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Policy: At the expectation of the SVP/CBFO, department, division, and unit “news/announcement” communications inquiries will be facilitated by the A&F Senior Communications Specialist. The A&F communication office will reach out to all division heads and direct reports (Core Leadership members) on a rotating basis to solicit news, upcoming events, individual accomplishments, etc. This is done to remove the burden of action from the managers. Various divisions, units, or programs may also have designated personnel supporting their communications efforts, and these personnel should continue to be utilized.

Procedure:

• The Senior Communications Specialist will create a 12-month rotational schedule (January through December) for A&F A distribution list of Core Leadership members will be created for each A&F Division, and these members will receive this scheduled email communication.
• To add or remove an individual on their division’s Core Leadership distribution list, A&F Senior Executive Leaders should email the Senior Communications Specialist.
• All ad hoc communication requests outside of this schedule – website, eBoards, – should be submitted via email to the Senior Communications Specialist.
  • The email “subject” line should be specific and follow the rubric of “Type of Request – Division Name.” For example, “Website Request – IO;” “Interest Story – REPSM.”
  • Subject Line categories include: Website Request, Broken URL, Interest Story, Other
  • Exception to this process is the Department of Police and Public
  • Requestors should indicate the timeline by which they seek to publish or distribute the communication.
• For areas with dedicated communications personnel, collaboration between these individuals and the Senior Communications Specialist is expected. This allows for monitoring of all communications activities throughout A&F to ensure consistency and best practices are being followed. This does not apply to enterprise-level processes, namely in the areas of emergency management.

Intended Audience: A&F personnel with responsibility for sharing department-wide, division-wide, or unit-specific news.

The Senior Communications Specialist is expected to deliver all communications requests within the agreed-upon period of time with the requestor.

Policy: To ensure smooth, timely adoption of A&F Programs, initiatives, activities, major process changes, all initiatives must include intentional change management. Each initiative is required to develop and implement a communications/engagement/socialization plan. The scope and depth of the plan should align with: 1) the size and breadth of impacted stakeholders; 2) the degree and complexity of the change; and 3) the level of stakeholder influence on success. Change efforts must support service excellence, align with A&F’s Guiding Principles, and respect an individual’s dignity.

Roles and Responsibilities

Large projects must designate:

• Executive Sponsor (A&F Senior Leadership Team member) – Accountable for oversight and familiarity with implementation and communications plans; must be prepared to respond to the A&F SVP.
• Project Manager – Responsible for implementation and change management unless delegated.
• Change Management Resource (Optional, but recommended) – Assigned as needed based on project size and complexity.

Oversight

• The A&F SVP may request to review a communications / engagement / socialization plan at any time. The HR Project Plan template in Appendix B is available to help frame and develop the project plan.
• Sponsors must have access to implementation and communications plans.
• Departmentwide initiatives must submit and present their communications / engagement / socialization plan to the SVP and should be presented in a Senior Leadership Team meeting.
• Campuswide initiatives may require partnership with OCPA and broader communications coordination.
• Divisions/units are encouraged to leverage existing change management resources, including Change Management Advisory Services (CMAS).

Procedure:

• Communications/engagement/socialization plans should follow Prosci’s ADKAR framework and include strategies to build:
  • Awareness – Why the change is happening.
  • Desire – Why the change benefits stakeholders.
  • Knowledge – What stakeholders need to know.
  • Ability – How to implement the change.
  • Reinforcement – How adoption of the change will be sustained.
• Plans must include the following:
  • Defined stakeholder audiences
  • Key messages
  • Communication channels
  • Timeline and communication dates
  • Responsible sender/owner
• Communications should include:
  • A&F branding (headline, subhead, or first paragraph)
  • Scope and purpose
  • Alignment with Guiding Principles and identification of which Guiding Principles are supported by the activity
  • Impacted stakeholders
  • Roles and responsibilities
  • Timeline and key milestones
• When stakeholders are non-computer-based employees, prioritize:
  • Face-to-face meetings and verbal announcements
  • A&F-branded posters/flyers
  • A&F e-Boards
  • Division or unit forums – e.g., MSTeams, chats, Town Halls
  • When appropriate, initiatives should include feedback mechanisms through surveys or listening sessions to support continuous improvement and sustained adoption.
• Smaller projects - with a small “p” and which do not have an executive sponsor or champion OR which do not impact the entire department or campus – should include a scaled back socialization plan contextualized to the stakeholder groups impacted by the initiative. In other words, the scope and scale of the initiative may dictate the breadth of communications being created and distributed and which do not elevate to the larger department-level review and approval process.

