Employee Town Halls

This Year's Budget & Meeting the Enrollment Gap

The University of Denver is taking strides to become a more efficient and effective institution positioned to provide an excellent education to its students for decades to come.

At the same time, we must act now to address the most pressing and immediate challenges.

On Oct. 29, 2024, DU leaders presented on this fiscal year’s budget gap—largely a result of declining enrollment mirroring trends seen at peer institutions across the nation. From the national context and the DU-specific data driving decisions to cost-reduction strategies and more, this town hall provided DU employees the opportunity to hear directly from leadership and ask questions.

Couldn’t Make the Live Event? Watch the Recording Now.

Budget Town Hall FAQ 

Thank you for your interest in the University of Denver’s Budget Town Hall, held on Tuesday, Oct. 29 with panelists Chancellor Jeremy Haefner, Provost Mary Clark, CFO Mark DeLorenzo and COO Julia Richman. The panel was moderated by Faculty Senate president Dean Saitta and Staff Senate president Detric Robinson.

This FAQ addresses many additional questions submitted by our community. With more than 100 questions and 600 participants, we’ve carefully reviewed each submission, consolidating some questions for access and clarity.   

Will the University of Denver have layoffs?

As addressed during the Town Hall, yes, the University is undergoing a relatively small number of layoffs, and the notifications regarding these layoffs were communicated late last week through the affected divisions/academic units. Chancellor Haefner shared in the town hall that the University does not anticipate additional layoffs for the 2024-25 budget cycle.

The majority of position eliminations at DU are currently vacant. That said, every loss is deeply felt. Severance will be offered to those whose positions are being eliminated during this budget cycle and Human Resources and Inclusive Community (HRIC) partners will help those individuals apply for other vacancies within the University.

The following staff adjustments have taken place and affected staff were notified late last week:

• Three staff positions in CAHSS have been eliminated.
• Five additional staff positions across the university (the chancellor’s office, University College, and the Josef Korbel School of International Studies) were also eliminated.
• Fifteen administrative staff positions in CAHSS will be replaced with higher-paid roles, and all affected staff have been encouraged to apply for these new opportunities.

All staff in the eliminated positions are receiving support from our Human Resources and Inclusive Community (HRIC) team and are encouraged to explore other vacancies within the university. One such individual has already secured a new position, and those who do not transition into new roles will be eligible for severance.

This is a challenging time for all of us. Our primary focus stays on continuing to support faculty, staff and students. 

Thank you for navigating these changes together and helping to share accurate information.

What will the timing/notification process be for layoffs?

Individuals impacted by position eliminations have already been notified by the affected divisions/academic units in collaboration with HRIC.  

Will DU offer early retirement (tenure relinquishment) incentives to faculty as they did this past year?

Through our work with Operational Excellence, a part of DU Forward, all options are being explored. However, with the timing of last year's voluntary tenure relinquishment incentive program, it is unlikely.

Will employees still receive merit and/or cost-of-living adjustments?

We recognize the importance of competitive salaries in attracting and retaining top talent across the institution. As highlighted by the Chancellor and CFO Mark DeLorenzo, retaining merit and working to ensure competitive salaries at all levels are among DU’s top priorities.

Are we cutting or planning to cut funding for DEI?

The question about DEI concerns is understandable given the national landscape and the recent steps some states have taken to limit DEI initiatives. At the University of Denver, the values of and commitment to diversity, equity, and inclusion remain strong. DU is firmly committed to DEI because it is essential for society, our students, faculty, and staff, and critical to the University’s future. DU strives to create a welcoming, inclusive, and supportive environment—a sense of belonging that’s integral to each campus member’s and our collective long-term success.

DEI is not alone in our examination of efficiency; no specific unit is. This means that DEI, in addition to other academic and non-academic units, will experience some reductions. In academics, for example, revenue shortfalls have driven the need for budget adjustments.

As discussed during the presentation, we have received ideas through the OpEx process that provide interesting opportunities to evaluate how we improve DEI at DU to better serve our community. A working group will be focused on evaluating these ideas and will provide recommendations on any that should move forward in the process. Thank you to the members of our DU community who will serve on this important working group to engage and help shape a truly inclusive environment.

Will leadership take pay cuts? How will they communicate pay cuts within the Chancellor's Office? How does DU provide transparent information about executive salaries?

The University of Denver is committed to maintaining and growing competitiveness as a key strategy for success. This includes prioritizing competitive compensation at all levels to attract and retain the best talent. The University does not plan to reduce the salaries of any DU employees. Rather, across the University, DU aims to proactively address compensation needs at all levels, particularly given Colorado’s cost of living. DU’s approach involves setting aside needed funds to build a merit pool for next fiscal year, with a clear commitment to enhancing compensation to stay competitive with peer institutions statewide.

