Leadership Corner

Prioritizing resource and infrastructure alignment: A look back and ahead with Todd Haggerty

Megan M Rogers — Thu, 18 Dec 2025 15:13:36 +0000

Prioritizing resource and infrastructure alignment: A look back and ahead with Todd Haggerty Megan M Rogers Thu, 12/18/2025 - 08:13

��Ƶ Today caught up recently with Senior Vice Chancellor for Business, Finance and Infrastructure Todd Haggerty to discuss major accomplishments from the fall and projects to watch for 2026.

The office of Business, Finance and Infrastructure (BFI)—formerly Finance and Business Strategy—comprises the units of Budget and Finance, Business Strategy, Auxiliary Services and Infrastructure & Resilience.

Overseeing the campus budget—approximately $2 billion in annual financial resources—BFI and its component units play a critical role in ensuring ��Ƶ resources are aligned to best support student, faculty and staff success, research excellence and sustainability.

How has BFI helped advance ��Ƶ priorities this semester?

We made meaningful progress this semester in aligning our physical and financial resources with ��Ƶ teaching and research mission in a number of ways. Highlights include:

Brought together Finance & Business Strategy and Infrastructure & Resilience under the new Business, Finance and Infrastructure (BFI) organization, creating a more integrated approach to resource, both financial and physical, planning and management
Advanced the Financial Stewardship Initiative, including:
- Launching the campuswide budget allocation model review, engaging units across campus—with representatives from colleges, schools, shared governance groups and administrative units serving on the project’s strategic alignment and design review committees—to examine how resources are allocated and identify improvements for future cycles
- Implementing updated budget guidelines that clarify expectations and support more consistent, mission-aligned decision-making ahead of fiscal year 2026 planning
Wrapping up a transformational renovation of one of our most historic academic buildings, Hellems Arts and Sciences, which is on track to reopen in January with modernized, flexible learning environments
Advanced construction on the new Chemistry and Applied Mathematics building that marks our elevated commitment to research excellence and interdisciplinary collaboration
Partnered closely with the Research & Innovation Office (RIO) to navigate the federal funding landscape, ensuring critical research projects could continue and identifying paths forward during a time of transition
Made progress on our Climate Action Plan implementation on multiple fronts, including:
- Breaking ground on a new East Campus solar array that will expand our renewable energy portfolio and accelerate progress toward climate goals
- Advancing geothermal and decarbonization planning to guide future infrastructure and energy decisions
- Growing the electric Buff Bus fleet to improve sustainable mobility and reduce transportation-related emissions
- Completing new energy-efficiency upgrades across campus facilities
Continued to make meaningful progress on expanding student housing options with our pursuit of a public-private partnership along Colorado Avenue and the ongoing construction of Code Talker Hall
Reduced student financial barriers by rolling mandatory fees into tuition, improving predictability for students and simplifying administrative processes across campus
Eliminated single-use beverage plastics across campus, marking a significant sustainability milestone that reduces waste and supports ��Ƶ broader environmental commitments
As part of a public-private partnership, saw the opening of the Limelight Boulder conference center and hotel, providing a new venue for showcasing innovation and leadership occurring on our campus and in our community
Advanced the Campus Wayfinding Revamp Project, rolling out new signage to make it easier for the community and visitors to navigate campus
Achieved a record-low opt-out rate (under 5%) in the CU Book Access digital access program, ensuring students receive course materials on day one and reducing unanticipated costs
Celebrated one of the highest accreditation ratings ever for the CU Children’s Center, recognizing exceptional early childhood education and support for campus families
Continued progress on the university’s strategic partnership with the Sundance Film Festival, which will create long-term engagement opportunities

What projects are you most excited about for the year ahead and why?

I am excited about a number of efforts—ongoing and upcoming—that position ��Ƶ to thrive in a rapidly changing higher education landscape.

