New Mexico State University. Vision 2020 STRATEGIC PLAN. All About Discovery! New Mexico State University nmsu.edu Approved October 2017 Vision

Vision 2020 STRATEGIC PLAN All About Discovery! New Mexico State University nmsu.edu Approved October 2017 Vision 2020 1

Vision 2020 TABLE 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 Approved October 2017 Vision 2020 2

Vision 2020 MISSION, VISION, AND VALUES Mission 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. Vision 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. Values Diversity and Inclusion Accountability Excellence Discovery Engagement Adopted December 2016 Approved October 2017 Vision 2020 3

Vision 2020 GOALS 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. KPIs: Academics and Graduation Regent s Pillars: KPI 1, 2, 5, & 6a, b, c Objectives Key Performance Indicators Target Campus / System Target Quartile 1 - Enrollment KPI 1 Enrollment Growth Achieve 18,000 student headcount enrollment LC Q3 KPI 2 Graduate Enrollment Achieve 21% graduate enrollment 2 - Access KPI 3 Pell Recipients Maintain low income accessibility of 40 students receiving Pell grants 3 - Affordability KPI 4 - Net Price Maintain a highly affordable average annual net price in quartile 1 4 - Completion KPI 5 Retention Rate Achieve an 83% first year retention rate LC LC LC LC Q1 Q1 Q1 Q1 KPI 6 4/5/6 Yr Graduation Rates Enhance graduation rates: 39% 4-Yr, 59% 5-Yr, 63% 6-Yr LC Q1/Q1/Q2 KPI 7 - Value Add Grad Rate Maintain a net positive value-added graduation rate LC Q3 KPI 8 STEM-H-B Degrees 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 student loan default rate by 1% annually LC LC Median Q3 Approved October 2017 Vision 2020 4

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. KPIs: Diversity and Internationalization Objectives Key Performance Indicators Target 1 - Diversity KPI 10 Diverse Community Maintain a highly diverse campus community (faculty 25%+, exempt staff 35%+, non-exempt staff 50%+, student body 50%+) 2 - Internationalization KPI 11 International Presence Achieve increasing internationalization and global presence (incoming international students 6%+) Campus / System LC LC Target Quartile Q1 Q2 Approved October 2017 Vision 2020 5

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. KPIs: Research and Creative Activity Regent s Pillars: KPI 14 Objectives Key Performance Indicators Target Campus / System Target Quartile 8 - Research KPI 12 Proposals Achieve 5% annual growth in submitted proposal dollars LC Internal KPI 13 Researchers Achieve 1% annual increase in externally funded researchers LC Internal KPI 14 Researcher Funding Achieve $150 million in annual funded research expenditures 9 - Scholarship KPI 15 Publications & Creativity Achieve 1% annual increase in publications and creative works per faculty LC LC Q2 Internal Approved October 2017 Vision 2020 6

Goal 4: 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. KPIs: Economic Development and Community Engagement Regent s Pillars: KPI 19, 20 Objectives Key Performance Indicators Target Campus / System Target Quartile 10 - Engagement KPI 16 Student Innovation Achieve 2% annual increase in student research and innovation: employment, Arrowhead programs, and workbased learning LC Internal KPI 17 Commercial Engagement Maintain 1% growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships LC Internal KPI 18 Community Engagement Maintain 1% increase in the impact of community engagement, extension, outreach, and service LC Internal 11 - Employment KPI 19 Experiential Learning Achieve 100% Experiential Learning LC Internal KPI 20 Career Placement Achieve an 80% career placement rate (excluding graduate school) LC Internal Approved October 2017 Vision 2020 7

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. KPIs: Resource Stewardship Regent s Pillars: KPI 23 Objectives Key Performance Indicators Target Campus / System Target Quartile 13 - Philanthropy KPI 21 Alumni Giving Achieve 10% alumni giving rate System Q1 KPI 22 Endowment Achieve endowment value of $12,000 per student LC Q3 14 - Staffing KPI 23 Staffing Ratios Achieve right sized student/faculty and student/staff ratios LC Median KPI 24 Compensation Achieve competitive average faculty salaries LC Median 15 - Efficiency KPI 25 Instruction Focus Achieve instruction/i&g efficiency ratio of 55% LC Q1 KPI 26 Degree Cost Achieve I&G degree production cost efficiency in quartile 1 LC Q1 KPI 27 Athletic Self-Sufficiency Achieve 40% athletic revenue self-sufficiency LC Q2 Approved October 2017 Vision 2020 8

Vision 2020 2016 2017 KEY PERFORMANCE INDICATORS SUMMARY Goal KPI 1 1: Achieve 18,000 student headcount; grow undergraduate enrollment by 1%; grow graduate enrollment by 3% Target Quartile Campus Current Performance UG: Q3 GR: 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: $10,501 5: 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: Q1 6-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 million 15: Achieve 1% annual increase in publications and creative works per faculty Internal Las Cruces -14% Approved October 2017 Vision 2020 9

Goal KPI 4 16: Achieve 2% annual increase in student research and innovation: employment, Arrowhead programs, and work-based learning 17: Maintain 1% growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships 18: Maintain 1% increase in the impact of community engagement, extension, outreach, and service Target Quartile Campus Current Performance Internal Las Cruces Increases in all categories Internal Las Cruces Increases in all categories 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 updated 21: 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 6.1 24: Achieve $1,650 annual gift revenue per student System $1,487 25: Achieve endowment value of $12,000 per student System $19,313 26: Achieve right-sized student/faculty and student/staff ratios Median Las Cruces Student to faculty: 17 Student to staff: 5.7 27: Achieve competitive average faculty salaries Median Las Cruces $80,374, <median 28: 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 $57,633 30: Achieve 40% athletic revenue self-sufficiency Q2 Las Cruces 30.7% Approved October 2017 Vision 2020 10