Intended Audience: A&F senior leadership team members, Core leadership members, and others (e.g., delegates) with programmatic implementation responsibilities.

Policy: A&F-initiated town halls are an effective forum to communicate information to a large group of individuals. Town halls are often selected due to the importance or breadth of information to be shared. A&F town halls, whether conducted by SVP/CBFO or by other A&F leadership, should include a number of key elements and considerations.

Procedure:

• The town level will be determined based on the scale of information distribution:
  • Campuswide town halls distribute information at an institutional level and, there, require OSVP/CBFO permission to conduct. Regularly, OCPA partnership is required.
  • Department-level town halls serve to communicate information only to A&F employees and/or invited guests. These require OSVP/CBFO permission.
  • Division- or unit-level town halls serve to communicate information to employees of those areas. Senior Leadership Team member approval is required.
• Town halls can either be in-person, virtual, or
  • In-person town halls require approval and confirmation of an on-campus The coordinator/host should ensure the location can accommodate seating for all participants, audio-visual requirements, and catering needs (if applicable).
    • The coordinator/host should arrive early to ensure proper room set-up, audio-visual function, and catering arrival and set-up.
    • Guests should be instructed to arrive 5 minutes prior to the start of the town hall.
  • Virtual town
    • MSTeams is the preferred virtual A&F platform
    • Zoom is an acceptable platform with unique features
    • UMB no longer supports Cisco WebEx platform
  • Hybrid town halls should follow elements of both in-person and virtual town
    • If the coordinator/host does not plan to present in the in-person location, then someone must be designated as an on-site contact for questions and logistical issues.
    • Coordinator/host must ensure that audio-visual equipment is set-up so all speakers, presenters, and audience questions and comments can be heard clearly by the online/virtual audience.
  • Regardless of town hall level, information shared (e.g., slide deck, handouts, ) should be made available to all invitees in advance, whether through web content, a direct email with attachments, a shared folder granting invitees access to the material, etc.
  • Feedback surveys for all town hall attendees should be conducted after the town hall, with a review of the results. Findings should be used to make adjustments to future town hall

Intended Audience: A&F personnel who plan or implement town halls.

Policy: The Elm Weekly is a primary, but not exclusive, forum to communicate A&F information, news, and highlights to the UMB campus. Except for the PIO and CMAS, anyone submitting to The Elm should engage the Senior Communications Specialist, who will ensure that the SVP is informed PRIOR to The Elm publication. This courtesy is extended to ensure SVP does not hear about the communication “after the fact.” All submissions should comply with The Elm timelines and process.

Procedure:

• Every submission to The Elm must identify A&F as the origin point either within the headline, subhead, or first paragraph, except when doing so would disrupt from the message being communicated.
• SVP should be notified via email by the Senior Communications specialist of all stories appearing in The Elm PRIOR to the date of publication. If known, The Elm publication date should also be shared in the email communication to the SVP.

Intended Audience: A&F team members who seek to publish information in The Elm.

Policy: The United States Department of Justice (USDOJ) mandates that all digital content must comply with Title II – Digital Accessibility standards by April 2026. This includes any digital content used to support programs, services, or activities, whether online or via mobile platforms. The University’s digital accessibility page is an updated collection of approved guidance regarding Title II compliance.