Reopening Hellems, bringing modernized and flexible learning environments back online
Continuing the Financial Stewardship Initiative, including the Budget Model Design Review recommendations coming this spring, which will guide the tools and accountability structures needed for more strategic, mission-aligned resource decisions
Opening Code Talker Hall in fall 2026, creating new housing on campus and enabling the modernization of some of our older housing buildings on campus, like Farrand Hall
Making progress on the design of the decarbonization project, a cornerstone piece of our Climate Action Plan that will convert our steam heating on campus to a more energy-efficient low-temperature hot water system
Breaking ground on the Colorado Avenue student housing project in the summer, an important step in expanding access to on campus housing

This work strengthens our foundation and continues to align our resources with our mission in ways that support the success of our students, faculty and staff.

And finally, I’m looking forward to Radio 1190’s move into the Carlson building, providing a refreshed home for a ��Ƶ staple. As a loyal listener, I’m eager to hear the energy this new space brings.

How can faculty, staff and students help achieve these goals?

Progress at this scale happens when our community is engaged and informed. Faculty, staff and students play a direct role in shaping the university we are building together. Projects like the design of the decarbonization project and the Financial Stewardship Initiative will feature multiple opportunities for students, faculty and staff to engage in the processes, and I encourage everyone to keep an eye out for these opportunities to participate in the coming weeks and months.

These conversations strengthen transparency, foster collaboration and ensure decisions reflect the needs of those who teach, learn and work here.

More from campus leadership

Todd Haggerty, senior vice chancellor for business, finance and infrastructure, discusses accomplishments from the fall and projects to watch for related to ��Ƶ's institutional priority of aligning resources and infrastructure to its mission.

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Prioritizing faculty success: A look back and ahead with Provost Ann Stevens

Megan M Rogers — Tue, 16 Dec 2025 20:50:06 +0000

Prioritizing faculty success: A look back and ahead with Provost Ann Stevens Megan M Rogers Tue, 12/16/2025 - 13:50

As the fall 2025 semester comes to a close, ��Ƶ continues to build momentum toward its long-term goals on fostering faculty success. From supporting structural faculty salary improvements to celebrating faculty excellence to leveraging faculty expertise in dealing with government transition to launching new visioning for online education, global education and public engagement, ��Ƶ continues to move ahead to foster faculty success in research, scholarship, creative work, teaching and outreach/service.

Provost Ann Stevens sat down with us to reflect on what stood out this semester, why it matters and what’s ahead in 2026.

Provost and Executive Vice Chancellor for Academic Affairs Ann Stevens

How has ��Ƶ advanced in fostering faculty success this semester?

In myriad ways. As I’ve visited all our colleges and schools this fall, I’ve seen thriving programs, as well as energized faculty who are asking smart questions about how we resource the academic mission, how we can continue to innovate within the mission and take the next important steps in interdisciplinarity, and how we do all of this while maintaining our commitments to diversity and inclusion and to academic freedom.

The Chancellor’s Task Force on Faculty Salaries’ recently released report is both the culmination of an effort across many faculty, the BFA and university leadership and is the starting point for an ongoing strategy to address faculty compensation challenges. The report, with recommendations for compensation options and strategies and with an emphasis on improving the market competitiveness of faculty salaries, is a critical step to better rewarding and retaining our faculty. Overlapping and related to this effort, a group of Faculty Fellows, working under Interim Vice Chancellor for Academic Resource Management Fernando Rosario-Ortiz, are focused on advancing select recommendations from the Faculty Salary Procedures Working Group.

I’ve also been pleased to be able to support OFA’s Faculty Fellows program, which was launched by Vice Chancellor for Faculty Affairs Michele Moses and serves as a model for the campus. Along with the dedicated OFA staff, the Faculty Fellows help make ��Ƶ a better place for our faculty and academic leaders, as they spearhead three leadership programs, several community building efforts, and significant mentoring and development opportunities. OFA has also begun looking at expanded or improved training and orientation for new department chairs, a group whose success is perhaps more directly related to overall faculty success than any other leadership group on campus.

Recognizing the challenging era of major changes in federal funding and the relationship between government and higher education, we’ve also had opportunities to address these challenges with faculty. We’ve turned to our own faculty and administrative leaders in our Faculty Federal Government and Higher Education Series, sponsored by our Office of Faculty Affairs, to help us better understand what’s happening to federal funding and priorities and how we can adjust and adapt to these realities.

