Administration

From wildfire to sustainable AI: Big Ideas aims to shape the future

Elizabeth Lock — Thu, 15 Oct 2026 21:30:29 +0000

From wildfire to sustainable AI: Big Ideas aims to shape the future Elizabeth Lock Thu, 10/15/2026 - 15:30

It started with a bold question: What should ��ñ�� be known for next?

��ñ�� today unveiled its first five big ideas that will enter incubation to shape the future of the campus and its impact on the world, from research and innovation to society, the human experience and more.

These five ideas were born out of Big Ideas, launched in February by Chancellor Justin Schwartz.

“The big idea behind Big Ideas is a world-class university deciding to invest in the boldest ideas of its faculty, staff and students,” said Schwartz.

The initiative has generated 800-plus submissions from the campus community.

“When people ask what the value of higher ed is to the country, ��ñ�� is giving a profound answer,” said Schwartz. "��ñ�� is a place that's ambitious, that's willing to take risks, but really is focused on how we better the world for the people on the planet."

The five big ideas will be co-championed by faculty and staff who will help guide the next phase of development. The first big ideas revolve around five critical questions:

What if we could help communities lessen the devastation of fire and drought?
What if ��ñ�� becomes the space ecosystem for the world?
What if there’s a way to make AI sustainable?
What if by mapping the brain, we can prevent illness rather than simply treat it?
What if we put the arts and humanities at the center of solving society’s biggest challenges?

A campuswide working group, co-chaired by professors Stefanie Johnson and Waleed Abdalati, reviewed submissions to identify opportunities that build on the university’s strengths and bring together expertise across disciplines.

“We came together from across campus to identify submissions that were really potentially transformative and aligned with ��ñ��,” said Johnson, who is the director of ��ñ��’s Center for Leadership. “From here, these big ideas will move into a more detailed exploratory phase. Faculty experts, researchers, students and others’ expertise will help move the conversation forward.”

The Big Ideas initiative complements ��ñ��’s existing strategic priorities, including work in student success, sustainability, quantum research and more.

Other submissions may inform work within individual colleges, departments and units, and the university will continue to welcome new ideas from across campus.

“This is the start,” said Schwartz. “This is not the end of the Big Ideas initiative for campus. This is really the second step in what’s going to be a multiple-year endeavor.”

��ñ��'s emerging big ideas span water and wildfire, leadership in space, sustainable AI, brain health, and the arts and humanities. Learn more about the Big Ideas reveal.

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Faculty assembly introduces AI resolution, hears housing assistance update, more

Megan M Rogers — Thu, 08 Oct 2026 16:43:36 +0000

Faculty assembly introduces AI resolution, hears housing assistance update, more Megan M Rogers Thu, 10/08/2026 - 10:43

The Boulder Faculty Assembly (BFA) was updated on the Housing Assistance Program expansion proposal, upcoming SPIKE Center opportunities, a resolution related to the current OpenAI ChatGPT Edu contract and more during their October meeting, held on Oct. 1 in Wolf Law.

Update on the Housing Assistance Program expansion proposal

The Housing Assistance Program, offered through a partnership of the University of Colorado system office, the University of Colorado Foundation and Elevations Credit Union, is a need-based program designed to make housing more affordable for tenure and tenure-track faculty. The program, founded in 2000, provides a source of financial assistance for a down payment needed to qualify for a loan and potentially avoiding the cost of private mortgage insurance.

But that narrow focus will soon be changing thanks to an expansion proposal presented by Abby Hickcox, ��ñ��’s representative on the systemwide Housing Assistance Program Steering Committee.

In 2025, the Board of Regents approved expanding the program so that it also includes instructional, research and clinical faculty on all four campuses with appointments of at least 75% of full time. Since then, there’s been an effort to envision what this new program will look like and how it will be implemented.

Exact details for the new program are still being finalized, and it is expected to be rolled out in the spring. More information is available on the Housing Assistance Program’s website.

Upcoming SPIKE Center opportunities

Chancellor Justin Schwartz announced the formation of the SPIKE Center for Sustainability Education in 2025, which aims to support faculty in expanding and amplifying ��ñ��’s sustainability curriculum.

Phaedra C. Pezzullo, faculty associate director for faculty engagement at the SPIKE Center and a professor of communication, and Joanne Marras Tate, faculty support and engagement program manager for the SPIKE Center, updated the assembly on upcoming opportunities from the center, which include grants and fellowships.

In particular, they flagged their new sustainability education grants for faculty. There are different grant tiers, including:

Tier I: Seed Grant (up to $2,000), which funds new sustainability education ideas on campus
Tier II: Trunk Grant (up to $6,000), which is for initiatives already rooted on campus that are looking to grow
Tier III: Branches Grant (up to $10,000), which are projects on campus that are looking to “branch out” between departments or across the state
Tier IV: Tree Grant (up to $50,000), which are one-year or multiyear proposals for sustainability education projects that already have evidence of success

“These grants were created to support educators on this campus to transform our teaching inside and outside the classroom to become aligned with the sustainable futures mission of our university. We hope qualified faculty and graduate students will apply for the money,” said Pezzullo.

