Administration

Building a stronger financial foundation for ��Ҵ�ý�ƽ��: A Financial Stewardship Initiative update

Megan M Rogers — Thu, 17 Sep 2026 13:30:39 +0000

Building a stronger financial foundation for ��Ҵ�ý�ƽ��: A Financial Stewardship Initiative update Megan M Rogers Thu, 09/17/2026 - 07:30

Behind every investment in students, research, public service and campus priorities is a commitment to sound financial stewardship. This year, ��Ҵ�ý�ƽ�� has reached several important milestones in its Financial Stewardship Initiative, advancing efforts to improve transparency, modernize financial tools, clarify financial practices and better align resources with institutional priorities to support more effective decision-making.

Three key projects in particular have seen significant progress: the Budget Allocation Model Design Review, the Research Finance Dashboard and proposed Reserve Policies.

“��Ҵ�ý�ƽ�� is in a strong financial position, and the efforts of our Financial Stewardship Initiative aim to maintain, enhance and preserve that position of strength for generations to come,” said Todd Haggerty, senior vice chancellor for business, finance and infrastructure. “A more consistent framework can provide units with clearer expectations while ensuring institutional agility that enables ��Ҵ�ý�ƽ�� to deploy resources where they are most needed and respond to unexpected funding disruptions. I am excited for the progress that we’ve made and am grateful for all who have partnered with us on these vital efforts.”

Strengthening transparency through budget model improvements

��Ҵ�ý�ƽ�� completed the first formal review of the campus budget allocation model in June 2026. Consistent with the original model design, the review was undertaken after three years to assess how the model is functioning in practice, identify potential unintended consequences and determine whether adjustments were needed. The result of the formal review determined the overarching structure of the campus budget model is working as intended. Some small but meaningful adjustments include a new approach to counting multiple majors and pre-licensure programs. Full details are available on the budget model website.

Budget Town Hall

Who: Faculty, staff and students
When: Tuesday, Nov. 10, 2–3 p.m.
Where: Zoom

As recommendations move into implementation, the review provides a foundation for clearer decision-making, the promotion of accountability and responsible stewardship, and greater visibility into how resources are allocated across the institution.

Providing better tools for research financial management

Another major accomplishment of the initiative this year has been the launch of the Research Finance Dashboard. Built in spring 2026, the dashboard brings together financial information from multiple systems into a single Power BI tool for principal investigators, departmental research administrators and research finance staff.

The dashboard reduces reliance on manual reporting and spreadsheet reconciliation, giving users a clearer view of sponsored award financial health and supporting more proactive decision-making. By simplifying access to financial information, the tool helps reduce administrative burden and supports the continued success of ��Ҵ�ý�ƽ��'s research enterprise.

Aligning reserve practices for long-term stewardship

��Ҵ�ý�ƽ�� has developed a set of proposed reserve policies following extensive outreach to and feedback from deans, institute directors, shared governance representatives, unit leads and their finance leaders that have helped to refine the proposals. The proposed policies aim to establish campuswide expectations for reserves management, align with the best practices of peer institutions and support both transformational investment and long-term financial resilience.

A more coordinated reserve framework helps ��Ҵ�ý�ƽ�� plan for and fund critical campuswide needs that positively impact students, faculty and staff. Funding reinvested via the reserves policies will help support a newly established Excellence Fund geared toward one-time and strategic investments aligned with campus priorities—particularly in the areas of enhancing student success and experience, strengthening our research enterprise and reducing faculty burdens.

Financial Stewardship at a glance

Budget Allocation Model Design Review (approved)
Reserve Policies (entering approval process)
Research Finance Dashboard (live)
Training and Resource Hub (live)
Space Assessment (recommendations expected fall 2026)
Budget Planning Handbook (live)

The Business, Finance and Infrastructure (BFI) team will continue to engage campus partners on critical implementation details and begin to move the proposed policies through the formal campus approval process.

Additional information about the reserve policies is available on the Budget and Finance website.

Next steps and additional projects moving forward

The Financial Stewardship Initiative continues work in several other areas, including a campus space assessment, finance roles and responsibilities review, recharge practices evaluation and new planning tools that support sound financial and resource management practices at the college/school level. All of the Financial Stewardship projects share a common goal: ensuring campus resources are managed strategically and transparently in support of ��Ҵ�ý�ƽ��'s mission.

