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Sunday, October 30

3:00 PM - 5:00 PM
Registration Open

3:30 PM – 5:30 PM
Mentoring Program – Fall Session

6:30 PM – 9:00 PM
Welcome Reception

Monday, October 31

7:00 PM – 5:00 PM

7:30 AM – 8:30 AM
CFO Breakfast (Invitation Only)

7:30 AM – 8:30 AM
First-Time Attendee Breakfast

7:30 AM – 8:30 AM
Networking Breakfast in Exhibit Hall

8:30 AM – 9:45 AM
General Session
Justin Jones-Fosu, Founder and President, Work. Meaningful.
The Inclusive Mindset: How to Cultivate Diversity Every Day for Big Ideas and Even Bigger Action

Justin Jones-Fosu is a full-time family man who also happens to be a highly sought-after business speaker, social entrepreneur, and meaningful work researcher. He is the founder and CEO of Work.Meaningful. where he combines over a decade of leadership in Fortune 500 companies, his real-life experience and research to help global organizations create new rhythms of sustainable excellence, profitability, and engagement. Speaking over 60 times a year, Justin speaks and leads workshops and training with companies, organizations, and associations in the US and internationally on meaningful work and workplace engagement.

He is passionate about helping organizations and individuals take ownership of their mindset, purpose, and performance to achieve amazing results.  His latest book "Your WHY Matters NOW: How Some Achieve More and Others Don't" challenges the reader to merge their purpose and productivity to get more out of work and life. He is all about turning events into memorable and action-oriented experiences with his humorous and engaging delivery as well as with his research-based content!

10:00 AM – 11:00 AM
Concurrent Sessions

Leading Diverse Teams
Marcine Pickron-Davis, Philadelphia College of Osteopathic Medicine

Managers, department heads, and administrators in leadership positions will gain practical tools to help them design and lead diverse, equitable, and inclusive (DEI) teams. This interactive workshop is specifically designed to accommodate learners from diverse backgrounds (gender, race, country of origin, etc) as well as learners from different starting knowledge points (new to the topic or social justice warriors). We will explore social identity in the workplace, examine inclusive leadership, identify the dimensions of allyship, and develop a toolkit to implement change management strategies. We will explore best practices and tools to promote inclusive behavioral practices leading teams. Finally, attendees will create a diversity, equity, and inclusion action plan which can be applied to their personal and professional growth.

Consolidation in Higher Education: What You Need to Know to Be Successful

Brian Boanviri, Grant Thornton LLP
Kathleen Gallagher-Intoccia,Thomas Jefferson University
Stephen Throme, Grant Thornton, LLP
Valerie Weil, University of the Sciences

The higher education sector is facing strong and difficult headwinds related to declining enrollment, tuition fatigue, and the corresponding fiscal challenges that are forcing difficult decisions related to continuing programs and maintaining a fiscally self-supporting institution.  Beyond traditional efforts at belt tightening, the COVID-19 pandemic has exposed a more dramatic urgency for remediation that has put seeking an M&A partner on the short list of strategic choices for boards and leadership to consider.

This panel discussion will explore considerations, risks and solutions at all points along the transaction life cycle, ranging from the early assessment of which institutions would make good partners, effective due diligence, what synergistic benefits may reasonably be expected, how to manage the M&A process and structure a deal, how to achieve the transaction thesis through effective post-transaction integration and implementation, and how to engage in impactful change management and communications along the way.


Emerging Risks: The Impact of Environment, Social and Governance

Mary Jane Darby, Janney

Susan Fitzgerald, Moody’s Investors Service

J. Michael Gower, Rutgers, The State University of New Jersey

Investors in higher education debt are increasingly focused on emerging environmental, social and governance risks. These factors, which drive the financial sustainability of colleges and universities, can also impact the interest rate that universities pay on their debt issuances. To provide increased transparency around these risks, rating agencies have introduced Environment, Social, and Governance (ESG) scores that highlight key risks for individual debt issuers. A representative from Moody’s will discuss their ESG scores and a representative from a financial advisor will discuss how ESG risks impact college’s access to the capital markets. Audience members will be invited to share via polls the key ESG risks they have identified and their own strategies for addressing, in addition to sharing their stories.

