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Approved October 2017 Vision 2020 1

New Mexico State University

All About Discovery!™New Mexico State Universitynmsu.edu

Vision 2020

STRATEGIC PLAN



Vision 2020TABLE OF CONTENTS

NMSU Mission, Vision, and Values ......................................................................................................................... 3

Vision 2020 Goals ................................................................................................................................................... 4

2016–2017 Key Performance Indicators Summary, Las Cruces .............................................................................. 9

Vision 2020 Goal 1 KPIs ......................................................................................................................................... 11

Vision 2020 Goal 2 KPIs ......................................................................................................................................... 24

Vision 2020 Goal 3 KPIs ......................................................................................................................................... 28

Vision 2020 Goal 4 KPIs ......................................................................................................................................... 32

Vision 2020 Goal 5 KPIs ......................................................................................................................................... 39

Vision 2020 Community Colleges KPIs .................................................................................................................. 48



Vision 2020MISSION, VISION, AND VALUES

Mission

Vision

Values

The New Mexico State University System is the state’s land-grant university, serving the educational needs of New Mexico’s diverse population through comprehensive programs of education, research, extension education, and public service.

The New Mexico State University System will be a premier university as evidenced by demonstrated and quantifiable excellence in teaching, research, extension, outreach, service, economic development, and community engagement relative to its peer institutions.

To meet our vision of being a premier university, NMSU will be among the top quartile of peer institutions on 80% of measures of academic program and teaching quality, research productivity, and economic benefit to New Mexico. Community colleges will benchmark against all community colleges in New Mexico.

Diversity and Inclusion Accountability Excellence Discovery Engagement

Adopted December 2016



Vision 2020GOALS

Goal 1: Academics and Graduation PROVIDE STELLAR PROGRAMS, INSTRUCTION, AND SERVICES TO ACHIEVE TIMELY GRADUATION NMSU is responsive to educational attainment challenges and is committed to providing New Mexicans access to quality degree programs. Graduating highly capable students is the primary focus, and the quality of the educational experience and supporting environment is critical.

Objectives

Key Performance Indicators

Target

Campus / System

Target Quartile

1 - Enrollment KPI 1 – Enrollment Growth

KPI 2 – Graduate Enrollment

Achieve 18,000 student headcount enrollment

Achieve 21% graduate enrollment

LC

LC

Q3

Q12 - Access KPI 3 – Pell Recipients Maintain low income accessibility of ≥40 students receiving

Pell grantsLC Q1

3 - Affordability KPI 4 - Net Price Maintain a highly affordable average annual net price in quartile 1

LC Q1

4 - Completion KPI 5 – Retention Rate

KPI 6 – 4/5/6 Yr Graduation Rates

KPI 7 - Value Add Grad Rate

KPI 8 – STEM-H-B Degrees

Achieve an 83% first year retention rate

Enhance graduation rates: 39% 4-Yr, 59% 5-Yr, 63% 6-Yr

Maintain a net positive value-added graduation rate

Achieve a complementary mix of 50% STEM, Health and Business degrees and 50% non-STEM-H-B degrees

LC

LC

LC

LC

Q1

Q1/Q1/Q2

Q3

Median

5 - Debt KPI 9 - Default Rate Steadily decrease the student loan default rate by 1% annually

LC Q3

KPIs: Academics and Graduation Regent’s Pillars: KPI 1, 2, 5, & 6a, b, c



Goal 2: Diversity and Internationalization PROVIDE A DIVERSE ACADEMIC ENVIRONMENT SUPPORTIVE OF A GLOBAL SOCIETY NMSU seizes opportunities to engage the community broadly, and views differences in race, ethnicity, national origin, tribal nationhood, language, color, identities, and expressions of gender and sexuality, age, veteran status, disability, socioeconomic status, political, spiritual, and philosophical faith or affiliation as opportunities to enrich the academic experience. NMSU integrates international, intercultural, and global dimensions into the curricula and educational environment, and heavily promotes and values local, regional, and global scholarship in teaching, research, and service.

Objectives


Target

Campus / System

Target Quartile

1 - Diversity KPI 10 – Diverse Community Maintain a highly diverse campus community (faculty 25%+, exempt staff 35%+, non-exempt staff 50%+, student body 50%+)

LC Q1

2 - Internationalization KPI 11 – International Presence Achieve increasing internationalization and global presence (incoming international students 6%+)

LC Q2

KPIs: Diversity and Internationalization



Goal 3: Research and Creative Activity PROMOTE DISCOVERY, ENCOURAGE INNOVATION, AND INSPIRE CREATIVE ACHIEVEMENT A highly qualified and experienced faculty leads research, development, and creative endeavors that engage both graduate and undergraduate students. The depth of research and scholarly activity contributes heavily to the educational experience, the professional discipline, and the body of knowledge. Through engagement in global networks and partnerships the institution builds on its capacity to serve the community at large.

Objectives


Target

Campus / System

Target Quartile

8 - Research KPI 12 – Proposals

KPI 13 – Researchers

KPI 14 – Researcher Funding

Achieve 5% annual growth in submitted proposal dollars

Achieve 1% annual increase in externally funded researchers

Achieve $150 million in annual funded research expenditures

LC

LC

LC

Internal

Internal

Q2

9 - Scholarship KPI 15 – Publications & Creativity Achieve 1% annual increase in publications and creative works per faculty

LC Internal

KPIs: Research and Creative Activity Regent’s Pillars: KPI 14



Goal 4: Economic Development and Community EngagementDRIVE ECONOMIC, SOCIAL, EDUCATIONAL, AND COMMUNITY DEVELOPMENT Economic development is a key precept of the land-grant institution, creating economic opportunities for individuals and growth opportunities for enterprises. NMSU facilitates statewide resources and provides outreach to constituents in every sector of the state. Through a blend of private and public ventures, the institution sponsors numerous opportunities to seed new ideas, teams, businesses, and endeavors.

Objectives


Target

Campus / System

Target Quartile

10 - Engagement KPI 16 – Student Innovation

KPI 17 – Commercial Engagement

KPI 18 – Community Engagement

Achieve 2% annual increase in student research and innovation: employment, Arrowhead programs, and work-based learning

Maintain 1% growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships

Maintain 1% increase in the impact of community engagement, extension, outreach, and service

LC

LC

LC

Internal

Internal

Internal

11 - Employment KPI 19 – Experiential Learning

KPI 20 – Career Placement

Achieve 100% Experiential Learning

Achieve an 80% career placement rate (excluding graduate school)

LC

LC

Internal

Internal

KPIs: Economic Development and Community Engagement Regent’s Pillars: KPI 19, 20



Goal 5: Resource Stewardship OPTIMIZE RESOURCES TO EFFECTIVELY SUPPORT TEACHING, RESEARCH, AND SERVICE NMSU is a highly effective and efficient institution, although economic realities challenge greater stewardship. Enhanced philanthropy is critical to offering scholarships to exceptional students, attracting outstanding professors, and enhancing equipment, facilities, and resources. Through careful program examination, resources will be optimized, to minimize the cost and maximize the value of education.

Objectives


Target

Campus / System

Target Quartile

13 - Philanthropy KPI 21 –Alumni Giving

KPI 22 – Endowment

Achieve 10% alumni giving rate

Achieve endowment value of $12,000 per student

System

LC

Q1

Q314 - Staffing KPI 23 – Staffing Ratios

KPI 24 – Compensation

Achieve right sized student/faculty and student/staff ratios

Achieve competitive average faculty salaries

LC

LC

Median

Median15 - Efficiency KPI 25 – Instruction Focus

KPI 26 – Degree Cost

KPI 27 – Athletic Self-Sufficiency

Achieve instruction/I&G efficiency ratio of 55% Achieve I&G degree production cost efficiency in quartile 1

Achieve 40% athletic revenue self-sufficiency

LC

LC

LC

Q1

Q1

Q2

KPIs: Resource Stewardship Regent’s Pillars: KPI 23



Vision 20202016–2017 KEY PERFORMANCE INDICATORS

SUMMARY

Goal KPITarget

Quartile Campus Current Performance1 1: Achieve 18,000 student headcount; grow undergraduate enrollment by 1%; grow

graduate enrollment by 3%UG: Q3GR: Q1

Las Cruces Fall 2017 UG: 11,713 Fall 2017 GR: 2,719

2: Achieve 21% graduate enrollment Q1 Las Cruces Fall 2017: 19%3: Maintain low income accessibility of 45%+ students receiving Pell Grants Q1 Las Cruces Fall 2015: 41%4: Maintain a highly affordable average annual net price in Quartile 1 Q1 Las Cruces Fall 2014: $10,5015: Achieve an 83% first-year retention rate Q1 Las Cruces Fall 2016 cohort: 74%6: Achieve the following graduation rates: 4-year: 39%; 5-year: 59%; 6-year: 63% 4-year: Q1

