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CU to substantially ramp up online education efforts

CU is taking steps to bolster its online presence and offerings as the months-long project to evaluate capabilities and gauge opportunities transitions from assessment to implementation.

A team of faculty, staff and administrators worked with vendor EY-Parthenon throughout the academic year to look at CU’s current offerings and compare against market demand and opportunity. It found that market demand is significant and diverse (by discipline, degree level and cost), and that CU’s offerings align with that demand. Yet it also found that despite “pockets of excellence,” on the whole, CU lags national market leaders in offerings and capabilities.

While stressing that CU has significant strengths in selected online programs, CU President Mark Kennedy said what the university and all of higher education have experienced with the hasty move to remote teaching caused by COVID-19 highlights the need for robust online capabilities.

“We have had some success and are increasingly moving this direction, but the crisis lends a sense of urgency to our efforts,” Kennedy said. “I recognize that moving quickly comes with its own challenges, and that there are questions we need to answer and things we need to figure out and other things we will learn as we go, but I have every confidence that we will succeed.

“Perhaps most important, we have great faculty delivering stellar online programs, and their knowledge and ongoing involvement will be crucial to success.”

He told the Board of Regents that CU will approach implementation in two separate and distinct efforts – offering supplemental marketing and enrollment management support to about a dozen current online programs (with each campus contributing programs) in fall 2020. Concurrently, an “Online Accelerator Committee” will be established to frame the foundation for a sustainable online effort that aligns with CU’s mission and which will have a significant rollout in fall 2021.

To facilitate both, the Office of Digital Education (ODE) will expand its charter from the Denver and Anschutz campuses to become a system resource (reporting to the president’s office) for all four campuses. According to EY-Parthenon, ODE has provided “best in class services,” ranging from enrollment marketing and recruiting to student success and instructional design for online programs.

Kennedy had originally intended a search for a leader of CU’s coordinated online effort, but given looming budget constraints, he appointed internal co-leads for the project. ODE’s Scot Chadwick will serve as interim associate vice president for online learning and Dr. Sheana Bull will serve as interim senior faculty fellow for online learning.

Kennedy and the chancellors agreed on the direction, taking into account some key guiding principles that emerged from the EY-Parthenon recommendations. One is that CU collectively is committed to investing in and growing online offerings representative of the CU brand. Another is that systemwide coordination is necessary to bring the best of what CU offers to market in a high-quality way. A third guiding principle notes that sharing online learning services and operations will best enable growth in a cost-efficient way.

The fall 2020 effort will involve at least three programs from each campus, and some will draw on cross-campus collaboration. Kennedy will put additional enrollment marketing funding behind the programs that have been chosen to participate. Part of the aim of the fall effort is not only to jump-start the online effort, but also to learn about how to expand ODE to work at scale across four campuses rather than two.

Concurrently, the president is funding a larger branding and marketing effort to support fall 2021 programming, which will be the official launch of the coordinated online effort. The larger marketing effort will be managed by a team of system and campus marketing professionals.

The initial program portfolio for fall 2021, and ongoing process for program expansion, will be determined through the work of the CU Online Accelerator Committee. It will have seven working groups: Academic, Online Services, Finance, Campus Engagement, Marketing/Communication and Information Technology. The broader committee will consider recommendations from the working groups for detailed academic support, operating and financial model, as well as a plan for the fall 2021 launch, which will include recommendations on which programs to invite. Programs offered in fall of 2020 will be eligible, as will additional programs on each campus.

The working groups will include representatives from each campus and, where appropriate, system administration.

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Faculty Council extends workload into summer, skips elections

Faculty Council leaders will continue in their current roles for longer than may have been expected.

During the April 23 meeting of the Faculty Senate, held via Zoom, the senate dispensed with the election of officers to serve in the coming academic year after members passed a motion allowing the current chair, vice chair and secretary of Faculty Council, as well as committee chairs and members, to remain in their current roles. Ordinarily, elections would have been held at the April meeting.

