitor and instruct team workouts. In order to accommodate for cadets being home and having limited access to exercise equipment due to gym closures and variable limited resources at home, we prescribed workout routines that an athlete could perform at home with limited to no equipment. We constructed a video library of each coach instructing and performing each exercise and made it available to all athletes for their convenience. Since returning to campus, all athletes have been carefully accommodated through their team workouts to reduce the risk of injury when we started normal team workouts once the Fall semester began. All individual athletes have shown improvement in the exercises monitored and selected for testing measures throughout the school year. This includes exercises for strength, power, endurance, mobility and proper movement mechanics.

This Year's Accountability Narrative: The strength and conditioning staff will continue to provide strength and conditioning programs for NMMI athletic teams. We strive to make all teams we oversee better in every aspect of their physical fitness to further enhance their performance in their respected sports. The strength and conditioning staff will contribute to improving individual mindsets, team's culture, department culture and service to society and promote and celebrate athlete and staff achievements.

This Year's Shortfall/Action Plan: Preparing athletes to be in optimal condition for their sports season and promoting overall physical fitness and well-being is the main goal of the strength and conditioning department. Through in-season and off-season workouts, specific lifts and exercise will be tracked for testing measure purposes. These selected lifts and exercises will be progressed and built upon accordingly to ensure progress is made and that there is an overall improvement in testing measures for the junior college athletes that the strength and conditioning staff oversees.

Evidence: Athletic Lift Evaluations 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Reduce the risk of injury through strength and conditioning. Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: The strength and conditioning staff wrote programs for all athletes we oversee that include specific exercises and routines geared towards making muscle groups and joints within the body stronger, work more efficiently, and have increased mobility or stability to reduce the risk of injury during the teams practices and games. These same methods were used to program workouts for both Corps and Prep PT to reduce the risk of injury during their PT sessions, testing, and any physical activity they may participate in.

This Year's Accountability Narrative: One of the strength and conditioning staff's main goals is to design and implement workout programs that will enhance a cadet's physical abilities and ultimately reduce their risk of injury. These programs include exercises that are geared towards improving a cadet's muscular strength, power, endurance, joint stability and mobility, flexibility and recovery. The exercises included in the written programs will be progressed overtime to further enhance these bodily adaptions. Programs with these primary goals in min will be implemented for Corps PT, Prep PT, all NMMI athletic teams who participate in workouts under the supervision of the strength and conditioning staff.

This Year's Shortfall/Action Plan: The strength and conditioning staff will continue to implement workout routines that improve all aspects of a cadet's physical fitness with the goal of reducing risk of injury. Specific exercises will be implemented, progressed and altered accordingly throughout the cadet's written programs to ensure there is constant positive bodily adaptions that will contribute to their success during PT or their athletic events. Exercises chosen will be taught and coached thoroughly to ensure proper form and maximize the benefits elicited from the exercises. Reducing the risk of injury will ultimately contribute towards more efficient performance during an athletic event. This will contribute to all athletic team's overall winning percentage.

Evidence: Godfrey Athletic Center Survey 2019-2020 Annual Purpose Accountability Report (APAR): Chief Financial Officer 2019-2020 Annual Purpose Accountability Report (APAR): Finance & Budgeting

Purpose: Optimize Resource Management Purpose Rating: Exceeded

Benchmark: Maintain an Unmodified Opinion on Annual Audit Benchmark Rating: Exceeded Last Year's Shortfall Addressed: No corrective action is necessary.

This Year's Accountability Narrative: We anticipate a clean opinion as NMMI's External Auditors have reviewed the financial statements for fair presentation in all material respects and in conformity with U.S. generally accepted accounting principles. The 2019-2020 financial statements have been submitted to both Offices of the State Auditor and Governor. An official opinion has not been released. We believe NMMI is compliant and transparent in all relevant financial reporting aspects.

This Year's Shortfall/Action Plan: No corrective action is necessary.

Evidence: Audited Financial Statements 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Greater than A1 Moody Rating Benchmark Rating: Met Last Year's Shortfall Addressed: No corrective action is necessary.

This Year's Accountability Narrative: NMMI's rating is Aa3 which is a high-grade Long Term Debt Rating. NMMI's rating has exceeded the annual benchmark of greater than A1. Moody's A1 Long Term Debt Rating is an upper-medium grade. April 18, 2019 NMMI's rating was affirmed by Moody's Investor's Service. The outlooks is stable and Moody's expects NMMI will maitain operating cash flow margins in the 10-12% range to maintain good debt service coverage. The outlook is also based on NMMI receiving investment income from New Mexico Land Grant Permanent Fund in line with past levels, steady student demand, and no material increases in debt. The affirmation of the Aa3 reflects New Mexico Military Institute's (NMMI) beneficiary status of the constitutionally protected approximately $17 billion (as of December 31, 2018) New Mexico Land Grant Permanent Fund (LGPF). As of fiscal 2017, the institute no longer reports its portion of the fund as an asset on its balance sheet. However, NMMI's share of the LGPF is approximately 3%, with sizable distributions representing roughly 60% of fiscal 2018 operating revenue. Distributions have increased over 14% since fiscal 2014, contributing to sound operating cash flow margins averaging nearly 13%. The institute has a unique long- standing position as a military boarding school serving as a high school and junior college with a diverse geographic draw. Additionally, NMMI benefits from State of New Mexico (Aa2 stable) support for operations and capital. The institute's liquidity remains good relative to operations and strong relative to its modest leverage profile. Offsetting credit challenges include the institute's elevated unfunded pension liability, a small scope of operations and susceptibility to investment market volatility. Additionally, NMMI has a narrow market niche which limits its applicant pool in a competitive demand environment.

This Year's Shortfall/Action Plan: No corrective action is necessary.

Evidence: Moodys Rating Report

Purpose: Provide Documentation for Accreditation Purposes Purpose Rating: Exceeded

Benchmark: Organize and Maintain Annual Documents for Accreditation Benchmark Rating: Exceeded Last Year's Shortfall Addressed: No corrective action is necessary.

This Year's Accountability Narrative: This benchmark was created to provided annual documents for accreditation. The effectiveness and planning was smooth and there wasn't much analyzing as this was just a tool for providing documentation.

This Year's Shortfall/Action Plan: No corrective action is necessary.

Evidence: Business Office Policies Form for Cadets 2019-2020 Annual Purpose Accountability Report (APAR): Evidence: General Fund Revenue Revenue Estimates 2019-2020 Annual Purpose Accountability Report (APAR): Human Resources

Purpose: NMMI's Human Resources' mission is to attract, recruit and retain a diverse qualified workforce, focusing on maintaining high quality services to faculty, staff, cadets, parents and other entities to meet NMMI standards. Purpose Rating: Met

Benchmark: At least 30% of full-time employees have been at NMMI more than five years. Benchmark Rating: Exceeded Last Year's Shortfall Addressed: No shortfall to report.

This Year's Accountability Narrative: We exceeded our goal.

This Year's Shortfall/Action Plan: N/A

Evidence: Summary of Longevity

Benchmark: Between 40% - 50% of all employees' salaries are between $25,001 - $50,000 Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfall to be reported.

This Year's Accountability Narrative: We met our goal.

This Year's Shortfall/Action Plan: N/A

Evidence: Summary of Salary Range

Benchmark: Maintain annual sabbatical funding amount of $27,000 Benchmark Rating: Exceeded Last Year's Shortfall Addressed: N/A

This Year's Accountability Narrative: We exceeded the benchmark set in the previous years.

This Year's Shortfall/Action Plan: None

Evidence: Sabbatical Awards Expense

Benchmark: Maintain annual faculty awards funding amount of $25,500 Benchmark Rating: Met Last Year's Shortfall Addressed: No shortfalls

This Year's Accountability Narrative: We maintained the funding level.

This Year's Shortfall/Action Plan: N/A

Evidence: Faculty Awards Expense History 2019-2020 Annual Purpose Accountability Report (APAR): Benchmark: Maintain a ratio of 0.16 cadets to employees Benchmark Rating: Exceeded Last Year's Shortfall Addressed: No shortfall.

This Year's Accountability Narrative: We maintain a ration of .10

This Year's Shortfall/Action Plan: N/A

Evidence: Employee FTE vs Enrollment History

Benchmark: Maintain Staff Development funding $30,000 Benchmark Rating: Exceeded Last Year's Shortfall Addressed: No shortfall to be reported.

This Year's Accountability Narrative: We exceeded our goal.

This Year's Shortfall/Action Plan: N/A

Evidence: HR Policies and Procedures

Benchmark: Strive to Maintain Diverse Employees Benchmark Rating: Emerging/Indeterminate but Progressing Well Last Year's Shortfall Addressed: NMMI continues its efforts to hire minorities.

This Year's Accountability Narrative: NMMI HR requires a Hiring Committee to be diverse. However, NMMI also strives to hire the best qualifed canidate.

This Year's Shortfall/Action Plan: NMMI HR requires a Hiring Committee to be diverse. However, NMMI also strives to hire the best qualifed canidate.

Evidence: Diversity of Faculty and Staff

Evidence: Hiring Matrix Sample

Benchmark: Provide Employee Training (Title IX, Sexual Harassment Prevention, Safety, etc.) Benchmark Rating: Met Last Year's Shortfall Addressed: NMMI continues Title IX Training and awareness.

This Year's Accountability Narrative: NMMI continues to provide continuous Title IX training and share updated information with the investigators.

This Year's Shortfall/Action Plan: N/A

Evidence: Continuing Education-Training

Evidence: Safety and Sexual Harassment Prevention Trainings

Evidence: Title IX Training

TAB 6 OBJECTIVE EVIDENCE REPORT

NMMI Objective Evidence Report

A.1: Assure internal communications which advance NMMI’s vision and mission Evidence Document Name Planning Unit Health Insurance Portability and Accountablilty Ac Accreditation Family Educational Rights and Privacey Act (FERPA Accreditation Common Course Numbering Catalog Accreditation Course Schedule Example from Course Levelling Accreditation Covid Weekly Updates from Superintendent Accreditation EthicsPoint Webpage Accreditation Employee Advisory Committee EAC Minutes Accreditation Yearbook Compilation Accreditation Dispatches for Accreditation Accreditation Vision and Mission Poster Report Accreditation BOR Approval Graduates Accreditation BOR Approval Credit Decrease to 60 Accreditation BOR Approval Knowles Expansion Accreditation BOR Approval Six Year Benefit Accreditation BOR Approval Budgets for 3 years Accreditation BOR Approval New Vision Accreditation BOR Approval Admissions Standards Accreditation BOR Approval Capital Projects Accreditation BOR Approval New Faculty Handbook Accreditation American Military Educational Model Accreditation Dispatches for Year Admissions Department Annual Snapshot Admissions Department International Recruiting Flyers Admissions Department Admissions Recruiting Flyers Admissions Department Graduation Program Admissions Department Walch Social Media Stakeholder Invovement Powe Admissions Department About NMMI -NMMI website Admissions Department NMMI Dispatches Admissions Department NMMI Homepage - NMMI Website Admissions Department Admissions Recruiting Viewbook Admissions Department NMMI Objective Evidence Report

Billboard Advertisements Admissions Department Empower Paid Search and SM Review PP Admissions Department Communications Plan Admissions Department Sally Port Publications - Compiled Annually Alumni Relations Department Alumni Representatives List Alumni Relations Department Meet and Greets Invite Alumni Relations Department Alumni Newsletters - Compiled Annually Alumni Relations Department Alumni Relations Webpage Alumni Relations Department Trail Ride After Action Report Alumni Relations Department Homecoming After Action Report Alumni Relations Department Homecoming Activities Alumni Relations Department Archives Records Transfer Policy Archives Department Archives Reference Requests Archives Department Cadet Room Assignments SOP Commandant's Office Commandants Standard Operating Procedures Commandant's Office LOIs All Combined Commandant's Office Parent Orientation Briefing PP by Commandant Commandant's Office Senior Leader Meeting Minutes Commandant's Office Commandant Meetings with DCO and Counselors Commandant's Office Deans Operating Procedures Dean's Office Faculty Senate Constitution Dean's Office Deans Welcome Back Summer Letter Dean's Office Dean Bio Dean's Office Vision and Mission Card Dean's Office Convocation Presentation Dean's Office Science Department Lab Inventory Dean's Office Parent Orientation Briefing PP by Dean Dean's Office Associate Deans Meeting Minutes Dean's Office Strategic Plan 2020 Annex 1 - Organization and Pr Dean's Office Strategic Plan 2020 Annex 3 - Accountability Dean's Office Strategic Plan 2020 Annex 2 - Initiatives Dean's Office Strategic Plan 2020 Dean's Office NMMI Objective Evidence Report

Vision Trifold Dean's Office Vision Statement Revision 2017 Dean's Office Family of Plans Dean's Office Strategic Initiative Process and Report (Included in Dean's Office The 21st Century Vision for NMMI Dean's Office Master Calendar Deputy Commandant for Operations Offic Plan of the Day Deputy Commandant for Operations Offic Commandants Staff Call Talking Points Deputy Commandant for Operations Offic Training Schedule Deputy Commandant for Operations Offic SOPs - Standard Operating Procedures Deputy Commandant for Support Office Letters of Instruction Example Deputy Commandant for Support Office LEED Certification - Leadership in Energy and Envir Facilities Department Financial Aid Policy and Procedures Manual Financial Aid Department Legislative Scholarship Webpage Financial Aid Department IT 5 Year Plan Information Technology Vendor Management Policy Information Technology Audio Visual SOP Information Technology Change Management Policy Information Technology Password Policy Information Technology IT Incident Response Plan Information Technology Data Security Policy Information Technology Disaster Recovery Policy Information Technology Computer Authorized Use Policy (CAUP) Information Technology Intranet Web Page Information Technology Technology Information Group (TIG) Minutes Information Technology Student Complaint System Documentation Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research NMMI Objective Evidence Report

Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Annual Strategic Assessment Report to Superinten Institutional Research Education USA Advisers List International Center Study Abroad Poster - Germany International Center Study Abroad Poster - China International Center OnBase Document Imaging System Registrar's Office Academic Degree Plan Registrar's Office Co-enrollment Form Registrar's Office Power Campus (Student Management System) Registrar's Office Operations and Procedures Manual Superintendent's Office Office of International Affairs Defining Document Superintendent's Office Support and Reporting Options for Recipients of S Superintendent's Office Superintendent Bio-Resume Superintendent's Office Breakfast with the Superintendent Announcement Superintendent's Office Parent Orientation Briefing PP by Supt. Superintendent's Office Senior Leadership Briefings Superintendent's Office Staff Call Minutes Recordings Superintendent's Office NM State Statute 21-1-2 (Knowles) Superintendent's Office NM Constitution Enabling Act Superintendent's Office NM State Statutes 21-12-1 through 21-12-17 Superintendent's Office Territorial Statute CB 108 -- Act for the Establishm Superintendent's Office NM Constitution Article XII-- Sec. 11-13 Superintendent's Office Board of Regents Committee Assignments Superintendent's Office Board of Regents Minutes -Compiled Annually Superintendent's Office Board of Regents Minutes -Compiled Annually Superintendent's Office Board of Regents Policy Manual Superintendent's Office Board of Regents Training Itinerary Superintendent's Office Ellenberg vs. NMMI Superintendent's Office NMMI Objective Evidence Report

A.2: Assure external communications which advance NMMI’s vision and mission Evidence Document Name Planning Unit Yearbook Compilation Accreditation Dispatches for Accreditation Accreditation Vision and Mission Poster Report Accreditation Dispatches for Year Admissions Department Annual Snapshot Admissions Department International Recruiting Flyers Admissions Department Admissions Recruiting Flyers Admissions Department Graduation Program Admissions Department Walch Social Media Stakeholder Invovement Powe Admissions Department About NMMI -NMMI website Admissions Department NMMI Dispatches Admissions Department NMMI Homepage - NMMI Website Admissions Department Admissions Recruiting Viewbook Admissions Department Billboard Advertisements Admissions Department Empower Paid Search and SM Review PP Admissions Department Student Search Report Admissions Department Marcom Request Fulfillment Report Admissions Department Sally Port Publications - Compiled Annually Alumni Relations Department Alumni Representatives List Alumni Relations Department Meet and Greets Invite Alumni Relations Department Alumni Newsletters - Compiled Annually Alumni Relations Department Alumni Relations Webpage Alumni Relations Department Trail Ride After Action Report Alumni Relations Department Homecoming After Action Report Alumni Relations Department Homecoming Activities Alumni Relations Department Accreditation - AdvancEd 100 Year Banner Dean's Office Deans Calls Dean's Office Deans White Papers Dean's Office Vision Trifold Dean's Office Annual Strategic Accountability Process Institutional Research NMMI Objective Evidence Report

Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Education USA Advisers List International Center Study Abroad Poster - Germany International Center Study Abroad Poster - China International Center Drill Meet Statistics JROTC Ranks Evaluation-Inspections Data JROTC JPA Attendance and Participation Evaluation Data JROTC JROTC Leadership Encampment (JCLC) JROTC Junior Officer School Attendance Leadership & Character Development First Sergeant School Attendance Leadership & Character Development Platoon Sergeant School Attendance Leadership & Character Development NMMI Performance Report from Superintendent's Superintendent's Office YLCC - Annual Report Yates Leadership Challenge Course NMMI Objective Evidence Report

