2017 InstitutionalProgram Review

Introduction

Institutional Program Review provides an institutional perspective regarding Stockton’s planning and budget process • Holistic vs. segmented• Focused on the future vs. past

Fall 2016: divisional requests

February 2017:  mini budget retreat

March 2017:  full strategic planning retreat

President’s Remarks 

Key Points

Fall 2017 Enrollment Outlook

State Appropriations

Current Financial Overview

Next Five Years

Fall 2017: Undergraduate

NJ Overall: +40% +45%

+40%

+42%

+33%

+41%

SE/SW Shore

Central East

NortheastCentral/NW

Central/SW

997

1,080

889

402

1,266

Admitted Freshman and Transfer Students – By NJ Region

Enrollment Deposits = 678 (vs. 411 last year)  +65%

Fall 2017: Graduate

Two New Graduate Programs for Fall 2017• MAED‐CE Program (alternate route)

• MS in Data Science and Strategic Analytics‐ Pending AIC approval Spring 2017

Applications SubmittedAdmitted StudentsEnrollment Deposits

11% 21% 26% 

Direct State Appropriations

$19.84 $19.84 $19.84$18.39 $18.39

 $10.00

 $12.50

 $15.00

 $17.50

 $20.00

 $22.50

FY13 FY14 FY15 FY16 FY17

Millions

Direct State Appropriations

24%21% 20%

16% 15% 14% 14% 13% 12%10%

0%

10%

20%

30%

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

Net DeficitFY17* FY 16 FY15

Oper. Revenues $207,000,000 $ 203,947,085 $ 200,281,231

Oper. Expenses $202,600,000 $ 201,548,815 $ 197,751,135

Oper. Surplus $4,400,000 $ 2,398,270 $ 2,530,096

Deferred Maint. $ (9,000,000) $ (9,691,243) $ (8,834,686)

Net Deficit $ (4,600,000) $ (7,292,973) $ (6,304,590)

*Estimated through end of FY17; Accrual basis accounting

FY18 Priority Requests

Total = $13,715,625• Operating = $3,125,625

• Capital     = $10,590,000‐ Maintenance & Renovations‐ Technology Upgrades & Replacements

6% increase vs. FY17

President’s Remarks

The Next Five Years

The Next Five Years

Projected Expenses • Modest inflationary increases• Increased academic funding to support 

enrollment growth• $9 million for deferred maintenance per year• Additional funding for expansion plans

‐ Academic Quad (Spring 2018)‐ Atlantic City Gateway Project (Fall 2018)

The Next Five Years

• 2% annual increase in total headcount• 2% annual increase in tuition & fees

• Ongoing multi‐million dollar budget deficit‐ Possible ratings downgrade‐ Reduced operating budgets‐ Less $$ for campus maintenance

Current Model: moderate enrollment growth

Projected Result: 

Projected Revenue and Expenses

$189.3 

$200.3  $203.9  $207.0 $212.4 

$222.4 $227.4 

$232.5 

$195.5 

$206.6 $211.2  $211.6 

$218.5 

$231.6 $235.5  $238.9 

 $150

 $160

 $170

 $180

 $190

 $200

 $210

 $220

 $230

 $240

 $250

FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21Revenues* Expenses *Excludes investment income

Millions

The Next Five Years

• 4% annual increase in total headcount • 2% annual increase in tuition & fees

• Stockton can eliminate its budget deficit• Includes $4 million for faculty lines • Proper maintenance of campus facilities, which 

means a positive impact on student experience

New Model: strategic enrollment growth

Projected Result:

Projected Revenue and Expenses

$189.3 

$200.3  $203.9  $207.0 $214.8 

$227.3 $235.1 

$243.1 

$195.5 

$206.6 $211.2  $211.6 

$219.5 

$233.6 $238.6 

$243.1 

 $150

 $160

 $170

 $180

 $190

 $200

 $210

 $220

 $230

 $240

 $250

FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21Revenues* Expenses

Millions

*Excludes investment income

Comparison of Two Models

8,099 8,1598,339 8,439 8,486

8,835

9,205

9,595

10,000

8,6568,829

9,0059,186

7,500

8,000

8,500

9,000

9,500

10,000

10,500

FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21

2% Annual Growth 

4% Annual Growth 

The Next Five Years

• Quad, AC Gateway, and Manahawkin represent 25% increase in space capacity

• Strategic Enrollment Management Team‐ Analyzing dozens of ideas‐ Recommending 2020‐type fund to support   academic & marketing initiatives  

Cabinet is carefully studying what resources are needed for Stockton to grow to 10,000 students

Academic Affairs

Guiding Principles

Diversity and Inclusion• Each future class will be more diverse than 

the one before.• We need to be ready to serve them well.

Ambitious Enrollment Growth:  10,000 by FY21• We will be smart and strategic.• We will align resources with enrollment goals.

Enrollment Growth

We need to grow and we will.• Galloway• Atlantic City• Manahawkin• Hammonton• Woodbine

Atlantic City Campus

Atlantic City Taskforce/AC Operations• 10 Academic Program Proposals • 20 Co‐curricular and Academic Support Proposals

Academic Plans for Fall 2018 Opening• Master of Social Work• Business Studies• Hospitality and Tourism Management• Organizational Leadership • LIBA, Community Leadership and Civic Engagement

Effective Resource Alignment

Existing Resources

FY18 & FY19 Requests

$5,252,295 New Requests Received

$1,478,703 New Requests Forwarded

$1,023,643 New Requests Still in Play

Existing Resources Re‐aligned:  Ongoing

Faculty

New in AY 17‐18• Vera King Farris Visiting Professorship• Health Science Faculty (Manahawkin)

New in AY 18‐19• Computer Science• Exercise Science• Counseling Psychology (?)

Faculty

From Existing Resources in AY 17‐18• Writing• Mathematics• Business• Criminal Justice• Computer Science• LEAD

From Existing Resources in AY 18‐19• To Be Determined

Staff

New in AY 17‐18• Communication Disorders• Nursing• Academic Affairs Internship Coordinator

New in AY 18‐19• Simulation Laboratory Technician

From Existing Resources in AY 17‐18• TBD – align with support for Enrollment

Non‐Salary

New Items Related to Accreditation• Attending Veterinarian• Training

New Items Related to Existing Enrollment Growth• Business, NAMS, GRAD, Advising, Library

New Items Related to Future Enrollment Growth • LEAD, GRAD

Student Affairs

Divisional Goals

Maximize quantity and retain the quality and diversity of our new students

Support students’ personal and interpersonal growth, in concert with Stockton’s ELOs

Provide professional development opportunities Develop and expand technological resources Administer and assess programs and services in 

light of emerging higher education trends

Key Objectives Integrate Strategic Enrollment Management Plan 

(SEMP) 4.0 Annual recruitment plan refinement and 

execution Promote inclusion and equity

Enhance co‐curricular experience for all students

Diversify content delivery (social media, mobile devices)

Implement “Innovation Hubs”

Operating Budget Requests

$55,831 Athletics Hourly

$129,900 Athletics Non‐Salary

$29,300 Student Affairs Non‐Salary

$215,031 Total 

Auxiliary Budget Requests

$71,500 Increase to ARMC Contract

$15,000 EMS Annual Technology Licensing

$16,500 LAP Adaptive Technology

$103,000 Total 

Administration and Finance 

Administration and Finance

Administration and Finance supports the operations of Stockton based on the following themes:• Communication• Customer Service• Collaboration• Compliance

Plant and Facilities

$562,313 Salaries for Quad (14 positions with fringe phased‐in during FY18)

$80,000 Operating (maintenance system & real estate due diligence)

$360,000 Utilities Increase & Addition of Quad

$50,000 Rothenberg Building

$1,052,313 Total

Capital Budget Request

$4,087,000 Existing facilities repairs, replacements, upgrades (deferred maintenance – ADA compliance)