Join the conversation

Campus students, faculty and staff are invited to learn more about these efforts and hear updates on the university's financial outlook at the upcoming Budget Town Hall on Nov. 10 from 2 to 3 p.m. Registration is required.

Additional information about Financial Stewardship projects, resources and updates are available on the refreshed Financial Stewardship website.

��Ҵ�ý�ƽ�� Financial Stewardship Initiative has made progress on several fronts in helping to ensure the long-term success of the university. Faculty, staff and students are invited to a Nov. 10 Budget Town Hall to learn more.

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Public Safety, Academic Affairs divisions implement policy updates following campus review

Chloe Fischer — Tue, 15 Sep 2026 15:01:36 +0000

Public Safety, Academic Affairs divisions implement policy updates following campus review Chloe Fischer Tue, 09/15/2026 - 09:01

��Ҵ�ý�ƽ�� Division of Public Safety (DPS) and Division of Academic Affairs, in partnership with the Office of Compliance, Ethics and Policy (OCEP), have completed a review of their policy suites as part of the university’s multi-year Policy Review Project launched in early 2025.

This structured, campuswide initiative is taking a proactive approach to reviewing and updating policies to ensure they remain current, compliant and aligned with federal, state and regent law and policy, as well as CU system administrative policy statements.

Division of Public Safety

The recent DPS review includes seven new and updated public-facing policies. Together, these updates reflect DPS’s efforts to clarify processes, strengthen oversight and formalize practices already in place. Updates to DPS policy include:

Defibrillator (AED) Policy (new)

Automated external defibrillators (AEDs) are available in public areas on ��Ҵ�ý�ƽ�� campus to support rapid response during medical emergencies. The policy assigns oversight of AED placement, maintenance and use to the Division of Public Safety and establishes standards to ensure compliance with applicable laws and safety practices.

Aerospace & Uncrewed Aircraft Systems (UAS) Policy (updated)

This policy establishes requirements and oversight for aerospace and uncrewed aircraft system (UAS) activities involving ��Ҵ�ý�ƽ�� to help ensure operations are conducted safely and in compliance with university procedures and federal regulations.

The Aerospace and Uncrewed Aircraft Systems (UAS) Policy replaces the Uncrewed Aircraft System (UAS) Operations Policy and is expanded to regulate all aspects of aerospace and UAS services and operations at ��Ҵ�ý�ƽ��.

Campus Closure Policy (updated)

The policy outlines how academic and operational activities may be affected when campus closures are necessary due to emergencies such as severe weather, safety threats or other significant incidents. It applies to faculty, staff, students and visitors.

Definitions for each type of campus closure scenario and the decision-making and notification process were updated for alignment with current ��Ҵ�ý�ƽ�� practices.

Campus & Workplace Violence Policy (updated)

��Ҵ�ý�ƽ�� is committed to maintaining a learning and work environment free from violence, threats, intimidation and disruptive behavior. This policy clarifies expectations and institutional response related to campus and workplace safety.

The Campus & Workplace Violence Policy replaces the Campus Violence Policy and is expanded to ensure proper oversight, implementation and reporting for all incidents of campus or workplace violence.

Campus Exclusions Policy (updated)

��Ҵ�ý�ƽ�� is committed to fostering the safety, security and well-being of its community. In pursuit of this commitment, exclusions—measures that restrict access to ��Ҵ�ý�ƽ�� property—may be employed.

Exclusions are enacted when a person's behavior is deemed detrimental to the well-being or safety of the ��Ҵ�ý�ƽ�� community or disrupts its educational and operational functions.

Clery Compliance Policy (new)

This policy supports ��Ҵ�ý�ƽ�� compliance with federal Clery Act requirements and clarifies reporting responsibilities that help promote campus safety and awareness.

Emergency Management Policy (updated)

The policy defines how ��Ҵ�ý�ƽ�� prepares for and responds to emergencies, including activation of emergency plans, coordination of decision-making and operation of the Emergency Operations Center.

No substantive changes were made to the policy statement or decision-making authority in emergency situations. Definitions were updated to align with current ��Ҵ�ý�ƽ�� titles and operations.

Division of Academic Affairs

The recent Academic Affairs review includes seven new and updated public-facing policies. Updates to Academic Affairs policy include:

Academic Unit and Degree Program Discontinuance Policy (updated)

This policy defines the processes at ��Ҵ�ý�ƽ�� for making recommendations to the president of the University of Colorado concerning academic unit or degree program discontinuance.