Regarding compensation data, as a non-profit, DU files annual IRS forms that include executive leadership and board compensation details. This information is publicly available and can be requested through the Controller's Office. Consistent with Colorado's Equal Pay for Equal Work Act the University of Denver posts relevant salary ranges for every position at all levels that we are working to fill. Consistent with Colorado's Equal Pay for Equal Work Act the University of Denver posts relevant salary ranges for every position at all levels that we are working to fill.  

Are there any plans to analyze the current structure of upper administration roles within the chancellor's cabinet?

In the last several years, leadership has taken a careful look at the structure of upper administration roles within the chancellor’s cabinet. 

For comparison, in 2016, there were 15 cabinet members. Today, 16 members serve on the chancellor’s cabinet, all of whom have essential roles that govern all of the University’s programs and departments. Throughout this time, however, to meet the evolving needs of the University, there have been a number of role adjustments and title changes for cabinet members.

The University is currently piloting combining three roles into one; Stu Halsall is serving as Interim VC for SAIE and AVC for KMC, and we added recreation under the KMC position in 2022. We also combined the Office of Enterprise Risk Management with Internal Audit to reduce one senior leadership role.

We plan to further explore additional administrative consolidation/effectiveness through the upcoming operational excellence work.
  
Here is the current list of Cabinet positions: 

1. Chancellor
2. Provost
3. SVC for Advancement
4. SVC for Business & Financial Affairs
5. VC for DEI
6. VC for Enrollment
7. AVC for Government Relations & Community Affairs (this position is an AVC and reports to the SVC for University Relations; however, due to the nature of the work it is helpful for this role also to attend Cabinet meetings)
8. VC for HRIC
9. VC for IT
10. AVC for Kennedy Mountain Campus (this salary is fully funded by philanthropy)
11. SVC for Operations & Strategy Implementation (COO)
12. Chief of Staff
13. VC for Student Affairs
14. Senior Vice Provost for University Budget, Planning & Administration (this role has existed in the Provost’s office since before 2016; however, this role was changed to Vice Provost in 2019 and Senior Vice Provost in 2022, when the role began attending cabinet meetings.)
15. SVC for University Counsel
16. SVC for University Relations (new integration of Marketing & Communications, and Government Relations & Community Affairs)

Will policies be adjusted to address budget concerns?

We regularly update university policies to help facilitate the alignment of business operations with best practices and policies, and we will update our policies as part of our ongoing financial management. Additionally, our OpEx program will have a policy-focused working group that will take a look at ideas submitted.

The new budget model being developed for FY26 at the University of Denver is designed to provide unit and business leaders with greater autonomy and authority in managing their units or schools – while also allowing the University to remain nimble to the changing tides of higher education. This approach empowers leaders to reduce costs and explore creative ways to drive revenue while staying true to what makes the University of Denver great. Our goal is to foster more collaboration and shared responsibility across leadership.

If you have specific questions about current spending policies, please speak with your manager or supervisor. Managers and supervisors, please use your business officer as a trusted resource in financial matters.

How will reductions impact specific initiatives and projects such as the Kennedy Mountain Campus or the 4D Experience?

The Kennedy Mountain Campus (KMC) and the Four-Dimensional Experience (4D) play essential roles in enhancing the student experience at the University of Denver. KMC’s budget, including salaries for staff, is 100% donor-funded. It is also supported by the revenue generated from outside entities making good use of KMC during the times when students are not using the campus. Programs such as First Ascent, which brings every first-year student to KMC for an immersive experience, have had a transformative impact on student bonding and personal growth. Surveys show that over 90% of participating students report positive outcomes of attending First Ascent, including new friendships and a strong sense of community—high-impact factors shown to support retention. In addition, KMC is an asset that we're still learning how to leverage. As KMC’s use expands, more students, faculty and staff will increasingly benefit from this resource, particularly during the winter and spring terms.

Alongside other offices in Student Affairs & Inclusive Excellence, 4D has also undergone multiple budget cuts. The 4D Experience, a strategic initiative aimed at delivering a holistic education, is a key to DU’s retention and recruitment efforts as well as central to DU’s values. It includes signature programs like mentorship, study abroad, undergraduate research, internships, and First Ascent. This past year, more than 6,200 students participated in 4D Signature Experiences, and the program is increasingly becoming a key factor influencing students’ decision to attend DU, according to recent data collected by Undergraduate Admissions. The addition of peer mentors to the 4D structure enhances student support, providing guidance from those who understand the campus experience, which helps make the university more accessible and equitable for all students—particularly for first-generation students and those with cultural or language barriers.