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 1 - ENROLLMENT KPI 1. Enrollment Target - Achieve enrollment of 18,000 by 2020 Fall 2015 Arizona 42,595 Texas Tech Iowa State 35,859 35,714 Colorado State Washington State Oregon State Utah State UNM 30,614 29,686 29,576 28,622 27,285 Oklahoma State 25,930 NMSU Enrollment Trend Fall 2012 to Fall 2017 Kansas State UTEP Nevada NMSU Montana State 15,490 15,236 20,898 24,146 23,397 Total Enrollment 15K 10K 5K 17,651 16,765 15,829 15,490 14,852 14,432 Wyoming 12,648 0K Idaho 11,372 2011 2012 2013 2014 2015 2016 2017 2018 0K 2K 4K 6K 8K 10K 12K 14K 16K 18K 20K 22K 24K 26K 28K 30K 32K 34K 36K 38K 40K 42K 44K 46K Enrollment Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 11

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 1 - ENROLLMENT KPI 1a. Enrollment Growth - Undergraduate Target - Achieve 1% undergraduate student FTE growth - Q3 Fall 2014 to Fall 2015 Nevada Utah State 6.3% 6.3% Iowa State 4.5% Montana State 3.4% Washington State 2.6% Texas Tech 2.1% Colorado State UTEP 1.3% 1.5% Undergraduate Enrollment Trend Fall 2012 to Fall 2017 Oregon State 1.2% 14,276 Oklahoma State Wyoming Arizona Kansas State -2.0% 0.9% 0.6% 0.5% Undergraduate Enrollment 14K 12K 13,582 12,784 12,526 12,027 11,713 UNM -2.0% 10K NMSU -2.2% 2012 2013 2014 2015 2016 2017 Idaho -3.2% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% Change in Undergraduate FTE Note: FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment. Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 12

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 1 - ENROLLMENT KPI 1b. Enrollment Growth - Graduate Target - Achieve 3% graduate student FTE growth - Q1 Fall 2014 to Fall 2015 Washington State 6.7% Iowa State 5.6% Nevada 1.8% Texas Tech Oregon State 0.2% 0.5% Arizona -0.3% Utah State UNM Wyoming -1.3% -1.5% -0.8% Graduate Enrollment Trend Fall 2012 to Fall 2017 UTEP -1.6% 3,500 3,375 NMSU Kansas State Oklahoma State -4.5% -3.8% -2.6% Graduate Enrollment 3,000 3,183 3,045 2,964 Montana State -4.6% 2,825 Idaho -7.2% 2,500 2,719 Colorado State -7.6% 2012 2013 2014 2015 2016 2017-8% -7% -6% -5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5% 6% 7% 8% Change in Graduate FTE Note: FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment. Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 13

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 1 - ENROLLMENT KPI 2. Graduate Enrollment Target - Achieve 21% graduate enrollment - Q1 Fall 2015 Colorado State UNM Arizona 21.9% 21.8% 21.7% Wyoming 20.6% Idaho 19.8% NMSU 19.1% Texas Tech Oklahoma State Kansas State Washington State Oregon State Iowa State % of Total Enrollment 22% 18% 16% NMSU Percent Graduate Student Trend Fall 2012 to Fall 2017 20% 19.6% 2011 2012 2013 19.2% 19.1% 19.0% 19.1% 19.0% 18.8% 2014 2015 2016 2017 18.5% 18.3% 17.8% 17.6% 16.8% 15.9% Nevada 15.0% UTEP 13.6% Utah State 11.7% Montana State 10.5% 0.0% 3.0% 6.0% 9.0% 12.0% 15.0% 18.0% 21.0% 24.0% Percent Graduate Students Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 14

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 2 - ACCESS KPI 3. Pell Recipients Target - Maintain low income accessibility of at least 45% students receiving Pell grants - Q1 Academic Year 2014-15 UTEP 59% NMSU 43% UNM 40% Idaho 39% Utah State 37% Washington State 34% Arizona 32% Oregon State Oklahoma State 28% 30% 50% NMSU Percentage of Undergraduates Receiving Pell Grants Trend Academic Year 2010-11 to Academic Year 2015-16 Texas Tech Nevada Montana State 27% 28% 28% 45% 40% 45% 45% 43% 42% 43% 41% Colorado State 24% 35% Kansas State 24% 30% Wyoming 23% 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Iowa State 21% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% Percent of Undergraduate Students Receiving Pell Grants Source: Integrated Postsecondary Education Data System (IPEDS) - Student Financial Aid Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 15

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 3 - AFFORDABILITY KPI 4. Net Price - Cost of Attendance less Financial Aid Target - Maintain a highly affordable average annual net price - Q1 Academic Year 2014-15 UTEP $5,433 NMSU $10,501 UNM $11,107 Utah State $11,686 Wyoming $12,148 Iowa State $13,647 Idaho $13,709 Oklahoma State $14,222 Montana State $14,416 Texas Tech $15,005 Nevada $15,491 Arizona $15,591 Colorado State $15,664 Kansas State $17,022 Oregon State $17,706 Washington State $17,929 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 $18,000 Undergraduate Average Net Price Source: Integrated Postsecondary Education Data System (IPEDS) - Student Financial Aid Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 16