Faculty and Administrative Space on College and University Campuses After the Pandemic

Joshua Burgher, The New School

Richard Madonna, American Museum of Natural History

Mrijke Smit, MKThink

The university is a series of individual entrepreneurs held together by a common grievance about parking – Clark Kerr

Space (and parking) on college and university campuses has been demanded, coveted, captured, and a topic of intense debate likely since the creation of the university system and in the minds of faculty and administrators at virtually every institution, woefully deficient in supply.  Finance and operational leaders have spent considerable time working to value and optimize the allocation and use of space; however, these efforts have been resisted in many cases with limited success on curbing the appetite for offices and administrative spaces. Faculty and administrators wanted to be on campus. They wanted to have large offices and spaces to grow teams.  That was, until the pandemic showed what life could look like in a hybrid work environment.

The pandemic shifted how faculty and administrators utilize space on campus dramatically. The trade-off between having large offices on campus and the ability to work from home offices and skip commutes has shifted demand for faculty and administrative space on campus.  Finance and operational leaders have an opportunity now to take advantage of this ease in space demanded and implement new ways to assign, utilize, and ultimately value this expensive resource.  This panel discussion includes college finance and operational leaders, a partner from an architecture, planning, and innovation company that works with colleges and universities re-envisioning their faculty and administrative spaces, and a market analyst researching this trend across the US.

Future CBOs Roundtable Discussion and Networking Session

Lisa Heffernan,Southern New Hampshire University

Molly Mercer, Pennsylvania State System of Higher Education

Join Molly Mercer, CFO at Pennsylvania’s State System of Higher Education, and Lisa Heffernan, Vice President of Finance at Southern New Hampshire University, as they lead an interactive presentation on developing a road map to becoming a CBO in higher-ed.  Engage in a facilitated discussion and network with your peers on important experiences, skillsets, and barriers to attaining this coveted role within your institution.  Learn about the resources available to you at EACUBO and NACUBO to support you on your journey.

11:00 AM – 11:45 AM
Break in the Exhibit Hall

11:45 AM – 12:45 AM
Concurrent Sessions

How to Walk the Talk of Diversity, Equity and Inclusion in Your Organization
Wanda James, New York University
Marisol Marrero, New York University

Diversity, equity, and inclusion (DE&I) are highly sensitive topics that may cause discomfort to many when the subjects are brought up. Colleges and universities are making commitments to align their business practices to reflect and capture the best practices of diversity, equity, and inclusion in all facets of life on campus. Our session will dive into how we, as a small department within a large private university, decided to take up the challenge of walking the talk of diversity, equity, and inclusion. We will discuss how we created a committee within our small department to research best practices in higher education and use that information as guiding principles in our efforts.

Modernizing Financial Process for a Sustainable Future

Susan Lin, Cornell University

Justin Martin, Syntellis

Sal Tripoli, Tufts University

While higher education leaders are breathing a collective sigh of relief that the worst of the pandemic has passed, the sector still faces considerable and systemic challenges -- such as decreased funding, increased costs, workforce shortages, and fluctuating enrollments. In response, forward-thinking institutions are transforming financial processes to support long-term success. In this panel-style session, financial professionals from Tufts University and Cornell’s Student and Campus Life will discuss their modernization initiatives, sharing best practices as well as system considerations for simplifying and streamlining processes, including budgeting and labor planning.  Learn how each institution is approaching modernization efforts and the impact on efficiency and financial transparency.

Moving Toward Sustainable Transformation
Laura Casamento, Utica University
Richard Staisloff, RPK Group, LLC

Higher education leadership often talks about transformation as a goal. But what does transformation look like when it is achieved?  And how can transformation efforts become sustainable?  

Laura Casamento, President of Utica University, will share a case study demonstrating the impact of their move to a return-on-investment lens. That lens, including transformation of the academic portfolio and administrative services, has now been in place three years.

Focusing on Graduate Outcomes is Good Business: Improving Undergraduate Employment Prospects and Job Placements
Kathryn Hutchinson, St. John’s University
Matt Unterman, Grant Thornton

The success rate for graduate placement has been an increasing focus of prospective students, parents, and employers, and therefore for higher institutions themselves as development, admissions, finance, provost, etc.  Graduates’ success is having a greater impact on the reputation of colleges and universities and underscores the value proposition of attending specific institutions, which in turn can help stabilize enrollment, student retention, and tuition revenue.  This presentation will provide practical examples of how leading institutions have tackled the challenge of improving post-graduation success for their graduating undergraduates and the role of the Chief Business Officer in guiding an institution’s investment in or reallocation of financial resources to this critical area.  St. John’s University will tell its story of how it significantly increased graduate outcomes over a multi-year effort within its unique student population (37% of its students are Pell Grant recipients and 75% receive need-based financial aid).  As a university, it focused on increasing the percentage of its undergraduate populate that was able to obtain full-time work or a space within graduate education within six months of graduation.  Due to the institution-wide approach that it took, it was able to move from 81% placement to 95%, achieving its target metric.

