Inclusive Student Success Accomplishments

students at Commencement

Implementation Goals & Accomplishments

FY-21, FY-22
Lead Unit: Athletics

Status: 50% complete

DEI connective action: Maintain a safe, respectful, and affirming environment (Equity).

FY-21 Update

  • 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.

FY-21
Lead Unit: Student Affairs

Status: 25% complete

DEI connective action: Address equity issues as they may arise on campus; maintain a safe, respectful, and affirming environment; close achievement gaps in student success and completion (Equity).

FY-21 Update

  • Implemented National Assessment of Collegiate Campus Climate (NACC) survey to gather baseline date regarding students’ experience with campus racial climate (Nov 2020).

  • Implemented national Health Minds Study to gather baseline data related to students’ mental health status and resource utilization (April 2021).

  • Scheduled ACHA-Collegiate Health Assessment for Fall 2021 to gather baseline data related to students’ health habits, behaviors, and perceptions.

  • 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.

  • Enhanced BOT engagement and knowledge of student health, safety and wellness strategies through BOT Student Success Committee.

  • Completed NASPA Culture of Respect Core Evaluation and developed Individualize Improvement Plan.

New FY-22

Lead Unit: Student Affairs 

Begins in FY-22

DEI connective action: Address equity issues as they may arise on campus; maintain a safe, respectful, and affirming environment (Equity).

New FY-22

Lead Unit: Student Affairs

Begins in FY-22

DEI connective action: Maintain a safe, respectful, and affirming environment (Equity).

FY-21, FY-22

Lead Units: Atlantic City Operations; Human Resources

Status: 100% complete and ongoing

DEI connective action: Students and employees benefit from working, learning, and living in diverse environments that represent a multitude of voices and perspectives; promote awareness and understanding of the ways individuals interact within systems and institutions (Preamble).

FY-21 Update

  • 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 students from 5 area high schools.

FY-21, FY-22

Lead Unit: Atlantic City Operations

Status: 50% complete

DEI connective action: Co-curricular and interactional campus diversity (Diversity); develop resource networks (Equity); active, intentional, and ongoing engagement with diversity (Inclusion).

FY-21 Updatre

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

FY-21, FY-22

Lead Unit: Student Affairs

Status: 90% complete

DEI connective action: n/a.

FY-21 Update

  • Hired Executive Director for Student Affairs Planning and Operations to strengthen divisional planning, assessment and communications strategies.

  • Created Student Affairs Assessment and Communications Teams to expand staff engagement in strategic priorities.

  • Implemented and trained staff on the usage of planning and assessment technology to facilitate Student Affairs strategic planning, assessment and reporting of divisional outcomes.

  • 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 students. This survey addresses students’ well-being and sense of belonging through their appraisal of the University’s commitment to equity and inclusion and the students’ experiences with race and learning about it, among other topics. Stockton

    results were completed in April 2021. Benchmarking results will be ready in August 2021 (FY22).

  • Initiated monthly Executive Leadership meetings to elevate and advance divisional priorities and expand decision-making.

New FY-22

Lead Unit: Planning & Research

Status: Begins in FY-22

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

FY-22 Update

  • Will go here

FY-21, FY-22

Lead Units: Academic Affairs; Student Affairs

Status: 100% complete and ongoing

DEI connective action: Address equity issues as they may arise on campus; maintain a safe, respectful, and affirming environment; close achievement gaps in student success and completion (Equity).

FY-21 Update

  • Created Academic Achievement Programs department with a dedicated Director to elevate the visibility of high-impact educational experiences for historically underrepresented students.

  • Redeveloped the Board of Trustees Distinguished Fellowships to focus on projects that examine social justice and equity resulting in more diverse applicants and recipients.

