Vision 2020 NMSU A Caring Community Transforming Lives Through Discovery
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1 Vision 2020 Strategic Plan Adopted 7/21/2015 Vision 2020 NMSU A Caring Community Transforming Lives Through Discovery 12/22/2015 1
2 Vision 2020 Strategic Plan Mission New Mexico State University is the state s landgrant university, serving the educational needs of New Mexico s diverse population through comprehensive programs of education, research, extension education, and public service. Vision New Mexico State University 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. Position NMSU is uniquely positioned, through its geography, demographics, and mission to draw together diverse peoples, thoughts, cultures, knowledge, and curriculum in reimagining the land-grant research institution of the future. Its stature as a Hispanic-serving, Carnegie high research, community-engaged, land-grant institution with an international border provides the institution with opportunities to redefine the traditional instruction, research, and service mission in new ways, capitalizing on the ideas, energy, and collaborative spirit of faculty, staff, and students. Peer Institutions New Mexico State University s peer institutions were redefined during the Living the Vision strategic planning initiative to be more reflective of like institutions. Predominantly western land-grant institutions, the list also includes regional competitors. Colorado State University Iowa State University Kansas State University Montana State University Oklahoma State University Oregon State University Texas Tech University University of Arizona University of Idaho University of Nevada Reno University of New Mexico University of Texas El Paso University of Wyoming Utah State University Washington State University Quartiles NMSU focuses on achieving excellence among 30 key performance indicators. Targets are defined based on placement within a given quartile in the 16-member peer group. Quartiles are defined at the points that divide the peer group into four equal 4-member sets. Q1 Top quartile 0-25% Rank 1-4 Second quartile 25-50% Rank 5-8 Q3 Third quartile 50-75% Rank 9-12 Q4 Bottom quartile % Rank /22/2015 2
3 Vision 2020 Strategic Plan New Mexico State University A Caring Community Transforming Lives through Discovery Message from the Chancellor It is indeed a transformative time for higher education in general, and New Mexico State University in particular. At this time we see discoveries being made across all levels and ranges of the institution. The institution is actively redefining what it means to operate as a fully functioning and interdependent system, all set within the framework of what is best for the students we serve. Faculty are currently engaged in defining common academic standards for coursework. The institution is responding to significant changes in support for research at the state and federal levels. We are forging new ways to attract benefactors and realize non-traditional revenues. And most importantly, faculty are examining the content and outcomes of academic programs within the context of the world our students might discover throughout their lifetimes. NMSU is responding to these challenges by becoming a more dynamic, streamlined, and nimble organization with greater expectations for student success and graduation. This transformation requires an allhands-on-deck approach, and I must say I m very impressed by the thoughtful, engaged approach I see among our faculty and staff several hundred having participated in planning forums. We too are fortunate to have student leaders both committed and adept in helping pave the path forward. Throughout my long journey with New Mexico State I ve seen significant changes, but perhaps none more instrumental than the changes we action now. I look forward to our collective opportunities to assist in positively transforming those lives entrusted to our care. Garrey Carruthers, PhD Chancellor New Mexico State University Hispanic Serving Institution 12/22/2015 3
4 Vision 2020 Strategic Plan VISION 2020 GOALS 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. 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. 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. Economic Development and Community Engagement Drive 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. Resource Stewardship Optimize resources to effectively support teaching, research, and service NMSU is a highly effective and efficient institution, but 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. 12/22/2015 4