As we have met the challenges of federal funding, we have done so with a strong commitment to academic freedom and to work continuity. Working with the chancellor’s office and the CU system, we have carefully monitored grant cuts and updated the campus on events in Washington. At ��Ƶ, we have supported the appeals of canceled grants and partnered with schools, colleges, the Research & Innovation Office and the chancellor’s office to allow important scholarly work to proceed even in the face of grant cancellations. I have addressed, in each of my “Conversations with the Provost” this semester, issues of how CU—from the Board of Regents and the president to the chancellor and my office—are standing together to protect academic freedom and the research, scholarship and creative work of our faculty.

Finally, in these visits and in our Deans Council and chairs and directors meetings, we have provided access to legal resources to support equity work in our academic units, and provided guidance on protecting our scholars from outside harassment on our scholarship and safety page.

Provost Ann Stevens speaking with colleagues in the School of Education during a Conversation with the Provost event.

What projects are you most excited about for the year ahead and why?

I’m particularly excited about the online education visioning process, which has the potential to transform the experience of all students, faculty and staff. For faculty, this is an opportunity to make sure those who want to explore online courses, programs or approaches know where to turn and have resources and support to push their pedagogy further.

We’ll also be implementing the Common Curriculum passed by the faculty and greenlighted by then-Provost Russell Moore in 2023. This work is being facilitated by a BFA working group, and we’re drafting a policy so that starting in fall 2026 we’ll have a campus curriculum committee that will oversee the Common Curriculum and facilitate its full launch in 2027. I’m eager for us to administer the Common Curriculum in a way that both preserves faculty control over curriculum and meets our critical accreditation needs for general education and learning assessment. This project will also intersect with important new steps we’ll be taking to re-envision and expand our residential learning communities for incoming students.

In the spring semester, I’ll be announcing a decision on the future leadership structure of our College of Arts and Sciences—helping to resolve uncertainty that has affected A&S and the campus for far too long—and I think, for the good of our mission, we’ve got to take a permanent and definitive step that provides the best structure to support our A&S students, faculty and staff.

We’ll also be completing a national search and selecting a new dean of libraries, who will be a critical partner to faculty across our campus and will help energize and re-imagine what this center for scholarly work and campus resource can become in the decades to come.

How can faculty, staff and students help achieve these goals?

First, stay engaged with your shared governance organizations: Boulder Faculty Assembly, Staff Council, ��Ƶ Student Government, and the Graduate and Professional Student Government.

Faculty and staff also should stay engaged at both unit and college levels. Direct questions to your department chairs and deans—I update these groups regularly on academic progress and challenges, and these leaders are accountable to you, as I am. You can always direct questions to my office at VCAA@colorado.edu.

At the same time, stay informed. Read the ��Ƶ Today faculty and staff edition three times every week and the Provost’s Post every month. In each publication, you’ll find key updates on policies, programs and processes that will help you succeed in your work and stories on the life of the campus and its many communities. Other helpful publications are college-based newsletters and campuswide publications such as the Research and Innovation Bulletin and Federal Updates that provide key information on the campus’s research mission and the offices that support it.

Having just spent a semester engaging with many of you in our marvelous colleges and schools, I would encourage you to keep the faith. First, in yourselves—in your training, scholarship and life experiences. Next, keep the faith in your colleagues and students; then in our academic mission of serving as Colorado’s leading research and doctoral degree-granting institution; and finally, in your leaders, from your department chairs, directors and deans, to our team in Academic Affairs and the chancellor’s cabinet.

I make that last request in all sincerity. As leaders, we will make mistakes, as all leaders do. But I am committed to a partnership built on listening, on co-visioning with our faculty, staff and students, and on solving problems together for the greater good, in a spirit of openness, transparency and shared governance. As a newcomer to this campus, I’ve benefited from an incredibly warm welcome, assumptions of best intentions, and patience when I need more time to listen, learn and understand the issues. We can likely all benefit from more faith that our colleagues have the best of intentions and are making their best effort, especially in light of big challenges.

This is a defining moment for higher education nationally. If we take this approach of staying informed, staying engaged and having faith in each other, I believe we can meet the challenges of this moment and well beyond.

More from campus leadership

Provost Ann Stevens talks about milestones in the institutional priority of fostering faculty success over the past semester.

