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Lead Unit: Human Resources/Government Relations

Progress: 100%

FY21 Highlights:

• State budget includes additional funds due to increasing base funding/FTE. 
• State budget includes additional funding for ��˾�������� based on outcomes-based performance (I.e., funding rationale). 
  • State budget includes an additional $35 million for TAG that will increase the maximum awards for ��˾�������� and other State colleges.

Lead Unit: Executive Vice President

Progress: 75%

FY23 Highlights:

• Highlighted several nontraditional students in conjunction with our Commencement series on the website and social media. 
• Explored the use of Instagram “collaborations” with accounts targeting nontraditional students, including Graduate Admissions.
• Individual strategic mixed media marketing plans were implemented for Hispanic/Latinos, Blacks, Asians, and Veterans.

FY22 Highlights:

• Promoted Transfer Pathways Partnership agreements with county colleges through news releases, University website and social media platforms.
• Enhanced communications, planning and ad spending for Graduate Studies; Promoted new scholarships and degrees for graduate students on stockton.edu and social media platforms.
• Increased frequency of posting to LinkedIn to an average of 4x/week. Also enhanced posts with paid boosts.

Lead Unit: Athletics

Progress: 85%

FY23 Highlights:

• Hired Associate Director for Athletic Compliance and Student-Athlete Success to support student-athlete education regarding academic compliance and student support on campus.

FY22 Highlights:

• Continued strategies from FY22.

FY21 Highlights:

• Identified cohort of “at risk” students for additional support efforts.
• Worked with Faculty and Student Affairs to:
  • Intervene early and often – notified faculty of concerns
  • Scheduled academic meetings for “at risk” athletes with their head coach
  • Had early conversations with “at risk” athletes about Add/Drop options and NCAA eligibility
  • Follow-up emails to instructors with signs of academic difficulty
  • Required all first semester freshmen to take two on-line workshops: Time Management and Effective Note-Taking

Lead Unit: Enrollment Management

Progress: 85%

FY23 Highlights:

• Utilization at Niche and Common App Direct Admissions Pilot Program
• Restructuring territories counties within New Jersey based on historical application volume
• Increased number of Onsite Instant Decision Days

FY22 Highlights: 

• Expanded Targeted High School Visits, College Fair participation, and on-campus Special Group Visits.
• Enhanced utilization of social media by providing application assistance, financial aid assistance and highlighting student testimonials.
• Promoted one-to-one personal counseling for first-year, transfer, and international students available in-person and virtually.

FY21 Highlights:

• Reorganized undergraduate and graduate admissions staffing and management with a renewed commitment to recruiting students of color.
• Provided Economic Relief to DACA/DREAMER Students Impacted by Covid-19 that could not receive Federal Stimulus Funds. 
• Admission information sessions held for Spanish speaking parents/guardians.

Lead Unit: Executive Vice President

Progress: 90%

FY23 Highlights:

• Created the Associate Director of Alumni Relations position to specifically focus on career readiness, mentorships and post-graduate success. 
• Created University Advancement teams to work in partnership directly with each dean.
• Promoted new alumni clubs and alumni achievements.

FY22 Highlights:

• Showcased successful alumni in marketing campaigns and University publications to increase engagement.
• Leveraged 50th anniversary celebration as opportunity to engage with alumni, highlight successful alumni and create new networking opportunities for students. 
• Partnered with Career Education and Development to develop Alumni Mentor Circles for first year students from underrepresented communities.

FY21 Highlights:

• Continued to work with Career Education and Development for opportunities to showcase alumni achievement.
• Enhanced OspreyConnect, the online networking platform for alumni and friends. Launched new monthly newsletter, solicited alumni mentors, marketed the platform to new graduates.
• Planning in place to launch Corporate Club program in FY22.  

Lead Unit: Enrollment Management

Progress: 100%

FY23 Highlights:

• Full participation from Academic Schools for all in-person programs.
• The Office of Financial Aid collaborated with EOF to ensure University compliance with OSHE when determining eligibility to reauthenticate EOF renewal students.
• GOALS GEAR UP collaborated with EOF and Financial Aid to provide FASFA information to senior students.
  

FY22 Highlights:

• Collaborated with campus partners in identifying services for prospective students such as Learning Access Program and Wellness Center. 
• Collaboration with Academic and Student Affairs in on-campus programs and events.

FY21 Highlights:

• The creation, collaboration and implementation of Nest Fest Overnight orientation programming.
• Experience ��˾�������� & Discover ��˾�������� Day programs for prospective students and families.
• Hosted virtual recruitment events aimed at re-affirming ��˾��������’s commitment to diversity.

Lead Unit: Student Affairs

Progress: 100%

FY23 Highlights:

• Completed Atlantic City Strategic Plan to move Business to Atlantic City.

FY22 Highlights:

• Redesigned EOF Student Success Coach responsibilities- resulting in over 4000 individual student advising contacts in Spring 2022.

 

Lead Unit: Enrollment Management

Progress: 85%

FY23 Highlights: 

• Streamlined application process for students applying into EOF, Specialty majors and programs.
• Streamlined the application review process for counselors within one system.
• Streamlined the review process for campus partners including but not limited to specialty programs, EOF evaluation, Athletics, Academic Advising, Student Success and New Student
  Transitions.

