Strategic Plan - Teaching & Learning

Professor instructing a student

Implementation Goals & Accomplishments

FY-21, FY-22

Lead Unit: Academic Affairs

Status: 50% complete

DEI connective action: Diversity is crucial to achieving the mission of a broad, liberal arts education. Structural, curricular/co-curricular, and interactional campus diversity creates an inclusive and respectful environment for all students and employees (Diversity).

FY-21 Update

  • Hired a new designated manager as Director of Academic Assessment.

  • Initiated a new template process for assessment initiatives to provide a needed degree of consistency across the division.

  • Revised both annual and periodic review reports for academic programs, as well as centers and institutes, based on recommendations from the Faculty Union and the Faculty Leadership Task Force.

FY-21, FY-22

Lead Unit: Academic Affairs

Status: 25% complete

DEI connective action: Diversity is crucial to achieving the mission of a broad, liberal arts education. Structural, curricular/co-curricular, and interactional campus diversity creates an inclusive and respectful environment for all students and employees (Diversity).

FY-21 Update

  • Developed several new degree programs to respond to market need and student demand. Specifically, In the past year:
    • MBA in Healthcare Administration and Leadership
    • MS in Coastal Zone Management
    • MA in Public Health
    • BA in Digital Studies
  • Reconceptualized several existing programs to reflect field trends:
    • Created separate BS in Computer Science and BS in Computer Information Systems degrees
    • Created separate BA in Visual Arts and BA in Performing Arts degrees
  • Added several concentrations to the existing MBA program that allow for greater specialization (beginning in fall 2021): Forensic Accounting and Fraud Examination; Finance; Marketing; Business Analytics; and Hospitality Management. 
  • Expanded University’s Transfer Pathways program to pilot a 2+3 BS/MBA program with Atlantic Cape Community College; this program can scale to include additional county college partners in FY22.

FY-21, FY-22

Lead Unit: Information Technology

Status: 100% complete and ongoing

DEI connective action: n/a.

FY-21 Update

  • Adjusted Helpdesk hours to meet the needs during the Covid-19 switch to remote learning.

  • Expanded operator hours to handle influx of questions coming into the University during pandemic.

  • Reallocated staff when not needed from locations outside of the Galloway campus to handle surge in demand at the main campus.

New FY-22

Lead Unit: Academic Affairs

Status: Begins in FY-22

DEI connective action: Stockton University strives to have an active, intentional, and ongoing engagement with diversity – in the curriculum, in the co-curriculum, and in its internal and external communities where individuals connect (Inclusion).

New FY-22

Lead Unit: Academic Affairs

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).

New FY-22

Lead Unit: Student Affairs

Status: Begins in FY-22

DEI connective action: structural, curricular/co-curricular, and interactional campus diversity (Diversity).

FY-21, FY-22

Lead Unit: Academic Affairs

Status: 35% complete

DEI connective action: Stockton University strives to promote ways that increase awareness, content knowledge, cognitive sophistication, emphatic understanding of the complex ways individuals interact within systems and institutions (Inclusion).

FY-21 Update

  • Established a revised Center for Teaching and Learning Design to oversee both academic assessment planning and ongoing academic professional development.

  • Created a repository to collect best practices about teaching and learning and promote a broader emphasis on the scholarship of engagement (this work is ongoing).

  • Shifted responsibility for Stockton’s Summer Institute on the Peer Evaluation of Teaching (SIPET) to CTLD, beginning in Summer 2021.

  • Restructured coordination of New Faculty Orientation, previously housed in the Office of the Provost, to CTLD.

FY-21

Lead Unit: Information Technology

Status: 100% complete

DEI connective action: n/a.

FY-21 Update

  • Migration of additional University IT services to Amazon Web Services providing further redundancy in the cloud.

  • Splunk log aggregation utility fully installed and configured. Reporting has already defended the University from multiple security incidents.

  • Started migration of employees to OneDrive and SharePoint to provide remote access to University data.

New FY-22

Lead Unit: Student Affairs

Status: Begins in FY-22

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

Team Roster

  • Kristin Jacobson, co-chair, Professor of American Literature
  • Michelle McDonald, co-chair, Interim Provost & Vice President for Academic Affairs
  • Nicole Davis, Data and Financial Analyst
  • Priti Haria, Associate Professor of Education
  • Kathy Klein, Interim Director, Center for Learning Design
  • Sequetta Sweet, Assistant Professor of Organizational Leadership
  • Catherine Tredick, Associate Professor of Environmental Studies
  • Tahreem Rajput, Student Delegate

Stockton has achieved remarkable success in terms of student retention and graduation rates because of its personalized approach to teaching and learning.

Such efforts should continuously be assessed and refined, and incorporate Stockton’s Essential Learning Outcomes (ELOs). Moreover, we will encourage and support faculty research and pedagogical innovations to ensure that we effectively reach a diverse group of learners and that our degrees remain current and competitive.

Academic rigor is at the heart of a Stockton education. Our faculty members bring both recognition in their respective fields and a strong commitment to teaching, informed by their research, scholarship, and creative endeavors. Faculty and staff also bring innovation to bear as they create and sustain a broad range of high-impact learning experiences.

The culmination of this innovation is Stockton’s ability to promote learning that is intellectually challenging and builds critical thinking and workforce skills to last a lifetime. Students develop intellectual curiosity and ethical reasoning competencies in ways that allow them to transition from education to real-world practice.

As Stockton recruits and retains a more diverse student body, it is essential the University offer a meaningful and creative learning environment that embraces diverse teaching and learning styles. As a result, students will develop the tools to become lifelong learners and fully engaged citizens.

We will do this by developing strategies and tactics that:

  • Enhance information about study skills, time management, and adaption to campus life through a variety of venues, such as Welcome Week, FRST courses, freshman/transfer seminars, and other initiatives, to start students on the right academic footing.
  • Embrace new academic programs and approaches that enhance teaching and learning, respond to changing social and economic conditions, and prepare students for emerging fields.
  • Reinforce our Essential Learning Outcomes (ELOs) with students and encourage faculty to align curricular and co-curricular activities to create a well-rounded education, relevant to a changing world.
  • Support faculty research about, and participation in, professional development opportunities that strengthen the classroom experience, including effective pedagogical approaches for a particular program and its core courses.