12:45 PM – 2:00 PM
Lunch and NACUBO Update with NACUBO Board Chair, Nicole Trufant

2:00 PM – 3:00 PM

Concurrent Sessions

Creating and Implementing a Diversity, Equity, and Inclusion Strategy
Glen Jones, Georgetown University
Reshma Patel-Jackson, Attain Partners

Over the past year, the world has witnessed multiple events that have shone a bright light on systemic racism and social injustice. These events have served as a catalyst to identify attitudes that contribute to these conditions and shift established mindsets towards creating new systems that result in increased diversity, equity, and inclusion (DEI). At an organizational level, it is imperative that institutions revisit their culture, behavioral norms, operations, and structure to determine whether it promotes and values diversity of stakeholders and thinking, provides a sense of belonging for all, and removes barriers to access and success.  Glen Jones and Reshma Patel-Jackson have worked together for several years to shape strategic priorities for the NCAA, with DEI serving as a strategic priority for the associations, student-athletes, and governing bodies. They will share best practices and lessons learned with successfully executing a DEI framework and the critical role that business leaders play in the process.

In this session, we will discuss DEI strategies for establishing a vision and direction that speaks to the future direction of higher education, and how change management practices can be employed to create impact and accountability amongst business leaders who are critical to achieving the social and financial outcomes and impact that DEI can bring to both their campus and community. With a focus on the student, staff, and faculty communities, the speakers will discuss the critical components of a DEI strategy and equip participants with the ability to inform their organization’s journey to a more inclusive culture. Further, we will discuss the unique role the business office plays in advancing campus DEI initiatives.

Throughout the discussion, we will engage members to provide insights into their current DEI experiences within their institutions so that the discussion can be tailored to address the audience’s specific situations.

The Future of Higher Education Begins Now: The Roadmap to Smart, Healthy, and Sustainable Practices

Carlo Enrique Vazquez, Community College of Allegheny County

Brian McCloskey, Community College of Allegheny County

Jaime Paris Boisvert, Johnson Controls

With undergraduate enrollment on the decline, it’s unsurprising that 95% of university business respondents say that modernizing campus facilities and energy infrastructure systems is challenging. Schools have to do more with less capital, as they continue to battle budget cuts, historic inflation and industry-wide labor shortages and skills gaps. But schools cannot afford to wait to update their facilities. Smart building technologies and services are proven to generate savings through increased energy efficiency, leading to a positive net present value.  

The Community College of Allegheny County (CCAC) is already recognized as a best value in Pennsylvania higher education, and by partnering with Johnson Controls to invest in smart building technology and services, they’re stretching their dollars even further while delivering an optimal campus experience. Presenters will share how the school’s $11M modernization initiative will deliver tangible outcomes to stakeholders.

They’ll expand on how they leveraged federal relief and grant funding to bring their vision for a future-ready campus to life without divesting from their existing budget or raising tuition. They’ll share how using IoT and AI is making campus systems smarter and more user friendly, adding full control functionality, energy savings initiatives and space use/management capabilities, making CCAC staff more efficient and flexible. They’ll also expand on how real-time data insights will allow the school to optimize its operations for greater efficiency, propelling it towards its Green Building Alliance (GBA) 2030 Sustainability Commitment. Participants will come away with inspiration and concrete steps to build their own campus modernization roadmap.

Aligning Strategy and Resource Allocation at NYU and Brooklyn College

Lise Fitzpatrick, TruEd Consulting, Inc.

Alan Gilbert, CUNY Brooklyn College

Michael Lanza, CUNY Brooklyn College

Stanley Ng, New York University

Many higher education institutions face budget constraints and the need to do more with fewer resources. Colleges and universities need to optimize resource allocation in order to meet their long-term missions. Join New York University and Brooklyn College (part of the City University of New York System) to learn how they have successfully transformed its budgeting and planning capabilities as well as elevated its resource allocation and management process.

In this presentation, NYU and Brooklyn College will provide a live demo of their budget and planning models in action and conduct interactive polling questions with the audience. Both institutions will also provide insight into how to plan for and implement such a solution, including lessons learned and common pitfalls to avoid.