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 5. Reten on Rate Target - Achieve an 83% first year retention rate - Q2 Fall 2014 to Fall 2015 Colorado State 87% Iowa State 87% Oregon State Kansas State NMSU Full-time First-time One Year Retention Rate Fall 2006 to Fall 2016 Cohorts 100% 83% 85% Texas Tech Oklahoma State Nevada Retention Rate 75% Target - 83% 73% 74% 73% 74% 74% 74% 72% 70% 72% 74% 72% 81% 81% 83% Arizona 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 80% Idaho 80% UNM 80% Washington State 78% Wyoming 77% Montana State 76% NMSU 74% UTEP 72% Utah State 71% 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 Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 17

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 6a. 4/5/6 Year Gradua on Rates Target - Enhance graduation rates: 39% in 4 years - Q1 Fall 2009 to Fall 2013 Arizona 43% Colorado State Iowa State NMSU 4 Year Graduation Rates Fall 2003 to Fall 2013 Cohorts 41% 41% Washington State Texas Tech Oklahoma State Oregon State 4 Year Graduation Rate 40% 20% 0% Target - 39% 13% 13% 15% 16% 16% 14% 13% 17% 18% 19% 22% 32% 34% 35% 38% Kansas State 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 29% Idaho 29% Wyoming 26% Utah State 23% Montana State Nevada 22% 22% UNM 15% NMSU UTEP 12% 13% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Full-Time First-Time 4 Year Graduation Rate Source: IPEDS Gradua on Survey Approved October 2017 Vision 2020 18

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 6b. 4/5/6 Year Gradua on Rates Target - Enhance graduation rates: 59% in 5 years - Q1 Fall 2009 to Fall 2014 Iowa State 68% Colorado State 63% Washington State Oregon State Arizona Kansas State Oklahoma State Texas Tech 5 Year Graduation Rate 60% 40% 20% Target - 59% NMSU 5 Year Graduation Rates Fall 2002 to Fall 2012 Cohorts 37% 38% 37% 37% 36% 37% 36% 37% 38% 34% 40% 60% 58% 57% 56% 56% 55% Idaho 0% 54% Wyoming 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 49% Nevada 48% Montana State 45% UNM 39% Utah State 37% NMSU 34% UTEP 29% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% Full-Time First-Time 5 Year Graduation Rate Note: 5 year graduation data were not available for the University of Arizona. Source: IPEDS Gradua on Survey Approved October 2017 Vision 2020 19

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 6c. 4/5/6 Year Gradua on Rates Target - Enhance graduation rates: 63% in 6 years - Q1 Fall 2009 to Fall 2015 Iowa State 71% Colorado State Oregon State NMSU 6 Year Graduation Rates Fall 2001 to Fall 2011 Cohorts 64% 67% Washington State Kansas State Oklahoma State Arizona Texas Tech Nevada 6 Year Graduation Rate 60% 40% 20% 0% Target - 63% 45% 45% 46% 44% 45% 44% 2001 2002 2003 2004 2005 2006 43% 2007 46% 2008 43% 2009 45% 2010 46% 2011 64% 62% 61% 61% 60% 59% Idaho 57% Wyoming 55% Montana State 52% Utah State 49% UNM 47% NMSU 43% UTEP 40% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% Full-Time First-Time 5 Year Graduation Rate Note: 6 year graduation data were not available for the University of Arizona and the University of Idaho. Source: IPEDS Gradua on Survey Approved October 2017 Vision 2020 20

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 7. Value Added Graduation Rate - Actual Exceeding Predicted Target - Maintain a 4 point net positive value-added graduation rate - Q2 College Guide Rankings 2016 Washington State 11% Oregon State 9% Idaho 7% Oklahoma State 7% Utah State 6% UTEP 4% Arizona 1% Kansas State 1% UNM 1% Iowa State 1% Nevada 0% NMSU -2% Colorado State -2% Texas Tech -3% Wyoming -4% Montana State -8% -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 Source: http://washingtonmonthly.com/college_guide?ranking=2016-rankings-national-universities Approved October 2017 Vision 2020 21

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 4 - COMPLETION KPI 8. STEM-H-B Degrees Target - Achieve a complementary mix of 50% STEM, Health, and Business degrees and 50% non-stem-h-b degrees - Q2 2014-15 All Degrees Oklahoma State 66.4% Iowa State Oregon State NMSU STEM-H-B Degrees Academic Years 2006-07 to 2015-16 60.3% 66.1% Montana State Nevada Colorado State Kansas State Arizona Percent STEM-H-B Degrees 50% 40% 30% Target - 50% 48% 48% 50% 50% 49% 49% 50% 49% 49% 49% 59.3% 56.7% 55.9% 55.0% 53.7% Washington State 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 53.6% UTEP 52.1% Texas Tech 51.6% Wyoming 50.9% Idaho 50.6% NMSU 48.9% UNM 46.6% Utah State 39.0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% Percent STEM, Health, and Business Degrees Source: Integrated Postsecondary Education Data System (IPEDS) - IPEDS Completions Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 22

Vision 2020 Goal 1: Academics & Graduation OBJECTIVE 5 - DEBT KPI 9. Default Rate Target - Steadily decrease the system student loan default rate by 1% annually - Q3 Fiscal Year 2013 Colorado State 2.4% Washington State 3.3% Default Rate Trend Iowa State 3.5% 20% 18.6% 19.9% 20.5% 19.6% Oregon State 3.6% Wyoming 4.2% Overall 10% Kansas State 5.0% Nevada 5.2% 0% Oklahoma State Texas Tech Arizona 5.3% 5.4% 5.6% Las Cruces 10% 5% 13.9% 12.5% 12.1% Utah State 5.6% Montana State 6.2% 0% 2010 2011 2012 2013 Idaho 6.6% UTEP 10.7% UNM* 12.6% NMSU* 19.6% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 21% Default Rate *Note: Includes Community Colleges Source: Federal Student Aid Default Management, Department of Education https://www2.ed.gov/offices/osfap/defaultmanagement/cdr.html Approved October 2017 Vision 2020 23

Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 6 - DIVERSITY 50% 45% 47% KPI 10a. Diverse Community - Faculty Target - Maintain a highly diverse campus community - Q1 Diverse Faculty - Maintain at least 25% Fall 2015 30% NMSU - Percent Minority Faculty Trend Fall 2012 to Fall 2015 28% 40% 35% Percent Minority 25% 25% 26% 27% Percent Minority Faculty 30% 25% 20% 29% 27% 22% 21% 20% 19% 20% 2012 2013 2014 2015 15% 16% 16% 15% 14% 14% 14% 10% 10% 10% 6% 5% 0% UTEP NMSU UNM Iowa State Nevada Arizona Oklahoma State Oregon State Kansas State Texas Tech Colorado State Idaho Wash. State Wyoming Utah State Montana State 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 Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 24

Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 6 - DIVERSITY KPI 10b. Diverse Community - Exempt Staff Target - Maintain a highly diverse campus community - Q1 Diverse Management Staff - Maintain at least 35% Fall 2015 KPI 10c. Diverse Community - Non-Exempt Staff Target - Maintain a highly diverse campus community - Q1 Diverse Non-Management Staff - Maintain at least 50% Fall 2015 UTEP 69.2% UTEP 67.5% UNM 35.7% NMSU 48.3% NMSU 34.7% UNM 43.7% Texas Tech 17.7% Arizona 29.9% Arizona 15.7% Texas Tech 28.1% Nevada 15.3% Nevada 24.3% Oklahoma State 13.2% Oklahoma State 15.5% Kansas State 12.3% Kansas State 15.1% Oregon State 11.5% Colorado State 14.5% Iowa State 11.5% Oregon State 13.7% Washington State 11.1% Iowa State 12.0% Colorado State 10.6% Washington State 11.9% Idaho 9.3% Idaho 10.4% Utah State 5.2% Wyoming 9.9% Montana State 4.9% Utah State 8.6% Wyoming 4.2% Montana State 6.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% Percent Minority Management Staff 0% 10% 20% 30% 40% 50% 60% 70% Percent Minority Non-Management Staff Management: SOC = 11-0000 Non-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. Source: Integrated Postsecondary Education Data System (IPEDS) - Human Resources Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 25

Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 6 - DIVERSITY KPI 10d. Diverse Community - Students Target - Maintain a highly diverse campus community - Q1 Diverse Student Body - Maintain at least 50% Fall 2015 UTEP 84% NMSU 58% UNM 55% Arizona 37% Nevada 35% Texas Tech 32% Washington State 28% NMSU - Percent Minority Student Trend Fall 2010 to Fall 2015 Oklahoma State Oregon State 23% 25% 55% 57% 55% 57% 58% 60% Colorado State Idaho Kansas State Iowa State 18% 16% 15% 12% Percent Minority 50% 45% 52% 53% Wyoming 12% 40% Utah State 11% 2010 2011 2012 2013 2014 2015 2016 Montana State 10% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% Percent Minority Students 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 Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 26

Vision 2020 Goal 2: Diversity & Internationalization OBJECTIVE 7 - INTERNATIONALIZATION KPI 11. International Presence Target - Achieve increasing internationalization and global presence (international students at least 6%) - Q2 International Students with Peers Fall 2015 Iowa State 11.3% Oregon State 11.3% Arizona 9.0% Kansas State 8.5% Texas Tech 8.4% NMSU 8.3% Oklahoma State 7.7% Washington State 7.3% UTEP Idaho Wyoming Colorado State 6.0% 6.5% 6.8% 6.7% 8% 6% 5.6% NMSU Percentage International Trend Undergraduate and Graduate 5.9% 6.3% 6.8% 7.6% 8.3% 7.9% UNM 5.0% 4% Montana State 4.6% 2% Nevada Utah State 2.7% 3.4% 2010 2011 2012 2013 2014 2015 2016 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% Percent International Students Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 27

Vision 2020 Goal 3: Research & Creative Activity OBJECTIVE 8 - RESEARCH KPI 12. Proposals Target - Achieve 5% annual growth in submitted proposal dollars Annual Year 2011-12 to 2016-17 $274M $250M $261M $251M $227M $227M $216M $200M Proposals $150M $100M $50M $0M AY11-12 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Note: This data does not include PSL (Physical Science Laboratory). Source: NMSU Vice President for Research Argis Approved October 2017 Vision 2020 28

Vision 2020 Goal 3: Research & Creative Activity OBJECTIVE 8 - RESEARCH 550 KPI 13. Researchers Target - Achieve 1% annual increase in externally funded researchers - Internal Annual Year 2011-12 to 2016-17 516 500 450 480 461 456 468 469 400 350 Researchers 300 250 200 150 100 50 0 AY11-12 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Note: This data does not include PSL (Physical Science Laboratory). Source: NMSU Office of Grants and Contracts. Approved October 2017 Vision 2020 29

Vision 2020 Goal 3: Research & Creative Activity OBJECTIVE 8 - RESEARCH KPI 14. Research Funding Target - Achieve $150 million in annual funded research expenditures - Q2 Fiscal Year 2014-15 Arizona $477M Washington State Colorado State $235M $226M Oregon State Iowa State UNM $200M $198M $198M Kansas State $171M Texas Tech Utah State Oklahoma State $167M $145M $130M $100M $139M NMSU Trend FY 2010-11 through 2015-16 $129M $137M $132M $124M $110M NMSU $129M Montana State $116M $50M Wyoming Idaho UTEP $86M $84M $82M $0M 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 Nevada $71M 0M 50M 100M 150M 200M 250M 300M 350M 400M 450M 500M Annual Funded Research Expenditures Source: Integrated Postsecondary Education Data System (IPEDS) - Finance Survey and Human Resources Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 30

