The Richard Stockton College of New Jersey
DIVISION OF STUDENT AFFAIRS
Administrative Program ReviewFebruary 10, 2011
• Admissions
• Athletics & Recreation
• Career Center
• College Centers
• Dean of Students
• EOF Program
• Event Services
• Financial Aid• Free-To-Be
Childcare Center• Residential Life• Student
Development• Student Rights &
Responsibilities• Veteran Affairs
• Wellness Center
DIVISION OF STUDENT AFFAIRS
THOMASA GONZALEZ, Vice President for Student Affairs
DEE MCNEELY-GREENE, Associate Vice President for Student Affairs
DONNA WANAT, Assistant to the Vice President/Institutional Research Assoc.
JOHN IACOVELLI, Dean of Enrollment Management
PEDRO SANTANA, Dean of Students
LONNIE FOLKS, Director of Athletics and Recreation/Athletics Director
STEPHEN DAVIS, Associate Dean of Students
CRAIG STAMBAUGH, Associate Dean of Students
ALISON HENRY, Associate Dean of Enrollment Management
TOM O’DONNELL, Assistant Dean of Students
Page 2Division of Student Affairs Program Review 2/10/11
SWOT ANALYSIS
OPERATING EXPENSES
FY12 BUDGET PRIORITY REQUESTS
APPENDIX MATERIALS
TABLE OF CONTENTS
Page 3Division of Student Affairs Program Review 2/10/11
SWOT ANALYSIS
Page 4Division of Student Affairs Program Review 2/10/11
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.
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.
OPERATING EXPENSESFY09-FY11 & FY12 BUDGET REQUESTS
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FY09 Actual
Expenses
FY10 Actual
Expenses
% Change
09-10
FY11 Actual
Expenses thru
12/31/10
FY11 Total Expenses
Projected to 6/30/11
% Change 10-11
(Projected)
FY12 Budget Request (w/New Priority
Requests)
% Change 11-12
(Projected)
Full/Part-time Staff * $5,219,347 $5,165,521 -1% $2,542,188 $5,629,103 9% $5,790,492 3%
TES $131,551 $169,246 29% $73,874 $201,634 19% $201,634 0%
Student Worker/Grad Student Worker
$181,132 $152,303 -16% $93,393 $199,395 31% $199,395 0%
Overtime $2,298 $2,180 -5% $ - $ - -100% - 0%
Faculty/Staff Support** $78,581 $78,456 0% $64,392 $65,625 -16% $65,625 0%
Total Salary $5,612,909 $5,567,706 -1% $2,773,847 $6,095,757 9% $6,257,146 3%
Total Non-Salary*** $1,124,019 $1,287,534 15% $564,622 $1,270,306 -1% $1,270,306 0%
TOTAL EXPENSES $6,736,928 $6,855,240 2% $3,338,469 $7,366,063 7% $7,527,452 2%
* Full-time and Part-time Salary does not include COLAS** Faculty/Staff Support includes expenses from Institutional Dedicated Funds, e.g., Orientation and supplemental staff services for salaries*** Total Non-Salary Actual Expenses include Institutional Dedicated Funds and Fee-Funded Programs, e.g., Student Fellowships, Graduation, Yearbook, Orientation, Post-Season Tournaments, and External Counseling ServicesNOTE: Capital Budget Requests are listed in the Appendix section
FY12 BUDGET PRIORITY REQUESTS
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Office Description Salary [1] Benefits [2] FY12 Total Comp
FY12 Non-Salary
Total Salary/ Non-Salary
Athletics and Recreation Part-time Coaches Salary Increase $50,000 $3,825 $53,825 $53,825
Financial Aid New position: Assistant Director, 2 [U-24] $66,718 $23,451 $90,169 $90,169
Financial Aid New position: Clerk Typist [A-06] $29,466 $10,357 $39,823 $39,823
Division of Student Affairs Reclassification Requests $15,205 $5,345 $20,550 $20,550
TOTAL $161,389 $42,978 $204,367 $0 $204,367
[1] Salaries based on FY11 Salary Schedules; FY12 contracts have not yet been negotiated[2] Benefits calculated at FY11 rate 35.15% for FT; 7.65% for PT[3] Does not include:
• Total amount of divisional request• Operating needs for Campus Center• Funds required to cover expenses to operate programs scheduled to move into decanted space
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
APPENDIX
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Division of Student Affairs Program Review 2/10/11 Page 8
2009-10 DIVISIONAL GOALSIn 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 Page 9
SELECTED HIGHLIGHTS 2009-10ATHLETICS & 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 Page 10
NEW UNDERGRADUATE STUDENTSFall 2006 – Fall 2010
2006 2007 2008 2009 20100
100200300400500600700800900
10001931 1887
1799
1975 2018NEW UNDERGRADUATE STUDENTS
Freshmen (first time) TransfersReadmits Total - New UG Students
FALL SEMESTERNe
w U
nd
erg
rad
ua
te S
tud
en
ts
Division of Student Affairs Program Review 2/10/11 Page 11
VISION AND MISSIONVISION
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.