The motion acknowledges the impact of COVID-19 on teaching, research and governance, and stresses a need for continuity and institutional knowledge at a time when face-to-face meetings aren’t possible.

Chair Joanne Addison also announced that Faculty Council won’t take the usual break from meeting this summer. The council’s executive committee and chairs from standing council committees will continue working at a time when decisions about the state and CU budgets will be in process.

The council’s next regularly scheduled meeting is May 14, when further detail about state revenue is expected to inform decisions that have been delayed because of disruption from the coronavirus.

As is customary at the April meeting of Faculty Senate, the university president appeared to discuss the state of the system. President Mark Kennedy highlighted the university’s response to the pandemic and focused on budget questions that he also had reviewed with the Board of Regents earlier in April.

“We know how much of a burden it’s put on you,” Kennedy said of the mid-semester shift to remote teaching and learning. “We know what great work you’re doing and we are appreciative of it.”

Last week’s meeting also included an update on the strategic planning process, which also has been slowed by the pandemic. Lists of action steps originally were due from committees last Friday, but that deadline has been extended to a date to be announced. Review and tentative approval of the completed plan, originally set for July, has been moved to September.

Progress continues on the university’s online initiative, now being led by Sheana Bull, interim senior faculty fellow, and Scot Chadwick, interim AVP of online. The Online Acceleration Committee, being supported by consultants EY-Parthenon, has established working groups that will make recommendations in five areas: academic, online services, finance, campus engagement and IT. Online programs launching in fall 2020 will receive additional marketing support from the president’s office, which also will undertake a longer-term branding and marketing effort for the online initiative aimed at a fall 2021 launch.

Also ramping up across the system is a diversity campaign, requested by the Board of Regents to stress a message of respect among members of the CU community, and to celebrate successes in diversity of all forms – while aiming to make continued strides.

“What the regents have said to us is, we want to make sure diversity remains front and center, top of mind at the university,” said Ken McConnellogue, vice president of communication, who appeared with representatives of Denver firm Essencialize, which has been engaged to create campaign material. “We want to celebrate CU’s commitment to diversity.”

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CU leaders consider range of revenue disruptions

CU leaders are in the midst of much careful planning, but many unknowns remain.

President Kennedy addresses the Board of Regents during Wednesday’s Zoom meeting.

That was the message of President Mark Kennedy during the public portion of Wednesday’s Board of Regents meeting, held virtually via Zoom and livestreamed. A link to a recording of the meeting will be posted here.

Todd Saliman, vice president of budget and finance and chief financial officer, gave a presentation that provided a timeline of budget actions that the state and CU will be taking in the coming months. CU leaders are considering scenarios with varying degrees of budget impacts, all of them severe.

Gaps between revenue and operating expenses will be significant.

“Obviously we’re in for some revenue disruptions,” Saliman said. “The question is how deep those disruptions will be.”

Three scenarios leaders are considering anticipate revenue drops of 5%, 10% or 20%.

CU has joined with higher education institutions across the state to articulate the broad impact of the COVID-19 pandemic and the accompanying economic downturn. Even after accounting for relief funding from the federal CARES Act, universities and colleges in the state have seen estimated additional expenses and losses of $274.1 million in the current fiscal year; CU’s share of that is $185.7 million.

Statewide, total revenue losses – not including potential state budget cuts – next year could range anywhere from $374 million to $2.15 billion; for CU, that could mean a range of $227 million to $1.1 billion in lost revenue.

The alarming figures continue when considering potential gaps between operations budgets and revenue combined with changes in state funding. Even if state funding remains flat in the coming year, CU could see a gap of $115 million to $360 million. A worst case, which assumes the maximum allowed cut in state funding, 16.9%, could mean gaps for CU of $157 million to $402 million.