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Prioritizing research and innovation: A look back and ahead with Massimo Ruzzene

Megan M Rogers — Fri, 12 Dec 2025 21:58:13 +0000

Prioritizing research and innovation: A look back and ahead with Massimo Ruzzene Megan M Rogers Fri, 12/12/2025 - 14:58

As the fall semester winds down, ��Ƶ continues to build momentum toward our strategic research and innovation goals. We continue to lead nationally and globally in established strengths in aerospace and space, health and biosciences, sustainability and the environment, and quantum science and technology, while areas as varied as the social sciences and the arts and humanities also continue to thrive.

More than ever, ��Ƶ is a destination for faculty, students and staff who want to change the world through innovative research, scholarship and creative work.

Senior Vice Chancellor for Research and Innovation and Dean of the Institutes Massimo Ruzzene sat down with us to reflect on what stood out this semester, why it matters and what’s ahead in 2026.

How has ��Ƶ advanced in research and innovation this semester?

The semester has been an extraordinary time for research and innovation because of the rapidly changing federal environment, as well as the commitment and success of our people in the face of those changes.

Faculty, students and staff responded to the incredible pace of federal change and the longest government shutdown in history with perseverance, resourcefulness and determination to maintain our momentum and enable continued breakthroughs in research, innovation and impact.

Our researchers have continued to thrive, as demonstrated by ongoing, significant successes: Clarivate’s Highly Cited Researchers 2025 list includes 19 ��Ƶ-affiliated faculty spanning the campus; NASA announced that instruments designed and built by Laboratory for Atmospheric and Space Physics (LASP) researchers have been selected for the upcoming Artemis IV mission; the Department of Energy (DOE) renewed funding to the tune of $125 million for the Quantum Systems Accelerator (QSA), a DOE National Quantum Information Science Research Center; and we celebrated two major awards—totaling $45 million—from the Advanced Research Projects Agency for Health (ARPA-H), one for self-healing joints and one for advanced wound care. These are just a few examples.

��Ƶ was recognized for launching 35 new companies based on university intellectual property during FY2024, more than any other U.S. campus in that timeframe. ��Ƶ now ranks No. 2 for the most startups launched in any single year by a U.S. campus. The startups represent an array of industries, from clean energy to biotech. Examples include: Mana Battery, developing a safer, more sustainable alternative to lithium-ion technology; Flari Tech, advancing technology to detect diseases via the breath; and Mesa Quantum, utilizing next-gen chip-scale atomic clocks and quantum sensors to power autonomous vehicles, advanced deep-water oil exploration and more.

What projects are you most excited about for the year ahead and why?

A few of the projects worth keeping an eye on include:

The recently launched Industry Research Partnerships (IRP) team is creating lots of excitement. Through innovative contracting, access to top student and faculty talent, developing new funding streams for ��Ƶ research, and the capacity to scale, IRP is simplifying the path to innovation and helping industry and ��Ƶ collaborate to solve complex problems and shape the future together. The new team is already making waves across campus, and early indications are impressive.

Our quantum efforts continue to accelerate and reap results. Our CUbit Quantum Initiative unites and drives quantum activities across campus, bolstering research, education and commercialization, including supporting the new Colorado Quantum Incubator (COQI). The COQI is regularly welcoming new tenants, attracting community events and becoming a hub for the regional quantum ecosystem.

Our other strategic research initiatives—the Sustainability Research Initiative, Center for National Security Initiatives and AB Nexus—continue to expand and engage across campus and beyond to discover innovative approaches, new funding mechanisms and novel partnerships to drive research and innovation breakthroughs in today’s challenging environment.

How can faculty, staff and students help achieve these goals?

Faculty and staff can participate through genuine engagement with research and innovation enterprise offerings: whether exploring our bi-weekly RIO Bulletin newsletter for funding and development opportunities, participating in programs and workshops, or finding ways to learn more about the resources that can support the important work taking place across campus.

Students already engaged in research can benefit from many of the same approaches. Students not already engaged in research or innovation activities across campus: I invite you to explore research and innovation opportunities in your areas of interest—from business or law to music or art—to learn how they can enhance your learning and career opportunities.

More from campus leadership

As the fall semester winds down, ��Ƶ continues to build momentum toward its strategic research and innovation goals, as discussed by Massimo Ruzzene, senior vice chancellor and dean of the institutes.

