EACUBO 2024 Workshop
Program Details

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Pre-Workshop Sessions

Monday, March 4

8:00 AM - 5:00 PM Next Generation Chief Business Officer Session *
10:00 AM - 7:30 PM Women's Leadership Forum *

* Separate registration required. Take advantage of a discounted rate when registering for a pre-workshop session and the 2024 Workshop.
Click here for details.

 

Workshop

Tuesday, March 5

7:30 AM - 4:00 PM Registration Open
7:30 - 8:30 AM First Time Attendee Breakfast (by invitation only)
7:30 - 8:30 AM Mentoring Session and Breakfast
7:30 - 8:30 AM Networking Breakfast
8:30 - 9:45 AM General Session 1
Academic Portfolio Data Frameworks - Lessons Learned at WVU
Katie Hagan, Principal, rpk GROUP
Mark Gavin, Associate Provost for Academic Budget, Facilities and Strategic Initiatives, West Virginia University

West Virginia University (WVU) recently underwent a painful but necessary process to support the health and sustainability of the institution. That process included the evaluation of the academic portfolio (programs and departments) with a goal of preserving offerings that meet student needs, achieving instructional efficiencies, delivering on student success, and supporting the long-term health of WVU. In this session, Mark Gavin, Associate Provost for Academic Budget, Facilities and Strategic Initiatives, will share the process, metrics, and lessons learned at WVU. Katie Hagan, a Principal at rpk GROUP, supported the work at WVU and will help contextualize the WVU experience in the broader landscape of higher education’s challenges and opportunities.

Learning Objectives
  1. Develop an initial understanding of how to collect, analyze, and present data to build a shared foundation of business intelligence for academic programs and departments.
  2. Exposure to best practice for acting on academic portfolio analyses, including pitfalls to avoid.
  3. Discuss the importance of communication when engaging in this type of process.
CPE Available
  • 1.5 credits: Business Management & Organization
9:45 - 10:15 AM Refreshment Break
10:15 - 11:30 AM Journey to a Culture of Inclusion
Elizabeth Ireland, Grant Thornton
Mark Zavodnyik, Grant Thornton

Diversity, equity, and inclusion programs have long been a part of campus communities and were reinvigorated at many institutions in recent years. In 2021, the Facilities & Real Estate Department (FRES) at the University of Pennsylvania determined it wanted a more cohesive DEI strategy to serve its 1000+ person population of administrative, housekeeping and trades personnel. Following a series of surveys and focus groups, FRES launched a DEI Strategic Plan to drive its vision. Shortly thereafter, FRES engaged Grant Thornton to facilitate a DEI training program for its employees and launch a Diversity & Inclusion Advisory Council aimed at transforming its organizational management and culture.

Grant Thornton will facilitate a panel discussion with representatives from the UPENN FRES Steering Committee for this project who will discuss challenges, issues, and opportunities as higher education entities adapt their DEI strategies and initiatives. These individuals will offer perspectives on the experience, results, and lessons learned from this effort.

Learning Objectives
  1. Understand the practical challenges faced by a large organization with a diverse employee mix.
  2. Learn best practices on how to develop and implement a DEI vision.
  3. Provide leaders with various items to consider for their own institutions in the semester and years to come.
CPE Available
  • 1.5 credits: Personnel/Human Resources
Change Management: Delivering Dramatic Results Through Automating and Transforming Business Operations
Kristi Kerr, Connecticut College
Christopher Rust, Unimarket NA, Inc.

There are many ways institutions lose money throughout the sourcing, procurement, and payment process. Some of these include uncontrolled spend, maverick purchasing, and high processing costs due to manual, paper-based methods. Fortunately, many of these costs are controllable while significant savings can be realized by deploying operational tools, such as electronic sourcing, procurement, and payment software. However, just as things like uncontrolled spend are difficult to gauge, it can be even less predictable to determine the savings you can drive by automating and transforming your Procure-To-Pay business operations in a Change Management environment.