As far as budget-balancing options, Saliman said, “the number of tools in our toolbox are limited.” The list includes:

  • Reduce or eliminate planned compensation increases
  • Reduce controlled maintenance
  • Reduce travel
  • Improve space utilization
  • Targeted operating cuts
  • Compensation or workforce reductions
  • Program elimination or consolidation
  • Reduced institutional aid
  • Reduced student services

Beginning Friday, CU leaders will be refining budget assumptions for the campuses, in anticipation of a May 19 Board of Regents vote on tuition, fees and compensation for the 2020-21 fiscal year.

The state’s Joint Budget Committee will convene Monday to begin the public portion of its budget-balancing conversation. Mid-May will see the release of updated revenue forecasts for the state, as well as the introduction of the budget in the Legislature. The governor will approve the budget at the end of May.

Throughout May and early June, the campuses and system administration will develop the 2020-21 budget, with the regents expected to consider it for approval on June 18.

Board of Regents Chair Glen Gallegos

“There’s no getting back to normal,” Board of Regents Chair Glen Gallegos said. “I think we’re going to be deciding on what the new normal is.”

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Experts: Our mental strength depends on us all reaching out to each other

Colorado is no stranger to disaster, with its devastating floods and record mass shootings. But living through the COVID-19 pandemic, an invisible threat with no known end in sight, creates a whole new set of challenges – especially when you can’t hug your neighbors.

A social distancing mandate – as people lose their jobs, their savings, their graduation dreams or, worse, their loved ones – adds a new element to a crisis that experts predict will result in a major mental health fallout. Researchers on the University of Colorado Anschutz Medical Campus have launched two international surveys this month in hopes of building better responses to these unprecedented stressors for the future.

For now, the experts say, staying socially connected in any way possible remains the most important thing people can do to emerge from this COVID-19 crisis mentally strong.

Two CU Anschutz research teams are circulating surveys to better understand the psychological fallout of the current pandemic and inform effective responses for the future. They ask community members to take the surveys and share with their own networks.

Population Mental Health and Wellbeing Program, Colorado School of Public Health Survey

High Plains Research Network, Department of Family Medicine Survey

Chronic nature creates snowball effect

“The long-term nature of this crisis is really what sets it apart from others,” said Jennifer Jewell, MSPH, program manager of the Population Mental Health and Wellbeing Program in the Colorado School of Public Health, which recently launched a longitudinal study that will chart changes in psychological wellbeing throughout the pandemic.

“We are used to traumatic events that last a day or a few days and then things start to get back to whatever normal was before,” Jewell said. This time, as Gov. Jared Polis reiterated this week, that’s not going to happen any time soon, if ever.


Jennifer Jewell

The chronic fear and isolation and the repercussions of the social distancing order (working at home, teaching at home, being at home alone) have prompted many of the record-number of calls to overburdened mental health care workers, who are dealing with dynamics they have never seen before.

Isolation goes against human nature, the governor acknowledged. “It’s a horrific thing,” Polis said, as he told Coloradans this week to expect stay-at-home rules to remain for some time.

CU Anschutz researchers targeting critical need

“I think that we are going to see front-line workers that come out of this event with higher than normal trauma-related mental health struggles,” Jewell said of the caregivers whose potential exposure to the virus may intensify their need for isolation from friends and family. Anxiety and depression are expected to rise in the homebound general population, she said.

“We are hoping to get a better grasp on the severity of those changes so that we are able to inform population-level intervention efforts,” Jewell said of her team’s survey, similar to one launched this month by Tamara Oser, MD, associate professor and director of the High Plains Research Network in the Department of Family Medicine.

“I think the psycho-social impact is much more extreme than people realize,” Oser said. “We already have problems in this country with poor mental health, opioid abuse disorder and suicide. I think it’s crucial, particularly for the research community, to assess the additional effect of social distancing related to COVID-19 so we can start designing interventions and be prepared as a healthcare community.”

The time for social support is now


Tamara Oser

While the survey data should help transform large-scale disaster response for the mental health profession, the end goal remains a long way off. “For now, I think it’s important that we stay connected with our friends and family through calls, texts, video chats, social media – anyway that we can so that we all feel less alone,” Jewell said.