Credit for Prior Learning Policy (new)

This policy outlines how ��Ҵ�ý�ƽ�� considers and awards credit for prior learning (CPL) acquired outside of a traditional classroom environment and provides a structured process for recognizing and awarding CPL in compliance with Colorado law, University of Colorado policy and ��Ҵ�ý�ƽ�� accreditation standards and requirements.

Faculty Salary Equity Policy (new, interim)

This policy establishes administrative responsibility for reviewing faculty salaries and for providing fair compensation for eligible faculty members doing substantially similar work at ��Ҵ�ý�ƽ��.

This new campuswide policy supersedes the Academic Affairs Policy on Faculty Salary Equity (2015) in conjunction with the new Faculty Salary Equity Grievance Policy.

Faculty Salary Equity Grievance Policy (new, interim)

This policy provides faculty members at ��Ҵ�ý�ƽ�� with a clear and equitable process for pursuing grievances concerning salary equity. It affirms the university’s commitment to transparent, consistent and fair salary practices across all academic units.

This new campuswide policy supersedes the Academic Affairs Policy on Faculty Salary Equity (2015) in conjunction with the new Faculty Salary Equity Policy.

Micro-Credentials and Digital Badges Administration Policy (new)

This policy outlines criteria, approval processes and expectations for micro-credentials and digital badges at ��Ҵ�ý�ƽ��.

The purpose of this policy is to preserve the integrity of credentials offered by ��Ҵ�ý�ƽ��; to establish and facilitate the creation, review and assessment process for ��Ҵ�ý�ƽ�� micro-credentials and digital badges; and to ensure the consistency and value of ��Ҵ�ý�ƽ�� micro-credentials for learners and for academic institutions, industry, government, accrediting agencies and other stakeholders.

Student Academic Accommodations for Religious Observances Policy (updated)

��Ҵ�ý�ƽ�� protects religious freedom by offering academic accommodations to students for religious observances in line with federal law and the University of Colorado nondiscrimination policy. This policy outlines the processes for students who have conflicts with scheduled exams, assignment deadlines, or required attendance due to religious observances to seek reasonable accommodations.

Titles, Roles, Appointment, Evaluation, Reappointment and Promotion of Non-Tenure-Track Faculty in Teaching, Librarian, Clinical and Supplemental Positions Policy (updated)

This policy establishes standards, definitions and procedures governing the titles, roles, appointment, evaluation, reappointment and promotion of ��Ҵ�ý�ƽ�� faculty members in non-tenure-track teaching, librarian, clinical and supplemental positions, ensuring alignment with Regent law and policy and University of Colorado policies.

Policies are effective upon publication and available on the OCEP policy website. Faculty and staff are encouraged to review policies relevant to their roles.

��Ҵ�ý�ƽ��'s Division of Public Safety and Division of Academic Affairs, in partnership with the Office of Compliance, Ethics and Policy, have added several new and updated public-facing policies.

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More Buffs are crossing the finish line—and they're getting there faster

Megan M Rogers — Thu, 10 Sep 2026 20:47:50 +0000

More Buffs are crossing the finish line—and they're getting there faster Megan M Rogers Thu, 09/10/2026 - 14:47

��Ҵ�ý�ƽ�� awarded 10,939 degrees in the 2025–26 academic year, 672 more than the year before, as its four-year graduation rate jumped to a record 66.4%.

The four-year graduation rate climbed 4.3 percentage points (530 students) from 62.1% in 2024–25.

The projected six-year graduation rate also reached an all-time high of 75.3%, up 1.1 percentage points (142 students) from 2024–25.

“This milestone reflects the tremendous work taking place across the university to support students from enrollment through graduation,” said Chancellor Justin Schwartz. “Reaching record graduation rates is an accomplishment worth celebrating, and it is also motivation to continue improving. Our focus remains on ensuring all students have the resources, support and opportunities they need to succeed and complete their degrees.”

The progress starts well before graduation. For the third consecutive year, ��Ҵ�ý�ƽ�� recorded its highest-ever second- and third-year retention rates, meaning more students are staying enrolled and making progress toward a degree:

The second-year retention rate reached a record 86.2%, up from 85.4% in 2025.
The third-year retention rate reached a record 83.6%, up from 82.5% in 2025.
The first-year retention rate stands at 90.6%, the second-highest first-year retention rate in university history, following the record 91.2% achieved in 2025.