A.3: Recruit and enable qualified candidates to become exceptional leaders Evidence Document Name Planning Unit Initiative - Early Warning System Accreditation English Placement Flowchart Accreditation ACTFL Language Testing Brochure Accreditation ACE Recommendations Accreditation Gender and Ethnic Background for Corps Accreditation BOR Approval Admissions SOP Accreditation Focus Group Reports Accreditation Incoming JCFR 1stTime-SchType-GPA-ClassRank Accreditation Enrollment Dashboards Accreditation Professional Development Plan Using Assessment Accreditation Yearbook Compilation Accreditation Dispatches for Accreditation Accreditation Vision and Mission Poster Report Accreditation North American Boarding Initiative (NABI) Contrac Admissions Department Admissions Internal SOP Admissions Department CRM Outline Admissions Department Admissions Report on New Electronic Admissions Admissions Department Email Comm Flow Admissions Department CRM Admissions Department Admissions Webpage - NMMI Website Admissions Department ACT-NRCCUA invoice --National Research Center f Admissions Department Boarding School Review.com Admissions Department Admissions Schools App Admissions Department Marketing Action Plan Admissions Department Fall Travel Admissions Department Mexico Events Tracker Admissions Department SSAT Enrollment Management Website Admissions Department Admissions Event Registration Numbers Admissions Department Annual Report on Adherence to Admission SOP Admissions Department Campus Visit Survey data Admissions Department NMMI Objective Evidence Report

Open House Survey Results Admissions Department NMMI Event Registration Website Admissions Department Dispatches for Year Admissions Department Annual Snapshot Admissions Department International Recruiting Flyers Admissions Department Admissions Recruiting Flyers Admissions Department Graduation Program Admissions Department Walch Social Media Stakeholder Invovement Powe Admissions Department About NMMI -NMMI website Admissions Department NMMI Dispatches Admissions Department NMMI Homepage - NMMI Website Admissions Department Admissions Recruiting Viewbook Admissions Department Billboard Advertisements Admissions Department Empower Paid Search and SM Review PP Admissions Department Student Search Report Admissions Department Marcom Request Fulfillment Report Admissions Department Sally Port Publications - Compiled Annually Alumni Relations Department Accreditation Report and Certificate - AdvancEd Dean's Office HLC Final Accreditation Report Dean's Office Accreditation Report - Higher Learning Commissio Dean's Office Program Review - High School (HS) Dean's Office Program Review - Associate of Arts (AA) Dean's Office Program Review - Associate of Science (AS) Dean's Office Cadet Time Management Report - Culver Visit Dean's Office Cadet Time Management Report - Culver Visit Dean's Office Academic Review Board Dean's Office Vision Trifold Dean's Office Scholarships List Financial Aid Department Financial Aid Statistics Financial Aid Department Persistence and Completion Data Book Institutional Research AGA - Accountability in Government Act Annual Pe Institutional Research ACT College Readiness Report Institutional Research NMMI Objective Evidence Report

AIDU - Annual Institutional Data Update for HLC Institutional Research IPEDS Data Feedback Report Institutional Research US Census Bureau Quick Facts Institutional Research Institutional Research Ad Hoc Projects Listing Institutional Research Vision and Mission Webpage - NMMI Website Institutional Research Student Right To Know Webpage - NMMI Website Institutional Research Annual Strategic Assessment Flowchart Institutional Research Corps Profile Institutional Research Federal Compliance Webpage - NMMI Website Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Surveys - Evaluation - Assessment and Test Policie Institutional Research Education USA Advisers List International Center Study Abroad Poster - Germany International Center Study Abroad Poster - China International Center Program Review Short History Program Review Program Review Process Program Review CLEP Summary of Credit Recommendations Registrar's Office ACTFL - Testing for Foreign Languages - Brochure Registrar's Office Annual Census of International Students Registrar's Office IPEDS Reports Registrar's Office REG_STUDENTDATA_YTS (Institute SQL Table) Registrar's Office Persistence and Completion Academy Application Student Persistence & Success Persistence and Completion Academy Completion Student Persistence & Success Persistence and Completion Letter of Agreement Student Persistence & Success NM Higher Education - Assessment and Retention Student Persistence & Success NMMI Objective Evidence Report

Student Success Efforts Student Persistence & Success Outcomes for Developmental Courses Ten Years Student Persistence & Success Persistence and Completion Initial Focus Groups D Student Persistence & Success Dissertation - Dykstra - Students Who Persisted at Student Persistence & Success Persistence and Completion Academy Participatio Student Persistence & Success Early Warning History Student Persistence & Success Persistence and Completion Model and Scale Student Persistence & Success NMMI Performance Report from Superintendent's Superintendent's Office NMMI Objective Evidence Report

A.4: Promote and strengthen NMMI’s reputation of being a unique opportunity for qualified candidates Evidence Document Name Planning Unit Service Academy Prep Flyer.1a Academy Prep Program Academy Prep End of the Year Report Academy Prep Program Open Letter to Preps Academy Prep Program Service Academy Prep Flyer.1 Academy Prep Program American Military Educational Model Accreditation BOR Approval Graduates Accreditation WICHE Interstate Passport - WICHE webpage Accreditation Assessing Everything Else Presentation HLC 2014 Accreditation Parents Club Facebook Example Accreditation Parent Notification from Early Warning - Sample le Accreditation Degree Qualifications Profile DQP - Lumina Websit Accreditation Communications Plan Admissions Department Alumni Trail Ride Alumni Relations Department Alumni Representatives List Alumni Relations Department Meet and Greets Invite Alumni Relations Department Alumni Newsletters - Compiled Annually Alumni Relations Department Alumni Relations Webpage Alumni Relations Department Trail Ride After Action Report Alumni Relations Department Homecoming After Action Report Alumni Relations Department Homecoming Activities Alumni Relations Department Homecoming Survey Alumni Relations Department Alumni Member Survey Alumni Relations Department Ownership and Naming Spreadsheet Alumni Relations Department Parent Package Commandant's Office Parent Club Commandant's Office Parent Presentations - Open House Commandant's Office Parent presentations by Superintendent - Dean - C Commandant's Office Parent E Newsletter Commandant's Office The 21st Century Vision for NMMI Dean's Office NMMI Objective Evidence Report

Accreditation - AdvancEd 100 Year Banner Dean's Office Deans Calls Dean's Office Deans White Papers Dean's Office AMCSUS Home Page Dean's Office HACU Membership Dean's Office Summer Operations LOI Deputy Commandant for Support Office Parents Club Swap Shop SOP Deputy Commandant for Support Office Contractual Agreement Assessments Deputy Commandant for Support Office Development Annual Fund Performance Report Development Department Annual maintenance contracts with vendors Facilities Department Contractual Agreements Finance & Budgeting Business Office Policies Form for Cadets Finance & Budgeting Foundation By-Laws Foundation Foundation MOA Foundation Foundation Articles of Incorporation Foundation Foundation Board of Trustee Committee Assignme Foundation Foundation Meeting Minutes Foundation Foundation Meeting Minutes Foundation Foundation Form 990 (IRS Form and Tax Return) Foundation Annual Strategic Accountability Process Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research International Agent List International Center International Exchange Program List International Center International Educator Adviser List - EdUSA International Center Study Abroad Poster - Spain TTU International Center NMMI Objective Evidence Report

EF Tours Brochures International Center International Conferences International Center Usage Contracts for DLC Leadership Outreach Camp-Activity-Event Evaluation Forms Leadership Outreach DLC Event and Activity Tracking Leadership Outreach Summer Camp Documentation Leadership Outreach Ambassador Program Rules Protocol Office Ambassador Family Rules Protocol Office Parents Club Swap Shop Guidelines and Report Protocol Office Regents Dinner Invite Protocol Office Special Events Form Protocol Office Veterans Day Invite Protocol Office Commissioning Invite Protocol Office Ambassador Program at a Glance Protocol Office Generals Cup Sponsors Invite Protocol Office Legislative Reception Protocol Office ENMSF Parade VIP Invite Protocol Office Leadership NM SEF Protocol Office Homecoming Reviewing Stand Protocol Office Family Weekend Spring Invite Protocol Office Service Awards Invite Protocol Office Term Course Schedule Registrar's Office SROTC Overview SROTC Board of Regents Committee Assignments Superintendent's Office Board of Regents Minutes -Compiled Annually Superintendent's Office Board of Regents Minutes -Compiled Annually Superintendent's Office Development Committee Minutes Yates Leadership Challenge Course NMMI Objective Evidence Report

B.1: Use available resources to provide the necessary academic technology and support to enhance effective teaching and learning Evidence Document Name Planning Unit Faculty Support and Training Log Academic Technologist Department Faculty Training Resource Library -Canvas Course Academic Technologist Department Computer Lab Technical Assistance and Research L Academic Technologist Department Software Application Support Testing Log Academic Technologist Department Faculty Support and Training Log Academic Technologist Department Faculty Training Resource Library -Canvas Course Academic Technologist Department Computer Lab Technical Assistance and Research L Academic Technologist Department Software Application Support Testing Log Academic Technologist Department Fall RAT Technology Training Schedule Academic Technologist Department Canvas Support Tickets Academic Technologist Department Fall Unused Canvas Course Academic Technologist Department Spring Unused Canvas Course Academic Technologist Department Spring RAT Technology Training Schedule Academic Technologist Department Academic Technologist Job Request Academic Technologist Department Technology in Education Committee Minutes Information Technology Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Annual Strategic Assessment Report to Superinten Institutional Research NMMI Objective Evidence Report

B.2: Use available resources to provide and maintain a clearly defined and comprehensive student learning assessment system and demonstrate a commitment to improvement of student learning Evidence Document Name Planning Unit Course and Instructor Critiques Example Accreditation Business Ethics Case Competition Article Accreditation Assessment Plan - NMMI Webpage Accreditation Course Assessment Examples Assessment Task Force Rubrics for Tier 3 Outcomes Assessment Task Force Rubrics for Tier 2 Outcomes Assessment Task Force Assessment of Student Learning Process and Plan Assessment Task Force Assessment Database Instructions Assessment Task Force Student Learning Outcomes Tiers 1-3 Assessment Task Force Student Transfer Information Portal Snapshot Assessment Task Force Canvas Learning Outcome Output Example Assessment Task Force Assessment Database Portal Snapshots Assessment Task Force Canvas Learning Outcome Output Example Assessment Task Force Course and Instructor Critique After Action Report Assessment Task Force Learning Outcomes List by Department (Tier 3) Assessment Task Force Assessment Database Maintenance Log Assessment Task Force Assessment Training Log Assessment Task Force Assessment Task Force Evaluation of Tier 1 and Tie Assessment Task Force Tier Three Outcome Use by Instructors Assessment Task Force Institutional Participation in Assessment of Studen Assessment Task Force Assessment Fiesta Summary Report Assessment Task Force Tier Two Outcome Use by Instructors Assessment Task Force Department Reviews Assessment Task Force Department Evaluation of Tier 3 Outcomes Assessment Task Force Academic Assessment Plan Assessment Task Force Assessment Task Force Minutes Assessment Task Force Assessment Conference Attendance Assessment Task Force ACT Score Data Cadet Academic Success NMMI Objective Evidence Report

Deans List-Superintendents List Comparative Data Dean's Office EXPLORE test results Dean's Office PLAN Test results Dean's Office Course and Instructor Critiques Results Institutional Research CAAP results Institutional Research Proficiency Profile - Spring Summary of Scaled Scor Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Midterm Grade Comparisons for Fall and Spring Registrar's Office NMMI Objective Evidence Report

B.3: Sustain and grow relevant, challenging, transferrable, and innovative curricula for high school and junior college students Evidence Document Name Planning Unit Syllabi Examples Accreditation Curriculum and Standards Course Approval Sampl Accreditation General Education Curriculum NMHED Website Dean's Office Grading Policy Requirements (Appendix A Faculty Dean's Office Syllabus Guidelines (Appendix A Faculty Handbook Dean's Office Curriculum and Standards Minutes Dean's Office General Education Committee Meeting Notes-Min Dean's Office Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Course Catalog Registrar's Office Advanced Placement Credit Policy Registrar's Office Grading system (from Catalog) Registrar's Office Curriculum and Standards Summary of Actions Registrar's Office Curriculum and Standards Minutes - Compiled Ann Registrar's Office Curriculum and Standards Committee Report Registrar's Office NMMI Objective Evidence Report

B.4: Cultivate relationships with other learning institutions Evidence Document Name Planning Unit Academy Prep Program - Parent Briefing Academy Prep Program College Fairs Cadet Academic Success MOUs and 2+2 programs inventory Dean's Office Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research SROTC Annual Training Plan SROTC NMMI Objective Evidence Report

B.5: Use available resources to provide proactive, relevant, and innovative academic support services. Evidence Document Name Planning Unit Academy Prep Program - Parent Briefing Academy Prep Program Academy Prep Fast Track Academy Prep Program Initiative - Athletic Advisor Accreditation Cadet Planner Accreditation Academic Success Coordinator - New Position 201 Accreditation Early Warning System Initiative Accreditation Academic Academy Foundational Minutes Accreditation Digital Initiatives ContentDM site Archives Department Toles Learning Resource Center Charter Cadet Academic Success CIS Flyer Cadet Academic Success Toles Learning Resource Center Brochure Cadet Academic Success Academic Support Programs Brochure Cadet Academic Success Academic Academy Curriculum Cadet Academic Success Student Support List Cadet Academic Success J. Penrod Toles Learning Center brochure Cadet Academic Success Night Study Hall Initiatives Cadet Academic Success Co-Curricular Initiatives Cadet Academic Success Writing Center Webpage - NMMI Website Cadet Academic Success Scholars Program Cadet Academic Success Ace Reader Cadet Academic Success Night Study Hall Assistance (Math and Science Lab Cadet Academic Success Chemistry Club Attendance Cadet Academic Success Academic Advising Website Cadet Academic Success Initial Advisee Email Cadet Academic Success Junior College Orientation Cadet Academic Success College Fairs Cadet Academic Success Summer English Program Brochure Cadet Academic Success Summer Math Program Brochure Cadet Academic Success Rosetta Stone Usage Cadet Academic Success NMMI Objective Evidence Report

Writing Center Statistics Cadet Academic Success Academic Academy After Action Report Cadet Academic Success Semester Grade Comparisons Cadet Academic Success Summer Academic Operations Program Report Cadet Academic Success Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research International Student Orientation Presentation International Center International Study Abroad Program List International Center Library IPEDS Annual Report Library Collection Reserves Library Library Collection Homepage Library Polaris Fusion Program Information Library Library Presentations Library Information Services to Groups Library Library Collections Statistical Usage Data Library Research Assistance Library Library Usage Statistics Library Night Study Hall Statistics for Toles Library American School Counselor Association Guidance Student Assistance Center SAC - Student Assistance Center Overview Student Assistance Center SAC Charter Student Assistance Center SAC Handbook Student Assistance Center SAC Counselor License Tracking Student Assistance Center SAC Counselors Seminar Schedules-Office Hours Student Assistance Center Four-Year Plans Student Assistance Center Academic Academy Integrity Curriculum Student Persistence & Success NMMI Objective Evidence Report

Guided Mandatory Night Study Hall Original Suppl Student Persistence & Success Dissertation - Smith - Student Success Student Persistence & Success NMMI Objective Evidence Report

B.6: Establish and maintain programs that support global learning. Evidence Document Name Planning Unit MOUs and 2+2 programs inventory Dean's Office Strategic Plan 2020 Annex 1 - Organization and Pr Dean's Office Strategic Plan 2020 Annex 3 - Accountability Dean's Office Strategic Plan 2020 Annex 2 - Initiatives Dean's Office Strategic Plan 2020 Dean's Office Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research SROTC Annual Training Plan SROTC NMMI Objective Evidence Report

C.1: Foster a culture of economic viability and sustainability for fulfilling the NMMI mission by managing financial resources with sound fiscal policies to include ensuring Cadet quality of life, while responding to financial challenges. Evidence Document Name Planning Unit Mt States Assoc of Comm Colleges Webpage for S Accreditation Capital Projects Plan Facilities Department HED Capital Project Priorities Facilities Department Tuition Costs - New and Returning Finance & Budgeting Accounting and Business Policies and Procedures Finance & Budgeting Budget Forms (MCO) Finance & Budgeting Budget Instructions and Process Finance & Budgeting Budget Forms (Supplemental) Finance & Budgeting Five-Year State Funding Plan Finance & Budgeting Moodys Rating Report Finance & Budgeting Institutional Update - Financial Review Report for Finance & Budgeting Lease Revenue Report Finance & Budgeting Minor Capital Outlay requests Finance & Budgeting General Fund Revenue Revenue Estimates Finance & Budgeting Board of Regents Budget Presentation by CFO Finance & Budgeting Budgets Finance & Budgeting Expense Percentage Per Function Chart Finance & Budgeting Economic Impact Study Finance & Budgeting State Investment Council Report Finance & Budgeting Audited Financial Statements Finance & Budgeting Financial Measurement List Finance & Budgeting 3 YR Summary of NMMI Funding Sources – All Financial Aid Department Financial Aid Dashboard - YR End Report Financial Aid Department FISAP - Federal and State Aid Financial Aid Department Foundation External Audit Foundation Foundation Spending Detail Foundation Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research NMMI Objective Evidence Report

Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

C.2: Update and execute NMMI Facilities Master Plan and provide a clean, well- maintained physical plant to ensure a safe and secure environment. Evidence Document Name Planning Unit Barracks Work Order Report Deputy Commandant for Support Office Engie Performance Contract Facilities Department ADA Inspection Report Facilities Department Fire Inspection Reports (annual) Facilities Department Loss Prevention and Control Program Facilities Department Facilities Work Order - Report Facilities Department Parsons 3DI Report (Comet Report) Facilities Department Facilities Work Order - School Dude Example Facilities Department Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