Procedure:

• This policy applies, but is not limited, to: websites managed by faculty, staff, or students; emails; documents; media files; third-party tools; password-protected content; letterhead; PDFs; Word documents; PowerPoint presentations; and course materials.
• Key accessibility standards include:
  • Providing text alternatives for non-text elements (such as images);
  • Ensuring full keyboard navigation; and
  • Using language that is clear and easy to
• Existing electronic documents available on a website or mobile app and which are being used for active public services are mandated to meet this requirement.
  • Existing electronic documents not currently used should be saved as “archival.”
• A&F managers or owners of content required for digital accessibility or archival should coordinate with OSVP to become compliant with the USDOJ mandate.

Intended Audience: A&F team members who create, maintain, or procure third party web design services.

Each division and unit’s website is a trusted source of information for A&F employees as well as external partners and customers. The accuracy of this content is critical to providing exceptional A&F customer service.

General A&F website updates are the primary responsibility of the Senior Communications Specialist, except where department-specific personnel are allocated (e.g., Department of Police and Public Safety, Office of Emergency management, and Office of Sustainability) or third-party entities are retained for large website redesign. The Senior Communications Specialist is also a resource to help divisions and units expedite website changes when OCPA is the primary partner. All OCPA website policies must be followed, including Website Accessibility requirements.

Policy: All A&F leadership – defined as Senior Leadership Team, Core Leadership Members, and managers – are accountable for the accuracy of the website content on their division’s or unit’s webpages. Either the A&F Senior Communications Specialist and/or OCPA can be engaged to assist in editing and updating. This development may include the creation of a new site or modifying/enhancing existing content. Website content should remain current and accurate, and all “broken” webpage links should be immediately fixed or removed. All content must comply with UMB website manual requirements.

Procedure:

• When creating a new site or modifying existing content, the webpage owner should contact the Senior Communications Specialist to begin the website development process. This collaboration should result in a plan that outlines the requestor’s vision and expectations for the website content. The Senior Communications Specialist will focus on the following elements:
  • Scope of the work requested (e.g., what is to be created/updated);
  • Content development and design responsibility, if applicable;
  • SOAPF for payment of OCPA services that may be rendered;
  • Timeline for commencement and completion of the work, including important milestones important to the webpage owner; and
  • Roles and responsibilities for plan elements, including deliverables
• The Senior Communications Specialist will facilitate from OCPA a cost estimate for any work their team may be required to complete on behalf of the A&F division.
• All “broken” webpage URLs should be copied and forwarded via email to the Senior Communications Specialist.
• Website content with date-specific information should be updated immediately when the date indicated has passed. This coordination is the responsibility of the division or unit and should engage the Senior Communications Specialist to execute.
• When partnering with OCPA for website updates that are delayed or not progressing according to the agreed upon timeline, the A&F Senior Communications Specialist should be contacted by email to help facilitate content completion.
  • The A&F leadership member should send the following information in the email:
    • Agreed upon scope of OCPA web content project, to include OCPA deliverables;
    • Agreed upon timelines for project completion, to include applicable milestones; and
    • OCPA contact person for the website content
  • The Senior Communications Specialist will then communicate with OCPA to help expedite website content completion.
• When utilizing a third-party website vendor, Senior Communications Specialist should be informed of the work scope but does not require engagement unless part of the work scope between A&F and the vendor.
• When OCPA partnership is required, the Senior Communications Specialist will liaise with the team to facilitate action and completion of requests in their domain of responsibility.

Intended Audience: A&F senior leadership team members, Core leadership members, and others with website creation, maintenance, or third-party procurement responsibilities.

A , important meetings, and go-live dates for new system implementations is available online and can be viewed through the A&F webpage. Calendar view is available for one day, one month, or by bulleted list. This calendar is designed to identify scheduled activities across the department and will have information available going back one year.