Join Kristi Kerr and Christopher Rust in exploring how to engage in a Change Management relationship with the Campus Community by developing a strategic vision around cost savings and revenue generation, followed by implementing an eProcurement platform which included eMarketplace, Contract Management, eInvoicing, Sourcing & Bidding and ERP integration. This presentation will explore how the automation and transformation of business operations allowed the institution to significantly control operational spending, gather data to understand spend and reduce risk with the support of both on-campus and remote campus operations. It will also explore ways of reallocating funds for technology investment and engaging in Change Management as a relationship - A Path That Leads to Delivering Dramatic Results Through Automating and Transforming Business Operations.

Learning Objectives
  1. Learn how the automation of a significant number of tactical Procure-To-Pay transactions transformed and improved business processes while positively impacting the operational dynamics within Accounts Payable and Procurement Services which led to operational efficiencies across the institution.
  2. Examine and review the impact of improving “Spend” under management and “Spend-on-Contract” leading to improved decision making based on actual data; effective utilization of eProcurement tools; providing valuable insights; improving agility, resulting in the achievement of dramatic results while also delivering unexpected outcomes.
  3. Advocate that when Change Management is viewed as a “Relationship” it creates the opportunity for the institution to remove barriers in support of strategic initiatives. Often led by Finance and Procurement Services we engaged in a) relieving repetitive approvals; b) providing a central repository for institutional contracts; c) the ability to actively engage in Strategic Supplier Management designed to safeguard the flow of goods and services in a volatile supply chain.
CPE Available
  • 1.5 credits: Business Management & Organization
Collegiate athletics and NIL: Navigating Today’s Opportunities, Challenges and Risks
Bill Guerrero, University of Bridgeport
Dave Capitano, Baker Tilly
Adrienne Larmett, Baker Tilly
Susan Halulko, Bethany College
Father Malachi Van Tassell, Saint Francis University

Most higher education institutions, whether large or small, public or private, have deep commitments to their collegiate athletic programs. While these programs help define the campus culture and provide opportunities for student and institutional growth, the presence of athletics across college campuses also increases risk. Name, image and likeness (NIL) has sharply impacted collegiate athletics over the past three years. (Some NCAA football programs have turned over their entire roster through NIL.) Recent NCAA and environmental changes have further challenged leaders to adapt to today’s collegiate athletics environment. This rapidly changing landscape provides opportunities for both students and institutions, but at what cost?

While there are abundant opportunities for advancing your institution’s mission through athletics across all three NCAA divisions, a winning strategy must include covering your bases when it comes to risk.

Join peer higher education leaders and Baker Tilly as this panel takes a practical look at NIL and the collegiate athletics environment and discuss how to manage the chaos. This session will cover the latest collegiate athletics news and updates, including the recent federal antitrust lawsuit, House v. NCAA, and what the outcome could mean for collegiate athletics. Real-time Q&A is encouraged!

Learning Objectives
  1. Gain insight into opportunities that collegiate athletics provide and understand how collegiate athletics impacts enrollment.
  2. Identify the compliance, financial and other risks related to athletic programs and NIL and apply best practices and develop strategies to help manage risk.
  3. Define the basics of NIL and why it is important to CFOs in higher education.
  4. Identify why NIL is opportunistic not only to student athletes and institutions but corporations and small businesses.
  5. Navigate how to partner with and support the athletic department and student athletes.
CPE Available
  • 1.5 credits: Specialized Knowledge
Accounting Update
Robert Gauthier, CliftonLarsonAllen
Katie Orris, CliftonLarsonAllen

Nothing is certain in life but change – how higher education institutions anticipate and plan for changes in accounting rules can help to ensure stakeholders are well-informed of new rules that can have a significant impact on decision making. During this session, the speakers will focus on identifying areas where accounting issues are most likely to occur. At the end of this session, you will be able to describe the technical requirements of these new standards and take away practical implementation guidance and examples to help your institution determine the best path forward.