C.3: Develop and document fundraising, partnerships, and outreach opportunities with all stakeholders to include alumni, patrons, business, civic, educational, volunteer, youth, military and governmental organizations at the local, state, federal and international level Evidence Document Name Planning Unit Service Academy Prep Flyer.1a Academy Prep Program Academy Prep End of the Year Report Academy Prep Program Open Letter to Preps Academy Prep Program Service Academy Prep Flyer.1 Academy Prep Program WICHE Interstate Passport - WICHE webpage Accreditation Assessing Everything Else Presentation HLC 2014 Accreditation Parents Club Facebook Example Accreditation Parent Notification from Early Warning - Sample le Accreditation Degree Qualifications Profile DQP - Lumina Websit Accreditation Alumni Representatives List Alumni Relations Department Meet and Greets Invite Alumni Relations Department Alumni Newsletters - Compiled Annually Alumni Relations Department Alumni Relations Webpage Alumni Relations Department Trail Ride After Action Report Alumni Relations Department Homecoming After Action Report Alumni Relations Department Homecoming Activities Alumni Relations Department Alumni Trail Ride Alumni Relations Department Homecoming Survey Alumni Relations Department Alumni Member Survey Alumni Relations Department Ownership and Naming Spreadsheet Alumni Relations Department Parent Package Commandant's Office Parent Club Commandant's Office Parent Presentations - Open House Commandant's Office Parent presentations by Superintendent - Dean - C Commandant's Office Parent E Newsletter Commandant's Office AMCSUS Home Page Dean's Office HACU Membership Dean's Office NMMI Objective Evidence Report

Summer Operations LOI Deputy Commandant for Support Office Parents Club Swap Shop SOP Deputy Commandant for Support Office Contractual Agreement Assessments Deputy Commandant for Support Office Development Annual Fund Performance Report Development Department Generals Cup Financial Analysis Development Department Annual maintenance contracts with vendors Facilities Department Contractual Agreements Finance & Budgeting Business Office Policies Form for Cadets Finance & Budgeting Foundation By-Laws Foundation Foundation MOA Foundation Foundation Articles of Incorporation Foundation Foundation Form 990 (IRS Form and Tax Return) Foundation Foundation Board of Trustee Committee Assignme Foundation Foundation Meeting Minutes Foundation Foundation Meeting Minutes Foundation Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Study Abroad Poster - Spain TTU International Center EF Tours Brochures International Center International Conferences International Center International Agent List International Center International Exchange Program List International Center International Educator Adviser List - EdUSA International Center Usage Contracts for DLC Leadership Outreach Camp-Activity-Event Evaluation Forms Leadership Outreach DLC Event and Activity Tracking Leadership Outreach NMMI Objective Evidence Report

Summer Camp Documentation Leadership Outreach Museum brochure Museum Museum Statistics Museum Ambassador Program Rules Protocol Office Ambassador Family Rules Protocol Office Parents Club Swap Shop Guidelines and Report Protocol Office Regents Dinner Invite Protocol Office Special Events Form Protocol Office Veterans Day Invite Protocol Office Commissioning Invite Protocol Office Ambassador Program at a Glance Protocol Office Generals Cup Sponsors Invite Protocol Office Legislative Reception Protocol Office ENMSF Parade VIP Invite Protocol Office Leadership NM SEF Protocol Office Homecoming Reviewing Stand Protocol Office Family Weekend Spring Invite Protocol Office Service Awards Invite Protocol Office Parents Club Minutes Protocol Office Term Course Schedule Registrar's Office SROTC Overview SROTC Development Committee Minutes Yates Leadership Challenge Course NMMI Objective Evidence Report

C.4: Use available resources to provide the most appropriate and effective technologies available to enable NMMI to achieve the efficient use of personnel, time, and other resources in the furtherance of NMMI’s strategic goals Evidence Document Name Planning Unit IT Policies and Procedures Information Technology Technology Initial and Replacement Cycle Planning Information Technology IT Mission Summary Information Technology Technology Plan Information Technology Computer Usage Policy Information Technology One-to-One Initiative Information Technology Laptop Leasing Program Information Technology IT Vision Information Technology IT Sharepoint site Information Technology Lightspeed Network Reports Information Technology IT Completed Jobs Information Technology Job Statistics Information Technology Voice Jobs Information Technology Redundant ISPs Information Technology IT Purchase Order Log Information Technology Technology Gap Assessment Information Technology IT Annual Report Information Technology Coffee with IT Director Report Information Technology IT Bandwidth Utilization Charts Information Technology Network Activity Reports Information Technology Server Logs Information Technology Job Statisfaction Information Technology IT Job Request Log Information Technology Technology Information Group (TIG) Minutes Information Technology Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research NMMI Objective Evidence Report

Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

C.5: Use available resources to provide services to support safety and personal well-being of cadets, faculty and staff Evidence Document Name Planning Unit Service Academy Prep Flyer.1a Academy Prep Program Academy Prep End of the Year Report Academy Prep Program Open Letter to Preps Academy Prep Program Service Academy Prep Flyer.1 Academy Prep Program WICHE Interstate Passport - WICHE webpage Accreditation Assessing Everything Else Presentation HLC 2014 Accreditation Parents Club Facebook Example Accreditation Parent Notification from Early Warning - Sample le Accreditation Degree Qualifications Profile DQP - Lumina Websit Accreditation Parent Package Commandant's Office Parent Club Commandant's Office Parent Presentations - Open House Commandant's Office Parent presentations by Superintendent - Dean - C Commandant's Office Parent E Newsletter Commandant's Office DCO Staff Call Agendas - Compiled Annually Commandant's Office TLA Training Agenda Commandant's Office Leadership and Character Development Staff Train Commandant's Office AMCSUS Home Page Dean's Office HACU Membership Dean's Office Evaluation Forms - Adminstrators Dean's Office Emergency Action Plan Deputy Commandant for Operations Offic Emergency Response Training and Evaluation Plan Deputy Commandant for Operations Offic Loss Prevention and Control Committee Minutes Facilities Department Engie Performance Contract Facilities Department ADA Inspection Report Facilities Department Fire Inspection Reports (annual) Facilities Department Loss Prevention and Control Program Facilities Department Financial Aid Training Report Financial Aid Department Continuing Education-Training Human Resources NMMI Objective Evidence Report

Evaluation Forms - Staff Human Resources IT Training Information Technology Student Complaint System Yearly Report Institutional Research Student Complaint System Yearly Report Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Study Abroad Poster - Spain TTU International Center EF Tours Brochures International Center International Conferences International Center Uniform Crime Report Totals Police Department Officers Daily Log Monthly Totals Police Department Crime Statistics Police Department Firearms Score Reporting Form Police Department Daily Crime Log Police Department Officers Daily Log Monthly Totals Police Department Crime Statistics Police Department Firearms Score Reporting Form Police Department Daily Crime Log Police Department Officer Training Records Police Department Training Records for Police Officers Police Department Etiquette SOP with Evaluation Example Protocol Office Regents Dinner Invite Protocol Office Special Events Form Protocol Office Veterans Day Invite Protocol Office Commissioning Invite Protocol Office Ambassador Program at a Glance Protocol Office NMMI Objective Evidence Report

Generals Cup Sponsors Invite Protocol Office Legislative Reception Protocol Office ENMSF Parade VIP Invite Protocol Office Leadership NM SEF Protocol Office Homecoming Reviewing Stand Protocol Office Family Weekend Spring Invite Protocol Office SROTC Overview SROTC NMMI Objective Evidence Report

C.6: Recruit, retain and recognize faculty and staff in all areas who are appropriately qualified, evaluated and trained. Evidence Document Name Planning Unit Faculty Development Grant Follow Up Report Exa Accreditation Job Description - Assistant Dean for Curriculum Pla Accreditation Mt States Assoc of Comm Colleges Webpage for S Accreditation DCO Staff Call Agendas - Compiled Annually Commandant's Office TLA Training Agenda Commandant's Office Leadership and Character Development Staff Train Commandant's Office Faculty Awards Dean's Office Evaluation Forms - Faculty Dean's Office Evaluation Guidelines - Faculty (Faculty Handbook Dean's Office Professorships and Endowed Chairs Recipient List Dean's Office Faculty Development Grant Process Dean's Office Faculty Development Grant Procedures Dean's Office Faculty Development Record of Grants Dean's Office Faculty Scholarly and Creative Work Dean's Office Professional Development Plan Dean's Office Faculty Demographics Dean's Office Evaluation Forms - Adminstrators Dean's Office TLA Job Description Deputy Commandant for Operations Offic SLA TLA Expectations Deputy Commandant for Operations Offic SLA TLA Advisor Handbook Deputy Commandant for Operations Offic SLA TLA Certification Policy Deputy Commandant for Operations Offic SLA TLA Org Chart Deputy Commandant for Operations Offic SLA TLA Leadership Advisor Handbook Deputy Commandant for Operations Offic Financial Aid Training Report Financial Aid Department Faculty Awards Expense History Human Resources Sabbatical Awards Expense Human Resources Employee Compensation Committee Policy Human Resources New Employee Procedures Human Resources Hiring Matrix Sample Human Resources NMMI Objective Evidence Report

Hiring Guidelines Human Resources HR Policies and Procedures Human Resources Staff Evaluation Process Human Resources Staff Development Policy Human Resources HigherEd Job Postings Human Resources Compensation Study Final Report - Evergreen Human Resources Employee FTE vs Enrollment History Human Resources Staff Development Funds Human Resources Employment History Human Resources Summary of Longevity Human Resources Title IX Training Human Resources Safety and Sexual Harassment Prevention Training Human Resources Diversity of Faculty and Staff Human Resources Emergency Response Training and Evaluation Plan Human Resources Employee Years of Service Awards Human Resources Evaluation Guidelines - Staff Human Resources Continuing Education-Training Human Resources Evaluation Forms - Staff Human Resources IT Training Information Technology Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Officer Training Records Police Department Training Records for Police Officers Police Department NMMI Objective Evidence Report

D.1: Develop Commandant’s Staff: Recruit, organize, train, and develop a staff charged with mentoring, advising, coaching and developing NMMI cadet leaders of character and for providing cadet quality of life Evidence Document Name Planning Unit TLA Job Description Deputy Commandant for Operations Offic SLA TLA Expectations Deputy Commandant for Operations Offic SLA TLA Advisor Handbook Deputy Commandant for Operations Offic SLA TLA Certification Policy Deputy Commandant for Operations Offic SLA TLA Org Chart Deputy Commandant for Operations Offic SLA TLA Leadership Advisor Handbook Deputy Commandant for Operations Offic Staff Evaluation Process Human Resources Staff Development Policy Human Resources Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

D.2: Develop Cadet Leadership and Character Building Programs: Develop, implement, regularly evaluate and refine cadet leadership character development programs, methods and processes Evidence Document Name Planning Unit Cadet Leadership Development Program Commandant Right Seat Ride Program Commandant's Office Blue Book Commandant's Office New Cadet Matriculation and Initial Training Plan Commandant's Office Cadet Platoon Leader Training Commandant's Office Charge Sheet for Cadets Commandant's Office Positive Leadership Training Commandant's Office Leadership Class PP Commandant's Office Cadets in Good Standing Statistics Commandant's Office Commandants Assessment - Harry Morrison Commandant's Office Commandants Weekly Cadet Chain of Command L Commandant's Office Chain of Command Commandant's Office SOP - Command Post Operations Deputy Commandant for Operations Offic Honor Manual and Honor Code Deputy Commandant for Operations Offic Spring Cadet Cadre Training Plan Deputy Commandant for Operations Offic Disciplinary Review Board Policy Deputy Commandant for Operations Offic Summer Cadet Cadre Training Plan Deputy Commandant for Operations Offic Drill and Ceremonies Training and Evaluation Outli Deputy Commandant for Operations Offic Cadet Leader Assessment Deputy Commandant for Operations Offic TLA Log Deputy Commandant for Support Office Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

Leadership Projects Listing Leadership & Character Development Leadership Library Link Leadership & Character Development Junior Officer School Attendance Leadership & Character Development First Sergeant School Attendance Leadership & Character Development Platoon Sergeant School Attendance Leadership & Character Development Squad Leader School Attendance Leadership & Character Development Character Counts program Leadership Outreach DLC Planning files and documentation Leadership Outreach Cadet Record Review Example Registrar's Office Senior ROTC percent of Early Commissioning Progr SROTC Cadet Evaluation Report SROTC Strength Quest Data Yates Leadership Challenge Course NMMI Objective Evidence Report

D.3: Provide Resources for Staff and Cadet Development Programs: Provide tangible resources to staff for the implementation of cadet leadership and character development, and quality of life programs Evidence Document Name Planning Unit Navajo Nation Flag Ceremony Accreditation NJCAA Regulations Athletic Teams Athletic Highlights Athletic Teams Cadet Counseling Center InProcess Brief Cadet Counseling Center Cadet Activity Matrix Commandant's Office Cadet Activity - Cancer Awareness Commandant's Office Ranks Roster and Infirmary Issued Ranks Slips Commandant's Office SLA Minutes Commandant's Office Distinguished Leader Criteria Commandant's Office Sum of Demerits by Semester Commandant's Office Cadet Discipline Changes Commandant's Office Accountability Red Book Commandant's Office Critical Offense Tracker Commandant's Office Status Sheet for Cadets Commandant's Office Cadet Platoon Leader Training Commandant's Office Charge Sheet for Cadets Commandant's Office Positive Leadership Training Commandant's Office Leadership Class PP Commandant's Office Promotion Worksheet Commandant's Office Knowledge Book Commandant's Office Lyceum Programs Information Dean's Office Cadet Weapons and Key Inventories Deputy Commandant for Operations Offic TLA Handbook Deputy Commandant for Operations Offic Community Service Annual Summary Report Deputy Commandant for Support Office Record of Individual Cadet Awards Deputy Commandant for Support Office TLA Log Deputy Commandant for Support Office One-to-One Fact Sheet Information Technology One-to-One Laptop Specs Information Technology NMMI Objective Evidence Report

Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Regional Drill Meets Trip Reports JROTC Drill Meet Statistics JROTC Ranks Evaluation-Inspections Data JROTC JPA Attendance and Participation Evaluation Data JROTC JROTC Leadership Encampment (JCLC) JROTC JROTC Cadet Command Verification Document JROTC JROTC Curriculum Manager - Fielding Goals JROTC Drill Meet Operations Book JROTC JPA Operations Book JROTC Leadership Projects Listing Leadership & Character Development Leadership Library Link Leadership & Character Development Honor Board Training - Corps Wide - logs of Honor Leadership & Character Development Program Impact Sheet Leadership Outreach Meyers-Briggs Data Leadership Outreach DLC Charter Leadership Outreach JLC Operation Book Leadership Outreach Protocol Accounts Protocol Office Etiquette Dinner SOP Protocol Office Ambassador Family Program Information Protocol Office Female Cadet Social Protocol Office Matchin Invite Protocol Office Graduation Seating Protocol Office Troop Board Memo Protocol Office Final Ball Coronation Ceremony Protocol Office NMMI Objective Evidence Report

Awards Ceremony Invite Protocol Office AFI Review Stand Protocol Office PTK.NHS Invite Protocol Office Cadet Lunch Memo Example Protocol Office First Class Dinner Program Protocol Office Third Class Dinner Program Protocol Office Ring Dinner Script Protocol Office Homecoming Coronation Ceremony Protocol Office Ambassador Family Program Statistics Protocol Office Etiquette Dinner Assessments Protocol Office Mission Set Manning Report (MSMR) SROTC ROTC Recruitment Records SROTC ROTC CDT CMD Form 67-10-1 SROTC Training Guidance USACC 1st BDE SROTC REAP Recruiting Engagement Action Plan SROTC YLCC - Annual Report Yates Leadership Challenge Course Dissertation - Wade - YLCC Yates Leadership Challenge Course Field Manual 6-22 Army Leadership Yates Leadership Challenge Course NMMI Objective Evidence Report

D.4: Select, Train and Mentor NMMI Corps of Cadet Leaders: Select, organize, train and develop a Cadet Regimental Chain-of-Command charged with leading the Corps during the course of the academic year Evidence Document Name Planning Unit Corps Regimental Staff Structure Commandant's Office Cadet Leadership Matrix Commandant's Office Blue Book Commandant's Office New Cadet Matriculation and Initial Training Plan Commandant's Office Honor Manual and Honor Code Deputy Commandant for Operations Offic Spring Cadet Cadre Training Plan Deputy Commandant for Operations Offic Disciplinary Review Board Policy Deputy Commandant for Operations Offic Summer Cadet Cadre Training Plan Deputy Commandant for Operations Offic Drill and Ceremonies Training and Evaluation Outli Deputy Commandant for Operations Offic Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research SGM Monday Meetings Special Event Form Leadership & Character Development Regimental Operation Orders Leadership & Character Development Regimental Training Meetings Leadership & Character Development NMMI Objective Evidence Report

E.1: Use available resources to provide tools, training, and relevant technologies to develop lifetime health and wellness. Evidence Document Name Planning Unit Collect Development Policy for NMMI Archives Department Permanent Record List Archives Department Godfrey Athletic Center Survey Human Performance Survey - GAC Human Performance Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMMI Objective Evidence Report

E.2: Present opportunities to establish and achieve measureable lifelong fitness. Evidence Document Name Planning Unit Cadet Fitness Assessment (CFA) Academy Prep Program Corps Physical Fitness Program Deputy Commandant for Operations Offic Modified Army Physical Fitness Test (MAPFT) Human Performance MFT Training Curriculum Human Performance Corps PT Schedule Human Performance Composite Physical Fitness Scores Human Performance Prep PT Schedule Human Performance Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Army Physical Fitness Test (APFT) SROTC NMMI Objective Evidence Report

E.3: Use available resources to provide opportunities to engage in both competitive and recreational physical activities. Evidence Document Name Planning Unit Athletic Report Athletic Team Support Services Athletics News (Sports Press) Athletic Team Support Services Athletic Training System Census Only (System is HI Athletic Team Support Services Daily sign log numbers for athletic training room Athletic Team Support Services NM Activities Association Regulations Athletic Teams Team Goals Athletic Teams Junior College Athletic Schedules Athletic Teams Goal Boards Athletic Teams Winning Percentage Athletic Teams Placements on wall Athletic Teams Annual Athletic Report from Gunn Human Performance Athletic Lift Evaluations Human Performance Max Testing Report Human Performance Strength and Conditioning in-season and off-seaso Human Performance Strength and Conditioning Injury Report Human Performance Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research Survey - AdvancEd PARENT Survey Institutional Research Survey - AdvancEd STAFF Survey Institutional Research Survey - Cadet Life Institutional Research Survey - Faculty and Staff Climate Institutional Research Survey - AdvancEd TEACHER Survey Institutional Research Survey - Parent and Guardian Institutional Research NMMI Objective Evidence Report

Survey - AdvancEd Cadet Life Survey Institutional Research Survey - Public Perception Institutional Research NMAA & NJCAA Eligibility Report Registrar's Office

TAB 7 INITIATIVES REPORT

Initiatives Report From Operations & Support Sector Meetings Annual Strategic Accountability (ASA) Initiatives Report from Operations & Support Sector Meetings for 2020-2021 Initiatives

The initiatives were evaluated and discussed at the Operations Sector meeting held December 8th and at the Support Sector meeting held on December 9th. The attendees of both groups were given an Initiatives Review Input Form to complete and return to the IR Director, which will also be included in the ASA Conclusive Report. The results of those discussions are contained in the All Sector Meeting Notes document, which are also included in the ASA Conclusive Report document. The Big 5 submit a separate Initiatives Review Input Form that contains their recommendations to the Superintendent. The Superintendent’s priorities, comments and recommendations for the initiatives are indicated at the end of the ASA Summation document in Table 2.

