Inclusive Student Success Accomplishments

91��Ƶ at Commencement

Implementation Goals & Accomplishments

1.1 - Expand Student Health, Safety, and Well-Being: Strengthen student health, safety, and wellness strategies and outcomes.

Goal 1.1.1 - Strengthen the partnership with the Counseling Center around student-athlete mental health.

Lead Unit: Athletics

Progress: 100%

FY23 Highlights:

Hired Associate Director of Athletic Compliance and Student Athlete Success.
Assigned liaison from Athletics and Recreation to coordinate student-athlete mental health strategies.
Integrated Athletics and Recreation staff with Student Health and Wellness Strategic Leadership Team.

FY22 Highlights:

Continued implementation of Student Athlete Well-Checks.
Created Associate Director of Athletic Compliance and Student Athlete Success position to strengthen operational alignment with Counseling and Psychological Services (CAPS), the Dean of Students Office and other student support services.
Trained Athletics and Recreation staff on student referral process.

FY21 Highlights:

Expanded Well Checks with Counseling Services from fall incoming student-athletes to all incoming student-athletes.
Explored with Counseling Services the possibility of incorporating mental health screenings for all student-athletes as part of the PHQ9 module in the SportsWare software that Athletic Training currently utilizes for student-athlete physical examinations.

Goal 1.1.2 - Prepare a draft version of a new student well-being strategic plan to support current and future student health, wellness, and safety.

Lead Unit: Student Affairs

Progress: 60%

FY23 Highlights:

Awarded $42,000 grant from Office of the Secretary for Higher Education (OSHE) to implement JED Campus, a multi-year institutional self-assessment on student mental health resources and strategies (will carry forward to FY24).

FY22 Highlights:

Implemented and completed new Counseling and Psychological Services (CAPS) Student Satisfaction Survey.
Implemented and completed new Student Health Services Student Satisfaction Survey.
Educated BOT, Cabinet, Faculty Senate, and other community members about Student Mental Health outcomes (Fall 2021).
Realigned Counseling and Psychological Services (CAPS) counseling operation to increase capacity in the number of 91��Ƶ being seen via appointments and walk-ins.
Created Student Health and Wellness Leadership positions to support student health and well-being.

FY21 Highlights:

Implemented National Assessment of Collegiate Campus Climate (NACC) survey to gather baseline date regarding 91��Ƶ’ experience with campus racial climate (Nov 2020).
Implemented national Health Minds Study to gather baseline data related to 91��Ƶ’ mental health status and resource utilization (April 2021).
Completed Mental Health Audit with Baker-Tilley (Fall 2020).
Strengthened Health, Safety and Wellness strategies through reorganization of Health and Wellness and Dean of Students operations and hiring of new leadership for Counseling and Psychological Services (CAPS), Learning Access Programs (LAP) and Health Outreach, Promotion, Education and Services (HOPE) to support.
Completed NASPA Culture of Respect Core Evaluation and developed Individualize Improvement Plan.

Goal 1.1.3 - Enhance student counseling, disability support, conduct, and safety operations.

Lead Unit: Student Affairs

Progress: 100%

FY23 Highlights:

Contracted with the Office of the Secretary of Higher Education and UWill to expand student access to new free tele-mental health services.
Increased enrollment in the Food Assistance Program by approximately 40% from FY22.
Awarded $25,000 grant from the Office of the Secretary of Higher Education (OSHE) to expand institutional capacity to address food insecurity.
Implemented Planned Parenthood Services in Student Health Services portfolio to provide 91��Ƶ with reproductive health services.
Hosted Inaugural Restorative Justice Summit with the Atlantic City Prosecutor’s Office to increase 91��Ƶ’ awareness regarding restorative practices and resources.
Successfully opened Osprey Essentials clinics (Stockton CARES) to provide dental cleanings and basic needs resources.

