Richard DeCristofaro, President, Quincy College

In an interview with Invest:, Richard DeCristofaro, president of Quincy College, attributed their success to nurturing strong personal connections between faculty and students, highlighted initiatives that address accessibility and affordability of college education, and outlined their strategic focus on biotech and health science programs in the coming years.

In your opinion, what makes the college an essential institution, not only in Greater Boston but throughout Massachusetts?

What comes to mind are three things: students, students, and students. That is who we are and what we do. We are not only affordable, but we are also an institution that cares. I hope that everyone here knows each other by name. We are small, adaptable, and capable of accomplishing things others cannot. The small class sizes mean a lot when it comes to retaining students and ensuring they succeed. We know their names. We talk with each other, respect each other, and trust each other. I want students to understand that their vision is certainly our vision. I believe that is the role we play, and I think we do an excellent job at it every day.

Sometimes this focus on students can be lost at other colleges and universities. I was the superintendent of schools in Quincy for 20 years, and before that, I was a teacher, an assistant principal, and a principal. I have been there, and no matter where you go in this city, whether it is the school system or this college, you immediately feel a sense of belonging. We make sure of that. The phrase we use in our marketing is “Let’s get to work,” because we all work very hard to ensure the curriculum is rich and that workforce development initiatives connect with the needs of our students and the workforce.

What initiatives does Quincy College have to foster a strong connection between faculty and students, and how would you measure the success of these initiatives?

We measure success in a way that is very similar to how other schools and colleges do. At the high school level, many students do not have a clear vision. Can you imagine being back in ninth grade? How much of a vision did any of us have then? But today, it is crucial that each and every student knows that they can succeed, that they have value, and that they are trusted. Our faculty makes that happen and helps them develop that vision for their future.

One new initiative, the Accelerated Associate’s Pathway program, connects with families. Students can earn an Associate’s degree by the time they graduate high school.. At parent advisory meetings at the college level, it brings me back to my roots as a superintendent and principal. We involve families in the student’s education. As corny as that may sound to larger schools, it is one reason why we make a difference. We get to know most of these families, and that makes a difference because the conversation about education and the vision for the student’s future is not just happening here but at home as well.

In the last two to three years, we have really begun to create new pathways for our students; our Bachelor’s degrees are an example. We don’t just say “goodbye” after two years. We can now tell them, “You’re with us, and can stay with us for four years,” and that includes our student-athletes as well as our traditional students.

What are some initiatives at the college that make education more accessible?

Our Bachelor’s programs make us unique among Massachusetts’ traditional community colleges, and they’ve done a lot for accessibility. The Early College High School Pathway offers great value to our city’s high school students, opening up opportunities for a college education to those who may not have ever considered it.  We are also seeking to offer more scholarships to make the college more affordable as well.

Last year, we ranked No. 3 in community college enrollment in Massachusetts, which is a testament to hard work and strong connections with students, their families, and the faculty. Our faculty understands that success begins in the classroom, it certainly does not start in my office. The reality is that it begins with the trust that faculty builds with their students, ensuring that students feel confident about where they are and where they need to be.

What’s your rationale behind expanding to four-year degree programs at the college?

The decision is twofold. First, we look at the workforce and where our students can benefit most from a four-year degree. That was the primary consideration. Second, we consider the feeder programs within the college itself, where we see success. For example, Psychology was one of our most popular two-year degree programs. Business Management was our largest two-year program. They were obvious choices for Bachelor’s offerings. Computer Science was a no-brainer because of the incredible demand in the field. Those are the three we started with,and the next Bachelor’s degrees will be in Science and Nursing. After that, it will be Biology because that program is also quite large.

We are ready to move forward, but we need to navigate all the regulations with the New England Commission of Higher Education (NECHE) and The Massachusetts Department of Higher Education (DHE). Fortunately, we have relationships with both organizations who understand our vision, where we were, where we are today, and where we need to be for our students in the future. 

What role does the college play in providing a continuum of learning for students at various stages of their careers and lives?

I think the most significant thing we can do here is to communicate and reach out, not only to North Quincy High School and Quincy High School, but also to the broader community. When I was a student at Quincy High School there was a notion that if you did not have anything to do after graduation, you could always just go to Quincy College. Over the years we’ve worked hard to change that mindset and instead promote our value as a destination through Early College High School, our Dual Enrollment partnerships with more than a dozen area high schools, Career Technical Education Pathways, and other programs.

We actively share this continuum of education so that students and families know who we are and what we offer. This continuum is about transitioning into their future, whether they are coming from Quincy Public Schools or elsewhere in our region.  I’m very proud of our partnership with QPS in the LEAP (Lean, Explore, Achieve, Plan) program which provides a college experience to high school students with intellectual or developmental disabilities.

Many of our students, however, are non-traditional: more than 50% are over 25 years old. These students often come to us after experiencing life, raising children, serving in the military, or going through other significant events. They arrive with a vision of where they want to go and why they are here, which brings a level of maturity that is palpable when you visit classrooms. 

What are some pathways in place that make college education more affordable for students at Quincy College?

We recently established a foundation with nine trustees focused on connecting with business partners, advisory boards, and alumni in ways that haven’t consistently been done before. The foundation aims to provide more scholarships for students, especially those in more expensive programs like nursing. Our goal is to give every student at least $1,000 to $2,000 to get them started.

In addition to those scholarships, graduating Early College seniors at North Quincy and Quincy High Schools can receive a full year of education at Quincy College for free. And those who’ve taken our Dual Enrollment courses are welcome to attend for a half year or a full year at no cost. Our responsibility then is to try to retain these students by providing them with the best education possible.

Given the college’s unique position of being municipally affiliated, are there any challenges that come with this, and if so, how do you navigate them?

The municipal affiliation is indeed unique. The city owns the college, but beyond covering our medical benefits and pension, we do not receive financial support. Mayor Tom Koch has been incredibly supportive, but we do not rely heavily on the political process. We operate independently – as a business — and have a lot of autonomy and flexibility to do what is best for our students.

The municipal connection dates back to 1952-53, when parents in the Germantown and Adams Shore neighborhoods wanted to keep their children from having to travel to Boston for higher education. The Quincy School Committee responded by establishing what eventually became Quincy College. Although the college started small, it grew over the years, and in 1993, a volunteer Board of Governors was established to provide more independence. Despite our municipal roots, we now operate as a separate entity with significant freedom to innovate and serve our students.

What are your goals for the school over the next three to five years?

Our focus should be on expanding our most successful programs, particularly in life sciences and health sciences, where the workforce demand is high. Over the next three to five years, we plan to build on our strong Biotech and Health Science programs, which are already seeing significant enrollment. We want to expand our Nursing curriculum to offer a Bachelor’s degree and create a bridge program to transition our LPN students into our Associate’s program. All of that is essential for staying competitive and attracting students.

As a business, we need to be mindful of competition, especially with the rise of free community college options. Our strategy is to offer unique, high-demand programs that keep our enrollment strong and ensure we remain a viable option for students. The next few years will be about adapting to the changing landscape of higher education, staying competitive, and continuing to meet the needs of our students and the workforce.