Though some budget adjustments have affected these programs, they remain strategic differentiators that are critical to DU’s mission.

How do DU Forward and Operational Excellence tie in?

As we near the end of Impact 2025, DU’s 10-year strategic plan, Chancellor Haefner and university leadership have been leading efforts to develop DU Forward, the University’s strategic roadmap for the years ahead. For several months, university leaders met with shared governance partners and campus constituents to inform DU Forward. The final plan is expected to be formally launched in 2025. Ensuring DU’s Operational Excellence will be a key goal of DU Forward.

Planning for DU Forward – including an effort to solicit ideas from campus for improving operational excellence – was well underway when it became clear the university needed to make immediate financial adjustments in the current fiscal year primarily due to lower-than-expected enrollments. The immediate need was to prioritize necessary budget adjustments for this fiscal year as we continued to solicit ideas for Operational Excellence measures.

As highlighted in some of the questions and answers above, working groups are being set up to address several key areas of Operational Excellence based on the more than 550 ideas and suggestions that have already been received from the campus community. Expect to hear much more about DU Forward plan in 2025.

How will DU address overworked staff or increased workload caused by position reduction?

The hiring slowdown and position review process have allowed DU to make significant progress toward closing the FY 25 budget gap; however, we recognize that it also poses some challenges for units.

The University and its leadership recognize that unfilled positions have an impact on others. All difficult but necessary decisions about eliminated positions are being made in partnership with unit and budget leaders who have the most accurate and first-hand understanding of workload, redundancy and capacity within their teams. Leaving positions unfilled is also difficult. We encourage managers and supervisors to carefully evaluate work priorities in light of fewer University resources available. In addition, the OpEx working groups will evaluate submitted ideas to make jobs more strategic in workload. 

If you have workload concerns, please address them with your supervisor or your HRIC partner. 

I’ve heard about plans for new buildings, new academic programs or other big changes. What’s next for DU and where can I find out more?

Currently, across campus, DU is focused on addressing this year's budget gap through short-term reductions we discussed during the town hall. That said, the institution is being thoughtful and strategic about how to ensure our future—and our ability to provide an exceptional DU education to students—for decades to come. This includes increasing demand, serving society through research, fostering impactful partnerships in Denver and beyond, and more.

As part of our long-term planning, there are many conversations, ideas and pathways being explored, from those outlined in our The Denver Difference advancement campaign, innovative ways to pursue a valuable degree, new or reimagined academic programs, (particularly in STEM, Health, and the intersections of STEM and Health), and others.  Faculty will, of course, be central to planning and developing these programs.

Future town halls will dive deeply into this work and the community can expect working groups, further discussions, and more engagement opportunities throughout this academic year and beyond.

Why are there enrollment challenges specific to the University of Denver when flagship public universities seem to be thriving?

The University of Denver, along with many peers across the nation, is navigating unique challenges tied to its position as a private institution. Many students today seem to be seeking a “big school” experience, and public flagship universities across the nation, including in Colorado, are experiencing record enrollments. This trend highlights the importance of DU’s focus on increasing differentiation and demand.

Additional challenges include the perceived cost of private education, challenges with federal changes to FAFSA, and broader cultural and climate issues. Moreover, more students are choosing to stay closer to home. DU is committed to addressing these dynamics strategically to enhance appeal and value for prospective students.

Why weren’t these problems anticipated?

The challenges the University of Denver faces today stem from a mix of anticipated and unforeseen forces. Some, like the enrollment cliff and the need to increase competitiveness and demand, were anticipated and are being addressed through initiatives such as IMPACT 2025, Denver Advantage, and the 4D Experience. Other factors, such as shifting social and political sentiment and rising skepticism about the value of a degree, were anticipated but had a more profound and rapid impact than expected.

Additionally, there are influences no one could have predicted, including the lasting effects of the pandemic, changes in graduate enrollment, and evolving factors like the FAFSA rollout process. In response, DU is proactively planning for the future and preparing for what is likely to be a challenging few years ahead. Though manageable, this period will require concerted efforts from everyone to refine processes and reduce spending.

The University’s current efforts are aimed at taking substantial steps now to avoid more wide-sweeping measures in the coming years, ensuring a sustainable path forward.

Are budget issues being passed onto students through tuition increase?

Keeping costs accessible and minimizing financial burdens on students remain top priorities for the University of Denver. Currently, tuition increases have been kept below the inflation rate and, as shown in the town hall, raising tuition has not been identified as a strategy for addressing the budget gap this fiscal year. While tuition has increased modestly, DU's revenue is still going down due to increased non-funded financial aid, discount rates, and increased costs of goods and services.

If you have a question that was not answered in this FAQ, please submit your question to us here. We will continue to update this list as more questions come in.