FY22 Highlights:

Expanded Medicat student medical record system to strengthen efficiency in student COVID immunization compliance, resulting in 13,675 student COVID immunization records in AY22.
Partnered with AtlantiCare Physician’s Group (APG) to implement hybrid student health services model, resulting in a 90% student client satisfaction rate.
Expanded Counseling and Psychological Services (CAPS) to Atlantic City campus.
Created Student Advocacy, Belonging, and Campus Standards leadership positions to support student safety and well-being.
Revamped Behavioral Intervention Team (BIT) membership and process to streamline review and management of student incidents and conduct or mediation action plans.
Expanded Osprey Food Pantry and student basic needs resources on Galloway Campus.
Created student of concern case management assessment and tracking tools utilizing Maxient software to assess review student cases.
Created and implemented Student Well-Being & Safety Review Procedure in alignment with national standards and best practices. Flexible, equitable tool to address 91��Ƶ of concern while being mindful of placing barriers to accessing resources, support and services.
Managed more than 700 student conduct and support cases coordinated by Residential Life, Office of the Dean of Students, Office of Student Conduct, Stockton Cares, Title IX coordinator, WGSC, and other campus partners.

Goal 1.1.4 - Lead the University’s participation in the NASPA Culture of Respect initiative to assess and enhance sexual violence education, support services, and policies.

Lead Unit: Student Affairs

Progress: 100%

FY23 Highlights:

Completed National NASPA Culture of Respect Cohort 4 participation and educated campus community on outcomes and recommendations to strengthen strategies related to support survivors of power-based personal violence.
Partnered with the Office of the Secretary of Higher Education (OSHE) through the Safe and Inclusive Communities Grant to deliver five (5) educational programs with a total attendance of over 200 91��Ƶ to expand community knowledge regarding power-based violence within BIPOC and LGBTQ+ communities.

FY22 Highlights:

Awarded $100,000 multi-year grant from Office of Secretary of Higher Education (OSHE) to expand sexual violence preventative programs for BIPOC and LGBTQIA 91��Ƶ.
Completed two-year Culture of Respect Evaluation (CORE), self-assessment in NASPA Culture of Respect Cohort.
Created evidence-based action plan based on first round of CORE Evaluation, self-assessment from NASPA and subsequent leadership plan for continuing goals and objectives post cohort participation.
Participated in Stockton Presidential Taskforce of Gender-Based Violence and created collaborative sub-committee with faculty to strengthen and unify work in this area.
Provided Online Sexual Misconduct training to more than 300 student-athletes.

Goal 1.1.5 - Integrate wellness education in student programs, trainings, and service.

Lead Unit: Student Affairs

Progress: 50%

FY23 Highlights:

Incorporated health and wellness topics into employment program for 51 91��Ƶ employed with in the Office of Event Services and Campus Center Operations.
Successfully recruited and hired Director of Health Outreach, Promotion and Education (HOPE).
Coordinate for Residential Life-for Health and Wellness Operations.
Invested resources to become a member of the American College Health Association (ACHA).

1.2 - Cultivate an Inclusive Campus Community: Enhance cross-divisional efforts to increase 91��Ƶ’ sense of belonging, engagement, and development.

Goal 1.2.1 - Collaborate in the expansion of partnerships, internships, employment, and community engagement opportunities, especially in Atlantic City.

Lead Units: Atlantic City Operations

Progress: 100%

FY23 Highlights:

The 19^th MLK Dy of Service – AC Campus experienced its largest level of participation to date, with a record 225 volunteers participating in 5 service projects in Atlantic City. Combined service projects throughout Galloway and Hammonton included over 600 volunteers participating in over 25 service projects throughout Atlantic County.
The 2^nd year of Live-Work-Learn Program experienced significant growth: the number of employers increased from 12 to 15 and the number of participating 91��Ƶ admitted to the program increased by 66% (from 148 to 245).
Co-chaired 2^nd Stockton Community Day and Party in the Park event in Atlantic City on April 22, 2022. The event realized a 40% increase in volunteer participation (from 506 to 707) for 11 neighborhood street/beach cleanups sites throughout Atlantic City. One hundred seventy-eight bags of trash were collected, resulting in nearly 10 tons of debris being removed from streets and beaches. Volunteers also represented over 60 community groups/organizations. The Party in the Park was attended by 1,000+ people and included 72 vendors.

