Strategic Plan - Strategic Enrollment Management

students in the Academic Quad

Implementation Goals & Accomplishments

FY-21

Lead Unit: Human Resources/Government Relations

Status: 100% complete

DEI connective action: n/a.

FY-21 Update

  • State budget includes additional funds due to increasing base funding/FTE. 

  • State budget includes additional funding for Stockton 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 Stockton and other State colleges.

New FY-22

Lead Unit: Executive Vice President

Status: Begins FY-22

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

FY-21, FY-22

Lead Unit: Athletics

Status: 75% complete

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

FY-21 Update

  • 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

FY-21, FY-22

Lead Unit: Enrollment Management

Status: 50% complete

DEI connective action: Address equity issues as they arise on campus (Equity).

FY-21 Update

  • Reorganized undergraduate and graduate admissions staffing and management with a renewed commitment to recruiting students of color.

  • Implemented the Stockton Promise Grant as a new financial initiative that covers tuition and fees to qualifying families whose adjusted gross income is below $65,000 a year.  This grant guarantees 100% of the cost of tuition and fees covered for both first-year and transfer students.

  • Provided Economic Relief to DACA/DREAMER Students Impacted by Covid-19 that could not receive Federal Stimulus Funds. 

  • Provided Economic Relief to Students Impacted by Covid-19.  The Division of Enrollment Management was able to provide Federal Higher Education Relief Funding by utilizing financial aid data, 3,176 of the neediest students were prioritized when issuing these payments to offset monetary losses experienced from the start of the pandemic. 

  • Implementation of meet your Admission Counselor Series demystifying the application and financial aid process.

  • Admission information sessions held for Spanish speaking parents/guardians.

  • Providing the opportunity for incoming students to schedule both an in-person or virtual appointment an Admissions Representative.

  • Incorporated Financial Aid “call to actions” emails and text messaging regarding deadline to receive State aid.

  • Eligible to enroll postcards, text messages and phone calls to students that had yet registered for courses.

  • In collaboration with The Office of Development and Alumni Affairs, the Enrollment Team is now able to award new, incoming graduate students with scholarship opportunities. This began spring 2021 and will continue for Fall 2021 and beyond.

  • The Enrollment Team used programmatic themes to plan events. Some of the programs were academic in nature, i.e. targeted graduate programs, and others were themed based on funnel stage or topical. 

FY-21, FY-22

Lead Unit: Executive Vice President

Status: 50% complete

DEI connective action: Develop resource networks (Equity).

FY-21 Update

  • Majority of programming plans impacted by COVID, due to the in-person nature of many networking and relationship-building events.

  • 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.  

FY-21, FY-22

Lead Unit: Enrollment Management

Status: 50% complete

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

FY-21 Update

  • The creation, collaboration and implementation of Nest Fest Overnight orientation programming.  Key offices included New Student and Family Programs, Housing as well as Academic Affairs.

  • Experience Stockton & Discover Stockton Day programs for prospective students and families.

  • Hosted virtual recruitment events such a Diversi-TEA Series and the Virtual Vision Board Series mentorship program aimed at re-affirming Stockton’s commitment to diversity by hosting topic-specific panel discussions with students, faculty and staff regarding issues on race, ethnicity, gender and gender identity, sexual orientation, socio-economic status, and political perspectives. 

FY-21, FY-22

Lead Unit: Student Affairs

Status: Begins FY-22

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

FY-21

Lead Unit: Enrollment Management

Status: 75% complete

DEI connective action: Recognizing our individual levels of cultural competence and understanding the significance of our similarities and differences (Preamble). 

FY-21 Update

  • 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. 

FY-21

Lead Unit: Enrollment Management

Status: 75% complete

DEI connective action: n/a 

FY-21 Update

  • Developed recruitment strategies to assist with targeted student recruitment and retention including using Gear-Up/Goals program to create a summer academy as a pipeline for incoming first-year students; Established a mentor program with Stockton alumni; and worked with academic programs to create information sessions aimed at diversifying students in STEM and Health Sciences.

  • Developed strategies for closing the financial gap between financial aid and college cost using Stockton Grant in Aid (institutional need- based funds).

  • Creation and implementation of freshman and transfer communication plan that provides students with next steps from application to enrollment by ways of email and text

  • Implementation of online enrollment deposit form as well online Educational Opportunity Fund Program supplemental application

  • Created instructional videos about applying for financial aid and the FAFSA process for first-generation and minority students.

