Vision Statement

Eastern New Mexico University-Roswell is the region's first and best choice for learning.

Mission Statement

Eastern New Mexico University-Roswell is a regional asset, creating quality personalized learning experiences and fostering community development.

Purposes

  • Provides opportunities for entry, transfer and completion of Certificates, Associate degrees, Bachelor’s and Master’s programs
  • Prepares individuals for opportunities in higher learning through programs such as Adult Basic Education, high school concurrent enrollment, and outreach services
  • Offers personal enrichment and career development opportunities through traditional course work, community education, and customized training
  • Fosters direct community and economic development through business and workforce development, partnerships for health and social service outreach, in-plant training, and ever increasing business and community partnerships

Core Values

Preface: Our fundamental purpose is to be a quality institution, operated by dedicated people providing educational services and opportunities that meet the needs of our students and our community. We aspire to be recognized in our community as a caring institution, committed to high standards in all our educational programs and services. As a publicly-supported community college, we strive to provide opportunities for the educational development of our students and a fulfilling work environment for our employees. When students enroll in the College and when employees are hired, they are expected to commit themselves to these institutional values.

Because we believe in providing a quality educational environment for our students and employees alike, the Malcolm Baldrige Quality Award core values provide a framework for our institutional values. The following are our core values as adopted from Education Criteria for Performance Excellence, Department of Commerce, 2000, p. 2-5:

  1. Visionary Leadership
    1. An organization's senior leaders need to set directions and create a student-focused, learning-oriented climate, clear and visible directions, and high expectations.
    2. Senior leaders should serve as role models, reinforcing values and expectations and building leadership, commitment, and initiative within the organization.
  2. Learning Centered Education
    • Learning-centered education places the focus of education on learning and the real needs of students.
    • Organizations of all types need to focus more on students' active learning and on the development of problem-solving skills.
    • Key characteristics of learning-centered education are:
      1. setting high developmental expectations and standards for all students
      2. understanding that students may learn in different ways and at different rates
      3. providing a primary emphasis on active learning
      4. using a formative assessment to measure learning early in the learning process
      5. using summative assessment to measure programs
  3. Organizational and Personal Learning
    • The term organizational learning refers to continuous improvement of existing approaches and processes and adaptation to change, leading to new goals and/or approaches. Learning needs to be embedded in the way an organization operates.
    • Education improvement needs to place very strong emphasis on effective design of education programs, curricula, and learning environments.
    • The overall design should include clear learning objectives.
    • A central requirement of effective design is the inclusion of an assessment strategy.
    • Organizations invest in the personal learning of faculty and staff through education, training, and opportunities for continuing growth.
  4. Valuing Faculty, Staff, and Partners
    • Valuing faculty and staff means committing to their satisfaction, development, and well-being.
    • For faculty, development means building not only discipline knowledge, but also knowledge of student learning styles and of assessment methods.
    • For staff, development might include classroom and on-the-job training, job rotation, and pay for demonstrated skills.
    • Education organizations should also seek to build internal and external partnerships to better accomplish their overall goals. Internal partnerships might include those that promote cooperation among faculty and staff groups such as unions, departments, and work units.
  5. Agility
    • An important measure of organizational effectiveness is a faster and more flexible response to the needs of students and stakeholders.
  6. Focus on the Future
    • Pursuit of education improvement requires a strong future orientation and a willingness to make long-term commitments to students and to all stakeholders - communities, employers, faculty, and staff.
    • An organization should anticipate many types of changes in its strategic planning effort.
  7. Managing for Innovation
    • Innovation to be meaningful improves an organization's services and processes and creates new value for the organization's stakeholders.
    • Innovation should focus on leading the organization to new dimensions of performance.