FY22 Highlights:

18th MLK Day of Service – event was modified to accommodate 390 volunteers who participated in 20 virtual and in person projects throughout Atlantic City and Atlantic County.
Launched the Stockton AC Summer Experience (Live-Work-Learn) program with corporate partners, representing 12 properties in AC and a diverse group of over 700 applicants and 148 91��Ƶ accepted into the program for Summer 2022 [39% African American, 33% Caucasian, 19% Hispanic/Latino, 6% More than 1 Race, 3% Asian/Pacific Islander, 64% female and 36% male]
Co-chaired the Stockton 50^th Celebration Community Day and Party in the Park event on April 23, 2022. The Community clean-up included 512 volunteers participating in 8 neighborhood street cleanups, a beach cleanup, and graffiti removal project in Atlantic City. Three hundred sixty-six bags of trash were collected and 17 power boxes were primed by volunteers, with 11 of those boxes painted by local artists, in collaboration with the AC Arts Commission and the Chelsea EDC. Volunteers represented over 80 community groups/organizations. The Party in the Park was attending by 1,000 people and included over 60 participating vendors.

FY21 Highlights:

Implementation of collaboration of the Osprey Internship Program between School of Business and South Jersey Industries and paid internship with the Chelsea EDC will be effective Fall 2021. Additional proposed initiatives are expected to roll out throughout the FY22-23 academic years.
Co-hosted Chelsea Neighborhood Beautification & Cleanup which attracted over 125 volunteers and the removal of 3,500 lbs. of trash - the largest event of its kind ever in the Chelsea community.
17th MLK Day of Service involved 400 volunteers, including 100 in Atlantic City. Hosted 6th MLK Panel Discussion involving 60 91��Ƶ from 5 area high schools.

Goal 1.2.2 - Identity opportunities for collaboration between external groups and Stockton which support institutional programs and initiatives.

Lead Unit: Atlantic City Operations

Progress: 90%

FY23 Highlights:

Collaborated with and negotiated access to space at Atlantic-Cape Community College for summer 2023 for AAHMSNJ to review and inventory its collection. In collaboration with ARHU, we secured interns to assist with the inventory process.

FY22 Highlights:

Collaborated with AC Residential Life and the Chelsea EDC to plan and coordinate the “Chelsea Eats” initiative, which invites 91��Ƶ to enjoy a walking tour and sample food at restaurants located in the Chelsea Neighborhood.
Collaborated with the Chelsea EDC and AC Devco on the “Come Out & See BeautifuLGBTQ Chelsea” program to promote the Chelsea neighborhood as a place for LGBTQ members to live and invest.
In collaboration with ARHU and The Noyes, two mural projects will be completed and in readiness for the NAACP National Convention in summer 2022.
Negotiations with the AAHMSNJ have resumed.

FY21 Highlights:

Negotiations with the AAHMSNJ are on hold. Additional initiatives are highlighted above in Goal 1.

Goal 1.2.3 - Integrate planning, assessment, and communication strategies to support inclusive student success.

Lead Unit: Student Affairs

Progress: 100%

FY23 Highlights:

Created Division Strategy Teams to integrate strategic collaboration within Student Affairs to support the university strategic plan.
Hired Director of Student Affairs Assessment and Communications and Coordinator of Student Affairs Administration and Operations to strengthen divisional capacity for integrated planning.

FY22 Highlights:

Created Director of Student Affairs Assessment and Communications position to strengthen integrated strategic planning, assessment and communications operations.
Expanded divisional usage of Baseline Assessment system to all departments resulting in administration of over 100 surveys to measure student learning and satisfaction.

