The Richard Stockton College of New Jersey DIVISION OF STUDENT AFFAIRS

1. The Richard Stockton College of New JerseyDIVISION OF STUDENT AFFAIRS Administrative Program Review February 10, 2011

2. DIVISION OF STUDENT AFFAIRS Division of Student Affairs Program Review 2/10/11

3. TABLE OF CONTENTS Division of Student Affairs Program Review 2/10/11

4. SWOT ANALYSIS STRENGTHS • Strong pool of talented and diverse staff committed to developing and implementing co-curricular programs that support the academic mission of the College and effectively responding to emerging needs of students and the community. • Consistent student-athlete academic success and achievement. • Military Friendly designation has significantly increased enrollment of student veterans. • Continued collaborations with Academic Affairs has led to co-sponsoring Freshman Convocation, joint student conferences and financial support for faculty-led student trips. • SOAR participation has grown to over 200 new freshmen, 40 student leaders and more than a dozen faculty and staff; 3rd semester retention rate from the 2009 cohort was 91%. • Ability to assess and modify the Open House program to provide improved customer service through reconfigured activities and new elements such as trolley bus campus tours. • Support for scholarship students and EOF students continues to expand. • Comprehensive, multi-faceted alcohol/drug education programs and services, as per recommendations from the President’s Task Force on alcohol-related issues. • Development and facilitation of the Green Dot Strategy, a campus-wide bystander intervention program to reduce personal violence on campus. • Expanded programs and assistance for residential students with special needs. • Ability to respond effectively to health-related emergencies and medical crises, adding proactive elements wherever possible. • Enhancements to Living/Learning Communities and collaborations with Academic Affairs increases student engagement. • Improved student outreach/engagement through interactive Web sites, Facebook and other social networking techniques and new collaborations. WEAKNESSES • Inadequacy of some sports facilities/fields are a deterrent to recruiting student-athletes as well as an impediment to hosting NCAA Championships. • Inability to sufficiently staff simultaneous evening/weekend events and numerous other activities sponsored and/or supported by Student Life and Event Services. • Lack of institutional funding to support the increasing financial needs of students • Current economic issues significantly reduce Residential Life’s ability to maintain 100% housing occupancy. • The Learning Access Program (LAP) lacks a Learning Center (testing, adaptive technology lab, etc.) for students with disabilities. Division of Student Affairs Program Review 2/10/11 OPPORTUNITIES • Leverage the purchase of the Seaview, Campus Center and Hammonton satellite campus through Enrollment Management to increase size of the freshman class. • The new Campus Center will increase programmable space. • The creation of the Faculty Ambassador Program provides personalized recruiting of high-achieving students. • Targeted enhancements to the Open House Program provides more “face time” with faculty and deans for our visitors. • SASI acquisitions increase diversity and availability of residential opportunities for students. • Community outreach and partnerships with groups/organizations surrounding campus. • Additional housing units have enabled targeted marketing to school districts in northern New Jersey as potential feeders for new Stockton students. • Potential to develop partnerships with local restaurants and bars to promote student safety. • Utilization of decanted space to create a Learning Center for students with disabilities, and other programs. • Addition of desirable undergraduate and graduate degree programs increase visibility and open new markets. • Improve retention and student engagement through the development of new Living/Learning Communities and the introduction of Living/Learning Communities in the first-year area. • Supplemental funding for EOF upper-class students to enhance retention & graduation rates. • Continue to use the strength and visibility of our Veteran Affairs Program to attract more veteran students. • Purchase of the Banner Enrollment Management system would support the college’s enrollment, retention and engagement goals. THREATS • As the number of college-age students in New Jersey plateaus, the competition for students increases. • Economic downturn exacerbates EOF retention issues and increases the number of other low income students experiencing financial hardships. • Projected shortfalls and shortages for Pell grants and increased loan costs for students whose Stafford loans are currently subsidized. • Continued reductions in state and federal funding will place greater burdens on auxiliary budgets and scarce institutional dollars.

5. OPERATING EXPENSESFY09-FY11 & FY12 BUDGET REQUESTS Division of Student Affairs Program Review 2/10/11

6. FY12 BUDGET PRIORITY REQUESTS Division of Student Affairs Program Review 2/10/11

7. APPENDIX APPENDIX MATERIALS: PAGE: 2009-10 Divisional Goals ………………………………………………… 8 Selected Highlights 2009-10 …………………………………………… 9 New Undergraduate Students Fall 2006-Fall 2010 ………………… 10 Vision and Mission ………………………………………………………… 11 2010-11 Divisional Goals ……………………………………………… 12 Division of Student Affairs FY11 Budget: Operating and Dedicated Fee-Funded Allocations .…………………………………… 13 Salary Budget Allocations FY08-FY11 and Recommended Allocations FY12 …………………………………………………………… 14 Non-Salary Budget Allocations FY08-FY11 and Recommended Allocations FY12 …………………………………………………………… 15 Division of Student Affairs Organizational Chart …………………… 16 Capital Budget Initiatives ………………………………………………… 17 Division of Student Affairs Program Review 2/10/11