5-year: Q16-year: Q2

Las Cruces Fall 2013 4-year: 22%Fall 2012: 40%Fall 2011: 46%

7: Maintain a 4-point net positive value-added graduation rate Q2 Las Cruces 2016: -2%8: Achieve 50% STEM, Health and Business degrees Median Las Cruces 2015-2016: 50%9: Decrease the system student loan default rate by 1% annually Q3 System 2012 to 2013: -1%

2 10: Maintain a highly diverse campus community, with faculty ≥25%, exempt staff ≥35%; non-exempt staff ≥50%; student body ≥50%

Q1 Las Cruces Fall 2015 Faculty: 29%Exempt staff: 35%

Non-exempt staff: 48%Student body: 58%

11: Achieve incoming international students of ≥6% Q2 Las Cruces Fall 2016: 8%3 12: Achieve 5% annual growth in dollar value of submitted proposals Internal Las Cruces AY 16-17: $216 million, -5%

13: Achieve 1% annual increase in externally funded researchers Internal Las Cruces AY 16-17: 469, 0%14: Achieve $150 million in annual funded research expenditures Q2 Las Cruces 2014-2015: $129 million15: Achieve 1% annual increase in publications and creative works per faculty Internal Las Cruces -14%



Goal KPITarget

Quartile Campus Current Performance4 16: Achieve 2% annual increase in student research and innovation: employment,

Arrowhead programs, and work-based learningInternal Las Cruces Increases in all categories

17: Maintain 1% growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships

Internal Las Cruces Increases in all categories

18: Maintain 1% increase in the impact of community engagement, extension, outreach, and service

Internal Las Cruces Data for only one year

19: Achieve 100% experiential learning Internal Las Cruces Uncertain, but >60%20: Achieve an 80% career placement rate (excluding graduate school) Internal Las Cruces Data being updated21: Maintain top 100 Brookings value-added mid-career earnings Q1 Las Cruces Top 25%22: Achieve and maintain top 100 Washington Monthly academic prominence composite ranking of social mobility, research, and service

Q2 Las Cruces 2015: 254

5 23: Achieve 10% alumni giving rate System 6.124: Achieve $1,650 annual gift revenue per student System $1,48725: Achieve endowment value of $12,000 per student System $19,31326: Achieve right-sized student/faculty and student/staff ratios Median Las Cruces Student to faculty: 17

Student to staff: 5.727: Achieve competitive average faculty salaries Median Las Cruces $80,374, <median28: Achieve optimal instruction/I&G cost efficiency of 55% Q1 Las Cruces 66%29: Achieve optimal I&G degree production cost efficiency Q1 Las Cruces $57,63330: Achieve 40% athletic revenue self-sufficiency Q2 Las Cruces 30.7%



0K 2K 4K 6K 8K 10K 12K 14K 16K 18K 20K 22K 24K 26K 28K 30K 32K 34K 36K 38K 40K 42K 44K 46KEnrollment

Arizona

Texas Tech

Iowa State

Colorado State

Washington State

Oregon State

Utah State

UNM

Oklahoma State

Kansas State

UTEP

Nevada

NMSU

Montana State

Wyoming

Idaho

42,595

35,859

35,714

30,614

29,686

29,576

28,622

27,285

25,930

24,146

23,397

20,898

15,490

15,236

12,648

11,372

KPI 1. EnrollmentTarget - Achieve enrollment of 18,000 by 2020

Fall 2015

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Surveyhttp://nces.ed.gov/ipeds/datacenter/

2011 2012 2013 2014 2015 2016 2017 2018

0K

5K

10K

15K

Tota

l Enr

ollm

ent

15,82915,490

17,651 16,765

14,852 14,432

NMSU Enrollment TrendFall 2012 to Fall 2017

Vision 2020 Goal 1: Academics & GraduationObjective 1 - ENROLLMENT

July 2017


Vision 2020 Goal 1: Academics & GraduationOBJECTIVE 1 - ENROLLMENT



-4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7%Change in Undergraduate FTE

Nevada

Utah State

Iowa State

Montana State

Washington State

Texas Tech

Colorado State

UTEP

Oregon State

Oklahoma State

Wyoming

Arizona

Kansas State

UNM

NMSU

Idaho

-2.0%

-2.0%

-2.2%

-3.2%

6.3%

6.3%

4.5%

3.4%

2.6%

2.1%

1.5%

1.3%

1.2%

0.9%

0.6%

0.5%

KPI 1a. Enrollment Growth - UndergraduateTarget - Achieve 1% undergraduate student FTE growth - Q3

Fall 2014 to Fall 2015

Note: FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment.


2012

2013

2014

2015

2016

2017

10K

12K

14K

Unde

rgra

duat

e En

rollm

ent

14,276

13,582

12,78412,526

12,02711,713

Undergraduate Enrollment TrendFall 2012 to Fall 2017


July 2017






-8% -7% -6% -5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 8%Change in Graduate FTE

Washington State

Iowa State

Nevada

Texas Tech

Oregon State

Arizona

Utah State

UNM

Wyoming

UTEP

NMSU

Kansas State

Oklahoma State

Montana State

Idaho

Colorado State

-0.3%

-0.8%

-1.3%

-1.5%

-1.6%

-2.6%

-3.8%

-4.5%

-4.6%

-7.2%

-7.6%

6.7%

5.6%

1.8%

0.5%

0.2%

KPI 1b. Enrollment Growth - GraduateTarget - Achieve 3% graduate student FTE growth - Q1




2012

2013

2014

2015

2016

2017

2,500

3,000

3,500

Grad

uate

Enr

ollm

ent

3,045 2,964

3,375

3,183

2,719

2,825

Graduate Enrollment TrendFall 2012 to Fall 2017

July 2017





0.0% 3.0% 6.0% 9.0% 12.0% 15.0% 18.0% 21.0% 24.0%Percent Graduate Students

Colorado State

UNM

Arizona

Wyoming

Idaho

NMSU

Texas Tech

Oklahoma State

Kansas State

Washington State

Oregon State

Iowa State

Nevada

UTEP

Utah State

Montana State

21.9%

21.8%

21.7%

20.6%

19.8%

19.1%

18.5%

18.3%

17.8%

17.6%

16.8%

15.9%

15.0%

13.6%

11.7%

10.5%

KPI 2. Graduate EnrollmentTarget - Achieve 21% graduate enrollment - Q1

Fall 2015



July 2017

2011

2012

2013

2014

2015

2016

2017

16%

18%

20%

22%

% o

f Tot

al E

nrol

lmen

t

19.1%

19.1%

19.6% 19.2% 19.0%

19.0% 18.8%

NMSU Percent Graduate Student TrendFall 2012 to Fall 2017





Vision 2020 Goal 1: Academics & GraduationObjective 2 - ACCESS

Source: Integrated Postsecondary Education Data System (IPEDS) - Student Financial Aid Surveyhttp://nces.ed.gov/ipeds/datacenter/

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60%Percent of Undergraduate Students Receiving Pell Grants

UTEP

NMSU

UNM

Idaho

Utah State

Washington State

Arizona

Oregon State

Oklahoma State

Texas Tech

Nevada

Montana State

Colorado State

Kansas State

Wyoming

Iowa State

59%

43%

40%

39%

37%

34%

32%

30%

28%

28%

28%

27%

24%

24%

23%

21%

KPI 3. Pell RecipientsTarget - Maintain low income accessibility of at least 45% students receiving Pell grants - Q1

Academic Year 2014-15

2010

-11

2011

-12

2012

-13

2013

-14

2014

-15

2015

-16

30%

35%

40%

45%

50%

43%

43% 41%42%

45%45%

NMSU Percentage of Undergraduates Receiving Pell Grants TrendAcademic Year 2010-11 to Academic Year 2015-16

July 2017


Vision 2020 Goal 1: Academics & GraduationOBJECTIVE 2 - ACCESS



Vision 2020 Goal 1: Academics & GraduationObjective 3 - AFFORDABILITY


$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 $18,000Undergraduate Average Net Price

UTEP

NMSU

UNM

Utah State

Wyoming

Iowa State

Idaho

Oklahoma State

Montana State

Texas Tech

Nevada

Arizona

Colorado State

Kansas State

Oregon State

Washington State

$10,501

$11,107

$11,686

$12,148

$13,647

$13,709

$14,222

$14,416

$15,005

$15,491

$15,591

$15,664

$17,022

$17,706

$17,929

$5,433

KPI 4. Net Price - Cost of Attendance less Financial AidTarget - Maintain a highly affordable average annual net price - Q1


July 2017


Vision 2020 Goal 1: Academics & GraduationOBJECTIVE 3 - AFFORDABILITY



Vision 2020 Goal 1: Academics & GraduationObjective 4 - COMPLETION


0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90%Full-time first-time retention rate