Fostering Agility in Your Institution’s Capital Planning

Nick Borkowski, First American

Kathy Dettloff, University of Maryland Baltimore County

Mary Glasscock, Georgetown University Medical Center

J. Michael Gower, Rutgers, The State University of New Jersey

As we continue to embark on a new chapter in higher education, universities across the country are re-thinking "the way we've always done it." Business officers are facing unprecedented pressure to reduce costs, diversify revenue, and drive efficiency all while developing a long-range capital plan for strategic investments. In this fireside chat style and interactive discussion, you’ll hear from three leading business officers who will share their journeys in developing a more agile approach to capital planning that has enabled their institutions to adapt to changing environments.

3:00 PM – 4:00 PM
Dessert in the Exhibit Hall

4:00 PM – 5:15 PM
General Session
Molly Nece, Founder of Golden Age Leadership
TREASURE Being…at Work

Molly Nece is a leadership expert in higher education who challenges audiences to intentionally focus on becoming rich—and it doesn’t always mean dollars. 


After 25 years in higher education, at four universities of various sizes and levels of distinction, she launched Golden Age Leadership, a company that helps leaders and teams to create a culture that fosters a sense of value and belonging to support the future of work without sacrificing employees’ well-being or productivity.


Her strong background in executive leadership coaching, development of rising leaders and strategic planning makes her the "go to" person to re-engage and energize teams to re-imagine the future in a meaningful, relevant way.

5:15 PM – 6:30 PM
Halloween Party and Happy Hour in the Exhibit Hall

6:00 PM – 8:30 PM
Regional President’s Dinner (Invitation Only)

8:30 PM – 10:00 PM
Cheers! Reception

Tuesday, November 1

7:30 AM – 5:00 PM

7:30 AM – 8:30 AM
Chair’s Business Partner Appreciation Breakfast (Invitation Only)

7:30 AM – 8:30 AM
Networking Breakfast in the Exhibit Hall

8:30 AM – 9:30 AM
General Session
Howard Teibel, President, Teibel Education
The CBO-CAO Partnership: Building a Culture of Shared Commitment

The biggest challenge facing leaders is the careful balance of running the college or university as a business while ensuring it lives its mission. This tension is historical and resides with the Chief Business Officer and Chief Academic Officer or Provost.

Whether it’s program review, budget processes, or learning modalities, building a healthy culture between the academy and business office is critical to transforming how work gets done in service of teaching, research, and student outcomes. 

At the heart of building this healthy culture is learning the language of humility and care while extending ourselves beyond our sphere of control.  Great leadership involves letting go of ego and power and focusing on what’s good for the whole.

This general session will begin the conversation that sets the context for this necessary shift. 

9:30 AM – 10:00 AM
EACUBO Annual Business Meeting

10:00 AM – 10:45 AM
Break in the Exhibit Hall

10:45 AM – 11:45 AM
Concurrent Sessions

Employee Wellness: Connections Between the Staff Experience, DEI, and Organizational Culture

Matt Bourdon, American University

Jessica Waters, American University

The staff experience and staff wellness are critically important to the student thriving, a healthy organizational culture, and cost management of recruitment-related expenses. Particular attention must be paid to the connections between staff wellness and diversity, equity, and inclusion (DEI) to build and sustain an engaged community. In this presentation, we will discuss how the Office of Undergraduate Education & Academic Student Services (UEAS) at American University has embraced this philosophy through the development and implementation of team-wide wellness principles and activities. We will examine how the UEAS wellness principles and activities guide decisions, boost faculty/staff morale, and contribute to a community of care. A question-and-answer session will follow the presentation.

Linking Your Endowment to Your Institutional Mission and Financial Stability

John Griffith, Hirtle Callaghan

Audra Hoffman Kahr, Cedar Crest College

Philip Laube, Muskingum University

A panel of CFO's who have successfully grown their endowments by taking a holistic approach to risk management.  We will share what it means to take a more holistic view of risk management, how it can be accomplished and provide examples of superior outcomes. We will also explain why the traditional view of endowment risk is limiting organizations’ ability to grow their endowments.

The endowment is one of the most critical tools organizations can use to ensure their financial sustainability. The long-term nature of the endowment makes it uniquely suited to support nonprofits’ missions in perpetuity. Yet too often conversations about endowment risk focus take place within the narrow confines of stock market volatility, interest rates and concerns over liquidity. The conversation needs to be elevated to a more strategic level. The true measure of risk is not within and between asset classes but the risk to the mission of the organization if the endowment fails to grow.

To be successful, nonprofits should adopt a different framework to evaluate the risk and rewards tradeoffs of endowment management. The historical tools used to evaluate endowment risk, which are generally short-term in nature, are insufficient. Instead, organizations should use a risk management framework that is aligned with the role the endowment plays in supporting its institutional mission and the long-term financials sustainability.

