The various ways the University makes decisions

As an institution of higher education, MSU Denver may exercise its community and thought leadership by issuing institutional messages, or official University/presidential public statements, for matters of direct impact to the MSU Denver community or matters affecting the ability of the University to fulfill its mission. In alignment with the recommendations of the Kalven Committee, these may include local, regional, national or international events, activities or issues with direct implications for MSU Denver.

University presidents are often called upon to make statements about pressing social or political issues. MSU Denver adheres to the philosophy that a university’s purpose is to teach students how to think, not what to think. The University therefore does not speak; it rather exists to further the dissemination of knowledge. Its neutrality arises out of respect for free inquiry and the obligation to cherish a diversity of viewpoints. The University uses a specific model when deciding to make official statements. For these reasons, you will rarely see the University president make a statement on a matter of public or political concern.

Official MSU Denver statements should foster fact-based dialogue, support students and employees, and/or educate our community and decision makers.

This decision model is intended to assist in the development and dissemination of public statements. Some criteria are mandatory, others discretionary, but in all cases, should be applied with prudence.

Important considerations in the evaluation of potential statements include:

  • Mission alignment: Official positions or statement of the University and its President shall be limited to matters that impact the mission of the University. MSU Denver will consider issuing a Presidential statement if the topic directly impacts the following:
    • Our students, faculty, staff or alumni
    • MSU Denver’s mission, sustainability
    • Core values, including diversity, equity and inclusion

In the case of matters not directly related to core tenets, the University and President should consider remaining neutral and promoting reasoned analysis and debate.

  • Goal: Statements should be developed with a clear purpose.
    • What is the problem we’re attempting to address?
    • What do we hope to accomplish? Does it align with other University messaging?
    • Will it advance meaningful change in direct alignment with our mission?
    • Who is the intended audience and does the statement help solve their problem?
  • Contribution: Our ability to constructively contribute to the purpose is crucial.
    • Do we offer unique perspective? Do we have appropriate experts available?
    • What facts, knowledge, tools or analysis can we contribute?
    • Does the message educate or inform?
    • Do we have support resources/services to include?
  • Risk/Reward Ratio: The risk of any statement should not outweigh potential benefits.
    • Could the statement be misinterpreted or misused?
    • What’s the potential backlash or political ramifications?
    • Are the potential benefits direct or indirect; current or deferred?

Key steps must be followed in the formulation of an official University statement:

  • Relevancy: The efficacy must be evaluated including:
    • Mission alignment
    • Risk assessment
    • Timing and resource availability
  • Development: Draft a relevant and refined message.
    • Purpose/goal defined
    • Audience determined
    • Facts and data gathered
  • Dissemination: Ensure approved message is maximized.
    • Approval
    • Endorsement/sign-on partners
    • Distributed via appropriate mechanism for audience
  • Evaluation: Measure the success of the message.
    • Did the statement reach the intended audiences?
    • Did the audiences engage on the topic?
    • Did the statement lead to greater awareness on message content/focus?
    • Was the goal reached? Was there movement toward intended change?