Lovell Pugh-Bassett, President, Camden County College
In an interview with Invest:, Lovell Pugh-Bassett, president of Camden County College, highlighted the college’s efforts to expand workforce development programs and discussed the challenges posed by inflation and shifting labor market demands. “Given that our institution has campuses in different types of communities, such as middle-level, urban, and middle-to-high-income, we must assess trends uniquely for each location,” she said.
What were some recent highlights or achievements for Camden County College?
We have accomplished a great deal over the past year, much of which is rooted in initiatives we began three years ago, as we aimed to connect more deeply with our student and school community to identify gaps in support and services. One key issue that stood out was that students did not always feel connected to the college. I do not believe this was entirely the college’s fault, but COVID-19 certainly impacted students’ desire to socialize, leading to increased isolation. And so, one major achievement was the launch of a new student space. We overhauled our cafeteria area to make it more student-centered, adding games, a pool table, and places where students can plug in and socialize. We rebranded the cafeteria and set up seating arrangements conducive to collaboration. This space has become a hub where students congregate and engage, which we believe will positively impact both enrollment and retention.
Another significant accomplishment was the launch of our cosmetology program at the Kansas City Campus. This state-of-the-art program includes both cosmetology and nail technician courses housed in College Hall. It is part of our Workforce Development initiative and is connected to an academic pathway. Students who earn their cosmetology certificate can carry 30 credits into an associate degree program, enabling them to learn business management and potentially open their own shops.
Finally, I am particularly proud of the recognition we have received for supporting students who have dropped out and returned to school. This is a pressing issue in education, affecting students who may have started college in the 1980s and 1990s or just before the COVID-19 pandemic. We began with a small pilot program targeting about 20 students three years ago. Today, we have supported over 400 returning students, some of whom have already graduated. Our success in this area has received national attention, and we have been invited to share our work with various audiences.
What are some of the reasons why students drop out, and how would you describe the overall sentiment in the region toward higher education?
There are several reasons why students may leave college. Many of the students in our “Back on Track” program face financial barriers, childcare challenges, or the need to choose between education and work. The community college sector serves a diverse population, ranging from 18-year-olds living with their parents to 65-year-olds with grandchildren. These students have various needs and competing priorities that may force them to pause their education. Our program aims to remove these barriers. For example, students with outstanding balances within a certain threshold can return without financial holds preventing them from registering. We also help students purchase textbooks, which can be particularly expensive in the science and healthcare fields. Additionally, we offer childcare vouchers and other resources to help students focus on their studies.
How have ongoing changes like inflation and high interest rates impacted your college, and how is your operational strategy addressing these challenges?
Our students, like everyone else, are navigating the realities of high living costs, including rent and groceries, and this economic pressure also affects our staff, administrators, and faculty. For instance, one of the most noticeable impacts has been the increase in students experiencing food insecurity. We have had to significantly expand our marketplace – what some may call a food pantry – to ensure we have enough food and resources for our students. This includes not only food but also toiletries, diapers, and even pet food. To address these needs, we pursue hunger-free grants and encourage donations from community stakeholders and partners. Our foundation also works to secure funding to support students. It is important to understand that when colleges with these resources are closed, some students may go without food. During breaks, we ensure that students have enough supplies to get through the holidays, recognizing that not everyone has access to abundant meals.
Additionally, Camden County College remains a viable option because of its low cost. We strive to minimize the financial burden on students while offering a rigorous education that is competitive with other institutions. Given the current economy, our affordability makes us an attractive choice for both workforce development and academic pathways.
How is Camden County College addressing the evolving needs of the labor market and ensuring graduates are prepared for today’s workforce?
We closely monitor trends and shifts in the labor market, population growth, and specific regional needs. Given that our institution has campuses in different types of communities, such as middle-level, urban, and middle-to-high-income, we must assess trends uniquely for each location.
Regarding the workforce part, our Workforce Development division, in collaboration with our institutional research team, analyzes labor trends. Much of our work in this area is a response to the data we collect. For example, we are recognized as trailblazers in fields like manufacturing and cybersecurity, which are both high-demand and growing industries. While cybersecurity is part of our academic offerings, it also addresses the need to fill vacancies in that sector. We also collaborate with the local government to identify workforce gaps and develop programs to address those needs. Organizations often reach out to us to create pathways that help build the labor force in specific areas. We gather this information both through data and through feedback from our partners.
From a local and state government perspective, what are your thoughts on the level of financial support given to public colleges and universities?
There is no question that we are not funded at the level we believe is necessary. Community colleges have not received funding that keeps pace with the needs of 2025. I advocate specifically for increased support in operational costs. While our students receive substantial direct financial assistance, and we could certainly benefit with more, the challenge lies in funding operational expenses. This includes hiring and retaining staff, especially with rising healthcare costs and inflation. Additionally, many of our facilities, built in the late 1960s, require upgrades to accommodate modern technology needs. The wiring and infrastructure that were sufficient in the 1970s are not adequate for today’s requirements. Our request for additional funding is not driven by self-interest, rather it is essential to meet the needs of our students.
In New Jersey, where each county receives local support from its commissioners, we do receive a fair share of local funding. However, the state has not provided the most equitable level of support, placing more financial strain on the counties. While I acknowledge that there is a need for increased financial support, I also recognize the contributions we receive from our county.
What opportunities do you see for Camden County College, and for the higher education sector in the next few years?
One of the biggest opportunities lies in offering a balanced range of pathways that serve both the labor market and the academic and educational markets. Our goal is to support students seeking careers as plumbers, electricians, and HVAC technicians, as well as those pursuing a two-year degree to transfer to a four-year college or advance in the workforce. As a community college, we have the advantage of being more flexible than four-year institutions, allowing us to respond more effectively to changing student needs. For example, one year, we may serve more 18-to-25-year-olds, while the next year, we may see an increase in students aged 50 to 75. Each demographic group has unique needs, and our flexibility enables us to address those differences.
Another opportunity is to market ourselves more effectively to change the stigma associated with community colleges. We want to position ourselves as a deliberate choice rather than a backup option. Whether it is a high-school graduate or an adult starting over after a life change, we aim to be a viable option that is part of their decision-making process. To achieve this, we need to highlight our successful programs, such as nursing, dentistry, and veterinary science, which have earned great recognition. Additionally, we aim to expand into new industries and demonstrate that we support more than just traditional 18-year-old students. After all, when you have a plumbing issue, you do not call your history professor, you need a skilled tradesperson. Our goal is to create viable citizens who contribute to their communities and pay taxes, ultimately making their local communities stronger.
