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���㽶��Ƶ’s newest school enters its first phase of implementation this summer.

Three divisions—the , the newly envisioned Division of Undergraduate Education, and the —merged organizationally on July 1 to serve as the core infrastructure of the new School of Arts and Sciences to better support students and faculty research, with a cross-functional leadership team led by Interim Dean of Arts and Sciences Nina Pavcnik. 

“While we’ve always worked informally with colleagues across the Green, we’re now intentionally and collaboratively developing a truly integrated system that has deans, staff, and faculty in the same room, using the same vocabulary to discuss shared issues and enhance student learning,” says , senior lecturer of religion and assistant dean of faculty for undergraduate advising.

“Working more intentionally with Tim and other academic leaders is already enabling my team to explore how we can support students of all backgrounds in a more holistic way,” says , director of the Undergraduate Deans Office.

Baker and Nyhan are two of many faculty and staff who have begun collaborating in new ways as the school takes shape. It will be fully operational by the fall of 2026. 

“The new school gives ���㽶��Ƶ a unified structure for Arts and Sciences, aligning students, faculty, and staff around shared academic and educational goals,” says Pavcnik. “This puts us in a stronger position to prepare students, inside and outside of the classroom, for a lifetime of learning and leadership and to advance the research and creative work of our Arts and Sciences faculty.”

The Faculty of Arts and Sciences voted in favor of the school on Oct. 30, after which President recommended its establishment to the Board of Trustees, who unanimously approved the proposal at their November meeting. Trustees formally approved the “School of Arts and Sciences” name at their board meeting during Commencement weekend.

In January, President Beilock appointed Pavcnik, an internationally recognized economist and 26-year ���㽶��Ƶ faculty member, to serve as interim dean and lead the school’s implementation.

“The fundamentals of a ���㽶��Ƶ education remain the same,” says Beilock. “Our undergraduates will continue to receive the best and most distinctive education in the world, applying to and receiving a diploma from ���㽶��Ƶ College. Our faculty will continue to be leaders in their fields, pursuing discovery and knowledge. This new unified structure will enhance how faculty and students partner—both inside and outside the classroom—to have an impact in their lives.”

Fostering collaboration, shared vision 

The implementation of the new school follows more than three years of collaborative planning by hundreds of faculty and staff, with guidance from dozens of working groups and faculty governance committees, as well as students and alumni.

Like ���㽶��Ƶ’s , , , and , the School of Arts and Sciences has a unified administrative and budget structure to better support students and faculty.

 In the new budget model, the School of Arts and Sciences benefits directly from its revenues and manages many of its costs, giving leaders the authority to align resources with educational priorities—and enabling faculty to drive research, scholarship, and innovation.

Guiding the school forward is a cohesive, interdisciplinary leadership team. The group brings together the deans of Arts and Sciences’ three core divisions as well as leaders from Admissions, Advancement, Communications, and Finance and Operations. Pavcnik will begin convening the school’s leadership cabinet this week. 

Professor of Government , the John Wentworth Professor in the Social Sciences, will serve as interim dean of the faculty, representing ���㽶��Ƶ’s largest faculty, encompassing the , , , and divisions. 

“The new school will deepen the integration of faculty research, teaching, and the student experience—enhancing the impact of each,” Carey says. 

Professor of Mathematics , the Cheheyl Professor and director of the ���㽶��Ƶ Center for the Advancement of Learning, transitions this week to a new role: interim dean of undergraduate education. This division combines offices formerly in the Faculty of Arts and Sciences, including academic advising, the , and the , with units from the former Division of Student Affairs, including the , , , , , and the .

“Stronger collaboration between faculty and professional staff will allow us to support students in more interconnected and meaningful ways, from prematriculation through postgraduation,” Pauls says.

, former co-interim dean of the College, will continue serving undergraduate students as the interim dean of undergraduate student affairs. This newly envisioned division integrates Residential Life, Student Life, Greek Life and Student Societies, and Student Affairs Administration, with a goal of promoting students’ intellectual, physical, and emotional well-being.

