̽��Ƶ Online welcomes new leadership as visioning process begins

Cay Leytham-Powell — Mon, 20 Oct 2025 14:25:02 +0000

̽��Ƶ Online welcomes new leadership as visioning process begins Cay Leytham-Powell Mon, 10/20/2025 - 08:25

Following the departure of Robert McDonald, former dean of libraries and senior vice provost for online and extended education, Fernando Rosario-Ortiz, interim vice chancellor for academic resource management, announced in July that McDonald’s online education responsibilities would be restructured. This leadership transition marks a formal separation between University Libraries and ̽��Ƶ Online, paving the way for a renewed strategic direction.

Effective July 1, Randall Fullington temporarily assumed some of the tasks held by former Dean McDonald and continues to lead the Office of Academic and Learning Innovation (ALI) within the Division of Academic Affairs. Scott Battle, vice provost and dean of Continuing Education (CE), will partner with Fullington to ensure strategic alignment in serving CU students and global learners in the online space. Rosario-Ortiz will serve as the administrative lead for ̽��Ƶ Online, reporting to and collaborating with Provost Ann Stevens.

Together, Battle, Fullington, Rosario-Ortiz, and Stevens are embarking on a visioning process to reimagine and strengthen ̽��Ƶ’s online programs, as the university continues to focus on the success of all students, faculty and staff. This visioning process will focus on developing strategies and processes designed to serve both campus-based students and broader national and global learners.

The following interview with Fernando Rosario-Ortiz addresses the background of online education and the goals for the visioning process for ̽��Ƶ Online.

The campus historically has had a scattered online presence throughout the university—CE, ALI, the graduate school, the colleges and schools and undergraduate microcredentials. What was the catalyst for a holistic review of our online offerings?

We’ve built a strong foundation in online education—including the formation of ̽��Ƶ Online—and I am thankful to those who led the way and have gotten us to where we are today. Now the provost has directed us to evolve our online model to be more scalable and sustainable, with the interest of supporting learners across different stages in their careers. Our goal is to create an online learning environment where students at all levels can more easily navigate campus resources while being intellectually challenged and supported throughout their journey, and where faculty can create rigorous and innovative coursework based on their research, scholarship and creative work. Ultimately, we seek to continue to expand the overall impact of ̽��Ƶ beyond our residential population, bringing our history of excellence in academics and research to other communities.

By undertaking a more holistic approach, what opportunities do you see for students, faculty, staff?

Our goal is to create an online learning environment where students at all levels can more easily navigate campus resources while being intellectually challenged and supported throughout their journey, and where faculty can create rigorous and innovative coursework based on their research, scholarship and creative work.

For students, to provide clearer opportunities to use online programming to complete their degrees, or to add skills and knowledge via microcredentials and industry certificates to enhance their degrees. For faculty, to provide the chance to innovate in their teaching and course development and reach new audiences in a more collaborative way. For staff, to be able to constantly upgrade their skills and knowledge, making their work and collaboration more enriching.

How does this vision process align with ̽��Ƶ’s institutional priorities?

This visioning process for our online education is a critical and timely undertaking for ̽��Ƶ and aligns seamlessly with two of our institutional priorities: fostering the success of all students, faculty and staff and aligning our resources and infrastructure to our mission to empower learners to thrive, innovate and lead in a rapidly evolving world.

Would you describe the timeline of this effort?

The provost and I have had conversations to clarify goals and expectations for the process, and I have started conversations with past and current leadership around online programs. Beginning in January 2026, I plan to engage with subject matter experts across campus—those who are envisioning the future, those who bring it to life and those who sustain it.

My aim is to have a well-defined, holistic vision in place by the end of spring 2026, with value-added changes beginning thereafter. We want the end result to make it easier for the campus community to engage in online teaching and learning, to have a clear sense of opportunities in this space and to add to the overall value of the academic experience ̽��Ƶ offers.

An interview with Fernando Rosario-Ortiz on the process to reimagine and strengthen ̽��Ƶ’s online education

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Supporting the academic enterprise

Cay Leytham-Powell — Mon, 16 Jun 2025 21:10:28 +0000

Supporting the academic enterprise Cay Leytham-Powell Mon, 06/16/2025 - 15:10

Interim Vice Chancellor for Academic Resource Management Fernando Rosario-Ortiz reflects on new role and areas of focus for upcoming year

Interim Vice Chancellor for Academic Resource Management (VC ARM) Fernando Rosario-Ortiz took over the position on April 1, 2025 after former VC ARM Ann Schmiesing moved to become interim vice chancellor for strategic initiatives under Chancellor Justin Schwartz in March, and then was named to the permanent post on June 9. The Provost’s Post talked with him to learn more about the position, what made him want it, and areas of focus for the upcoming year.

Question: How do you see the role of the vice chancellor for academic resource management serving the university?

Answer: The VC ARM principal focus is to determine, enhance and align the financial and physical resources available to support the academic mission of ̽��Ƶ. As such, I get to work with different academic units and other constituent groups on campus with the ultimate goal of supporting a successful academic enterprise. Specifically, I support efforts around usage of academic space, budget model, compensation and online and graduate education.

What made you want to do the job?

During the past eight years I have served in different leadership positions at ̽��Ƶ, starting with leadership positions at the environmental engineering program, then as associate dean for faculty at the College of Engineering and Applied Science, and most recently as interim dean for the School of Education. In these roles, I have had an opportunity to learn about what makes CU and its programs thrive and be impactful.

Serving in a leadership position at the School of Education gave me the opportunity to appreciate how different units function and how ultimately the different parts of the university work together toward achieving the overall mission and goals at CU. As a result, I was interested in continuing to serve in leadership, but at a campus level, where I would have the opportunity to support all units and the broader mission of CU. Provost Moore supported my interest and felt I was right for the interim role, so here I am.

Do you have a basic philosophy, approach or set of guiding principles that guide your work in this role?

I strongly believe in the benefit of working collaboratively towards achieving goals. Ultimately, I see myself as a problem-solver and a strategic thinker, but with a clear understanding that problems are better solved with a strong sense of direction, clarity and vision that is informed by opening spaces for ideas from stakeholder groups and by supporting people. In my new role, I look forward to addressing challenging opportunities by working together with different groups as CU continues to grow in impact both locally and globally.

How does the job interface with other academic units and leaders on campus?

Given that my portfolio is centered in resources—money, physical infrastructure and other assets I get to work with different unit leads and other stakeholders on campus. For example, I get to be part of discussions about space utilization and development of new academic spaces, as well as thinking through how to best support units as they grow and continue to adapt to a changing environment. I have enjoyed these interactions so far and look forward to continued conversations with folks around campus.

What are you seeing as the top three to five areas you’ll be focusing on in the 2025-26 academic year?

During the next academic year, I will be working to support efforts around the continued evolution of the budget model, compensation strategy and online education, among other areas of emphasis both ongoing and yet to emerge.

Interim Vice Chancellor for Academic Resource Management Fernando Rosario-Ortiz reflects on new role and areas of focus for upcoming year

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Provost's Post

̽����Ƶ Online welcomes new leadership as visioning process begins

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Supporting the academic enterprise

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̽��Ƶ Online welcomes new leadership as visioning process begins