Christina Buckler

This Strategic Plan is designed to guide and unite the SUNY Sullivan College Community through shared goals aligned with its mission statement. It is structured around three key strategic priorities: Student Enrollment and Success, Financial Stability and Analysis, and Academic Success, with a specific focus on Nursing. The plan aims to reinforce SUNY Sullivan's role as a leader in innovative higher education, a catalyst for workforce development, and the heart of higher education and culture in the Catskills, preparing students for success in a sustainable and interconnected world.

This document details the 2026-2027 academic year's course requirements and a suggested sequence for the Physical Education Studies Associate of Science (AS) degree program. It outlines a four-semester curriculum, specifying core physical education courses, general education categories (e.g., communications, science, diversity), and elective options, designed to guide students through their degree completion.

This document outlines the 62-credit Course Requirements and Suggested Sequence for the Culinary Arts - AOS program, applicable for the 2026-2027 academic year. The plan details a structured four-semester curriculum encompassing specialized culinary courses such as culinary theory, food and baking, beverage and dining service, sanitation, purchasing, restaurant operations, garde manger, bakery production, sustainable food and farming, and international cuisines. It also integrates general education requirements in communication, business mathematics, human resources, and nutrition, serving as a comprehensive academic roadmap for students pursuing an Associate in Occupational Studies degree in Culinary Arts.

The discussion focused on structuring the Board of Trustees through committees, aiming to outline scope of responsibility. Key topics included adopting a formal committee charge, with a preference for concise language defining the board's focus, particularly on academic and student affairs, for better institutional guidance and planning. The conversation detailed the existing Enrollment Management Committee, which coordinates academic, administrative, and student initiatives using data to monitor student success, persistence, and retention. Specific areas of focus involve implementing the Academic Momentum framework, which emphasizes completing 30 credits in the first year, timely FAFSA completion, successful completion of foundational math/English requirements, and optimizing advising through both professional and faculty advisors. Initiatives being worked on include redesigning course schedules into block scheduling, utilizing summer courses, and establishing comprehensive writing support centers to ensure student success across the entire student life cycle.

The meeting, which lacked a quorum, resulted in all action items being tabled. Key discussions included reports on the Faculty Council's activities, such as a Faculty Development Day workshop on Artificial Intelligence (AI) and student displays for Black History Month. The College Report focused on Cybersecurity initiatives, detailing updates to server infrastructure, modernization of core identity systems, implementation of off-system backups, expansion of SUNY-licensed security tools, and upcoming plans for an external network assessment. The Chairman's Report mentioned the importance of legislative updates and changes to the Community College Presidential Search process. The Finance Committee reported a 4% headcount increase and a 7% increase in AAFTE, along with the ongoing search for a new Controller. The President's Report covered Strategic Plan priorities, enrollment management initiatives (including First Year Experience and College in the High School), gathering feedback for the third priority, an increase in Direct Support Professional (DSP) program enrollment to 40 students, and the rescheduling of graduation to May 14th.