The last couple of years have brought transitions at Pierpont: leadership changes, program shifts, and new priorities.
But here’s the headline: our mission hasn’t wavered, and our momentum hasn’t slowed. In fact, the progress we’ve made during times of change says more about our resilience and our character as an institution than anything else.
Our talented team of staff and faculty have stayed on course, meeting students where they are and working toward our students’ success.
This summary celebrates the accomplishments of our teams across every division and department of the college over the past year and highlights the initiatives and opportunities for the upcoming year that will keep our momentum strong.
Accomplishments, Achievements, and Successes
Our President’s Cabinet and President’s Council leaders celebrate our momentum over the past eight to twelve months. Empowered by our mission and bolstered with momentum, we look forward to the year ahead. We are eager to serve our students, businesses, and industry, as well as our community, as we live into and advance our strategic plan.
Institutional Achievements
- Approved and initiated a strategic plan for the College.
- Completed an institutional response for the Higher Learning Commission, engaging our institutional Board of Governors throughout the process.
- Revised and implemented the shared governance structure, promoting engagement of employees throughout the institution in shared governance.
- Achieved compliance with Veterans’ Affairs audit and federal GLBA for cybersecurity of student information.
- Achieved “Accredited” status for Veterinary Technology (AVMA).
- Created a communications webform for students and employees to share innovative ideas to advance Pierpont.
- Organized working groups within the shared governance structure to explore and implement innovative ideas from our employees and students.
- Awarded $1.7M in free community college.
- Reconnected with county superintendents and restored some relationships with counties.
- Enhanced and promoted conversation and transparent communication across constituent groups through an enhanced Meet & Confer process.
- Awarded 6 grants for the advancement of advanced manufacturing, allied health care, cybersecurity and information systems.
- Secured $210,700 in Learn & Earn apprenticeship grants for disbursement in collaboration with business and industry partners.
- Instituted and revised institutional policies (e.g., safety and security) and worked with the Board to revise its bylaws, clarifying administrative and governance roles.
- Mobilized and engaged in community and disaster recovery response within our neighborhoods and county following the Father’s Day Flood.
- In partnership with the Board of Governors, we crafted an approved and balanced institutional budget for FY26.
- Welcomed and onboarded several new employees or employees who transitioned to new roles within the College since January 1st.
- Celebrated the election of Pierpont’s first Chairwoman of our Board of Governors.
- Secured deferred maintenance money for the Caperton Center and the Advanced Technology Center.
- First-Time Freshman enrollment grew by 20.96%, increasing their share of the student population from 15.02% in Fall of 2023 to 18.18% in Fall 2024.
- Returning student enrollment increased by 5.21%, increasing their share of the student population from 19.81% in Fall of 2023 to 20.87% in Fall 2024.
- Achieved notable gains in student demographic groups, including a 41.02% increase in African American students (16 students), 88.90% increase in Asian students (8 students), and 33.33% increase in students who identify as more than one race (30 students).
- Expanded growth in adult learner populations, with the 20-29 age group increasing by 9.66% and the 30-39 age group increasing by 10.38%.
- Noted a graduation of 716 students in the academic year 2025.
Academics/Career and Corporate Training/Dual Enrollment/e-Learning/Institutional Effectiveness
- Created and implemented a metric for the 2024–2026 Strategic Plan, ensuring measurable goals and performance indicators were in place to track institutional progress.
- Created and implemented policies on Data Access, Data Integrity, Data Governance, and External Data Request & Approval, establishing clear institutional standards for responsible data use, compliance, and decision-making transparency.
- Led the successful coordination and completion of the Higher Learning Commission (HLC) Notice Visit Report by facilitating all discussions among internal stakeholders, Board of Governors members, and the HLC Working Group. Directed the project management process from inception to submission, including setting timelines, tracking progress, and ensuring deliverables met accreditation standards. Collaboratively authored the report with key contributors, ensuring accuracy, compliance, and a clear demonstration of institutional improvements. Organized and managed all logistics for related meetings, ensuring stakeholders were informed, engaged, and aligned throughout the process.