Learning Objectives:
  1. Provide an overview of recent accounting standards affecting institutions of higher education.
  2. Review important items to consider when implementing accounting standards.
  3. Discuss applicability and other important items to consider when implementing the accounting standards.
CPE Available
  • 1.5 credits: Accounting
11:30 AM - 12:45 PM Lunch and EACUBO Update
1:00 - 2:15 PM Endowments as a Financial Safety Net
Jennifer Sauer, Sweet Briar College
Mary Wheeler, NACUBO
Jason Edwards, Adavico

Endowments consolidated in an investment pool are likely the single largest asset on an organization’s balance sheet and serve as a “safety net” during challenging economic conditions. Regular valuation of pool investments and precise fund valuation methods are critical for strategically deploying available funds for both current and future needs. Hear from the AVP for finance at Sweet Briar College, a school successfully rebounding from potential closure, about how their endowments helped save the institution. Using a Q&A format between the co-presenters, this session will cover the following:
  • Best practices for stewarding endowment funds
  • Options available for efficient management of pooled endowment funds
  • Available tools for tracking spending and compliance with donor restrictions
  • Handling unusual situations, such as endowment loans or decapitalizing donor-restricted endowments
Learning Objectives
  1. Understand how your institution's policies and practices maximize (or minimize) its endowment resources.
  2. Suggest best practices for utilizing your endowment funds more effectively.
  3. Evaluate the tools available for efficiently managing endowment funds.
CPE Available
  • 1.5 credits: Management Services
The Rise and Reckoning of Innovative Educational Initiatives: Growth Through Disruptive Innovation
Rebecca Purdom, UNH Franklin Pierce School of Law
David Matta, University of New Hampshire

A stand-alone law school in 2010, Franklin Pierce Law School signed on to join the University of New Hampshire one year before the historic collapse of the legal education market. By the time the school integrated with the university in 2015, the law school lost $6million each year and was the subject of closure rumors. In the five years since, the law school transitioned to a net positive balance sheet through growth, including the launch of an innovative online program. Now the only growing school in the university system, the law school boasts the most diverse class, the largest number of alumni donors, and continued plans for expansion. This presentation reviews the tactics taken by the law school, and examines the non-monetary costs associated with such successful disruptions, including the tension of realigning institutional practices and incentives against the backdrop of fiscal transformations.

Learning Objectives
  1. Gain insight into the combined financial strategies of strategically shrinking incoming student cohorts to enhance program quality and timed growth in new programs, and how those combined tactics can leverage compounding benefits.
  2. Identify and investigate the impacts of non-monetary stresses on institutions that engage in innovative learning strategies for growth, and the real downstream costs of those stressors.
  3. Explore the implications of transforming institutions against the backdrop of changing regulatory, demographic and market demands, and how fiscal transformations can save and even grow higher education institutions.
CPE Available
  • 1.5 credits: Business Management & Organization
After the Consultants Leave: Supporting a New Pay Program
Steve Jones, Towson University
Ben Lowenthal, Towson University

This is a case study of how the lack of market pay data fostered a culture and belief that all pay was low and uncompetitive with other institutions and that there were not sufficient financial resources to correct inequities. Partnering with an outside consultant, we used a collaborative approach to identify our competitive market, gathered market pay data and then developed a plan to address pay equity issue both from a market and internal (financial and HR based) perspective. The presentation focuses on the importance of collaboration, use of data and developing realistic plans.

Learning Objectives
  1. Understand that clearly defined pay objectives are essential.
  2. Identify criteria for market pay competitors.
  3. See the importance of collaboration and transparency.
  4. Understand the importance of using relevant, reliable and credible market pay data.
  5. Understand the benefits of investing in market-based pay.
  6. Understand how financial resource planning can be addressed effectively via multi-year budgeting and planning.
CPE Available
  • 1.5 credits: Finance
Leveraging the Inflation Reduction Act Opportunities and Sustainability Strategy to Optimize Capital Assets
Kimera Way, University of Wisconsin-Eau Claire Foundation
Susan Reed, Baker Tilly
Gideon Gradman, Baker Tilly
David Capitano, Baker Tilly

“Institutional sustainability” is a concept with multiple meanings – all aspects are interrelated and require intentional planning to be achieved. This session will focus on how an institution can leverage newly available funding under the Inflation Reduction Act (IRA) for certain energy infrastructure assets, and integrate sustainability strategy principles, as it maps its capital asset plans. This approach can play a significant part in both fiscal and environmental sustainability. The session will equip leaders across all institutional functions with the information and approaches they need to effectively leverage investments in capital assets toward the highest impact. The panel will also share how to evaluate capital management plans in conjunction with opportunities to incorporate environmentally sustainable components into projects to develop a holistic approach to project financing by using multiple sources such as IRA-based tax credits, 179D deductions, Green Bonds and energy grants. Panelists will discuss project eligibility, application and ongoing compliance processes required for each funding type.

