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91传媒 > 91传媒 Ascent 2029 Strategic Blueprint > Implementation

Implementation

Our Strategic Plan in Action

91传媒’s Ascent 2029 implementation dashboard highlights how we are translating our core strategic goals into measurable, active initiatives. We invite the 91传媒 community to explore the expandable menus below, celebrate our shared progress, and return throughout the year as these projects evolve.

Understanding Our Progress Tracking

Visual Indicators: The progress bars reflect the milestones we鈥檝e reached across different strategic priorities.

Varying Scopes: Because some initiatives require a multi-year effort, a modest progress bar often indicates that our teams are currently engaged in the vital, behind-the-scenes work necessary to build a lasting institutional foundation.

Narrative Updates: The sections below provide high-level context on the operational shifts and ongoing projects shaping 91传媒’s future.

Student Success

Complete: 60%

Strategic Enrollment Plan

Complete: 25%
DateUpdate
June 2026Led by Student Affairs and the Office of the Provost, the Strategic Enrollment Management Plan (SEMP) work replaces the previous Guided Pathways strategy work. SEMP incorporates many of the strategies being implemented to achieve Ascent 2029. SEMP integrates retention and persistence strategies to address student barriers and enhance cross-campus collaboration. Current work includes the development of academic momentum indicators to enable proactive, data-informed interventions that support student persistence.

Previous Updates

DateUpdate
October 2025Guided Pathways strategy replaced with Strategic Enrollment Management focus incorporating retention and persistence.
May 2025A campus-wide steering committee is developing a Guided Pathways Plan.

Mentoring Program

Complete: 95%
DateUpdate
June 2026Following a successful pilot serving over 200 students, the Mountaineer Success Guide program has entered the Expansion and Refinement Phase for AY26. The initiative is scaling to serve all students through a certified mentor network, supported by an intensive campus-wide awareness campaign utilizing portal presence, signage, and badges to make support easily accessible. Ongoing training for Success Guides and Coaches focuses on responsive matching processes and early relationship building to ensure personalized guidance and increased student engagement throughout the 91传媒 experience.

Previous Updates

DateUpdate
October 2025The Mountaineer Success Guide pilot successfully showed a +2% to +7% increase in persistence. The program has transitioned into an expansion and refinement phase to serve all students via a certified mentor network.
May 2025The Mountaineer Success Guides program is in its initial pilot phase serving on-campus freshmen and transfer students.

Student Support Center

Complete: 100%
DateUpdate
June 2026The Planning and Pilot phases are complete, with the center having served over 2,500 visitors. It is currently in the Refinement and Assessment Phase, with physical modifications completed. Topical walk-in events (advising & registration, student accounts,etc.) have been well received.

Previous Updates

DateUpdate
October 2025The pilot phase is completed having served 2,592 visitors. The project has moved into a refinement phase which includes physical modifications in Inlow Hall and enhanced digital access and integration.
May 2025The Mountaineer Information Center is in the pilot phase and located in Inlow Hall.

Career Focused Learning

Complete: 30%
DateUpdate
June 2026This strategy work is in the Planning and Early Implementation Phase. Key progress includes the launch of a Career Readiness Canvas course and the partnership with academic departments to develop new internship opportunities. Career Focused Learning also added as a part of the Rural Success Network project with AASCU in collaboration with Academic and Student Affairs.

Previous Updates

DateUpdate
October 2025A faculty and staff committee is developing enhanced career-focused programming, highlighting key events like the Career Expo and the Student Employment Fair, while also building faculty partnerships to integrate career support directly into courses and establishing clear career pathways for every major by Spring 2026.
May 2025Faculty and staff committee formed to develop enhanced career focused programming and build faculty expertise opportunities; currently assessing and auditing existing programming.

Increased Student Engagement

Complete: 50%
DateUpdate
June 2026The Planning Phase is complete, and the initiative is currently in the Training, Pilot, and Assessment Phase. Successes include the launching of “Monty” the chatbot-achieving a 55% student engagement rate-alongside a new Financial Wellness website, purchase of calendar software system to streamline campus events. Implementation is progressing with a new student co-curricular program launching AY26-27, while the Early Alert system and a consolidated first-year timeline are being used to coordinate proactive support across student service departments.