- Evaluated and updated online courses to enhance student engagement and promote active learning: Conducted continuous evaluations of existing online courses to identify areas for improvement in student engagement and active learning. Implemented updates based on best practices and evidence-based strategies to foster a more interactive and participatory learning environment.
- Conducted a comprehensive student survey to gather feedback for course design improvements: Executed a detailed student survey to collect feedback on the recent update to Blackboard Ultra. Identify specific areas for enhancement in course design for the Fall 2025 term. Implement the necessary improvements or make recommendations based on the survey results to optimize the learning experience and ensure alignment with best practices in online education.
- Continuously developed and offered training on the use of the new tools within Blackboard to increase engagement: Developed a structured training program for faculty to ensure proficient use of the advanced tools available within Blackboard Ultra. This program includes detailed modules on the functionalities and best practices to enhance student engagement. Regular workshops, webinars, and online resources will be provided to support ongoing professional development.
- Strengthened internal capacity by supporting five faculty and staff members in completing NC3 (National Coalition of Certification Centers) trainings, enabling in-house delivery of high-value industry credentials in mechatronics, robotics, and process technology.
- More than doubled career training headcount, increasing from 64 students in the prior year to 142 students this year—a 122% increase. Total career training contact hours attempted rose from 4,774 to 11,663.5 hours, a 144% increase.
- Launched inaugural Career and Corporate Training (CCT) cohorts in Phlebotomy, EKG Technician, and our redesigned EMT-B Training.
- Initiated a BILT-inspired inaugural gathering of Career and Corporate Training Advisory Council with over twenty local leaders, employers, industry partners, K-12 partners, and internal Pierpont stakeholders committing to guide and align Pierpont’s programs to ensure they reflect in-demand, relevant industry knowledge, skills, and abilities.
- Secured nine (9) Learn & Earn Grants through CCT, offering internships for Pierpont students in healthcare, aviation, utilities, and professional/legal sectors, with over half representing new business partnerships.
- Purchased training equipment and a trailer to support mobile career training offerings and expand customized training options.
- Enhanced/Enhancing relationships with K-12 and higher ed educational partners through strategic DE initiatives, working with 4-yr institutions toward meaningful articulations, and collaborative efforts with County School Systems to provide educational/training opportunities for secondary students who may not envision college as an option (establishing new pipelines).
- Established/Establishing strategic and proactive operational procedures – formal SOPs for eLearning, Career and Corporate Training, and Dual Enrollment.
- Established articulation agreements with Steel Center CTE and Forbes CTE in Pennsylvania with our Vet Tech Program.
- Submitted NAACLS Self-Study Report. Site Visit October 13-14, 2025
- Institutional graduation rates increased 3%. The HS Programs focused on expanding tutoring services for their students.
- Hosted a health science-specific job fair with 48 employers in attendance who interacted with 48 students.
- Hosted several co-curricular activities in health sciences, such as interprofessional education (IPE), focused on social determinants of health and effective communication in healthcare.
- Participated in numerous Health Sciences outreach activities for public education partners.
- Implemented mandatory remediation in the health sciences program for students who scored below a “C” on exams.
Classified and Non-Classified Staff
- Collaborated and connected with the staff on scholarships for staff.
- Completed a Fan Cloth fundraiser, which helped raise funds to support our scholarship campaign.
- Distributed staff scholarships for the completion of college coursework.
Faculty Senate
- Worked diligently during the 2024-2025 academic year within committees work and represented faculty voice within the college.
- Played a vital role in ensuring faculty and faculty work continue to evolve within our departments, programs, and the college.
- Re-established lines of open communication and collaboration throughout the college.
Finance and Administration/Facilities/Safety and Security/Information Technology
- Facilitated the annual budget development process for the upcoming fiscal year.
- Reviewed existing budget for any budget surpluses or budget shortfalls situations that may exist throughout the institution.
- Secured from all Budget Managers any budget needs or budget surpluses for the upcoming Fiscal year.
- Compiled projected changes to tuition and fees, budget surpluses, shortfalls, and needs into the budget planning document.
- Reviewed compiled budget planning document with President’s Council.