Division of Student Affairs Program Review 2/10/11 Page 12
2010-11 DIVISIONAL GOALS
1. In concert with the goals of the College’s strategic plan, maximize the quantity, and retain the quality and diversity of our new students.a. Increase student retention rates through collaborative
efforts with Academic Affairs and other divisions of the College.
b. 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.
c. 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.
d. 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.
2. Provide professional development opportunities for professional, managerial and support staff.a. Streamline policies/procedures, and train staff accordingly,
to facilitate smooth functioning across the division. b. Educate Student Affairs staff on best practices.c. Create communication channels that will enhance
understanding and maximize internal and external efficiency.
d. Coordinate division-wide assessment efforts and techniques to ensure quality services.
e. Develop curriculum for leadership enhancement education for all staff.
f. Devise procedures to recognize staff for outstanding performance and accomplishments.
g. Enable staff to stay current in new technologies, e.g. social networking.
3. Support curricular and deliver co-curricular learning opportunities for student personal and interpersonal growth, in a safe environment.a. Identify and add one new Living/Learning Community option
to further integrate the academic and residential experiences of the student body.
b. Build upon successes of cross-functional teams of faculty, Student Affairs staff and students to target convergent issues facing students today.
c. Plan, develop, and implement conferences targeting student leadership development and current topical issues.
d. Expand branded “Personal Development Curriculum” modules that will complement the division’s student development practices.
e. Broaden wellness programs targeting optimal health and wellness and enhance the self-care campaign for sanitation.
f. Continue to implement the recommendations of the Alcohol Task Force.
g. Support the College’s mission in preparing students to be responsible globally aware citizens.
h. Contribute to the integration of safety measures throughout the campus community.
4. Measure the long-term impact of budget restrictions on programs and services.
5. Ensure a smooth and successful transition to the new Campus Center and other college facilities.a. Participate on the transition committee.b. Identify staffing and other resources needed for a successful
transition.c. Collaborate with Administration and Finance and Academic
Affairs to maximize use of limited resources.
Division of Student Affairs Program Review 2/10/11 Page 13
DIVISION OF STUDENT AFFAIRS FY11 BUDGET
OPERATING & DEDICATED FEE-FUNDED ALLOCATIONSBUDGET UNIT
FULL-TIME STAFF
TESFAC/STAFF
SUPPSTUDENTS
TOTAL SALARY
TOTAL NON-SALARY
BUDGET UNIT TOTAL
Admissions $1,406,423 $25,515 $1,431,938 $315,130 $1,747,068
Athletics Administration $740,321 $137,330 $54,810 $932,461 $48,075 $980,536
Career Services $414,581 $1,890 $9,450 $425,921 $15,109 $441,030
Counseling Center $160,275 $2,835 $4,725 $167,835 $11,111 $178,946
Dean of Students Administration $243,624 $1,134 $14,175 $258,933 $20,604 $279,536
Drug/Alcohol Programs $100,724 $1,890 $102,614 $4,040 $106,654
EOF Match $80,156 $1,890 $82,046 $71,882 $153,928
Events Services $154,705 $1,050 $4,935 $160,690 $4,924 $165,614
Financial Aid $883,776 $3,150 $2,835 $889,761 $15,109 $904,870
Learning Access Program $151,692 $5,250 $30,250 $187,192 $187,192
Regional Internship Center $40,000 $40,000 $40,000
Student Development $286,358 $945 $1,890 $289,193 $3,777 $292,970
Student Rights & Responsibilities $88,844 $88,844 $88,844