Healthier Campus = Healthier World: Countdown to 2050…Where Are You on the Journey to Net Zero?

Lisa Halpert, Tufts University

Jason Moran, Williams College

Erin Smith, Bank of America

David Wagner, Bank of America

In pursuit of a healthier world, all aspects of society must come together to help reach net-zero carbon emissions. Compared with the age of the planet, three decades won’t register as even a blink of an eye. Yet the next 30 years could determine whether humans are able to set a course for long-term environmental sustainability and a more prosperous world.

According to the United Nations, society must achieve net-zero by 2050, meaning that man-made carbon emissions are reduced to as close to zero as possible, to the point that what remains can be absorbed naturally or balanced by carbon removals. That’s what it will take to limit global warming to 1.5 degrees Celsius above preindustrial levels in order to avoid the worst effects of climate change. But can we do it? Using history as a guide, the answer is yes. Humans have a proven ability to effectively mobilize to counter global-scale threats such as polio and smallpox, as well as collaborate to realize critical opportunities such as global health and telecommunications networks.

We will have a moderated panel discussion featuring subject matter experts together with representatives from colleges and universities focused on the topic of Net Zero and environmental sustainability.

Creating a Culture of Continuous Transformation
Jim Hundrieser, NACUBO

Transformation is about creating a continual adaptation to impactful practices so that each institution’s current and future conditions are easily understood.  Transformation continues so that an institution can survive, adapt, thrive in a dynamic and ever-changing competitive environment.

Using a three-phase process, a strong sustainable business model seeks to integrate transformation with financial analysis, a sustainable way forward, and execution of strategies.

Using a worksheet for participants to use during the session, this interactive session includes a three-part assessment that ask participants to consider their institutional financial sustainability exploring viability, financial pitfalls, and major points of risk.  Second participants will rate their institutions willingness to change, assessment of ability to change, and resources available to accomplish a sustainable way forward. Third, participants will consider ways to execute strategies in a continuous model that includes a tactical deployment of resources and ways to prioritize and monitor program so that the end result is a strong sustainable business model.

The session will conclude with an opportunity to consider how the future of education will include multiple pathways for students.  The audience will brainstorm strategies for how an institution can use this transformation model to create realistic and obtainable next steps that align with the predicted enrollment pattern changes we will see over the next ten years.

12:00 PM – 1:00 PM
Lunch and Washington Update with Liz Clark, NACUBO Vice President of Policy and Research

1:00 PM – 2:00 PM
Concurrent Sessions

Discretionary Spending: Managing Costs Now to Save for the Future
Allen Kong, Rutgers, The State University of New Jersey
Nimish Patel, Rutgers, The State University of New Jersey

Due to COVID-19, many universities, including Rutgers, have been facing financial challenges caused by funding shortfalls, pressured research grants, student enrollment decline, athletic event revenue losses, and other revenue stream deficits. A team from the Controller’s Office, Audit Advisory, and Procurement began formulating a university-wide strategy to address this unprecedented situation. A comprehensive strategy was developed encompassing policy and guidance, spending discipline and controls, business intelligence, and change management, with an aggressive intention of reducing discretionary spending university-wide. Within a few months, the approach was launched to 25,000+ staff and faculty with innovative ideas, scalability and sustainability, shared responsibility mindset, workload and impact balance, and change management.

Building the discretionary spending approach included a broad socialization effort raising awareness with the President’s Cabinet, finance, business administration, and academic leadership across all campuses. The approach was officially announced in late 2020, with the continuous evolution of change management and awareness building.


*New guidance on spending discipline based on necessary, appropriate, and reasonable framework

*University-wide communication of policy and saving tips

*Enhanced spending approval workflow

*Business intelligence dashboards

*Buying habits monitoring

*Change Management and communication

The spirit of working together to face this extraordinary situation is high at Rutgers. Staff and faculty understand the need to take action to continue supporting our university mission. Cost-saving ideas continue to surface from all areas. Business intelligence continues to track positive progress. Over $300M of purchasing committed spending was reduced in the fiscal year.

Discretionary spending is not a one-time exercise. The cost-saving discipline will transform university operations to support the university mission of providing for the instructional needs of New Jersey’s residents, conducting innovative research, aiding the economy and the state’s businesses and industries, providing healthcare, and performing public service in support of the needs of the residents of the state.