Recommended Action or Comment Initiative Title

The first four initiatives below were grouped together based on the Operations & Support Sector’s vote of whether to advance the initiative for consideration. Those receiving 13-10 persons who voted to advance the initiative were grouped together. Those receiving 7 people wanting to advance were grouped together, and then those having 5 or less were grouped together. Once that was done the attendees were asked to show their support by raising their hand for a vote count if they gave the initiative a first or second priority.

15 voted to advance forward, 6 supported it Cultural Competence Training – Matchin

13 voted to advance forward, 11 supported it 7th & 8th Grade Academy – West/Scharmer

13 voted to advance forward, 2 supported it Online Program

11 voted to advance forward, 11 supported it On Post Recreation Development - Evertson

10 voted to advance forward, 4 supported it Kinesiology Academic Program - McVay

Below are initiatives that 7 people wanted to be advanced for support recommendations.

Indoor Challenge - Evertson 7 voted to advance forward, 8 supported it

One-Year Program 7 voted to advance forward, 4 supported it

Below are initiatives that 5 or less people wanted to be advanced for support recommendations.

Indoor Climbing Gym - Evertson 5 voted to advance forward, 11 supported it

Outdoor Center: Leadership Development - Evertson 5 voted to advance forward, 6 supported it

DLC Leadership Classes & Certification - Evertson 4 voted to advance forward, 4 supported it

Portable YLCC - Evertson 3 voted to advance forward, 1 supported it

Expand LRC Events/Create Virtual/Modular 2 voted to advance forward, 2 supported it Facility/One Rope Bridge - Evertson

New Initiative Proposals

STRATEGIC INITIATIVE PROPOSAL

This form is used as the initial step in identifying initiatives to address the Strategic Plan’s Goals, Objectives and Learning Outcomes (see Strategic Plan). Initiative definition: An initial program, project plan, activity, academic course, which is intended to achieve a stated goal or objective or learning outcome identified in the Strategic Plan. This form is the preliminary document which is to be vetted through the Initiator’s Chain of Command and through the Initiatives Evaluation Phase of the Annual Strategic Accountability ASA process. Once an initiative has been approved by the Superintendent, based upon available funding and the schedule/timeline for its implementation, a Strategic Initiatives Supplemental Budget Request form must be completed, which provides more detailed information about the initiative. Normally, for budget consideration, it is expected there will be at least one year lead time for implementation. INITIATIVE INFORMATION Eric Evertson Initiator/Point of Contact Initiator’s Commandant’s Department, Daniels Leadership Center Department/Division Title of Initiative Expand LRC Events / Create Virtual/Modular Facility / One- Rope Bridge Initiative Description Expand LRC Events This initiative proposes to expand the current LRC with to include 5 more events. The LRC, from inception, was conceptualized to include these 5 events. When completed in 2007, they were not included. Additionally, NMMI will create a Virtual / Modular “LRC” type obstacle. Adding these events will further increase the YLCC’s capacity to deliver quality leadership training.

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Modular / Virtual LRC The Modular / Virtual LRC concepts is to be inside a building the facilitator will be able to vary the types of challenges and the environments (such as lighting, smoke through a fog machine, distracting sounds, etc.). The event can vary based on the desired outcome and challenge. The participants will be prepped ahead of time to review any necessary gear – ear muffs, goggles, gas mask that reduce field of view, etc. Seeing that the participants will not know what has been prepared for them, when they enter the room they will have to react quickly to the situations surrounding them.

With the increased popularity of virtual immersion simulations the room can be configured for “virtual” immersion as part of leadership and team development.

These concepts could be combined to create physical challenges and virtual tools to accomplish missions.

Page 2 of 9 One-Rope-Bridge Practice Area The area next to 19th Street will have a one-rope bridge practice area. It will have a trees placed of different distances and have a ditch that varies in depth.

Proposal Goals 1. NMMI Educational Objectives a. Will provide a new area for experiential teaching that can be used by a variety of classes, the Corps of Cadets, and by summer camps (ex: outdoor leadership, fitness, health). b. Facilitate student engagement, retention and graduation by providing novel leadership experiences. c. Will provide direct training and work related experiences to students and real world applications. 2. NMMI Cadet Recreation a. Being open at night and weekends will offer a spot for cadets to congregate reducing potential “risky behaviors.”

Page 3 of 9 3. Facilitate Student Success a. Reduce cadet attrition, and retention of 3rd classmen, though engagement of students in unique outdoor leadership activities. b. Increase recruitment of highly qualified students to attending NMMI. 4. Community Recreational Needs: There is a need in the Chavez county area for fun, recreational events. a. Provide additional needed recreational services for greater visibility in the community.

Action Plan / Timeline PHASE 4 (Action plans indicate how the ~ APPROXIMATLY 2 YEARS objective will be achieved and Facilities Expansion – Expand LRC with five water events, add modular/virtual LRC events, timeline indicates when the add a one-rope-bridge practice area, purchase portable zip line trailer for on-site objectives will be achieved) leadership workshops at schools. Final, phase 4, complete list of facilities will include:

Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

Outcomes that this NMMI STRATEGIC GOALS Initiative Addresses: A. Advance NMMI’s Vision and Mission Strategic Direction: Assure internal and external communications which advance NMMI’s vision and mission through a strengthening of our reputation as to the unique opportunity at NMMI which recruits and enables qualified candidates to become exceptional leaders

B. Cultivate leadership and character development Strategic Direction: Provide diverse learning opportunities that encourage cadets to become successful citizens of character capable of providing sound ethical leadership in challenging global environments

C. Train, Motivate, and Provide Opportunities for Cadets to Develop and Sustain Personal Health, Wellness, and Physical Activity Strategic Direction: Use available resources to provide opportunities for the training, development, and maintenance of performance-based and lifetime physical fitness in conjunction with overall health and wellness

See appropriate YLCC Strategic Plan Goals. Evaluation of the success of each of the Assessment Mechanism four phases will be through the use of the YLCC Strategic Plan Goals. Assessments will be made for each goal and sub-goal. Results will be evaluated and reported annually.

There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals

GOAL 1: Make the Yates Leadership Challenge Complex an Integral Part of the NMMI Experience. The Yates Leadership Challenge Complex develops life skills – teamwork, leadership, self-reliance and judgment – that complement NMMI’s “whole person” educational philosophy. The YLCC will be the fundamental support program to the Corps of Cadets by: a. Exceeding expectations of participant by making sure that all have a rewarding experience – “Satisfaction Guaranteed.” b. Expand offerings of high quality challenge course and outdoor education curricular classes and co-curricular activities validated by participant and external measures. Page 4 of 9 c. Bolstering the YLCC’s image on post through internal marketing and use of technology for real time updates. d. Integrating and aligning leadership lessons of the YLCC with NMMI’s academic departments and Corps of Cadet’s Learning Outcomes. e. Recruiting highly qualified outdoor education professionals to ensure safe operation and risk management as hours of operations are expanded. f. Select, train and hire student leaders that reflect the diversity of NMMI g. Use the YLCC programs to reduce cadet attrition and facilitate retention of 3rd class cadets. h. Enhance / verify program quality through accreditation.

GOAL 2: Contribute Significantly to Corps of Cadets’ Leadership and Character Development. The Yates Leadership Challenge Complex support the New Mexico Military Institute’s mission to prepare leaders of uncompromising character today by introducing the Institute to, and engaging it in new opportunities for the enhancement of cadets’ leadership and character development. a. Expand YLCC curricular and co-curricular programs with comprehensive, integrated leadership foci aligned to appropriate leadership levels bridging theory and practice in the Corps of Cadets. b. Develop and provide sponsorship of weekend outdoor experiential leadership development programs for teambuilding and cohesion of selected cadet groups. c. Support and complement the initiatives of other programs at NMMI. This will include providing various opportunities for use of the course by ROTC, College First Year Experience, etc. d. Create capstone opportunities/and programs that integrate the character, competency based leadership education, and trainings provided by each of the Institute’s mission elements. e. Develop programs that incorporate outdoor education to reduction cadet attrition.

GOAL 5: Make key capital investments in the strategic development and design of the course. The growth of the YLCC will be well planned and deliberate – upgrading current facilities, making minor adjustments to design/build that better fits the clientele, and exploring potential for new facilities. f. Evaluate options for more flexible programming – including developing facilities suited for a range of developmentally appropriate outdoor education challenges for a variety of audiences. This would include development of an outdoor center supporting adventures away from NMMI, and additional challenge courses suited for an expanded clientele, middle school students through military groups, and include options for inclement weather. g. True teamwork off the ground – Modify the existing design to extend teamwork honed from low elements and challenges to the high ropes. The goal is to have up to 4 groups of 6 to 8 working together off the ground at the same time. h. Develop or modify courses for higher throughput – increasing the number of entrances and exits onto the ropes course greatly reduces bottlenecks. i. Develop or modify courses increase engagement – more people on the high and low ropes engaged in the experience leads to greater learning opportunities, as well as more fun. j. Upgrade access to water sources on course.

Page 5 of 9 k. Evaluate the feasibility of adding more events to the LRC.

Resources Needed/ LRC Expansion will cost approximately $100,000 Technology Support Modular / Virtual Event will cost approximately $50,000 to $100,000 (financial, personnel, etc., include infrastructure, software, training and maintenance) VETTING PROCESS Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support ☐ Organization/Academic Division) OPR I contacted planning unit personnel via email. I did not receive a response I Comments or Concerns of contacted various planning units via email. I did not receive a response from Planning Unit Involved in them, however the email was sent during NMMI’s cadet quarantine/isolation Implementation/OPR (26-30 Oct). I did receive one email from Kent Taylor after the due date (12 Nov).

From: Taylor, Kent Sent: Thursday, November 12, 2020 10:34 AM To: Evertson, Eric Subject: RE: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Eric,

I have reviewed your strategic initiatives, #1 #2 #3 #5, and I am in total support of all 4. I believe that these projects would greatly benefit NMMI, Cadet development, and cadet quality of life. I would recommend that NMMI adopts each of these initiatives and start immediately planning for their development and execution.

Please let me know what I can do to help get these project underway.

Sincerely, Kent C. Taylor, CEFP Director of Facilities

From: Evertson, Eric Sent: Monday, October 26, 2020 1:51 PM To: Houghtby II, Arthur ; Taylor, Kent ; Barron, Jose ; Ward, Kris ; Murray, Douglas Cc: Lamm, W. Greg ; Hopkins, Larry ; Bates, Michele ; Smith, Kalith ; Muncy, Fallyn ; Schooley, Sean ; Warner, Monroe ; Montoya, Randy Subject: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Good afternoon, Let me amend what I stated last week. All initiatives must go through a vetting process. This means that I need to have comments from those that are Page 6 of 9 impacted. I have provided a table below identifying which people are involved with the each proposal. For those on the CC line, over the years I have found your insight valuable. My intent is to enlarge discussion and so I am encouraging you to provide any feedback you would like.

Please keep in mind that these are ideas. The major theme of all of them is the enhancement of “cadet quality of life,” and the major goal is retention of cadets. I am aware that most of the proposals will take time to fund and to implement. I may not have all of the answers, but I am hoping through discussion and teamwork we can develop a path forward for our school.

When you provide feedback via email I will add it to the “Comments or Concerns of Planning Unit Involved in Implementation/OPR” section in each proposal. I will finalize the proposals on Friday, 30 Oct, which is the final day to submit.

If you have questions please do not hesitate to contact me.

Personnel Relevant Proposal for Comment Taylor, Kent #1 Climbing Gym #2 Indoor Course GAC #3 Expand LRC #5 Outdoor Center COL Barron #1 Climbing Gym #2 Indoor Course GAC #4 On-Post Recreation #5 Outdoor Center LTC Ward #6 Portable BG Murray #7 DLC Leadership Courses / Certificates LTC Houghtby Some/most of these will touch your area at some point. Your insight on any would be appreciated.

From: Evertson, Eric Sent: Friday, October 23, 2020 3:07 PM To: Houghtby II, Arthur ; Garza, Gustavo ; Taylor, Kent ([email protected]) ; Barron, Jose ; Ward, Kris Cc: Lamm, W. Greg ; Hopkins, Larry ; Bates, Michele ; Smith, Kalith ; Muncy, Fallyn ; Schooley, Sean ; Warner, Monroe ; Montoya, Randy Subject: Strategic Proposal: Initial Review (Vetting)

Good afternoon, I have been developing several strategic initiative proposals before COVID hit us. Normally, I would meet with the various shareholders on post to make them aware of the proposal that could impact their area and, more importantly, to provide comments and insight as to how to best implement the idea.

Page 7 of 9 Due to the situation I am emailing the seven proposals to you. Any feedback is appreciated.

Of note is Strategic Initiative Proposal #4 “On-Post Recreation.” The idea behind this can be implemented relatively quickly and has the potential to positively impact cadet morale. Please feel free to forward it to anyone you may see fit.

As always, any feedback is appreciated.

Be well,

Eric Evertson, Lieutenant Colonel, NMMI Manager / Instructor, Yates Leadership Challenge Complex Daniels Leadership Center, Room 102 101 West College Blvd Roswell NM 88201 Office – 575.624.8139 Cell / Text – 575.347.8095 Fax – 575.624.8318 Email – [email protected] / [email protected]

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SDG

Other Planning Units Acknowledgement Initials of Directors of Planning Unit(s) affected & date initialed Affected (If technology support is required, the initiative must be coordinated through the Office of Educational Technologist and/or Director of Informational Technology)

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Page 8 of 9 Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 9 of 9 STRATEGIC INITIATIVE PROPOSAL

This proposal adds a small challenge course in the unused, empty space of the rafters in the GAC. A small, retractable net would allow people access to the rafters. Once on top people can challenge themselves and have fun at “new heights” in a climate-controlled team building facility. High above the basketball courts in the Godfrey Athletic Center hangs a ropes course circuit consisting of the industry’s most creative and fun high ropes challenges. Participants can skip across Lily Pads, traverse Horizontal Climbing Walls, negotiate a Giant Tire Wall, hang-ten on a Surf Board traverse, or shimmy up coconut trees. The course will have a wide-range of creative challenges that vary in level of difficulty. People can test their abilities, both mental and physical, on this exciting and fun activity!

The course will be open to cadets and the public. It will make for a great alternative activity for PHE and HPER classes, and provide for an indoor alternative when there is inclement weather.

All activities will be able to be secured (locked) away from use by untrained personnel.

Proposal Goals 1. NMMI Educational Objectives a. Will provide a new area for experiential teaching that can be used by a variety of classes, the Corps of Cadets, and by summer camps (ex: outdoor leadership, fitness, health). b. Facilitate student engagement, retention and graduation by providing novel leadership experiences. 2. NMMI Cadet Recreation a. Being open at night and weekends will offer a spot for cadets to congregate reducing potential “risky behaviors.” 3. Facilitate Student Success

Page 1 of 9 a. Increase recruitment of highly qualified students to attending NMMI. 4. Community Recreational Needs: There is a need in the Chavez county area for fun, recreational events. a. Provide additional needed recreational services for greater visibility in the community.

