2025 - 2030 Strategic Plan
Community College of Beaver County
The Way Forward: SUCCESS on your PATH
Strategic Plan
List of Tables & Figures
Tables
Table 1 - Enrollment Goals for 2023-24
Table 2 - Enrollment Goals for 2024-25
Table 3 - Enrollment Goals 2025-26
Table 4 - Enrollment Goals for 2026-27
Table 5 - Enrollment Goals 2027-28
Table 6 - Percentage of Students Identifying an Academic Path
Table 7 - START Initiative Outcomes
Table 8 - Part-Time Student Success
Table 9 - Male Student Success
Table 10 - Percentage of African American Students Persisting from Year 1 to 2
Table 11 - Percentage of Adult Students Completing a Credential
Table 12 - Reserve (Goal- >900K)
Table 13 - Budget Savings (Goal - >2%)
Table 14 - Net Savings (Goal - >7%)
Table 15 - 2024-2025 Professional Development Results
Table 16 - Annual Final Budget over Expenses
Figures
Figure 1 - CCBC Enrollment over the last five years
Figure 2 - Fall-to-Fall Retenion Dashboard
Figure 3 - Budget over Expenses
Strategic Plan
Letter from the President
To Whom It May Inspire:
I am excited to introduce The Way Forward: SUCCESS on your PATH, the new strategic plan for Community College of Beaver County (CCBC). This plan is designed to strengthen our institution’s commitment to student success, diversity, and institutional growth. At the heart of this plan is our Guided Pathways model – Titan Pathways to Success – which focuses on helping our students START STRONG, STAY STRONG, and FINISH STRONGER.
The Way Forward: Success on Your Path is built upon clear, measurable goals that reflect our commitment to excellence. We will continue to prioritize key performance indicators such as Enrollment, Retention, Fiscal Strength, Professional Development, and Institutional Progression. These indicators will help us track our progress as we navigate the ever-evolving higher education landscape.
As part of the 2025-2030 strategic plan, we are placing special emphasis on retaining and graduating adult students, part-time students, and people of color. By focusing on these vital student populations, we are expanding our efforts to ensure that everyone has access to a pathway that leads to success.
Together, with the engagement of our dedicated faculty, staff, and community, I am confident that we will continue to build a stronger institution that supports the needs of all learners.
Thank you for your ongoing commitment and support as we embark on this journey.
Strategic Plan Executive Summary
The 2025-2030 Strategic Plan, titled The Way Forward: SUCCESS on your PATH, aims to fortify CCBC’s commitment to student success, diversity, and institutional growth. At the core of this plan is the Guided Pathways model entitled Titan Pathways to Success, which guides students to Start Strong, Stay Strong, and Finish Stronger. This approach is driven by clear, measurable goals and prioritizes key performance indicators (KPIs) such as enrollment, retention, fiscal strength, professional development, and institutional progression, ensuring CCBC remains resilient and effective in an evolving higher education landscape.
Vision, Mission, and Core Values
The strategic plan is anchored in CCBC’s vision to lead, educate, innovate, and inspire. CCBC’s new mission, Empowering communities through education, and its core values (Respect, Accountability, Integrity, Students First, and Excellence) which shape the framework for the institution’s strategies and decisions, guiding the community toward achieving excellence.
Strategic Priorities
1. Enrollment: The goal is to reach targeted credit enrollments each term, with the Strategic Enrollment Management (SEM) team coordinating efforts across departments to optimize recruitment, onboarding, and re-enrollment. Special focus is placed on increasing the percentage of students who declare a major from 82% baseline to 90% at the end of the year.
2. Retention: Recognizing retention as a reflection of institutional effectiveness, the plan emphasizes support for both part-time and full-time students. CCBC specifically targets the retention and success of adult learners, part-time students, male students, and African American students—demographics historically facing greater challenges in educational persistence.
3. Fiscal Strength: Addressing financial sustainability amidst shifting enrollment trends, CCBC’s fiscal strategy includes building reserves, achieving annual budget savings of 2%, and increasing net assets by at least 6%. This focus on fiscal health is vital for supporting essential resources like faculty development, technology, and student services.
4. Professional Development: Professional development is essential at CCBC for all community members, including staff, faculty, and students. The strategic plan emphasizes ongoing training to enhance job performance, instructional quality, and career readiness, aligning CCBC’s workforce and students with the evolving demands of
Strategic Plan Executive Summary
the job market.