Total enrollment remains stable as undergraduate enrollment grows. Overall enrollment slipped 0.8% compared to fall 2025, down 300 students to 38,508 and driven primarily by a decline in international graduate student enrollment. Uncertainty around visa and immigration status and reductions in externally funded research opportunities that support graduate education are among the factors contributing to a decline in graduate enrollment.

The incoming first-year class grew 0.6%, from 7,397 students in fall 2025 to 7,438 this fall, an encouraging outcome amid a decline in the traditional college-age population across the U.S. This class also boasts an average high school GPA of 3.786, up from 3.773 last year.

Overall, the fall census shows continued demand for a ��Ҵ�ý�ƽ�� undergraduate education alongside record student success outcomes. As enrollment trends continue to evolve, ��Ҵ�ý�ƽ�� remains focused on strategic enrollment management efforts that support academic quality, student success, access and long-term institutional sustainability. The impact of total enrollment on ��Ҵ�ý�ƽ�� overall budget will be addressed and communicated through the budget true-up process later this fall.

Find more information about ��Ҵ�ý�ƽ�� 2026 Fall Census data trends by visiting the Data & Analytics website.

More on enrollment

Enrollment among first-year students who are first-generation scholars increased 7.6%, from 1,155 to 1,243 students.
Hispanic/Latino first-year student enrollment hit a record high of 1,161 students, a 5.2% increase over last year.
Black/African American student enrollment increased 1.4% from 1,254 students to 1,272 students, an all-time high for the institution.
Asian student enrollment increased 1.3% from 3,906 students to 3,958 students, also an all-time high for the institution.
First-year undergraduate international enrollment increased 26.4%, from 121 students in fall 2025 to 153 this year.
New graduate student enrollment decreased 14.3% (253 students), with new international graduate enrollment down 49.5% at 203 students compared to 402 in 2025.
Total international enrollment dropped from 2,154 in 2025 to 1,754, an 18.6% decrease.
Total transfer student enrollment dropped 5.4%, though first-generation transfer student enrollment increased 11%.

Editor’s note: It was presented at the Sept. 10 Board of Regents meeting that total enrollment was 38,510 students, down 298 students. That data has since been updated on the ��Ҵ�ý�ƽ�� campus. Final enrollment totals are subject to change slightly upon completion of census on Sept. 30.

In 2025–26, ��Ҵ�ý�ƽ�� graduated 672 more students than in the previous year and saw its four-year graduation rate jump to a record 66.4%.

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Faculty assembly opens year with talks on campus values, AI, more

Megan M Rogers — Thu, 10 Sep 2026 15:38:00 +0000

Faculty assembly opens year with talks on campus values, AI, more Megan M Rogers Thu, 09/10/2026 - 09:38

The values driving ��Ҵ�ý�ƽ�� work and AI on campus were the main topics discussed during the first Boulder Faculty Assembly (BFA) meeting of the year, held on Sept. 3 in Wolf Law.

Update on the Campus Values Project

What are our values as an institution?

That’s the question that the Campus Values Project is looking to answer. The effort, co-facilitated by Sonia DeLuca Fernández, senior vice chancellor for leadership support and programming, and Jon Leslie, senior director of special projects, aims to build a consensus about what those values might be and how they will guide ��Ҵ�ý�ƽ�� communities as they advance the university’s mission, vision and institutional priorities.

“Historically on this campus, we invoke values without knowing what they are because we haven’t agreed upon a set,” said Leslie, adding that this can lead to conflict. “The ‘so what?’ (of the effort) is really trying to create that umbrella that gives us a common frame of reference in which our communities can thrive.”

Since its launch in fall 2025, the project has collected hundreds of responses from students, staff and faculty about what they see as CU’s defining values and created an authoring committee to draft definitions of potential campus values. BFA and other shared governance bodies are reviewing and providing feedback, ahead of a more formal proposal later this fall.

“Your input at this point on the authoring committees’ work is super critical,” said DeLuca Fernández.

OpenAI survey results

In April, a survey was administered to faculty related to the OpenAI contract; 207 responded. The survey found that faculty are largely skeptical of the current OpenAI contract for various reasons and felt as though this agreement was an intrusion on their right to control pedagogy and curricular issues and a de facto endorsement of the OpenAI tool.