Partnering to Increase Transparency and Accessibility of Financial Reports: A Case Study in Financial Transformation at Ohio Wesleyan University

Maura Donahue, Ohio Wesleyan University

Rebeka Mazzone, FuturED Finance, LLC

The new VPFA arrived at Ohio Wesleyan University (OWU) in June 2020 amid the COVID-19 pandemic, replacing a nine-month interim.  Prior to the onset of the pandemic, the university had begun the process of academic program and administrative reviews in response to operating deficits. Like many institutions, OWU’s finance and accounting team was experiencing challenges with disconnected processes and accounting data that was not automated or distilled. The generation of reports for internal users and the trustees required many manual adjustments, which limited their ability to create timely and accurate reports needed to plan for the financial future of the institution.

Using a case study method, we will set the stage by sharing the background and elaborating on more details. Participants will be asked to engage in discussions about how they have or would approach the situation, and what goals they might have set in this situation.

How is the Employee Mental Health and Well-Being on Your Campus?

Susan Bagdasarian, University at Buffalo

Mark Coldren, University at Buffalo

Neil McGillicuddy, University at Buffalo

In our turbulent recent world, workplaces in general, and colleges and universities more specifically, have looked to place a greater emphasis on the mental health and general well-being of its employees (i.e., faculty and staff).  Join this interactive session facilitated by members of the Human Resources and Employee Assistance Program from the University at Buffalo, State University of New York to identify strategies and tools to meet this important challenge. In addition to sharing UB efforts and initiatives, the session will also include an introduction to the College and University Professional Association for Human Resources (CUPA-HR) “Mental Health Framework Tool”.

Women's Leadership Roundtable Discussion and Networking Session

Sara Thorndike, Pennsylvania State University

Audra Hoffman Kahr, Cedar Crest College

2:00 PM – 3:15 PM
Ice Cream Social in the Exhibit Hall

3:15 PM – 4:15 PM
Concurrent Sessions

Tax Update

Frank Giardini, CliftonLarsonAllen, LLP

Laura Kenney, CliftonLarsonAllen, LLP

Lauren West, CliftonLarsonAllen, LLP

Complying with FASB to Convey Financial Results While Telling Your Institution’s Story
Richard Cole, FORVIS
Sue Menditto, NACUBO

This session will review how to best convey your institution’s financial story. A national and GAAP perspective will review observations, insights, and recommendations for effectively communicating financial information via audited financial statements. Topics will include governing board designations, streamlined disclosures, operating performance, liquidity, restrictions, availability and use of resources, and investment and endowment information. 


Challenges of Deploying ERP for a Consortium of Universities

Michael Dow, Attain Partners, LLC

Mark Meyers, Attain Partners, LLC

Janet Wormack, University System of Maryland

As we progress forward beyond the pandemic and events of the past couple of years, institutions are faced with continued challenges that can have an impact on the financial health of a university or college.  Future forecasts of the coming enrollment cliff and current staffing challenges require new and innovative ways to do more with less. This presentation and discussion will consider the opportunities and challenges employing a consortium approach for ERP solutions.

A consortium model provides participating institutions many benefits, of which economies of scale, financial sustainability, and shared services and best practices are but a few.  Presenters will share an overview and insight from an ongoing endeavor to implement an ERP solution across a consortium of five universities. Topics to be covered include an overview of the decision behind a consortium model approach to an ERP solution, best practices for an effective governance structure and unified team, and strategies to developing and executing a deployment plan that consider the needs of individual institutions within a unified model.This presentation will be a blend of knowledge shared with an interactive discussion to solicit questions, share experiences, and elicit perspectives from participants.

Faculty and Administrative Space on College and University Campuses After the Pandemic

Joshua Burgher, The New School

Richard Madonna, American Museum of Natural History

Mrijke Smit, MKThink

The university is a series of individual entrepreneurs held together by a common grievance about parking – Clark Kerr

Space (and parking) on college and university campuses has been demanded, coveted, captured, and a topic of intense debate likely since the creation of the university system and in the minds of faculty and administrators at virtually every institution, woefully deficient in supply.  Finance and operational leaders have spent considerable time working to value and optimize the allocation and use of space; however, these efforts have been resisted in many cases with limited success on curbing the appetite for offices and administrative spaces. Faculty and administrators wanted to be on campus. They wanted to have large offices and spaces to grow teams.  That was, until the pandemic showed what life could look like in a hybrid work environment.

