Strategic Plan - Campus Community, Communication, & Shared Governance - Strategic Plan

Strategic Plan - Campus Community, Communication, & Shared Governance

students in the classroom

Implementation Goals & Accomplishments

6.1 - Strengthen Shared Governance Practices: Review, prioritize, recommend, and, as appropriate, implement action items developing from the University’s shared governance processes.

Goal 1 - Assemble a working group to review the final report from the University’s Task Force on Faculty Leadership.

FY-21

Lead Unit: Academic Affairs

Status: 100% complete

DEI connective action: n/a

FY-21 Update

Completed the Presidential Task Force on Faculty Leadership’s initial report in September 2020 and held two campus conversations (in October and November 2020, respectively).
Revised the report based on feedback from these sessions and submitted it to the President’s Office in November 2020.
Worked with a subgroup of this task force, and designated management and union representatives to translate recommendations in preparation for formal negotiations, which concluded in December 2020 and resulted in the restructuring of all faculty leadership positions in both academic programs and academic centers and institutes.

Goal 2 - Reinstate the University’s Compass Fund to provide seed money for initiatives and pilot projects that directly support the six institutional themes in the University’s strategic plan.

New FY-22

Lead Unit: Planning & Research

Status: Begins in FY-22

DEI connective action: Offer professional employee growth opportunities and develop resource networks capable of closing the demographic disparities in leadership roles in all spheres of institutional functioning (Equity).

6.2 - Improve Institutional Communication Practices: Develop an institutional communication plan to evaluate potential strategies for strengthening University internal and external practices.

Goal 1 - Enhance strategic reporting by designing and testing new visual metric indicators.

FY-21, FY-22

Lead Unit: Planning & Research

Status: 10% complete and ongoing

DEI connective action: Address equity issues; close achievement gaps in student success and completion (Equity).

FY-21 Update

Updated the University’s “degreed conferred” data web interface to be more user friendly and visual.
Expanded an interactive visual report of new student admissions data to better track funnel trends by ethnicity, geographic region, academic program, and student type.
Expanded the Weekly Admissions Report to improve monitoring of the international application funnel by students’ academic program of study and country of origin.
Developed and interactive report to assist Enrollment Management with territory management and goal-setting by region, based on five years of admissions funnel data.

Goal 2 - Develop and lead and internal communications task force to develop resources and messaging that address major University challenges and initiatives including diversity and inclusion issue impacting enrollment management, and efforts to secure a safe working, learning, and living experience for the Stockton community.

FY-21, FY-22

Lead Unit: Executive Vice President

Status: 50% complete

DEI connective action: Promote increased awareness among a diverse campus population (Inclusion).

FY-21 Update

Supported UROC and University COVID-19 messaging In print, social, web and video platforms through development and evolution of the Soar Safely, Ospreys!, Return to Campus and Vax Up! campaigns.
Collaborated with Facilities and Operations to produce Facilities Master Plan and website.

Goal 3 - Implement intentional partnerships with Student Senate and student leaders to support inclusive student success.

FY-21, FY-22

Lead Unit: Student Affairs

Status: 100% complete and ongoing

DEI connective action: Promote an open exchange of ideas (that) represent a multitude of voices and perspectives (Preamble).

FY-21 Update

Implemented monthly meetings with Student Senate President and VP to facilitate communications.
Integrated student leadership on key University committees such as Multicultural Center planning team, UROC, etc.
Co-hosted COVID-19 and Racial Justice townhall with Student Senate.
Partnered with Student Senate to identify resources for Multicultural Center.
Piloted strategic initiatives with student leaders to strengthen effectiveness of initiatives.
Partnered with Student Senate to provide funding for initial Multicultural Center staffing and operations.

Goal 4 - Develop and implement a Student Affairs strategic communications plan.

New FY-22

Lead Unit: Diversity & Inclusion; Information Technology

Status: Begins in FY-22

DEI connective action: Promote an open exchange of ideas (that) represent a multitude of voices and perspectives (Preamble).