BFA Chair David Paradis has shared the findings with Chancellor Justin Schwartz, which coincided with the formation of an AI steering committee being formed over the summer. This committee is composed of representatives from across campus, including the BFA, and is charged with providing recommendations related to artificial intelligence to the chancellor.

Another survey will be administered in collaboration with other shared governance groups in October to understand how faculty, staff and students are using the tool—if at all—ahead of the contract’s renewal.

Other business

Todd Haggerty, senior vice chancellor for business, finance and infrastructure, and Mandy Cole, associate vice chancellor for budget and finance and the deputy Boulder financial officer, briefed the assembly on the most recent updates to the financial stewardship initiative.
The BFA voted to approve two motions introduced in April: an update to the campus operations and resources committee charge and an update to the BFA standing rules to improve representation for large units.
Paradis invited all BFA representatives, committee members and involved faculty to a community gathering lunch on Sept. 24. RSVP is required.
The assembly also briefly discussed the work of the collective bargaining working group, whether or not they want to respond to the Compact 2.0 request that went out to universities over the summer, and the "get out the vote" efforts on campus.
External nominations for open BFA seats, including one BFA at-large vacancy, begin next week.

Learn more about the BFA and previous actions on the BFA website.

The values driving ��Ҵ�ý�ƽ��'s work and AI on campus were the main topics discussed during the first Boulder Faculty Assembly meeting of the year.

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National search launches for next Arts and Sciences dean; search committee nominations due Sept. 11

Megan M Rogers — Wed, 02 Sep 2026 15:59:25 +0000

National search launches for next Arts and Sciences dean; search committee nominations due Sept. 11 Megan M Rogers Wed, 09/02/2026 - 09:59

Provost and Executive Vice Chancellor for Academic Affairs Ann Stevens has announced the launch of a national search for the next dean of the College of Arts and Sciences and her appointment of Lori Bergen, founding dean of the College of Communication, Media, Design and Information, to chair the search advisory committee.

“Dean Bergen is a highly respected academic leader whose experience, judgment and collaborative approach to leadership will help guide a thoughtful, inclusive and successful search process,” Stevens said.

Stevens is inviting students, faculty and staff to nominate a colleague, a student or themselves to serve on the search advisory committee by submitting a nomination using this form by Friday, Sept. 11.

“The search advisory committee will play an important role in shaping the future of Arts and Sciences,” Stevens said. “I encourage faculty, staff and students to consider serving on this committee or nominating individuals who will bring thoughtful perspectives, sound judgment and a strong commitment to the college and the university.”

Broad representation from across the college and university will be essential to help identify the leadership qualities and experiences needed in the college's next dean. The committee will play a number of important roles in the search process, including gathering information on desired qualities of candidates, interviewing the candidates and making recommendations to the provost about who should come to campus as finalists. To protect the confidentiality of candidates and help form a robust and strong candidate pool, the committee will not be able to share details on individual candidates and will be asked to sign a confidentiality agreement.

Stevens plans to seat a search advisory committee of 12 to 15 members during the week of Sept. 21, develop a leadership profile, recruit candidates throughout the fall and winter, invite finalists to campus in early spring, and appoint the next dean before the end of the spring semester.

To help attract an outstanding pool of candidates, the provost’s office has engaged Russell Reynolds Associates, a nationally recognized executive search firm with extensive experience conducting higher education leadership searches. The firm will assist with developing a leadership profile and recruiting candidates from across the country.

As the search begins, Stevens also expressed appreciation for Katherine Eggert, who is serving as interim dean following Daryl Maeda’s departure to become dean of the College of Arts and Sciences at the University of Washington.

“Interim Dean Eggert’s steady leadership, deep knowledge of the college and commitment to its success are helping ensure continuity during this important transition,” Stevens said.

Under Eggert’s leadership and in partnership with the divisional deans, the college will continue to advance important work to strengthen research excellence and support, improve faculty salaries and contribute to key university priorities.

“The College of Arts and Sciences is at the heart of ��Ҵ�ý�ƽ��,” Stevens said. “Its students, staff and faculty drive discovery, creativity and learning across disciplines and contribute in profound ways to every aspect of our university. I look forward to working with the campus community to identify a leader who can build on the college’s many strengths, advance its aspirations and help shape its future.”