“The new school will enhance student learning and education beyond the formal academic curriculum in new and innovative ways, with more seamless coordination between units,” Hudak says. 

For example, a —developed in response to student demand for leadership opportunities and led by Assistant Dean for Student Life Jenny Adams—was initiated by Student Affairs and expanded through collaboration with Athletics, Wellness, the Native American Program, and the Outdoor Programs Office. The initiative reflects a strong commitment to campus-wide collaboration in support of student growth and engagement.

Growing momentum

Since February, a cross-functional has been coordinating efforts to ensure a minimally disruptive launch of the school—including the quiet transition of personnel, operations, and systems that will support its long-term success.

“���㽶��Ƶ’s professional staff are quietly building a stronger, more innovative academic home, without drawing attention to it,” says Pavcnik. “If our community begins to feel a sense of momentum without realizing how much has shifted behind the scenes, it will be because our professional staff made it possible.”

In one such case, Olivia Jaras, director of human resources for Arts and Sciences, teamed up with Kyle Hastbacka, assistant director for human resources in the Provost Division, to realign systems and structures with the new school—without disrupting employees’ day-to-day work. 

Concurrently, faculty governance committees have been working to integrate the school’s leadership structure into core faculty governance processes. 

The Committee on Organization and Policy, chaired by professors and , led a months-long evaluation and discussion of revised models proposed by the project that incorporate the new dean of Arts and Sciences into the faculty committee charged with evaluating tenure and promotion decisions.

Following numerous town halls, committee meetings, and consultations with department chairs, the Faculty of Arts and Sciences voted in favor of a revised model on June 2. 

“Erich and Robyn provided critical leadership in adapting our governance structures to meet the demands of the new school,” Pavcnik says. “Their efforts have been central in ensuring that faculty voices remain integral as we move forward.”

Meanwhile, collaboration among staff continues to spark ideas to enhance the student experience. 

Baker recently met with Hudak and Joe Catrino, executive director of the Center for Career Design, to brainstorm ways to connect the academic advising process with .

“Being part of the unified Division of Undergraduate Education means that we can share resources more easily,” Baker says. 

Conversations among staff in Admissions, undergraduate student advising, and the Registrar’s Office have given the admissions team new insight into the unique needs of transfer students—particularly veterans, who often arrive from military service and with families, says Kathryn Bezella, dean of undergraduate admissions.

“Small details make a big difference in how a student feels welcomed and how they experience life at ���㽶��Ƶ,” Bezella says.

Faculty and staff have also been discussing how advising might be incorporated into ���㽶��Ƶ’s , which foster intellectual engagement and connections among students, staff, and faculty in a residential college setting. 

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Matt Chandra, the co-founder of Tocabe, a Native American eatery in Denver, talks to students, faculty, and staff during a house community event his restaurant catered earlier this year in celebration of artist Cara Romero’s show at the Hood Museum of Art. (Photo by Sophia Scull ’25)

“The house communities have united faculty and Student Affairs staff in supporting students across many aspects of campus life, and strengthened the residential experience particularly for undergraduates ” says , associate dean for residential life. “The new school will strengthen these partnerships and expand opportunities for collaboration.” 

A pilot house transfer program—designed to offer greater housing flexibility for juniors and seniors—is one outcome of this collaborative process.

As the new school takes shape, staff and faculty have taken part in a series of events aimed at building connection and community—from midday walks to virtual coffee hours. This spring, more than 40 participants from Arts and Sciences took part in a budget course led by Chief Financial Officer , featuring modules on the new school’s financial and advancement model—cultivating the shared knowledge essential to its success.

All the while, Pavcnik relishes the opportunity to deepen her connections to the people, places, and programs that make up the rich tapestry of ���㽶��Ƶ’s Arts and Sciences. 

“I am deeply grateful for the time and effort faculty and staff are investing in building the school,” she says. “This work is laying the groundwork for a strong School of Arts and Sciences—one prepared to meet 21st-century challenges and amplify ���㽶��Ƶ’s role in addressing them.”