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Graduate students: Congratulations for a semester well done

Megan M Rogers — Mon, 08 Dec 2025 12:00:00 +0000

Graduate students: Congratulations for a semester well done Megan M Rogers Mon, 12/08/2025 - 05:00

With finals upon us and the end of the semester near, Graduate School Dean Scott Adler wants to congratulate everyone on their hard work.

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Prioritizing sustainability: A look back with Andrew Mayock

Megan M Rogers — Mon, 08 Dec 2025 11:59:00 +0000

Prioritizing sustainability: A look back with Andrew Mayock Megan M Rogers Mon, 12/08/2025 - 04:59

As the fall 2025 semester comes to a close, ��Ƶ continues to build momentum toward its long-term sustainability goals—one of the campus priorities recently discussed by Chancellor Justin Schwartz.

Vice Chancellor for Sustainability Andrew Mayock

From advances in climate research and innovative curriculum to major operational improvements and new community partnerships, ��Ƶ continues to operate as a true living lab—one where high-impact sustainability work happens every day.

Vice Chancellor for Sustainability Andrew Mayock reflects on what stood out this semester, why it matters and what's ahead in 2026.

How has ��Ƶ advanced in sustainability this semester?

It has been an exciting semester across research, education, operations and community engagement. Notable achievements include:

The announcement of the Buckley Center for Sustainability Education thanks to a generous $10 million gift from alumnus Spike Buckley.
��Ƶ selection by the Carnegie Foundation to host a new nationwide sustainability elective, giving the university the opportunity to lead nationally and shape the student experience.
The launch of Boulder Climate Ventures, a Leeds-hosted course sponsored by Breakthrough Energy, bringing world-renowned climate tech leaders to campus.
Operational progress on campus, which included breaking ground on a 1.1-megawatt solar array; VPPA and Xcel partnerships; and expanded circularity efforts through food recovery, composting and the CU Surplus Store and Recycling Operations Center achieving roughly 50% waste diversion.

What projects are you most excited about for the year ahead?

The coming year will focus on scaling initiatives and connecting the campus community. The Buckley Center is staffing up and launching new programs, while the Carnegie initiative expands to other institutions. Students and faculty will have more hands-on opportunities through courses, research and interdisciplinary programs like the Environmental Center and the Sustainability Research Initiative.

Operational priorities include advancing the Climate Action Plan through energy-system transitions, waste reduction and renewable-energy expansion. We also will work to increase visibility of our sustainability work locally, nationally and globally, highlighting ��Ƶ leadership.

How can faculty, staff and students help achieve these goals?

Everyone on campus can play a role in achieving our sustainability goals. Students can get involved through the Environmental Center, attend events such as the spring Sustainability Summit, participate in Earth Week in April, or sign up to take sustainability and climate courses offered across departments. Faculty can explore ways to integrate sustainability into teaching and research, including the Buckley Center and Sustainability Research Initiative. Staff and students can take action on learning how sustainability is a part of daily campus operations, from transportation and building systems to zero-waste events.

Most importantly, the Office of the Vice Chancellor for Sustainability wants to hear from you: Sharing success stories and ongoing projects helps promote collaborative efforts, build momentum and accelerate progress toward our shared goals. Also, we will be creating new opportunities for engagement, including office hours to open more avenues to hear directly from students.

More from campus leadership

Vice Chancellor for Sustainability Andrew Mayock discusses what stood out this semester, why it matters and what's ahead in 2026.

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Making progress on campus priorities—a Q&A with the chancellor

Megan M Rogers — Fri, 05 Dec 2025 13:46:41 +0000

Making progress on campus priorities—a Q&A with the chancellor Megan M Rogers Fri, 12/05/2025 - 06:46

As the fall 2025 semester concludes, ��Ƶ Today interviewed Chancellor Justin Schwartz about the accomplishments of the academic year and where the university is headed. In the coming weeks, watch ��Ƶ Today for additional Q&As and perspectives from other campus leaders.

What three adjectives would you use to describe the fall 2025 semester?

Dynamic. Purposeful. Transformational.