FY22 Highlights:

• Created new and updated tutorial and instructional videos regarding the application process, financial aid process, and EOF requirements to improve prospective student and parent experience.
• Utilizing daily reports to identify daily, weekly, and monthly goals for application generation and yield.
• Implementing Slate CRM to replace Recruit CRM with Summer 2022 expected go live. 

FY21 Highlights:

• Automated Bursar Account Receivable Reporting to track point in time comparisons daily.
• Automated Bursar reporting to track student accounts that have a higher chance for default to offer payment options.
• Redesigned Bursar website with more straightforward navigation for website visitors..
• Developed a Strategic Communication Plan that maps the Bursar billing cycle to several modes of communications to mediate outstanding Account Receivables. 

Lead Unit: Enrollment Management

Progress: 85%

FY23 Highlights: 

• The Office of Financial Aid successfully implemented and updated a new net price calculator.
• The Office of Financial Aid changed the reporting timeline for academic activity which increased the response rate and satisfaction by instructors.

FY22 Highlights:

• Section One of the Financial Aid Policies and Procedures Manual has been completed. 
• Provided compliance training and professional development opportunities for financial aid staff.

FY21 Highlights:

• Developed recruitment strategies to assist with targeted student recruitment and retention.
• Developed strategies for closing the financial gap between financial aid and college cost using ��˾�������� Grant in Aid.
• Creation and implementation of freshman and transfer communication plan that provides students with next steps from application to enrollment.
• Implementation of online enrollment deposit form as well online Educational Opportunity Fund Program supplemental application.

Lead Unit: Enrollment Management

Progress: 75% 

FY23 Highlights:

• Created separate email account within the Bursar’s department to work with defaulted accounts.
• Leveraged Ellucian Banner ERP system to create a repository for Bursar communications and used workflow messaging for certain processes. 
• Developed automated reporting to identify student liability after financial aid and payments received.

FY22 Highlights:

• Established quarterly joint operational and training meetings between the staff of the Office of Financial Aid and Bursar’s Office.
• Provided institutional wide training on handling cash items throughout the University.

Lead Unit: Student Affairs

Progress: 25%

FY23 Highlights:

• Successfully recruited and hired Director of Assessment and Communication.

Lead Unit: Student Affairs

Progress: 50%

FY23 Highlights:

• Developed strategies with cultural organizations to develop programs for newly-opened Multicultural Center.

Lead Unit: Enrollment Management

Progress: 85%

FY23 Highlights: 

• Collaboration with the Office of Financial Aid including but not limited to FAFSA completion, outside scholarship offers.
• Collaboration with the Office of Academic Advising regarding Accuplacer testing. 

FY22 Highlights:

• Completed expansion of High School dual-credit partners, dual-path partners, and Community College Partnerships.
• Strategically grouping NJ counties throughout the state in creating depth for counselors, enrollment specialist and ambassadors by assigned territories.
• Worked closely between Admissions and the Office of Financial Aid in identifying students that meet the criteria for ��˾�������� Promise and GSG. 

FY21 Highlights:

• In collaboration with URM, the Enrollment Team used data analytics to make marketing and advertising decisions, including Google AdWords, Facebook, Instagram, Twitter, and LinkedIn.
• In conjunction with ITS and Video Productions, the Enrollment Team is now live-streaming in-person events so maximize audience reach. 
• The Enrollment Team expanded the use of communication tools to reach various populations. These tools are tracked to monitor open rates in order to make data-driven decisions for future campaigns.

Lead Unit: Executive Vice President

Progress: 100%

FY23 Highlights:

• Implemented new web design elements such as cards and infographics to highly trafficked pages to deliver relevant content in an interesting and accessible form.
• Updated layout of key Admission pages for a more modern web experience.
• Merged both Admission landing pages into one centralized resource for less visitor clicks to get to admission funnel.

FY22 Highlights:

• Revised the Choose campaign to feature a new group of diverse students.
• Secured a 2-year contract with Falcon.io for social media management services.
• Worked with University partners to identify and promote key selling points for Summer 2022.

FY21 Highlights:

• Revamped the Choose campaign to emphasize “Choose ��˾��������.” This was our most diverse campaign, with 3 males and 3 females, including 2 Black, 1 Latinx, 1 Asian and 1 veteran student(s).
• Created a virtual tour series for Admissions to reach prospective students unable to visit campus due to the pandemic. Launched the series with four tour stops: Campus Center, Academic Spine, Freshman Housing, Lake Fred. 

Lead Unit: Planning & Research

Progress: 40%

FY23 Highlights:

• IR staff has continued to update Dual Credit High School student data, specifically tracking students who participated in the program and have matriculated at ��˾��������.
• Launched reimagined interactive public dashboard focusing on the Dual Credit High School Program. 

FY22 Highlights:

• Continuing development of interactive dashboards on website with new Dual Credit High School dashboard going live in early FY2023.
• Preliminary analysis of Transfer Pathways programs was completed, and additional analysis will occur as the program continues