The discussion will start off with critical investment strategy considerations, including how Sustainability/Environmental, Social and Governance (ESG) priorities should play into investment decisions. Panelists will provide options that institutions can use to fund those investment decisions, including with funding from federal energy tax credits, green/sustainable bonds and grants, and offer guidance on how to develop disclosure information in an impactful manner (e.g., measuring ESG outcomes/impact proactively and intentionally).

Learning Objectives
  1. Articulate the premise, funding opportunities and other potential impacts of the Inflation Reduction Act and how the IRA can help fund important strategic sustainability priorities.
  2. Explain the potential benefits of having an intentional energy project sustainability strategy combined with a strategy execution plan.
  3. Recognize the compliance, regulatory, and “stakeholder perceived” institutional obligations surrounding capital projects, especially those with the potential for producing renewable energy to serve the institution’s needs and the needs of the surrounding community.
CPE Available
  • 1.5 credits: Finance
2:15 - 2:45 PM Refreshment Break
2:45 - 4:00 PM The Importance of Employee Input on Your Institution's Total Rewards Offering
Alexis Hanscel, Denison University
Shuhan Luo, Denison University
Catharine Hamrick, Segal
Norman Jacobson, Segal

Providing an approach to ensuring that your programs and the processes that are in place on your campus truly can meet your employees’ needs.

Learning Objectives
  1. Educate your leadership about the need for employee feedback on your total rewards program.
  2. Observe the functionality of an innovative online focus groups platform, though a live demonstration.
  3. Develop a process for obtaining employee feedback, that helps identify areas for improvement in your total rewards offerings.
CPE Available
  • 1.5 credits: Personnel/Human Resources
Emerging Tools & Practices to Elevate Student Achievement
Leslie Jamison, Atlantic Cape Community College
Terri Dautcher, NACUBO

Student outcomes can be materially improved through planning, budget development, and resource allocation activities. In this session, attendees will learn about emerging business office practices that, when adopted and aligned with institutional objectives and goals, can improve student engagement, persistence, and completion. Atlantic Cape Community College (ACCC), along with 25 other 2-year and 4-year institutions, are working with NACUBO to develop a bank of resources to improve student outcomes and strengthen practices that address the financial sustainability of student-facing initiatives. Attendees will learn about three distinct use cases, including work that is underway at (ACCC) and other east coast institutions. The use cases presented will share: (1) mechanisms to enhance budget requests and the budget development process, (2) approaches to determine resource needs to sustain and scale initiatives initially funded by grant dollars or start-up funding, and (3) collaborative practices employed by CBOs to bring interdisciplinary teams of colleagues together to prioritize resource allocation aligned with student outcome goals. The tools, resources, and methodologies presented in this session are documented, and will be shared with attendees, in addition to the presentation deck used in the session. Access to these and other free on-line resources that can enhance planning and budget development, will also be provided for use during and after the EACUBO Workshop through a secure SharePoint site that attendees can request to access.

Learning Objectives
  1. Employ activities that build stronger connections between planning and budget development activities, and student engagement, persistence, and completion outcomes.
  2. Apply practices that can support assessment of grant-funded student-facing initiatives when funding must be integrated into institutional funding streams.
  3. Facilitate the creation of, and activities of interdisciplinary teams or meetings to support a systems-thinking approach to planning, budget development, and resource allocation.
CPE Available
  • 1.5 credits: Finance
Eating an Elephant: Using Procurement Data to Drive Change in How Goods and Services are Procured
Michael Durkin, University of Massachusetts President's Office

As campuses across the country grapple with how they will tackle the impending enrollment cliff beginning in 2025 (and for some already here), finance leaders need to pivot from traditional, approaches to managing spend to a more data centric approach. We have all attempted to create tools that will allow us to make data driven decisions, but we have struggled to develop solutions that are actionable.

Though a series of strategic initiatives, established as a series of sequential “road maps,” the University of Massachusetts has redefined our approach to data including; how we collect, interpret, communicate with, drive change with, and make decisions with data, in an effort to allow the University to thrive in challenging economic times.

This session will share how the University of Massachusetts used data to establish a shared service procurement organization, as well as take dive deep into one of its key initiatives to use data to change buying behavior.