The research is clear that social isolation and loneliness can negatively affect mental health, said Courtney Welton-Mitchell, PhD, a clinical assistant professor in the Colorado School of Public Health who specializes in public health preparedness and disaster response. People who are faring better are those who realize “social” distancing really means “physical” distancing and are staying connected, she said.

“When people are feeling fearful and anxious, they are in even greater need of social support,” Welton-Mitchell said. “Social support is actually a powerful predictor of positive mental outcomes. One of the most important things we can do to mitigate those feelings is to reach out and connect with others.”

Keep talking, dancing, sewing and howling

The effects of social distancing are not all bad, Welton-Mitchell said, adding that some people have grown their social networks through virtual and other means during the pandemic. Whether it’s online book clubs, dance lessons, exercise classes or gaming groups: “You’d be hard-pressed to not find an online activity to fill an interest,” she said.

Active online activities, with engaged interaction, far outweigh passive social media use, such as scrolling through Facebook to pass the time, she said. “There is some research that has suggested that being a passive observer on social media, looking through Facebook and seeing other people’s curated versions of their lives, can actually make people feel more isolated and more alone,” she said.


Courtney Welton-Mitchell

Welton-Mitchell suggests finding innovative ways to connect while maintaining physical distancing and remembering that “old-fashioned” means of communication work, too. “My daughter is 9, and she has been spending more time on the phone talking to my mother who lives in Florida over the past three weeks than we would typically talk to her in almost a year.”

Facing a universal crisis also breeds feelings of togetherness, a good form of mental health medicine, she said. “In some ways, this form of solidarity and experiencing something together can facilitate greater empathy and connection and social support,” Welton-Mitchell said (e.g. howling with the world every night at 8 p.m. or sewing masks for friends and healthcare providers.)

The best medicine: Take care of each other

As people remember everyone is in this together, they should also make sure to watch out for their at-risk neighbors, said Welton-Mitchell. Most notably, she said: people with preexisting mental health issues, those who may have had little social connection to begin with, those who lack online access, and those who are uncomfortable with the use of technology.

“As people become increasingly anxious or depressed, it is not uncommon for some people to isolate further, withdrawing from others.” For those people, friends or family members who become a little more assertive in having them join virtual meetups and activities can halt a downward spiral, she said.

“There’s a lot of loss and grief going on, and not just related to personal losses of loved ones from COVID-19,” Welton-Mitchell said. Jobs, wedding plans, graduation dreams, and even people’s sense of identity are being stripped away, she said. “There are layers and layers of loss that people are potentially experiencing right now, and some of that loss may be hard to put into words.”

Those with preexisting mental health issues, including depression or post-traumatic stress disorder, should reach out to providers to help monitor their symptoms, Welton-Mitchell said. And anyone should reach out to telehealth providers or hotlines if they are feeling so overwhelmed by current events that they are unable to get out of bed in the morning, she said.

“Most importantly, deepen those connections and even grow those social networks,” she said. “That is going to have the greatest positive impact on our mental health and wellbeing.”



Preliminary data from the Population Mental Health and Wellbeing Program Survey

Of about 800 respondents so far:

  • 70% report they are “highly stressed.”
  • 25% report a “high level” of depressive symptoms
  • 27% report a “high level” of anxiety symptoms
  • When asked how they were coping with the stress, Coloradans answered “exercise” more than any other state so far.

Preliminary data from the High Plains Research Network, Department of Family Medicine Survey

Of about 3,000 respondents so far representing all 50 states, Puerto Rico, Washington D.C., and 65 countries:

  • 13.6% reported “excellent” mental health prior to COVID-19 compared to 6.2% during COVID-19.
  • 36.2% reported “very good” mental health prior to COVID-19 compared to 17.8% during COVID-19.
  • 14.2% reported “fair” mental health prior to COVID-19 compared to 32.3% during COVID-19.
  • 4% reported “poor” mental health prior to COVID-19 compared to 12% during COVID-19.
  • 61 % respondents self-report using social media “somewhat more” or “much more” compared to before COVID-19.