Policy: A&F leadership are encouraged to share dates of key department-level events and activities on the A&F calendar. Items to be included on the calendar include, but are not limited to, key milestones for priority A&F events and activities (e.g., annual budget process, A&F BBQ, new system implementation dates, etc.). Prioritized content includes department-level activities or activities where all department personnel are invited. However, division- or unit-specific events are encouraged to be shared to help avoid event conflict when scheduling events throughout A&F. This calendar is not intended to replace a division or unit’s calendar of activities but can be a supplement. Access to the calendar to update content will be restricted.

Procedure:

• All calendar edits and updates will be managed by the Senior Communications Specialist.
• Submit new calendar entries or edits to the Senior Communications Specialist.
• Content of the should include the following:
  • Department wide events – e.g., annual BBQ, chili cook-off, ice cream social, Town Halls, etc.
  • Division/unit events or activities that have a large footprint or enterprise-level impact – e.g., World Facilities Day, QHCM Go-Live date, annual budget milestone dates
  • Campus-level events of significance to A&F – President’s Q&A, Founders Week events, etc.
  • Division- or Unit-Level events – town halls, team meetings/huddles, etc.

Intended Audience: A&F senior leadership team members, Core leadership members, and others who wish to share division- or unit-specific events into the A&F calendar.

Email Accounts

All A&F employees are provided with a university-issued email account. In addition, there are 200+ A&F divisional or programmatic email accounts that are decentralized and managed by the division or unit owner. Additionally, multiple distribution lists (DLs) exist throughout A&F. Management of these accounts include the establishment, use, management, and close-out of each email account or DL. Divisional/unit email or DL owners should assign a primary and secondary individual to manage the account and be responsible for message triage, account close-out when necessary, and management of distribution list members. The primary and secondary account manager should be trained to backup each other during times of high need or absence. When either the primary or secondary account owner separates from UMB, then a replacement must be identified.

Policy: Creation and use of any UMB-issued email account must follow University-wide Email Communication Guidelines.

Procedure – Request of Division/Unit Email Accounts:

• Division or unit email accounts should be requested through CITS.

• All email accounts must be assigned a primary and secondary owner to manage the account, to include message triage, message distribution, and account close-out. Should either the primary or secondary account owner leave A&F or UMB, a replacement is required.

  Procedure – Request of Employee Email Accounts:

• Employee email accounts should be requested through CITS.
• Per CITS policy, employee email accounts will be disabled at time of separation from UMB.

Procedure – Distribution List Management:

• Division or unit distribution lists should be created either in Sympa or Outlook and can be requested to be created by CITS. There should be a primary and secondary owner to ensure continuity in the event the primary owner leaves their position.
• Customized DLs created by an A&F owner should be regularly updated to include only active UMB employees or individuals salient to the purpose of the DL.
• DLs should be disabled or re-assigned a new owner when the previous owner leaves A&F or separates from UMB. CITS must be notified to transition the DL, as the default is to disable any DL assigned to an owner no longer at UMB.
• Where appropriate, a DL should be limited to a select number of individuals who can distribute email communications through it.
• All DLs should be reconciled at least annually to maintain membership accuracy; some DLs may require a more frequent reconciliation timeline.

Intended Audience: A&F team members with maintenance oversight of both email accounts for staff as well as distribution lists. Email account maintenance includes, but is not limited to, requesting new accounts, changing existing accounts, or deleting accounts for separated employees.

Email Communications

Nearly all A&F email accounts have a specifically targeted audience; most have identified recipients in the form of a distribution list. Several A&F email accounts have the capacity to distribute a message to every employee within the department – namely, the “AF-Everyone” email address. Additionally, many A&F messages are distributed through OCPA through The Elm Weekly, eBoards, messages from the President, etc. OCPA’s Constant Contact process can be used when large or campuswide communications are necessary.

