Board of Directors
Sets policy, approves priorities and budgets, reviews progress, and keeps the mission at the center.
Strategy framework
Mission, priorities, and decisions should point in the same direction.
This page holds the detail that would make audience-facing program pages too complicated.
Mission Statement
NMVMA promotes veterinary medicine and quality animal care through communication, fellowship, and the professional growth of New Mexico veterinarians.
Priority detail
What each priority is designed to accomplish.
The Board may adjust tactics as conditions change while keeping the four strategic priorities intact.
1. Structure and Governance
Goal: Ensure long-term organizational sustainability through effective governance, strategic planning, financial health, and leadership development.
- Review structure, functions, policies, and the roles NMVMA can serve.
- Maintain an annual budget and build a balanced mix of dues and non-dues revenue.
- Strengthen Board onboarding, leadership development, and succession planning.
2. Member Engagement
Goal: Build a united community that strengthens professional connection, amplifies member voices, and creates a real sense of belonging.
- Improve year-over-year retention by making value visible and useful.
- Use communication channels that work across career stages and regions.
- Use CE, gatherings, service, and flexible participation to connect people.
3. Veterinary Workforce and Practice Health
Formal plan label: Practice Concerns. Goal: Address challenges affecting veterinary work, patient care, and workforce sustainability.
- Help attract veterinarians and veterinary team members to New Mexico.
- Support mentoring, externships, career connection, onboarding, and retention.
- Develop practical practice resources and assess responsible ways to extend access.
4. Legislative Advocacy
Goal: Advocate for veterinary professionals and respond early to legislative and regulatory issues that affect care.
- Gather practice-level insight and identify emerging issues.
- Keep members informed and make participation straightforward.
- Work with policymakers, the licensing board, AVMA, and other stakeholders when interests align.
How the plan is delivered
Clear roles protect focus and accountability.
Committees and volunteers
Bring member expertise, examine issues, test ideas, and recommend practical action.
Executive Director
Coordinates work, communication, partnerships, implementation, and follow-through.
Partners and funders
Add expertise, reach, or resources to defined work with agreed roles and outcomes.
Investment boundaries
A grant can expand the work without redefining NMVMA.
Every project should show what the association can do now and what additional investment makes possible.
Available now
Core capacity
Governance, member relationships, routine communication, advocacy, current program coordination, and the professional network that makes collaboration possible.
Proposed if funded
Additional capacity
Time-limited pilots, expanded access, partner operations, technology, evaluation, content production, and outreach beyond normal association capacity.
Measuring progress
Use a small set of meaningful, dated indicators.
NMVMA should report enough to support decisions and trust—without turning the public site into an internal scorecard.
Reach and belonging
Membership retention, participation, regional reach, student connection, and qualitative member feedback.
Use and usefulness
Attendance, completion, resource use, participant feedback, and whether people can apply what they learned.
Influence and capacity
Advocacy participation, partner contribution, completed tools, financial health, and progress on leadership continuity.
Reporting rule
Date changing numbers, name the source, separate activity from outcome, and label planned or grant-dependent work before publication.
Review cycle
The plan is a compass, not a static list.
At least annually, the Board should review the operating environment, progress, financial position, member input, and the next set of decisions. Public pages should be updated when an initiative changes status.
Public update: September 2026.
Questions about the plan?
NMVMA can provide additional context for member leaders, grantors, legislators, sponsors, and potential partners.
Contact NMVMA about the planOne useful next step
Move from shared interest to a useful role.
Tell NMVMA what you are trying to support, change, or learn. We will identify the best point of connection.