Ask for help

  • No matter what type of support you need through this pandemic, the CU Anschutz Department of Psychiatry Covid-19 Support page has it.

    Other campus resources:

  • The Student and Resident Mental Health team is here for students, residents and fellows. Call 303-724-4716 or email
  • Faculty, clinicians, PRAs and staff can all call the Well-Being Support Line at 303-724-2500 for guidance and resources.
  • The School of Medicine Resiliency and Wellness Council has a website focused on wellness resources with COVID-19 information for clinicians and students.
  • The Helen and Arthur E. Johnson Depression Center is holding Tuesday and Thursday evening Zoom sessions on topics such as hope and happiness, and parenting in the time of COVID. Learn more and register online.
  • The Anschutz Health and Wellness Center has created a new website full of resources, including at-home workouts, mindfulness reminders, fitness tips, recipes and more.
  • The Population Mental Health and Wellbeing Program in ColoradoSPH offers a variety of resources on its website.
  • The Center for Health, Work & Environment and its Health Links program have been hosting weekly webinars related to self-care and mental health (check out the “Health Links Town Halls series”).

    Off-campus resources:

  • Healthier Colorado provides mental health, food assistance, utility support, childcare information and more. Call 720-515-3206.
  • Mental Health Colorado offers free COVID-19 resources and links to mental health, substance use, grief, trauma and depression help. Call 720-208-2220.
  • Colorado Crisis Services provides free confidential, professional mental health support by talk, text or chat 24/7. Call 844-493-8255 or text “TALK” to 38255.
  • National Suicide Prevention Lifeline offers 24/7, free and confidential support for people in distress, and crisis resources for you or your loved ones. Call 800-273-8255.

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Open Enrollment: Wake up on the right side of the bed with Sleepio

This Open Enrollment, the University of Colorado is introducing Sleepio, a wellness program dedicated to developing healthier sleep habits and improving mental wellness. Beginning July 1, CU Health Plan members, spouses and dependents can participate in Sleepio at no additional cost.

Whether you struggle with catching Z’s or you sleep like a baby, Sleepio has the tools to help you better understand your current sleep patterns and their effect on your mental health.

How do I know if Sleepio is right for me?

When you reflect on your current sleep patterns, do they leave you feeling well-rested or sleep-deprived? How often do you sleep through the night without waking up? How many hours of sleep do you typically get? Do you feel your mental or emotional wellness could improve, if only you weren’t tired? If any of these questions resonate with you, Sleepio could be a great resource to get some answers.

How does Sleepio work?

Sleepio works by providing participants with the level of help they need, when they need it, using a three-step approach composed of the Sleep Test, Lite Sleep Help and the Sleepio program.

The first step is to evaluate your current ‘Sleep Score’ using Sleepio’s Sleep Test. The Sleep Test is a brief, clinically validated online assessment of overall sleep health. The test asks questions related to your sleep routine and your goals for better sleep. Many test questions allow you to select multiple answers as they apply to you.

At the end of your sleep test, you’ll receive an evaluation of potential sleep issues and a tip to get started on improving sleep right away.


Once you have your sleep score, browse Sleepio’s personalized Lite Sleep Help guides designed to improve your sleep routine. These guides are accessible through your online Sleepio account or you can choose to have them delivered straight to your inbox. The Lite Sleep Help topics include, but are not limited to, sleep basics, overcoming jetlag, improving sleep during pregnancy, wearable sleep trackers and sleep for shift-work employees.

The third resource in Sleepio’s approach to sleep improvement is the scientifically proven Sleepio program, which includes a self-help tool featuring information on cognitive and behavioral techniques for better sleep.

There are many ways you can use the Sleepio program tools, including:

Manually track your sleep or link your account with a wearable activity tracker
View progress on your goals over time
Search the resource library for specific questions and topics
Connect with other Sleepio peers and program graduates


How do I know Sleepio really works?

