NMMI Strategic Plan - NMMI 2020

NMMI 2020, our institutional Strategic Plan, charts the course for the next ten years in the life of New Mexico Military Institute. The Plan establishes the steps necessary to achieve the vision set forth for NMMI, articulating our future state, our vision and mission, our strategic themes and goals, and the action items necessary to bring the plan to fruition. Thus, only the combined, coordinated, sustained efforts of all NMMI stakeholders, Faculty, Administration, Cadets, Alumni, the Alumni Association, and the NMMI Foundation, will ensure the success of NMMI 2020.

The future is built on the legacy of the past. NMMI traditions and accomplishments since 1891 establish the foundation for our school’s future. The words of our founder, Colonel Robert S. Goss, provide the anchor for NMMI’s future: “If this is not a military school, then it is nothing.” NMMI 2020, built as it is on the legacy of our past, will guide us in the integration and utilization of the modern tools, technologies, and techniques that will establish a flexible and relevant learning environment for the student of the 21st Century.

What does it mean to be a military school? A military school is not defined by its graduates who enter military service. In fact, only about 18% of NMMI’s graduating Cadets ever serve. Being a military school refers to our approach to learning. Our approach is built on developing the “whole person,” mind, body and soul, or character. The military structured platform establishes the framework within which we teach responsibility, accountability, decision-making, time management, and leadership. The Corps of Cadets is a living ‘Leadership Laboratory’ where cadets put into daily practice what they have learned in the classroom. It’s this combination of classroom and ‘Laboratory’ that creates a balanced curriculum that enables us to accomplish the 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.

We operate under a time-tested learning model to accomplish our mission. The three pillars of the model, Academics, Leadership, and Physical Fitness, are supported by three centers. The Daniels Leadership Center focuses on the overlap of Leadership and Academics, combining the classroom and the practical. The Godfrey Athletic Center focuses on the convergence of Leadership and Athletics, where leadership in the classroom, in the Corps, and on the field of competition is combined in the scholar-athlete. The Toles Learning Center is where the mind and the body merge into a focused educational understanding of what it means to be a “whole person.” Finally, all activities of our model revolve around, and support, the nucleus that is the Corps of Cadets, providing the integrated, high definition education, training, and experience so necessary to graduating competent, committed, and confident 21st Century Leaders.

NMMI 2020 is the seminal document in the NMMI Family of Plans, providing the critical linkage of our vision and mission to the operational plans, policies, procedures, and directives of each of our components and organizations. NMMI 2020 complies with the North Central Association institutional accreditation process and our own internal self-study. Thus, NMMI 2020 is a living document, which we will review and update annually. Specifics of this review process, which includes ongoing assessment, are contained in the Plan Annexes.

NMMI 2020 outlines the direction we will follow – our vision, mission, goals, objectives, and learning outcomes. The Plan clearly states our organizing principles and the enduring concepts and characteristics that define and identify who we are. The Plan focuses our attention on our prime responsibility, our Cadets, and their development. All Cadets have an Academic Advisor and a Leadership Advisor. All cadets are involved in physical fitness activities to prepare them for the rigors of the professional environment. Success is possible only in a setting that enables all to reach for and achieve their full potential. There must be strong alignment between and among all aspects of the Institute, from the classroom, to the barracks, to the athletic facilities and throughout our community support and spiritual programs. NMMI 2020 provides that alignment. Developed via a “bottom up” approach through offsite meetings involving NMMI Regents, faculty and staff, parents, Cadets, and outside stakeholders, NMMI 2020 includes input from every NMMI employee and department. For NMMI 2020 now to be successful every member of the institution must be involved in the Plan’s implementation, clearly understanding NMMI 2020’s provisions and the important role he or she plays in making those provisions a reality. Each NMMI employee will receive a copy of NMMI 2020. In addition, we will educate all stakeholders as to how they can link their personal and their departmental activities to the tenants of the plan.