Previous Updates

DateUpdate
October 2025Student Affairs implemented initiatives to integrate career resources, strengthen retention, and enhance communication to improve the utilization of campus support services. New calendar software was purchased to boost student engagement, and a new tracked communication plan for AY 25-26 was launched, with its effectiveness being continuously assessed through quarterly meetings.
May 2025Faculty trained and engaged with the 91传媒/Slate early alert system, while the newly established Student Commission on Student Success and Belonging surveyed students to prioritize goals, delivering a summary report. Academic Affairs, Student Affairs, and University Advancement collaboratively reviewed student communication plans and event calendars to ensure the university is optimizing student engagement tools based on best practices.

Enrollment Strategies

Complete: 53%

Refine Admissions Policies

Complete: 50%
DateUpdate
June 2026The Admissions Policy and practices strategy work has moved into implementation with the adoption of a revised GPA policy and the creation of the Office of Enrollment Management to centralize admissions, advising, recrutiment, and retention. Key operational successes include the integration of the Transfer Council into a national success network, a two-term registration pilot that achieved a 70% student participation rate across all modalities during the fall term, and development of direct admissions progream for 91传媒 undergraduates to eligible graduate programs. Course scheduling analysis and process improvement is underway.

Previous Updates

DateUpdate
October 2025Moved into Early Pilots, adopting an interim revised GPA policy and creating the Office of Enrollment Management, direct admissions pathway established for eligible undergraduates.
May 2025The Faculty Senate is overseeing reviews of the general education curriculum, and the President worked with Faculty Senate and University Council leadership to establish an Admissions Requirements Committee that has been reviewing GPA requirements. A dedicated Transfer Council evaluates transfer policies with a student-centered focus. Concurrently, the Provost is collaborating with deans to establish direct admission programs for 91传媒 undergraduates entering eligible graduate programs.

Enhance Recruitment Strategies

Complete: 50%
DateUpdate
June 2026This initiative has transitioned from planning into multiple active pilots and launches. Key successes include the launch of a parent communication strategy, the establishment of direct admission agreements with regional school districts, approval for the university’s prison education program, and 91传媒’s participation in a statewide re-engagement initiative in partnership with ReUp Education. This initiative is designed to reconnect with stopped-out students who have previously earned credits but did not complete their degrees.

Current efforts are focused on a marketing effectiveness and geographic growth plan analysis. A new partnerships with RE-UP powers growth opportunities among Oregonians with some college credit but no degree.

Previous Updates

DateUpdate
October 2025Applications for the prison education program were approved by state regulators, and a Strategic Enrollment Management (SEM) Steering Committee was formed.
May 2025In the planning and early pilot phase, the university expanded recruitment pathways by establishing direct admission agreements with local school districts and initiating a feasibility study for enhanced partnerships with COFA and Pacific Islander institutions. Leadership advanced initiatives to provide education in Eastern Oregon correctional facilities by securing state approvals. Admissions developing new strategies to engage student and alumni ambassadors in future recruitment efforts.

Summer Melt and Stop Outs

Complete: 50%
DateUpdate
June 2026This strategy work has transitioned into the Pilot Phase integrating Academic Advising into the Office of Enrollment Management, incorporation of stop-out support into advising, with the hiring of additional staff. Operational successes include course schedule development to support multi-term registration, the launch of a Canvas student orientation module, and publishing of updated digital student checklist to guide matriculation. Incorporation of TRIO Student Support Services as an additional cohort in tracking summer melt and persistence patterns.

Previous Updates

DateUpdate
October 2025To streamline enrollment and operations, the university is implementing new software for AY25-26 to optimize scheduling and is developing two-term registration to begin in Winter 2025. Additionally, recent pilot initiatives include launching a summer Canvas orientation module, publishing an updated online student checklist, and hiring additional advising staff to manage stop-out duties.
May 2025Planning includes pre-registration pilots and checklist refinement.