The pandemic shifted how faculty and administrators utilize space on campus dramatically. The trade-off between having large offices on campus and the ability to work from home offices and skip commutes has shifted demand for faculty and administrative space on campus.  Finance and operational leaders have an opportunity now to take advantage of this ease in space demanded and implement new ways to assign, utilize, and ultimately value this expensive resource.  This panel discussion includes college finance and operational leaders, a partner from an architecture, planning, and innovation company that works with colleges and universities re-envisioning their faculty and administrative spaces, and a market analyst researching this trend across the US.

4:30 PM – 5:30 PM

General Session
Laura Sparks, President of The Cooper Union
Learning from the Past and Charting a Path Forward

Laura Sparks is the president of The Cooper Union for the Advancement of Science and Art and a recognized leader in higher education, finance, community economic development, and philanthropy.  She is the 13th president of the institution and the first woman to hold the position. With her leadership, Cooper is pursuing an ambitious and comprehensive plan to offer full-tuition scholarships for all undergraduate students, returning Cooper to its roots of providing a free education for students from all walks of life.  

Laura serves as Vice Chair of the Commission on Independent Colleges & Universities (CICU) in New York and is Chair of its Audit & Compensation Committee. Laura is also Chair of the Association of Independent Technological Universities (AITU). She was recently nominated by the Acting Secretary of the Air Force to serve in the Air and Space Force Civic Leaders Program, which will advise the Secretary of the Air Force, Chief of Staff of the Air Force, Chief of Space Operations, and Air and Space Forces senior leaders.

Previously, Laura served as executive director of the William Penn Foundation, a $2 billion private foundation dedicated to improving the quality of Philadelphia, the sixth largest U.S. city, and the region that surrounds it.

Prior to that, she had worked as senior vice president for financial services at Opportunity Finance Network—a national nonprofit serving local Community Development Financial Institutions across the country. She later served as the director of development finance initiatives for Citi Community Development and Citi Foundation. She also previously held positions in public and private finance at UBS Securities and at Goldman, Sachs & Co.

Her prior board service has included the Governor’s Advisory Board for Community Development, the Credit Committee and Capital Formation Committee for Living Cities, and the board of Aeris, a nonprofit information service for community investors who champion economic justice in under-served markets.

5:30 PM – 7:00 PM
Networking Reception

Wednesday, November 2

8:00 AM – 11:30 AM

8:00 AM – 9:00 AM
Networking Breakfast

9:00 AM – 10:00 AM
General Session
Damon A. Williams, Visionary and Inspirational Leader
Strategic Diversity Leadership: Activating Change and Transformation in Higher Education

Damon A. Williams is a visionary and inspirational leader, and one of the nation’s recognized experts in strategic diversity leadership, youth development, corporate responsibility, and organizational change.


For four years, he led a $250M social impact portfolio for the world’s largest youth development company, the Boys & Girls Clubs of America, representing the interests of nearly 4M diverse youth and teens as Senior Vice President for Programs and Chief Education Officer.


One of the original architects of the Inclusive Excellence concept in American higher education, he is the author of best-sellers - Strategic Diversity Leadership and the Chief Diversity Officer. He is a global thought leader having worked with more than 1,000 colleges and universities, Fortune 100 companies, foundations, and government agencies, as keynote speaker, strategist, educator, and social impact leader.


He is currently chief catalyst for the Center for Strategic Diversity Leadership & Social Innovation and a Senior Scholar and Innovation Fellow at the Wisconsin Equity, and Inclusion (Wei) Laboratory of the University of Wisconsin-Madison, where he previously served as Associate Vice Chancellor and inaugural Chief Diversity, Equity, and Educational Achievement Officer.

10:15 AM – 11:15 AM
Concurrent Sessions

GAAP Update
Richard Cole, FORVIS

This session will provide some reminders and an update on recently issued standards and projects in process which could impact higher education institutions. It will also provide some reminders of some common financial statement errors that are made in financial reporting. 

Consolidation in Higher Education: Closures, Mergers, and Acquisitions – An Update

Brett Carroll, Mercy College

Megan DeGrass, Goldman Sachs

Jessica Wood, Standard & Poor’s

Claire Esten, Grant Thornton

The EACUBO 2019 Annual Meeting session on Mergers and Acquisition in Higher Education addressed consolidation in the sector, focusing on case studies of notable mergers, acquisitions and affiliations.  While the COVID pandemic may have introduced a temporary pause, closures of institutions and partnership agreements have continued, and are likely to accelerate. The panel will discuss recent trends in institutional closures, observations about the impact of consolidation since 2019 and a framework for assessing opportunities. Panel participants will discuss the credit, finance and accounting impact and considerations of potential M&A opportunities as well as observations around institutional closures and the potential impact on the higher education sector.