5 Vision 2020 NMSU Community Colleges Vision 2020 The NMSU System Strategic Plan For the first time, New Mexico State University community colleges are specifically included in the Vision 2020 Strategic Plan. The Vision 2020 plan is now NMSU s system plan. NMSU community colleges share the same mission, vision and goals as the Las Cruces campus: 1 Academics & Graduation 2 Diversity & Internationalization 3 Research & Creative Activity 4 Economic Development & Community Engagement 5 Resource Stewardship Like NMSU colleges and divisions, each community college has a unique strategic plan guiding efforts, which is closely aligned with the Vision 2020 Strategic Plan. In addition, NMSU community colleges have a common set of objectives, strategies and key performance indicators. These objectives, strategies and KPIs are highly correlated with those of the Las Cruces campus, however, they reflect the community college charge, and are differentiated by benchmark comparison with two-year peer institutions: the New Mexico public community colleges. Community College Peer Institutions The 17 New Mexico public community colleges, exclusive of tribal and military colleges, comprise the peer group: NMSU Alamogordo Campus NMSU Carlsbad Campus NMSU Dona Ana Campus NMSU Grants Campus Eastern NM Roswell Campus Eastern NM Ruidoso Campus UNM Gallup Campus UNM Los Alamos Campus UNM Taos Campus UNM Valencia County Campus Clovis Community College Central NM Community College Luna Community College Mesalands Community College New Mexico Junior College San Juan College Santa Fe Community Quartile targets are defined in a similar fashion as for the Las Cruces Campus described above: Q1 - Top quartile, Q4 Bottom quartile
6 Vision 2020 Goals Strategies 1 Enrollment. Create a strategic enrollment management council to develop and implement student recruitment and retention plans. 2 Proactive advising. Implement assertive and targeted freshman and sophomore advising, faculty and peer mentoring, six week grading, early risk identification, and intervention to dramatically improve graduation rates and time to complete. 3 Aid disbursement. Investigate and implement alternate disbursement mechanisms to reduce indebtedness and default. 4 Completion paths. Adopt a 120 credit minimum degree standard, and provide streamlined four year completion paths for every degree program. Evaluate opportunities to more effectively leverage the summer term to achieve more timely graduation. 5 Learning assessment. Support and annually evaluate, assess, and commend the effectiveness of imparting knowledge, skills, and abilities. 6 Program review. Complete periodic, in-depth program reviews, including a library assessment of collections, for non-accredited programs. The institution, college, and department will agree to recommended actions, innovations, and timeline, and evaluate progress annually. Objectives 1. Academics and Graduation Provide stellar programs, instruction, and services to achieve timely graduation Key Performance Indicators 1 Enrollment KPI 1 - Enrollment Growth KPI 2 - Graduate Enrollment Achieve 1% undergraduate and 3% graduate student FTE growth Achieve 20% graduate enrollment 2 Access KPI 3 - Pell Recipients Maintain low income accessibility of 45% + students receiving Pell grants Campus / System 3 Affordability KPI 4 - Net Price Maintain a highly affordable average annual net price in quartile 1. 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 80% first year retention rate Enhance graduation rates: 30% 4-Yr, 45% 5-Yr, 55% 6-Yr Maintain a 4 point net positive value-added graduation rate Achieve a complementary mix of 50% STEM, Health and Business degrees and 50% non-stem-h-b degrees 5 - Debt KPI 9 - Default Rate Steadily decrease the system student loan default rate by 1% annually 12/22/ System Target Quartile UG-Q3 GR- Q1 Q1 //Q3 Median Q3
7 Vision 2020 Goals 2. Diversity and Internationalization Provide a diverse academic environment supportive of a global society Strategies 7 Constituent diversity and internationalization. Maintain Hispanic Serving Institution designation. Engage the campus community in welcoming and recognizing faculty, staff, and student diversity and internationalization across disciplines and units, and develop recruitment and retention efforts as appropriate. Enhance engagement of the Native American population, in particular, to further resemble the New Mexico population. 8 Program diversity and internationalization. Assess, enhance, and promote the diversity and international focus of programs, curriculum and services to increasingly foster cross-cultural awareness, internationalization, collaboration, communication and opportunity. 9 Global opportunities. Capitalize on the diverse and international nature of the campus, community, state, and region to realize greater international study, research, scholarship, collaboration, extension, outreach, service, and engagement, focusing on areas of opportunity such as Latin America and China. Objectives Key Performance Indicators 6 - Diversity KPI 10 - Diverse Community Maintain a highly diverse campus community (faculty 25%+, exempt staff 35%+, non-exempt staff 50%+, student body 50%+) Campus / System Target Quartile Q1 7 - Internationalization KPI 11 International Presence Achieve increasing internationalization and global presence (incoming international students 6%+) 12/22/2015 7