Website Redesign

Complete: 75%
DateUpdate
June 2026This strategy work is transforming the university鈥檚 digital presence into a modernized, accessible platform optimized for prospective student recruitment and AI search. A comprehensive ROT (Redundant, Obsolete, and Trivial) analysis has eliminated over 40% of site pages while internal-facing content has been transitioned to a newly established intranet. Following the completion of wireframes and branding studies, the project is moving into content migration on July 20, 2026 with the final site scheduled to go live on September 14, 2026.

Previous Updates

DateUpdate
October 2025Following community discovery sessions, a consultant began the website redesign in Spring 2025 and delivered initial mockups in Summer 2025.
May 2025Action plan developed to redesign website for recruitment and alignment with accessibility standards. Consultant hired.

University Life & Welfare

Complete: 70%

Onboarding and Professional Development

Complete: 75%
DateUpdate
June 2026Since launching in Fall 2025, the Orientation and Onboarding program has entered a state of continuous improvement, focusing on employee longevity through intentional connection and process improvement opportunities. Onboarding checklists are being converted into a dynamic project management tool. The initiative includes a centralized faculty professional development calendar, and a comprehensive employee training catalog and website is currently in development by Human Resources. Recent milestones include campus-wide digital accessibility training, leadership team-building, and specialized grant writing and research workshops.

Previous Updates

DateUpdate
October 2025The Orientation and Onboarding program officially launched. Professional development embedded into the fall opening sessions.
May 2025Following the identification of existing barriers, a dedicated committee collaborated with Human Resources to design enhanced onboarding programming, successfully delivering comprehensive action plans and reports to university leadership. Additionally, diverse professional development initiatives have been actively piloted across campus, including specialized faculty series, grant writing workshops, and leadership training focused on teamwork and collaboration.

Employee Recognition

Complete: 90%
DateUpdate
June 2026Employee Recognition strategy work has transitioned to the assessment and continuation phase following the installation of a dedicated appreciation space in Inlow Hall during Winter 2026. Major milestones include the reinstatement of the employee retirement program and the establishment of monetary rewards for faculty, classified staff, and administrative professionals recognized as 鈥淒istinguished鈥�. These efforts directly support the goal of fostering a welcoming community through genuine appreciation and transparent measurements of success.

Previous Updates

DateUpdate
October 2025Appreciation programming continued with the establishment of monetary rewards for “Distinguished” faculty and staff.
May 2025Planning phase completed. Recognition programs and events for staff and faculty were successfully initiated throughout 2024 and 2025, including recognition of retirees.

Civility and Support

Complete: 60%
DateUpdate
June 2026Currently in the Pilot and Assessment Phase, the Culture of Civility and Support strategies focus on recognizing the humanity of all campus members and fostering a culture of respectful disagreement and mutual support. Key milestones include the establishment of the Resilience and Wellness Lounge in Inlow Hall and the reignition of the American Democracy Project to promote civic engagement. The performance evaluation processes for Administrative Professionals has been improved based on campus listening session. 91传媒 continues to expand its civility campaign and professional development opportunities.

Previous Updates

DateUpdate
October 2025The performance evaluation process for Administrative Professionals has been successfully improved following campus-wide listening sessions.
May 2025Listening sessions held to gather feedback on performance evaluations and university safety. Civility campaign and American Democracy Project civic events successfully created, delivered, and reported to leadership.

Completed Initiatives: Plans developed to address the Great Colleges To Work For 2024 survey input, and a grant-funded Resilience and Wellness Lounge was established in Inlow Hall.

Strengthening Culture through branding

Complete: 65%
DateUpdate
June 202691传媒’s branding culture is moving into high-visibility implementation with the installation of building-specific signage and new campus block letters to foster institutional pride. A new value proposition tagline, developed through stakeholder feedback, is currently being integrated into the university鈥檚 website redesign, which is 75% complete and on track for a September launch. To strengthen our student-centered environment, 91传媒 has rebranded student spaces like the MOSAIC Center and utilized quarterly focus groups to ensure a responsive and caring campus culture. The recently formed Centennial Recognition Planning Committee further extends this work by building long-term tradition and support for the university’s future.

Previous Updates

DateUpdate
October 202591传媒 branding installed in Inlow, Ackerman, Badgley, the Library, Zabel, and Loso early summer and fall 2025.
May 2025Planning for student-centered branding and increased distribution of branded items across campus underway.