Applications for the grants are due by noon on Nov. 11.

Applications are also now open for SPIKE Center faculty affiliates—teaching, research and tenure-track or tenured faculty who are currently teaching and developing pedagogy and/or student experiences related to sustainability or those who are interested in doing so. They serve a two-year term and are voted upon by the SPIKE Center Leadership Team once a semester.

“We want to make sure that we are creating spaces for faculty to be together and to collaborate and find new ways of doing this work,” said Marras Tate. “If you’d like to become an affiliate, I highly encourage you to do so. It’s not a hard application process, and we would love to have you.”

Resolution related to the OpenAI ChatGPT Edu contract

At the end of the meeting, the BFA introduced a resolution that calls for Schwartz to consult a faculty-led working group, chosen in conjunction with the BFA, to negotiate any renewal or extension of the Open AI contract for the Boulder campus, which was announced this past spring.

The resolution also asks university administration to work with the BFA and college faculty governance groups, as appropriate, to develop an AI strategy that meets the various needs of our campus community before initiating, extending or modifying any AI contracts. This call to include more faculty voices in the negotiations would be in addition to the work of the recently expanded AI Strategic Steering Committee, which was charged with leading a more connected, systematic approach to AI on campus and includes shared governance leaders.

Before a vote could be taken, an amendment to the resolution was also introduced that calls on Schwartz to not renew or extend the OpenAI contract at all. After extensive discussion by the assembly representatives, that amendment was approved and the resolution passed.

In other BFA action

BFA meetings will no longer be held on the first Thursday of the month. Spring semester dates are set for Thursdays, Jan. 21, Feb. 18, March 25 and April 22.
BFA Chair David Paradis, BFA Immediate Past Chair Alastair Norcross, BFA Chair Elect Deb Palmer, BFA Parliamentarian Bobby Benim and the ��ñ�� Faculty Shared Governance Advisor Andy Cowell provided an overview of the BFA for new representatives, including how the assembly fits into Regent law and the Faculty Senate and how to join BFA standing committees.
Paradis encouraged faculty to participate in the Ombuds Office’s Ombuds Day on Oct. 8 from 11 a.m. to 2 p.m. in Center for Community, Room S484.

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

The Boulder Faculty Assembly received an update on the Housing Assistance Program expansion proposal, upcoming SPIKE Center opportunities, a resolution related to the current OpenAI ChatGPT Edu contract and more during its October meeting.

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��ñ�� launches First-Generation Student Enrichment department

Megan M Rogers — Fri, 02 Oct 2026 18:29:10 +0000

��ñ�� launches First-Generation Student Enrichment department Megan M Rogers Fri, 10/02/2026 - 12:29

The new department will serve as a home for first-generation student resources, support and community. Learn how students can connect with programs and opportunities, how faculty and staff can get involved, and what's ahead.

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Julie Penner to lead ��ñ��'s Innovation & Entrepreneurship Initiative

Megan M Rogers — Tue, 22 Sep 2026 12:51:05 +0000

Julie Penner to lead ��ñ��'s Innovation & Entrepreneurship Initiative Megan M Rogers Tue, 09/22/2026 - 06:51

The experienced startup founder, mentor, investor and community builder has been named the new director of the ��ñ�� Innovation & Entrepreneurship Initiative.

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Building a stronger financial foundation for ��ñ��: A Financial Stewardship Initiative update

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

Building a stronger financial foundation for ��ñ��: 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, ��ñ�� 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.

“��ñ�� 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 ��ñ�� 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

��ñ�� 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 ��ñ��'s research enterprise.

Aligning reserve practices for long-term stewardship

��ñ�� 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 ��ñ�� 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 ��ñ��'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.

��ñ��’s 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

��ñ��’s 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 ��ñ��’s 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 ��ñ�� 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 ��ñ��.

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 ��ñ�� practices.

Campus & Workplace Violence Policy (updated)

��ñ�� 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)

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

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

Clery Compliance Policy (new)

This policy supports ��ñ��’s 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 ��ñ�� 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 ��ñ�� 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 ��ñ�� 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 ��ñ�� 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 ��ñ�� 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 ��ñ��.

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 ��ñ�� 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 ��ñ��.

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

Student Academic Accommodations for Religious Observances Policy (updated)

��ñ�� 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 ��ñ�� 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.

��ñ��'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

��ñ�� 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, ��ñ�� 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 ��ñ�� undergraduate education alongside record student success outcomes. As enrollment trends continue to evolve, ��ñ�� 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 ��ñ��’s overall budget will be addressed and communicated through the budget true-up process later this fall.

Find more information about ��ñ��’s 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 ��ñ�� campus. Final enrollment totals are subject to change slightly upon completion of census on Sept. 30.

In 2025–26, ��ñ�� 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 ��ñ��’s 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 ��ñ�� 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 ��ñ��'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 ��ñ��,” 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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Administration

From wildfire to sustainable AI: Big Ideas aims to shape the future

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Campus & Workplace Violence Policy (updated)

Campus Exclusions Policy (updated)

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Academic Unit and Degree Program Discontinuance Policy (updated)

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Faculty Salary Equity Grievance Policy (new, interim)

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