Vision 2020 Goal 3: Research & Creative Activity OBJECTIVE 9 - SCHOLARSHIP KPI 15. Publications & Creativity Target - Achieve 1% annual increase in publications and creative works per faculty - Internal Calendar Year 550 Calendar Year 1800 1,795 1,717 1,798 500 516 1600 1,589 1,585 450 1400 400 394 372 366 1200 350 Publications 1000 800 Creative Works 300 250 239 200 600 150 400 100 200 50 0 0 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 Average yearly change of 0.0% Average yearly change of +16% Source: Digital Measures (data only representative of faculty who choose to record their efforts in Digital Measures) *Data for Tenured and Tenure-track Faculty Approved October 2017 Vision 2020 31

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 10 - ENGAGEMENT KPI 16. Student Innovation Target - Achieve 2% annual increase in student research and innovation: employment, Arrowhead programs, work-based learning 800 54 700 600 367 Arrowhead Student Employment Arrowhead Student Incubator Innoventure Mid-High School Students Number of Students 500 400 45 197 300 200 405 100 248 0 FY16 FY17 Source: NMSU Vice President for Economic Development Approved October 2017 Vision 2020 32

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 10 - ENGAGEMENT KPI 17. Commercial Engagement Target - Maintain 1% annual growth in commercial engagement: industry and entrepreneurial relationships, partnerships, and internships - Internal Business Development 350 Commercialization 400 Businesses Researchers 300 New Private Contracts Licenses, Transfer Agreements New Registered NMSU Startups 41 350 Businesses Started/accelerated 39 250 300 284 52 250 200 Number Number 200 150 86 150 70 10 100 56 100 6 12 20 20 203 50 43 54 83 116 123 136 50 16 54 66 0 0 FY13 FY14 FY15 FY16 FY17 FY15 FY16 FY17 Source: NMSU Vice President for Economic Development Approved October 2017 Vision 2020 33

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 10 - ENGAGEMENT KPI 18. Community Engagement Target - Maintain a 1% increase in the impact of community engagement, extension, outreach, and service Internal Academic Year 2014-15 186,884 Hours of student community service were completed in 2014-2015. $21,008,187 supported public service in FY2015. 1,195 Students participated in the Big Event. 33 counties in New Mexico have a NMSU cooperative extension office. 1,000 Students participated in the Keep State Great event. 12 agriculture research and science centers are located throughout New Mexico. 4,500 local K-12 students were served by the STEM Outreach Center. 60 local small businesses received assistance from the Arrowhead Center. 450 public school teachers were trained in STEM disciplines. 73 Academic Service Learning Courses were offered. 1,728 Students participated. Source: New Mexico State University s President s Higher Education Honor Roll Application, 2016 Faculty members collaborated with over 1,000 organizations. 600,000 New Mexicans were served by faculty trained volunteers. 377 Student athletes invested more than 6,380 service hours. Approved October 2017 Vision 2020 33 Approved October 2017 Vision 2020 34

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 11 - EMPLOYMENT KPI 19. Student Employment Target - Achieve 2% annual increase in students employed - Internal Regular Student Employees Student-Regular 2000 2,001 1,969 1,956 1,931 1500 1000 1,869 Graduate Research Assistants Research 400 339 327 300 200 359 318 325 500 100 0 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Average yearly change of -2.4% 0 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Average yearly change of -3.9% Student Workstudy Graduate Teaching Assistants 600 622 695 645 673 590 800 807 831 782 777 759 Student-Workstudy 400 Teaching 600 400 200 200 0 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Average yearly change of -0.5% 0 AY12-13 AY13-14 AY14-15 AY15-16 AY16-17 Average yearly change of -1.4% 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 Approved October 2017 Vision 2020 35

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 11 - EMPLOYMENT KPI 20. Career Placement Target - Achieve a 80% career placement rate (to include graduate school) - Internal Placement in New Mexico one year a er graduation 1000 Graduation Year 30K 90% Graduation Year 2009-10 2010-11 2011-12 2012-13 2013-14 FT Employed, Bachelor's 800 600 400 200 0 FT Employed, Bachelor's Median Salary, Bachelor's 2009-10 2010-11 2011-12 2012-13 2013-14 Graduation Year 20K 10K 0K Median Salary, Bachelor's % Full-time Employed 80% 70% 60% 50% 40% Target - 80% 400 40K 30% FT Employed, Master's 300 200 100 0 FT Employed, Master's Median Salary, Master's 2009-10 2010-11 2011-12 2012-13 2013-14 30K 20K 10K 0K Median Salary, Master's 20% 10% 0% Bachelor Degree Master's Degree Bachelor Degree Master's Degree Bachelor Degree Master's Degree Bachelor Degree Master's Degree Bachelor Degree Master's Degree Source: NMHED -- Placement of Grads from Public Colleges in NM v4.0 2016-02 http://public.tableau.com/profile/nmhed#!/ Approved October 2017 Vision 2020 36

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 11 - EMPLOYMENT KPI 21. Alumni Earnings Target - Maintain top 100 Brookings value-added mid-career earnings - Q1 October 2015 Washington State 21.3% NMSU 17.3% Oklahoma State 16.8% Texas Tech 16.8% Idaho 16.4% Oregon State 15.7% Montana State 14.6% Arizona 14.3% UTEP 14.2% UNM 14.1% Iowa State 12.1% Kansas State 11.4% Utah State 10.0% Wyoming 9.0% Colorado State 6.6% Nevada 4.4% 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 Q1 Note: Data downloaded November 23, 2015 Source: Using earnings data to rank colleges: A value-added approach updated with College Scorecard data. October 2015 https://www.brookings.edu/research/using-earnings-data-to-rank-colleges-a-value-added-approach-updated-with-college-scorecard-data/ Approved October 2017 Vision 2020 37