- Evaluated and reviewed with President’s Council budget items as mandatory, high priority, medium priority, or low priority needs for the upcoming fiscal year.
- Encouraged additional engagement and meetings of Board of Governors Finance Committee during the tuition and fee changes annual decision and budget development timeframes.
- Provided additional training and education to Board of Governors Finance Committee on the details that make up institutional tuition and fees revenues.
- Supervised the development of estimated Composite Financial Index (CFI) scenarios for the current and upcoming fiscal year.
- Facilitate institutional coordination with architectural services concerning upcoming capital projects and deferred maintenance projects.
- ATC 3rd Floor construction contractor selected. Construction will begin Fall 2025, with completion anticipated for early 2026.
- Facilitated additional safety and security infrastructure project to modify classroom door locks so that they can be locked from inside the classroom without requiring a key, with an anticipated completion Fall 2025.
- Hired a Safety, Security, and Facilities Manager.
- In IT, the Server infrastructure has been refreshed, providing improved performance in applications and providing room for expansion as new software is deployed.
Foundation
- Fiscal Year 25 marked the highest income year for the Foundation, surpassing the $1M mark.
- Received a significant increase in financial support from the aviation industry, benefiting Pierpont students, the Aviation Program, and the Foundation itself.
Human Resources and Organizational Development
- Completed Compensation Review to establish whether the compensation structure is competitive and aligned with our goals and financial position. Provides an opportunity to identify glaring problems and plan any changes in the future.
- In recruiting, we implemented a mandatory sign-off on our Mission, Vision, and Values for every applicant.
- In recruiting, we created a general application category for individuals interested in working at Pierpont but not currently filling an open position in their area of interest.
- Streamlining and automating the recruitment process to reduce the time to fill a position.
Marketing and Public Relations
- Developed an Integrated Marketing Communications Plan for FY 26, with a strategic focus on enrollment growth, brand awareness, and new opportunities.
- Collaborated with Admissions to launch a direct mail campaign targeting inquiry and applicant audiences who have not yet enrolled.
- Created a framework for a phased brand refresh, aligning with institutional identity and strategic goals.
- Launched a centralized event calendar, with full departmental adoption targeted for Fall.
- Strengthened media relations with local news outlets to increase visibility and community engagement.
- Refreshed the brand personality to align with Pierpont’s core values: passionate, authentic, collaborative, optimistic, caring, and curious.
Student Services
- For the first time since Fall 2021, the Admissions office anticipates enrollments of degree-seeking students to surpass the 1000 headcount for Fall 2025 without depends on the dual enrollment population.
- Revised Summer orientation/registration presentations to students to include “satisfaction” survey and an assessment on information learned; referrals to Disabilities Services for intake have increased, helping more students make a smoother transition into their first semester.
- DHHR Student Services Coordinator/WV Works staff member secured continued grant funding at almost double the initial funding to continue services to TANF recipients.
- Successfully transitioned leadership of Office of Registrar between former veteran employee and promotion of Assistant Registrar to Registrar and established deadlines for curriculum proposal submissions and official approvals in time for annual catalog revisions.
- The Office of Student Success sponsored a Fall 2024 “student success” workshop series.
- Successfully transitioned coordination of Tutorial Services from Academic Affairs to the Office of Student Success in February 2025.
- Exhausted all Higher Ed grant funding through the State, maximizing grants for as many students as possible through Office of Financial Aid (This is not the norm for colleges in WV).
- Created a grant-funded Career Services/Navigator position. Staff has made connections with area employers, current and prospective students, and alumni and is set to launch the online Career Services platform, Handshake, in September 2025.
- Created a grant-funded Virtual Reality Outreach position to work alongside the Admissions/Advising team in promoting Pierpont to prospective students.
- Continued “Experience Pierpont” days for community leaders, strengthening connections with education and social service providers.
- Developed more intentional, collaborative relationships with deans and program coordinators in student recruitment and retention efforts, including hosting a Strategic Enrollment Initiatives conversation series, Summer 2025, and frequent updates regarding program enrollments to keep academic leaders abreast of any enrollment or retention issues that would impact staffing and or issues of capacity—as well as to illustrate more general concerns that could affect program viability.
