Strategic Plan

• Amber Beckley, Director of Accounting

• Cortney Boutot, Financial Aid Specialist

• Chris Chang, Director of Financial Aid

• Matthew Clegg, Enrollment and Success Counselor

• Arie Drewes, Director of New Start

• Heather Eckardt, Alumni Specialist

• Monika Espinasa, Department Chair of Biological Sciences

• Marla Gruner, Assistant Director of Library Services

• Barbara Moran, Director of Student Support Services/ TRIO

• Michael Polcari, Enrollment and Success Counselor

• Melanie Quick, Director of Student Accounts

• Barbara Reer, Assistant Dean for Workforce, Career Development, and Apprenticeship Initiatives

• Jim Truitt, Department Chair of Criminal Justice and Human Services

• Kerri Vitek, Social Media Editor and Content Coordinator

• Amy Winters, Dean of Administration Finance

• Todd Zeff, Dean of Student Success

• Alison Buckley, President

• Matt Goodell, Chair Faculty Senate

• Karl Knapp, Vice-Chair Faculty Senate

• Mark Longtoe, College Counsel

• Chris Marx, Vice President of Workforce and Community Partnerships

• CJ Rioux, Interim Vice President for Administration

• Kevin Stoner, Vice President of Academic Affairs and Dean of the Faculty

• Candice Van Dyke, Professor of English, Chief Diversity Officer

• Jennifer Zell, Chief of Staff

• Doug Furman, Professor of Mathematics and Coordinator of Collegian Mathematics Program

• Joe Gonzalez, Coordinator of KCSU and CE Operations

• Matt Goodell, Coordinator of Developmental and College Math, Chair Faculty Senate

• Tess Hartman-Cullen, Assistant Librarian

• Chris Marx, Vice President for Workforce, Economic Development, and Community Partnerships

• Keri McArdle, Associate Professor for Human Services

• Samm Pedneault, Assistant Dean of Student Affairs

• Michael Polcari, Enrollment and Success Counselor

• C.J. Rioux, Interim Vice President of Administration

• Lorraine Salmon, Executive Director of Institutional Advancement

• Crystal Schachter, Director of Institutional Effectiveness

• Meg Sheeley, Dean of Enrollment Management & Student Affairs

• Megan Showers, Registrar

• Debra Silverman, Assistant Professor of Education, Education Coordinator

• Kevin Stoner, Vice President of Academic Affairs, Dean of Faculty

• Candice Van Dyke, Professor of English, Chief Diversity Officer

• Todd Zeff, Dean of Student Success

• Jenn Zell, Chief of Staff

The College has stayed true to its commitment to serve the county and its residents by focusing on providing affordable pathways to a career through transfer programs to universities or career programs at the College. While there has been discussion on the value of higher education in recent years, SUNY Ulster’s historical focus on both affordability and career programs that lead to strong employment has positioned the College to leverage state and national discussions to advantage.  

SUNY Ulster’s strategic plan, SUNY Ulster 2030, provides the opportunity to advance our mission in a 21st century context. Through the plan, the College recommits to support each student to the successful completion of their goals. In achieving that, SUNY Ulster will expand economic mobility in a way that meets or exceeds the diversity of the county. 

SUNY Ulster 2030 builds on the College’s history and strengths and provides the roadmap to more fully realize our mission to educate the individual and elevate the community. The plan rests on four pillars: serve the regional needs, improve student success and completion, support and enrich the academic portfolio, and improve institutional effectiveness. 

Every challenge presents an opportunity for positive change. The landscape of higher education, and SUNY Ulster’s place within it, are evolving and will continue to do so for the duration of the strategic plan. 

• While the number of high school students nationally and in Ulster County continues to decline, there will be more first-generation students, more Hispanic students, and more students with financial need choosing to attend college. Further, the county has nearly 70,000 residents over the age of 25 without a post-secondary credential. These are market segments that have, traditionally, found affinity with community colleges and that SUNY Ulster must attract. 

• SUNY Ulster provides an exceptionally affordable pathway to higher education. Generous scholarship support through the Ulster Community College Foundation and state and federal aid mean that many students can attend college for free.

• SUNY Ulster is an economic engine, contributing $74 million to Ulster County’s economy in 2022. However, the county’s poverty rate exceeds the national average and too many residents have been excluded from higher education. To realize SUNY Ulster’s vision, the College must support students to completion in programs that provide careers with a family-sustaining wage and positive student outcomes. This includes the college’s transfer programs which should be viewed through the lens of economic mobility.

• The College is well regarded in the county, with most of its alumni remaining here. It enjoys the support of the County Executive and County Legislature.

• Students require different forms of academic and personal support. This will become even more important as the College serves more students over the age of 25. More students will balance school with work and family, and the college will adjust class schedules to meet those demands. The pandemic will continue to impact academic preparation. 

• SUNY Ulster’s retention and completion rates are too low.

• The College has the capacity to admit more students. Too many Ulster County residents are opting out of higher education or choose to attend another community college in the region.

• SUNY Ulster is a small college with the capacity to be flexible, but it lacks the structures and tools to fully realize its collaboration and innovation potential. Areas for development include grants, eliminating silos, and ensuring role clarity and department priorities.

• The College possesses the elements of excellence, but it lacks an outward-facing, coherent message regarding student outcomes and value. Low cost does not equal value.

• When the College fully leverages existing elements of excellence and expands achievement for the community we serve, we will become the best small community college in New York while simultaneously advancing our mission and elevate our community. 

Objective: Increase the number of Ulster County residents over the age of 25 who have a post-secondary credential from SUNY Ulster.

Objective: Establish and implement a plan to better serve Ulster County’s growing Hispanic population at the College, leading to degree completion and expanded economic opportunity.

Objective: Make it possible for any student, regardless of financial means, to participate in an internship

Objective: Graduate more students annually.

Objective: Increase diversity in hiring to have faculty and staff population more closely mirror student population. 

Objective: Fully leverage student-assistance funds (grant and scholarship) to support student success and completion by developing a packaging strategy, auto-awarding student funds, and fully using Ulster Community College Foundation’s annual scholarship budget.

Objective:  Improve the College’s established student success indicators (KPIs) while simultaneously closing the opportunity gap.

Objective: Formalize and expand relationships with four-year partners to enhance seamless transfer opportunities.

Objective: Evaluate existing academic offerings and potential new programs to improve alignment with the region’s needs.

Objective: Annually create or revise one workforce credential in partnership with a regional employer.

Objective: Identify and secure additional revenue streams to strengthen the College’s financial position.

Objective: Implement a regular, standard process and schedule to ensure all areas (academic and non-instructional) complete assessments by 2030 and that the results are incorporated to improve performance.

Objective: Maximize capital funding to address critical maintenance issues and ensure that the physical plant accommodates College programs and enhances access and inclusion.

Objective: Develop and implement a professional development curriculum to enable staff to grow and expand expertise in their field.

Objective: Develop and implement a plan to improve work-life satisfaction.