Last spring, you announced four institutional priorities for the campus. Can you tell us about some of the key accomplishments achieved so far?

I can’t cover all of our progress in great detail here, but I will mention a few things I think are notable signals and early successes regarding our strategic priorities.

Fostering the success of all students, faculty and staff

Under the leadership of Sona Dimidjian, D’Andra Mull and Ann Schmiesing, the Student Flourishing Initiative kicked off in earnest to strengthen mental health programs that mitigate risk and promote students’ thriving. We formed an advisory council and a Student Voice and Leadership Council to center student voices and worked with the JED Foundation to assess our campus strengths and opportunities. The four-year process will include strategic recommendations for implementation and a collaborative plan for assessing impact over time.

Since securing housing close to campus is a key driver of student success, retention and graduation, we continued work on Code Talker Hall, a 332-bed residence hall north of Boulder Creek slated to open in fall 2026. With collaboration from the Division of Student Life and Business, Finance & Infrastructure, we also advanced plans for a new student housing project on Colorado Avenue, which is targeted to begin construction in summer 2026 for a fall 2028 opening.

Under the leadership of Jess Doty, we launched an Employee Health and Well-Being department to help faculty and staff thrive professionally and personally and started the Well-being Innovators Network to champion wellness initiatives across campus (apply to join by Jan. 22). This kicked off with a hugely successful Health and Wellness Summit on Nov. 12–13.

Campus leaders also worked closely with the Boulder Faculty Assembly on a Faculty Salary Task Force, which will soon issue a report of recommendations regarding compensation enhancement strategies.

Under the guidance of Sonia DeLuca Fernández and Jon Leslie, the campus embarked on a collaborative project to define our shared values to help shape campus culture. I hope everyone will participate!

Scaling research and creative work excellence

��Ƶ celebrated a strong year of impactful research and creative work, earning $766.7 million in research funding in fiscal year 2025, despite federal uncertainty, guided by Massimo Ruzzene and the Research & Innovation Office. Recognition and visibility of innovative Buffs is also a critical component of this work, and CU Athletics introduced the End Zone Innovators award to honor outstanding faculty innovators at home football games.

We continued to grow Colorado’s quantum ecosystem, particularly by advancing the Colorado Quantum Incubator’s strength and scope, and boosted research and creative impacts across aerospace, climate, health and bioscience, and the humanities. ��Ƶ earned numerous distinctions across arts and humanities, including three Fulbright scholars and five Fulbright students for the 2024–25 year. We continued to support our Colorado delegates in working with the entire legislature in D.C. to advocate for federally funded research.

Under the leadership of Bryn Rees and Venture Partners at ��Ƶ, we leaned into efforts to translate our discoveries into marketable and impactful products and solutions and celebrated the initial public offering of Infleqtion, ��Ƶ 10th “unicorn” spinout (companies valued over $1 billion).

Achieving global leadership in sustainability impact

With the leadership of our inaugural vice chancellor for sustainability, Andrew Mayock, we launched the new Buckley Center for Sustainability Education thanks to a generous $10 million gift, and the campus announced new master’s degree programs in sustainable engineering and business. ��Ƶ also launched Boulder Climate Ventures, becoming the first U.S. public university to join the University Climate Ventures Network, alongside Stanford and MIT.

On campus, we partnered with PepsiCo to eliminate single-use beverage plastics on campus, signed the Green Chemistry Commitment and made strides toward achieving our Climate Action Plan.

��Ƶ also was selected to host the Carnegie Foundation’s new national elective classification for sustainability in higher education, which will grow and evolve over the coming year.

Aligning our resources and infrastructure to our mission

��Ƶ celebrated a record fundraising year thanks to outstanding efforts from Katy Kotlarczyk and CU Advancement, connecting with more than 44,000 philanthropists to transform lives at ��Ƶ.

We also set the stage for expansion and improvement in other key areas, including a new visioning process for online education. We embarked on a new strategy for global engagement and launched a new strategy for campuswide outreach efforts.

On campus, under the leadership of Marlon Lynch and new Police Chief Ashley Griffin, we began modernizing our safety infrastructure, launched the ��Ƶ Safe app, and welcomed two explosive-detection dogs to our team. The Infrastructure & Resilience team also led an effort to improve campus wayfinding, a continuing process that will improve both safety and belonging.