Submit a nomination

Search Advisory Committee Nomination Form

Deadline: Friday, Sept. 11

Search timeline

Friday, Sept. 11
Nominations close for search advisory committee membership

Week of Sept. 21
Search advisory committee seated

Fall and winter
Leadership profile development and candidate recruitment

Early spring
Finalists visit campus

Before the end of the spring semester
Appointment of the next dean

For updates on the search process, visit the College of Arts and Sciences Dean Search page.

Provost Ann Stevens has announced the start of the national search for the next dean of the College of Arts and Sciences and called for nominations to serve on the search advisory committee.

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OIT summer upgrades help prepare campus for a connected fall semester

Megan M Rogers — Mon, 24 Aug 2026 17:31:02 +0000

OIT summer upgrades help prepare campus for a connected fall semester Megan M Rogers Mon, 08/24/2026 - 11:31

The Office of Information Technology spent the summer improving Wi-Fi, security, classroom technology, AI services and support resources. Need help as the semester begins? Look for OIT support tables during the first week of classes.

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Blaze your own trail with tuition assistance: Applications now open

Megan M Rogers — Tue, 04 Aug 2026 12:06:48 +0000

Blaze your own trail with tuition assistance: Applications now open Megan M Rogers Tue, 08/04/2026 - 06:06

CU's Tuition Assistance Benefit benefit provides an opportunity for faculty, staff and their eligible dependents to pursue their educational goals at any CU campus.

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Recreation Services is now Campus Recreation and Well-Being

Megan M Rogers — Wed, 22 Jul 2026 19:14:39 +0000

Recreation Services is now Campus Recreation and Well-Being Megan M Rogers Wed, 07/22/2026 - 13:14

��Ҵ�ý�ƽ�� Recreation Services is entering an exciting new chapter with a new name: Campus Recreation and Well-Being. Although the name is changing, the welcoming spaces, engaging programs and experiences will remain the same.

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��Ҵ�ý�ƽ�� expands AI steering committee to support student success in an AI-enabled world

Megan M Rogers — Tue, 14 Jul 2026 19:55:35 +0000

��Ҵ�ý�ƽ�� expands AI steering committee to support student success in an AI-enabled world Megan M Rogers Tue, 07/14/2026 - 13:55

��Ҵ�ý�ƽ�� is expanding its Artificial Intelligence Strategic Steering Committee (AISSC) with an updated charge (PDF) to lead a more connected, systematic approach to AI that supports students’ learning, prepares them for success in an AI-enabled world and strengthens how the university approaches teaching and learning, the student experience, research and creative work, and operations.

The expanded committee will bring together campus leaders from academic affairs, operations and shared governance, along with students, faculty and staff to strengthen alignment and guide AI-related decision-making. (The original AISSC was formed in spring 2024 and included representation from research, teaching and learning, and administrative domains.) Orrie Gartner, interim vice chancellor for IT, will serve as co-chair of the committee. An additional co-chair will be announced once the vice provost for academic technology and resource management position in the Division of Academic Affairs is filled.

The updated charge reflects the rapid evolution of AI and its growing impact on higher education and will strengthen coordination, improve communication and support informed, consistent integration of AI across campus in ways that advance students’ learning, prepare them to lead and succeed in an AI-enabled workforce and support their long-term success.

Learn more about the AISSC, including membership and the full charge, on the AISSC committee page.

A coordinated response to a rapidly evolving landscape

AI is already reshaping how universities operate, from classroom instruction to research and creative work to administrative functions. With increased investment in AI tools and growing questions around AI literacy, equitable access and responsible use, ��Ҵ�ý�ƽ�� is taking steps to ensure a more connected and systematic approach, informed by broad participation and shared governance.

“Artificial intelligence is transforming how we teach, conduct research and creative work, and operate as a university,” said Chancellor Justin Schwartz.

“This expanded effort reflects our commitment to a coordinated, thoughtful and principles-driven approach that positions ��Ҵ�ý�ƽ�� to lead among public universities while staying grounded in our mission. It is also about ensuring our students graduate with the knowledge, skills and adaptability they need to thrive in a world increasingly shaped by AI.”