8. 2009-10 DIVISIONAL GOALS • In concert with the goals of the College’s strategic plan, maximize the quantity, and retain the quality and diversity of our new students. •  Increase student retention rates through collaborative efforts with Academic Affairs and other divisions of the college. •  Collaborate with all college constituencies to determine ways to promote the value of a Stockton education. •  Develop and implement a model that will maximize the involvement of faculty and alumni in the recruitment of new students. •  Expand the “Nurturing” model currently used in programs for at-risk students to a wider population, including graduate students, third semester undergraduates and athletes, to improve retention. • Promote professional excellence in all programs and services related to enrollment, campus life and student development, including programs that foster civility, understanding, trust and cooperation within a global learning community. •  Finalize and distribute a written gender equity plan document. •  Continue to design, implement and evaluate assessment tools and techniques related to “excellence.” •  Create a baseline for service satisfaction scores (students, families, other stakeholders). •  Review Student Affairs internal processes relative to best practices. •  Improve the marketing of athletic and recreational services to all stakeholders. •  Create communication channels that will enhance understanding and maximize internal and external efficiency. •  Expand educational offerings relative to global citizenship, sustainable practices and service learning. • Support curricular and deliver co-curricular learning opportunities for personal and interpersonal growth, including social, cultural, economic, leadership, recreational, athletic, and wellness-related activities in a safe environment. •  Expand Living/Learning Community options to further integrate the academic and residential experiences of our student body. •  Partner with the Math and Writing Centers to offer tutoring services within the Residential Life areas. •  Establish cross-functional teams of faculty, Student Affairs staff and students to plan, develop, and implement conferences targeting leadership development and men’s and women’s issues. •  Obtain a branded “Personal Development Curriculum” module, including financial literacy, that will complement the division’s student development practices. •  Enhance the self-care campaign for sanitation related to communicable diseases. •  Implement the recommendations of the Alcohol Task Force. • Develop and implement a campaign targeted at responsible citizenship. •  Deliver wellness programs targeting optimal health and wellness. •  Contribute to the enhancement of campus safety measures for all learners. • Provide enhanced organizational leadership and professional development opportunities for all student affairs areas. •  Improve knowledge, skills and abilities of divisional staff. • Provide leadership enhancement workshops for management and professional staff. • Provide education in how to improve quality and achieve excellence. •  Implement technology training programs. •  Provide education in employee performance management to all managers. • Develop and refine technological resources to ensure effective and efficient delivery of student support services. •  Increase efficiencies in office operations through technology. •  Partner with Administration and Finance and Plant Management to explore more environmentally sustainable practices in Residential Life. •  Optimize opportunities for collaborative, efficient and effective weekend programs. Goal achieved Significant progress toward goal Resources unavailable/Goal reassessment required Division of Student Affairs Program Review 2/10/11

9. SELECTED HIGHLIGHTS 2009-10 • ATHLETICS & RECREATION – Created a network with alumni and coaches to assist and recruit students that fit Stockton’s profile; 7 athletes named NJAC Athlete/Player of the Year; 10 of 17 intercollegiate sports had avg. GPA of 3.0 or above. • CAREER CENTER – Completed first phase of Career Center web page redesign; Administered graduate survey to all Business School graduates during May graduation line-up; Began utilization of social media to market programs and services. • COLLEGE CENTER – Collaborative efforts, including SSTV transition and Legacy Fund Bike Ride created ties that will continue to benefit the College; Implemented Troubador software for tracking attendance at events. • DEAN OF STUDENTS - The Task Force to Examine Alcohol Related Issues effectively implemented recommendations resulting in 43% reduction in the number of freshman alcohol related incidents. • EOF PROGRAM - Established a “Meet the Faculty” program for incoming EOF students; Revised EOF Summer Orientation Assessment to reflect current practices. • ENROLLMENT MANAGEMENT – Modified the Open House program to provide better customer service. Completed Banner Xtender staff training. Implemented Banner on-line applications for Fall 2011 applicants. • EVENT SERVICES – Revised/updated event-based forms, Event Services Web site and Visitor’s Guide for Summer Camps and Conferences to improve customer service satisfaction. • FINANCIAL AID - Direct Loan program improved delivery of funds to students; Utilized Banner’s Xtender and Workflow electronic file storage to reduce misplaced files and facilitate faster file retrieval. • RESIDENTIAL LIFE - Installed the StarRez housing operation system, the Maxient Campus Judicial system, and 3rd Millennium Classrooms. • STUDENT DEVELOPMENT - In collaboration with the Graphics Office, developed a new logo and brand concept, “Get Involved,” to increase marketing efforts for greater participation in co-curricular programs. • STUDENT RIGHTS AND RESPONSIBILITIES – Introduced learning assessment in program evaluations for Campus Hearing Board, Orientation and EOF Summer program, demonstrating a high success rate of positive outcomes. • VETERAN AFFAIRS – Was designated as a Military Friendly School nationally and included in G.I. Jobs as being in the top 15% of Military Friendly schools; Facilitated a state-wide conference for Operation Promise members. • WELLNESS CENTER - Formally established Active Minds, a student-led group dedicated to raising mental health awareness on college campuses; The Dating Violence Task Force facilitated a four-day training on the Green Dot Violence Prevention Strategy. Division of Student Affairs Program Review 2/10/11

