Implementation of the Plan
Turning Vision into Action
The implementation of Stockton University's Strategic Plan, Soaring Forward: Strengthening Community, Advancing Excellence, reflects our deep commitment to making every goal a lived reality across campus. Guided by collaboration, transparency, and accountability, the process empowers teams across the university to take meaningful, measurable steps toward our shared future.
Our approach connects strategic vision with daily practice to ensure that each action contributes to Stockton’s continued growth as a community of opportunity.
Our Process
Implementation is structured around five Strategic Priorities. When completed, each priority will include clear goals, measurable objectives, supporting strategies, and specific action plans.
This framework allows for consistency, clarity, and flexibility as divisions across Stockton carry out the work.
Implementation Team
Dr. Terricita Sass, Executive Vice President and Chief of Staff serves as the Plan Champion and primary convener of the process. Working with Dr. Sass are five Strategic Priority Teams, and two Support Teams.
Priority Co-Leads (PCLs)
They define success by setting measurable objectives, KPIs, milestones, and target dates. They enable the work by supporting and coaching other team members and Divisional Executives and Deans across campus who are building and tracking strategies and action plans. They drive alignment by clearly communicating and championing the strategic plan process across campus, and they keep the cadence by leading weekly check-ins with key stakeholders.
Action Team Leads (ATLs)
Selected by Divisional Executives (DEs), Action Team Leads (ATLs) are listed on the individual Strategic Priority pages. They make it happen by serving as the lead or connector for their division and their DE. They turn plans into actions by building and driving action plans within their division. They coordinate across teams by connecting people and responsibilities across divisions, as needed, and they track and report progress on a consistent basis.
Strategic Priority Co-Leads
- Christy Cunningham, Associate Director for Training & Organizational Development
- Irvin Moreno-Rodriguez, Director, Sara and Sam Schoffer Holocaust Resource Center
- Dr. Amanda Norvell, Dean, School of Natural Sciences and Mathematics
- Britny Dileo, IRB Administrator
- Dr. Ashlee K. Roberts, Executive Director, Student Affairs Strategic Planning & Initiatives
- Dr. Alfred Mueller, Assistant Dean, School of General Studies & Graduate Education
- Dr. Heather Swenson-Brilla, Supervisor of Community Programs & Engagement Assessment
- Dr. Sreelekha Prakash, Associate Professor of Health Science
- Dr. Naz Onel, Professor of Business Administration (Marketing)
- Rhianon Lepree, Director of Facilities Administration & Real Estate
Implementation Support Co-Leads
Communications
Co-Leads:
- Geoffrey Pettifer, Associate Vice President for University Relations & Marketing
- Dr. Tina Zappile, Director, William J. Hughes Center for Public Policy & Associate Professor of Political Science
Team Members:
- Loukaia Taylor, Communications Specialist, University Advancement
- Samantha Whitehurst, Director of Content Strategy, University Relations & Marketing
Data & Assessment
Co-Leads:
- Nicole Suprun, Associate Director of Planning
- Dr. Jamael Harrison, Director of Student Affairs Assessment & Communication
Team Members:
- Valerie Jules, Budget & Financial Planning
- Jessica Kay, Director of Institutional Research
- Alyssa Maurice, Assistant Director and Head of Research & Polling at Hughes Public Policy Center
- Alaina Walton, Director of Academic Assessment
Frequently Asked Questions (FAQs)
It depends! Your work might be part of the ongoing operation of the university – whether you are teaching classes, serving food, leading a school, or making appointments for students, the work you’re already doing matters. As strategies and action plans are developed and implemented across the university, your work might not change at all. Your work could also shift dramatically to align with a strategy or fulfill an action plan with your Division.
Divisional and Cross-Functional Action Teams will be established within divisions to assist planning and executing strategies in alignment with university goals and priorities.
Timeline
Implementation began in Fall 2025 and will evolve over several years.
- Starting in Spring 2026, strategies will be developed within each division and put into action with regular monitoring, evaluation, and refinement.
- Over Winter 2026, Action Team Leads were identified and added to the Strategic Priority Teams, and additional training provided for the expanded teams and DEs.
- In Fall 2025, Strategic Plan Implementation Co-Leads were identified, teams were formed, and KPIs were developed and reviewed by the Board of Trustees. Ongoing support was provided through training and collaborative working sessions.
Accountability and Engagement
At every level of the university, implementation is driven by shared leadership, ongoing communication, and intentional collaboration.
The process includes:
- Regular team meetings and training
- Development and use of key performance indicators
- Integration with divisional planning and performance systems
- Continuous learning and professional development
- Clear reporting to the Board of Trustees and broader community
Updates and Progress
Updates will be shared regularly through this site and Stockton News. These updates will highlight progress toward our goals, showcase the work of our teams, and invite continued engagement from the campus community.
Progress will be reviewed through recurring milestones and institutional reporting, and be included in regular updates as it becomes available.
