By now, many have likely read or seen the news that we are making significant changes at the University of Denver to better position our institution and our students for the future.  

These decisions have prompted interest and inquiry because people care deeply about DU. That shared investment is one of our greatest strengths and the reason these conversations are so critical. 

The goal of this restructuring, bringing 10 colleges and schools together into seven, is to breakdown barriers between disciplines, create more opportunities for collaboration and further strengthen the student experience. This restructuring builds on long-standing strengths of DU such as our vast expertise in psychology, counseling and behavioral health. And it captures our opportunity to grow our distinctiveness in the convergence of science, engineering and health. Finally, it also enhances the university’s efficiency by creating integrated structures and reducing the number of separate administrative and staffing models. 

The headlines on decisions like ours, and those at dozens of colleges and universities around the country, often refer to slashes and cuts. They signal decline and contraction, but that framing misses a critical truth. These changes are not about abandoning the future of higher education, they are meant to secure it. These challenging times require honesty about where demand is growing, where it is declining, and how we align our academic strengths with the needs of current and future students. And these decisions are not unique to DU. 

Smaller incoming classes of students, shifting student interests and changes in state and federal funding have created significant challenges for colleges and universities around the country. Since 2024, more than 297 higher education institutions across 47 states have announced cuts, layoffs or closures. Because these deficits are the result of a vastly shifting marketplace, resulting in structural shortfalls, they can’t be adequately addressed by additional fundraising or small changes in campus programming. Institutions, like ours, must and should evolve.  

For us, this process began nearly a year ago by listening to what our students and professors really wanted from the university. They recognized that preserving existing structures is not the same thing as protecting academic excellence; at times, these two goals can be at odds. They emphasized the importance of world-class professors who care deeply about teaching and their students, interdisciplinary learning, research collaboration and preparing graduates for a rapidly changing world. Through these conversations, it became clear that legacy structures created unnecessary silos between disciplines that need to work together. 

We believe these changes will drive excellence, innovation and distinctiveness at DU. Researchers can collaborate not only on their work, but on how they design their curriculum. Students can benefit from broader academic pathways and more opportunities to engage in interdisciplinary work, helping them enter rewarding careers and lead lives of purpose. 

We want to make clear that restructuring will have no effect on any student completing their current degree, and that DU remains fully committed to student success. Our graduates earn an average starting salary that is $18,000 higher than that of graduates of comparable four-year institutions. Maintaining and expanding that value requires us to make thoughtful decisions about where we invest our resources. 

As the oldest institution of higher learning in our great state, we have spent over 150 years evolving. The changes have always emphasized student success, academic excellence and access to top-tier professors. The changes today set us up to continue that legacy. 

These decisions have real consequences for members of our community, and we do not take them lightly. We recognize the contributions of colleagues whose work has helped shape this institution. At the same time, our responsibility is to ensure that DU remains strong for future generations.  

The public has rightly challenged higher education to become more affordable, responsive, innovative and connected to society’s evolving needs. Universities have heard that message clearly. Now comes the harder part, supporting institutions as they undertake the difficult work of implementing meaningful change. 

Jeremy Haefner is the 19th chancellor at the University of Denver. Elizabeth G. Loboa is executive vice chancellor and provost at the University of Denver