10. NEW UNDERGRADUATE STUDENTSFall 2006 – Fall 2010 Division of Student Affairs Program Review 2/10/11

11. VISION AND MISSION Division of Student Affairs Program Review 2/10/11 VISION   The Division of Student Affairs is dedicated to transforming our students into globally aware, productive citizens who are life-long learners with the ability to work toward common solutions locally, nationally and globally. We will accomplish this transformation in a learning environment that provides memorable, high quality experiences designed to enhance intellectual curiosity and nurture personal and interpersonal growth.   MISSION The Division of Student Affairs, through teamwork, collaboration, innovation and excellence, delivers comprehensive co-curricular services designed to enhance campus life, increase student retention and graduation rates, prepare students for their careers, stimulate higher academic achievement and inspire meaningful community involvement.

12. 2010-11 DIVISIONAL GOALS • In concert with the goals of the College’s strategic plan, maximize the quantity, and retain the quality and diversity of our new students. • Increase student retention rates through collaborative efforts with Academic Affairs and other divisions of the College. • Collaborate with all college constituencies to demonstrate the value of a Stockton education to prospective students and parents, making changes to Open Houses, Orientation and Instant Decision Days. • Develop and implement a model that will include the new Faculty Ambassador Program, to maximize the involvement of faculty and alumni in the recruitment of new students. • Expand the “Nurturing” model currently used in programs for at-risk students to a wider population, including graduate students, third semester undergraduates and student-athletes, to improve retention. Pursue an expansion of the EOF Program by appealing to the central office for increased funding based upon the success rate with EOF students. • Provide professional development opportunities for professional, managerial and support staff. • Streamline policies/procedures, and train staff accordingly, to facilitate smooth functioning across the division. • Educate Student Affairs staff on best practices. • Create communication channels that will enhance understanding and maximize internal and external efficiency. • Coordinate division-wide assessment efforts and techniques to ensure quality services. • Develop curriculum for leadership enhancement education for all staff. • Devise procedures to recognize staff for outstanding performance and accomplishments. • Enable staff to stay current in new technologies, e.g. social networking. • Support curricular and deliver co-curricular learning opportunities for student personal and interpersonal growth, in a safe environment. • Identify and add one new Living/Learning Community option to further integrate the academic and residential experiences of the student body. • Build upon successes of cross-functional teams of faculty, Student Affairs staff and students to target convergent issues facing students today. • Plan, develop, and implement conferences targeting student leadership development and current topical issues. • Expand branded “Personal Development Curriculum” modules that will complement the division’s student development practices. • Broaden wellness programs targeting optimal health and wellness and enhance the self-care campaign for sanitation. • Continue to implement the recommendations of the Alcohol Task Force. • Support the College’s mission in preparing students to be responsible globally aware citizens. • Contribute to the integration of safety measures throughout the campus community. • Measure the long-term impact of budget restrictions on programs and services. • Ensure a smooth and successful transition to the new Campus Center and other college facilities. • Participate on the transition committee. • Identify staffing and other resources needed for a successful transition. • Collaborate with Administration and Finance and Academic Affairs to maximize use of limited resources. Division of Student Affairs Program Review 2/10/11

13. DIVISION OF STUDENT AFFAIRS FY11 BUDGETOPERATING & DEDICATED FEE-FUNDED ALLOCATIONS Division of Student Affairs Program Review 2/10/11

14. SALARY BUDGET ALLOCATIONS FY08-FY11 & RECOMMENDED ALLOCATIONS FY12 Division of Student Affairs Program Review 2/10/11

15. NON-SALARY BUDGET ALLOCATIONS FY08-FY11 & RECOMMENDED ALLOCATIONS FY12 Division of Student Affairs Program Review 2/10/11

16. DIVISION OF STUDENT AFFAIRSORGANIZATIONAL CHART 2009-10 Division of Student Affairs Program Review 2/10/11

17. CAPITAL BUDGET INITIATIVES Division of Student Affairs Program Review 2/10/11