5. Institutional Progression: Previously measured by satisfaction metrics, institutional progression now encompasses a broader scope, including technological upgrades, facility improvements, and community engagement. This comprehensive approach ensures that CCBC can continue adapting to meet stakeholder needs, enhancing the overall campus experience and fostering long-term growth.
Finish Stronger Metrics
Two significant initiatives support the plan’s final phase: Democratized Data and Continuous Institutional Improvement. By making data widely accessible within CCBC, democratized data fosters transparency, collaboration, and data-driven decision-making. Continuous institutional improvement seeks to streamline processes, optimize resources, and ensure CCBC remains responsive to the changing needs of students and faculty alike.
Through these priorities and initiatives, CCBC’s 2025-2030 Strategic Plan lays the foundation for a thriving academic community, committed to equitable access, financial stability, and a culture of continuous growth. This plan sets the course for CCBC to reinforce its role as a premier institution, fully equipped to meet the evolving challenges of the higher education landscape and the diverse needs of our community.
Strategic Plan
Mission, Vision, Core Values
Vision, Mission, and Core Values provide a clear framework for the strategic plan. These foundational elements not only articulate our aspirations and purpose but also serve as the compass guiding every decision and action we undertake. Our Vision outlines the future we strive to create, inspiring us to pursue excellence and innovation. Our Mission defines our fundamental reason for existence, shaping our goals and strategies to ensure we meet the diverse needs of our students, faculty, staff, and community stakeholders. Embedded within these statements are our Core Values, which embody the principles and beliefs that drive our behaviors and interactions, fostering a culture of Respect, Accountability, Integrity, Students First, and Excellence. Together, Vision, Mission, and Core Values provide the strategic direction and coherence necessary to achieve our collective vision of becoming a premier institution of higher learning.
* Approved by the Board of Trustees on 11/19/24.
Strategic Plan
Priority 1 - Enrollment
Definition: Student enrollment is a target number of credits per term Enrollment is the responsibility of all constituents of the CCBC community. While the Strategic Enrollment Management (SEM) team is responsible for monitoring and making recommendations for recruitment, persistence, and completion initiatives. SEM works with academic and service departments to strengthen the onboarding, scheduling, re-enrollment, and completion processes.
Enrollment Goals for the
in Table 1.
Enrollment Goals for the 2025-26 academic year are provided in Table 3.
Enrollment Goals for the 2026-27 academic year are provided in Table 4.
Enrollment Goals for the 2027-28 academic year are provided in Table 5.
Strategic Plan
Priority 1 - Enrollment
The choice of a major represents a pivotal decision for every new student, shaping their academic journey and future career prospects. At the heart of our strategic plan lies the fundamental recognition: selecting a major is not merely a checkbox on a form but a transformative milestone that profoundly influences a student’s learning experience, personal growth, and professional trajectory. By emphasizing the importance of this decision and implementing effective metrics to track and support students in their chosen paths, we aim to empower each individual to achieve their fullest potential and contribute meaningfully to our community and beyond.
The college will monitor and improve the percentage of students who do not identify an academic path. Currently, 21% of students do not identify an academic path/major. By the end of the strategic plan, the percentage of students not identifying a path will be less than 10%.
Start Strong initiatives are primarily managed by Student Affairs. In 2022, the Office of Student Affairs adopted five core learning outcomes (Appendix A): Wellness, Self-Improvement, Involvement, Professional Behavior, and Lifelong Learning. The START initiatives are outcomes being implemented and measured by each Student Affairs department yearly. Under the Wellness outcome, 12 initiatives are embedded and measured annually. To that end, the START initiatives for the two Student Affairs outcomes total 24. If most outcomes (>70%) are met per year, the START initiative will be reported as met.
If the outcomes per year are not met, an improvement plan will be built to close the feedback loop.