Sleepio is a fully automated, highly personalized and stigma-free way to improve sleep and mental health. It is available to over 2 million employees.

Sleepio is backed by 40 peer-reviewed papers, including 10 randomized controlled trials. The program is recommended as a first-line solution by the American College of Physicians.

Plus, you’ll have your very own virtual sleep expert, The Prof, and his dog, Pavlov, cheering you on the whole way through this fun and engaging wellness program.


Sleepio will be available at no additional cost to CU Health Plan members, spouses and their dependents on July 1. CU employees will receive additional information about this wellness program and its benefits as the July launch gets closer, so stay tuned.

For questions about the Sleepio program, reach out to the CU Health Plan team at and be sure to visit for a comprehensive list of wellness programs available to eligible CU Health Plan members.

More Open Enrollment details

Open Enrollment is your annual opportunity to keep, waive or enroll in the University of Colorado’s medical, dental, vision, flexible spending accounts, life and disability insurance. Use this period to examine your current health and wellness options, then adjust your benefits accordingly by 5 p.m. May 8.

Changes to health benefits for the 2020-21 plan year were made with member satisfaction, process improvement and efficiency in mind. If you would like to keep the same benefit plans, no action is required and you will be automatically re-enrolled. There’s one exception: If you have a Health Care Flexible Spending Account and a Dependent Care Flexible Spending Account, you must re-enroll.

For more information, check out what’s changing for the 2020-21 plan year.

Questions about your benefits? CU’s benefits counselors are here to help

As always, CU Employee Services benefits counselors are available to answer questions and to direct you to resources to inform your health care decisions. Benefits office hours are 8 a.m.-5 p.m. Monday through Friday. Please don’t hesitate to reach out.

Visit the Open Enrollment website

  • Email
  • Contact a benefits professional at 303-860-4200, option 3. Para Español, escoja 4.

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CU Faculty Voices: CU system libraries support open access

Editor’s note: This is one in a series of commentaries by CU faculty, presented by the Faculty Council Communications Committee and CU Connections. Learn more here and submit your own column pitch.

CU Faculty Voices: Deliberately focusing on authenticity

By Danielle Ostendorf, Melissa Cantrell, Jane Thompson, Rhonda Glazier, Susan Vandagriff, Kelly McCusker, Sommer Browning and Katy DiVittorio

CU Faculty Voices: CU system libraries support open access

The University of Colorado Libraries at Anschutz, Boulder, Colorado Springs and Denver were excited to see the CU Faculty Voices article by Christopher Bell about knowledge democracy and scholarly publishing. Advocating for, publishing in, and supporting open-access knowledge is at the forefront of libraries’ work.

As academic librarians, we promote open access (OA) – the free and immediate availability of scholarly literature – in order to provide for a more equitable and sustainable distribution of research and data. Having faculty voice their opinions and experiences with scholarly publishing is an important step in reshaping the enterprise of scholarly journal publishing.

Dr. Bell makes many vital points about the role faculty play in the “for-profit academic journal system.” Among them, he cites their crucial role in drafting policies and framing criteria for reappointment and tenure, which form the bedrock of their scholarly incentives.

Dr. Bell also writes about the importance of “knowledge democracy” and how for-profit publishers take advantage of this concept. Academic libraries support the tenets of knowledge democracy: that knowledge is relational and represented in diverse forms, knowledge from often excluded or marginalized epistemologies should be recognized, and knowledge can make a difference in our lives and be shared with others to mobilize for social change (Coghlan & Brydon-Miller, 2014).

Dr. Bell described the landscape of scholarly publishing accurately when he stated that “people (are) asked to volunteer the products of their labor, which are then distributed by a volunteer to other volunteers for critique, then returned to the originator for more labor, which is then taken – for free – by a corporate entity that packages said labor product for distribution behind paywalls and subscriptions.” The status quo is unfair to the unpaid contributors, reviewers and editors, but is especially unfortunate for knowledge-seekers who are constantly frustrated by these paywalls.