Page 2 of 9

Action Plan / Timeline PHASE 2 (Action plans indicate how the ~ APPROXIMATLY 2 YEARS objective will be achieved and timeline indicates when the Facilities Expansion – Build Outdoor Center north of GAC, build an indoor objectives will be achieved) ADVENTURE COURSE. Programs for Cadets – Offer leadership classes, offer weekend outdoor activities to cadets during full furlough weekends to include hiking, caving and rock climbing, develop troop service projects each semester, host a bicycling tour to benefit Wounded Warrior Project, Spring Break Trip to backpack Grand Canyon and Zion National Park, start leadership training for Yearlings and Old Cadet to teach Corps Training Activities. Continue Brown Bag Leadership Forum. Programs for Summer – Continue to support camps with Ropes Course and LRC but expand offerings in day hikes, hang gliding, whitewater rafting, caving, biking, backpacking, and fly-fishing. Academically we will support various camps with outdoor education in environmental science, survival, geology, land use, and conservation. NMMI will host a week long Camp Roswell, and an Outdoor Adventure Camp. Academic Classes – Implement 1 credit hour climbing class, implement 8th period classes to develop facilitator skills. Training of Facilitators – Goal of 35 cadets will work as challenge course managers (shadowed by staff). Develop training opportunities with SAR partnership. Personnel – Assistant Manager of YLCC moves to full time, hire full time Administrative Assistant Continuing Education – Take cadets and staff members to ACCT Conference, the National Forum on Character Education, the National Student Leadership

Page 3 of 9 Conference, the Leadership Educators Conference, and National Leadership Symposium. Marketing – Develop a long range marketing plan, design and sell t-shirts, develop videos to promote cadet involvement in YLCC programs, actively market to local area schools (TX, NM, CO, AZ, OK). Staff will develop white papers, blogs and publish a web-newsletter.

Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

See appropriate YLCC Strategic Goals. Evaluation of the success of each of the four Assessment Mechanism phases will be through the use of the YLCC Strategic Plan Goals. Assessments will be made for each goal and sub-goal. Results will be evaluated and reported annually.

There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals

GOAL 1: Make the Yates Leadership Challenge Complex an Integral Part of the NMMI Experience. The Yates Leadership Challenge Complex develops life skills – teamwork, leadership, self-reliance and judgment – that complement NMMI’s “whole person” educational philosophy. The YLCC will be the fundamental support program to the Corps of Cadets by: a. Exceeding expectations of participant by making sure that all have a rewarding experience – “Satisfaction Guaranteed.” b. Expand offerings of high quality challenge course and outdoor education curricular classes and co-curricular activities validated by participant and external measures. c. Bolstering the YLCC’s image on post through internal marketing and use of technology for real time updates. d. Integrating and aligning leadership lessons of the YLCC with NMMI’s academic departments and Corps of Cadet’s Learning Outcomes. e. Recruiting highly qualified outdoor education professionals to ensure safe operation and risk management as hours of operations are expanded.

Page 4 of 9 f. Select, train and hire student leaders that reflect the diversity of NMMI g. Use the YLCC programs to reduce cadet attrition and facilitate retention of 3rd class cadets. h. Enhance / verify program quality through accreditation.

GOAL 3: Forge a Visible and Purposeful “Leadership” and “Partnership” Role for YLCC in the Community, State, Region, Nation and World. Explore, contact, and secure resources and/or partnerships from outside the Institute to provide multiple opportunities for NMMI’s cadets and employees to gain exposure to external influences that enhance the NMMI mission and enable cadets to engage in valuable and enhanced learning inside and outside the classroom, and to increase NMMI’s pool of applicants. f. Increase the pool of applicants to NMMI through development of long-term partnerships with local schools for one and two-day leadership workshops at NMMI (target areas include Texas, Arizona, Colorado, New Mexico). g. Increase range of influence by working with partner schools through “on-site” leadership workshops as part of the recruitment process. h. Support leadership and activity components of various summer camps and programs. i. Develop partnership with NM National Guard and other military branches. j. Develop partnerships for exchange of trainings and services (e.g. Boy Scouts, Fire Department, etc.) k. Work with Admissions to share participant contact data assist in market mailings. l. Present evidence of NMMI’s talents and partnership opportunities to the “greater world” through YLCC’s participation in and presentations at appropriate state, regional, national, and international conferences, symposia, et al.

Resources Needed/ Cost will be approximately $50,000 to $100,000. Technology Support (financial, personnel, etc., Page 5 of 9 include infrastructure, software, training and maintenance) VETTING PROCESS Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support Organization/Academic Division) ☐ OPR I contacted various planning units via email. I did not receive a response Comments or Concerns of from them, however the email was sent during NMMI’s cadet Planning Unit Involved in quarantine/isolation (26-30 Oct). I did receive one email from Kent Taylor Implementation/OPR after the due date (12 Nov).

From: Taylor, Kent Sent: Thursday, November 12, 2020 10:34 AM To: Evertson, Eric Subject: RE: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Eric,

Please let me know what I can do to help get these project underway.

Sincerely, Kent C. Taylor, CEFP Director of Facilities

Good afternoon, Let me amend what I stated last week. All initiatives must go through a vetting process. This means that I need to have comments from those that are impacted. I have provided a table below identifying which people are involved with the each proposal. For those on the CC line, over the years I have found your insight valuable. My intent is to enlarge discussion and so I am encouraging you to provide any feedback you would like.

Page 6 of 9 Please keep in mind that these are ideas. The major theme of all of them is the enhancement of “cadet quality of life,” and the major goal is retention of cadets. I am aware that most of the proposals will take time to fund and to implement. I may not have all of the answers, but I am hoping through discussion and teamwork we can develop a path forward for our school.

If you have questions please do not hesitate to contact me.

Due to the situation I am emailing the seven proposals to you. Any feedback is appreciated.

Of note is Strategic Initiative Proposal #4 “On-Post Recreation.” The idea behind this can be implemented relatively quickly and has the potential to

Page 7 of 9 positively impact cadet morale. Please feel free to forward it to anyone you may see fit.

As always, any feedback is appreciated.

Be well,

------

SDG

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Page 8 of 9 Comments or Concerns of Initiator’s Planning Unit 1

Page 9 of 9 STRATEGIC INITIATIVE PROPOSAL

This form is used as the initial step in identifying initiatives to address the Strategic Plan’s Goals, Objectives and Learning Outcomes (see Strategic Plan). Initiative definition: An initial program, project plan, activity, academic course, which is intended to achieve a stated goal or objective or learning outcome identified in the Strategic Plan. This form is the preliminary document which is to be vetted through the Initiator’s Chain of Command and through the Initiatives Evaluation Phase of the Annual Strategic Accountability ASA process. Once an initiative has been approved by the Superintendent, based upon available funding and the schedule/timeline for its implementation, a Strategic Initiatives Supplemental Budget Request form must be completed, which provides more detailed information about the initiative. Normally, for budget consideration, it is expected there will be at least one year lead time for implementation. INITIATIVE INFORMATION Eric Evertson Initiator/Point of Contact Initiator’s Commandant’s Office / Daniels Leadership Center Department/Division Title of Initiative Indoor Climbing Gym Initiative Description Preface Recreational activities offer a variety of benefits for cadets – from a time to decompress, an alternative to risky behaviors, a time to connect with others, or just simply ‘hang out.’ Recreational activities can pull all of our mission elements together – it can have a leadership focus, it can be quite physical, it can bring in a variety of academic subjects, can be a pulling force for recruitment efforts, but most importantly it can be engaging: fun and adventurous!

Data from the Staff, Faculty, and Cadet Life Surveys all indicate concerns over limited activities for cadets on weekends that are fun and engaging. It is suggested that there are few challenging leadership development opportunities. Also, there is concern over cadets participating in risky behaviors. To this end the proposal, in conjunction with the other proposals, will seek to address these issues.

Conceptual Outline This proposal is one part of seven initiatives that focuses on the development of a premier location for leadership and character development at NMMI. The end result will be a collective of facilities and programs that will positively infuse our cadets, students, and a variety of businesses on local and regional levels with high impact leadership events. It will consist of the 1. Daniels Leadership Center (DLC), 2. The Yates Leadership Challenge Complex (YLCC) and 3. An indoor climbing gym built as an addition to the Godfrey Athletic Center & ancillary facilities.

Page 1 of 16

Indoor Climbing Gym, Recreational GAC Adventure

Course, & Outdoor Center YLCC: (On-Post & Off Post Recreation) • Ropes Course • LRC (Expanded) • Modular/Virtual Experiential Experience • Portable Daniels Recruitment Leadership Events Center

Educational

The three facilities will converge adventure recreation, dynamic experiences, and leadership education in order and facilitate growth in character and leadership. The overarching goal is to utilize adventure recreation through an indoor climbing gym (and leadership development programs) that is open to cadets and the public. The project would benefit the campus with new experiential teaching opportunities, and facilitate student engagement and retention.

Currently the DLC and the YLCC operate in a capacity that supports leadership and character development through curricular and co-curricular programs and experiences that bringing others together to learn leadership skills, engage in activities, instills core values, and builds community as supported through best practices. The DLC and YLCC are in need of an ability to expose the public – students, non-profits, and businesses – to a menu of leadership development services.

If NMMI’s selling point is leadership, then why not make it a leadership experience that cannot be found in many places? What should separate us from others: ADVENTURE LEADERSHIP through the YLCC, Climbing Gym and DLC at NMMI!

Indoor Climbing Gym (This plan was initially proposed in 2016.)

The highlight of this proposal is the building of a 6,000 square foot indoor climbing gym. It will be an attached building on the north side of GAC. In recent years, rock climbing has gone from extreme to mainstream. Every year more and more people are trying this adventurous sport. NMMI plans on taking part of this by being the first indoor climbing gym of its kind in southeast New Mexico. The gym will be built north of NMMI’s Godfrey Athletic Center (away from the barracks areas). This will create a public entrance on the north side of GAC so that patrons will have to walk through the climbing gym in order to enter the Godfrey’s fitness areas.

The gym will be visually appealing, resembling a 3 story sunroom area attached to the side of the building. There will be classrooms where cadets can meet up and a patio area for cadets to congregate. There will be a small gift shop where cadets and community members will be able to purchase t-shirts, water bottles, and other NMMI

Page 2 of 16 branded materials. When NMMI hosts leadership workshops then students, teachers, and parents can peruse the Gift Shop.

More and more Americans are looking to pay for experiences rather than just products. Capitalizing on this fact, the facility would bring notice to the various leadership development opportunities the DLC and YLCC can offer to public entities. The three entities, working in unison, along with a rise in the demand for leadership development service would create a positive cash flow through offering a variety of products. Revenue can be re-invested so that the DLC and YLCC will be able to offer a greater variety of products tailored to developing the leadership and character to a variety of organizations. NMMI’s climbing gym will focus on providing each customer with an experience that will make them want to come back for more.

The end state is a multi-functional “complex” with high engagement, has a high throughput for a large number of participants, is scalable (2 or more events operating simultaneously), flexible toward multiple target audiences, will last a long time with minimal ongoing maintenance.

Page 3 of 16

Industry Overview The climbing gym industry is made up of companies that maintain and operate climbing walls or indoor rock climbing centers. Basically, a climbing wall is an artificially constructed wall with grips for hands and feet, and it is typically used for indoor climbing purposes.

If you are conversant with the indoor climbing industry in the United States, you will notice that the industry slipped during the period of recession but in recent time, the industry has stated experiencing growth boosted by rising per capita disposable income and falling unemployment rates. With increase in disposable income, decreased unemployment rates over the last five years and customers returning to making discretionary expenditures in place of relatively low-cost recreational activities such as mountaineering. Indoor climbing establishments have leveraged their growing popularity and increasingly presented high-end offerings.

Going forward, the industry is expected to continue benefiting from rising disposable income and falling unemployment. One of the largest impediments to growth and profitability for the industry was the perceived risk of injury while participating in indoor climbing. The climbing industry, of which the climbing gym line of business is a Page 4 of 16 subset of, is indeed a very large industry and pretty much thriving in all parts of the world especially in developed countries such as United States, Canada, United Kingdom, Germany, Australia and Italy.

Statistics has it that in the United States of America alone, there are about 423 licensed and registered climbing gym facilities. They are responsible for employing about 7,996 employees and the industry rakes in a sum of $381 million annually with an annual growth rate projected at 3.6 percent.

Recent research published by IBISWorld1 shows that the indoor climbing industry has benefited from steady growth in recent years, recovering from slipping revenue during the recession. The report stated that since the industry relies heavily on consumers, it is highly cyclical and tends to ebb and flow with fluctuations in disposable income.

As per capita disposable income rose to 1.9 percent in 2014 (following a decline the previous year), industry revenue surged to 2.1 percent in the same year. The report further stated that as economic conditions such as unemployment and disposable income have continued to improve, consumers have increased their participation in indoor climbing. To this end, industry revenue is expected to grow at an average annual rate of 3.6 percent to $381.4 million.

In recent times, the industry has experienced revenue growth despite many families being “time– strapped.” While the industry contended with mounting competition from alternative leisure activities such as bouncy castles and cinemas, many operators generated industry revenue growth on the basis of convenience. In the coming years, the industry revenue is forecast to grow as the climbing industry continues to enhance their product portfolios to attract children and families, despite their reduced leisure time.

Our Vision Our Vision is to maintain a highly engaging indoor climbing gym that facilitates engagement of cadets in fun and adventurous leadership opportunities; and encourages families in the Roswell and Chaves County area to actively engage their children in recreational activities.

Our Mission • To deepen relationships between people – whether in a fun, safe environment, or through intentional leadership development. We will accomplish this by o Providing patrons of all ages a fun, safe environment in which to exercise, socialize, and gain new climbing skills. By focusing on these fundamental qualities, the friendly and knowledgeable staff will create an environment that is welcoming to wanting to try climbing for the first time as well as the experienced climber. o Delivering unique and engaging leadership development opportunities for organizations that helps to increase their performance and reach goals.

Our Values Since inception NMMI’s experiential leadership programs have emphasized: 1. Safety (emotional and physical) 2. Commitment 3. Respect

1 Reference: Indoor Climbing Walls – US Market Research Report, June 2017. https://www.ibisworld.com/industrytrends/specialized-market-research-reports/consumer-goods-services/sports- recreation/indoor-climbingwalls.html Page 5 of 16 4. Being Here 5. Goals Setting 6. Having Fun

Climbing Gym Goals 1. NMMI Educational Objectives a. Will provide a new area for experiential teaching that can be used by a variety of classes, the Corps of Cadets, and by summer camps (ex: outdoor leadership, fitness, health). b. Facilitate student engagement, retention and graduation by providing novel leadership experiences. c. Will provide direct training and work related experiences to students and real world applications. (Safety note: The GAC public entrance will be located on Achievement Avenue forcing parking and traffic away from cadets and will create a more safe traffic situation. Cadets will enter through the current entrance.) 2. NMMI Cadet Recreation a. Being open at night and weekends will offer a spot for cadets to congregate reducing potential “risky behaviors.” 3. Facilitate Student Success a. Reduce cadet attrition, and retention of 3rd classmen, though engagement of students in unique outdoor leadership activities. b. Increase recruitment of highly qualified students to attending NMMI. 4. Community Recreational Needs: There is a need in the Chavez county area for fun, recreational events. a. Provide additional needed recreational services for greater visibility in the community. 5. Community Leadership Development: It will help our local businesses develop the leaders they need. a. The gym will serve as a gateway to offer a variety of leadership and character development services to the community.

Products and Services The gym will be profitable through leveraging diversity of products offered. These include: • Cadet Fees (tuition) • Endowment • Climbing gym membership annual dues • Climbing gym day pass • Gear rentals • Sales on merchandise • Indoor Adventure Experiences (Obstacle / Ropes Course) • Recreational adventure experiences • Leadership Development Programs – Core, Team, & Corporate Programs • Off-post leadership experience programs

Keys to Success The key to the climbing gym's success will be to make indoor climbing appealing to the largest cross section of population. This will be achieved through the following means:

• Creating an ultra-safe environment with properly trained staff. • Making the gym people friendly. • Providing the new climber with instruction and encouragement. • Ensuring that the 'fun factor' is high in order to generate strong word of mouth marketing. Page 6 of 16 • Leverage relationships to engage businesses and corporations

Hours of Operation for Climbing Gym

Monday - Thursday 10:00pm - 9:00pm Friday 11:0pm - 10:00pm Saturday 1:00pm - 10:00pm Sunday 1:00pm - 6:00pm

A Note on Safety

Climbing and challenge course events are safer than many other activities. • A rigorous 5 yr. study of 515,337 visits to an indoor gym showed 2 injuries per 100,000 hours of climbing (Climbing Business Journal, 2014). • A 20 year safety study at challenge courses found 4 injuries per 1 million contact hours. (Project Adventure)

Action Plan / Timeline The plan involves 4 major phases which can reasonably be implemented over 10 (Action plans indicate how the years. objective will be achieved and timeline indicates when the PHASE 1 objectives will be achieved) ~ APPROXIMATLY 2 YEARS

Business Plan / Marketing Plan Development – Need a plan that will guide the YLCC’s business. Endowment Development – The YLCC needs to develop an endowment where donors can support the YLCC operations through donations. Rebranding – Need to rebrand YLCC. Facilities Expansion – Add lights to LRC, upgrade water at Rappel Tower, install water mister to Ropes Course, purchase portable climbing wall. Programs for Cadets – Develop leadership classes around adventure facilities and outdoor education activities, weekend workshop on effective methods in counseling, host reoccurring brown bag leadership forum. Programs for External Groups – exposure of NMMI to target market through holding various 1 and 2 day leadership workshops at NMMI, and holding “on-site” leadership workshops at various schools. Programs for Summer – Support recruitment effort through the development of Leadership Roswell Teen Leadership Institute Summer Camp, provide various camps with outdoor activities such as hikes, rock climbing, sky diving, white water rafting, and caving. Academic Classes – Implement credit bearing class that leads to Level II Certification. Training of Facilitators – Goal of 25 cadets on the payroll, implement a sliding scale wage rubric for cadet facilitators, implement advanced trainings on Tuesdays & Thursdays, cadet facilitators will train with fire fighters at their rappel tower, host mock emergency training at course with EMS, summer facilitators to participate in shadowing local area Middle School teachers as part of training to aid in dealing with them in the summer. Personnel – Hire part time Assistant Manager for YLCC. Continuing Education – The YLCC will take cadets to ACCT Conferences, the National Forum on Character Education, the National Student Leadership Conference, the Leadership Educators Conference, and National Leadership Symposium. Marketing – Develop social media outlets for YLCC (e.g. Facebook), develop research paper to present at conference, to alumni, etc., host thank you dinner for Yates Family.