Colorado State

Iowa State

Oregon State

Kansas State

Texas Tech

Oklahoma State

Nevada

Arizona

Idaho

UNM

Washington State

Wyoming

Montana State

NMSU

UTEP

Utah State

87%

87%

85%

83%

83%

81%

81%

80%

80%

80%

78%

77%

76%

74%

72%

71%

KPI 5. Reten�on RateTarget - Achieve an 83% first year retention rate - Q2


2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

75%

100%

Ret

entio

n R

ate

70%

73%

72%

73% 74%74%

72% 74%

74%

72%

74%

Target - 83%

NMSU Full-time First-time One Year Retention RateFall 2006 to Fall 2016 Cohorts

July 2017


Vision 2020 Goal 1: Academics & GraduationOBJECTIVE 4 - COMPLETION




0% 5% 10% 15% 20% 25% 30% 35% 40% 45%Full-Time First-Time 4 Year Graduation Rate

Arizona

Colorado State

Iowa State

Washington State

Texas Tech

Oklahoma State

Oregon State

Kansas State

Idaho

Wyoming

Utah State

Montana State

Nevada

UNM

NMSU

UTEP

43%

41%

41%

38%

35%

34%

32%

29%

29%

26%

23%

22%

22%

15%

13%

12%

KPI 6a. 4/5/6 Year Gradua�on RatesTarget - Enhance graduation rates: 39% in 4 years - Q1


Source: IPEDS Gradua�on Survey

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

0%

20%

40%

4 Ye

ar G

radu

atio

n R

ate

22%16% 16%15% 17%

18%14% 13%13%

13% 19%

Target - 39%

NMSU 4 Year Graduation RatesFall 2003 to Fall 2013 Cohorts

July 2017






0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70%Full-Time First-Time 5 Year Graduation Rate

Iowa State

Colorado State

Washington State

Oregon State

Arizona

Kansas State

Oklahoma State

Texas Tech

Idaho

Wyoming

Nevada

Montana State

UNM

Utah State

NMSU

UTEP

68%

63%

60%

58%

57%

56%

56%

55%

54%

49%

48%

45%

39%

37%

34%

29%

KPI 6b. 4/5/6 Year Gradua�on RatesTarget - Enhance graduation rates: 59% in 5 years - Q1


Note: 5 year graduation data were not available for the University of Arizona.


2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

0%

20%

40%

60%

5 Ye

ar G

radu

atio

n R

ate

40%

37% 34%

37% 37%37%

37%

38%

36%36% 38%

Target - 59%


July 2017






Note: 6 year graduation data were not available for the University of Arizona and the University of Idaho.

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75%Full-Time First-Time 5 Year Graduation Rate

Iowa State

Colorado State

Oregon State

Washington State

Kansas State

Oklahoma State

Arizona

Texas Tech

Nevada

Idaho

Wyoming

Montana State

Utah State

UNM

NMSU

UTEP

71%

67%

64%

64%

62%

61%

61%

60%

59%

57%

55%

52%

49%

47%

43%

40%

KPI 6c. 4/5/6 Year Gradua�on RatesTarget - Enhance graduation rates: 63% in 6 years - Q1



2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

0%

20%

40%

60%

6 Ye

ar G

radu

atio

n R

ate

43%

45%

45%

45%

44% 44%

45%

43%

46%46%46%

Target - 63%


July 2017






Source: http://washingtonmonthly.com/college_guide?ranking=2016-rankings-national-universities

-9% -8% -7% -6% -5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12%Percent of Graduation Over Achievement based on Student Characteristics

Washington State

Oregon State

Idaho

Oklahoma State

Utah State

UTEP

Arizona

Kansas State

UNM

Iowa State

Nevada

NMSU

Colorado State

Texas Tech

Wyoming

Montana State

11%

-2%

-2%

-3%

-4%

-8%

9%

7%

7%

6%

4%

1%

1%

1%

1%

0%

KPI 7. Value Added Graduation Rate - Actual Exceeding PredictedTarget - Maintain a 4 point net positive value-added graduation rate - Q2

College Guide Rankings 2016

July 2017






Source: Integrated Postsecondary Education Data System (IPEDS) - IPEDS Completions Surveyhttp://nces.ed.gov/ipeds/datacenter/

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70%Percent STEM, Health, and Business Degrees

Oklahoma State

Iowa State

Oregon State

Montana State

Nevada

Colorado State

Kansas State

Arizona

Washington State

UTEP

Texas Tech

Wyoming

Idaho

NMSU

UNM

Utah State

66.4%

66.1%

60.3%

59.3%

56.7%

55.9%

55.0%

53.7%

53.6%

52.1%

51.6%

50.9%

50.6%

48.9%

46.6%

39.0%

KPI 8. STEM-H-B DegreesTarget - Achieve a complementary mix of 50% STEM, Health, and Business degrees and 50% non-STEM-H-B degrees - Q2

2014-15 All Degrees

2006

-07

2007

-08

2008

-09

2009

-10

2010

-11

2011

-12

2012

-13

2013

-14

2014

-15

2015

-16

30%

40%

50%

Per

cent

STE

M-H

-B D

egre

es

49%

49% 49%

49%48%

50%

49%

50% 50%

48%

Target - 50%

NMSU STEM-H-B DegreesAcademic Years 2006-07 to 2015-16

July 2017





Vision 2020 Goal 1: Academics & GraduationObjective 5 - DEBT

*Note: Includes Community Colleges

Source: Federal Student Aid Default Management, Department of Educationhttps://www2.ed.gov/offices/OSFAP/defaultmanagement/cdr.html

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 21%Default Rate

Colorado State

Washington State

Iowa State

Oregon State

Wyoming

Kansas State

Nevada

Oklahoma State

Texas Tech

Arizona

Utah State

Montana State

Idaho

UTEP

UNM*

NMSU* 19.6%

12.6%

10.7%

6.6%

6.2%

5.6%

5.6%

5.4%

5.3%

5.2%

5.0%

4.2%

3.6%

3.5%

3.3%

2.4%

KPI 9. Default RateTarget - Steadily decrease the system student loan default rate by 1% annually - Q3

Fiscal Year 2013

2010 2011 2012 2013

0%

10%

20%

Ove

rall

0%

5%

10%

Las

Cru

ces

19.6%19.9%18.6% 20.5%

12.5% 12.1%

13.9%

Default Rate Trend

July 2017


Vision 2020 Goal 1: Academics & GraduationOBJECTIVE 5 - DEBT



Vision 2020 Goal 2: Diversity & InternationalizationObjective 6 - DIVERSITY

UTEP NMSU UNM Iowa State Nevada Arizona OklahomaState

OregonState

KansasState

Texas Tech ColoradoState

Idaho Wash.State

Wyoming Utah State MontanaState

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Perc

ent M

inor

ity F

acul

ty

47%

29%

27%

22%21%

20% 19%

16% 16%15% 14% 14% 14%

10% 10%

6%

KPI 10a. Diverse Community - FacultyTarget - Maintain a highly diverse campus community - Q1

Diverse Faculty - Maintain at least 25%Fall 2015

Faculty includes all full-time instructional staff.Minority includes American Indian/Alaskan Native, Asian, Black Non-Hispanic, Hispanic, Native Hawaiian or Other Pacific Islander and Two or More Races.

Source: Integrated Postsecondary Education Data System (IPEDS) - Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter/

2012 2013 2014 201520%

25%

30%

Perc

ent M

inor

ity 27%

26%

28%

25%

NMSU - Percent Minority Faculty TrendFall 2012 to Fall 2015

July 2017


Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 6 - DIVERSITY




0% 10% 20% 30% 40% 50% 60% 70%Percent Minority Non-Management Staff

UTEP

NMSU

UNM

Arizona

Texas Tech

Nevada

Oklahoma State

Kansas State

Colorado State

Oregon State

Iowa State

Washington State

Idaho

Wyoming

Utah State

Montana State

67.5%

48.3%

43.7%

29.9%

28.1%

24.3%

15.5%

15.1%

14.5%

13.7%

12.0%

11.9%

10.4%

9.9%

8.6%

6.6%

KPI 10c. Diverse Community - Non-Exempt StaffTarget - Maintain a highly diverse campus community - Q1

Diverse Non-Management Staff - Maintain at least 50%Fall 2015

Management: SOC = 11-0000Non-management includes all other staff, research staff, and public service staff.Minority includes American Indian/Alaskan Native, Asian, Black Non-Hispanic, Hispanic, Native Hawaiian or Other Pacific Islander and Two or More Races.