Strategic Plan
Priority 2 - Retention
Student retention serves as a critical measure of our institution’s effectiveness in supporting student success and achieving educational goals. Retention refers to the ability of our college to keep students enrolled and progressing toward their educational objectives. Understanding the nuances between part-time and full-time student retention is crucial. Part-time student retention involves ensuring that students who attend courses on a less than full-time basis continue to enroll and complete their educational milestones, despite potential challenges such as balancing work, family responsibilities, and academic pursuits. Conversely, full-time student retention focuses on supporting students who are enrolled in a higher credit load per semester, often with the goal of completing their programs more quickly. Both forms of retention are essential for the vitality and success of our institution, as they reflect our commitment to providing accessible, flexible, and supportive educational pathways that cater to the diverse needs and circumstances of our student body. By strategically addressing the unique challenges and opportunities associated with part-time and full-time student retention, we can better fulfill our mission of empowering students to achieve their academic and career aspirations.
Retention is not merely a statistical measure; it is the lifeblood of any thriving community college. Retention stands as the cornerstone of success. At its essence, retention encapsulates the ability of the college to foster an environment where students feel not just welcomed, but truly supported and empowered to pursue their educational journey to fruition. Beyond numbers on a spreadsheet, retention reflects a commitment to nurturing student potential, driving academic persistence, and ultimately, transforming lives. As we delve into this key performance indicator (KPI) within our strategic plan, we recognize its pivotal role in shaping the identity and strength of our college. By understanding the intricacies of retention, we unlock pathways to enhanced student engagement, improved outcomes, and a more vibrant learning community. Thus, the pursuit of optimal retention is not merely a goal, but a testament to our dedication to student success and the enduring impact of education.
Below via goal tables, we focus on four key populations: adult students, part-time students, male students, and African American students. These groups have been identified due to their historically lower course success and retention rates, which suggests that they face unique challenges and barriers that need to be addressed. Part-time students often juggle multiple responsibilities, including work and family commitments, which can impact their academic performance and persistence. Male students have shown lower engagement and completion rates compared to their female counterparts, indicating a need for targeted support and resources. African American students, similarly, face systemic and institutional obstacles that can hinder their educational success. The key performance indicator (KPI) for our STAY initiatives (Strategies To Assist You) will be the retention rate, which measures the percentage of
Strategic Plan
Priority 2 - Retention
students who continue their studies from one semester to the next. By focusing on these populations and tracking their retention, we can develop and refine interventions that promote their academic success and overall well-being.
*Part-Time Students - Students taking 1 to 11 credit hours in one semester are considered part-time students.
*Adult Students - Students over the age of 24 which includes a majority of our veteran population.
Baseline Data can be found in the Appendix.
Strategic Plan
Priority 3 - Fiscal Strength
Fiscal strength, defined as the ability of an institution to maintain financial stability and sustainability, is of paramount importance, especially during the current enrollment cliff—a period marked by significant declines in student enrollment. For community colleges, fiscal strength ensures that we can continue to provide high-quality education and support services to our students, despite economic pressures and fluctuating enrollment numbers. It enables us to invest in critical areas such as faculty development, technology upgrades, and student support programs, which are essential for maintaining academic excellence and student success. Moreover, robust fiscal health allows us to be agile and responsive to emerging challenges, ensuring that we can adapt to changing circumstances and continue to fulfill our mission of providing accessible, affordable education to our diverse community. As we navigate these tough times, prioritizing fiscal strength is crucial to securing the long-term viability and resilience of our institution.
In the March 29th (2024) edition of the Chronicle of Higher Education, Larry Goldstein, a college financial advisor and faculty member at the University of Kentucky indicates in Scott Carlson’s article, “The Muddled Picture of Colleges’ Financial Health” that colleges need a semester of resources to operate if resources were completely cut off. The benchmark for the CCBC reserve should be $5.5 million. With our line of credit and the current reserve at $1.6 million, the college has a shortfall of 900K. By the end of this strategic plan, the college should be within a safe margin of meeting this benchmark. Goldstein goes on to also identify that a healthy institution needs to grow its net assets by at least 6% and have budget savings of at least 2% annually.
The following three metrics will measure the fiscal strength of the institution annually:
Baseline Data can be found in the Appendix.
Strategic Plan
Priority 4 - Professional Development
Professional development is vital for community colleges at every level—staff, faculty, students, and the Board of Trustees. For staff members, ongoing training and skill enhancement ensure that administrative and support personnel stay abreast of the latest technologies, methodologies, and best practices in their respective fields. Training not only enhances their job performance but also boosts morale and job satisfaction, leading to a more efficient and effective college environment. Moreover, well-trained staff members are better equipped to support faculty and students, contributing to overall institutional success.