Vision 2020 Goal 4: Economic Development & Community Engagement OBJECTIVE 12 - PROMINENCE KPI 22. Rankings Target - Achieve top 100 Washington Monthly academic ranking of social mobility, research, and service - Q2 College Guide Rankings 2015 Overall Rank Research Rank Service Rank Social Mobility Rank Utah State 26 133 128 10 Washington State 32 87 109 24 Oregon State 75 98 116 72 Arizona 76 45 143 97 Colorado State 81 83 20 141 Idaho 84 155 29 106 Oklahoma 88 121 222 40 UTEP 93 164 131 73 Wyoming 101 145 203 55 Iowa State 132 65 236 111 Texas Tech 141 107 181 139 Kansas State 190 126 226 146 Nevada 194 124 252 138 Montana State 206 151 141 220 UNM 225 101 214 224 NMSU 254 146 242 245 Source: h p://wm-college-guide.herokuapp.com/rankings/2016-rankings-na onal-universi es Approved October 2017 Vision 2020 38

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 13 - PHILANTHROPY KPI 23. Alumni Giving Target - Achieve 10% VSE - defined alumni giving rate - Q1 Academic Year 2015-16 Kansas State 18.3% Washington State 14.0% Texas Tech 10.9% Idaho 10.0% Oregon State 9.6% Nevada 8.8% Wyoming 8.7% Arizona 7.3% Montana State Iowa State Oklahoma State 6.8% 6.6% 7.1% 4.0% NMSU Alumni Giving Academic Year 2013-14 to 2015-16 6.0% 5.3% 5.2% 6.1% NMSU 6.1% 2.0% 0.0% Utah State UNM 3.9% 5.3% 2013-14 2014-15 2015-16 UTEP 3.2% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% Alumni Giving Rate Data not available for Colorado State University. Source: NMSU Office of University Advancement Approved October 2017 Vision 2020 39

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 13 - PHILANTHROPY KPI 24. Gi Revenue Target - Achieve $1,650 annual gi revenue per student - Q3 Academic Year 2015-16 Wyoming $4,551 Kansas State $4,523 Oklahoma State $4,523 Arizona $4,390 Washington State $3,912 Nevada $3,858 Oregon State $3,759 Iowa State $2,625 UNM $2,436 Texas Tech $2,103 Idaho $1,757 Montana State $1,583 Utah State $1,552 NMSU $1,487 UTEP $981 $1,650 $0 $1,000 $2,000 $3,000 $4,000 Annual Gift Revenue per Student Data not available for Colorado State University. Source: NMSU Office of University Advancement Approved October 2017 Vision 2020 40

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 13 - PHILANTHROPY KPI 25. Endowment Target - Achieve endowment value of $12,000 per student - Q3 Fiscal Year 2015-16 Wyoming $39,461 Oklahoma State $38,780 Washington State $34,202 Idaho $24,781 Kansas State Iowa State $22,263 $22,141 Texas Tech NMSU Oregon State $19,313 $19,066 $20,949 Arizona Nevada $17,724 $16,799 Utah State UNM $14,722 $14,497 UTEP $11,183 Montana State $10,339 $0 $4,000 $8,000 $12,000 $16,000 $20,000 $24,000 $28,000 $32,000 $36,000 $40,000 Endowment Value per Fall 2015 Total FTE Note: FTE is calculated as full-time student enrollment + 1/3 part-time student enrollment. Data not available for Colorado State University. Source: NMSU Office of University Advancement Approved October 2017 Vision 2020 41

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 14 - STAFFING KPI 26a. Staffing Ratios Target - Achieve right-sized student/faculty ratio - Median Fall 2015 UNM Wyoming 12 14 Median 25 NMSU Trend Colorado State Idaho Oregon State 15 16 17 20 15 18 17 17 16 NMSU 17 10 Washington State Nevada Oklahoma State Montana State 17 18 18 18 5 0 2012 2013 2014 2015 Kansas State 19 Arizona 19 Iowa State 20 UTEP 21 Texas Tech 22 Utah State 24 0 2 4 6 8 10 12 14 16 18 20 22 24 FTE Student per FTE Instructional Staff Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 42

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 14 - STAFFING KPI 26b. Staffing Ratios Target - Achieve right-sized student/staff ratio - Median Fall 2015 UTEP 10.9 Texas Tech 10.1 Utah State 9.9 Iowa State Nevada Montana State 7.6 7.5 7.5 Oregon State 6.9 Kansas State 6.3 Washington State Oklahoma State 5.7 5.9 8 NMSU Trend Colorado State Idaho NMSU 5.7 5.7 5.7 6 4 6.3 6.0 5.8 6.1 Wyoming 5.0 2 Arizona 4.7 0 UNM 4.4 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 FTE Student per Ful-Time Non-Instructional Staff Median 2012 2013 2014 2015 Note: Non-Instructional Staff includes research and public service staff. Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 43

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 14 - STAFFING KPI 27. Compensation Target - Achieve competitive average faculty salaries - Median Fall 2015 Iowa State $100,338 Arizona $97,319 Washington State $93,605 Colorado State $92,837 Nevada $89,256 University of Wyoming $88,313 Oregon State $87,433 Oklahoma State Texas Tech UNM Kansas State $85,141 $84,509 $83,779 $82,966 100K NMSU Faculty Salaries Fall 2011 to Fall 2015 74,037 73,328 76,355 78,620 80,374 Wyoming NMSU $82,394 $80,374 50K UTEP $77,652 Idaho Montana State $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000 Average Full-time Faculty Salaries $77,294 $76,534 0K 2011 Median = $84,825 2012 2013 2014 2015 Note: Salary averages are for instructional faculty at all levels and tenure tracks. Source: Integrated Postsecondary Education Data System (IPEDS) - Human Resources Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 44