0% 10% 20% 30% 40% 50% 60% 70% 80%Percent Minority Management Staff

UTEP

UNM

NMSU

Texas Tech

Arizona

Nevada

Oklahoma State

Kansas State

Oregon State

Iowa State

Washington State

Colorado State

Idaho

Utah State

Montana State

Wyoming

69.2%

35.7%

34.7%

17.7%

15.7%

15.3%

13.2%

12.3%

11.5%

11.5%

11.1%

10.6%

9.3%

5.2%

4.9%

4.2%

KPI 10b. Diverse Community - Exempt StaffTarget - Maintain a highly diverse campus community - Q1

Diverse Management Staff - Maintain at least 35%Fall 2015

July 2017






Minority includes: Hispanic/Latino, American Indian or Alaska Native, Asian, Black or African American, Native Hawaiian or Other Pacific Islander and Two or more races.

Source: Integrated Postsecondary Education Data System (IPEDS) - IPEDS Fall Enrollment Surveyhttp://nces.ed.gov/ipeds/datacenter/

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90%Percent Minority Students

UTEP

NMSU

UNM

Arizona

Nevada

Texas Tech

Washington State

Oklahoma State

Oregon State

Colorado State

Idaho

Kansas State

Iowa State

Wyoming

Utah State

Montana State

84%

58%

55%

37%

35%

32%

28%

25%

23%

18%

16%

15%

12%

12%

11%

10%

KPI 10d. Diverse Community - StudentsTarget - Maintain a highly diverse campus community - Q1

Diverse Student Body - Maintain at least 50%Fall 2015

2010

2011

2012

2013

2014

2015

2016

40%

45%

50%

55%

Per

cent

Min

ority

57%55% 57%

60%

52%

58%

53%

NMSU - Percent Minority Student TrendFall 2010 to Fall 2015

July 2017





Vision 2020 Goal 2: Diversity & InternationalizationObjective 7 - INTERNATIONALIZATION


0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12%Percent International Students

Iowa State

Oregon State

Arizona

Kansas State

Texas Tech

NMSU

Oklahoma State

Washington State

UTEP

Idaho

Wyoming

Colorado State

UNM

Montana State

Nevada

Utah State

11.3%

11.3%

9.0%

8.5%

8.4%

8.3%

7.7%

7.3%

6.8%

6.7%

6.5%

6.0%

5.0%

4.6%

3.4%

2.7%

KPI 11. International PresenceTarget - Achieve increasing internationalization and global presence (international students at least 6%) - Q2

International Students with PeersFall 2015

2010 2011 2012 2013 2014 2015 2016

2%

4%

6%

8%

6.8%6.3%

8.3%7.6%

5.6%

7.9%

5.9%

NMSU Percentage International TrendUndergraduate and Graduate

July 2017


Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 7 - INTERNATIONALIZATION



Vision 2020 Goal 3: Research & Creative ActivityObjective 8 - RESEARCH

Source: NMSU Vice President for Research Argis

AY11-12 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17

$0M

$50M

$100M

$150M

$200M

$250M

Prop

osals

$227M

$261M

$274M

$251M

$227M

$216M

KPI 12. ProposalsTarget - Achieve 5% annual growth in submitted proposal dollars

Annual Year 2011-12 to 2016-17

Note: This data does not include PSL (Physical Science Laboratory).

July 2017


Vision 2020 Goal 3: Research & Creative ActivityOBJECTIVE 8 - RESEARCH



AY11-12 AY12-13 AY13-14 AY14-15 AY15-16 AY16-170

50

100

150

200

250

300

350

400

450

500

550

Resea

rche

rs

516

480

461 456468 469

KPI 13. ResearchersTarget - Achieve 1% annual increase in externally funded researchers - Internal

Annual Year 2011-12 to 2016-17

Source: NMSU Office of Grants and Contracts.


Note: This data does not include PSL (Physical Science Laboratory).

July 2017






0M 50M 100M 150M 200M 250M 300M 350M 400M 450M 500MAnnual Funded Research Expenditures

Arizona

Washington State

Colorado State

Oregon State

Iowa State

UNM

Kansas State

Texas Tech

Utah State

Oklahoma State

NMSU

Montana State

Wyoming

Idaho

UTEP

Nevada

$477M

$235M

$226M

$200M

$198M

$198M

$171M

$167M

$145M

$130M

$129M

$116M

$86M

$84M

$82M

$71M

KPI 14. Research FundingTarget - Achieve $150 million in annual funded research expenditures - Q2

Fiscal Year 2014-15

Source: Integrated Postsecondary Education Data System (IPEDS) - Finance Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter/ July 2017

2010

-11

2011

-12

2012

-13

2013

-14

2014

-15

2015

-16

$0M

$50M

$100M

$129M

$110M

$132M$124M

$137M$139M

NMSU TrendFY 2010-11 through 2015-16





Vision 2020 Goal 3: Research & Creative ActivityObjective 9 - SCHOLARSHIP

Source: Digital Measures (data only representative of faculty who choose to record their efforts in Digital Measures) *Data for Tenured and Tenure-track Faculty

KPI 15. Publications & CreativityTarget - Achieve 1% annual increase in publications and creative works per faculty - Internal

Calendar Year

2011 2012 2013 2014 20150

200

400

600

800

1000

1200

1400

1600

1800

Publ

icat

ions

1,795

1,5851,589

1,798

1,717

Calendar Year

2011 2012 2013 2014 20150

50

100

150

200

250

300

350

400

450

500

550

Cre

ativ

e W

orks

239

366

516

394

372

Average yearly change of 0.0% Average yearly change of +16%


Vision 2020 Goal 3: Research & Creative ActivityOBJECTIVE 9 - SCHOLARSHIP



Vision 2020 Goal 4: Economic Development & Community EngagementObjective 10 - ENGAGEMENT

FY16 FY170

100

200

300

400

500

600

700

800

Num

ber o

f Stu

dent

s

197

367

248

405

45

54

KPI 16. Student InnovationTarget - Achieve 2% annual increase in student research and innovation: employment, Arrowhead

programs, work-based learning

Arrowhead Student Employment

Arrowhead Student Incubator

Innoventure Mid-High School Students

Source: NMSU Vice President for Economic Development July 2017


Vision 2020 Goal 4: Economic Development & Community EngagementOBJECTIVE 10 - ENGAGEMENT



Vision 2020 Goal 4: Economic Development & Community EngagementObjective 10 - ENGAGEMENT

FY13 FY14 FY15 FY16 FY170

50

100

150

200

250

300

350

400

Num

ber

284

116 123136

43

56

70

86

54

83

Business Development

Businesses

Researchers

FY15 FY16 FY170

50

100

150

200

250

300

350

Num

ber

203

6654

52

20

16

39

20

12

41

10

6

Commercialization

New Private Contracts

Licenses, Transfer Agreements

New Registered NMSU Startups

Businesses Started/accelerated

KPI 17. Commercial EngagementTarget - Maintain 1% annual growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships - Internal

Source: NMSU Vice President for Economic Development July 2017





Vision 2020 Goal 4: Economic Development and Community EngagementObjective 10 - ENGAGEMENT

KPI 18. Community EngagementTarget - Maintain a 1% increase in the impact of community engagement, extension, outreach, and service – Internal


186,884 Hours of student community service were completed in 2014-2015.

73 Academic Service Learning Courses were offered.1,728 Students participated.

supported public service in FY2015.

Faculty members collaborated with over 1,000 organizations. 600,000 New Mexicans were served by faculty trained volunteers.

1,195 Students participated in the Big Event.

Students participated in the Keep State Great event.

377 Student athletes invested more than 6,380 service hours.

local small businesses received assistance from the Arrowhead Center.

counties in New Mexico have a NMSU cooperative extension office.

agriculture research and science centers are located throughout New Mexico.

local K-12 students were served by the STEM Outreach Center.

1,000

4,500

public school teachers were trained in STEM disciplines.