Goal 5 - Complete the digitization of the University’s remaining ethics forms.

New FY-22

Lead Unit: Diversity & Inclusion; Information Technology

Status: Begins in FY-22

DEI connective action: n/a

Goal 6 - Revise EEO/AA standard operating procedures to increase transparency for parties.

New FY-22

Lead Unit: Equal Opportunity & Institutional Compliance

Status: Begins in FY-22

DEI connective action: Create and preserve an environment that is free from prohibited discrimination (Equity).

6.3 - Expand Campus Community Participation: Develop a structure and process for organizing conversation among community stakeholder and current University entities on the University’s Strategic Plan and future endeavors relevant to institutional mission and goals.

Goal 1 - Engage the Student Senate in efforts to enhance community satisfaction with the Athletics experience.

FY-21, FY-22

Lead Unit: Athletics

Status: 0% complete

DEI connective action: Promote an open exchange of ideas (that) represent a multitude of voices and perspectives (Preamble).

FY-21 Update

Never got underway – will be pursued anew in FY22.

Goal 2 - Provide leadership, planning and support for major University initiatives including strategic planning, major University events, Stockton’s 50th Anniversary, fundraising campaigns and crisis communications.

FY-21

Lead Unit: Executive Vice President

Status: 75% complete

DEI connective action: Curricular and co-curricular and interactional campus diversity as appropriate (Diversity).

FY-21 Update

Completed strategic development plans for each of the schools, which will be used to create fundraising campaign plans.
Completed various fundraising campaigns for campus partners and initiatives including Ospreys Give, campaigns for social justice and equity, First Ospreys, each of the schools, terrapin rescue, summer youth rowing program, various student organizations, black faculty and staff initiatives, the student relief fund and other.
Coordinated multiple campaigns and the Benefit on the Boardwalk event to raise funds for the Student Relief Fund in response to the COVID pandemic.
Implemented monthly tests of the Alertus system to ensure familiarity and troubleshoot issues. Sent 10 text alerts related to weather conditions and electrical outages.
Led 50th Anniversary Celebration Steering Committee and produced Anniversary theme, logos, website, collateral and communications.
Supported UROC and University COVID-19 messaging In print, social, web and video platforms through development and evolution of the Soar Safely, Ospreys! and Return to Campus campaigns.

Goal 3 - Strengthen internal operating structures within the Division of Student Affairs.

New FY-22

Lead Unit: Student Affairs

Status: Begins in FY-22

DEI connective action: n/a

6.4 - Provide a Robust, Encouraging Working Environment: designed to support professional and personal growth and development.

Goal 1 - Develop intentional professional development opportunities for all Student Affairs staff.

New FY-22

Lead Unit: Student Affairs

Status: Begins in FY-22

DEI connective action: Offer professional employee growth opportunities (Equity).

Stockton has always been independent and experimental and recognizes that our people are the core of its success.

The University values shared governance, and is committed to working closely with all campus constituencies to ensure that organizational structures and communication strategies continue to provide opportunities for productive discussion and collaboration. As the University embarks on the next five years, such conversations will support the ongoing dialogue necessary to continuously refine this plan’s implementation.

Stockton has embraced, from the outset, our mission as a public institution dedicated to the service of southern New Jersey and all its residents. We have been able to grow over the last five decades because our community is resilient, and we value original thinking.

Nor is this growth simply responsive; it is—and will continue to be—proactive and strategic. Multiple entities work to marshal this energy, including the Student Senate, Faculty Senate, Faculty and Staff Unions, Provost’s Council, Foundation Board, President’s Cabinet, and Board Members. Together, we will hold true to our mission, and shape what we become.

We will do this by developing strategies and tactics that:

Collectively evaluate our academic and administrative structures to ensure we are as efficient and effective as possible.
Renew our commitment to shared governance and transparency.
Regularly share institutional updates and collaboratively assess our strategic planning process.
Empower our staff, alongside our faculty, students, and administration—to share in the governance of our institution.
Embrace vigorous conversation in an atmosphere of collegiality and respect