Students walk along the sidewalk in front of 海角社区's Residence Hall

Strategic Plan

As 海角社区 celebrates its 65th year, the college remains deeply committed to its founding mission.聽
  1. About
  2. Mission, vision and values
  3. Strategic Plan
Mission, Vision & Values

Rooted and rising

Throughout the 2025-26 academic year, we invited our community to weigh in on what our region needs from us. What we heard became the foundation of the college鈥檚 Strategic Plan: 2026-2031, a document designed to lead us through the next five years and into the future.

At the heart of our Strategic Plan is a mission that keeps us close to our founding: 鈥淒eeply rooted in the communities we serve, 海角社区 delivers transformative education that expands opportunities for all learners.鈥  
 
That was what our founders intended for Adirondack Community College in 1961. More than six decades later, those ideals have not changed, but the world around us has. 
 
The college gathered a Strategic Planning Committee that, using feedback gathered from 243 individuals who attended planning sessions and 354 survey responses submitted, identified recurring themes and, from them, developed a vision, priorities and values. 

 

Vision, mission, values and pillars

The following mission, vision and values reflect the collective input of campus and community stakeholders and establish a clear, shared foundation for the college鈥檚 future, centered on four strategic priorities.

A graduate cheers after receiving her diploma at the 2026 commencement at Harding Mazzotti Arena.

Mission

Deeply rooted in the communities we serve, 海角社区 provides transformative education that expands opportunity for all learners.

A nursing student examines a simulation patient in the 海角社区 Nursing Sims Center.

Vision

海角社区 will enrich, connect and inspire our diverse campus community. We will serve as a launch pad for success through future-focused educational opportunities and accessible academic programs.

Three students are seen with Lake George in the background during a climbing trip

Values

Rooted in place and centered on student success, we value Stewardship of Place and Environment; Open Access and Opportunity; Belonging, Equity, and Inclusion; Teaching Excellence and High-Impact Learning; and Data-Informed Action and Continuous Improvement.

Learn about our values
Two Mechatronics students work together on a project in class

Pillars

The Strategic Plan resulted in four strategic priorities: Deliver Future-Focused, High-Impact Learning; Optimize Enrollment and Student Success; Foster Workforce and Community Partnerships; and Strengthen Organizational and Fiscal Resilience.

Developing the plan

The 海角社区 Strategic Plan for 2026-2031 establishes a shared vision for the college, focused on expanding access and opportunity, advancing student success, strengthening community and workforce partnerships, and fostering innovation and institutional sustainability.

President Anastasia L. Urtz, J.D., asked the Strategic Planning Committee to engage the campus community (students, faculty, staff, alumni, community members) to:

  • Review and revise the college鈥檚 Mission, Vision and Values
  • Recommend three to five strategic goals and specific measurable objectives for 海角社区 over the next five years (2026-2031) 

The Strategic Planning Task Force was established in October 2025 and includes representation from key stakeholder groups across the college, including Faculty Caucus, Administrative Staff, the Support Staff Workgroup and Student Senate. The membership consists of:

Co-chairs

  • Mary Hand, chief information officer
  • Kim Hedley, Ph.D., Health Sciences Division chair and professor

Members

  • Laura Baker, messenger
  • Kelly Black, director of Grants
  • Jeannie Brown Leonard, director of Assessment and Learning Resources
  • Tobey Gifford, Wellness coordinator and Fitness supervisor
  • Emily Gongola, Class of 2026, Student Senate 
  • Kelly Hammond, College Services associate
  • Stephanie Hunt, bursar
  • Jill Lloyd, adjunct instructor of Mathematics
  • Sandor Thomas, Class of 2026, Student Senate 
  • Rhonda Triller, director of Marketing and Communications
  • Jason Watters, director of Public Safety 

The strategic planning process was guided by a structured and collaborative approach, incorporating regular meetings, broad stakeholder engagement, and ongoing communication with campus leadership, campus stakeholder groups, faculty, staff, students, the broader campus community and the Board of Trustees. The Task Force also ensured that the strategic planning process was aligned and consistent with Middle States Standard 1: Mission and Goals. The process included:

  • Kick-off presentation at the All College Meeting (Oct. 6, 2025)
  • Weekly Strategic Planning Task Force meetings (beginning Oct. 14, 2025)
  • Stakeholder meetings with campus and community groups
  • Feedback forms distributed to stakeholders
  • Strategic planning mini-retreats (January and February 2026)
  • Monthly meetings with President Urtz
  • Regular updates to the College Executive Team and Board of Trustees

 

Stakeholder involvement was a key component of the strategic planning process. Input and feedback were actively solicited from all campus stakeholders, including faculty, staff and students, through a combination of campus meetings, facilitated discussions and structured data collection activities. In addition, community members, including alumni, industry partners, schools and other organizations, were invited to contribute their perspectives. Every effort was made to reach as many voices as possible, ensuring the plan reflects a broad, inclusive and representative range of insights. 

On campus

At numerous events, including Welcome Back; department and division meetings; College Executive team; committee meetings; and Board of Trustees, Faculty Caucus, Support Staff Workgroup, Administrative Staff, Student Senate and Foundation Board meetings, feedback was sought.

Community outreach

Community outreach was a key component of the strategic planning process, extending engagement beyond the campus to include alumni, industry partners and regional stakeholders. Multiple outreach methods were used to maximize participation and ensure broad community input, including:

  • Social media posts and press releases
  • QR code sent for Strategic Planning feedback form
  • Approximately 13,000 emails sent to stakeholders to:  
    • 海角社区 Board of Trustees
    • 海角社区 Foundation Board
    • Alumni  
    • Health care institutions
    • Industry advisory councils
    • High school superintendents/counselors/principals
    • Community members
  • Four in-person sessions to cover Warren, Washington and Saratoga counties 鈥 Queensbury (2), Saratoga (1), Hudson Falls (1) 
  • Two virtual sessions 

The following prompts were used to guide stakeholder feedback and inform the development of the strategic plan:  

  • What makes 海角社区 special and what differentiates the college?
  • What do we want 海角社区 to be known for?  
  • What should 海角社区's priorities be over the next five years?
  • Considering the priorities, what will success look like?
  • What barriers and challenges do we need to overcome? 

Participation based on role/affiliation:

  • 36.3 percent of respondents were students
  • 21.3 percent were community members
  • 16.6 percent were faculty
  • 14.1 percent were administrative staff
  • 5.9 percent were support staff
  • 3.8 percent were alumni
  • 2.2 percent were categorized as "other"

Contact us

Assessment

  • 8 a.m. to 4 p.m. Monday through Friday
  • Adirondack Hall, Room 144