Policy: Email communications must follow UMB guidelines. Email communications sent from A&F must follow one of the following two processes:

Procedure – Use of Non-OSVP Emails:

• Mass distribution communications – such as enterprise-level communications - can be sent via Constant Contact, which requires coordination with OCPA. Regardless of distribution method, mass distribution emails require advance notification to and approval from the SVP/CBFO before any communications are sent.
• Exempted from this procedure are enterprise-level emergency or safety related communications.

Procedure – Use of OSVP Email Accounts:

• Anyone seeking to send department- or campus-wide emails from the SVP/CBFO email account must complete the online request form. All requests will be received and evaluated by the Business Operations Manager in the OSVP, with follow-up confirmation provided.
• Content to be distributed should relate to most, if not all, employees within the department.
• Campuswide communications from the SVP/CBFO email account are exclusively approved by SVP/CBFO.
• Messages distributed through these email accounts must meet one or more of the following criteria:
  • The message provides a value-added element to all A&F employees or to the UMB campus at large;
  • The message is one that the A&F SVP/CBFO decides should be shared throughout the department or to the UMB campus at large;
  • In the absence of the SVP/CBFO, the message is determined by personnel in the OSVP or within the Senior Leadership Team to be urgent or timely for distribution (e.g., safety- or personnel-related); and
  • Any UMB executive-level or A&F senior leadership message recommended for distribution by personnel within the OSVP.
  • Note that many campus-wide messages are typically distributed through communication channels managed by OCPA. Any questions should be directed to the Business Operations

Intended Audience: All A&F team members.

Policy: Email communications from desk-based employees–either individual or group–should identify the owner’s or group’s name, title, and contact information (telephone number, physical address) either in the content of the email or through a standardized email signature. Appropriate UMB email signature guidelines should be followed.

Procedure – Email Signatures:

• Email signatures should be used with the first communication to an individual or group, whether internal or external to A&F. Contact information is available to recipients and facilitates efficient non-email communication thereafter.
• A&F personnel and groups can enhance their email signatures with customizations so long as the UMB email signature guidelines are followed.

Intended Audience: A&F desk-based team members, A&F leadership or management.

Nearly all A&F email accounts have a specifically targeted audience; most have identified recipients in the form of a distribution list. Several A&F email accounts have the capacity to distribute a message to every employee within the department – namely, the “AF-Everyone” email address. Additionally, many A&F messages are distributed through OCPA through The Elm Weekly, eBoards, messages from the President, etc. OCPA’s Constant Contact process can be used when large or campuswide communications are necessary.

Policy: Email communications must follow UMB guidelines. Email communications sent from A&F must follow one of the following two processes:

Procedure – Use of Non-OSVP Emails:

• Mass distribution communications – such as enterprise-level communications - can be sent via Constant Contact, which requires coordination with OCPA. Regardless of distribution method, mass distribution emails require advance notification to and approval from the SVP/CBFO before any communications are sent.
• Exempted from this procedure are enterprise-level emergency or safety related communications.

Procedure – Use of OSVP Email Accounts:

• Anyone seeking to send department- or campus-wide emails from the SVP/CBFO email account must complete the online request form. All requests will be received and evaluated by the Business Operations Manager in the OSVP, with follow-up confirmation provided.
• Content to be distributed should relate to most, if not all, employees within the department.
• Campuswide communications from the SVP/CBFO email account are exclusively approved by SVP/CBFO.
• Messages distributed through these email accounts must meet one or more of the following criteria:
  • The message provides a value-added element to all A&F employees or to the UMB campus at large;
  • The message is one that the A&F SVP/CBFO decides should be shared throughout the department or to the UMB campus at large;
  • In the absence of the SVP/CBFO, the message is determined by personnel in the OSVP or within the Senior Leadership Team to be urgent or timely for distribution (e.g., safety- or personnel-related); and
  • Any UMB executive-level or A&F senior leadership message recommended for distribution by personnel within the OSVP.
  • Note that many campus-wide messages are typically distributed through communication channels managed by OCPA. Any questions should be directed to the Business Operations

Intended Audience: All A&F team members.