450

$21,008,187

33

12

60

Source: New Mexico State University’s President’s Higher Education Honor Roll Application, 2016





Vision 2020 Goal 4: Economic Development & Community EngagementObjective 11 - EMPLOYMENT

Notes: Academic Year includes summer, fall and spring. Counts exclude Graduate Assistants in categories other than research and teaching.Source: ODS Employee Files

July 2014

KPI 19. Student EmploymentTarget - Achieve 2% annual increase in students employed - Internal

AY12-13 AY13-14 AY14-15 AY15-16 AY16-170

500

1000

1500

2000

Student-Regular

2,001 1,969 1,956 1,931 1,869

Regular Student Employees

AY12-13 AY13-14 AY14-15 AY15-16 AY16-170

200

400

600

Stu

dent

-Wor

kstu

dy

622

695645

673

590

Student Workstudy

AY12-13 AY13-14 AY14-15 AY15-16 AY16-170

100

200

300

400

Res

earc

h

339 327359

318 325

Graduate Research Assistants

AY12-13 AY13-14 AY14-15 AY15-16 AY16-170

200

400

600

800

Teac

hing

807 831782 777 759

Graduate Teaching Assistants

Average yearly change of -2.4%





Vision 2020 Goal 4: Economic Development & Community EngagementOBJECTIVE 11 - EMPLOYMENT




Source: NMHED -- Placement of Grads from Public Colleges in NM v4.0 2016-02http://public.tableau.com/profile/nmhed#!/

Graduation Year

2009-10 2010-11 2011-12 2012-13 2013-14

Bac

helo

r Deg

ree

Mas

ter's

Deg

ree

Bac

helo

r Deg

ree

Mas

ter's

Deg

ree

Bac

helo

r Deg

ree

Mas

ter's

Deg

ree

Bac

helo

r Deg

ree

Mas

ter's

Deg

ree

Bac

helo

r Deg

ree

Mas

ter's

Deg

ree

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

% F

ull-t

ime

Em

ploy

ed

Target - 80%Target - 80%Target - 80%Target - 80%Target - 80%

Graduation Year

2009-10 2010-11 2011-12 2012-13 2013-140

200

400

600

800

1000

FT E

mpl

oyed

, Bac

helo

r's

0K

10K

20K

30K

Med

ian

Sal

ary,

Bac

helo

r's

FT Employed, Bachelor's

Median Salary, Bachelor's

Graduation Year

2009-10 2010-11 2011-12 2012-13 2013-140

100

200

300

400

FT E

mpl

oyed

, Mas

ter's

0K

10K

20K

30K

40K

Med

ian

Sal

ary,

Mas

ter's

FT Employed, Master's

Median Salary, Master's

KPI 20. Career PlacementTarget - Achieve a 80% career placement rate (to include graduate school) - Internal

Placement in New Mexico one year a�er graduation






Note: Data downloaded November 23, 2015

Source: Using earnings data to rank colleges: A value-added approach updated with College Scorecard data. October 2015https://www.brookings.edu/research/using-earnings-data-to-rank-colleges-a-value-added-approach-updated-with-college-scorecard-data/

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 21% 22% 23%Mid-Career Earnings Value Added

Washington State

NMSU

Oklahoma State

Texas Tech

Idaho

Oregon State

Montana State

Arizona

UTEP

UNM

Iowa State

Kansas State

Utah State

Wyoming

Colorado State

Nevada

21.3%

17.3%

16.8%

16.8%

16.4%

15.7%

14.6%

14.3%

14.2%

14.1%

12.1%

11.4%

10.0%

9.0%

6.6%

4.4%Q1

KPI 21. Alumni EarningsTarget - Maintain top 100 Brookings value-added mid-career earnings - Q1

October 2015





Vision 2020 Goal 4: Economic Development & Community EngagementObjective 12 - PROMINENCE

Source: h�p://wm-college-guide.herokuapp.com/rankings/2016-rankings-na�onal-universi�es

OverallRank

ResearchRank

ServiceRank

SocialMobility

Rank

Utah State

Washington State

Oregon State

Arizona

Colorado State

Idaho

Oklahoma

UTEP

Wyoming

Iowa State

Texas Tech

Kansas State

Nevada

Montana State

UNM

NMSU 245242146254

224214101225

220141151206

138252124194

146226126190

139181107141

11123665132

55203145101

7313116493

4022212188

1062915584

141208381

971434576

721169875

241098732

1012813326

KPI 22. RankingsTarget - Achieve top 100 Washington Monthly academic

ranking of social mobility, research, and service - Q2College Guide Rankings 2015

July 2017


Vision 2020 Goal 4: Economic Development & Community EngagementOBJECTIVE 12 - PROMINENCE



Vision 2020 Goal 5: Resource StewardshipObjective 13 - PHILANTHROPY

Data not available for Colorado State University.Source: NMSU Office of University Advancement

0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20%Alumni Giving Rate

Kansas State

Washington State

Texas Tech

Idaho

Oregon State

Nevada

Wyoming

Arizona

Montana State

Iowa State

Oklahoma State

NMSU

Utah State

UNM

UTEP

18.3%

14.0%

10.9%

10.0%

9.6%

8.8%

8.7%

7.3%

7.1%

6.8%

6.6%

6.1%

5.3%

3.9%

3.2%

KPI 23. Alumni GivingTarget - Achieve 10% VSE - defined alumni giving rate - Q1


2013

-14

2014

-15

2015

-16

0.0%

2.0%

4.0%

6.0%5.3%

5.2%

6.1%

NMSU Alumni GivingAcademic Year 2013-14 to 2015-16

July 2017


Vision 2020 Goal 5: Resource StewardshipOBJECTIVE 13 - PHILANTHROPY





$0 $1,000 $2,000 $3,000 $4,000Annual Gift Revenue per Student

Wyoming

Kansas State

Oklahoma State

Arizona

Washington State

Nevada

Oregon State

Iowa State

UNM

Texas Tech

Idaho

Montana State

Utah State

NMSU

UTEP

$4,551

$4,523

$4,523

$4,390

$3,912

$3,858

$3,759

$2,625

$2,436

$2,103

$1,757

$1,583

$1,552

$1,487

$981$1,650

KPI 24. Gi� RevenueTarget - Achieve $1,650 annual gi� revenue per student - Q3


July 2017






$0 $4,000 $8,000 $12,000 $16,000 $20,000 $24,000 $28,000 $32,000 $36,000 $40,000Endowment Value per Fall 2015 Total FTE

Wyoming

Oklahoma State

Washington State

Idaho

Kansas State

Iowa State

Texas Tech

NMSU

Oregon State

Arizona

Nevada

Utah State

UNM

UTEP

Montana State

$39,461

$38,780

$34,202

$24,781

$22,263

$22,141

$20,949

$19,313

$19,066

$17,724

$16,799

$14,722

$14,497

$11,183

$10,339

KPI 25. EndowmentTarget - Achieve endowment value of $12,000 per student - Q3

Fiscal Year 2015-16



July 2017





Vision 2020 Goal 5: Resource StewardshipObjective 14 - STAFFING

0 2 4 6 8 10 12 14 16 18 20 22 24FTE Student per FTE Instructional Staff

UNM

Wyoming

Colorado State

Idaho

Oregon State

NMSU

Washington State

Nevada

Oklahoma State

Montana State

Kansas State

Arizona

Iowa State

UTEP

Texas Tech

Utah State

12

14

15

16

17

17

17

18

18

18

19

19

20

21

22

24

Median

KPI 26a. Staffing RatiosTarget - Achieve right-sized student/faculty ratio - Median

Fall 2015


2012

2013

2014

2015

0

5

10

15

20

25

18

17

17

16

NMSU Trend

July 2017


Vision 2020 Goal 5: Resource StewardshipOBJECTIVE 14 - STAFFING




0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0FTE Student per Ful-Time Non-Instructional Staff

UTEP

Texas Tech

Utah State

Iowa State

Nevada

Montana State

Oregon State

Kansas State

Washington State

Oklahoma State

Colorado State

Idaho

NMSU

Wyoming

Arizona

UNM

10.9

10.1

9.9

7.6

7.5

7.5

6.9

6.3

5.9

5.7

5.7

5.7

5.7

5.0

4.7

4.4 Median

KPI 26b. Staffing RatiosTarget - Achieve right-sized student/staff ratio - Median

Fall 2015

Note: Non-Instructional Staff includes research and public service staff.

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter/

2012

2013

2014

2015

0

2

4

6

8

6.06.1

5.8

6.3

NMSU Trend

July 2017







$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000Average Full-time Faculty Salaries

Iowa State

Arizona

Washington State

Colorado State

Nevada

University of Wyoming

Oregon State

Oklahoma State

Texas Tech

UNM

Kansas State

Wyoming

NMSU

UTEP

Idaho

Montana State

$100,338

$97,319

$93,605

$92,837

$89,256

$88,313

$87,433

$85,141

$84,509

$83,779

$82,966

$82,394

$80,374

$77,652

$77,294

$76,534Median = $84,825

KPI 27. CompensationTarget - Achieve competitive average faculty salaries - Median

Fall 2015

2011

2012

2013

2014

2015

0K

50K

100K

76,355

78,62080,374

74,037

73,328

NMSU Faculty SalariesFall 2011 to Fall 2015

Note: Salary averages are for instructional faculty at all levels and tenure tracks.

