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Dear Roadrunners,

ÍøÆØ³Ô¹Ï enters the fiscal 2028 budget cycle from a position of financial strength. We have a structurally balanced budget and, two years ahead of schedule, have built financial reserves to help the University weather unexpected challenges.ÌýÌý

But the environment around us is becoming increasingly complex. Colorado’s state budget constraints, demographic shifts and evolving federal policies will require us to be disciplined about where we invest.Ìý

The next fiscal year will also be a defining one for ÍøÆسԹÏ. Summit House, the Kemper Classroom to Career Hub and the Gina and Frank Day Health Institute Tower will open and transform the student experience. Funded through bonds supported by residence hall revenue and state and philanthropic support, these investments are a powerful expression of the mission and promise that have always defined our University: expanding learning opportunities, connecting education with meaningful careers and serving the workforce needs of our state.Ìý

We have a long history of delivering on that promise, and we’re built to do even more. To accelerate our flywheel, maximize our impact and strengthen our position for future challenges, we must weigh the trade-offs about where to invest. Ìý

As you develop FY28 budget proposals, I am asking you to prioritize five areas:Ìý

Invest in our people: Create capacity to invest in our faculty and staff, including compensation, through efficiencies, shared costs and strategic reallocation of resources. Our ability to attract, retain and support excellent people is fundamental to serving our students.Ìý

Use data to drive student success: New or expanded investments need to demonstrate clear student outcomes and outline how we will measure their impact in the future. Scale what works, and reduce or discontinue efforts that are not producing meaningful results.Ìý

Prepare for our new infrastructure: Ensure our new facilities and student information system have the people, technology and operational support needed to deliver their intended impact. We have made significant investments in what comes next. FY28 is about making them work.Ìý

Prepare our community for an AI-enabled future: Prioritize training, upskilling and tools that prepare students, faculty and staff to use AI effectively and responsibly. Find areas where AI solutions improve administrative tasks and free people to do what humans do best. AI investments should benefit students and remove flywheel friction.ÌýÌý

Market for the moment: Invest in strategies that tell ÍøÆسԹÏ’s story, deliver on our brand promise and advance our enrollment goals. Use data to determine what is working, scale successful approaches and redirect resources from those that are not delivering results.Ìý

The upcoming fiscal year will require us to make deliberate choices about how we invest our resources and where we can work more efficiently. These priorities should guide those decisions, ensuring that we continue to support our people, advance student success and position ÍøÆØ³Ô¹Ï for long-term success.ÌýÌý

Thank you for your continued leadership, commitment to shared governance and dedication to our students and each other.ÌýÌý

Janine Davidson, Ph.D.
President, ÍøÆسԹÏÌý