The CU Libraries are the negotiators for access to research — articles, books, media, historical images, data and more. The Libraries work together to negotiate deals with scholarly publishers that are not only fiscally sustainable but also permit others to access CU research freely. However, negotiating and facilitating seamless user access with for-profit companies comes at an enormous cost to the Libraries, and in turn to our Universities.

The cost of basic access to scholarly research has been rising dramatically since the 1990s. In addition to a rapid increase in the volume of new research being published each year, the cost of subscription access to databases and journals rises at around twice the rate of inflation, usually around 6% per year. (Bosch, Albee, & Romaine, 2020).

The true cost of these subscriptions is difficult to communicate because libraries are often made to sign non-disclosure agreements (NDA) with individual publishers preventing them from sharing what libraries are paying. The CU libraries always push back against agreeing to an NDA, but in some cases if the library does not agree to an NDA then the library cannot subscribe to the publisher’s content. The libraries have to balance the need for the content versus the need for transparency over costs to the public. However, many libraries have been able to communicate their costs when they cancel their subscriptions and more libraries are canceling due to unsustainable publishing and acquisition models (SPARC, n.d.).

So, while we cannot tell you how much the CU System Libraries pay to many specific publishers, we can tell you approximately how much each of our libraries pay every year just to maintain basic access to subscription resources:

  • University of Colorado Anschutz Medical Campus Strauss Health Sciences Library: over $3.1 million
  • University of Colorado Boulder Libraries: Over $10 million
  • University of Colorado Boulder Wise Law Library: Over $725,000
  • University of Colorado Colorado Springs Kraemer Family Library: Over $1.6 million
  • University of Colorado Denver, Auraria Library: Over $3.1 million
  • Total: Over $18 million every year

Compounding this problem is the fact that U.S. libraries have generally faced flat, and sometimes declining, budgets in recent years. Growing demand for subscription databases has led to difficult decisions about which resources to cut and which to keep. As Dr. Bell notes, this problem – which is impacting large and relatively well-funded institutions – says nothing of the underfunded communities and countries in which scholars (as well as the public) may find themselves permanently locked out of the paywall gates of powerful corporate publishers. The libraries that make up the CU system have long recognized the unsustainability of this publication model and have worked to advance open access publishing, as well as to support scholar-led and nonprofit initiatives.

In addition to negotiating access to research with publishers, CU Libraries, as a system and individually, support open access and advance knowledge democracy through a multitude of ways. This includes providing financial support to publish in open access journals, hosting workshops and consultations with researchers to educate them about their author’s rights and publishing options, negotiating better open access options for CU-created works with publishers, assisting with the development of student-created OA peer-reviewed journals, and building institutional repositories that host and disseminate OA articles and other creative and scholarly works. We can also help faculty add language that supports OA publishing in new Reappointment, Promotion and Tenure (RPT) criteria.

To learn more about OA and ways CU Libraries can help you publish in OA journals, contact your campus representative(s) below.

CU Libraries Open Access Resources and Support:

  1. CU Anschutz Strauss Health Sciences Library: Danielle Ostendorf, Electronic Resources Librarian,; CU Anschutz institutional repository Mountain Scholar:; Strauss Health Sciences Collection Development Policy:
  2. CU Boulder Libraries: Melissa Cantrell, Scholarly Communication Librarian,; CU Boulder institutional repository CU Scholar:; CU Boulder Open Access Policy:
  3. CU Boulder Wise Law Library: Jane Thompson, Associate Director of Faculty Services and Research,; Colorado Law Faculty Scholarship institutional repository:
  4. UCCS Kraemer Family Library: Rhonda Glazier, Director of Collections Management,; Susan Vandagriff, Instruction Librarian,; UCCS Digital Collections:;
  5. CU Denver Auraria Library: Kelly McCusker, Researcher Support Librarian,; Sommer Browning, Associate Director of Technical Services,; Katy DiVittorio, Collections Strategies, Department Head,; Auraria Library Institutional Repository: