NMSU LEADS 2025 Data to Drive Decisions and Achieve Performance - - PowerPoint PPT Presentation

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NMSU LEADS 2025 Data to Drive Decisions and Achieve Performance - - PowerPoint PPT Presentation

Apr 07, 2023 15 likes •268 views

NMSU LEADS 2025 Data to Drive Decisions and Achieve Performance Chancellor Dan Arvizu Summer 2019 LFC Topic Performance Management in Higher Education NM Higher Education Challenges in the National Context Diminishing State and Federal

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NMSU LEADS 2025

Data to Drive Decisions and Achieve Performance

Chancellor Dan Arvizu Summer 2019 LFC Topic – Performance Management in Higher Education

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NM Higher Education Challenges in the National Context

  • Diminishing State and Federal Resources
  • Significant Demographic Shifts
  • Disappearing Middle Class
  • Alarming Perception of Higher Education Value
  • 50% of population questions the value of higher ed
  • Higher Education is a Good Value
  • Meets the Needs of the Underserved
  • Serves Non-Traditional Students
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Mission

The mission of the New Mexico State University system is to serve the diverse needs

  • f the state through comprehensive programs
  • f education, research, extension and
  • utreach, and public service.

As the state’s land-grant and space-grant university, and as a Hispanic-Serving Institution, NMSU fosters learning, inquiry, diversity and inclusion, social mobility, and service to the broader community.

Vision

By 2025, the NMSU system will excel in promoting social mobility for our diverse student populations, achieve the highest Carnegie research status (R1), and maintain our Carnegie Community Engagement classification.

Values

Leadership – Promote and create the ability for Aggies to shape the future Excellence – Provide the highest level of education, research, outreach and service Access – Welcome diverse populations to higher education and the NMSU community Diversity & Inclusion – Embrace our differences as an asset and actively seek to include wide-ranging perspectives Student-Centered – Support the education of our students through every aspect of our university, every day

NMSU LEADS 2025

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GOAL 1

Enhance Student Success and Social Mobility

GOAL 2

Elevate Research and Creativity

GOAL 3

Amplify Extension and Outreach

GOAL 4

Build a Robust University System

2025 Goals

  • Goals & Key Performance Indicators
  • 1. Enrollment
  • 2. Completion
  • 3. Net Price
  • 4. Social Mobility
  • 5. Science & Engineering R&D

Expenditures

  • 6. Non-Science & Engineering R&D

Expenditures

  • 7. Outreach

and Extension Expenditures and Impact

  • 8. Personnel Assets
  • 9. Resource Development

10.Budget Alignment and Productivity

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Strategic Goals

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Goal 1: Enhance Student Success & Break the Barriers to Social Mobility

  • Access to High Quality Education
  • Affordability across Income Levels
  • Degree Attainment in High DemandPrograms
  • Research Experiences
  • Placement – Internship & Career
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43% 45% 47% 46% 45% 45% 47% 49% 52% 54% 57% 56% 58% 57% 63% 64% 66% 42% 41% 41% 40% 41% 38% 37% 35% 31% 33% 30% 31% 28% 28% 25% 25% 23% 8% 8% 7% 8% 8% 11% 9% 9% 10% 9% 8% 9% 9% 9% 8% 8% 7%

Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018

Hispanic White Other Minority Non Resident Unknown

38% 38% 40% 38% 38% 40% 42% 51% 48% 48% 46% 49% 47% 46% 49% 52% 62% 62% 60% 62% 62% 60% 58% 49% 52% 52% 54% 51% 53% 54% 51% 48%

Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018

Pell Eligible No Pell

Access for Diverse Students

Female, 56% Male, 44% Fall 2002 Female, 58% Male, 42% Fall 2018 Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis

‐ Freshmen Student Cohort ‐

Gender Income Race/Ethnicity

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Affordability – Student Net Price Average Student Now Pays Less than a Decade Ago

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ Net Price is based on 12 credit hours per semester, per federal reporting guidelines $9,500 $9,656 $10,559 $11,107 $10,933 $10,299 $10,501 $10,213 $9,449 $9,462 $9,082

$8,500 $9,500 $10,500 $11,500

2008‐09 2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 ESTIMATED Net Price = Cost of Attendance (Tuition&Fees + Room&Board + Books&Supplies) – Grant&Scholarship Aid

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Net Price – Cost and Aid Despite Tuition Increases Student Net Price Remains Low

$4,758 $4,998 $5,400 $5,827 $6,040 $6,220 $5,950 $6,094 $6,094 $6,461 $6,686

$9,500 $9,656 $10,559 $11,107 $10,933 $10,299 $10,501 $10,213 $9,449 $9,462 $9,082

$0 $4,000 $8,000 $12,000 $16,000 $20,000

2008‐09 2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 Estimated

Tuition & Fees Books & Supplies Avg Room & Board Average Aid Avg Net Price

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ Net Price is based on 12 credit hours per semester, per federal reporting guidelines Net Price = Cost of Attendance (Tuition&Fees + Room&Board + Books&Supplies) – Grant&Scholarship Aid

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Affordability Across All Income Levels Specifically Low Income Students

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ Note: Net Price is based on 12 credit hours per semester, per federal reporting guidelines $4,758 $4,998 $5,400 $5,827 $6,040 $6,220 $5,950 $6,094 $6,094 $6,461 $6,686

$6,855

$9,367 $5,954

$5,137 $8,218

$10,171 $8,803 $7,303 $6,822

$6,118 $10,817

$12,313 $9,551 $9,670

$9,336 $11,711

$13,695 $13,751

$11,440 $11,229

$14,219 $14,727 $12,119

$12,103

$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 2008‐09 2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 Estimated

Net Price by Income Level

Tuition & Fees Avg Net Price $0‐30K Avg Net Price $30‐48K Avg Net Price $48‐75K Avg Net Price $75‐110K Avg Net Price > $110K

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Set and Meet Enrollment Targets

17,239 18,526 18,600 18,024 17,651 16,765 15,829 15,490 14,852 14,432 14,289 14,300 14,729 15,158 15,587 16,016 16,445 16,500 13,674 14,692 14,828 14,495 14,276 13,582 12,784 12,526 12,027 11,713 11,687 3,565 3,834 3,772 3,529 3,375 3,183 3,045 2,964 2,825 2,719 2,602 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000

FALL 2008 FALL 2009 FALL 2010 FALL 2011 FALL 2012 FALL 2013 FALL 2014 FALL 2015 FALL 2016 FALL 2017 FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

Total Headcount Undergraduates Graduates

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis

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Sustain Increases in Retention

86.5 86.8 85.4 85.8 86.7 86.9 86.0 86.2 87.5

86.7 88.7

87.5 88.0 88.5 89.0 89.5 90.5 91.0 72.4 73.6 72.6 70.3 72.0 74.0 73.8 73.5 71.6 73.9 73.8 74.5 75.0 75.5 76.0 76.5 77.0 77.5 68.0 73.0 78.0 83.0 88.0 93.0

FALL 2008 FALL 2009 FALL 2010 FALL 2011 FALL 2012 FALL 2013 FALL 2014 FALL 2015 FALL 2016 FALL 2017 FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

Fall to Spring Retention Rate 1 YR Retention

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis NOTE: All shown by reporting semester

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Source: Dona Ana Community College ‐ Institutional Analysis

69% 58%

40% 45% 50% 55% 60% 65% 70% 75%

Aggie Pathway Not Aggie Pathway Fall‐to‐Fall Retention Rate

Aggie Pathway Students at Dona Ana Community College - Fall 2016

55% 45%

20% 25% 30% 35% 40% 45% 50% 55% 60%

Aggie Pathway Not Aggie Pathway Completion Rate of Gateway English 33% 26%

15% 17% 19% 21% 23% 25% 27% 29% 31% 33% 35%

Aggie Pathway Not Aggie Pathway Completion Rate of Gateway Math 23% 10% 24% 27% 2% 6%

0% 10% 20% 30% 40% 50% 60%

Aggie Pathway Not Aggie Pathway Outcome to Date

Transferred to NMSU‐MA Still enrolled at DACC Earned an Award by Spring 2019

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Propel Bachelor’s Degree Attainment

44.3 45.0 44.9 45.8 44.0 43.3 45.8 42.6 44.7 45.9 46.7 47.0 48.5 50.0 51.5 53.0 54.5 56.0 37.2 37.0 37.7 36.3 36.6 37.3 34.4 37 38.1 39.8 41.7 43.0 44.5 46.0 47.5 49.0 50.5 52.0 12.7 14.9 13.8 15.6 15.5 13.4 16.9 17.8 18.7 22.1 26.4 27.5 29.0 30.5 32.0 33.5 35.0 36.5 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 55.0 60.0

FALL 2008 FALL 2009 FALL 2010 FALL 2011 FALL 2012 FALL 2013 FALL 2014 FALL 2015 FALL 2016 FALL 2017 FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

6 YR Grad Rate 5 YR Grad Rate 4 YR Grad Rate

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis NOTE: All shown by reporting semester

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Goal 1: Enhance Student Success & Social Mobility

Examine and Close Achievement Gaps

  • Income
  • Race and Ethnicity
  • Gender
  • Age
  • Academic Program
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87.3% 88.4% 87.9% 89.4% 90.0% 88.8% 88.1% 89.1% 89.9% 89.3% 90.3% 90.0% 90.2% 90.4% 90.6% 90.8% 91.0% 91.0% 85.4% 84.7% 83.0% 82.1% 83.1% 84.6% 83.9% 82.9% 84.7% 83.8% 87.2% 87.0% 87.5% 88.0% 88.5% 89.0% 90.0% 91.0%

80.0% 82.0% 84.0% 86.0% 88.0% 90.0% 92.0%

FALL 2008 FALL 2009 FALL 2010 FALL 2011 FALL 2012 FALL 2013 FALL 2014 FALL 2015 FALL 2016 FALL 2017 FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

Not Pell ‐ Fall to Spr Retention Pell ‐ Fall to Spr Retention

Close Retention Gaps

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis NOTE: All shown by reporting semester

NMSU is committed to closing achievement gaps in all areas Pell eligibility as proxy for income

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16.1% 17.1% 17.1% 19.0% 19.6% 17.0% 21.7% 22.5% 23.8% 27.4% 31.5% 32.0% 32.5% 33.1% 33.8% 34.6% 35.5% 36.5% 7.1% 11.5% 8.4% 10.1% 9.6% 8.5% 12.2% 12.8% 13.3% 15.7% 21.1% 24.0% 26.0% 28.0% 30.0% 32.5% 34.5% 36.5%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0%

FALL 2008 FALL 2009 FALL 2010 FALL 2011 FALL 2012 FALL 2013 FALL 2014 FALL 2015 FALL 2016 FALL 2017 FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

Not Pell ‐ 4YR Grad Pell ‐ 4YR Grad

Climb the Economic Ladder with a Degree

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ and NMSU Institutional Analysis NOTE: All shown by reporting semester

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Social Mobility Index

123 123 100 85 65 40 20 10

20 40 60 80 100 120 140

FALL 2018 FALL 2019 FALL 2020 FALL 2021 FALL 2022 FALL 2023 FALL 2024 FALL 2025

Source: CollegeNET Social Mobility Index http://www.socialmobilityindex.org/

College NET Index Factors include:

  • Tuition
  • Economic Background
  • Graduation Rate
  • Early Career Salary
  • Endowment

Note: Unlike other rankings, this index rewards institutions using funds to support scholarships rather than amassing a tremendous endowment

  • “In the presence of

increasing inequality,” they conclude, “falling mobility implies that as the rungs of the ladder have moved farther apart, moving between them has become more difficult.” ‐ Michael Carr and Emily Wiemers,

economists at the University of Massachusetts.

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Goal 1: Enhance Student Success & Social Mobility

Meet Students Where They’re At and Accelerate Progress

  • The greatest weakness and opportunity in student success is the first year
  • In the last decade, NMSU’s four year graduation rate has doubled, while serving a far more

diverse and economically disadvantaged population

  • 86.7%

88.7%

80.0% 82.0% 84.0% 86.0% 88.0% 90.0%

Fall 2017 Fall 2018

Fall to Spring Retention

12.7% 26.4%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

Fall 2004 Fall 2014

Four Year Graduation

Most recent – One year improvement Most recent – Ten year improvement

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$141.14 $138.92 $136.89 $132.40 $123.63 $129.22 $110.13 $102.57 $129.20 $122.50 $121.43 $104.41 $100.28 $93.72 $96.5 $101.0 $106.5 $112.0 $117.5 $123.0 $129.5

$90.00 $100.00 $110.00 $120.00 $130.00 $140.00 $150.00 2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐182018‐19 EST2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25

IPEDS Research Expenditures NSF HERD Adjusted Expenditures

Research Expenditures

Source: Integrated Postsecondary Education Data System https://nces.ed.gov/ipeds/ NOTE: National Sciences Foundation (NSF) Higher Education Research & Development (HERD) Adjusted Data NOTE: IPEDS Financial Reporting Methodology changed in 2015‐16

Goal 2: Elevate Research & Creativity

Partnerships are Key to Research Growth

$Millions

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$95.0 $99.0 $104.0 $109.0 $114.0 $119.0 $125.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 $4.5

$0.0 $20.0 $40.0 $60.0 $80.0 $100.0 $120.0 $140.0 2018‐19 EST 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25

NSF Science & Engineering NSF Non‐ Science & Engineering Why track both Science & Engineering (S&E) and Non S&E research and development (R&D) expenditures?

  • The Carnegie ranking rewards both
  • Students at R1 institutions graduate at higher levels and realize improved career outcomes and salaries
  • Institutions with a Carnegie R1 ranking earn greater research funding
  • Research experiences build student skills valued in the workplace
  • For example, consider examples like NMSU’s concrete laboratory and bridge programs
  • Research also expands economic development in the region
  • State matching research funds can be instrumental in giving students an edge in the marketplace

$Millions

NOTE: National Sciences Foundation (NSF) Higher Education Research & Development (HERD) Adjusted Data

Goal 2: Elevate Research & Creativity

Achieve Carnegie R1 Ranking

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$44.624 $45.731 $49.371 $54.205 $52.087 $52.818 $53.988 $54.528 $55.073 $55.624 $56.180 $56.742 $25.049 $25.973 $29.274 $33.109 $31.107 $31.418 $31.732 $32.050 $32.370 $32.694 $33.021 $33.351 $19.575 $19.758 $20.097 $21.096 $20.980 $21.400 $22.256 $22.478 $22.703 $22.930 $23.159 $23.391 $15.000 $20.000 $25.000 $30.000 $35.000 $40.000 $45.000 $50.000 $55.000 $60.000 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 2018‐19 EST 2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 2024‐25

Total Outreach & Extension Restricted Outreach & Extension Unrestricted Outreach & Extension

$Millions

Goal 3: Amplify Extension & Outreach

Outreach, Extension and Engagement Impact New Mexico’s Economic Future

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Goal 3: Amplify Extension & Outreach

  • Land Grant Extension Outreach
  • Reach over 600,000

residents/annually with educational programs

  • Leverage over 10,500 volunteers
  • 4H Youth Development
  • Agriculture and Natural Resources
  • Family and Consumer Services
  • Community and Economic Development
  • Public/Private Partnerships
  • Meet Research Needs of Industry
  • Build Ongoing Relationships
  • Economic Development
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Goal 4: Build a Robust University System

Performance Management

The highest quality education demands engagement, buy-in, personnel quality and accountability

  • Over 1,000 individuals actively engaged in the NMSU 2025 plan development
  • Performance management principles extended across the system
  • Faculty and staff performance evaluations with expectations linked to NMSU 2025 Strategic Plan
  • Leaders well informed by data to achieve success at all levels
  • College and unit performance expectations and rewards aligned with NMSU 2025

Administrative processes meet and serve the needs of the institution to foster institutional success

  • The key element of services is to “Serve”
  • Continuous evaluation and optimization of the most effective administrative service models
  • Strategic resource allocation mechanisms and assets are key to realizing strategic priorities
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  • Public/Private Sector Partnerships
  • Legislative:
  • Research Matching Dollars
  • Endowment Matching Funds
  • Scholarships – Lottery and Supplemental Matching
  • Collaboration Amongst Institutions (COE+)
  • NM Higher Education Dept (HED)‐ Additional Resources

NM Higher Education Opportunities