PHASE 2 ~ APPROXIMATLY 2 YEARS Page 7 of 16

Facilities Expansion – Build Outdoor Center north of GAC, build an indoor ADVENTURE COURSE. Programs for Cadets – Offer leadership classes, offer weekend outdoor activities to cadets during full furlough weekends to include hiking, caving and rock climbing, develop troop service projects each semester, host a bicycling tour to benefit Wounded Warrior Project, Spring Break Trip to backpack Grand Canyon and Zion National Park, start leadership training for Yearlings and Old Cadet to teach Corps Training Activities. Continue Brown Bag Leadership Forum. Programs for Summer – Continue to support camps with Ropes Course and LRC but expand offerings in day hikes, hang gliding, whitewater rafting, caving, biking, backpacking, and fly-fishing. Academically we will support various camps with outdoor education in environmental science, survival, geology, land use, and conservation. NMMI will host a week long Camp Roswell, and an Outdoor Adventure Camp. Academic Classes – Implement 1 credit hour climbing class, implement 8th period classes to develop facilitator skills. Training of Facilitators – Goal of 35 cadets will work as challenge course managers (shadowed by staff). Develop training opportunities with SAR partnership. Personnel – Assistant Manager of YLCC moves to full time, hire full time Administrative Assistant Continuing Education – Take cadets and staff members to ACCT Conference, the National Forum on Character Education, the National Student Leadership Conference, the Leadership Educators Conference, and National Leadership Symposium. Marketing – Develop a long range marketing plan, design and sell t-shirts, develop videos to promote cadet involvement in YLCC programs, actively market to local area schools (TX, NM, CO, AZ, OK). Staff will develop white papers, blogs and publish a web-newsletter.

PHASE 3 ~ APPROXIMATLY 2 YEARS Facilities Expansion – Build a climbing gym, add bathroom facilities and lights. Programs for Cadets – Expand leadership classes, full implementation of Corp Training Activities (CTA) on Saturday where cadets teach leadership classes and troops participate in various outdoor leadership activities such as hiking or whitewater rafting. Full execution of adventure activities (rock climbing, sky diving, white water rafting, caving, ballooning, etc.) four times per semester, and hosting of a July Leadership Field Training Experience / Leadership Retreat for selected returning cadet cadre. Continue support troop leadership projects, cycling tour, and fall and spring break outdoor adventure trips. Programs for External Groups – Partner with Road Scholar to develop adult programs. Continue support for Teen Leadership Institute, various 1 and 2 day workshops, and on-site leadership workshops. Programs for Summer – To increase exposure of NMMI to target students YLCC staff will expand a Cycling Camp, Outdoor Adventure Camp, and an “Up Your Challenge!” camp by offering all camps to middle school and high school students. Cadets will manage courses with oversight from staff, develop Camp Roswell and Leadership Roswell Teen Leadership Institute Summer Camp, and support various camps with previously mentioned outdoor activities. Academic Classes – Full offering select outdoor education classes, such as Climb Time in GAC, and various outdoor leadership activities to the public. Training of Facilitators – Goal of 45 cadets on payroll with several taking on the role of managing the various courses. Continue training with EMS and SAR. Personnel – Hire full-time leadership counselor position, totaling three full time staff and an Administrative Assistant.

Page 8 of 16 Continuing Education – Staff will attend the ACCT Conference, NOLS, and complete a EMT / Wilderness EMT Refresher. Cadets will continued to attend ACCT Conference, the National Forum on Character Education, the National Student Leadership Conference, the Leadership Educators Conference, and National Leadership Symposium.

PHASE 4 ~ APPROXIMATLY 2 YEARS Facilities Expansion – Expand LRC with five water events, add modular/virtual LRC events, add a one-rope-bridge practice area, purchase portable zip line trailer for on-site leadership workshops at schools. Final, phase 4, complete list of facilities will include: 1. The Low and High ROPES COURSE, 2. Expanded LRC with modular/virtual events, 3. Rappel Tower 4. Outdoor Center, 5. Indoor ADVENTURE Course in the rafters of GAC, 6. PORTABLE COURSE, and 7. One-rope-bridge practice area. Programs for Cadets – Full implementation of Corp Training Activities (CTA) on Saturday where cadets teach leadership classes and troops participate in various outdoor leadership activities such as hiking or whitewater rafting. Full execution of adventure activities (rock climbing, sky diving, white water rafting, caving, ballooning, etc.) four times per semester, and hosting of a July Leadership Field Training Experience / Leadership Retreat for selected returning cadet cadre. Continue support troop leadership projects, cycling tour, and fall and spring break outdoor adventure trips. Programs for Cadets – Full offerings of outdoor education CTA programs, full offerings of weekend excursion events to include hiking trips, climbing trips, hang gliding, sky diving, whitewater rafting, caving, ballooning, biking, backpacking, fly-fishing, other challenge courses or zip tours, paddling, archery, kayaking, photography, and participating in “warrior dash” type events. Full educational foci will include survival, conservation, astronomy, environmental science, biology, ecology, geology, and land use. Programs for Summer – Full offering of camps–Teen Leadership Institute Summer Camp, Camp Roswell, Cycling Camp, and “Up Your Challenge!” Camp. Offer three different Outdoor Adventure Camps catered to middle school, high school, and adults. Cadets will manage courses with oversight from staff and support various camps with previously mentioned outdoor activities. Programs for External Groups – Full implementation of partnerships programs. Continue support for Teen Leadership Institute, various 1 and 2 day workshops, and on-site leadership workshops. Partnerships – Develop comprehensive partnership MOUs with Leadership Roswell, Chaves County EMS, ILEA, NM MESA, BSA and associated camps, Philmont, and Road Scholar. Academic Classes – Full implementation of class offerings to cadets and select classes to public. Training of Facilitators – Goal of 55 cadets placed on payroll and several working as challenge course managers (shadowed by staff). Personnel – Three full time staff and an Administrative Assistant support operations 12 months per year.

Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

Page 9 of 16 which recruits and enables qualified candidates to become exceptional leaders

There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals

GOAL 1: Make the Yates Leadership Challenge Complex an Integral Part of the NMMI Experience. The Yates Leadership Challenge Complex develops life skills – teamwork, leadership, self-reliance and judgment – that complement NMMI’s “whole person” educational philosophy. The YLCC will be the fundamental support program to the Corps of Cadets by: a. Exceeding expectations of participant by making sure that all have a rewarding experience – “Satisfaction Guaranteed.” b. Expand offerings of high quality challenge course and outdoor education curricular classes and co-curricular activities validated by participant and external measures. c. Bolstering the YLCC’s image on post through internal marketing and use of technology for real time updates. d. Integrating and aligning leadership lessons of the YLCC with NMMI’s academic departments and Corps of Cadet’s Learning Outcomes. e. Recruiting highly qualified outdoor education professionals to ensure safe operation and risk management as hours of operations are expanded. f. Select, train and hire student leaders that reflect the diversity of NMMI g. Use the YLCC programs to reduce cadet attrition and facilitate retention of 3rd class cadets. h. Enhance / verify program quality through accreditation.

Page 10 of 16 b. Develop and provide sponsorship of weekend outdoor experiential leadership development programs for teambuilding and cohesion of selected cadet groups. c. Support and complement the initiatives of other programs at NMMI. This will include providing various opportunities for use of the course by ROTC, College First Year Experience, etc. d. Create capstone opportunities/and programs that integrate the character, competency based leadership education, and trainings provided by each of the Institute’s mission elements. e. Develop programs that incorporate outdoor education to reduction cadet attrition.

GOAL 4: Enhance Leadership Training of YLCC Facilitators and Instructors as part of risk mitigation. The YLCC will recruit highly qualified cadets and strengthen facilitation and risk management skills through on-going education, mentoring, practice and hands-on experiences. m. Continue strong, pro-active risk management to enhance program safety. n. Invest in YLCC staff through trainings, continuing education, and professional opportunities. o. Develop more effective and efficient student leadership training modules. p. Establish a facilitator development track, with increased opportunities for advanced level trainings. q. Pursue academic integration and credit for leadership experiences. r. Create an environment that fosters sound judgment and the highest ethical behavior.

GOAL 5: Make key capital investments in the strategic development and design of the course.

Page 11 of 16 The growth of the YLCC will be well planned and deliberate – upgrading current facilities, making minor adjustments to design/build that better fits the clientele, and exploring potential for new facilities. s. Evaluate options for more flexible programming – including developing facilities suited for a range of developmentally appropriate outdoor education challenges for a variety of audiences. This would include development of an outdoor center supporting adventures away from NMMI, and additional challenge courses suited for an expanded clientele, middle school students through military groups, and include options for inclement weather. t. True teamwork off the ground – Modify the existing design to extend teamwork honed from low elements and challenges to the high ropes. The goal is to have up to 4 groups of 6 to 8 working together off the ground at the same time. u. Develop or modify courses for higher throughput – increasing the number of entrances and exits onto the ropes course greatly reduces bottlenecks. v. Develop or modify courses increase engagement – more people on the high and low ropes engaged in the experience leads to greater learning opportunities, as well as more fun. w. Upgrade access to water sources on course. x. Evaluate the feasibility of adding more events to the LRC.

Resources Needed/ The climbing gym is estimated to cost 2.5 million dollars. Considering inflation we Technology Support believe that the conservative estimate of the project will be closer to 4.0 million (financial, personnel, etc., dollars. include infrastructure, software, training and maintenance) Financial Viability 1. Financial Sustainability: Indoor climbing gyms are lucrative and with multiple streams of revenue to ensure that it is profitable. As with any business, management and marketing are key. 2. In addition to climbing gym day passes, annual passes, and climbing equipment rentals we will offer on-post student team leadership development as well as corporate leadership development programs to various businesses. 3. The building will also house a small gift shop that will sell climbing gear for the gym, shirts, key chains, water bottles and similar products that will promote our programs. 4. The indoor climbing gym will be open at night and weekends.

Financial Highlights Service Income Expenses Profit – Annual Phase 1 Cadet Fee, Indoor Ropes $128,831 $42,757 $86,074 Course, Level 1-4 Leadership Devel. Programs Phase 2 Previous + Endowment, $386,834 $326,240 $60,594 Climbing Gym Memberships, Passes, Gear Rentals, Merchandise Phase 3 Previous + Advanced $496,082 $359,240 $136,842 Course, Phase 4 Reflects projected annual $590,330 $379,407 $210,923 profits continued forward

VETTING PROCESS

Page 12 of 16 Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support ☐ Organization/Academic Division) OPR I contacted various planning units via email. I did not receive a response from Comments or Concerns of them, however the email was sent during NMMI’s cadet quarantine/isolation Planning Unit Involved in (26-30 Oct). I did receive one email from Kent Taylor after the due date (12 Implementation/OPR Nov).

From: Taylor, Kent Sent: Thursday, November 12, 2020 10:34 AM To: Evertson, Eric Subject: RE: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Eric,

Please let me know what I can do to help get these project underway.

Sincerely, Kent C. Taylor, CEFP Director of Facilities

Page 13 of 16 implement. I may not have all of the answers, but I am hoping through discussion and teamwork we can develop a path forward for our school.

If you have questions please do not hesitate to contact me.

Due to the situation I am emailing the seven proposals to you. Any feedback is appreciated.

As always, any feedback is appreciated. Page 14 of 16

Be well,

------

SDG

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 15 of 16

STRATEGIC INITIATIVE PROPOSAL

This form is used as the initial step in identifying initiatives to address the Strategic Plan’s Goals, Objectives and Learning Outcomes (see Strategic Plan). Initiative definition: An initial program, project plan, activity, academic course, which is intended to achieve a stated goal or objective or learning outcome identified in the Strategic Plan. This form is the preliminary document which is to be vetted through the Initiator’s Chain of Command and through the Initiatives Evaluation Phase of the Annual Strategic Accountability ASA process. Once an initiative has been approved by the Superintendent, based upon available funding and the schedule/timeline for its implementation, a Strategic Initiatives Supplemental Budget Request form must be completed, which provides more detailed information about the initiative. Normally, for budget consideration, it is expected there will be at least one year lead time for implementation. INITIATIVE INFORMATION Eric Evertson Initiator/Point of Contact Initiator’s Commandant of Cadets Department/Division Title of Initiative DLC Leadership Classes & Certifications Initiative Description Preface The Yates Leadership Challenge Complex has had significant impact on the leadership development of cadets1 (See the YLCC Annual Report). Our educational model focuses on five primary components. We recognize that leadership is a (1) process. We seek to promote (2) inclusiveness and (3) empower the individual to make sound and (4) ethical decisions through (5) purposeful skill building opportunities. Cadets participating in the various program areas are taught principles outlined in our High Performance Team Model and Organizational Excellence Model. Our training certification program target four levels of leadership (1) leading self, (2) leading others, (3) leading teams, and (4) leading the organization. Reflection facilitates relevancy to life and can be distinguished with our seven “APPLIED” outcomes. These outcomes are observed and assessed using the YLCC Leadership & Character Assessment tool. The attributes found in the tool are linked to the Leadership Knowledge and Skills Matrix. Upon completion of training cadets are provided a certificate and a 21st Century Leadership Skills Mastery Transcript.

Training Programs for Organizational Development As we look forward, NMMI needs to be the place where people turn to learn leadership. Using the model mentioned in the preface, the Daniels Leadership Center will provide various classes leading to certification for cadets and the public. The courses, hosted at the DLC, will incorporate the adventure and recreational facilities at NMMI (proposed). Central to this is a learning path, incremental in its approach, but tailored to the outcomes of the clients. NMMI cadets will directly benefit, as lessons learned can be applied on their positions in the Corps of Cadets. Local area businesses benefit through enhancement of their practices, and all revenues will support cadet leadership activities (Outdoor Center functions).

The staff at the Daniels Leadership Center have the resources and expertise to provide people effective leadership development training sessions to improve the performance in themselves and others.

1 Over the last 8 years cadets involved in the YLCC have presented at four major conferences. Two research studies have been conducted regarding our program’s effectiveness. One study, conducted in 2017 was a 236 page dissertation that outlined our best practices and the data showed a strong correlation between the YLCC’s experiences and growth in a participant’s character.

Page 1 of 9 Training Program Components Our leadership development training courses will improve the understanding of how human actions and behavior affect the working and functionality of an organization. This program covers aspects of personal, team, and organizational leadership.

The training will consist of the following components: • Team-building Exercises o We believe in a hands-on approach in our trainings. We will offer our participants an interactive and facilitative approach to training session courses. Our training tools are thought-provoking, challenging and informative. • Audio/Visual Training o We will conduct training through videos, films, audios, and simulations. The main idea is to enhance and broaden their exposure. • Case Studies o Clients will be provided with real-world cases and reports, similar to their work, to analyze. This use of real-life situations offers a practical learning experience.

Leadership Program for Cadets • Leadership Conclave o Leadership Conclave is an off-campus retreat where cadets will learn to better understand themselves as leaders, develop a personal leadership development plan, and network with other student leaders. Over the course of the retreat, students can expect to participate in workshops, interactive team building exercises and fun outdoor activities. • Leadership in the City o Leadership in the City is a lunch and learn series designed to introduce cadets to leaders from various professions. During these lunch and learn events, cadets meet local professionals from a variety of career fields, learn about the critical issues facing their professions today, and have the opportunity to ask questions regarding being a leader in their chosen field. • DLC Leadership Certificate o The DLC Leadership Certificate is a comprehensive leadership development program designed to help cadets grow as leaders while also providing an opportunity for them to keep track of and gain certification for their leadership development experiences.: o The program is designed for students to move through at their own pace. Students earn credits by attending workshops, retreats and programs offered by DLC. Tracking of program progress is managed through the CRR where students can view their progress at any time. o Certification Levels Students will be awarded a leadership certificate for each level of the program completed. . Silver Leader: Two programs completed – One Recreation and one Core; or two Core classes . Gold Leader: Three programs completed – One Recreation, one Core, and one Team; or two Core and one Team . Platinum Leader: Four programs completed – One Recreation, one Core, one Team and one Premium; or two Core and one Team, and one Premium; or one Core, two Team and one Premium.

Page 2 of 9 Leadership Programs for Cadets and the Public Profit margins indicates the money gained as revenue after paying for personnel and equipment used.

Classes will be offered in 4.0 hour, 8.0 hour days, at night, and on weekends to accommodate a variety of schedules.