July 2017





Vision 2020 Goal 5: Resource StewardshipObjective 15 - EFFICIENCY

Source: Integrated Postsecondary Education Data System (IPEDS) - Finance Surveyhttp//nces.ed.gov/ipeds/datacenter/

KPI 28. Instruction FocusTarget - Achieve optimal instruction/I&G efficiency ratio of > 55% - Q1

Fiscal Year 2014-15

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70%Percent of I&G Dedicated to Instruction

UNM

NMSU

Colorado State

UTEP

Nevada

Oregon State

Oklahoma State

Utah State

Idaho

Wyoming

Kansas State

Washington State

Montana State

Texas Tech

Iowa State

Arizona

66.5%

65.6%

63.8%

62.8%

61.1%

61.1%

60.9%

60.5%

60.1%

59.9%

57.2%

54.8%

53.5%

52.8%

50.2%

48.3%

FY09

10

FY10

11

FY11

12

FY12

13

FY13

14

FY14

15

0%

20%

40%

60% 64%64% 66%66%63%63%

NMSU InstructionPercentage of Total I&G

July 2017


Vision 2020 Goal 5: Resource StewardshipOBJECTIVE 15 - EFFICIENCY




Source: Integrated Postsecondary Education Data System (IPEDS)http//nces.ed.gov/ipeds/datacenter/

KPI 29. Degree CostTarget - Achieve optimal I&G degree production cost efficiency of < $55,000 - Q1

Fiscal Year 2014-15

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000Average Cost of Producing a Degree

UTEP

Utah State

Texas Tech

Oklahoma State

NMSU

Montana State

Oregon State

Colorado State

Idaho

Washington State

Kansas State

UNM

Iowa State

Nevada

Wyoming

Arizona $101,159

$48,398

$51,302

$56,087

$56,762

$57,633

$62,748

$67,763

$70,740

$70,977

$75,179

$80,131

$82,563

$83,375

$96,890

$99,445

July 2017






Note: Percent Self-sufficient = 100% - % Subsidy

Source: USA Today/NCAA (2015-16 Finances) http://sports.usatoday.com/ncaa/finances/

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Percent Revenue Self-Sufficient

Kansas State

Iowa State

Texas Tech

Washington State

Oklahoma State

Oregon State

Arizona

UNM

Nevada

Montana State

Idaho

Wyoming

UTEP

Colorado State

Utah State

NMSU

99.4%

97.3%

93.0%

91.6%

90.9%

90.0%

88.8%

70.2%

67.5%

48.9%

46.7%

46.0%

44.3%

44.1%

40.0%

30.7%

KPI 30. Athletic Self-SufficiencyTarget - Achieve 40% athletic revenue self sufficiency - Q2

Fiscal Year 2015-16

July 2017





Vision 2020 - Community CollegesObjective 1 - ENROLLMENT

-22% -20% -18% -16% -14% -12% -10% -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12% 14%Change in Student FTE

UNM - Los Alamos

UNM - Gallup

New Mexico Junior College

Luna CC

NMSU - Carlsbad

NMSU - Dona Ana

UNM - Taos

Central New Mexico CC

UNM - Valencia

Mesalands CC

San Juan College

Santa Fe CC

Clovis CC

ENMU - Roswell

NMSU - Grants

SW Indian Polytechnic Inst.

NMSU - Alamogordo

ENMU - Ruidoso

-12.8%

-14.2%

-15.4%

-15.8%

-17.4%

-17.8%

-18.6%

11.0%

-1.2%

-4.5%

-4.6%

-5.3%

-5.8%

-6.3%

-7.7%

6.0%

3.6%

1.3%

KPI 1. Enrollment GrowthTarget - Achieve and maintain stable enrollment growth


FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment.Data were not reported for New Mexico Military Institute.

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Surveyhttp://nces.ed.gov/ipeds/datacenter July 2017


Vision 2020 - Community CollegesOBJECTIVE 1 - ENROLLMENT



Vision 2020 - Community CollegesObjective 2 - ACCESS


0% 10% 20% 30% 40% 50% 60% 70%Percent of Students Receiving Pell Grants


UNM - Gallup

NMSU - Dona Ana

NMSU - Grants

NMSU - Alamogordo

UNM - Valencia


NM Military Institute

UNM - Taos

San Juan College

Santa Fe CC

Luna CC

Clovis CC

NMSU - Carlsbad

ENMU - Roswell

ENMU - Ruidoso


Mesalands CC

UNM - Los Alamos

65%

56%

51%

47%

46%

39%

36%

33%

32%

31%

31%

30%

28%

28%

27%

21%

17%

16%

12%

KPI 2. Pell RecipientsTarget -Maintain high accessibility to low income students


July 2017


Vision 2020 - Community CollegesOBJECTIVE 2 - ACCESS



Vision 2020 - Community CollegesObjective 3 - AFFORDABILITY


$0 $2,000 $4,000 $6,000 $8,000 $10,000Average Net Price


NMSU - Grants

San Juan College

UNM - Valencia

Luna CC

NMSU - Dona Ana


ENMU - Roswell

UNM - Gallup

NMSU - Alamogordo

UNM - Los Alamos

New Mexico Military Institute

Mesalands CC

UNM - Taos

NMSU - Carlsbad

SW Polytechnic Institute

Clovis CC

ENMU - Ruidoso

Santa Fe CC

$3,846

$5,257

$5,724

$5,726

$6,499

$6,537

$6,676

$6,772

$6,998

$7,089

$7,124

$7,256

$7,411

$7,539

$7,679

$8,352

$9,229

$9,511

$9,575

KPI 3. Net PriceTarget - Maintain a highly affordable average annual net price


July 2017


Vision 2020 - Community CollegesOBJECTIVE 3 - AFFORDABILITY



Vision 2020 - Community CollegesObjective 4 - COMPLETION


0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75%First Year Retention Rate

Clovis CC


UNM - Taos

UNM - Gallup

Luna CC

NMSU - Dona Ana


Mesalands CC

San Juan College

NMSU - Carlsbad

UNM - Valencia

ENMU - Roswell

Santa Fe CC

UNM - Los Alamos

NMSU - Grants


NMSU - Alamogordo


ENMU - Ruidoso

70%

70%

65%

64%

62%

62%

61%

60%

60%

59%

59%

58%

57%

56%

48%

42%

42%

40%

37%

KPI 4. Retention RateTarget - Achieve an increase in first year retention rate


July 2017


Vision 2020 - Community CollegesOBJECTIVE 4 - COMPLETION




Data were not reported for New Mexico Military Institute

Source: Integrated Postsecondary Education Data System (IPEDS) - Completion Surveyhttp://nces.ed.gov/ipeds/datacenter

-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 110% 120%Change in STEM-H Awards

ENMU - Ruidoso

UNM - Los Alamos

UNM - Taos

San Juan College

Santa Fe CC

UNM - Valencia

NMSU - Dona Ana

Mesalands CC

UNM - Gallup

NMSU - Carlsbad


Luna CC


NMSU - Grants

Clovis CC

ENMU - Roswell

NMSU - Alamogordo


108%

-10%

-11%

-18%

-27%

-30%

-36%

-39%

88%

24%

24%

17%

15%

-1%

-3%

-5%

-5%

2%

KPI 6a. AwardsTarget - Achieve an annual increase in STEM-H awards

2014-15 to 2015-16

July 2017







-20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Change in Total Awards

ENMU - Ruidoso

UNM - Los Alamos

NMSU - Carlsbad

San Juan College

UNM - Taos


Mesalands CC

Santa Fe CC



UNM - Valencia

NMSU - Dona Ana


NMSU - Alamogordo

Luna CC

Clovis CC

UNM - Gallup

NMSU - Grants

ENMU - Roswell

-12%

-12%

-14%

-16%

-17%

-17%

92%

57%

45%

36%

26%

24%

12%

10%

-4%

-7%

-7%

-8%

2%

KPI 6b. AwardsTarget - Achieve an annual increase in total awards

2014-15 to 2015-16

July 2017





Vision 2020 - Community CollegesObjective 6 - DIVERSITY

Luna

CC

SW P

olyt

echn

ic In

stitu

te

UN

M -

Gal

lup

NM

SU -

Don

a A

na

NM

SU -

Gra

nts

UN

M -

Vale

ncia

UN

M -

Taos

Sant

a Fe

CC

Cen

tral

New

Mex

ico

CC

ENM

U -

Rui

doso

New

Mex

ico

Mili

tary

Inst

itute

NM

SU -

Ala

mog

ordo

NM

SU -

Car

lsba

d

Clo

vis

CC

UN

M -

Los

Ala

mos

ENM

U -

Ros

wel

l

San

Juan

Col

lege

Mes

alan

ds C

C

New

Mex

ico

Juni

or C

olle

ge

0%

10%

20%

30%

40%

50%

Per

cent

Min

ority

Fac

ulty

54%

48%46%

43%

36%34%

29% 28%26%

25% 25%23% 23%

20% 20%18%

15%

12% 11%

KPI 7. Diverse CommunityTarget - Maintain a highly diverse campus community

Fall 2015



July 2017


Vision 2020 - Community CollegesOBJECTIVE 6 - DIVERSITY



Vision 2020 - Community CollegesObjective 6 - GRANTS

Grant funding consists of federal operating grants, state operating grants, local operating grants, private operating grants, federal non-operating grants, and gift revenue.