FY21 Highlights:

Created Student Affairs Assessment and Communications Teams to expand staff engagement in strategic priorities.
Advanced the Anthology (formerly Campus Labs) process to the adoption phase (previously disrupted by COVID-19).
Disseminated the National Assessment of Collegiate Campus Climates (November 2020) to undergraduate 91��Ƶ. This survey addresses 91��Ƶ’ well-being and sense of belonging through their appraisal of the University’s commitment to equity and inclusion and the 91��Ƶ’ experiences with race and learning about it, among other topics.

Goal 1.2.4 - Facilitate a standardized and consistent student coding process for the University's new CRM and ERP software packages to improve tracking of student engagement, persistence,and success.

Lead Unit: Planning & Research

Progress: 40%

FY23 Highlights:

Facilitated follow-up discussions with select departments and teams to clarify their current operating procedures as well as future data and reporting needs.
Created a cohort code to track 91��Ƶ that are part of the “pre-registration pilot” that is registering new, first-time undergraduate 91��Ƶ for some courses prior to orientation.

FY22 Highlights:

Hosted initial University-wide coding summit with nearly 25 departments and teams from Academic Affairs, Student Affairs, Enrollment Management, and Information Technology, the goal of which was to help individuals understand the importance of consistent student coding protocols in transitioning from a reactive student success model to a proactive one.
Moved EOF tracking to a cohort model as of Fall 2021.
Administered Survey to departments that are responsible for student coding to gather key information about what needs to be tracked, where it is located if already tracked, and who will input/maintain the data, etc. in July 2021.

Goal 1.2.5 - Develop plan for new Student Life Center.

Lead Units: Student Affairs; Facilities & Operations

Progress: 10%

FY23 Update

Development, design, construction, and final approval for occupancy is complete for the New Multicultural Center in Winter 2023. The concept of improvements and enhancements for a plan for a new Student Life Center is in early discussion only.

Goal 1.2.6 - Enhance campus life engagement and experience for all 91��Ƶ.

Lead Unit: Student Affairs

Progress: 25%

FY23 Update

Implemented a new Campus Center Programming model offering events to promote engagement, inclusion, wellness, and to celebrate the arts.
Recruited and registered nearly 200 student clubs and organizations during Get Involved Fair to support student belonging and leadership development.
Lead the successful execution of University Weekend with campus partners, which featured over 30 programs.
Engaged 91��Ƶ through over 5000 student-initiated programs and 223 Active Student Organizations (including 13 new organizations).

1.3 - Promote Equitable Educational Access and Academic Achievement: Reduce equity gaps in high-impact learning opportunities and academic achievement indicators (such as GPA, academic honors, degree completion, etc.)

Goal 1.3.1 - Prioritize faculty and staff development of creative and innovative programming that provides high-quality learning experiences, incorporates high-impact practices, and promotes inclusive student success for a diverse range of learners.

Lead Units: Academic Affairs; Student Affairs

Progress: 100%

FY23 Highlights:

The Faculty Senate Taskforce developed three ELOs, tentatively Comprehension, Community, Communication – Recommendation for full body vote FY 24.
The committee with Student Affairs and Academic Affairs created a structure this year to implement and assess RISE with a Fall 2024 start date.
Reboot Advising – Faculty Senate task force on precepting and pilot pre-registration of first-year 91��Ƶ.
An operational procedure through CTLD was created and activated with online instructions and videos.
The Quality Matters rubric was used to assess 75 courses and will be ongoing with additional assessment in AY 2023-24.
Managed a $500,000 grant from the Office of the Secretary of Higher Education for the Opportunity Meets Initiative Challenge (OMIC) to support High School Dual Credit.
244 91��Ƶ participated in the Live Work Learn program, up from 148 in summer 2023.