Veteran Affairs $143,572 $143,572 $15,000 $158,572
V P Student Affairs $774,052 $8,050 $23,625 $30,030 $835,757 $65,344 $901,101
Student Affairs Institutional Priorities $79,050 $79,050
TOTAL OPERATING BUDGET $5,629,103 $201,634 $23,625 $182,395 $6,036,757 $669,155 $6,705,911
External Counseling Services $26,250 $26,250
Graduation $208,750 $208,750
Learning Access Program $103,800 $103,800
Orientation $42,000 $17,000 $59,000 $153,000 $212,000
Post Season Tournaments $43,600 $43,600
Student Fellowships $15,750 $15,750
Yearbook $50,000 $50,000
TOTAL INSTITUTIONAL & DEDICATED FEE-FUNDED BUDGET $42,000 $17,000 $59,000 $601,150 $660,150
TOTAL BUDGET $5,629,103 $201,634 $65,625 $199,395 $6,095,757 $1,270,305 $7,366,061
BUDGET UNIT FY08 SALARY FY09 SALARY FY10 SALARY FY11 SALARY
FY12 ADDITIONAL
FUNDS REQUESTED
FY12 SALARY RECOMMENDED
Admissions $1,183,168 $1,264,723 $1,314,904 $1,431,938 $0 $1,431,938
Athletics $878,480 $922,955 $883,671 $932,461 $50,000 $982,461
Career Center $400,598 $379,411 $392,763 $425,921 $0 $425,921
Counseling $162,665 $182,337 $163,401 $167,835 $0 $167,835
Dean of Students $287,181 $309,622 $225,913 $258,933 $0 $258,933
Drug/Alcohol $168,571 $179,375 $91,640 $102,614 $0 $102,614
EOF Match $193,325 $210,151 $80,950 $82,046 $0 $82,046
Event Services $140,390 $149,451 $153,460 $160,690 $0 $160,690
Financial Aid $702,238 $804,328 $785,272 $889,761 $96,183 $985,944
Learning Access Program $193,538 $161,842 $165,326 $187,192 $0 $187,192
Regional Internship Center N/A N/A N/A $40,000 $0 $40,000
Student Development $273,853 $285,496 $269,632 $289,193 $0 $289,193
Student Rights & Responsibilities N/A N/A N/A $88,844 $0 $88,844
Veteran Affairs N/A N/A $130,621 $143,572 $0 $143,572
Vice President $767,832 $834,224 $944,864 $835,757 $0 $835,757
Divisional Reclass Requests $15,205 $15,205
TOTALS $5,351,839 $5,683,915 $5,602,417 $6,036,757 $161,388 $6,198,145
Note: Salary Allocations include Full-time and Part-time Staff, TES, Faculty/Staff Supplemental, Student Workers, and Graduate Student Workers. Does not include benefits.
Division of Student Affairs Program Review 2/10/11 Page 14
SALARY BUDGET ALLOCATIONS FY08-FY11 & RECOMMENDED ALLOCATIONS FY12
BUDGET UNITFY08 NON-
SALARYFY09 NON-
SALARYFY10 NOM-
SALARYFY11 NON-SALARY
FY12 ADDITIONAL
FUNDS REQUESTED
FY12 NON-SALARY
RECOMMENDED
Admissions $235,130 $285,130 $315,130 $315,130 $0 $315,130
Athletics $62,843 $53,417 $53,417 $48,075 $0 $48,075
Career Center $19,751 $16,788 $16,788 $15,109 $0 $15,109
Counseling $12,345 $12,345 $12,345 $11,111 $0 $11,111
Dean of Students $26,933 $22,893 $22,893 $20,604 $0 $20,604
Drug/Alcohol $4,489 $4,489 $4,489 $4,040 $0 $4,040
EOF Match $6,584 $6,584 $6,584 $71,882 $0 $71,882
Event Services $6,437 $10,559 $5,471 $4,924 $0 $4,924
Financial Aid $19,751 $16,788 $16,788 $15,109 $0 $15,109
Student Development $4,938 $4,197 $4,197 $3,777 $0 $3,777
Student Rights & Responsibilities N/A N/A N/A $0 $0 $0
Veteran Affairs N/A N/A $0 $15,000 $0 $15,000
Vice President $88,020 $74,609 $74,311 $65,344 $0 $65,344
Divisional Priority Initiatives $48,000 $93,000 $79,050 $0 $79,050
TOTALS $487,221 $555,799 $625,413 $669,155 $0 $669,155
Division of Student Affairs Program Review 2/10/11 Page 15
NON-SALARY BUDGET ALLOCATIONS FY08-FY11 & RECOMMENDED ALLOCATIONS FY12
Division of Student Affairs Program Review 2/10/11 Page 16
DIVISION OF STUDENT AFFAIRSORGANIZATIONAL CHART 2009-10
PROJECT DESCRIPTION OFFICEFUNDIN
G SOURCE
ESTIMATED COST
Natatorium Athletics and Recreation Institution $20,000,000
Barlow Site, Phase II Athletics and Recreation Institution $4,000,000
Free-To-Be Health & Safety Improvements College Centers Institution $20,000
TOTAL$24,020,00
0
Division of Student Affairs Program Review 2/10/11 Page 17
CAPITAL BUDGET INITIATIVES