Similarly, for faculty, professional development is crucial for maintaining instructional quality, fostering innovative teaching methods, and staying current with advancements in their disciplines. Engaging in ongoing training workshops, conferences, and seminars allows faculty members to refine their pedagogical techniques, incorporate emerging technologies into their curriculum, and explore new research methodologies. As a result, students receive a higher quality education that prepares them for the workforce’s challenges or further academic pursuits. Also, faculty committed to professional development serve as role models for students, emphasizing the value of lifelong learning and personal growth.
Student development training is integral to the success of students at community colleges, offering invaluable opportunities for personal growth, skill enhancement, and career readiness. Through such programs, students cultivate essential competencies like communication, leadership, and teamwork, enriching their academic experience and preparing them for future endeavors. Additionally, participation in these activities can be documented in a co-curricular transcript, providing a comprehensive record of students’ achievements beyond the classroom. This transcript not only showcases their dedication and versatility to potential transfer institutions but also to prospective employers, enhancing their competitiveness in the job market. By investing in student development training, community colleges empower students to excel academically, professionally, and personally, fostering a culture of lifelong learning and achievement.
Professional development for the Board of Trustees is essential to strengthen their leadership and decision-making capacity in support of the college’s mission. As stewards of our institution, Trustees face complex challenges that require not only an understanding of educational trends but also of legal, regulatory, and fiscal environments that impact our college’s success. By engaging in ongoing professional development, the Board will stay informed about best governance practices, enhance their ability to set strategic priorities, and build connections within the higher education landscape. Professional Development ultimately ensures that Trustees are equipped to make decisions that positively impact students, faculty, and the broader community, aligning their leadership with our vision for institutional excellence.
Strategic Plan
Priority 4 - Professional Development
The professional development program will track participant headcount, total training hours per academic year, and achievement of defined outcomes.
Strategic Plan
Priority 5 - Institutional Progression
Institutional progression, formerly called satisfaction metrics such as facility usage, employee, and graduate satisfaction, now encompasses a broader spectrum of indicators, including fundraising efficacy, technological upgrades, facility enhancements, and other relevant advancements, reflecting a holistic evaluation of an institution’s growth and development.
Institutional progression, also known as institutional strength or previously termed institutional satisfaction, refers to the overall health, growth, and effectiveness of a college in fulfilling its mission and achieving its goals. This concept encompasses various dimensions, including academic excellence, student success, faculty and staff development, community engagement, and financial stability. The importance of institutional progression lies in its ability to create a supportive and thriving educational environment where students can achieve their academic and career aspirations. It ensures that the college remains responsive to the needs of its stakeholders, adapts to changing educational demands, and continuously improves its programs and services. By prioritizing institutional progression, we commit to fostering a culture of continuous improvement, innovation, and excellence that benefits our entire community and ensures the long-term success and sustainability of our college.
Strategic Plan
Priority 5 - Institutional Progression
Embrace and launch democratized data.
Democratized data is a strategic initiative aimed at decentralizing access to data and analytics within an organization. Traditionally, data and analytics have been controlled and accessed by a select few individuals or departments within an organization, often leading to siloed information and limited insights across different areas. However, with democratized data, the goal is to empower all stakeholders within the institution, regardless of their role or department, with access to relevant data and analytics tools. This approach promotes transparency, collaboration, and informed decision-making at all levels of the organization.
The importance of democratized data lies in its ability to foster a culture of data-driven decision-making and innovation throughout the institution. By providing access to data and analytics tools to a wider range of stakeholders, CCBC can harness the collective intelligence and expertise of its entire workforce. This democratization of data not only enhances transparency and accountability but also promotes a more agile and responsive organizational culture. With access to timely and relevant data, staff members across different departments can make informed decisions, identify emerging trends, and proactively address challenges, ultimately driving continuous improvement and organizational success.
Implementing democratized data at CCBC will fundamentally change the way the institution operates and serves its stakeholders. By breaking down data silos and empowering individuals with access to information, CCBC can foster a more collaborative and inclusive environment where data-driven insights inform strategic planning, resource allocation, and programmatic decisions. Moreover, democratized data can lead to greater efficiencies, as staff members can quickly access the information they need to perform their roles effectively. Overall, democratized data has the potential to enhance transparency, foster innovation, and drive positive change throughout CCBC, ultimately positioning the institution for long-term success in an increasingly data-driven world.
Embrace continuous institutional improvement.
Institutional improvement is a strategic initiative focused on enhancing the overall effectiveness, efficiency, and quality of operations. It encompasses a systematic and continuous process of identifying areas for enhancement, implementing targeted interventions, and evaluating outcomes to drive positive change across various aspects of the institution. This initiative involves a comprehensive assessment of institutional practices, policies, and procedures to streamline processes, optimize resources, and better serve the needs of students, faculty, staff, and stakeholders.
Strategic Plan
Priority 5 - Institutional Progression
The importance of institutional improvement cannot be overstated, especially in a dynamic and competitive higher education landscape. By prioritizing ongoing improvement efforts, CCBC can ensure that it remains responsive to the evolving needs and expectations of its diverse stakeholders. Moreover, institutional improvement fosters a culture of innovation, adaptability, and continuous learning within the organization. By proactively addressing challenges, seizing opportunities, and implementing best practices, CCBC can enhance its reputation, competitiveness, and overall impact in the communities it serves.
Implementing institutional improvement initiatives will bring about transformative changes within CCBC, positioning the institution for long-term success and sustainability. This strategic focus on improvement will permeate every aspect of the organization, from academic programs and student services to administrative processes and infrastructure. By fostering a culture of collaboration, data-informed decision-making, and accountability, CCBC can drive measurable improvements in student outcomes, retention rates, graduation rates, and overall institutional effectiveness. Moreover, institutional improvement efforts will enable CCBC to adapt more quickly to external changes, such as shifts in demographics, technological advancements, and regulatory requirements, ensuring that the institution remains relevant and resilient in the years to come.
Strategic Plan
Sub Plans
The strategic plan is directly supported by a collection of specialized plans developed across campus. Each of these plans contains its own unique strategies, initiatives, deliverables, and often financial considerations. While the strategic plan outlines our overarching goals, the detailed strategies reside within these individual plans, which remain proprietary to protect sensitive approaches. These sub-plans not only complement but are essential to the implementation of the strategic plan, serving as the driving force behind its initiatives and operational success.
Academic Master Plan
Assessment Plan
Campus Master Plan
Integrated Marketing Communications Plan
Professional Development Plan
Strategic Enrollment Management (SEM) Plan
Technology Plan
Emergency Response Plan
Washington County College Center Recruitment Plan
Strategic Plan
Strategic Plan
Strategic Plan Appendix
Enrollment Baseline
CCBC Enrollment over the last five years
As part of our commitment to tracking and improving enrollment outcomes, we have established baseline data for the Enrollment Key Performance Indicator (KPI). Over the past five years during the pandemic years, CCBC’s enrollment declined from 42,589 in 2019-2020 to 31,020 in 2023-2024. This baseline data will serve as a critical reference point for measuring the impact of our strategic initiatives under the Guided Pathways model, aimed at reversing this trend and increasing enrollment.
Figure 1
Strategic Plan Appendix
Baseline Retention Data for Part-Time Students
Fall-to-Fall Retention
Dashboard
Strategic Plan
Baseline Data for Financial Strength
Budget over Expenses in the last five years 2019-2024
$27,500.00
$27,000.00
$26,500.00
$26,000.00
$25,500.00
$25,000.00
$24,500.00
$24,000.00
$23,500.00
$23,000.00
Annual Final Budget over Expenses by Year
Strategic Plan
Officers of the College and Board
Officers of the College
Dr. Roger W. Davis, President
Dr. Shelly Moore, Chief Academic Officer and Provost
Dr. Brandon Berg, Vice President of Operations and Information Technology
Angela Hamilton, Vice President of Student Affairs
Dr. Sally Mercer, Vice President of People, Culture, and Compliance
Dennis Zeh, Chief Financial Officer
Strategic Plan Co-Chairs:
Dr. Brandon Berg, Vice President of IT & Operations
Dr. Meghan Murray, Director of Assessment
Board of Trustees
Harry Kunselman, Chair
Edward Palombo, Vice Chair
Brian Hayden, Treasurer
Genetha Woods-Short, Secretary
Dr. Robert Postupac
Frederick (Fritz) Retsch
Stephen Robinson
Dr. Zachery Saunders
Susan Smith
Dwan Walker
Dr. Michael Sisk