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 15 - EFFICIENCY KPI 28. Instruction Focus Target - Achieve optimal instruction/i&g efficiency ratio of > 55% - Q1 Fiscal Year 2014-15 UNM 66.5% NMSU 65.6% Colorado State 63.8% UTEP 62.8% Nevada 61.1% Oregon State 61.1% Oklahoma State 60.9% Utah State 60.5% Idaho 60.1% Wyoming 59.9% Kansas State Washington State 54.8% 57.2% NMSU Instruction Percentage of Total I&G Montana State 53.5% 60% 64% 63% 63% 64% 66% 66% Texas Tech Iowa State 50.2% 52.8% 40% 20% 0% Arizona 48.3% FY0910 FY1011 FY1112 FY1213 FY1314 FY1415 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% Percent of I&G Dedicated to Instruction Source: Integrated Postsecondary Education Data System (IPEDS) - Finance Survey http//nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 45

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 15 - EFFICIENCY KPI 29. Degree Cost Target - Achieve optimal I&G degree production cost efficiency of < $55,000 - Q1 Fiscal Year 2014-15 UTEP $48,398 Utah State $51,302 Texas Tech $56,087 Oklahoma State $56,762 NMSU $57,633 Montana State $62,748 Oregon State $67,763 Colorado State $70,740 Idaho $70,977 Washington State $75,179 Kansas State $80,131 UNM $82,563 Iowa State $83,375 Nevada $96,890 Wyoming $99,445 Arizona $101,159 $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 $110,000 Average Cost of Producing a Degree Source: Integrated Postsecondary Education Data System (IPEDS) http//nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 46

Vision 2020 Goal 5: Resource Stewardship OBJECTIVE 15 - EFFICIENCY KPI 30. Athletic Self-Sufficiency Target - Achieve 40% athletic revenue self sufficiency - Q2 Fiscal Year 2015-16 Kansas State 99.4% Iowa State 97.3% Texas Tech 93.0% Washington State 91.6% Oklahoma State 90.9% Oregon State 90.0% Arizona 88.8% UNM 70.2% Nevada 67.5% Montana State 48.9% Idaho 46.7% Wyoming 46.0% UTEP 44.3% Colorado State 44.1% Utah State 40.0% NMSU 30.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Percent Revenue Self-Sufficient Note: Percent Self-sufficient = 100% - % Subsidy Source: USA Today/NCAA (2015-16 Finances) http://sports.usatoday.com/ncaa/finances/ Approved October 2017 Vision 2020 47

Vision 2020 - Community Colleges OBJECTIVE 1 - ENROLLMENT KPI 1. Enrollment Growth Target - Achieve and maintain stable enrollment growth Fall 2014 to Fall 2015 UNM - Los Alamos 11.0% UNM - Gallup 6.0% New Mexico Junior College 3.6% Luna CC 1.3% NMSU - Carlsbad -1.2% NMSU - Dona Ana UNM - Taos Central New Mexico CC UNM - Valencia Mesalands CC -4.5% -4.6% -5.3% -5.8% -6.3% San Juan College -7.7% Santa Fe CC Clovis CC ENMU - Roswell NMSU - Grants -12.8% -14.2% -15.4% -15.8% SW Indian Polytechnic Inst. NMSU - Alamogordo ENMU - Ruidoso -18.6% -17.4% -17.8% -22% -20% -18% -16% -14% -12% -10% -8% -6% -4% -2% 0% 2% 4% 6% 8% 10% 12% 14% Change in Student FTE 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 Survey http://nces.ed.gov/ipeds/datacenter Approved October 2017 Vision 2020 48

Vision 2020 - Community Colleges OBJECTIVE 2 - ACCESS KPI 2. Pell Recipients Target -Maintain high accessibility to low income students Academic Year 2014-15 SW Indian Polytechnic Inst. 65% UNM - Gallup 56% NMSU - Dona Ana 51% NMSU - Grants NMSU - Alamogordo 46% 47% UNM - Valencia 39% Central New Mexico CC 36% NM Military Institute UNM - Taos San Juan College Santa Fe CC Luna CC 33% 32% 31% 31% 30% Clovis CC NMSU - Carlsbad ENMU - Roswell 27% 28% 28% ENMU - Ruidoso 21% New Mexico Junior College Mesalands CC 16% 17% UNM - Los Alamos 12% 0% 10% 20% 30% 40% 50% 60% 70% Percent of Students Receiving Pell Grants Source: Integrated Postsecondary Education Data System (IPEDS) - Student Financial Aid Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 49

Vision 2020 - Community Colleges OBJECTIVE 3 - AFFORDABILITY KPI 3. Net Price Target - Maintain a highly affordable average annual net price Academic Year 2014-15 Central New Mexico CC $3,846 NMSU - Grants $5,257 San Juan College UNM - Valencia $5,724 $5,726 Luna CC NMSU - Dona Ana New Mexico Junior College ENMU - Roswell UNM - Gallup NMSU - Alamogordo UNM - Los Alamos New Mexico Military Institute Mesalands CC UNM - Taos NMSU - Carlsbad $6,499 $6,537 $6,676 $6,772 $6,998 $7,089 $7,124 $7,256 $7,411 $7,539 $7,679 SW Polytechnic Institute $8,352 Clovis CC ENMU - Ruidoso Santa Fe CC $9,229 $9,511 $9,575 $0 $2,000 $4,000 $6,000 $8,000 $10,000 Average Net Price Source: Integrated Postsecondary Education Data System (IPEDS) - Student Financial Aid Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 50