We will explore the development of a strategic dashboard named SPARC-Pro (Strategic Planning Analytics and Reporting for Campuses – Procurement), designed to provide campus leadership visibility into procurement decisions being made at a divisional, departmental and individual level. Part of a larger set tools designed to provide campus leadership with detailed enrollment and budget data, this set of procurement tools shine a light on both good and bad procurement decisions.

By leveraging data elements from the general ledger, supplier management system, contract management system, e-procurement system, the Universities SPARC-Pro provides near real time visibility into key procurement activities, including sourcing and contracting. The tool also enables campus leadership by providing insight into the utilization of cost and risk reducing contracts, when procurements are not competitively sourced, and how much money a department is potentially leaving on the table by not using preferred agreements.

Learning Objectives
  1. Assess your institution's readiness to leverage procurement data to drive change on your campus by having a clear understanding of the data elements required to build a robust procurement dashboard.
  2. Utilize data to drive changes in how their campuses engages with procurement in an effort reduce cost and risk for the campus.
  3. Discuss using data to establish a shared service procurement organization.
CPE Available
  • 1.5 credits: Information technology
Ethics Potpourri
Teri Guarnaccia, Ballard Spahr LLP

Ethics Potpourri returns with a medley of ethics topics affecting attendees, including the continued regulation of financial transparency, conflicts of interest, and an update on the considerations regarding the use of artificial intelligence. The session will also explore roles and responsibilities relating to free speech on campus. We will include an opportunity for participants to share challenges and how they might best go about addressing them.

Learning Objectives
  1. Understand the regulatory framework of ethics codes of conduct and which are applicable to you, as well as other applicable regulatory issues.
  2. Explore public interest and responsibilities relating to free speech on campus.
  3. Consider the application of AI to your role and some of the ethical benefits and challenges associated therewith.
CPE Available
  • 1.5 credits: Regulatory Ethics
4:00 - 5:30 PM Networking Reception

Wednesday, March 6

7:30 AM - 12:00 PM Registration Open
7:30 - 8:30 AM Networking Breakfast
8:30 - 9:45 AM General Session 2
System Redesign: A Journey of Learning by Doing
Dan Greenstein, Chancellor, Pennsylvania State System of Higher Education

In 2018, Dan Greenstein was tapped as the next Chancellor of Pennsylvania’s State System of Higher Education and was given the task of launching a comprehensive, top- to-bottom System Redesign coming on the heels of an exhaustive review of how the multi-university public system operated at the time. More than five years later, that effort has yielded a more cohesive, systems-oriented organization that leans on collaboration, data-informed planning, and accountability to guide its decision making. Chancellor Greenstein will share his view of that journey and provide insights from the CEO’s perspective on the State System’s transformational change -- lessons learned, successes celebrated, and challenges tackled.

Learning Objectives
  1. Gain insights on navigating significant transformational change initiatives.
  2. Explore aspects of establishing a data-informed organization and enhancing accountability.
  3. Develop an awareness of key principles of financial sustainability and their integration into the organizational culture.
CPE Available
  • 1.5 credits: Business Management & Organization
10:00 - 11:15 AM How we Built and Launched an Action-Oriented DEI Strategic Advisory Body
Rebecca Roadman, University of Pittsburgh
Kathleen Kyle, University of Pittsburgh

The University of Pittsburgh designed and implemented a new model to impact diversity, equity, inclusion, and accessibility across our Business and Operations (B&O) units. While committees’ emphasis on training and events serves a purpose, our focus was to build a strategic advisory body that would counsel our B&O leadership on DEIA matters related to strategic and programmatic priorities—with a focus on actionable changes to protocol and practice.

We will describe the design, stakeholder consultation, and charter process to develop and launch the group. Then we will discuss the first set of recommendations that have been adopted and implemented, as well as group dynamics, transitions, and collaborations across the University. We will close with our assessment plan, and future directions.

Following the overview, we will break into groups for facilitated discussion on: Opportunities to positively impact DEI through procedural changes in our areas; and opportunities for improvement through data-driven decision-making and leadership.

This session will include information that attendees across all EACUBO fields would need to launch a similar body at their institutions, and it will allow ample space for attendees to share ideas and best practices that they can take back to their institutions.