8 Vision 2020 Goals 3. Research and Creative Activity Promote discovery, encourage innovation, and inspire creative achievement Strategies 10 Research collaboration. Adapt to a highly competitive research environment through strategic partnerships with regional, national, and international institutions, governments, laboratories, and industries. Promote consortia such as the NM Consortium, NM Collaborative Research and Development Council, Borderplex Alliance, Mountain West Consortium, Central and Southern Plains Research Consortium. Leverage and integrate laboratories, research centers, and experiment stations to realize new research and development projects. 11 Research capabilities. Enhance research visibility by attracting and rewarding high profile researchers. Enrich research facilities, resources, and instrumentation, targeting investment toward research strengths. Through mentoring, advance emerging research and creative activity. 12 Student research. Examine opportunities to optimize graduate assistant financial support. Foster student innovation and entrepreneurship through graduate and undergraduate engagement in independent study, internships, conferences, work experiences, and access to research faculty, equipment, technology, and facilities. Objectives Key Performance Indicators 8 - Research KPI 12 - Proposals KPI 13 - Researchers KPI 14 - Research Funding Achieve 5% annual growth in submitted proposal dollars Achieve 1% annual increase in externally funded researchers Maintain $150,000 average funded research expenditures per tenure system faculty 9 - Scholarship KPI 15 - Publications & Creativity Achieve 1% annual increase in publications and creative works per faculty Campus / System Target Quartile June 19, 12/22/ DRAFT 87
9 Vision 2020 Goals 4. Economic Development & Community Engagement Strategies Drive economic, social, educational, and community development 13 Innovation. Spark innovation through internal performance based awards and external research funding Economic development. Streamline research commercialization. Cultivate commercial partners. Engage statewide resources to spark business development. 15 Community engagement. Maintain Carnegie Foundation Community Engagement Classification and APLU Innovation and Economic Prosperity University designation. Develop and implement a plan to enhance, effectively capture, and promote community engagement activities, impacts, and outcomes. Share the results and impact of research. 16 Career development. Align programs with career opportunities to prepare internationally competitive and entrepreneurial graduates. Enhance relationships with industry, and advance internships and other career opportunities. 17 Marketing. Develop and implement a communication and marketing plan to showcase, capitalize on, and gain recognition for programs, achievements, and innovations. Objectives Key Performance Indicators 10 Engagement KPI 16 - Student Innovation KPI 17 - Commercial Engagement KPI 18 - Community Engagement 11 Employment KPI 19 Student Employment KPI 20 Career Placement KPI 21 Alumni Earnings 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 Achieve 2% annual increase in students employed (on-campus and off-campus work-study) Achieve a 75% career placement rate (to include graduate school) Maintain top 100 Brookings value-added mid-career earnings 12 Prominence KPI 22 - Rankings Achieve and maintain top 100 Washington Monthly academic prominence composite ranking of social mobility, research, and service Campus / System Target Quartile Q1 12/22/2015 9
10 Vision 2020 Goals 5. Resource Stewardship Optimize resources to effectively support teaching, research, and service Strategies 18 Academic Innovation. Engage faculty in curriculum innovation, program planning, skill development, resource evaluation, productivity analysis, and space planning Philanthropy. Realize greater philanthropy through enhanced donor identification, cultivation, marketing, stewardship, and retention. 20 Alternative revenue. Optimize revenue from resource holdings and leverage public-private partnerships. Seize opportunities to positively influence state funding. 21 Staffing. Optimize workforce size and distribution across academic and administrative functions through an external staffing analysis. Realize additional opportunities for on-campus student employment. Advance leadership, professional development, and succession planning. 22 Compensation. Strategically invest in faculty and staff compensation. 23 Space. Effectively administer classroom, research, and administrative space, facilities, and technology with the assistance of electronic room scheduling. 24 Administration and Support Services. Transform NMSU into a 21 st Century Institution through benchmarking, review, and implementation of best practices in effective and efficient administrative and support service programs, including shared service centers, and other streamlined organizational strategies. 25 Athletics. Adapt to new NCAA financial policies. Realize greater revenue self-sufficiency. Objectives Key Performance Indicators Campus / System Target Quartile 13 Philanthropy KPI 23 - Alumni Giving KPI 24 - Gift Revenue KPI 25 Endowment Achieve 8% VSE-defined alumni giving rate Achieve $1,650 annual gift revenue per student Achieve endowment value of $12,000 per student System System System Q3 Q3 14 Staffing KPI 26 - Staffing Ratios KPI 27 Compensation Achieve right sized student/faculty and student/staff ratios Achieve competitive average faculty salaries Median Median 15 Efficiency KPI 28 - Instruction Focus KPI 29 - Degree Cost KPI 30 - Athletic Self-Sufficiency Achieve optimal instruction/i&g efficiency ratio of 55% Achieve optimal I&G degree production cost efficiency in quartile 1. Achieve 40% athletic revenue self sufficiency Q1 Q1 12/22/