In summary, NMMI 2020 represents a continuing unity of effort, unity in development, unity in implementation, and unity in continuing improvement of our academic, leadership, and athletic programs and the infrastructure of NMMI to provide the superior education, training, and experience for which we are known. NMMI 2020 continues laying the foundation for the way our Cadets will live and work throughout their lives. In the end, we will have positioned NMMI today to continue to fulfill its mission well into the future.

Jerry W. Grizzle, PhD

Major General, USAR (Ret)





To differentiate NMMI from other educational institutions as a world class center for academic excellence, physical readiness, and leadership development.


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.


• The only state-supported co-educational military boarding school in the nation offering an integrated four-year college preparatory high school and university parallel transferable junior college.

• A Corps of Cadets comprised of every student led by the cadet chain of command and who participate in the Army ROTC Leadership Programs ensuring leadership opportunities for every cadet.

• A totally integrated high school and college learning environment in which a single consolidated faculty and staff support a six-year seamless high school and junior college experience enabling junior college and high school students to take college courses together.

• A Corps of Cadets that lives by an Honor Code adopted and administered by the cadets

• An academic institution with rigorous academic and admissions standards and a safe and secure campus

• A close relationship with the military services through the federal service academy preparatory and voluntary early commissioning programs

• A New Mexico constitutionally-created land grant institution

• An exceptionally well-qualified staff and faculty committed to working in a unique academic and military structured environment

• A cadet corps-wide physical development program


Tier One: Possess and Exercise Fundamental Knowledge of the Human and Physical Worlds

Tier Two: Cadets who …

1. demonstrate knowledge of an interdependent global community

2. demonstrate quantitative literacy

3. demonstrate information literacy

4. demonstrate written communication

5. demonstrate oral communication

6. demonstrate sound reasoning and problem solving skills as a foundation for critical thinking

7. apply technology in a variety of contexts

8. explain the basic principles of the mathematical, physical, social and scientific worlds

9. demonstrate knowledge of leadership models

10. demonstrate the skills necessary for continued learning

Tier One: Internalize Uncompromising Character

Tier Two: Cadets who …

1. demonstrate the skills necessary for cultural & ethnic diversity

2. demonstrate the capacity to lead others, “the application of character, presence, intellect and abilities while guiding others toward a common goal and mission accomplishment”

3. demonstrate the capacity to develop, “taking actions to foster team work, encourage initiative, and to accept personal responsibility, while demonstrating care,” “guiding others toward a common goal and mission accomplishment”

4. demonstrate the capacity to achieve, “sets objectives and focuses on mission accomplishment”1

5. demonstrate NMMI values

6. demonstrate being a leader with presence

7. demonstrate being a leader with Intellectual Capacity

1 Leadership Assessment Report. Cadet Command Reg 145-3, 2009.

Tier One: Develop and then maintain an appropriate level of Physical Fitness

Tier Two: Cadets who …

1. integrate psychomotor, cognitive and affective skills necessary for life-long health and wellness as related to the individual, organizational and global environments

2. demonstrate skills and attributes necessary for present and future individual physical performance demands

3. demonstrate in team and/or group settings the attitudes and behaviors relative to all aspects of leadership, including followership, in a variety of physically challenging environments

4. demonstrate their ability to plan, create, and execute wide ranging activities, for individuals and groups, in physically challenging environments with regard to research based strategic, social, technical, motivational, and safety considerations

*To meet the Institute’s mission, the curriculum is designed to achieve a series of learning outcomes organized in five tiers. Tier One are the top level, primary outcomes derived from the Mission Statement; Tier Two are more concise interdisciplinary and interdependent outcomes further defining the Tier One; Tier Three support Tier Two by providing demonstrable characteristics, attributes or capabilities at the department level, Tier Four continue this process at the course level; and Tier Five describe the assessment instrument or measurables. Tiers 3-5 are listed in Annex Three: Assessment Plan.


A. Increase awareness of NMMI

Strategic Direction: Establish and maintain the best available systems for internal and external communications to enhance awareness of NMMI, its values, educational opportunities, and graduates.