Facilities Improvement

Complete: 60%
DateUpdate
June 202691传媒 has enlivened its on-campus experience through the Fall 2025 opening of the renovated Hoke Union Building, which features inviting student spaces including a wellness room, meeting rooms, games, and the MOSAIC center. While pilot upgrades such as new painting and outdoor patio seating are complete, the strategy continues to advance through a 2027-29 capital funding request submitted for major student-centered renovations to Loso, Badgley, and Ackerman Halls.

Previous Updates

DateUpdate
October 2025Hoke Union Building updates and renovations began Spring 2025 and opened in Fall 2025. Improvements include additional seating, meeting rooms, wellness room, and games.
May 2025Loso Hall upgrade plan submitted to the Higher Education Coordinating Commission. Hoke Union Building improvement report finzalize in collaboration with student committees and Student Affairs. Hoke pilots include new paint, outdoor patio seating, and soft seating.

Financial Sustainability

Complete: 40%

Academic Master Plan

Complete: 25%
DateUpdate
June 2026Currently in the Planning Phase, this initiative is establishing the data-informed tools necessary to develop a community-responsive and fiscally sustainable academic portfolio aligned with regional workforce and student needs and interests. Informed by campus and community stakeholder surveys, the Steering Committee has completed a comprehensive market and mission-identity assessment and is finalizing an annual program evaluation rubric and an external-facing metrics dashboard.

Previous Updates

DateUpdate
October 2025The committee is developing the necessary processes and policies for common data sets and recurring program review timelines.
May 2025A steering committee developed to assess market trends and demographic data.

Tuition Modeling

Complete: 45%
DateUpdate
June 202691传媒 has institutionalized a standardized, data-informed retention grant process that demonstrated a 127% ROI during its pilot phase by providing targeted aid to students facing financial barriers to persistence. Tuition study strategies and institutional aid optimization in development.

Previous Updates

DateUpdate
October 2025Retention grant process refined with targeted financial assistance distributed to reduce financial burdens that impact persistence, particularly for historically underserved students. Planning underway for tuition study assessing marketability, full-load incentives, and the specific impacts of residency, housing, and delivery format costs.
May 2025First retention grants piloted. Committee formed to assess student retention grant effectiveness.

Campus Efficiencies

Complete: 45%
DateUpdate
June 2026In the Planning and Ongoing Pilot phase, this strategy has successfully achieved a $4M budget reduction and initiated a continuous vetting process for all open positions, including the pilot of dual-role staffing and centralized support models. To optimize long-term sustainability, 91传媒 is participating in Phase 2 of a multi-institution shared services study (running through June 2026) that targets five key areas: cybersecurity, legal services, payroll and benefits, training platform consolidation, and a project management office. These efforts are supported by the Finance and Administration review of centralized purchasing practices intended to streamline campus business operations and improve institutional efficiency.

Previous Updates

DateUpdate
October 2025Internal practices being reviewed to identify potential areas for operational improvement. An external study is planned to explore collaborative service models that could enhance long-term financial sustainability.
May 2025Ongoing and completed planning and pilots include a $400,000 reduction in software contracts, the continuous vetting of open and new positions, and the piloting of dual-role positions to fill staffing gaps.

Donor Partnerships and Relationships

Complete: 45%
DateUpdate
June 2026University Advancement has transitioned from planning to the development and pilot phase of 91传媒鈥檚 Centennial Campaign following the March 2026 completion of a comprehensive feasibility study. Working with newly hired campaign counsel, the university has established campaign priorities, a working financial goal, and a completion timeline, which was presented for Foundation Board approval in May 2026. Current work focuses on refining the campaign 鈥渃ase for support鈥� and deepening relationships with targeted Eastern Oregon businesses and nonprofit organizations to foster community-responsive programming and long-term fiscal sustainability.

Previous Updates

DateUpdate
October 2025Comprehensive campaign consultant hired and conducting interviews with donors and community to assess campaign readiness.
May 2025In the planning phase, the Advancement team is studying relationship building opportunities and investigating models for successful comprehensive campaigns.