$1,703,000 Campus housing maintenance 

$3,000,000 Seaview maintenance & renovation

$8,790,000 Total

Information Technology Services

Information Technology Services

ITS supports the operations of Stockton based on the following core values:• Service Excellence• Reliability• Innovation• Security

ITS is committed to providing first‐rate service and end‐user satisfaction to the entire community

Non‐Salary Operating Expenses

$215,000 Telecommunications

$10,000 ITS Support Services

$30,000 Academic Computing

$85,000 Enterprise Computing

$75,000 Institutional Support

$415,000 Total 

Position Requests

Event Support / Video Production

Security Operations Technician

Business Intelligence Report Writer

Student Worker Funding for Production Services

Total Position and Salary Request:  $283,600

Capital Project Requests (p. 1)

$350,000 Academic Equipment Replacement$75,000 Telephone Switch Upgrade

$250,000 Wireless Expansion & Upgrade$125,000 Business Intelligence Reporting Tool$225,000 Network Equipment Replacement$200,000 Firewall IDS

Capital Project Requests (p. 2)

$60,000 Datacenter Server Replacement$40,000 Productions Renovations

$110,000 West Quad A/V Upgrade$75,000 Network Router

$280,000 Sports Center A/V Upgrade$10,000 I‐Wing Gym A/V Upgrade

$1,800,000 Total ITS Capital Request

President’s Office

President’s Office

Aligning Priorities

Atlantic City Campus

AC Operations Team has 7 working teams  developing key goals and implementation plans

300+ meetings, presentations, interviews, and events central to Stockton’s Atlantic City Campus

Survey of faculty, staff and graduate students to determine housing interests (results in April)

Exploring “University District” designation

President’s Office

A New Wave of Opportunity

Institutional Research 

Developing modeling tool for retention of undergraduate students based on:  

• Student Characteristics

• Academic Performance

• Financial Aid

• Campus Affiliations

Institutional Diversity & Equity

Continue collaborative efforts to review and revise current search processes for faculty and managerial positions, including: 

• Search Advocate Program

• Expanding relationships with external sources 

Development

Looking Ahead

• No additional funding requested for FY18

• Increase Alumni Engagement

• Women’s Leadership Council

• Focused Fundraising Efforts on Atlantic City

• Stockton’s first “Day of Giving” – Fall 2017

University Relations & Marketing

University Relations & Marketing

University Relations & Marketing

University Relations & Marketing

0

1000

2000

3000

4000

5000

6000

7000

8000

Oct 23 ‐Oct 29

Oct 30 ‐Nov 5

Nov 6 ‐Nov 12

Nov 13 ‐Nov 19

Nov 20 ‐Nov 26

Nov 27 ‐Dec 3

Dec 4 ‐Dec 10

Dec 11 ‐Dec 17

Dec 18 ‐Dec 24

Dec 25 ‐Dec 31

Jan 1 ‐Jan 7

Jan 8 ‐Jan 14

Jan 15 ‐Jan 21

Jan 22 ‐Jan 28

Jan 29 ‐Feb 4

Feb 5 ‐Feb 11

Feb 12 ‐Feb 18

Feb 19 ‐Feb 25

Feb 26 ‐Feb 28

Control Campaign

From November 6 – February 28, the Choose Campaign accounted for 55% of all unique pageviews to the Admissions landing page

Philly.com startedOpen House 12/4

Minimal buys runningChristmas/New Year holiday

AmeriList E‐blastPhilly.com begins 2nd phase

Campaign wraps up

Campaign begins

Visits (unique pageviews) ‐ AdmissionsControl (/admissions) vs. Campaign (/choose)

October 23, 2016 ‐ February 28, 2017

University Relations & Marketing

University Relations & Marketing

Major Budget Requests:

• $180,000 to support integrated marketing communications plan for Atlantic City

• $60,000 to support Transfer advertising and recruitment 

Panel Discussion

Q & A

What is the greatest challenge your division/office will face in FY18?

What is the greatest opportunity your division/office will face in FY18?

Question and Answer Session

Thank you forjoining us today!