- Secured two mini-grants from the State for first-generation students and mental health.
- Completed online student orientation, launching in August 2025.
Priorities and Initiatives on the Horizon
Our President’s Council leaders have charted our direction for the coming academic year and are working on these strategic priorities and initiatives, as aligned with our strategic plan:
Academics/Career and Corporate Training/Dual Enrollment/e-Learning/Institutional Effectiveness
- Host an event celebrating public education partners (i.e., county boards of education and superintendents).
- Launch data dashboards through Institutional Effectiveness.
- Pilot the System’s launch of digital micro-credentials and digital badging.
- Conversion of remaining online courses to Blackboard Ultra: Ensure the transition of all remaining online courses to the Blackboard Ultra platform by the scheduled retirement of Blackboard Original in December 2025. This initiative aims to enhance the learning experience by leveraging the advanced features of Blackboard Ultra, thereby improving student engagement and satisfaction. The conversion process will continue through planning, coordination with faculty, and comprehensive training to ensure a seamless transition.
- Enroll all incoming students for Fall 2025 in the online Orientation to Blackboard Ultra course: Ensure that all incoming students for the Fall 2025 semester are enrolled in the online Orientation to Blackboard Ultra course for completion prior to the start of the semester. This initiative aims to enhance student understanding of the Blackboard Ultra platform and improve overall student satisfaction by providing them with the necessary tools and knowledge to navigate the online learning environment effectively.
- Ensure compliance with DOJ accessibility regulations: By April 2026, review and update all current courses to meet accessibility standards. Develop new courses with accessibility in mind from the outset, ensuring they are fully compliant with the DOJ regulations. Regular audits and feedback mechanisms will be implemented to maintain compliance and continually improve accessibility.
- Create training for faculty: Develop and implement comprehensive training programs for faculty to ensure they are well-equipped to design and deliver accessible courses. This training will cover best practices for creating accessible content, using assistive technologies, and understanding the legal requirements for accessibility. Regular workshops and online resources will be provided to support faculty in maintaining compliance with DOJ regulations.
- Ensure compliance with the Department of Education requirements for Regular and Substantive Interaction: Develop and implement strategies to ensure that all online courses meet the Department of Education’s standards for regular and substantive interaction. This includes incorporating frequent and meaningful interactions between students and instructors, such as providing timely feedback, facilitating interactive discussions, and offering personalized support. Faculty will be trained in best practices for fostering engagement and maintaining a strong online presence. Regular audits and feedback mechanisms will be established to monitor compliance and continuously improve the quality of interactions.
- Create a School-specific adjunct faculty handbook to provide a clear framework of expectations and responsibilities for adjunct faculty members, ensuring compliance with legal and institutional policies, and facilitating communication and cooperation among adjunct faculty and program coordinators. The handbook also serves as a resource for adjunct faculty, providing valuable information and helping them navigate policies and procedures of the institution.
- Finalize and deploy a mobile lab trailer equipped for NC3 certifications, broadening access to underserved communities and strengthening relationships with regional employers.
- Develop and launch career trainings in Trades and Technology: an accelerated HVAC training, Welding Fundamentals training, Industrial Manufacturing Technician/specialist training, Aviation Career training, CompTia Networking + training.
- Develop and launch trainings for Health Careers: Certified Clinical Medical Assisting program, AAPC Certified Professional Coder, and Surgical Technology in collaboration with Health Sciences.
- Expand access to industry-recognized credentials and adult career training opportunities in local high schools and career centers.
- Pilot a structured robotics career training pipeline beginning with middle school students, moving into high school dual enrollment students and culminating in employment-focused credentials and academic articulation agreements.
- Collaborate to reassess current credit for prior learning policies and work toward equitable and seamless articulation between accelerated career trainings and academic programming.
- Explore and innovate a biomedical specialist workforce education program.
- Expand partnerships with regional construction and trades apprenticeship programs to explore/deploy pre-apprenticeship training and path DOL apprenticeship completers into our BOG degree using STAND funding.
- Launch new and innovative opportunities for faculty/staff professional development through the inaugural “First Fridays” professional development series.