Learning Objectives
  1. Articulate different goals as they relate to DEIA committee work.
  2. Determine whether a strategic DEIA advisory body is the best fit for their organization.
  3. Provide examples of procedural and practical changes that affect DEIA.
  4. List ideas for measurement and evaluation of the changes that affect DEIA.
CPE Available
  • 1.5 credits: Business Management & Organization
Artificial Intelligence (AI): Understanding and Governing AI as an Emerging Risk
Ashish Jain, University System of New Hampshire
Scott Peyton, Grant Thornton

The rise of Artificial Intelligence (AI), as a fast-moving emerging technology, continues to create buzz and excitement throughout the higher education community. AI offers Institutions new and exciting opportunities to explore ways to enhance teaching, research, student engagement, administrative programs, alumni engagement, fundraising – and does so while simultaneously providing potential improvements in efficiency. But how do higher education leaders govern this new technology and manage the risks that come with this opportunity? In this interactive session, we will provide a foundational understanding of what AI truly is, discuss how to bring all constituents across the institution together in a common governance structure, and provide real-world examples on how to maximize successful adoption of AI while ensuring fair, ethical, and credible AI practices are applied throughout the organization.

Learning Objectives
  1. Describe current higher education trends in AI, including business uses and technical aspects of generative AI.
  2. Cite successful AI strategy implementation and explore real-world examples of higher education institutions effectively integrating AI into their operations.
  3. Describe common challenges and risk mitigation approach such as bias in AI algorithms, data privacy concerns, and determine actions to address emerging risks and regulations.
  4. Indicate leading practices for institutions to mature their AI adoption, considering scalability, governance, and continuous improvement.
CPE Available
  • 1.5 credits: Information Technology
Financial and Credit Considerations of Environmental Risk and Successful Sustainability
Nora Wittstruck, S&P Global
John Coppola, Loyola University Maryland
Erin Smith, Bank of America

Standard & Poors will outline how ESG factors affect an issuer’s credit rating including disclosure requirements. There will be a focus on environmental factors such as climate transition and physical risks, natural capital, waste and pollution and other environmental factors.

Bank of America will discuss how higher education’s carbon emissions impacts the environment including everything from student transportation to adopting Platinum LEED standards to vendor selection. BofA will discuss strategies for institutions as they adopt and implement net zero commitments. The Inflation Reduction Act offers opportunities to achieve short term success by providing the financial resources to adopt projects from incorporating EVs into school fleets to more material long-term renewable energy projects.

Loyola University Maryland will discuss its environmental sustainability journey, which is inspired by Pope Francis’ encyclical “Laudato Si”, which commits the University to responding to the cry of the earth and the cry of the poor. Loyola will discuss its climate action plan and sustainability initiatives, as well as how Loyola’s commitment to sustainability is woven into the student, faculty, and employee experience.

Learning Objectives
  1. Deliver ideas for collaboration about how to better engage the campus community, campus community, research and corporate partners.
  2. Discuss how environmental risk and sustainability impacts the college’s operational risk and debt rating.
  3. Assess ways to incorporate the Inflation Reduction Act resources into a capital plan.
CPE Available
  • 1.5 credits: Specialized Knowledge
Tax Update
Aaron Hershberger, FORVIS

We will provide information based on our practical experience working with higher education clients. Learn more about important tax issues facing your organization, such as unrelated business income, Inflation Reduction Act credits, payroll tax compliance risks, highlights of the Form 990 changes, pertinent provisions of the IRS and Treasury Priority Guidance Plan, IRS employment tax activity and much more.

Learning Objectives
  1. Identify tax issues that could affect their organization.
  2. Recognize changes made to IRS Form 990.
  3. Other tax updates impacting higher education.
CPE Available
  • 1.5 credits: Taxes
11:15 - 11:45 AM Refreshment Break
11:45 AM - 1:00 PM Long-Term Capital Planning in a Rising Rate Environment
Andrea Bohn, Lafayette College
Johnnie Watson, Johns Hopkins University
Rob Kanzer, Janney Montgomery Scott, LLC

Higher education leadership teams regularly evaluate how market conditions may affect capital plans. For the better part of a decade, market discussions focused on low long-term rates and the perceived likelihood that rates couldn’t go much lower. However, over the past 18 months, the discussion shifted to concerns about rising rates. Whether an institution adjusts their financing approach or not, it is expressing a view on interest rates.