FY22 Highlights:

Led University participation and completion of AAC&U High Impact Practices and Student Success Institute.
Implemented Student Transition Programming Series to expand 91��Ƶ’ knowledge of student success and high impact learning opportunities.
Implemented inaugural First Ospreys L.E.A.D Summit to expand 91��Ƶ’ participation in leadership experiences.
R1 and R2 Attributes have expanded from an initial 32 in FY 21 to 49 in FY 22, and tripled in seat capacity, with an increase from 1005 seat capacity in FY 21 to 3665 in FY 2022.
The Faculty Senate created a task force to review the Essential Learning Outcome in response to a charge by the Provost.
Institutionalization of the Ospreys RISE Initiative (Research, Internships, Service, Experiential) begins Fall 2022 for all 91��Ƶ but particularly first-year 91��Ƶ.
Stockton reached 1,384 91��Ƶ in 43 high schools participating in the High School Dual Credit program.
The Live Work Learn program received 700 applications, 153 91��Ƶ started the program. Originally 130 positions, employers expanded the availability.

FY21 Highlights:

Created Academic Achievement Programs department to elevate the visibility of high-impact educational experiences for historically underrepresented 91��Ƶ.
Redeveloped the Board of Trustees Distinguished Fellowships to focus on projects that examine social justice and equity resulting in more diverse applicants and recipients.
Developed Bridging Equity Gaps series to educate 91��Ƶ about high impact learning experiences.
Implemented Career Coaching Circles to strengthen social capital access and development for underrepresented 91��Ƶ.
Participated in national AACU&U High Impact and Student Success Institute and developed institutional action plan.

Goal 1.3.2 - Strengthen and build Stockton’s reputation as a first-choice academic home for diverse, high-achieving 91��Ƶ, and secure philanthropic partnerships to bolster programming and services to support student success.

Lead Unit: Executive Vice President

Progress: 100%

FY23 Highlights:

Secured private support and directed Foundation resources to programs aimed at reducing barriers for 91��Ƶ including the Student Emergency Relief Fund, Housing Essentials Fund, Social Justice and Equity Fund, and others.
Successfully targeted sub-segments by implementing communications plans directed to Blacks, Hispanic/Latinos and Asians. Increases in completed applications for Fall FY23: Black 20%, Hispanic/Latino 20% and Asian 14%.
Developed and implemented new design for recruitment materials with repeating diamond design. Look was incorporated into travel and transfer brochure, acceptance package, yield campaign, web banners and design and marketing collateral. The style was also transferred to the annual yield campaign. According to admissions survey results, branded socks remain a popular promotional item for accepted 91��Ƶ.
Successfully produced Report of Impact for FY22 (published in FY23) as a new, square-design publication with images that bled across the gutter to have more striking visual interest and reader engagement.

FY22 Highlights:

URM issued 191 press releases and an additional 130 web stories for a total 321 items. The University had a total of 8,911 media mentions over the year.
Developed and launched new brand for Performing Arts Center (PAC) including new website, collateral, advertising campaign and social media initiatives.
Led the development and production of updated admissions collateral, including a new postcard campaign to prospective 91��Ƶ, which supported a 50% increase in first-year student applicants.
Launched a new webpage profiling 12 graduating 91��Ƶ who represented every School and a variety of backgrounds and experiences. The stories were featured on the website and promoted on social media. Analytics show this initiative was extremely popular with 2,217 visits to the landing page and a combined 2,032 visits to the individual profiles in May. We will make this an annual project in the future.
The Chief Development Officer and Executive Director of URM served as Co-Chairs for 50^thAnniversary committee and facilitated the development and implementation of branding, communications, events and permanent campus displays commemorating milestones, events and alumni memories for Stockton’s celebration of 50 years of teaching.
Enhanced Content Management System for stockton.edu through the development of new Snippets and Components including, Process List Snippet, Social Media Icon Component, Infographic Component, OspreyHub Feed Component.