- Explore a uniform program-specific handbook template
- Create a school travel committee and policy for each school to determine, by criteria, who should travel.
- Health Information Technology Program was chosen as a HIM Future Education Model (FEM) Demonstration Program in the third cohort. Demonstration Programs will be the first group of programs to be trained in competency-based education (CBE), implement the new future education model, and engage in the CAHIIM reaccreditation process.
Classified and Non-Classified Staff
- Engage all employees in fundraising efforts to support ongoing scholarship campaigns.
Faculty Senate
- Review and update our processes, procedures, and business practices.
- Work on new opportunities within Career and Corporate Training for programs.
- Collaborate with student services on ways faculty can enhance advising, recruiting, and retaining our students.
- Promote faculty engagement and participate in the Meet & Confer process, and bring forward innovative ideas to support our students and the college.
Finance and Administration/Facilities/Safety and Security/Information Technology
- Complete the FY 2025 Financial Statements and Audit.
- Fill the vacant Safety, Security, and Facilities Director position
- Fill the vacant Controller position.
- Finalize Clarksburg Campus Deferred Maintenance Projects and out to bid.
- Collaborate with shared governance to explore RFPs for the bookstore.
- Review and potentially create essential internal financial reports in-house versus third-party vendor products as a cost savings measure.
- Explore and create quarterly budget variance reports for divisions/departments.
- Support the construction of the new Aviation Training Facility.
- Support the deferred maintenance of the 3rd floor ATC and lead conceptual re-design of the 2nd floor ATC space.
- Update and implement the Facilities Master Plan (FMP) from 2023.
- Finish the upgrade of Windows 10 to Windows 11 by the end of October 2025.
- Finalize Phase 1 of refreshing employee computers and complete over the next several weeks.
- Initiate Phase 2 of technology refresh at the start of the new budget year
- Complete the upgrade of Banner Self-Service in the next 30 to 60 days, allowing for improved customer service.
- Support the new VR Classroom implementation.
- Finalize the wireless upgrade/install over the next couple weeks at the Aviation center (the hangar portion is now complete.) The classrooms will be completed over the next couple of weeks.
- Upgrade and replace the phone system within 30 to 60 days with a new system from Spectrum VOIP, enabling access to newer technology and enhanced overall support.
- Explore and seek approval for the strategic implementation of an AI Chatbot on our website, enabling current and potential students to access the information they need easily.
- Plan for the implementation of a new CRM, providing significant cost savings and allowing for better integration into our current systems.
Foundation
- Collaborate with the President to explore campus branding opportunities for both industry partners and individual supporters.
- Host a “Thank a Donor Day” which engages the campus community in writing thank-you cards, completing prompts, and sharing how generous donations to the Pierpont Foundation support our campus.
- Institute donor “tiers” to recognize all levels of giving (created in the strategic plan FY24).
- Reactivate the Foundation Board of Directors.
- Implement a Grant Support and Coordination working group to guide, support, and monitor grant and funding opportunities.
- Expand donor relations, outreach, and recognition.
- Increase public recognition of the Pierpont Foundation.
- Achieve $200,000 in contributions, including any fundraising amounts
- Launch a Foundation webpage in collaboration with Marketing to create a functional, user-friendly site that highlights donors, industry partners, scholarships, and alumni.
- Launch a Health Sciences Scholarship Campaign.
- Launch a General Scholarship Campaign.
- Compose an Annual Report.
- Coordinate and host two Fundraising Dinner Events: Aviation & Culinary.
Human Resources and Organizational Development
- Launch an Employee Recognition program.
- Develop and implement a recruitment video with employee testimonials.
- Increase our use of social media and investigate an employee referral plan.
- Create and launch a staff development plan and training program.
- Conduct employee survey and “stay” interviews.
- Finalize an internal complaint and grievance process (pre-State-level grievance).
- Development change management plan.
Marketing and Public Relations
- Embrace an empathetic and authentic brand voice with an omnichannel strategy that includes community engagement, digital marketing, and traditional outreach.
- Conduct the brand refresh in-house, centering the narrative on what Pierpont means to its students, faculty, staff, and alumni.
- Align efforts with the “People” pillar of the strategic plan by elevating personal stories and experiences that define the Pierpont community.
- People: Begin the slow rollout of the refreshed brand, emphasizing authentic storytelling and empathy-driven messaging that reflects the voices of students, faculty, staff, and alumni.
- Programs: Collaborate with academic departments to highlight new and expanded program offerings through targeted marketing and updated promotional assets.
- Partners: Strengthen community engagement by partnering with local organizations and events to increase visibility and reinforce Pierpont’s role as a regional leader.
- Performance: Monitor and evaluate marketing efforts to ensure return on investment, using data to guide decisions and optimize campaign effectiveness.
- Launch fully the Integrated Marketing Plan, emphasizing authentic storytelling and student-centered messaging.
- Collaborate with faculty to develop new program assets: photography, video content, testimonials, orientation materials, and optimized web pages.
- Enhance the website for accessibility, SEO, and user experience, while removing outdated and off-brand content.
- Conduct a creative exploration initiative, gathering input from the campus community to guide an empathy-driven marketing approach.
- Prepare for Pierpont’s Day of Giving on April 1, commemorating the college’s separation from Fairmont State University, symbolically reinforcing Pierpont’s independent identity and support brand awareness through campus-wide involvement.
Student Services
- Strengthen and expand co-curricular programming with goals of enhancing participation by connecting students to their future careers, forging closer connections with the campus and their faculty, and establishing the new First Generation Student organization.
- Pilot a Supplemental Instruction/Embedded tutoring in two high-risk courses: MTH 1208, Technical Math, and FOSM 2220, Quantity Food Production.
- Rotate Student Services staff through the Caperton Center, providing maximum student services at that facility in a newly designated shared office space. Student Services staff will rotate attendance at all CCT classes to help strengthen those students’ connections to the institution, reminding students of services provided, as well as potential degree pathways.
- Record transfer work with the course content prefix, replacing FREL with the appropriate prefixes.
- Remove the INCOMPLETE grade option from grading options to ensure instructors and students are aware and in agreement over the terms/conditions of the incomplete grade status.
- Collaborate with IT and the shared governance IT work group to explore, integrate, and implement new CRM.
- Innovate and create support groups to maximize learning strategies. Resources currently housed in Learning Strategies will transition to live, in-person, one-on-one meetings with students and TEAMS “support groups” for various topics, including reducing test anxiety, improving note-taking and study skills, etc.
- Expand “Experience Pierpont” events with increased targeted invitations to specific organizations.
- Expand community-centric recruiting/outreach events.
- Offer career fairs for students and alumni.
- Offer admissions fairs for majors.
- Offer college transfer fairs (to and beyond Pierpont) for students.
- Integrate NACE (National Association of Colleges & Employers) guidelines and practices into co-curricular outcomes.
- Auto confer skill sets and advanced Skill Sets and embedded CAS degrees.
- Assist former students in resolving or reducing Pierpont debt for the return and completion of a college credential.
- Recruit students eligible for Federal Work-Study and provide job-specific titles and descriptions to provide students with applicable line items for resumes.
- Redesign a behavioral intervention team following NABITA training and guidelines.
- Evaluate accumulated credits for non-degreed students and refer for skill set, advanced skill set, or degree completion. Allow for catalog revisions and corrections throughout the year instead of waiting until the imminent production date to revise.
- Design and launch virtual campus and program tours in high schools, career centers, and communities to support recruitment and admission efforts.
- Coordinate re-recruitment efforts with academic and program leaders.
- Promote communities of belonging and connectedness by offering at least one or two co-curricular field trips per semester for students, faculty, and staff.
- Facilitate and lead compliance with accessibility to digital resources by April 2026.
- Source State-funded “BetterMynd” for 24/7 counseling/support for students to supplement existing services.
- Publish QPR and Mental Health First Aid trainings for the year and coordinate with applicable programs for maximum student attendance at this institutional co-curricular opportunity.
- Introduce the “Art Therapy” and “EcoTherapy” series.
- Attract membership to Parents’ Place through org-sponsored activities, including “Parent and Me” activities.