Under the leadership of Marin Stanek and the Office of Information Technology, we have begun rolling out improved Wi-Fi in campus buildings, strengthened multi-factor authentication and provided new funding for lecturers to purchase laptop computers.

Meanwhile, we continued supporting CU Athletics in a time of immense change nationally, including developing new routes for revenue generation, while Buffs student athletes earned acclaim across all sports. In cross country, the men finished 10th and women 13th in the NCAA Cross Country Championships, while women’s soccer competed in the Sweet 16 and finished the season with the most wins, goals, assists and points in program history. No. 24-ranked volleyball had a stellar season and has already won its first game in the NCAA Tournament. Women’s basketball started the season on solid ground, and the men’s basketball team is undefeated so far this season, their first 8-0 start in 76 years.

I also want to celebrate some of the important groundwork that got us here and sets us up for future success: building a strong leadership team that includes new Executive Vice Chancellor and Provost Ann Huff Stevens, new Senior Vice Chancellor for Operations Janel Forde, new Vice Chancellor for Sustainability Andrew Mayock; Senior Vice Chancellor for Strategic Initiatives Ann Schmiesing; new Vice Chancellor and Managing Associate University Counsel Esther Henry, alongside an excellent group of existing leaders and shared governance groups.

What is one leadership habit or mindset you strengthened this year—and one you still want to improve going forward?

I have been inspired this year by John Doerr’s books, “Measure What Matters” and “Speed & Scale.” Doerr outlines five questions that individuals or teams can ask that tend to predict performance:

Structure and clarity: Are goals, roles and execution plans on our team clear?
Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
Meaning of work: Are we working on something that is personally important for each of us?
Dependability: Can we count on each other to do high-quality work on time?
Impact of work: Do we fundamentally believe that the work we’re doing matters?

In the year ahead, I hope everyone who works at ��Ƶ—myself included—can answer “yes” more vehemently to all five.

Another concept the book discusses is a quote by entrepreneur Guy Kawasaki: “Ideas are easy; implementation is hard.” With so much happening at ��Ƶ, it will be critical to ensure we have an implementation mindset in the year ahead.

What obstacles or legacy challenges have you uncovered that will require longer-term solutions, and how are you planning for them?

One of the strengths of our university culture is its deep commitment to harmony. Building on that strength, I would love to see us also lean into constructive open dialogue; the kind of collaborative spirit that welcomes diverse viewpoints and sparks bold, imaginative thinking. By making more space for thoughtful disagreement, we will explore more possibilities and reach even more inspiring outcomes together.

I also want to affirm that advancing inclusion remains a core institutional priority. We recognize that not all students, faculty or staff experience ��Ƶ in the same ways. This means we need to be intentional about creating environments where everyone knows they matter and building support structures that allow everyone to access the resources they need to be successful.

Another expectation I have shared with my direct reports is that ��Ƶ must work seamlessly across the organizational chart, focusing on excellent “customer service” and accountability. In the year ahead, I would like to see us develop a stronger sense of inter-reliance and trust.

Achieving ambitious, campuswide goals is often a matter of delegation, but there are some tasks best accomplished by the chancellor directly. Where do you plan to focus your personal efforts next semester?

Big, campuswide goals are not achieved by finding the single best person for a task—or even an entire committee of all-stars—and handing it off. Our university will make its biggest strides when we focus on aligning our leadership team and every member of our community toward shared, strategic goals; when we define specific objectives to help us get there; and when we measure progress against the outcomes we want to achieve.

As chancellor, my role is to encourage and expect this kind of unified and targeted planning and help create a culture where all of our units recognize their interdependence. With this mindset, whether we are working on retention and graduation rates or student housing or athletics or quantum science or water quality or public safety, we are all rowing in the same direction.

What are you most looking forward to in the spring semester?

I am looking forward to so much in 2026, but top of my list is launching ��Ƶ 150th anniversary year celebration. We’ll have several events to celebrate the university’s incredible legacy, and we will honor notable Buffs who have shaped this campus into the place it is today—including with the naming of Ceal Barry Plaza in January. You can submit suggestions for Buffs worth honoring online at colorado.edu/150.

