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We are��proud��to announce the launch of��five��new sites over the past month.

Over the last several weeks, I’ve been introducing the For the Difference Campaign��and sharing updates on the rollout, including the work currently underway to develop a robust visual identity system��and review our logo marks.

We are very proud to announce the launch of seven new sites over the past month.

This week, I’m sharing the latest updates on our marketing, branding, and strategic positioning initiatives and efforts, specifically focusing on the most recent announcement of the Kennedy Mountain Campus and��Visual Identity initiative.

We have now been back on campus for several weeks and returning to an on-campus environment has a different meaning and elicits different emotions for each of us.

The campaign is live, well, and has launched to prospective undergraduate students.

Despite a slower launch volume this month, a great deal of work has been underway. All information architecture and a high level of content outlining have been completed for the Division of Student Affairs and Inclusive Excellence (SAIE).

To be effective in managing communications during a crisis, it is critical that we are prepared and that we do this work well. Our team has been partnering closely with Campus Safety, aligning capabilities, and brainstorming new ways in which we can support our community during a crisis.

A brand is bigger than a logo, a campaign or even the words we say. It’s the embodiment of our culture, our people, and our value in the world—informed by our history, inspired by our future, and grounded in our enduring mission, vision, and values.

We are continuing our progress on the web migration/overhaul. Since our July communication, we launched five websites for the College of Arts, Humanities & Social Sciences (CAHSS), which represented 50 pages.

Experimentation is a major part of the creative process—especially post-COVID, where our traditional tactics and previously relied-upon methods are challenged by the new culture and pace of life.

Late last fall, I developed a four-part series to talk about MarComm's realigned strategy��and our renewed focus on what I call the University’s value drivers—academics and research, advancement, athletics, and admission.

Preparation has been the operative word for us as the team gears up for everything that this summer through the end of this calendar year will bring us, namely campaign asset launches and community dialogues regarding our visual identity.

We are continuing to make progress on the web migration project. Since the last update, we retired one site (Humanitarian Assistance) and launched five others, adding nearly 40 pages to �Թϴ�Ӫ’s web ecosystem.

RadioEd completed its first season��at the end of last year. Over the last several months, the team has been experimenting with adding more evergreen topics into its mix.

Over the past year, as we worked remotely and navigated the “new normal” of our connections with one another, I felt a sense of loss and isolation for what was. The possibilities of a brainstorming session, the informal connections in the hallway, and the many meetings that served as a point of constant connection.