In this session, financial professionals from Johns Hopkins University and Lafayette College will discuss the need for long-term asset stewardship, their typical approach to capital financing, and the unique circumstances that drove strategy for their most recent debt issues. This session will also include the perspective of a higher education rating analyst to provide an external view of the sector’s approach to capital funding in an environment where expense pressure is growing.

Learning Objectives
  1. Examine approaches to capital funding strategies.
  2. Assess your institution's debt capacity.
  3. Discuss Treasury management strategies.
CPE Available
  • 1.5 credits: Management Services
Data Analytics and Enterprise Risk Management
LeeAnn Pasquini, University of Massachusetts/President's Office
Christine Packard, University of Massachusetts/President's Office

The University of Massachusetts will discuss the critical intersections among data, data quality and risk management, including how they are generating and using data to enhance their systemwide Enterprise Risk Management Program, how data is influencing the prioritization and management of risk, and how the confluence of data and risk management informs critical decision-making. The presentation will include live demonstrations of the data management tools and dashboards UMass has developed and is actively using.

Learning Objectives
  1. Describe the connectivity among data, data quality and risk management.
  2. Identify how data can be leveraged to inform risk management, prioritization and decision-making.
  3. Understand the power of quality data and effective enterprise risk management programs to increase transparency, set strategic priorities and create a risk-informed culture.
CPE Available
  • 1.5 credits: Management Services
Revitalizing Higher Education Finance: Embracing Technological Transformation for Modernization
Heather Meier, Gwynedd Mercy University
Justin Martin, TruEd Consulting
Mela Fezzey, TruEd Consulting

Join us as we dive into the exciting realm of technology and its transformative potential in modernizing finance processes within higher education institutions. In this dynamic session, we will explore the pressing need to embrace changing technology and revitalize stale processes, ultimately paving the way for greater efficiency, accuracy, and strategic decision-making.

Our program will feature thought leaders who will share their insights on the following key topics:
  • Identifying the bottlenecks: Gain a comprehensive understanding of the pain points and bottlenecks present in traditional finance processes within higher education. Explore how outdated systems, manual data entry, and legacy workflows can hinder efficiency and impede progress.
  • Technological advancements shaping the landscape: Discover the latest technological advancements that are revolutionizing the higher education finance sector. From automated systems and cloud-based solutions to data analytics and AI-driven tools, we will explore how these innovations can streamline processes, enhance data accuracy, and empower decision-makers.
  • Overcoming resistance to change: Address the common challenges faced when implementing technological transformations and learn effective strategies to overcome resistance. Discover change management techniques that foster buy-in and create a culture of innovation and agility within finance teams.
  • Implementing modernization strategies: Hear success stories from higher education institutions that have successfully modernized their finance processes. Learn about best practices, case studies, and actionable steps to embark on a successful transformation journey.
  • Leveraging data for strategic decision-making: Explore the power of data analytics and business intelligence in higher education finance. Learn how to harness the wealth of financial data available to drive informed decision-making, improve forecasting accuracy, and allocate resources effectively.
Learning Objectives
  1. Explore automated systems, cloud-based solutions, data analytics, and AI-driven tools that streamline processes, enhance data accuracy, and empower decision-makers.
  2. Discover change management techniques that foster buy-in and create an innovative, agile finance culture.
  3. Examine best practices, case studies, and actionable steps for a successful transformation journey.
  4. Learn how to leverage financial data for informed decision-making, improved forecasting accuracy, and effective resource allocation.
CPE Available
  • 1.5 credits: Finance

 

2024 Workshop CPE Information

Level: Intermediate
Prerequisites: 1–2 years of experience as a professional in higher education or a related private industry.
Audience: Mid-level personnel within the college/university business office.
Advanced Preparation: None
Delivery Mode: Group Live
Fields of Study: Accounting, Business Management & Organization, Finance, Information Technology, Personal Development, Personnel/Human Resources, Regulatory Ethics, Specialized Knowledge, and Taxes
Length: 19 sessions at 60–75 minutes each
Total Estimated CPE Credits: 10.5