Vision 2020 - Community Colleges OBJECTIVE 4 - COMPLETION KPI 4. Retention Rate Target - Achieve an increase in first year retention rate Fall 2014 to Fall 2015 Clovis CC New Mexico Junior College 70% 70% UNM - Taos UNM - Gallup 64% 65% Luna CC NMSU - Dona Ana Central New Mexico CC Mesalands CC San Juan College NMSU - Carlsbad UNM - Valencia ENMU - Roswell Santa Fe CC UNM - Los Alamos 62% 62% 61% 60% 60% 59% 59% 58% 57% 56% NMSU - Grants 48% New Mexico Military Institute NMSU - Alamogordo 42% 42% SW Polytechnic Institute 40% ENMU - Ruidoso 37% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% First Year Retention Rate Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 51

Vision 2020 - Community Colleges OBJECTIVE 4 - COMPLETION KPI 6a. Awards Target - Achieve an annual increase in STEM-H awards 2014-15 to 2015-16 ENMU - Ruidoso 108% UNM - Los Alamos 88% UNM - Taos San Juan College 24% 24% Santa Fe CC UNM - Valencia 17% 15% NMSU - Dona Ana 2% Mesalands CC UNM - Gallup NMSU - Carlsbad SW Indian Polytechnic Inst. -1% -3% -5% -5% Luna CC Central New Mexico CC -10% -11% NMSU - Grants -18% Clovis CC ENMU - Roswell -30% -27% NMSU - Alamogordo New Mexico Junior College -36% -39% 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 Source: Integrated Postsecondary Education Data System (IPEDS) - Completion Survey http://nces.ed.gov/ipeds/datacenter Approved October 2017 Vision 2020 52

Vision 2020 - Community Colleges OBJECTIVE 4 - COMPLETION KPI 6b. Awards Target - Achieve an annual increase in total awards 2014-15 to 2015-16 ENMU - Ruidoso 92% UNM - Los Alamos 57% NMSU - Carlsbad 45% San Juan College 36% UNM - Taos Central New Mexico CC 24% 26% Mesalands CC Santa Fe CC 10% 12% SW Indian Polytechnic Inst. 2% New Mexico Junior College UNM - Valencia NMSU - Dona Ana New Mexico Military Institute -4% -7% -7% -8% NMSU - Alamogordo Luna CC Clovis CC UNM - Gallup NMSU - Grants ENMU - Roswell -12% -12% -14% -16% -17% -17% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Change in Total Awards Source: Integrated Postsecondary Education Data System (IPEDS) - Completion Survey http://nces.ed.gov/ipeds/datacenter Approved October 2017 Vision 2020 53

Vision 2020 - Community Colleges OBJECTIVE 6 - DIVERSITY KPI 7. Diverse Community Target - Maintain a highly diverse campus community Fall 2015 54% 50% 48% 46% 43% 40% Percent Minority Faculty 30% 20% 36% 34% 29% 28% 26% 25% 25% 23% 23% 20% 20% 18% 15% 12% 11% 10% 0% Luna CC SW Polytechnic Institute UNM - Gallup NMSU - Dona Ana NMSU - Grants UNM - Valencia UNM - Taos Santa Fe CC Central New Mexico CC ENMU - Ruidoso New Mexico Military Institute NMSU - Alamogordo NMSU - Carlsbad Clovis CC UNM - Los Alamos ENMU - Roswell San Juan College Mesalands CC New Mexico Junior College 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 Survey http://nces.ed.gov/ipeds/datacenter/ Approved October 2017 Vision 2020 54

Vision 2020 - Community Colleges OBJECTIVE 6 - GRANTS KPI 8. Grant Funding Target - Achieve an annual increase in grant revenue per student Fiscal Year 2013-14 to Fiscal Year 2014-15 SW Indian Polytechnic Inst. 89.7% Luna CC New Mexico Military Institute 32.0% 30.1% San Juan College New Mexico Junior College ENMU - Ruidoso Mesalands CC ENMU - Roswell UNM - Taos Central New Mexico CC Santa Fe CC 21.5% 14.9% 14.8% 12.6% 10.3% 10.1% 6.0% 0.6% Clovis CC UNM - Valencia UNM - Los Alamos UNM - Gallup NMSU - Alamogordo NMSU - Dona Ana NMSU - Grants -2.6% -7.1% -7.6% -10.4% -16.9% -21.0% -22.8% NMSU - Carlsbad -80.5% -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 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 Survey http://nces.ed.gov/ipeds/datacenter Approved October 2017 Vision 2020 55

Vision 2020 - Community Colleges OBJECTIVE 9 - STAFFING KPI 11a. Staffing Ratios Target - Achieve right-sized student/faculty ratio Fall 2015 UNM - Valencia 26 Central New Mexico CC 23 UNM - Taos 21 NMSU - Dona Ana 20 NMSU - Carlsbad 19 UNM - Gallup 19 New Mexico Junior College 18 UNM - Los Alamos 18 Clovis CC 17 San Juan College 17 NMSU - Alamogordo 15 Santa Fe CC 13 NMSU - Grants 13 ENMU - Roswell 12 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 FTE Student per FTE Instructional Staff Faculty data were not reported for Eastern New Mexico - Ruidoso, Luna Community College, Mesalands Community College, New Mexico Military Institute, Southwestern Indian Polytechnic Institute. Source: Integrated Postsecondary Education Data System (IPEDS) - Fall Enrollment Survey and Human Resources Survey http://nces.ed.gov/ipeds/datacenter Approved October 2017 Vision 2020 56