Defining a clear role for leadership and coordination

The expanded AISSC will serve as the university’s central coordinating body for AI, helping to align efforts across campus and build a cohesive AI ecosystem that capitalizes on the expertise and opportunities that are unique to ��Ҵ�ý�ƽ�� while supporting teaching, learning and research for students and faculty. Through its work, the committee will provide guidance to campus leadership, support strategic planning and foster consistent conversations about how AI affects students’ learning, opportunities, career readiness and long-term success, while helping the university navigate the opportunities and risks associated with this rapidly evolving technology.

Key responsibilities

The AISSC’s work will focus on four core areas:

Advising and recommending: Provide guidance on AI-related priorities, opportunities, risks, investments and policy development.
Coordinating and convening: Align AI initiatives across teaching and learning, the student experience, research and creative work, and operations; oversee subcommittees and working groups.
Monitoring and ensuring alignment: Track regulatory developments, support compliance and benchmark against peer institutions.
Communicating and educating: Share updates and expand AI training and literacy resources for students, faculty and staff.

These efforts are designed to strengthen alignment across campus while supporting thoughtful, responsible adoption and use of AI.

A collaborative, shared governance approach

A central component of the expanded committee is strong collaboration with shared governance, including the Boulder Faculty Assembly, Staff Council and student governments (CUSG and GPSG).

The AISSC is intended to coordinate and connect efforts across campus, not to replace existing authority or infringe on faculty roles and responsibilities.

“We appreciate campus leadership for recognizing the urgency and complexity of AI and for engaging shared governance as a partner in this work,” said David Paradis, chair of the Boulder Faculty Assembly. “This thoughtful and inclusive approach will help ensure students, faculty and staff are well supported as we navigate these changes together.”

Immediate priority: AI training and literacy

One of the committee’s first priorities will be to advance AI education across campus.

“An initial priority for the committee is to develop an improved AI training module for the Boulder campus,” said Provost Ann Stevens. “This will ensure our community has the tools and understanding needed to use AI effectively and responsibly.”

In the interim, members of AISSC have overseen a working group that is creating the student AI training module to be rolled out before students arrive in August. Completion of this training will be required for access to the CU-supported ChatGPT Edu tool. Resources are being provided by the Office of the Provost to facilitate this important work, monitored by the co-chairs of this steering committee.

Looking ahead

As AI continues to evolve, ��Ҵ�ý�ƽ�� leaders are aware that many emerging questions will intersect with existing policies, systems and practices, including human resources, data infrastructure and academic programs.

Through the expanded AISSC, ��Ҵ�ý�ƽ�� aims to strengthen coordination, support responsible and equitable use of AI, and position the university to lead in a rapidly changing landscape.

By aligning efforts across campus and investing in guidance, training and collaboration, the university is taking a proactive, comprehensive approach that puts students' learning and success at the center of one of the most transformative technologies shaping higher education.

��Ҵ�ý�ƽ�� is expanding its AI Strategic Steering Committee to lead a more coordinated, campuswide approach to artificial intelligence that advances student success, teaching and learning, research and creative work, and operations.

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Regents approve annual budget, denounce antisemitism

Megan M Rogers — Thu, 04 Jun 2026 22:50:12 +0000

Regents approve annual budget, denounce antisemitism Megan M Rogers Thu, 06/04/2026 - 16:50

The University of Colorado Board of Regents unanimously approved the 2026–27 fiscal year operating budget during its meeting Thursday. The $6.84 billion budget for the CU system includes $2.54 billion for the Boulder campus.

Chad Marturano, chief financial officer for the University of Colorado system, presented the budgets for all four campuses.

2026–27 budget, enrollment

Budget highlights:

Increases to tuition rates for incoming resident undergraduate, nonresident undergraduate and resident graduate students; housing and dining fees; institutional financial aid discussed in the April meeting.
Compensation pools for faculty and university staff and step increases for classified staff.
A projected decrease of 9% ($60.4 million) in research expenditures next fiscal year due to decreased federal funding opportunities, part of a national trend across research universities. The campus has experienced 59 research award terminations or stop-work orders since January 2025. Despite the decrease, ��Ҵ�ý�ƽ�� is still well positioned relative to its peer institutions.
Increased funding for institutional financial aid.
Ongoing support for the academic support and faculty compensation initiatives.