  • Developed and implemented a structured, electronic Federal Work-Study job description form that requires employers to enter all necessary components of a written job description to strengthen Title IV compliance.

  • Reviewed and enhanced our University’s annual consumer information webpage and email notification to strengthen Title IV compliance.

  • Developed automatic, customized triggers that require documentation from FAFSA applicants who identify as being in a legal guardianship, an orphan or ward of the court, or homeless to strengthen Title IV compliance. 

New FY-22

Lead Unit: Enrollment Management

Status: Begins in FY-22

DEI connective action: n/a

FY-21

Lead Unit: Enrollment Management

Status: 50% complete

DEI connective action: Building a diverse and respectful community (Diversity).

FY-21 Update

  • 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. This will enhance our programming to meet prospective students, especially adults, where they are located. The Team also leverages social media to live-stream when appropriate.

  • 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.

  • The Enrollment Management team is now utilizing Microsoft Planner and Tasks to monitor on-going projects and initiatives.

  • Packaged and sent offer notifications to admitted Fall 2021 students four months earlier than last year.

  • Packaged and sent offer notifications to returning Fall 2021 students three weeks earlier than last year.

  • Developed a report that provides the Office of Admissions a list of prospective students that indicated Stockton University as a school choice on their FAFSA but did not begin an admissions application.

FY-21

Lead Unit: Executive Vice President

Status: 50% complete

DEI connective action: Building a diverse and respectful community (Diversity). 

FY-21 Update

  • Revamped the Choose campaign to emphasize “Choose Stockton.” This was our most diverse campaign, with 3 males and 3 females, including 2 Black, 1 Latinx, 1 Asian and 1 veteran student(s) . The two 30-second spots have reached 150K on YouTube alone.

  • 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. 

New FY-22

Lead Unit: Planning & Research

Status: Begins in FY-22

DEI connective action: Support commitment to building a diverse and respectful community that values individual and group/social differences (Diversity). 

Team Roster

  • Manish Madan, co-chair, Associate Professor of Criminal Justice
  • Robert Heinrich, co-chair, Chief Enrollment Management Officer
  • Frank Cerreto, Professor of Mathematics & First Year Studies
  • Stacey Clapp, Director, Digital Engagement
  • AmyBeth Glass, Director, Graduate Studies
  • Angel Hernandez, Associate Director of EOF, AC
  • Diane Holtzman, Associate Professor Business Studies
  • Sophie Murray, Student Delegate

Enrollment Reports

The University maintains a comprehensive set of enrollment reports that are provided to University faculty, staff, and administrators on a regular basis. To request access to these materials, please email IR@stockton.edu.

Stockton has an obligation to support students who arrive in their first year, those who transfer later in their academic career, as well as those who return to school as adult learners.

The University has begun the important work of evaluating its recruitment goals and strategies, updating its institutional aid programs, and developing a formal and structured student retention process. This work will continue to be refined over the next five years to ensure that enrollment, persistence, and graduation goals are aligned with institutional capacity. Strategic enrollment management also has an important role in recruiting students that adds to the diversity of the institution.

Since its last strategic plan, Stockton has grown in many respects—physically, geographically, demographically, and academically. Consequently, the University has been developing a comprehensive enrollment management plan that responds to our responsibility as a public institution, our role as an anchor institution, and our financial realities. In support of these objectives, Stockton will take a considered and measured approach to establishing enrollment goals in the context of inclusive student success.

Enrollment objectives should be considered at the institutional, school, and program level to ensure goals are realistic and are both manageable and sustainable through our support structures.

We will do this by developing strategies and tactics that:

  • Develop enrollment and retention strategies at the institutional, school and program level that account for our mission, market demand, cost, and capacity.
  • Continue to strengthen the University’s data analytics efforts regarding recruitment, persistence, and graduation, as well as enrollment, placement testing, housing, and financial aid projections.
  • Recognize and support the inherent value and contributions of faculty in their courses (program, at-some-distance, general studies, service, and curricular subscripts), as well as activities outside of the classroom, such as preceptorial advising and internship supervision.
  • Strengthen partnerships with high schools and community colleges through programs such as our Dual-Credit and Transfer Pathways programs.