91¶ÌÊÓƵ Board of Trustees Statement to Faculty Senate
91¶ÌÊÓƵ Board of TrusteesÌý
Statement to Faculty SenateÌý
May 30, 2025Ìý
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On behalf of the 91¶ÌÊÓƵ Board of Trustees, thank you for the opportunity to attend the Faculty Senate meeting today, share our thoughts with you, hear your thoughts, and answer some of your questions.Ìý
As you know, the Board of Trustees has fiduciary responsibility for the long-term success of DU, including the management of the endowment, maintenance of a strong balance sheet, and oversight of the finances of the University, as well as the selection and oversight of the chancellor. We take this responsibility very seriously—and we take it personally.ÌýÌý
We currently comprise 28 volunteer trustees; many are alumni, and all of whom care deeply about DU and are committed to its mission, its ongoing success, and helping this amazing community achieve its full potential. Simply put, we love this institution, as does the chancellor, as do all of you. We may differ on some issues and priorities, but we share the same objective of ensuring DU is a strong, relevant, sustainable, and outstanding University in the midst of a very difficult time in higher education. We understand that there are immense challenges ahead. We also know that the history of this institution has been one of adapting to change and resilience in the face of adversity, and we remain confident that, together, we can successfully move DU forward into the next chapter of its history.Ìý
The board also greatly respects the critical roles that faculty play in driving academic excellence, life-changing research and discovery, broad community impact, and of course in caring for our students and delivering on the promise of a DU education. We recognize this is a difficult time for higher education and a challenging period for you and all who are part of the 91¶ÌÊÓƵ, especially as necessary budget reductions impact people’s work and lives. We acknowledge and respect your passion and commitment to DU, as well as the deep concern, confusion, and even fear that has led to this moment.ÌýÌý
However, we must also reiterate that many assertions and statements presented in the no confidence materials that have been circulated and discussed are highly inaccurate or misleading.ÌýÌýÌý
We understand that some still question the appointment of the chancellor without a search. When we appointed Chancellor Haefner in 2019, we did so with careful consideration in response to a unique set of circumstances. We value the role searches play in identifying the best candidates; however, the unexpected departure of Chancellor Chopp threatened the significant momentum we had achieved in carrying out the DU IMPACT 2025 strategic plan. Jeremy Haefner was integral to bringing that vision to fruition as provost. Engaging in a search would have taken roughly a year, with another year allotted for the new leader to acclimate to our campus community and build their team. We simply did not have that time—nor did we feel we needed it, given the confidence we had in then Provost Haefner, our experience with him, and the fact we knew he believed in the common vision of DU IMPACT 2025. We were confident he was the right person to maintain DU’s momentum and lead us through a critical period.Ìý
Much has been accomplished since then. Under Chancellor Haefner’s leadership the University has achieved several significant milestones, including impressive increases in student retention and graduation rates, earning and retaining status as an R1 research university, achieving record levels of fundraising, and much more. Several strategic initiatives have been launched including the 4D Experience, the James C. Kennedy Mountain Campus, and the National Academy on Free Expression and Pluralism—all of which the Board has been heavily engaged in and fully supports. Recently, we’ve seen data from incoming students who increasingly identify the Four-dimensional Experience as a reason they chose DU, and current students continue to provide high marks regarding their KMC experiences.Ìý Ìý
Because of the progress under Chancellor Haefner’s leadership, DU is well positioned to address both the expected and some previously unforeseen headwinds more broadly facing higher education, and especially private higher education. As a result, DU is experiencing lesser impacts than many of our private peers.ÌýÌýÌý
The Board has supported Chancellor Haefner in continuing to address the University’s challenges through DU Forward, which is engaging a broad swath of the campus community. Several hundred individuals have been involved in the project through surveys, college and unit meetings with the chancellor and provost, as well as proposal processes in all the colleges and schools and another dozen focused discussion groups. That collaborative effort is overseen by a large steering committee that includes deans, faculty, staff, and students. The effort has brought together a wide range of expertise and experiences from across campus, and the ideas generated will benefit DU for years to come.Ìý
These are just a few brief examples of why Chancellor Haefner has earned the full support of the Board of Trustees. At a special board meeting earlier this week, the Board unanimously passed a resolution affirming its full, unwavering, and public confidence in Jeremy Haefner as chancellor, recognizing his integrity, strategic acumen, and dedication to the University’s mission and values.ÌýÌý
Especially at this challenging time, strong and effective leadership is critical. We need strategic, passionate leaders capable and willing to make difficult decisions that best benefit the University, its students, faculty, and staff, and empower the institution to achieve its mission. This is precisely what we’ve seen, and continue to see, from Chancellor Haefner. We remain highly confident he is the exact right leader to usher DU through the challenges we face and guide our University forward.ÌýÌý
We understand that faculty wish to express their concerns, and they are heard, but we all must also recognize the severity of the potential harm to the University that a vote of no confidence can cause. Such a vote can disrupt our campus community, distract us from our primary mission of serving our students, and wreak havoc on our public reputation. At a time when we are already struggling with enrollment challenges given the headwinds facing higher education, this is not a benign influence. We encourage the faculty to consider the big picture of all that is going on in higher education, and the broader impact of the cultural, operational, and financial damage to this institution as result of a vote of no confidence. Ìý
Our world is increasingly polarizing, and it seems particularly so related to higher education right now. If we fight amongst ourselves, it will only do more harm to this institution we all care about. We can stand united, support each other, and work collaboratively to overcome the challenges we face. We believe that, with your cooperation and commitment, we can navigate these challenges successfully and emerge stronger.ÌýÌý
As a Board, we are committed to shared governance, and to even greater transparency and collaboration with you, our faculty leaders, and all in the DU community. As a case in point, the Board is moving to formalize the faculty-trustee liaison committee recently proposed by Faculty Senate Chair Dean Saitta.Ìý Ìý
Thank you for the opportunity to share these thoughts on behalf of the Board of Trustees. We are confident that our community, working together, can and will transcend today’s challenges and secure a strong, vibrant future for the 91¶ÌÊÓƵ.ÌýÌý
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The 91¶ÌÊÓƵ Board of TrusteesÌý