September 10, 2026
KEY OBSERVATIONS OVER THE PAST THREE MONTHS:
COMMUNITY, FACULTY MENTORSHIP & REAL-WORLD IMPACT
Reflecting on my first three months as President, my primary observation is that Western New Mexico University possesses an exceptionally strong community. Community—both internally across our campus and externally throughout our region—is the engine that drives us forward. Our students are resilient, diverse, and bring extraordinary lived experiences that enrich classroom dialogue and elevate academic discourse.
Our faculty are among the finest instructors and mentors I have witnessed in higher education. They embody the model of the true teacher-scholar, actively involving students in research and scholarly projects. WNMU faculty and leadership drive student success by seamlessly integrating academic instruction with real-world experience, direct mentorship, and robust career pipelines. Mentors such as Dr. James Sanders, Dr. Tres Camacho, and Dr. Whiteman actively guide students through paid research opportunities in STEM and biomedical fields (via NM AMP and NM INBRE) while connecting them directly to external internships with state and federal partners like the U.S. Forest Service and Conservation Corps New Mexico. Campus leadership builds on this foundation by developing fast-track, competency-based programs and dual-enrollment pathways—such as our $5 million urban forestry initiative—that give students direct, hands-on experience in high-demand fields like environmental sustainability, technology, and entrepreneurship.
Beyond technical proficiency, our faculty push students to build the mental discipline, leadership, and community-centered mindset needed for high-stakes careers. As demonstrated by our alumni in high-pressure fields like wildland firefighting, WNMU educators challenge students to lead with empathy, communicate under pressure, and embrace forward-thinking solutions—whether integrating drone technology into emergency response or managing local conservation projects. By maintaining deep ties with regional partners like the Gila Resources and Information Project and local municipalities, faculty ensure that our graduates leave WNMU not only workforce-ready, but also deeply committed to serving and safeguarding their communities.
AREAS FOR GROWTH: INFRASTRUCTURE & A NEW INCLUSIVE STRATEGIC PLAN
As I evaluate our long-term institutional health, a primary area where I see significant opportunity for growth is our infrastructure—beginning with how we define and execute our university goals. We need to reevaluate our existing strategic plan to ensure it truly serves our current needs and future ambitions.
It is my intent to bring together a committee in the Spring to begin a transparent, inclusive process to develop a new strategic plan for WNMU. We will construct a plan in which every campus unit feels included and clearly understands how its day-to-day operations contribute to our broader mission. Crucially, this new plan will be closely tied to our budget so we can precisely understand where each dollar is being spent and why. We will implement a dynamic dashboard to help us track and measure our progress across key metrics, while recognizing that a strategic plan is a roadmap that may occasionally require thoughtful deviation. Above all, our overriding focus throughout this process will remain unyielding: “Students First.”
EVIDENCE-BASED RETENTION: FINDINGS FROM THE 2026 STUDENT EXPERIENCE SURVEY
To inform our strategy, we have analyzed findings from our 2026 Student Experience Survey. While roughly 9% of our student body participated—requiring us to be mindful not to over-generalize—the feedback strongly aligns with direct conversations I have had with faculty, staff, and students across campus.
Grounded in established higher education persistence literature (such as Vincent Tinto’s Student Retention Model and George Kuh’s High-Impact Practices), research emphasizes that early engagement, clear degree pathways, structured communication, and robust academic support are critical predictors of retention—especially for non-traditional, online, and first-generation student populations.
Based on this alignment between survey data and academic literature, we are focusing on four key areas for improvement:
Proactive & Structured Academic Advising (Clear Degree Pathways)
Quality & Consistency in Online Instruction
Targeted Support Systems for First-Generation & Adult Learners
Coordinated Administrative Communication & Technical Usability
Reducing administrative friction allows students to focus their cognitive energy on academic persistence.
HOUSING OCCUPANCY & STRATEGIC REAL ESTATE PARTNERSHIPS
Our campus residence halls are effectively operating at maximum capacity. Based on current occupancy data across all residential facilities, it is in WNMU’s best interest to explore alternative funding and facility development frameworks, specifically through Public-Private Partnerships (P3), to expand our housing infrastructure.
With an aggregate occupancy rate of 98% across 387 total designed beds (including 136 new students and 199 returning students), our existing residential footprint cannot support further growth in on-campus undergraduate populations without capital investment. Modernizing and expanding housing via a P3 model will secure necessary bed capacity while leveraging private sector capital.
RECRUITMENT EFFORTS & RECOGNITION OF FACILITIES STAFF
As you will hear today, the Admissions Office is actively expanding initiatives to widen our applicant pool and improve conversion rates—ranging from increased personalized campus tours to our upcoming Spring Discovery Day. Every campus touchpoint serves as a crucial first impression.
To that end, I want to formally recognize our Facilities Management team. Their daily dedication to maintaining a safe, welcoming, and visually compelling physical environment directly enhances our institutional reputation and provides critical support to both our recruitment efforts and student retention environment.