    • As of Fall 2020, the priority was shifted to research or creative projects dedicated to

      • Social justice

      • Experiential learning opportunities or high impact practices

    • Ten projects were awarded for the Fall 2020-Spring 2021 academic year:

      • Five related to social justice

      • Four related to high impact practices

    • Increased Diversity in Recipient Pool:

      • Fall 2020-Spring 2021: 2 Black/African Americans, 2 Hispanic/Latinx, 1 Bi-racial, 5 White

      • Fall 2016-2018: 1 Black/African American, 3 Hispanic/Latinx, 1 Multi-Racial, 23 White, 4 Asian

  • Revised University Retention Working Group mission; expanded the membership; provided professional development opportunities for members focused on closing racial equity gaps in student success outcomes.

  • Developed Bridging Equity Gaps series to educate students about high impact learning experiences.

  • Implemented Career Coaching Circles to strengthen social capital access and development for underrepresented students (Spring 2021).

  • Identified space to integrate key offices in Student Affairs and Academic Affairs that support high-impact practices and inclusive student success in F-100 wing.

  • Participated in national AACU&U High Impact and Student Success Institute and developed institutional action plan (June 2021).

FY-21, FY-22

Lead Unit: Executive Vice President

Status: 75% complete

DEI connective action: Support the commitment to building a diverse and respectful community (Diversity).

FY-21 Updatre

  • 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. 

  • Refreshed Choose Stockton Admissions collateral as a cost-effective mailer due to the elimination of in-person recruitment events during the 2020-21 academic year. Also developed new Undergraduate admissions landing page with improved graphics and diverse student profiles.

  • 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. 

  • Effectively increased out-of-state campaigns with digital ads and social media boosts targeting Pennsylvania, New York, Delaware and Maryland via delewareonline.com, Baltimore Sun, Staten Island Live and inquirer.com. This effort supported an increase in out-of-state applications and deposits increased for FY-21.  

  • Publicity placed Stockton in the top three 8/12 (67%) months among peer NJ Colleges and Universities.

  • President Kesselman’s share of voice/media mentions placed in the top three 11/12 (92%) months among peer NJ Colleges and Universities for FY-20.

  • 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.

  • Launched interactive degree/areas of study finder: visitors can now filter on program, school, type and keyword(s).

FY-21, FY-22

Lead Unit: Information Technology

Status: 100% complete and ongoing

DEI connective action: n/a.

FY-21 Update

  • 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 students.

FY-21, FY-22

Lead Unit: Planning & Research

Status: 100% complete and ongoing

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

FY-21 Update

  • 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.

New FY-22

Lead Unit: Student Affairs

Status: Begins FY-22

DEI connective action: Close achievement gaps in student success and completion (Equity).

FY-22 Update

  • Will go here

New FY-22

Lead Unit: Student Affairs; Diversity & Inclustion

Status: Begins FY-22

DEI connective action: Close achievement gaps in student success and completion (Equity).

FY-22 Update

  • Will go here

FY-21, FY-22

Lead Units: Athletics

Status: 0%

DEI connective action: Develop resource networks (Equity).

FY-21 Update

  • Never got underway – will be pursued anew in FY22.

FY-21, FY-22

Lead Unit: Executive Vice President

Status: 50% complete

DEI connective action: n/a.

FY-21 Updatre

  • Continued partnership between Alumni Relations and Career Education and Development intended to target specific alumni to participate in various career panels and events. 

  • Student Alumni Association created to foster student/alumni relationships.

  • Identified funding opportunities to support Career Education and Development

  • Redesigned alumni newsletter to include more stories of alumni achievement, complimented by strategic social media campaigns showcasing these profiles.

Team Roster

  • Amee Shah, co-chair, Associate Professor of Health Science
  • Christopher Catching, co-chair, Vice President of Student Affairs
  • Haley Baum, Assistant Dean of Students
  • Emari DiGiorgio, Professor of Writing and First-Year Studies
  • Amy Jones, Director, Care and Community Standards
  • Walter Tarver, Assistant Vice President, Transitions and Retention
  • Liliana Morales, Student Delegate

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 students for healthy, productive, and meaningful lives.

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

Supporting students’ 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 students 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 students, 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 students’ 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.