Business Profit Rate Margin RECREATION PACKAGES Students $25 per person for 4.0 hours Initiative Package – If fun is your thing then have $50 per 56% / $22.10 plenty of laughs with our Initiative Package. person per person Adventure Package – Enjoy the day balancing on $50 per 56% / $22.10 the low ropes. Challenge your team at the person per person Leadership Reaction Course. Climb Time – Enjoy your day ascending our $50 per 56% / $22.10 climbing wall, conquer the Vertical Challenge person per person with a teammate, and take the ultimate leap of faith! Rappelling – Enjoy the day challenging each $50 per 56% / $22.10 other at the Rappel Tower. person per person CORE LEADERSHIP DEVELOPMENT PACKAGES Students $35 per person for 8.0 hours Leader Development – Uniquely designed to $100 per 34% / $33.70 develop your interpersonal skills and personal person per person qualities that enable individuals to interact effectively with others. Leader Fundamentals – Designed to equip $100 per 34% / $33.70 leader’s interpersonal skills and personal person per person qualities that enable individuals to interact effectively with clients, coworkers, and supervisors. Leader Performance – Designed to help $100 per 34% / $33.70 participants explore and advance their roles as person per person leaders of innovation within their organizations. Water-Based Team Development – Learning has $100 per 30% / $30.40 never been this much fun! These water team person per person challenges are perfect to develop the potential in your team. TEAM DEVELOPMENT PACKAGES Students $50 per person for 8.0 hours Leading with Impact – Designed to help clients $250 per 58% / shift their leadership effectiveness from being person $146.00 per “competent” to being extraordinary. person Understand Others – Take a critical look at how $250 per 58% / to develop high-performance teamwork skills. person $146.00 per person Strengths Focused Leadership – We focus on $250 per 58% / how to build effective teams, examine “fit” of person $146.00 per personnel, consider skills for a healthy team, person effective group process, and a healthy climate.

Page 3 of 9 Custom Leadership Development – We can meet $250 per 58% / you where you are and help take you where you person $146.00 per want to go. Our customized package is tailored person to your specific needs. PREMIUM TEAM DEVELOPMENT PACKAGES John Maxwell Team Development – Join us for $1,000 69% / leadership development from the team of John per $689.40 per Maxwell. Our trained professionals can facilitate person person the following workshops for your organization: Accelerating Teamwork, Becoming a 360° Leader, The Five Levels of Leadership, Five Strategies to Win with People, and Living the Laws of Leadership. Organizational Impact Through Authentic $1,000 69% / Leadership – The Authentic Leader certification per $689.40 per is unmatched in helping organizations explore person person the individual and organizational leadership edge that distinguishes great organizations from those that are merely good. Benefits and outcomes include: adding velocity to your personal development, enhancing the overall quality of your coaching/consulting services, and growing your business with new, attractive, profitable offerings. Understanding Emotional Intelligence as part of $1,000 69% / Leading Organizations – This workshop will push per $689.40 per you to think in new ways about how emotions person person operate day-to-day, considering the moments at work and in life that often go undetected or dismissed—and unresolved. Through the latest in adult learning techniques, this workshop will facilitate conversations, self-reflection, thinking, and skill practice to build savvier approaches to dealing with daily hassles and big challenges. Personify Leadership Development – Personify $1,000 69% / Leadership is an engaging two-day, highly per $689.40 per interactive program that provides person person comprehensive development for leaders. It is designed to be easy to apply and retain, and we wanted this to be reflected in our overall model. That’s why we created the body part model, broken down into 8 specific categories. Each individual category, or body part, is directly related to a leadership skill or competency. The training deconstructs each core competency, focusing on practical skills that you can apply immediately. The Leadership Challenge – The Leadership $1,000 69% / Challenge® Workshop increases your ability to per $689.40 per provide credible and effective leadership to your person person organization. Based on The Five Practices of Exemplary Leadership®, The Leadership Challenge® Workshop is a 2-day, life changing experience that has served as a catalyst for profound leadership transformations for

Page 4 of 9 individuals within organizations of all sizes and industries. Ken Blanchard Leadership Training – The two day $1,000 69% / workshop uses collaborative diagnostic process, per $689.40 per to help your organization to solve complex person person business issues, achieve measurable results, and develop leadership capacity to improve productivity and performance. We focus on leading organizational change, managing growth, cultivating leadership strengths, and building leader capacities. Blanchard’s leadership solutions allow organizations to create results- oriented, people-focused leaders who improve performance, increase retention and morale, and deliver bottom-line results.

Proposal Goals 1. NMMI Educational a. Facilitate student engagement, retention and graduation by providing novel leadership experiences. b. Will provide direct training and work related experiences to students and real world applications. 2. Facilitate Student Success a. Reduce cadet attrition, and retention of 3rd classmen, though engagement of students in unique leadership activities. b. Increase recruitment of highly qualified students to attending NMMI. 3. Community Leadership Development: It will help our local businesses develop the leaders they need. a. The gym will serve as a gateway to offer a variety of leadership and character development services to the community.

Action Plan / Timeline There will be a gradual implementation across the four phases identified in the Climbing (Action plans indicate how the Gym Proposal. objective will be achieved and timeline indicates when the objectives will be achieved) Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

See appropriate YLCC Strategic Goals. Evaluation of the success of each of the four phases Assessment Mechanism will be through the use of the YLCC Strategic Plan Goals. Assessments will be made for each goal and sub-goal. Results will be evaluated and reported annually.

Page 5 of 9 There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals

GOAL 1: Make the Yates Leadership Challenge Complex an Integral Part of the NMMI Experience. The Yates Leadership Challenge Complex develops life skills – teamwork, leadership, self-reliance and judgment – that complement NMMI’s “whole person” educational philosophy. The YLCC will be the fundamental support program to the Corps of Cadets by: a. Exceeding expectations of participant by making sure that all have a rewarding experience – “Satisfaction Guaranteed.” b. Expand offerings of high quality challenge course and outdoor education curricular classes and co-curricular activities validated by participant and external measures. c. Bolstering the YLCC’s image on post through internal marketing and use of technology for real time updates. d. Integrating and aligning leadership lessons of the YLCC with NMMI’s academic departments and Corps of Cadet’s Learning Outcomes. e. Recruiting highly qualified outdoor education professionals to ensure safe operation and risk management as hours of operations are expanded. f. Select, train and hire student leaders that reflect the diversity of NMMI g. Use the YLCC programs to reduce cadet attrition and facilitate retention of 3rd class cadets. h. Enhance / verify program quality through accreditation.

GOAL 3: Forge a Visible and Purposeful “Leadership” and “Partnership” Role for YLCC in the Community, State, Region, Nation and World. Explore, contact, and secure resources and/or partnerships from outside the Institute to provide multiple opportunities for NMMI’s cadets and employees to gain exposure to external influences that enhance the NMMI mission and enable cadets to engage in valuable and enhanced learning inside and outside the classroom, and to increase NMMI’s pool of applicants. a. Increase the pool of applicants to NMMI through development of long- term partnerships with local schools for one and two-day leadership workshops at NMMI (target areas include Texas, Arizona, Colorado, New Mexico). b. Increase range of influence by working with partner schools through “on-site” leadership workshops as part of the recruitment process. c. Support leadership and activity components of various summer camps and programs. d. Develop partnership with NM National Guard and other military branches. e. Develop partnerships for exchange of trainings and services (e.g. Boy Scouts, Fire Department, etc.) f. Work with Admissions to share participant contact data assist in market mailings. g. Present evidence of NMMI’s talents and partnership opportunities to the “greater world” through YLCC’s participation in and presentations at appropriate state, regional, national, and international conferences, symposia, et al.

GOAL 4: Enhance Leadership Training of YLCC Facilitators and Instructors as part of risk mitigation.

Page 6 of 9 The YLCC will recruit highly qualified cadets and strengthen facilitation and risk management skills through on-going education, mentoring, practice and hands-on experiences. h. Continue strong, pro-active risk management to enhance program safety. i. Invest in YLCC staff through trainings, continuing education, and professional opportunities. j. Develop more effective and efficient student leadership training modules. k. Establish a facilitator development track, with increased opportunities for advanced level trainings. l. Pursue academic integration and credit for leadership experiences. m. Create an environment that fosters sound judgment and the highest ethical behavior.

Resources Needed/ Technology Support (financial, personnel, etc., include infrastructure, software, training and maintenance) VETTING PROCESS Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support Organization/Academic Division) ☐ OPR I contacted planning unit personnel via email. I did not receive a response from Comments or Concerns of them, however the email was sent during NMMI’s cadet quarantine/isolation Planning Unit Involved in (26-30 Oct). Implementation/OPR Evertson, Eric From: Sent: Monday, October 26, 2020 1:51 PM To: Houghtby II, Arthur ; Taylor, Kent ; Barron, Jose ; Ward, Kris ; Murray, Douglas Cc: Lamm, W. Greg ; Hopkins, Larry ; Bates, Michele ; Smith, Kalith ; Muncy, Fallyn ; Schooley, Sean ; Warner, Monroe ; Montoya, Randy Subject: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Page 7 of 9 may not have all of the answers, but I am hoping through discussion and teamwork we can develop a path forward for our school.

If you have questions please do not hesitate to contact me.

Due to the situation I am emailing the seven proposals to you. Any feedback is appreciated.

As always, any feedback is appreciated.

Be well,

Page 8 of 9 ee

------

SDG

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 9 of 9

STRATEGIC INITIATIVE PROPOSAL

This is a proposal for an “outdoor center” at NMMI that will facilitate a variety of leadership and recreational experiences for cadets. The outdoor center will house various equipment. Using the equipment the staff will provide off-post programs where cadets can experience one day and multi-day outdoor activities such as caving, day hiking, fly-fishing, etc. The facilities and programs can be used by cadets all year round. Summer camps could also take advantage of the activities offered. The building will also house a small equipment and gift shop that will sell climbing gear for the gym, shirts, key chains, water bottles and similar products that will promote our programs

Page 1 of 7

Event can include • hiking trips, • climbing trips, • hang gliding, • sky diving, • whitewater rafting, • caving, • ballooning, • biking, • backpacking, • fly-fishing, • challenge courses or zip tours, • paddling, • archery, • kayaking, and • photography,

An applied educational approach can be utilized to include survival, conservation, astronomy, environmental science, biology, ecology, geology, and land use.

Proposal Goals Faculty, Staff, and Cadet Life surveys all indicate concerns over limited fun and engaging activities for cadets on weekends, limited challenging leadership development opportunities, and increasing risky behaviors of cadets. To this end the proposal, in conjunction with the other proposals, will seek to address and these concerns.

• NMMI Educational Objectives • Will provide a new area for experiential teaching that can be used by a variety of classes, the Corps of Cadets, and by summer camps (ex: outdoor leadership, fitness, health). • Facilitate student engagement, retention and graduation by providing novel leadership experiences. • Will provide direct training and work related experiences to students and real world applications. • NMMI Cadet Recreation • Being open at night and weekends will offer a spot for cadets to congregate reducing potential “risky behaviors.” • Facilitate Student Success • Reduce cadet attrition, and retention of 3rd classmen, though engagement of students in unique outdoor leadership activities. • Increase recruitment of highly qualified students to attending NMMI.

Page 2 of 7 Action Plan / Timeline PHASE 2 (Action plans indicate how the ~ APPROXIMATLY 2 YEARS objective will be achieved and timeline indicates when the Facilities Expansion – Build Outdoor Center north of GAC, build an indoor ADVENTURE objectives will be achieved) COURSE.

Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals

GOAL 1: Make the Yates Leadership Challenge Complex an Integral Part of the NMMI Experience. The Yates Leadership Challenge Complex develops life skills – teamwork, leadership, self-reliance and judgment – that complement NMMI’s “whole person” educational philosophy. The YLCC will be the fundamental support program to the Corps of Cadets by: a. Exceeding expectations of participant by making sure that all have a rewarding experience – “Satisfaction Guaranteed.” b. Expand offerings of high quality challenge course and outdoor education curricular classes and co-curricular activities validated by participant and external measures. c. Bolstering the YLCC’s image on post through internal marketing and use of technology for real time updates. d. Integrating and aligning leadership lessons of the YLCC with NMMI’s academic departments and Corps of Cadet’s Learning Outcomes. e. Recruiting highly qualified outdoor education professionals to ensure safe operation and risk management as hours of operations are expanded. f. Select, train and hire student leaders that reflect the diversity of NMMI

Page 3 of 7 g. Use the YLCC programs to reduce cadet attrition and facilitate retention of 3rd class cadets. h. Enhance / verify program quality through accreditation.

Resources Needed/ The Outdoor Center is estimated to cost 1 million dollars plus supplies & Technology Support equipment. (financial, personnel, etc., include infrastructure, software, training and maintenance) VETTING PROCESS

Page 4 of 7 Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support ☐ Organization/Academic Division) OPR I contacted various planning units via email. I did not receive a response from Comments or Concerns of them, however the email was sent during NMMI’s cadet quarantine/isolation Planning Unit Involved in (26-30 Oct). I did receive one email from Kent Taylor after the due date (12 Implementation/OPR Nov).

From: Taylor, Kent Sent: Thursday, November 12, 2020 10:34 AM To: Evertson, Eric Subject: RE: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Eric,

Please let me know what I can do to help get these project underway.

Sincerely, Kent C. Taylor, CEFP Director of Facilities

Page 5 of 7 implement. I may not have all of the answers, but I am hoping through discussion and teamwork we can develop a path forward for our school.

If you have questions please do not hesitate to contact me.

Due to the situation I am emailing the seven proposals to you. Any feedback is appreciated.

As always, any feedback is appreciated. Page 6 of 7

Be well,

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SDG

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 7 of 7 STRATEGIC INITIATIVE PROPOSAL

I would like develop portable leadership activities that could be loaded into a vehicle to do “on-site” leadership development at local area middle schools. These events will support NMMI’s marketing and recruitment effort. Events will include initiative/cooperative games, portable low rope events, and a climbing trailer. In the past there have been inquiries from local schools to do “on-site” leadership workshops. The program would also be active as NMMI will attend high attendance events across NM like the Balloon Fiesta, the NM State Fair, etc.

The target audience would be the New Mexico middle schools in a 3.0 hour radius in to include Albuquerque and Las Cruces. Trained Admissions staff and cadets will be the primary facilitators for these events. This would allow for 1. Increase word of mouth marketing and awareness of NMMI’s opportunities as a high school and junior college. 2. It will get out foot in the door of schools that are not readily accessible. 3. Resources requested would support groups of around 60 participants.

Several of the Portable Low Ropes can be purchased, but most can be manufactured on site here with local hardware.

Finally, the events will incorporate a mobile climbing wall. The ideal trailer is a combination trailer with a five sided portable climbing wall.

Page 1 of 10

Here are some example of portable activities:

Page 2 of 10

Page 3 of 10

Proposal Goals 1. Facilitate Student Success a. Increase recruitment of highly qualified students to attending NMMI.

Action Plan / Timeline PHASE 1 (Action plans indicate how the ~ APPROXIMATLY 2 YEARS objective will be achieved and timeline indicates when the Facilities Expansion – Add lights to LRC, upgrade water at Rappel Tower, install water objectives will be achieved) mister to Ropes Course, purchase portable climbing wall.

Strategic Strategic Goals Goals/Objectives/Learning This project aligns the following NMMI Strategic Goals:

There are 5 overarching goals for the strategic plan. These are broken into smaller, measurable goals as indicated in roman numerals below. These goals are markers for assessment.

YLCC Strategic Plan Goals Page 4 of 10

GOAL 3: Forge a Visible and Purposeful “Leadership” and “Partnership” Role for YLCC in the Community, State, Region, Nation and World. Explore, contact, and secure resources and/or partnerships from outside the Institute to provide multiple opportunities for NMMI’s cadets and employees to gain exposure to external influences that enhance the NMMI mission and enable cadets to engage in valuable and enhanced learning inside and outside the classroom, and to increase NMMI’s pool of applicants. a. Increase the pool of applicants to NMMI through development of long-term partnerships with local schools for one and two-day leadership workshops at NMMI (target areas include Texas, Arizona, Colorado, New Mexico). b. Increase range of influence by working with partner schools through “on-site” leadership workshops as part of the recruitment process. c. Support leadership and activity components of various summer camps and programs. d. Develop partnership with NM National Guard and other military branches. e. Develop partnerships for exchange of trainings and services (e.g. Boy Scouts, Fire Department, etc.) f. Work with Admissions to share participant contact data assist in market mailings. g. Present evidence of NMMI’s talents and partnership opportunities to the “greater world” through YLCC’s participation in and presentations at appropriate state, regional, national, and international conferences, symposia, et al.

Resources Needed/ Resources would support groups of around 60 participants. Props for Initiative Technology Support Games will cost around $800.00. The Portable Low Ropes will be around $2,500. (financial, personnel, etc., Finally, the events will incorporate a mobile climbing wall. The ideal trailer is a include infrastructure, software, combination trailer with a five sided portable climbing wall. training and maintenance) Cost for trailer – $30,000.00 Cost for props – $800.00 Cost for portable low rope events – $2,500.00

Total Cost – $33,300.00

All costs are estimates.

VETTING PROCESS Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support ☐ Organization/Academic Division) OPR I contacted planning unit personnel via email. I received one response from Comments or Concerns of Kris Ward, however the email was sent during NMMI’s cadet Planning Unit Involved in quarantine/isolation (26-30 Oct). Implementation/OPR

From: Evertson, Eric Sent: Monday, October 26, 2020 3:43 PM To: Ward, Kris ; Houghtby II, Arthur

Page 5 of 10 ; Taylor, Kent ; Barron, Jose ; Murray, Douglas Cc: Lamm, W. Greg ; Hopkins, Larry ; Bates, Michele ; Smith, Kalith ; Muncy, Fallyn ; Schooley, Sean ; Warner, Monroe ; Montoya, Randy Subject: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Kris, Thanks for the follow-up. Great questions and thoughts. I’ll address each one by item.