Source: Integrated Postsecondary Education Data System (IPEDS) - 12-Month Enrollment Survey and Finance Surveyhttp://nces.ed.gov/ipeds/datacenter

-90% -80% -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Change in Grant Revenue per 12-Month Student FTE


Luna CC


San Juan College


ENMU - Ruidoso

Mesalands CC

ENMU - Roswell

UNM - Taos


Santa Fe CC

Clovis CC

UNM - Valencia

UNM - Los Alamos

UNM - Gallup

NMSU - Alamogordo

NMSU - Dona Ana

NMSU - Grants

NMSU - Carlsbad

-10.4%

-16.9%

-21.0%

-22.8%

-80.5%

89.7%

32.0%

30.1%

21.5%

14.9%

14.8%

12.6%

10.3%

10.1%

-2.6%

-7.1%

-7.6%

6.0%

0.6%

KPI 8. Grant FundingTarget - Achieve an annual increase in grant revenue per student

Fiscal Year 2013-14 to Fiscal Year 2014-15


Vision 2020 - Community CollegesOBJECTIVE 6 - GRANTS



Vision 2020 - Community ColegesObjective 9 - STAFFING

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28FTE Student per FTE Instructional Staff

UNM - Valencia


UNM - Taos

NMSU - Dona Ana

NMSU - Carlsbad

UNM - Gallup


UNM - Los Alamos

Clovis CC

San Juan College

NMSU - Alamogordo

Santa Fe CC

NMSU - Grants

ENMU - Roswell

26

23

21

20

19

19

18

18

17

17

15

13

13

12

KPI 11a. Staffing RatiosTarget - Achieve right-sized student/faculty ratio

Fall 2015

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter

Faculty data were not reported for Eastern New Mexico - Ruidoso, Luna Community College, Mesalands Community College, New Mexico Military Institute, Southwestern Indian Polytechnic Institute.

July 2017


Vision 2020 - Community CollegesOBJECTIVE 9 - STAFFING



Vision 2020 - Community CollegesObjective 9 - STAFFING

0 2 4 6 8 10 12 14 16 18 20 22 24FTE Student per Full-Time Non-instructional Staff

UNM - Los Alamos

NMSU - Dona Ana


Clovis CC

UNM - Valencia

UNM - Gallup

NMSU - Alamogordo

NMSU - Carlsbad

San Juan College

UNM - Taos

ENMU - Roswell

NMSU - Grants

ENMU - Ruidoso

Santa Fe CC

Mesalands CC


Luna CC


23.4

22.4

15.0

14.4

13.7

13.2

13.1

13.0

13.0

11.5

11.5

10.5

9.8

9.5

8.9

8.7

7.8

4.6

KPI 11b. Staffing RatiosTarget - Achieve right-sized student/staff ratio

Fall 2015

Staff data were not reported for New Mexico Military Institute.

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter July 2017







$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000Average Full-Time Faculty Salaries


UNM - Los Alamos

NMSU - Alamogordo



San Juan College


NMSU - Carlsbad

Santa Fe CC

NMSU - Dona Ana

UNM - Taos

UNM - Gallup

NMSU - Grants

ENMU - Ruidoso

Clovis CC

UNM - Valencia

Mesalands CC

ENMU - Roswell

Luna CC

$71,218

$61,127

$59,914

$59,354

$59,324

$58,866

$57,839

$57,427

$56,287

$56,223

$54,937

$54,050

$51,452

$50,414

$49,954

$47,934

$46,596

$46,051

$37,890 Median = $56,223


Fall 2015

July 2017





Vision 2020: Community CollegesObjective 10 - EFFICIENCY


KPI 13. Instruction FocusTarget - Achieve optimal instruction/I&G efficiency ratio

Fiscal Year 2014-15

July 2017

Shortname

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65%Percent of I&G Dedicated to Instruction

NMSU - Dona Ana

ENMU - Roswell


San Juan College

NMSU - Carlsbad

Santa Fe CC

UNM - Valencia

Clovis CC

NMSU - Alamogordo

UNM - Gallup

Mesalands CC

UNM - Taos

ENMU - Ruidoso



Luna CC

UNM - Los Alamos

NMSU - Grants


64%

62%

62%

62%

61%

61%

60%

60%

60%

58%

56%

53%

52%

52%

51%

50%

48%

43%

25%

KPI-13 Sheet


Vision 2020 - Community CollegesOBJECTIVE 10 - EFFICIENCY





KPI 14. Degree CostTarget - Achieve optimal I&G degree production cost efficiency

Fiscal Year 2014-15

$0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000Average Cost of Producing a Degree



NMSU - Carlsbad

NMSU - Alamogordo

Luna CC

UNM - Gallup

UNM - Los Alamos


NMSU - Grants

UNM - Taos

Santa Fe CC

UNM - Valencia

ENMU - Ruidoso

San Juan College

NMSU - Dona Ana

Mesalands CC

ENMU - Roswell


Clovis CC

$174,596

$111,409

$81,772

$75,358

$74,530

$74,196

$63,999

$61,171

$59,193

$53,673

$43,455

$37,549

$34,403

$33,155

$27,527

$24,439

$23,412

$18,691

$16,356

July 2017






Note: Southwest Polytechnic Institute was not reported.Source: Report - Space Utilization for New Mexico Higher Education Institutionshttp//nces.ed.gov/ipeds/datacenter/

KPI 15. Space UtilizationTarget - Maintain Highly Efficient Space Utilization

2015

0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200Square Foot per Student FTE

UNM - Los Alamos

Luna CC


Mesalands CC

NMSU - Grants

ENMU - Roswell

NMSU - Alamogordo


UNM - Valencia

Clovis CC

ENMU - Ruidoso

San Juan College

Santa Fe CC

NMSU - Carlsbad


UNM - Gallup

UNM - Taos

NMSU - Dona Ana

1,159

817

727

572

505

441

434

423

345

338

286

269

269

248

210

192

152

128

July 2017





Vision 2020 - Community CollegesObjective 1 - ENROLLMENT

-22% -20% -18% -16% -14% -12% -10% -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12% 14%Change in Student FTE

UNM - Los Alamos

UNM - Gallup


Luna CC

NMSU - Carlsbad

NMSU - Dona Ana

UNM - Taos


UNM - Valencia

Mesalands CC

San Juan College

Santa Fe CC

Clovis CC

ENMU - Roswell

NMSU - Grants


NMSU - Alamogordo

ENMU - Ruidoso

-12.8%

-14.2%

-15.4%

-15.8%

-17.4%

-17.8%

-18.6%

11.0%

-1.2%

-4.5%

-4.6%

-5.3%

-5.8%

-6.3%

-7.7%

6.0%

3.6%

1.3%

KPI 1. Enrollment GrowthTarget - Achieve and maintain stable enrollment growth


FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment.Data were not reported for New Mexico Military Institute.

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Surveyhttp://nces.ed.gov/ipeds/datacenter July 2017


Vision 2020 - Community CollegesOBJECTIVE 1 - ENROLLMENT



Vision 2020 - Community CollegesObjective 2 - ACCESS


0% 10% 20% 30% 40% 50% 60% 70%Percent of Students Receiving Pell Grants


UNM - Gallup

NMSU - Dona Ana

NMSU - Grants

NMSU - Alamogordo

UNM - Valencia


NM Military Institute

UNM - Taos

San Juan College

Santa Fe CC

Luna CC

Clovis CC

NMSU - Carlsbad

ENMU - Roswell

ENMU - Ruidoso


Mesalands CC

UNM - Los Alamos

65%

56%

51%

47%

46%

39%

36%

33%

32%

31%

31%

30%

28%

28%

27%

21%

17%

16%

12%

KPI 2. Pell RecipientsTarget -Maintain high accessibility to low income students


July 2017


Vision 2020 - Community CollegesOBJECTIVE 2 - ACCESS



Vision 2020 - Community CollegesObjective 3 - AFFORDABILITY


$0 $2,000 $4,000 $6,000 $8,000 $10,000Average Net Price


NMSU - Grants

San Juan College

UNM - Valencia

Luna CC

NMSU - Dona Ana


ENMU - Roswell

UNM - Gallup

NMSU - Alamogordo

UNM - Los Alamos


Mesalands CC

UNM - Taos

NMSU - Carlsbad


Clovis CC

ENMU - Ruidoso

Santa Fe CC

$3,846

$5,257

$5,724

$5,726

$6,499

$6,537

$6,676

$6,772

$6,998

$7,089

$7,124

$7,256

$7,411

$7,539

$7,679

$8,352

$9,229

$9,511

$9,575

KPI 3. Net PriceTarget - Maintain a highly affordable average annual net price


July 2017


Vision 2020 - Community CollegesOBJECTIVE 3 - AFFORDABILITY





0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75%First Year Retention Rate