I am also eagerly anticipating another great season of academic successes, research and creative work, innovation and Buffs athletics—and seeing ideas we have developed this semester transform into reality thanks to the hard work of faculty, staff and campus leaders. The year ahead will also bring planning and preparation for the arrival of the Sundance Film Festival to Boulder in January 2027!

I hope everyone will join me on Feb. 10 at the UMC Glenn Miller Ballroom for the annual State of the Campus address, where we’ll enjoy a meal together, and I will share more about my vision for the university.

More from campus leadership

As the fall 2025 semester concludes, Chancellor Justin Schwartz discusses the accomplishments of the academic year and where the university is headed. In the coming weeks, watch for additional Q&As and perspectives from other campus leaders.

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New CU Secure Wi-Fi: What you need to know

Megan M Rogers — Tue, 18 Nov 2025 18:59:16 +0000

New CU Secure Wi-Fi: What you need to know Megan M Rogers Tue, 11/18/2025 - 11:59

Your questions about the new campus Wi-Fi get answered by Vice Chancellor of Information Technology Marin Stanek.

Have questions about the new campus Wi-Fi? Get answers from Marin Stanek, ��Ƶ vice chancellor of information technology.

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Embrace the season and celebrate tradition

Megan M Rogers — Tue, 28 Oct 2025 12:57:16 +0000

Embrace the season and celebrate tradition Megan M Rogers Tue, 10/28/2025 - 06:57

With the excitement of Homecoming this week, Vice Chancellor for Student Life D'Andra Mull has advice for Buffs to celebrate and connect.

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State of the Research & Innovation Enterprise: Celebrating a year of impactful discovery

Megan M Rogers — Tue, 21 Oct 2025 20:47:39 +0000

State of the Research & Innovation Enterprise: Celebrating a year of impactful discovery Megan M Rogers Tue, 10/21/2025 - 14:47

Massimo Ruzzene, senior vice chancellor for research and innovation and dean of the institutes, highlighted key insights, initiatives and accomplishments from last year, as well as future aspirations for the university's research and innovation enterprise.

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On the federal government shutdown: A letter from Massimo Ruzzene

Megan M Rogers — Wed, 01 Oct 2025 16:43:45 +0000

On the federal government shutdown: A letter from Massimo Ruzzene Megan M Rogers Wed, 10/01/2025 - 10:43

In addition to ramifications related to research funding, the current shutdown may impact a range of important operations and services at ��Ƶ. Read more from Senior Vice Chancellor for Research & Innovation Massimo Ruzzene.

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Leadership Corner

Prioritizing resource and infrastructure alignment: A look back and ahead with Todd Haggerty

How has BFI helped advance ��Ƶ priorities this semester?

What projects are you most excited about for the year ahead and why?

How can faculty, staff and students help achieve these goals?

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How has ������Ƶ advanced in fostering faculty success this semester?

What projects are you most excited about for the year ahead and why?

How can faculty, staff and students help achieve these goals?

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Prioritizing research and innovation: A look back and ahead with Massimo Ruzzene

How has ������Ƶ advanced in research and innovation this semester?

What projects are you most excited about for the year ahead and why?

How can faculty, staff and students help achieve these goals?

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How has ������Ƶ advanced in sustainability this semester?

What projects are you most excited about for the year ahead?

How can faculty, staff and students help achieve these goals?

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Making progress on campus priorities—a Q&A with the chancellor

What three adjectives would you use to describe the fall 2025 semester?

Last spring, you announced four institutional priorities for the campus. Can you tell us about some of the key accomplishments achieved so far?

What is one leadership habit or mindset you strengthened this year—and one you still want to improve going forward?

What obstacles or legacy challenges have you uncovered that will require longer-term solutions, and how are you planning for them?

Achieving ambitious, campuswide goals is often a matter of delegation, but there are some tasks best accomplished by the chancellor directly. Where do you plan to focus your personal efforts next semester?

What are you most looking forward to in the spring semester?

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How has BFI helped advance ��Ƶ priorities this semester?

How has ��Ƶ advanced in fostering faculty success this semester?

How has ��Ƶ advanced in research and innovation this semester?

How has ��Ƶ advanced in sustainability this semester?