Policy: Email communications from desk-based employees–either individual or group–should identify the owner’s or group’s name, title, and contact information (telephone number, physical address) either in the content of the email or through a standardized email signature. Appropriate UMB email signature guidelines should be followed.

Procedure – Email Signatures:

• Email signatures should be used with the first communication to an individual or group, whether internal or external to A&F. Contact information is available to recipients and facilitates efficient non-email communication thereafter.
• A&F personnel and groups can enhance their email signatures with customizations so long as the UMB email signature guidelines are followed.

Intended Audience: A&F desk-based team members, A&F leadership or management.

Establishing a Social Media site requires OCPA partnership. Currently, A&F is not pursuing a department-level social media strategy. Exceptions exist in the Department of Police and Public Safety and the Office of Emergency Management.

Policy: All A&F social media should comply with UMB’s Social Media Guidelines.

Procedure:

• Social Media accounts must be requested from OCPA.
• With the exception of the PIO in the Office of Emergency Management and the Department of Police and Public Safety, all social media accounts must be managed by OCPA.

Intended Audience: A&F team members with responsibility for social media campaigns in their division or unit.

Policy: Cartoonish or stock illustrations of people are PROHIBITED in A&F presentations. The A&F brand is centered around A&F personnel, and the default choice should be real people. Where possible, A&F employees should be featured in images or photos for all presentations.

Procedure:

• Insert human images in all A&F presentations.
• Where possible, obtain existing images of A&F personnel to include in each presentation.
• Contact the A&F communications department for assistance if you need people images for a presentation.

Intended Audience: All A&F team members.

Policy: UMB has a dedicated professional photographer available on a pay-per-job status. Their services can be requested through the OCPA site.

Procedure:

• OCPA historically maintains a library of stock photography. Access to the images in this repository can be secured by reaching out to Matthew “Dag” D’Agostino (410-706-2807).
• Requests for videography services can be directed to Danny Siebenhaar.
• A&F maintains a smaller image repository of images that have been collected by the Senior Communications Specialist and other A&F members. Reach out to the Senior Communications Specialist for access to these
• In all presentations, images of real people are required. Cartoon illustrations of people are prohibited. If you need assistance in securing images of A&F or UMB employees, please reach out to the communications office for assistance.

Intended Audience: All A&F team members.

Policy: Any media coverage, media inquiries, or press releases are required to be coordinated through OCPA.

Procedure:

• Contact OCPA for all media and press release Engage Senior Communications Specialist as a partner to OCPA in all media and press release needs.

Intended Audience: All A&F team members.

Policy: Per UMB policy, promotional items must comply with UMB’s branding guidelines. Approved A&F branding can be utilized for most promotional items. Divisions/units must estimate expenses and prepare budgets to accommodate the purchase of any of these items. Best practice involves the balance of the value added by the promotional item against the cost of creating and distributing it.

Procedure:

• Approved A&F templates are available on the A&F website landing page.
• Promotional items should be coordinated with the appropriate A&F communications role: Senior Communications Specialist, PIO for the Department of Police and Public Safety and the Office of Emergency Management, or the Office of Sustainability Director.
• A&F and UMB branding rules must be
• New branding requests require approval from
• Senior Leadership Team members retain responsibility for compliance with UMB and A&F branding policies and requirements.

Intended Audience: All A&F team members developing or procuring promotional items.

Policy: The creation or editing of A&F branding templates require SVP approval. Once SVP approval has been obtained, OCPA must be utilized to create or revise any template. A&F branding templates apply to all print, website, and other visual or electronic aids (posters, promotional materials, eBoards, Podcasts, etc.).