FY21 Highlights:

Launched Corporate and Foundation Relations program within Development and Alumni Relations to foster new relationships with private funders. Secured scholarship and programmatic support.
Implemented a refreshed FY-21 Choose Stockton advertising campaign accounting for more than half (53%) of visitor traffic to the admissions landing page. For the first time AdWords campaigns for transfer recruitment ran for the entire fiscal year. The impact was substantial with unique pageviews to the transfer pages 21% over the previous year, supporting the increase in transfer deposits over FY-20.
Implemented campaigns for Latinos, Blacks, Asians and Veterans to support diversity and inclusion initiatives. Ads recruiting Latinos using, digital platforms, Univision, Telemundo, Comcast and La Mega radio ran in English and Spanish. Ad buys with vendors such as Philly Tribune (oldest Black newspaper in the country) and various digital platforms were used to target black audiences. Veterans were targeted by geo-fencing military bases and VA hospitals. Billboards were purchased adjacent to McGuire AFB.
The department issued 160 press releases and an additional 146 web stories and event listings for a total 306 items. The University had a total of 6,096 media mentions over the year.

Goal 1.3.3 - Strengthen inclusive student success opportunities by providing efficient and effective access to information and technology resources.

Lead Unit: Information Technology

Progress: 100%

FY23 Highlights:

Implementation of Axiom data translation product to support new strategic enrollment management system (Slate), SaaS Solution.
Upgraded Degree Works to a responsive user interface for greater accessibility to data.
Continued to review and upgrade academic computing labs to latest Microsoft operating system, productivity software to provide instructors and 91��Ƶ with access to the latest software features.
Performed 8 scheduled hardware upgrades to academic lab computing equipment and facilities to provide faculty and 91��Ƶ with access to more advance and reliable computing resources.

FY22 Highlights:

Removed Z/PIN authentication as an option from portal login page to encourage usage of multi-factor authentication
Completed onboarding of plant management staff and other outstanding staff into the Duo multi-factor authentication platform
Upgraded academic computing labs to latest Microsoft operating system, productivity software, and cloud storage offerings to provide 91��Ƶ with access to the latest software features and remote access to their data.

FY21 Highlights:

Deployment and scale up of Zoom services to assist with the business continuity of remote learning and remote workforce.
Successful rapid deployment of Amazon AppStream to support virtual desktops during switch to remote learning.
Enabled multifactor authentication on the VPN to allow for secure access to on campus documents and shares.
Now supporting two Virtual Desktop Infrastructure systems that allow for remote access to campus software and documents for faculty, staff, and 91��Ƶ.

Goal 1.3.4 - Develop enhanced reporting mechanisms to analyze the University’s access and achievement initiatives.

Lead Unit: Planning & Research

Progress: 70%

FY23 Highlights:

Conversations have continued regarding the coding of 91��Ƶ who participate in Sankofa and ToGETher.
IR is adding filters for key affinity groups, including first-generation, veterans/military, student success scholars, and EOF to internal persistence dashboards.
Created a NSSE dashboard to provide an overview of student engagement.

FY22 Highlights:

Coding of 91��Ƶ who participate in Sankofa and ToGetHer was part of the initial follow-up meetings from the Coding Summit and conversations and planning will continue in FY-23.
Additional data was provided by IR to a subgroup of faculty/staff working on analysis of select high impact practices at Stockton.

FY21 Highlights:

Completed an in-depth analysis of targeted high-impact practices (HIP) with emphasis on first-time and transfer cohorts, along with persistence-to-graduation by HIP participants and non-participants. Shared results with Division of Student Affairs.
Completed a summary analysis of 2020 BCSSE and NSSE results to provide an overview of student engagement. Shared results with SEMP Research team.
Designed weekly report to monitor continuing student registration by academic class level, affinity groups, and race/ethnicity.

Goal 1.3.5 - Implement and assess strategies that close racial equity gaps in student outcomes.

Lead Unit: Student Affairs

Progress: 100%

FY23 Highlights:

Successfully recruited and hired Director of Academic Achievement Programs to support implementation of programs for Inclusive Student Communities (e.g. Black, Latinx, First Generation, etc.)
Redesigned the Career and Internship Fair, with an emphasis on expanding access to first-generation, BIPOC, first-year and second year 91��Ƶ.

