New Mexico Junior College

Vision Statement:

To be the trusted partner and catalyst for Institutional transformation through evidence-based insights, fostering a culture of continuous improvement and accountability that positions New Mexico Junior College as a leader in the student success and community impact. 

Mission Statement:

To empower data-informed decision-making, foster continuous improvement, and ensure institutional effectiveness by providing accurate, timely, and actionable insights that support student success and institutional excellence.

The Office of Institutional Research, Planning, and Effectiveness Values

• Integrity
• Collaboration
• Innovation
• Excellence in service

 

Our commitment to transparency and ethical practices guides our research and planning efforts, ensuring that we meet the needs of our institution and it's stakeholders.
 

Institutional Research, Planning, and Effectiveness (IRPE) Strategic Plan, 2025-26

Goal 1: Enhance Data-Informed Decision Making and Institutional Effectiveness

Objective 1.1: Expand Data Analytics Capacity and Accessibility: Develop and deploy comprehensive data analytics tools, dashboards, and reporting systems that make institutional data accessible, understandable, and actionable for decision-makers at all levels of the organization.

 Objective 1.2: Strengthen Assessment Culture and Continuous Improvement Practices: Build institutional capacity for systematic assessment of student learning and operational effectiveness by providing training, technical support, and analytical services that enable departments to engage in meaningful assessment and use results for continuous improvement.

Goal 2: Ensure Comprehensive Compliance Reporting and Regulatory Adherence

Objective 2.1: Maintain Timely and Accurate Submission of All Required Reports: Establish and maintain systematic processes to ensure all federal, state, and accreditation reports are completed accurately and submitted by required deadlines, including IPEDS, state accountability reports, Title IV compliance, and other regulatory requirements.

Objective 2.2: Enhance Data Quality and Compliance Documentation Systems: Develop and implement comprehensive data governance protocols, documentation standards, and quality assurance procedures that ensure data integrity, consistency, and auditability across all reporting systems and compliance activities.

Goal 3: Prepare for and Support HLC Accreditation Processes

Objective 3.1: Develop Comprehensive Evidence Repository for HLC Requirements: Create and maintain a systematic, organized, and accessible evidence collection system that comprehensively documents compliance with all HLC Criteria for Accreditation and supports the institution's continuous quality improvement efforts in preparation for the February 2026 HLC visit.

Objective 3.2: Facilitate Institutional Self-Study and Quality Improvement Processes: Support the development of a comprehensive self-study document that demonstrates institutional compliance with HLC standards while identifying opportunities for continuous improvement and engaging the campus community in reflective assessment practices, with completion aligned to the February 2026 HLC comprehensive evaluation visit.

Goal 4: Lead Development of Institutional Strategic Plan

Objective 4.1: Facilitate Comprehensive Strategic Planning Process: Design and execute an inclusive, data-informed strategic planning process that engages all institutional stakeholders in developing a comprehensive strategic plan aligned with institutional mission, regional needs, and higher education best practices, with Board approval by June 30, 2026.

Objective 5.2: Establish Strategic Plan Implementation and Monitoring Framework: Create comprehensive systems for operationalizing the strategic plan through clear accountability structures, measurable action plans, and regular progress monitoring that ensures institutional alignment and continuous assessment of strategic goal achievement following Board approval in June 2026.

Goal 5: Foster Professional Development and Community Engagement

Objective 5.1: Enhance Professional Competencies of IR Staff: Objective Description: Develop and maintain a comprehensive professional development program that ensures IR staff remain current with best practices, emerging technologies, and analytical methodologies in institutional research and higher education assessment.

Objective 1.2: Strengthen Community Service and Institutional Service Contributions: Establish a structured framework for IR staff to contribute expertise to the broader higher education community through service on committees, peer review activities, and collaborative research initiatives that enhance the college's reputation and professional networks.

 

Prioritization Guidelines

In a data-informed culture, the IRPE office will encounter requests that compete for its limited resources. To assign our available resources efficiently, the IRPE office has developed a method for determining how and where to place its resources. A primary objective of IRPE is to serve institutional needs by asking, “Does this request align with institutional goals/priorities and/or help the college move forward as an institution?” 

 

Prioritization Methodology

Category 1: Information needed for campus decision makers (senior leadership, deans, etc.); institutional initiatives; external entities (State Board of Education, State or Federal government, etc.)

Category 2: Information needed for specialized accreditations, grants, program approvals, evaluations, and reviews.

Category 3: Information requests to meet individual faculty or staff needs, such as specialized research, conference presentations, etc.

Category 4: General interest requests (“good to know”) not tied to NMJC goals or initiatives; may include ad hoc requests from external entities not affiliated with the college.

 

Alignment with the NMJC Strategic Plan, Plan for Success

The IRPE Office supports all units across all divisions of NMJC. As a service unit, we directly or indirectly support all the Institution’s strategic goals. 

 

Research Links:

College Navigator - New Mexico Junior College 

https://nces.ed.gov/collegenavigator/?q=new+mexico+Junior+college&s=all&id=187903

New Mexico Higher Education Department (NMHED)

https://hed.nm.gov/

US Bureau of Labor Statistics

http://www.bls.gov.

University of New Mexico (UNM) Bureau of Business and Economic Research

http://bber.unm.edu/

United for Alice

https://www.unitedforalice.org/alice-income-status-tool