Fall enrollment updates:

A projected 1.3% total enrollment increase (494 students), fueled mostly by year-over-year student retention. Continuing undergraduate students are projected to increase by 2.2%.
Incoming undergraduate class projected to be in line with the past three years.
Graduate enrollment is projected to be down 0.8% from fall 2025.
Uncertainty remains around undergraduate international and graduate international student enrollment, consistent with national trends.

The 2026–27 fiscal year begins on July 1.

Boulder Students for Justice in Palestine

On the one year anniversary of the Pearl Street firebombing attack, the unaffiliated student organization Boulder Students for Justice in Palestine (SJP), issued a social media post condoning the violent attack and defending the actions of the attacker.

The board adopted a resolution and CU System President Todd Saliman issued a statement denouncing glorification of violence and antisemitism
The university issued a statement denouncing the glorification of violence and antisemitism, announcing a review of the post and clarifying that SJP has been unaffiliated with the university since fall 2024.

Messages that diminish the humanity of victims or celebrate the harm of others for any reason are not reflective of ��Ҵ�ý�ƽ�� commitment to human dignity, respect and the well-being of our community.

Capital construction updates

The regents approved the prioritization list of capital construction projects for which CU is seeking state capital construction funding support. An $87.3 million renovation project for Macky Auditorium remains the system’s top priority for state funding. Renovation projects for the Guggenheim and Economics buildings are third and fourth, respectively, on the state prioritization list.

The regents renewed the program plan for the $34.5 million renovation of the Economics building, which would modernize learning spaces, improve access and upgrade aging building systems. Program plans for projects on the state funding request are updated and renewed every three years.

Other business

Chancellor Justin Schwartz celebrated the achievement of Forge Nano becoming the university’s 11th startup to reach unicorn status—a valuation of $1 billion or more.
��Ҵ�ý�ƽ�� 309 student athletes notched the highest spring GPA in history—a 3.275 across 309 students, following another record-setting term in the fall.
A recent Leeds School of Business report found that commercialization efforts through Venture Partners at ��Ҵ�ý�ƽ�� generated $8.7 billion in national economic impact, including $5.1 billion in Colorado, over the past five years.

At their recent board meeting, the CU regents approved the 2026–27 fiscal year operating budget, passed a resolution denouncing antisemitic violence, heard updates about enrollment projections and more.

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Administration

Building a stronger financial foundation for ���Ҵ�ý�ƽ������: A Financial Stewardship Initiative update

Strengthening transparency through budget model improvements

Providing better tools for research financial management

Aligning reserve practices for long-term stewardship

Next steps and additional projects moving forward

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Public Safety, Academic Affairs divisions implement policy updates following campus review

Division of Public Safety

Defibrillator (AED) Policy (new)

Aerospace & Uncrewed Aircraft Systems (UAS) Policy (updated)

Campus Closure Policy (updated)

Campus & Workplace Violence Policy (updated)

Campus Exclusions Policy (updated)

Clery Compliance Policy (new)

Emergency Management Policy (updated)

Division of Academic Affairs

Academic Unit and Degree Program Discontinuance Policy (updated)

Credit for Prior Learning Policy (new)

Faculty Salary Equity Policy (new, interim)

Faculty Salary Equity Grievance Policy (new, interim)

Micro-Credentials and Digital Badges Administration Policy (new)

Student Academic Accommodations for Religious Observances Policy (updated)

Titles, Roles, Appointment, Evaluation, Reappointment and Promotion of Non-Tenure-Track Faculty in Teaching, Librarian, Clinical and Supplemental Positions Policy (updated)

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More Buffs are crossing the finish line—and they're getting there faster

More on enrollment

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Faculty assembly opens year with talks on campus values, AI, more

Update on the Campus Values Project

OpenAI survey results

Other business

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National search launches for next Arts and Sciences dean; search committee nominations due Sept. 11

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OIT summer upgrades help prepare campus for a connected fall semester

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Blaze your own trail with tuition assistance: Applications now open

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Recreation Services is now Campus Recreation and Well-Being

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���Ҵ�ý�ƽ������ expands AI steering committee to support student success in an AI-enabled world

A coordinated response to a rapidly evolving landscape

Defining a clear role for leadership and coordination

Key responsibilities

A collaborative, shared governance approach

Immediate priority: AI training and literacy

Looking ahead

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Regents approve annual budget, denounce antisemitism

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��Ҵ�ý�ƽ�� expands AI steering committee to support student success in an AI-enabled world