FY22 Highlights:

Implemented inaugural Student Success Survey to assess factors promoting retention of 91��Ƶ who have persisted to their third semester.
Established Stockton Cares Office to address holistic student health and allows for proactive planning and immediate review of student wellbeing concerns.
Expanded supportive resources for African American and Latinx 91��Ƶ through Stockton Cares: AY22: 37% of total Care referrals were submitted for Black/African American 91��Ƶ (9% of total student enrollment); 42% of Care referrals were submitted for Hispanic/Latinx 91��Ƶ (17% of total student enrollment).
Created Stockton Cares Team which meets weekly to develop strategies to address social, mental health, academic, and financial concerns and includes campus leaders from every division on campus.
Increased the Student Relief Fund maximum award limit.

Goal 1.3.6 - Implement strategies to expand access to experiential learning opportunities for underrepresented 91��Ƶ.

Lead Units: Student Affairs; Diversity & Inclustion

Progress: 100%

FY23 Highlights:

Reimagined Fall Career and Internship Fair to support overall student career readiness and expand access to first-generation and BIPOC 91��Ƶ.
Aligned Event Services and Campus Center Operations student employment learning outcomes and training learning outcomes to the NACE Career Readiness Competencies. Designed and implemented student staff training assessment tools to incorporate the measurement of session specific learning outcomes.
Offered undergraduate and graduate level academic internships through the Office of Event Services and Campus Center Operations in partnership with the School Business.

FY22 Highlights:

Awarded $50,000 (Cultivating Research, Innovation and Talent) multi-year grant from the Office of the Secretary of Higher Education (OSHE) to support the development of career development strategies for URM 91��Ƶ and expand access for all 91��Ƶ.
Hosted the annual Glow UP high impact practice and student leadership job fair to expand participation in on-campus leadership opportunities for historically URM 91��Ƶ.
Collaborated with Academic Affairs to develop and submit first State Budget Request for Ospreys RISE Initiative.
Implemented New Student Orientation/Welcome Week session to elevate the visibility of high impact learning experiences for new 91��Ƶ.
Hosted national experts on student career and experiential learning to strengthen divisional strategies that foster post-graduate success.

Goal 1.3.7 - Strengthen student transition, access, and retention (STAR) operations and strategies.

Lead Unit: Student Affairs

Progress: 50%

FY23 Highlights:

Successfully recruited and hired:
Implemented STAR Strategic Area Meeting structure to support integrated strategies to support student retention and career readiness.
Integrated the Student Success Scholars, Inclusive Student Communities (First Ospreys, Sankofa and To.Get.Her initiatives) within Office of Academic Achievement Programs to support expanded staff capacity to serve first-year, transfer and BIPOC student communities.

1.4 - Foster Post-Graduate Success: Increase six-month post-graduate employment and degree program rates from 82% to 85% by 2025.

Goal 1.4.1 - Develop sport team alumni networks to further foster mentoring, jobs, and internships.

Lead Units: Athletics

Progress: 25%

FY23 Update

Facilitated undergraduate, graduate and Alumni engagement with and utilization of Handshake Career Management Platform account at a 47.3% rate of account activation compared to 26.8% activation rate of Peer institutions.

Goal 1.4.2 - Develop and employ strategies to strengthen mentorship and career networking opportunities between alumni and 91��Ƶ while implementing communication strategies to showcase the success and achievement of alumni.

Lead Unit: Executive Vice President

Progress: 100%

FY23 Highlights:

Enhanced use of OspreyConnect through the Alumni Clubs program to provide additional opportunities for alumni and 91��Ƶ who share common interests to connect. Further opportunities were provided by inviting alumni to participate in specific campus events targeted to their interests.
Young Alumni and Student Alumni programs rebranded to increase engagement. New members identified and core programs identified.
Alumni Business Directory created to promote alumni-owned businesses and foster new connections between business owners, successful entrepreneurs, industry leaders and 91��Ƶ.
Created University Advancement teams to work in partnership directly with each dean. Teams focus on school-specific programming and engagement efforts, in line with alumni affinity, with a goal of increasing relationships between the individual schools, deans, alumni and current 91��Ƶ.
The launch of the John R. Elliott Character and Leadership Program created opportunities for internships/mentorship opportunities with companies such as OceanFirst Bank.