Clovis CC


UNM - Taos

UNM - Gallup

Luna CC

NMSU - Dona Ana


Mesalands CC

San Juan College

NMSU - Carlsbad

UNM - Valencia

ENMU - Roswell

Santa Fe CC

UNM - Los Alamos

NMSU - Grants


NMSU - Alamogordo


ENMU - Ruidoso

70%

70%

65%

64%

62%

62%

61%

60%

60%

59%

59%

58%

57%

56%

48%

42%

42%

40%

37%

KPI 4. Retention RateTarget - Achieve an increase in first year retention rate


July 2017






Data were not reported for New Mexico Military Institute


-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 110% 120%Change in STEM-H Awards

ENMU - Ruidoso

UNM - Los Alamos

UNM - Taos

San Juan College

Santa Fe CC

UNM - Valencia

NMSU - Dona Ana

Mesalands CC

UNM - Gallup

NMSU - Carlsbad


Luna CC


NMSU - Grants

Clovis CC

ENMU - Roswell

NMSU - Alamogordo


108%

-10%

-11%

-18%

-27%

-30%

-36%

-39%

88%

24%

24%

17%

15%

-1%

-3%

-5%

-5%

2%

KPI 6a. AwardsTarget - Achieve an annual increase in STEM-H awards

2014-15 to 2015-16

July 2017







-20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Change in Total Awards

ENMU - Ruidoso

UNM - Los Alamos

NMSU - Carlsbad

San Juan College

UNM - Taos


Mesalands CC

Santa Fe CC



UNM - Valencia

NMSU - Dona Ana


NMSU - Alamogordo

Luna CC

Clovis CC

UNM - Gallup

NMSU - Grants

ENMU - Roswell

-12%

-12%

-14%

-16%

-17%

-17%

92%

57%

45%

36%

26%

24%

12%

10%

-4%

-7%

-7%

-8%

2%

KPI 6b. AwardsTarget - Achieve an annual increase in total awards

2014-15 to 2015-16

July 2017





Vision 2020 - Community CollegesObjective 6 - DIVERSITY

Luna

CC

SW P

olyt

echn

ic In

stitu

te

UN

M -

Gal

lup

NM

SU -

Don

a A

na

NM

SU -

Gra

nts

UN

M -

Vale

ncia

UN

M -

Taos

Sant

a Fe

CC

Cen

tral

New

Mex

ico

CC

ENM

U -

Rui

doso

New

Mex

ico

Mili

tary

Inst

itute

NM

SU -

Ala

mog

ordo

NM

SU -

Car

lsba

d

Clo

vis

CC

UN

M -

Los

Ala

mos

ENM

U -

Ros

wel

l

San

Juan

Col

lege

Mes

alan

ds C

C

New

Mex

ico

Juni

or C

olle

ge

0%

10%

20%

30%

40%

50%

Per

cent

Min

ority

Fac

ulty

54%

48%46%

43%

36%34%

29% 28%26%

25% 25%23% 23%

20% 20%18%

15%

12% 11%

KPI 7. Diverse CommunityTarget - Maintain a highly diverse campus community

Fall 2015



July 2017


Vision 2020 - Community CollegesOBJECTIVE 6 - DIVERSITY



Vision 2020 - Community CollegesObjective 6 - GRANTS

Grant funding consists of federal operating grants, state operating grants, local operating grants, private operating grants, federal non-operating grants, and gift revenue.

Source: Integrated Postsecondary Education Data System (IPEDS) - 12-Month Enrollment Survey and Finance Surveyhttp://nces.ed.gov/ipeds/datacenter

-90% -80% -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Change in Grant Revenue per 12-Month Student FTE


Luna CC


San Juan College


ENMU - Ruidoso

Mesalands CC

ENMU - Roswell

UNM - Taos


Santa Fe CC

Clovis CC

UNM - Valencia

UNM - Los Alamos

UNM - Gallup

NMSU - Alamogordo

NMSU - Dona Ana

NMSU - Grants

NMSU - Carlsbad

-10.4%

-16.9%

-21.0%

-22.8%

-80.5%

89.7%

32.0%

30.1%

21.5%

14.9%

14.8%

12.6%

10.3%

10.1%

-2.6%

-7.1%

-7.6%

6.0%

0.6%

KPI 8. Grant FundingTarget - Achieve an annual increase in grant revenue per student

Fiscal Year 2013-14 to Fiscal Year 2014-15


Vision 2020 - Community CollegesOBJECTIVE 6 - GRANTS



Vision 2020 - Community ColegesObjective 9 - STAFFING

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28FTE Student per FTE Instructional Staff

UNM - Valencia


UNM - Taos

NMSU - Dona Ana

NMSU - Carlsbad

UNM - Gallup


UNM - Los Alamos

Clovis CC

San Juan College

NMSU - Alamogordo

Santa Fe CC

NMSU - Grants

ENMU - Roswell

26

23

21

20

19

19

18

18

17

17

15

13

13

12

KPI 11a. Staffing RatiosTarget - Achieve right-sized student/faculty ratio

Fall 2015

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter

Faculty data were not reported for Eastern New Mexico - Ruidoso, Luna Community College, Mesalands Community College, New Mexico Military Institute, Southwestern Indian Polytechnic Institute.

July 2017






0 2 4 6 8 10 12 14 16 18 20 22 24FTE Student per Full-Time Non-instructional Staff

UNM - Los Alamos

NMSU - Dona Ana


Clovis CC

UNM - Valencia

UNM - Gallup

NMSU - Alamogordo

NMSU - Carlsbad

San Juan College

UNM - Taos

ENMU - Roswell

NMSU - Grants

ENMU - Ruidoso

Santa Fe CC

Mesalands CC


Luna CC


23.4

22.4

15.0

14.4

13.7

13.2

13.1

13.0

13.0

11.5

11.5

10.5

9.8

9.5

8.9

8.7

7.8

4.6

KPI 11b. Staffing RatiosTarget - Achieve right-sized student/staff ratio

Fall 2015

Staff data were not reported for New Mexico Military Institute.

Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Surveyhttp://nces.ed.gov/ipeds/datacenter July 2017







$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000Average Full-Time Faculty Salaries


UNM - Los Alamos

NMSU - Alamogordo



San Juan College


NMSU - Carlsbad

Santa Fe CC

NMSU - Dona Ana

UNM - Taos

UNM - Gallup

NMSU - Grants

ENMU - Ruidoso

Clovis CC

UNM - Valencia

Mesalands CC

ENMU - Roswell

Luna CC

$71,218

$61,127

$59,914

$59,354

$59,324

$58,866

$57,839

$57,427

$56,287

$56,223

$54,937

$54,050

$51,452

$50,414

$49,954

$47,934

$46,596

$46,051

$37,890 Median = $56,223


Fall 2015

July 2017







KPI 13. Instruction FocusTarget - Achieve optimal instruction/I&G efficiency ratio

Fiscal Year 2014-15

July 2017

Shortname

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65%Percent of I&G Dedicated to Instruction

NMSU - Dona Ana

ENMU - Roswell


San Juan College

NMSU - Carlsbad

Santa Fe CC

UNM - Valencia

Clovis CC

NMSU - Alamogordo

UNM - Gallup

Mesalands CC

UNM - Taos

ENMU - Ruidoso



Luna CC

UNM - Los Alamos

NMSU - Grants


64%

62%

62%

62%

61%

61%

60%

60%

60%

58%

56%

53%

52%

52%

51%

50%

48%

43%

25%

KPI-13 Sheet







KPI 14. Degree CostTarget - Achieve optimal I&G degree production cost efficiency

Fiscal Year 2014-15

$0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000Average Cost of Producing a Degree



NMSU - Carlsbad

NMSU - Alamogordo

Luna CC

UNM - Gallup

UNM - Los Alamos


NMSU - Grants

UNM - Taos

Santa Fe CC

UNM - Valencia

ENMU - Ruidoso

San Juan College

NMSU - Dona Ana

Mesalands CC

ENMU - Roswell


Clovis CC

$174,596

$111,409

$81,772

$75,358

$74,530

$74,196

$63,999

$61,171

$59,193

$53,673

$43,455

$37,549

$34,403

$33,155

$27,527

$24,439

$23,412

$18,691

$16,356

July 2017






Note: Southwest Polytechnic Institute was not reported.Source: Report - Space Utilization for New Mexico Higher Education Institutionshttp//nces.ed.gov/ipeds/datacenter/

KPI 15. Space UtilizationTarget - Maintain Highly Efficient Space Utilization

2015

0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200Square Foot per Student FTE

UNM - Los Alamos

Luna CC


Mesalands CC

NMSU - Grants

ENMU - Roswell

NMSU - Alamogordo


UNM - Valencia

Clovis CC

ENMU - Ruidoso

San Juan College

Santa Fe CC

NMSU - Carlsbad


UNM - Gallup

UNM - Taos

NMSU - Dona Ana

1,159

817

727

572

505

441

434

423

345

338

286

269

269

248

210

192

152

128

July 2017



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Transcript of Vision 2020 STRATEGIC PLAN › wp-content › uploads › sites › 13 › 2018 › 02 › … ·...