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Events and Programs
Events and Programs

2016 Planning and Budgeting Forum

September 19-20, 2016
Loews Philadelphia Hotel
Philadelphia, PA


Monday, September 19

7:00 amContinental Breakfast and Registration
8:45 amWelcome and Introductions
9:00 amResources, Costs, and the Value of a University Degree: A Presidential Perspective

Neil Theobald, Temple University

With years of academic and business office leadership experience, Neil Theobald provides an informed perspective on national, local and institutional forces that play a role in successful planning, resource optimization, and student achievement. Theobald imparts additional details, based on his experiences at Temple and Indiana Universities, and contrasts how location, support, and demographics impact the present and future.
10:00 amBreak
10:15 amApplying APPA’s Strategic Facility Capital Planning Model

J. Thomas Becker, Philadelphia University
Lander Medlin, APPA

Current times demand that facilities portfolios be well aligned and supportive of institutions’ strategic vision. For most institutions facilities replacement values exceed endowment values. Are the components of your institution’s facilities portfolio an asset or a liability? Are they efficient? Will they support the changing evolution of instructional delivery? Educational facility masterplans are no longer two dimensional renderings. Hear how Philadelphia University used APPA’s collaborative model to engage campus wide interests and plan for the next stages of their capital investments.
10:15 amMoving to All Funds Budgeting

Andrew Harker, Stanford University

Even for large institutions with multiple streams of revenue, traditional budgeting processes have focused only on available unrestricted resources. This can create a vacuum that prevents understanding ALL of the institutional resources that can be brought to bear when making resource allocation decisions. The “all funds budgeting” approach to resource allocation and managerial decision making is designed to concentrate on the full magnitude of operating, capital, and restriction complexities. The process of moving to and advantages of this budgeting approach at multiple universities will be presented.
10:15 amUsing Activity Based Costing to Improve Strategic Budgeting and Communication

Kelly Block, University of Illinois at Urbana-Champaign
Karen Greenwalt, University of Illinois at Urbana-Champaign
Ginny Schroeder, WTC Consulting

Learn how activity based costing (ABC) can demonstrate the value of administrative services to the university, assist with strategic planning and annual budgeting, and help the university community understand how administration affects their role. Hear how an institution implemented a process that is well defined, repeatable, and transparent. Presenters describe ABC costing components they were able to perform in-house, those that required a consultant, and how all aspects of ABC were integrated into their portfolio and project management office.
11:30 amLunch
12:30 pmHow a Cellist and CPA Re-Engineered Everything

Clint Buck, Abilene Christian University
Gregory Straughn, Abilene Christian University

The College of Arts and Sciences (CAS) represents approximately half the programs, enrollment, and faculty at Abilene Christian University. Historically, the CAS departmental budgets included both labor and operational designations. To facilitate a more responsibility-based approach to budgeting and expense control, the Dean of the College and the Director of Academic Financial Operations partnered to restructure the labor and operating budgets of all fourteen departments within CAS. The result was centralization of all full-time labor lines to the college, while part-time and general expenses remained with departments.
12:30 pmStrategic Planning: From Concept to Implementation

Rachel Askey, Carnegie Mellon University
Angela Blanton, Carnegie Mellon University
Elizabeth Milavec, Carnegie Mellon University
Deanne Weaver, Carnegie Mellon University

With expenses rising faster than revenues at many universities, business officers are under increasing pressures to manage and improve institutional productivity. The panel will describe a collaborative and strength-based approach used to develop and implement their finance division’s strategic plan. Following five months development, the plan was operationalized through nine priority projects linked to five strategic goals. Presenters will focus on the collaborative approach used across the campus—engaging and empowering stakeholders, validating plan goals and tactics, cultural alignment, developing networks of supporters and translators—and also discuss challenges and successes experienced throughout the process. The panel will address how their discoveries can be translatable to other types and sizes of campuses.
12:30 pmWhat a Credit Hour Really Costs