While closures have largely impacted small or specialty institutions, the trend of consolidation is likely to have a broad impact and presents opportunities for strategic alliances, growth and scale. Higher education is unique, and unlike sectors such as healthcare, which has seen rapid consolidation, M&A remains a new frontier with an array of unknowns.  The panel will touch on lessons learned and positioning for opportunities in the future.

Building Your Allyship IQ
Paulette Granberry Russell, National Association of Diversity Officers in Higher Education
Sharon Lolk, TIAA
Adam Raskoskie, TIAA

Developing allyship IQ is critical for becoming a leader who can build the diverse workforce we know produces the best results. Allyship is also key for building the relationships and earning the trust needed to lead your organization through tough and divisive times. Attend this session to learn how to build your allyship IQ as a leader by learning about communities different from your own, strengthening your care muscles, and practicing advocacy for individuals of different backgrounds.

Academic Unit Business Officer Roundtable Discussion and NetworkingSession

Romayne Botti, Rutgers, The State University of New Jersey

11:15 AM – 11:30 AM


11:30 AM – 12:30 PM

Concurrent Sessions


What to Expect: The Endowment Model in Our Time

William Jarvis, Bank of America

The success of the highly diversified endowment model of investing characterized by a highly-diversified investment portfolio with an equity bias and a high degree of acceptance (or even pursuit) of less-liquid and illiquid investment strategies has been charted by many observers and continues to be robustly supported by some of its leading practitioners among institutions of higher education. Yet the model, while highly relevant and powerful as a framework for the management of long-term nonprofit investment pools, is likely nevertheless to deliver future results that are subdued relative to those obtained in the past. This is not necessarily a result of faults in the endowment model itself but stems in large degree from the structural secular conditions that have come to prevail in global capital markets. In this sense, the endowment model is not, as some would argue, broken; rather, it remains a very effective tool for optimizing endowment returns. It is likely, however, to deliver different results than in the past due not to any faults in the model itself but rather to the objective circumstances in which it will be employed.

Join in a discussion of the investment and governance challenges that colleges and universities are facing in this environment and a review of the tools they can use to meet those challenges.

Unprecedented Federal Funds Buoyed the Higher Education Sector – But Will it Sink or Float in Their Absence?

Tom Brady, Pace University
Sidney Evans, Morgan State University
Sean Wiley, S&P Global

What would have happened to the higher education sector without unprecedented federal funding? With the future of many institutions hanging in the balance, federal funds administered through the CARES Act, CRRSA Act, and ARP Act buoyed higher education through the pandemic and potentially helped many schools make much needed investments to be more successful in the future. Prior to this year S&P Global Ratings, had a negative outlook on the higher education sector for four straight years given ongoing demand issues and the financial challenges they brought, particularly to lower rated school. S&P revised its outlook this year in large part because of those federal funds. While some universities needed to utilize funds just to get through the pandemic, others were able to make some fundamental changes that will help them remain on solid ground going forward.

This session will have panelists from S&P Global, Morgan State University, a public HBCU, and Pace University, a private university from the eastern coast, to discuss what the federal investments meant to higher education. S&P Global will discuss the credit impact of those federal funds, who benefited the most and least from them, and what schools are planning for when they no longer can rely on them. The chief operating officers from Morgan State University and treasurer from Pace University will also be panelists to discuss different types of funds they received, how valuable those funds were to the institution, and what their plan is to adjust to the absence of those funds going forward.

Managing Emotional Health and Employee Well-Being
Matt Verdecchia, ARRO Consulting

Discussing the subject of mental health may be one of the last remaining taboos in the workplace. As the challenges of the pandemic, political and societal unrest etc. continue, people continue to experience high levels of stress, uncertainty and anxiety, impacting their mental and/or emotional and physical health.

Many in the workplace experience depression, anxiety or stress on the job, resulting in absenteeism, medical claims, safety issues and lower productivity both personally and professionally.  These issue, at times,  impacts others behavior and productivity.

This session is designed to educate, empower and bring awareness and strategies to managers. To identify and support workers who may be experiencing emotional health or other related issues. Participants will learn what emotional (mental) health is and is not, the objective warning signs of deteriorating behaviors, and how to partner with resources (such as the EAP) to effectively assess and address workplace mental health and well-being issues.

Ethics ABCs for CBOs
Michael Cooney, Nixon Peabody, LLP

This presentation will concentrate on ethical issues which present themselves in the higher education context.  Our goal is to provide achievable outcomes driven by ethical considerations.