B. Expand academic superiority and course transferability

Strategic Direction: Expand and continue to enhance innovative educational programs by responding to local, regional, national, and global societal needs while emphasizing course transferability.

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.

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.

E. Educate, train, and motivate cadets to develop and sustain personal health and wellness

Strategic Direction: Provide opportunities for the training, development, and maintenance of performance-based and lifetime physical fitness in conjunction with overall health and wellness.


GOAL A: Increase Awareness of NMMI

Objective A.1: Enhance NMMI’s reputation as a valuable resource and a respected academic institution by developing, then implementing, an integrated strategic communications plan to effectively market NMMI.

Objective A.2: Promote and improve awareness of what NMMI offers as a learning institution through the use of current and future technologies.

Objective A.3: Establish an institutional working group that develops partnerships and implements outreach opportunities with business, civic, educational, volunteer, youth, military, and governmental organizations at the local, state, federal, and international levels.

Objective A.4: Establish and enhance processes and procedures for aggressively recruiting, retaining, and reenrolling a broad range of qualified cadets each academic year.

Objective A.5: Establish a program to educate and train cadets, faculty, and staff to market NMMI through an internal and external standardized communication plan.

GOAL B: Expand Academic Superiority and Course Transferability

Objective B.1: Employ the best available technologies to enhance instruction, compete for talent, communicate and manage work.

Objective B.2: Position the school to meet 21st century challenges and opportunities by utilizing the highest standards of continuous assessment through relevant and transparent accreditation processes and by creating a forum for continuous improvement through open communications.

Objective B.3: Sustain and grow relevant, challenging, transferable, and innovative curricula for high school and junior college students. Cultivate relationships with other learning institutions. Recruit, retain, and recognize exceptional faculty and staff.

GOAL C: Optimize Resource Management

Objective 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.

Objective C.2: Update and execute the Facilities Master Plan and provide a well-maintained physical plant to help ensure a safe and secure environment.

Objective C.3: Communicate needs effectively and maintain strong partnerships with the NMMI Foundation, Alumni Association, and Parents’ Club.

Objective C.4: Promote the most appropriate and effective technologies and materials available to support the efficient use of personnel, time, and resource planning in line with NMMI’s strategic goals. Objective C.5: Improve the quality of transparent internal communications creating an environment as an aid to the development and implementation of continuous improvement activities. GOAL D: Cultivate Leadership and Character Development

Objective D.1: Train cadets to take personal initiative in their lives while teaching them to effectively use the chain-of-command to communicate with superiors, peers, and subordinates.

Objective D.2: Teach all cadets about the value of personal responsibility and integrity.

Objective D.3: Maintain a military structured environment by promoting the military customs and traditions that are the heritage of NMMI to develop in each cadet, faculty, and staff member a sense of pride, camaraderie, and mutual respect.

Objective D.4: Require the highest levels of unambiguous and virtuous practices in interpersonal interactions and require cadets to accept responsibility and accountability for their actions.

Objective D.5: Provide a leadership laboratory within the Corps of Cadets structured to emphasize the fundamental attributes of professional leadership.

GOAL E: Educate, Train, and Motivate Cadets to Develop and Sustain Personal Health and Wellness

Objective E.1: Provide tools, education, and relevant technologies to develop lifetime health and wellness.

Objective E.2: Present opportunities to establish and achieve measurable lifelong fitness.

Objective E.3: Develop appropriate communication and literacy skills related to health and wellness.

Objective E.4: Provide opportunities to engage in both competitive and recreational physical activities.

Annexes (published separately)

Record of Revisions 10/18/2011 Pg 7 Possess & Exercise Fundamental Knowledge of the Human and Physical Worlds - Tier Two Learning Outcomes #9 revised. 10/18/2011 Pg 7 Internalize Uncompromising Character - Tier Two Learning Outcomes #1-7 revised, #8-9 deleted.



Strategic Plan Annex 1

Strategic Plan Annex 2

Strategic Plan Annex 3