11 Vision 2020 Goals Academics & Graduation Diversity & Internationalization Research & Creative Activity Economic Development & Community Engagement Resource Stewardship NMSU - Las Cruces Campus p. 11 Objectives Key Performance Indicators Target 1 Enrollment KPI 1 Enrollment Growth Achieve 1% undergraduate and 3% graduate student FTE growth Q3/ KPI 2 Graduate Enrollment Achieve 20% graduate enrollment Q1 2 Access KPI 3 Pell Recipients Maintain low-income accessibility of 45% + students receiving Pell grants Q1 3 Affordability KPI 4 Net Price Maintain a highly affordable average annual net price in quartile 1 Q1 KPI 5 Retention Rate Achieve an 80% first year retention rate KPI 6 4/5/6 Year Graduation Rates Enhance graduation rates: 30% 4-yr, 45% 5-yr, 55% 6-yr //Q3 4 Completion KPI 7 Value Add Graduation Rate Maintain a 4 point net positive value-added graduation rate KPI 8 STEM-H-B Degrees Achieve a complementary mix of 50% STEM, Health and Business degrees Median and 50% non-stem-h-b degrees 5 Debt KPI 9 Default Rate Steadily decrease the system student loan default rate by 1% annually Q3 (8%) 6 Diversity KPI 10 Diverse Community Maintain a highly diverse campus community (faculty 25%+, exempt staff Q1 35%+, non-exempt staff 50%+, student body 50%+) 7-Internationalization KPI 11 International Presence Achieve increasing internationalization, global presence: international 6%+ KPI 12 Proposals Achieve 5% annual growth in submitted proposal dollars 8 Research KPI 13 Researchers Achieve 1% annual increase in externally funded researchers KPI 14 Research Funding Maintain $150K average funded research expenditures per tenure system faculty 9 Scholarship KPI 15 Publications & Creativity Achieve 1% annual increase in publications and creative works per faculty KPI 16 Student Innovation Achieve 2% annual increase in student research and innovation: 10 Engagement employment, Arrowhead programs, and work-based learning KPI 17 Commercial Engagement Maintain 1% growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships KPI 18 Community Engagement Maintain 1% increase in the impact of community engagement, extension, outreach, and service KPI 19 Student Employment Achieve 2% annual increase in students employed (on-campus and offcampus work-study) 11 Employment KPI 20 Career Placement Achieve a 75% career placement rate (to include graduate school) KPI 21 Alumni Earnings Maintain top 100 Brookings value-added mid-career earnings Q1 12 Prominence KPI 22 - Rankings Achieve and maintain top 100 Washington Monthly academic prominence 13 Philanthropy 14 Staffing 15 Efficiency composite ranking of social mobility, research, and service KPI 23 Alumni Giving Achieve 8% VSE-defined alumni giving rate KPI 24 Gift Revenue Achieve $1,650 annual gift revenue per student Q3 KPI 25 Endowment Achieve endowment value of $12,000 per student Q3 KPI 26 Staffing Ratios Achieve right sized student/faculty and student/staff ratios Median KPI 27 Compensation Achieve competitive average faculty salaries Median KPI 28 Instruction Focus Achieve optimal instruction/i&g efficiency ratio of 55% Q1 KPI 29 Degree Cost Achieve optimal I&G degree production cost efficiency in quartile 1 Q1 KPI 30 Athletic Self-Sufficiency Achieve 40% athletic revenue self-sufficiency
12 Vision 2020 NMSU Community College Strategies *1 Enhance recruitment, advising, and retention. *2 Reduce loan default. *3 Develop innovative and online educational opportunities. *4 Enhance completion rates and time to complete. 5 Evaluate developmental education models and scale programs. 6 Expand internship opportunities 7 Increase pass rates. 8 Increase 2 -> 4 year transitions. 9 Increase job placement rates. 10 Expand training alliances with local and regional businesses. 11 Increase fundraising events, donors, and donations received. * Priorities 12/22/2015
13 Vision 2020 NMSU Community College Objectives and KPIs Vision 2020 Goals NMSU Community Colleges Objectives Key Performance Indicators 1 - Enrollment KPI 1 - Enrollment Growth Achieve and maintain stable enrollment growth Academics & Graduation 2 - Access KPI 2 - Pell Recipients Maintain high accessibility to low income students (Pell grants) 3 - Affordability KPI 3 - Net Price Maintain a highly affordable average annual net price 4 - Completion KPI 4 - Retention Rate KPI 5 - Transfer Rate KPI 6 Awards Achieve an increase in first year retention rate Achieve an increase in branchfer/transfer out rates Achieve an annual increase in STEM-H and total awards Diversity & Internationalization Research & Creative Activity Economic Development & Community Engagement 5 - Diversity KPI 7 - Diverse Community Maintain a highly diverse campus community 6 - Grants KPI 8 - Grant Funding Achieve an annual increase in grant revenue per student 7 - Workforce KPI 9 - Contract Training Achieve an annual increase in contract training hours 8 Philanthropy KPI 10 Gift Revenue Achieve increased revenue through fundraising Resource Stewardship 9 - Staffing KPI 11 - Staffing Ratios KPI 12 Compensation 10 - Efficiency KPI 13 - Instruction Focus KPI 14 - Award Cost KPI 15 - Space Utilization Achieve right sized student/faculty and student/staff ratios Achieve competitive average faculty salaries Achieve optimal instruction/i&g efficiency ratio Achieve optimal I&G award production cost efficiency Maintain highly efficient space utilization (sqft per FTE)
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