Procedure:

• To request an existing template change or a new template, the request should be first submitted to the SVP for consideration and approval. The SVP retains the single authority to approve or deny any branding request or change.
  • Independent editing or implementation of any A&F template without the explicit approval of the SVP is prohibited.
• If the SVP approves the request, OCPA must be contacted and take the lead on editing or creating the template. The Senior Communications Specialist will facilitate the process to ensure template completion in the vision of the SVP.

Intended Audience: All A&F team members.

Artificial intelligence tools may be used to support drafting, editing, summarization, and accessibility improvements. AI must never be used to process confidential, protected, or sensitive information. All AI鈥慳ssisted content remains subject to human review, institutional policies, and A&F branding and ethical standards.

Policy: The use of artificial intelligence (AI) within A&F must comply with all UMB and CITS policies. Where appropriate, AI can be leveraged in developing all types of communications both within and external to A&F. Confidentiality must be prioritized when handling sensitive information.

Artificial Intelligence (AI) is a rapidly evolving technology that can enhance efficiency, creativity, and innovation in the workplace. While the capabilities of AI are expanding exponentially, the rules governing its usage should be familiar to all. All AI use and output are subject to the same core values, branding guidelines, and ethical considerations as all other communications.

Given the quickly evolving nature of AI, the information and guidance provided here is expected to change over time. These resources and tools are for guidance purposes only, and A&F employees are STRONGLY encouraged to seek out UMB-sponsored training programs for further education and use of AI tools at UMB.

Procedure:

For guidance on using AI, please refer to these UMB approved pages for answers:

• The UMB AI Governance policy can be found here.
• The official CITS overview of AI can be found here.
• UMB AI Guidelines can be found here.
• UMB approved AI tools can be found here.
• Information about using AI to assist with your writing communications can be found here.

Common Uses for AI
Several common uses for AI exist and which can be leveraged within the A&F work environment. AI is an effective tool in:

• Brainstorming ideas or outlines
• Drafting early versions of routine communications, including emails
• Summarizing long documents, emails, etc., for internal use
• Improving clarity, tone, or accessibility of text
• Generative alternative phrasing or headlines

Here are some additional ideas to keep in mind when using AI.

The prompt will shape the output.
How you speak to AI will determine how it will respond. Specific questions will often generate specific answers. If you’re brainstorming or looking for creative inspiration, open ended, less concrete asks can generate better results. Simply, the quality of what you enter into AI as prompt will influence the quality of the AI tool output.  

AI is not a vending machine for facts.
AI models can and do generates incorrect, nonsensical, or fabricated information. This is known as an AI hallucination and data scientists predict it will be impossible to eliminate. This means every AI output should be confirmed or verified. AI will force itself to answer questions and present information as factual, even when it’s just guessing.

AI really wants to please you.
It can be useful to think of AI like a brilliant intern. It will do what you ask of it, it will work amazing fast, and it’s really good with words. The downside is that it’s going to try and do things for you whether it’s able to or not. While it has just about all of the world’s information at its disposal, it has almost no wisdom of judgement. It’s always up to the user to apply human judgement.

Data, Privacy, and Risk
While AI is an optional, effective, and efficient tool, there are some critical guidelines to follow when using AI tools at UMB and within A&F. This list is not fully inclusive and AI users are encouraged to review the UMB and CITS guidelines and policies before consistently utilizing AI.

AI should never be used to handle confidential, protected, or sensitive data. Types of private information that should never be entered into AI tools, include, but are not limited to: personal identifying information (e.g., date of birth, social security number); student records, personnel information, protected research data or health information, etc.

• AI tools used behind the UMB firewall – e.g., CoPilot – have met institutional privacy and security standards.
• Public tools outside the UMB firewall may retain or reuse input data unless otherwise specified.
• When using AI at UMB, personnel are strongly encouraged either to utilize AI behind the UMB firewall or refrain from sharing sensitive information when using AI external to the UMB firewall.