FY22 Highlights:

Created new Alumni Relations faculty fellow position to support development plan for launch of Corporate Alumni Program
Hosted the Alumni Achievement Awards ceremony as part of University Weekend to highlight alumni achievement and success across generations. Cross-promoted the event on social media, the website, and other digitally-facing platforms to increase awareness.
Continued development of OspreyConnect, the online networking platform for alumni and friends. Participated in ongoing training to best utilize all features of the platform to solicit alumni mentors and market the platform to new graduates.

FY21 Highlights:

Continued partnership between Alumni Relations and Career Education and Development intended to target specific alumni to participate in various career panels and events.
Created Student Alumni Association to foster student/alumni relationships.
Redesigned alumni newsletter to include more stories of alumni achievement, complimented by strategic social media campaigns showcasing these profiles.

Goal 1.4.3 - Coordinate the re-engagement of a University-wide student outcomes survey project, in coordination with Academic Affairs, Students Affairs, and Alumni Relations.

Lead Unit: Student Affairs

Progress: 30%

FY23 Highlights:

Student Affairs held a First Destination Survey Committee kickoff meeting, chaired by the newly-appointed Director of Career Education and Development who brings First Destination Survey experience from previous institution. Plans are underway to implement a targeted outreach strategy to include personalized communication and streamlined data collection processes, analyze data by Schools and make relevant data and trends available via the Office of Career Education and Development.

Goal 1.4.4 - Integrate career-readiness competencies in student employment and leadership experiences.

Lead Unit: Student Affairs

Progress: 30%

FY23 Update

Aligned Event Services and Campus Center Operations student employment learning outcomes and training learning outcomes to the NACE Career Readiness Competencies. Designed and implemented student staff training assessment tools to incorporate the measurement of session specific learning outcomes.
Offered undergraduate and graduate level academic internships through the Office of Event Services and Campus Center Operations in partnership with the School Business.

Inclusive student success is the extent to which Stockton recruits, supports, and empowers an increasingly diverse student body, and works to close the equity gaps that exist in higher education.

Toward this end, Stockton is committed to providing an affordable, high-quality, interdisciplinary education that is grounded in the liberal arts and prepares 91��Ƶ for healthy, productive, and meaningful lives.

Stockton’s liberal arts education pairs rigorous academic training with high-quality, co-curricular experiences to equip 91��Ƶ not just for their first job, but also for long-term professional success, and a lifetime of learning, growing, and succeeding.

Supporting 91��Ƶ’ success also means ensuring they have access to the financial resources needed to fully engage in all aspects of the University experience, from appropriate housing to sufficient scholarship funding for qualified 91��Ƶ from across New Jersey, to participate in high-impact learning experiences— such as our nationally recognized service-learning and community engagement initiatives, internships, research opportunities with faculty, and study abroad programs. Addressing such issues will only grow in importance over the coming years.

Inclusivity continues beyond graduation. Sustaining strong relationships with our graduates, and linking them with current 91��Ƶ, both strengthens our University network and creates opportunities to continue building and enhancing the Osprey experience.

We will do this by developing strategies and tactics that:

Offer comprehensive support systems that recognize how a more diverse student body brings a broader range of academic, social, and cultural assets, challenges, and needs.
Work continuously to close the equity gaps in 91��Ƶ’ access to learning opportunities, research with faculty, academic achievement, degree attainment, and postgraduate opportunities.
Build enrollment strategies that position Stockton as a first-choice academic home for a diverse, high-achieving applicant pool.
Increase partnership opportunities for, and with, our growing network of talented and dedicated alumni.