1.) Gaining access to NM middle schools is quite the process and not something that is approved very often as it relates to NMMI Admissions. Superintendents know that we will “steal” their best and brightest on average. It puts them in a rather precarious situation. a. We have had many middle schools and high schools visit NMMI as part of our “leadership development” programs for their school. Over the years, several have mentioned that transportation can be challenging for them, thus they have inquired about hosting workshop at their school. (Context: We worked very hard to establish a great working relationship with these schools.) These are both middle school and high school inquiries. I am aware of the “issue” with high schools and so I did not include them in the proposal. School are looking for value. If the schools can say that they received something that directly benefits their students – i.e. leadership development – then they may see us as partners, not competition. My goal is to use this to meet people where they gather, catch their attention, and start the conversation about our school. i. I can see the implementation along several lines: 1. For schools who commonly visit, offering leadership workshops at their school could be an alternative. This would be at their invitation. We provide a program to their students at their behest (we just also happen to have a few recruitment brochures about our school). This is the tool to get into these schools. 2. Secondly, there are large events across NM where NMMI could set-up fun events to engage the public – think about the Balloon Fiesta, NM State Fair, ENM State Fair, bicycle tours, UFO Festival, Hatch Chile Festival, etc. 3. Thirdly, the climbing trailer could be used on post for cadets. We could set it up on weekends for competitions or just have some fun. Page 6 of 10 2.) What time of year are you looking or thinking this would be something that could be accomplished with middle schools and have availability from NMMI Admissions. In a typical cycle we have recruiters on the road fairly heavily in the fall. The spring is consumed with Open House Events but there is some more flexibility there. a. I am looking to have this as a tool for Admission to have on hand. I am not trying to make your logistics more challenging, just enhance what we are doing to recruit around our region (NM, TX, AZ, CO). We already have the cadets trained to engage classrooms with meaningful leadership focused activities. We just need to deploy them. b. The time of year would be dependent on Admission’s priorities, but this would allow the staff of the YLCC (or DLC) to support the recruitment effort. We would be another tool for our Admissions Department to be intentionally used for specific events. 3.) Are schools going to be charged a fee? Is so, what potential rates are you thinking that would allow us to cover costs? a. Typically, we charge schools the standard rate of $25.00 per person for 4.0 hours at the YLCC. Typical contracts have had some cost reduction paid by Admissions. The waiver/cost reduction is orchestrated from COL West. The result is a cost to the attending school of $5.00 per person. The fee is for the recovery of materials. We break-even, or at least that is the goal. i. For off-post leadership workshops we could charge a small fee similar to what we are already doing. ii. For festivals we could charge a small fee, but would advise against it. 4.) Liability waivers to grant access to a mobile training wall would need to be in place and have been returned to either the school or NMMI before access is granted. a. NMMI already has a waiver in place for the YLCC. Each student and cadet who has attended has had their parents fill one out. Amending it would be relatively easy. 5.) Do we have an outlined place to store this mobile unit to protect it from the weather and elements? a. We could store it in the motor pool area. Depending on what the manufacturer recommends we could add a carport over it. 6.) We have been in discussion about utilizing this hands on leadership training option during one of our open house events to see what interest/excitement it may create. Not sure of the positive or negative impact. a. In year past the YLCC directly supported Open Houses with several, come-and-go activities. The time to conduct this was directly after the test. Overall we received very positive feedback, but honestly, I am not sure it would have changed their commitment upon being accepted. Let’s assume worst case scenario – we implement this and find out it is not worth NMMI’s time or cost to support recruitment events Page 7 of 10 with activities like these off post. Regardless, it could still be a valuable asset for use of cadets on post. Again, this goes back to the quality of life aspect for cadets – in the hopes of retention. 7.) We have tried this type of endeavor before using the Goss Rifle as a mechanism to create excitement, it does/has had an impact but it is fairly inexpensive and something that really limits cadets time away from post, the classroom and the corps. a. Balancing a cadet’s busy life on post should be on everyone’s mind. Thanks for being attuned to this. b. If we train enough cadets then we can have a round robin schedule so as to not impact their time off post too much. (I have attended multi-day conferences with cadets and found no detrimental impact to academics, but you have to find the right cadets  ) Attending large festivals, primarily on weekends, could be a more viable option to limit impact on academics.

Again, many thanks for your feedback. ee

------

SDG

From: Ward, Kris Sent: Monday, October 26, 2020 2:07 PM To: Evertson, Eric ; Houghtby II, Arthur ; Taylor, Kent ; Barron, Jose ; Murray, Douglas Cc: Lamm, W. Greg ; Hopkins, Larry ; Bates, Michele ; Smith, Kalith ; Muncy, Fallyn ; Schooley, Sean ; Warner, Monroe ; Montoya, Randy Subject: RE: FOLLOW-UP: Strategic Proposal: Initial Review (Vetting)

Eric,

Very in-depth and thanks for putting this all together. Couple of comments from the admissions side and these are strictly comments, not advocating for or against any of this.

Page 8 of 10 1.) Gaining access to NM middle schools is quite the process and not something that is approved very often as it relates to NMMI Admissions. Superintendents know that we will “steal” their best and brightest on average. It puts them in a rather precarious situation. 2.) What time of year are you looking or thinking this would be something that could be accomplished with middle schools and have availability from NMMI Admissions. In a typical cycle we have recruiters on the road fairly heavily in the fall. The spring is consumed with Open House Events but there is some more flexibility there. 3.) Are schools going to be charged a fee? Is so, what potential rates are you thinking that would allow us to cover costs? 4.) Liability waivers to grant access to a mobile training wall would need to be in place and have been returned to either the school or NMMI before access is granted. 5.) Do we have an outlined place to store this mobile unit to protect it from the weather and elements? 6.) We have been in discussion about utilizing this hands on leadership training option during one of our open house events to see what interest/excitement it may create. Not sure of the positive or negative impact. 7.) We have tried this type of endeavor before using the Goss Rifle as a mechanism to create excitement, it does/has had an impact but it is fairly inexpensive and something that really limits cadets time away from post, the classroom and the corps.

All in all I think there is some really neat stuff here. I know that Admissions is just a small piece of this puzzle and just wanted to provide a few talking points as you move forward with it. Thanks for thinking of us all and let me know if you have any questions about what I provided or if there is anything else that you would like to discuss. All my best.

Kris Ward Director of Domestic Admissions/Marketing & Communication 575-624-8319 (office) 660-624-0095 (cell) [email protected]

Page 9 of 10 Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 10 of 10 STRATEGIC INITIATIVE PROPOSAL AND FOLLOW-UP WORKSHEET This form is used as the initial step in identifying initiatives to address the Strategic Plan’s Goals, Objectives and Learning Outcomes. Initiative definition: An initial program, project plan, activity, academic course, which is intended to achieve a stated goal or objective or learning outcome stated in the Strategic Plan. Normally, for budget considerations, it is expected there will be at least one year lead time for implementation. This form is the preliminary document which is to be submitted by Planning Unit Level 2’s to the Strategic Review Committee. Once an initiative has been approved by the Committee, based upon the schedule/timeline for its implementation, the Strategic Initiatives Supplemental Budget Request form, which provides more detailed information about the initiative, will then be completed so that the initiative can be implemented. NMMI Mission: To educate, train and prepare young men and women to be leaders capable of critical thinking and sound analysis, leaders who possess uncompromising character and leaders able to meet challenging physical demands. Cristhina Starke Initiator/Point of Contact Initiator’s International Center Department/Division Title of Initiative One- Year Program Initiative Description NMMI has welcomed international students to its campus for many years. Two and a half years ago NMMI established its International Center. Since then, there has been an intentional effort to increase diversity, focusing the international recruitment efforts in countries less or not represented on Post and increase brand awareness abroad. NMMI has also increased the number of education agents signing agreements as NMMI started to participate in agent fairs. Currently, NMMI admits international students believing they have the intent to graduate from the NMMI HS and/or JC program. This has proven to not always be true. We have seen a trend of international students – especially Mexicans – coming to NMMI and spend only one year, sometimes a semester, as NMMI a hybrid program while many other schools are offering only online ones. We have seen in the past a trend where the Mexican HSSO stay enrolled for only two semesters – a full academic year. The purpose of this initiative is to begin the discussion about developing a One-Year Program that does not lead to graduation at NMMI, with a focus on language enhancement, which would include addressing current international education trends and international education market demands. The focus of the applicants would be enhancing their language proficiency, being exposed to the American culture while learning principles of leadership and management. While this One-Year Program would allow students to come to NMMI without the expectation of graduating, a mechanism would need to

Page 1 of 3 be in place to allow those students who chose to stay and graduate, the opportunity to do so.

Primary Planning Unit International Center Acknowledgement: Initials of Planning Unit OPR Involved in Implementation/ OPR (Mission Element/Support Organization/Academic Division) Action Plan / Timeline All dates are approximate. There is a lot vetting that needs to be done to (Action plans indicate how the verify all unintended consequences and whether or not the program is objective will be achieved and viable. timeline indicates when the objectives will be achieved) Goals/Objectives/Learning Goal A, objective A.4 Goal B, objective B.6 Outcomes that this Initiative Addresses: Through the ASA process. Assessment Mechanism

Resources Needed/ Curriculum and Standards approval; Board of Regents approval; Language Enhancement Faculty. Technology Support (financial, personnel, etc., include infrastructure, software, training and maintenance) Planning Units Involved in International admissions; International Acknowledgement: Initials of Supporting Center; Toles Learning Resource Center. Planning Unit(s) OPR(s) Support (If technology support is required, the initiative must be coordinated through the Office of Educational Technologist and/or Director of Informational Technology)

Comments or Concerns of Planning Unit(s)

The following section is to be used for period reviews in the fall and will be used for reporting the annual update on the status of approved initiatives. Objective Status (F – Fully Accomplished; I – In Progress; N – Not addressed; D – Dropped; M – Modified) Recommendation for the future (based on status indicated above)

Page 2 of 3 STRATEGIC INITIATIVE PROPOSAL

This form is used as the initial step in identifying initiatives to address the Strategic Plan’s Goals, Objectives and Learning Outcomes (see Strategic Plan). Initiative definition: An initial program, project plan, activity, academic course, which is intended to achieve a stated goal or objective or learning outcome identified in the Strategic Plan. This form is the preliminary document which is to be vetted through the Initiator’s Chain of Command and through the Initiatives Evaluation Phase of the Annual Strategic Accountability ASA process. Once an initiative has been approved by the Superintendent, based upon available funding and the schedule/timeline for its implementation, a Strategic Initiatives Supplemental Budget Request form must be completed, which provides more detailed information about the initiative. Normally, for budget consideration, it is expected there will be at least one year lead time for implementation. INITIATIVE INFORMATION COLs Scharmer and West Initiator/Point of Contact Initiator’s Finance and Superintendent Department/Division Title of Initiative NMMI 7th & 8th Grade Academy Initiative Description An initiative to develop a 7th and 8th grade, non-boarding, academy on the basis of military structure and academic rigor of the New Mexico Military Institute. We anticipate scenarios of partnership through unique relationships of local, regional, national and international potential. An initial academy could be located on NMMI Property. A permanent fund revenue coupled with a “day rate” tuition is anticipated as well as scholarship developments as an option to consider. Scenario would develop an opportunity for direct admission to NMMI.

There are numerous advantages to this scenario as it begins to instill the overarching NMMI values of developing the whole person at an early age. As the student enters the 9th grade, they will have already experienced a version of the academic rigors and have firsthand knowledge of what is to be expected of a cadet as they enter into the boarding phase of High School. This scenario builds in a market of potential students who meet the NMMI profile for the admissions office.

If the 7th or 8th grade student chooses not to continue their education through the High School portion, NMMI still has met its goal by providing a high standard education to our youth, which is above all, the duty of this great school.

Action Plan / Timeline Develop the business plan - take the concept into a workable partnership (Action plans indicate how the plan to include governmental oversight, operations, timelines, plans of the objective will be achieved and day, academic calendars, academic curriculum, consider accreditation and timeline indicates when the governmental requirements and legal limitations, as well as business and objectives will be achieved) finance scenarios. Time – 6 months Develop a presentation for the NMMI Governing Board (public) for approval to move forward. Time – 2 months. Develop a relationship of school management (MOU,MOA, etc.) place of learning, timelines, expectations of annual outcomes. Time – 4 months.

Page 1 of 3 Strategic “It shall be…, a military institute for the education and training of Goals/Objectives/Learning the youth of this country,…” NMSA 21-12-3 Outcomes that this 1. Goal A: Objective A.3 – Recruit and strengthen NMMI’s reputation of Initiative Addresses: being a unique opportunity for qualified candidates. 2. Goal B: Objective B.4 – Cultivate relationships with other learning institutions. 3. Goal B: Objective B.5 – Use available resources to provide proactive, relevant, and innovative academic support services. 4. Goal B: Objective B.6 – Establish and maintain programs that support global learning. 5. Goal C: Objective C.3 – Develop…partnerships, and outreach opportunities with all stakeholders to include…patrons, …educational,…youth,…organizations at the local, state, federal and international level. 6. Goal D – Provide diverse learning opportunities that encourage cadets (students) to become successful citizens of character capable of providing sound ethical leadership in challenging global environments. 1. Does the development and establishment of the Academy deliver on Assessment Mechanism the NM constitutional idea of taking the NMMI concept to a greater portion of Youth? (Y/N) 2. Does the development of the Academy offer a significant option for youth to consider versus the public domain and outcomes? (Y/N Student academic and deportment performance. 3. Does the development of the institution(s) aid in the recruitment of qualified candidates to NMMI? (Y/N, number) 4. Is NMMI successful in cultivating additional relationships via this scenario locally, regionally, nationally, and internationally? (Y/N list of schools) 5. Has NMMI, through this development been able to offer global learning through diversity and geographic locations? (Y/N, statement of facts. Resources Needed/ The NMMI Academy initiative will lean on the expertise of several of NMMI’s Technology Support constituencies. Initially, there will be input from operations, financial (financial, personnel, etc., relationships, legal relationships, academic curriculum and relationships, include infrastructure, software, admissions standards to meet, Corps development and standards. In training and maintenance) addition, athletic programs would need to be considered based on geographic location. VETTING PROCESS Implementation Check those that apply: Acknowledgement Initials of Planning Unit/OPR & date initialed Responsibility ☐ Implementing Planning Unit (Mission Element/Support Organization/Academic Division) ☐ OPR

Comments or Concerns of Planning Unit Involved in Implementation/OPR

Other Planning Units Acknowledgement Initials of Directors of Planning Unit(s) affected & date initialed Affected Page 2 of 3 (If technology support is required, the initiative must be coordinated through the Office of Educational Technologist and/or Director of Informational Technology)

Comments or Concerns of Other Planning Unit(s) Affected

Initiator’s Division Division Administrator’s Name: Initials of Initiator’s Division Administrator & date initialed Administrator Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Division Administrator

Initiator’s Planning Unit 1 Name: Initials of Initiator’s Planning Unit 1 & date initialed Initiator’s Planning Unit 1 Recommendation ☐ Recommend Pass

☐ Recommend Do Not Pass

Comments or Concerns of Initiator’s Planning Unit 1

Page 3 of 3

Videos of New Initiative Presentations

The videos can be viewed at \\nmmi.local\Administrative\Initiative Videos\2020

Initiatives Review Input Forms Submitted by Individual Members of Sector Meetings

Initiatives Review Input Form From Big 5 To Superintendent

INITIATIVES REVIEW INPUT FORM TO SUPERINTENDENT

FROM INTEGRATED SECTOR MEETING BY BIG 5

Members of the Big 5 (Dean, CFO, Athletic Director, Commandant – Chief of Staff was absent) were involved in the initiatives discussions during the Operations Sector and Support Sector meetings. Based on that input and their consensus, the following recommendations are being submitted to the Superintendent.

Recommended Action

Approve Defer for Not Later Initiative Supported Explanation or Comment Initiative Concept Consideration and/or Additional Information

Pros: Wide approval, market available for it, provides a feeder system for 7th & 8th Grade ☒ ☐ ☐ NMMI, serves a population that wants this kind of education Academy – West/Scharmer Cons: None

Pros: Necessary training for all faculty and staff, this could implemented Cultural ☒ ☐ ☐ immediately and perhaps does not need to be an initiative Competence Training – Cons: None Matchin

DLC Leadership ☐ ☒ ☐ Classes & Certification - Evertson

Expand LRC Events/Create ☐ ☒ ☐ Virtual/Modular Facility/One Rope Bridge - Evertson

Indoor ☐ ☒ ☐ Challenge - Evertson

☐ ☒ ☐ Indoor Climbing Gym - Evertson

Pros: A viable concentration at NMMI, could also be a offered as a viable Kinesiology course offering Academic ☐ ☒ ☐ Program - Cons: Vetting should be done with the athletic department and Tier 1 to McVay define the scope and implementation On Post ☒ ☐ ☐ Recreation - Evertson

Outdoor Center: ☐ ☒ ☐ Leadership Development - Evertson

☐ ☒ ☐ Portable YLCC - Evertson

Pros: Targeted audiences could benefit from this program, people who could Online Program not attend NMMI as a boarding cadet, completely online, would not integrate - Smith ☒ ☐ ☐ with current programs, gone through Curriculum & Standards and will go through the Faculty Senate soon, would not comingle with the Corps

Cons: None

Reconsideration of Updated ☐ ☒ ☐ One-Year Program