Administration

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

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

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

In 2025–26, �鶹��Ѱ��Boulder 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 �鶹��Ѱ��Boulder’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 �鶹��Ѱ��Boulder 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 �鶹��Ѱ��Boulder'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 �鶹��Ѱ��Boulder,” 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 �鶹��Ѱ��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

�鶹��Ѱ��Boulder 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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�鶹��Ѱ��Boulder expands AI steering committee to support student success in an AI-enabled world

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

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

�鶹��Ѱ��Boulder 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, �鶹��Ѱ��Boulder 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 �鶹��Ѱ��Boulder 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 �鶹��Ѱ��Boulder 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, �鶹��Ѱ��Boulder 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, �鶹��Ѱ��Boulder 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.

�鶹��Ѱ��Boulder 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 �鶹��Ѱ��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, �鶹��Ѱ��Boulder 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 �鶹��Ѱ��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 �鶹��Ѱ��Boulder’s 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 �鶹��Ѱ��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.
�鶹��Ѱ��Boulder’s 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 �鶹��Ѱ��Boulder 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 �鶹��Ѱ��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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Campus space management feedback survey open through June 22

Megan M Rogers — Wed, 27 May 2026 18:12:56 +0000

Campus space management feedback survey open through June 22 Megan M Rogers Wed, 05/27/2026 - 12:12

How space is planned, allocated and managed at �鶹��Ѱ��Boulder shapes how we teach, learn, work and conduct research across campus.

This summer, the university is taking a closer look at campus space management and inviting the campus community to help inform the conversation.

Complete the campus space management feedback survey through June 22

As part of �鶹��Ѱ��Boulder’s Financial Stewardship Initiative, the Space Assessment Project Task Force is conducting a campuswide survey to better understand current practices and inform future decisions that are clear, consistent and effective. Faculty, staff and students are encouraged to participate.

The survey explores six key topics, including space allocation guidelines, governance, research space and the tools used to manage space. These topics are also being discussed in workshops to gather additional input.

Survey feedback will be used to inform future guidelines, policies and processes related to campus space allocation.

This summer, the university is taking a closer look at campus space management and inviting the campus community to help inform the conversation.

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5 things to know about the Carnegie Classifications

Megan M Rogers — Mon, 04 May 2026 16:37:58 +0000

5 things to know about the Carnegie Classifications Megan M Rogers Mon, 05/04/2026 - 10:37

�鶹��Ѱ��Boulder recently announced two new Carnegie Classifications of Institutions of Higher Education, or Carnegie Classifications, in sustainability and community engagement, with another in the works for leadership for public purpose.

Here are five things you should know about those classifications.

What exactly are the Carnegie Classifications?

The Carnegie Classifications, offered as part of a partnership between the Carnegie Foundation for the Advancement of Teaching and the American Council on Education, are the nation’s leading framework for describing U.S. higher education institutions. There are three types:

Institutional Classification, which organizes colleges and universities into groups of similar campuses based on the types of degrees they award, field of study and size, i.e., associate, undergraduate and/or graduate-level institutions.
Student Access and Earnings Classification, which organizes colleges and universities into one of six classifications based on the types of students they enroll and how well former students are earning in the labor market as compared to their peers.
Research Activity Designations, which place institutions into one of three groups based on their research expenditures and research doctorates awarded (Research 1 or R1, Research 2 or R2, and Research Colleges and Universities or RCU). �鶹��Ѱ��Boulder is an R1 institution.

There are also three elective classifications that institutions can apply for:

Community Engagement, which is a way for colleges and universities in the U.S. to gain recognition for institutionalizing community engagement.
Leadership for Public Purpose recognizes U.S. colleges and universities that demonstrate an institution-wide commitment to developing ethical leadership capacity in service of the public good through coordinated policies, practices and programs.
Sustainability, Carnegie’s newest classification, is an innovative initiative designed to recognize and celebrate higher education institutions that demonstrate a commitment to sustainability and climate action as integral to their academic missions.

How prestigious is a Carnegie Classification?

Since 1973, the Carnegie Classification has been seen as the gold standard for organizing the U.S. higher education landscape and has played a key role in shaping higher education.

Prior to the classifications, the American higher education system looked very different, with only a few ways to sort institutions and no organization on the national level. The Carnegie Classification changed that, ushering in a new era of rankings for higher education institutions that are considered foundational in a variety of research and policy uses nationwide.

What does it mean for �鶹��Ѱ��Boulder—what are the benefits to faculty, staff and students?

Recognition through the Carnegie Classifications is evidence that �鶹��Ѱ��Boulder “has made real, documented commitments to excellence,” said David Meens, assistant vice chancellor for public and community-engaged scholarship.

“The application process itself provides an invaluable opportunity to bring people together across campus, and to engage the voices of our external partners,” Meens added. “What we learn from the process, including the formal feedback we receive from Carnegie, sets the baseline and establishes goals that we will need to address in future reclassifications.

“So while we can be proud of this well-deserved recognition of the innovative and excellent work of our faculty, staff and students, it also presents a call to action toward an even more impressive future: There is so much more that we can achieve together.”

�鶹��Ѱ��Boulder serving as the operational home of the sustainability classification is particularly meaningful in that it means Carnegie recognizes the institution’s long-term excellence in this realm and the institution’s role as a leader in the sustainability and climate action space. As the host institution, �鶹��Ѱ��Boulder will support program management, application review and the development of a nationwide community of practice around sustainability in higher education.

More information about the classification, and the application process, is available on �鶹��Ѱ��Boulder’s sustainability website.

How does �鶹��Ѱ��Boulder compare to other institutions who have achieved the community engagement classification?

�鶹��Ѱ��Boulder is one of only 277 institutions nationwide to be recognized with the Carnegie Classification for community engagement. Of those, 63—or 23%—are comparable R1 public institutions, and 3—or 11%—are Association of American Universities (AAU) peer institutions. It is also the fourth institution in the state of Colorado to receive it.

How do the Carnegie Classifications tie into our institutional priorities?

These elective classifications recognize �鶹��Ѱ��Boulder’s deep commitment to its public purpose of transforming lives in service of a just and sustainable world, tying either directly or indirectly into all four institutional priorities: aligning our resources and infrastructure to our mission, achieving global leadership in sustainability impact, scaling research and creative work excellence, and fostering the success of all students, faculty and staff.

�鶹��Ѱ��Boulder recently announced two new Carnegie Classifications in sustainability and community engagement, with another in the works for leadership for public purpose.

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Immediate priority: AI training and literacy

Looking ahead

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2026–27 budget, enrollment

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How do the Carnegie Classifications tie into our institutional priorities?

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What does it mean for �鶹��Ѱ��Boulder—what are the benefits to faculty, staff and students?

How does �鶹��Ѱ��Boulder compare to other institutions who have achieved the community engagement classification?