P. Flom, Western Wyoming Community College
Karla Leach, Western Wyoming Community College

After becoming aware that no one in their state knew how to calculate the costs of concurrent, on-line, and traditional classes, Western Wyoming Community College developed a costing model that is Excel based and easily understood. The methodology uses cost pools to allocate overhead to academic and student service cost centers, and further allocates costs to program delivery methods or individual programs. Presenters will walk attendees through all facets of the model and demonstrate how data is applied. The model is scalable to large and small institutions, is in use by all state community colleges, has been adopted by the Commission as a way to compare delivery costs between colleges and develop system averages, and gives administrators and directors another tool to use in evaluating program effectiveness.
1:45 pmBreak
2:00 pmHow Brandeis University Transformed its Budgeting Process

Kenneth Freda, Brandeis University
Olga Gorenko, Centage Corporation
Kris McKeigue, Brandeis University
Angelito Santos, Brandeis University

Brandeis University continues to seek strategies that improve system efficiency, optimize manpower utilization, and provide managers with better insights into financial conditions. In prior years, the process of developing the
university’s operating and capital budgets was hindered by a tedious and inefficient Excel-based budgeting process that could not facilitate accurate forecasting, scenario building, and long-term planning. This session will highlight how the university moved to an automated budgeting system that saved time in budget preparation, delivered precision financial data, and enabled the institution to better plan for the future.
2:00 pmMeasuring the Financial Contribution of Academic Programs

Leanne Hill, Rochester Institute of Technology
Ross Koenig, Rochester Institute of Technology

Presenters describe RIT’s academic program review model and how it was implemented. The discussion will also focus on lessons learned over the past three years the program has been running, necessary improvements, and how they have leveraged program contribution margin data as a foundation for other business analytics. Also addressed are insights around communicating opportunities for process optimization and results.
2:00 pmStrategy Planning Through Implementation

Ruth Johnston, University of Washington

This interactive session will introduce the concepts of strategic planning, value of conducting a SWOT (Strengths, Weaknesses, Opportunities Threats) analysis, how to construct a strategy map (mission, vision, values, strategic goals) using the Balanced Scorecard approach, create action plans using Lean methodology, and how to use strategy to lead change. Time will be devoted to work on developing a strategy map and an activity charter. Participants will be encouraged to share their experiences with planning, at the unit, organizational and institutional levels.
3:15 pmBreak
3:30 pmData Driven Decision Making in a Changing Landscape

Edward Steinmetz, The University of Scranton

The presentation will demonstrate how traditional accounting and budget data into a financial scorecard and related metrics that provided key decision makers with a new view of important financial data. Presenters explain how they created institutional targets to drive their change process. They will also describe the model they used to help campus leaders make more informed and effective decisions. The scorecard and metrics created to document progress and focus efforts across campus will also be reviewed.
3:30 pmRe-envisioning your Budget Model

Greg Dubois, University of Florida
George Kolb, University of Florida

The University of Florida implemented a Responsibility Center Management (RCM) budget model 5 years ago. The Office of the Chief Financial Officer recently conducted its first 5-year review of the model and will be making significant change. Presenters will discuss the driving factors behind the review, the approach and review process, guiding principles and goals, issues and concerns with RCM from a Dean's perspective, and final outcomes and recommended changes. Areas focused on will be issues around tuition and state appropriation allocation, returned indirect cost distribution and subvention within a large public institution.
3:30 pmWhat Program Margins Mean and Why are They Important

Chris Bauman, Pepperdine University
Jordan Drake, Pepperdine University

Do you know the impact of every financial decision you make and how it will affect a program’s margin, and more importantly the resulting overall contribution margin of a school or unit? This presentation will explore one approach to managing a portfolio of programs within a school or university setting and how to root strategic decision making in data. Presenters will outline the data sources necessary and how to develop a model that can be used to assess programmatic margin performance in conjunction with the overall portfolio of programs offered by a school or university.
4:45 pmBreak
5:00 pmMicro-Messaging: Why Great Leadership is Beyond Words

Stephen Young, Insight Education Systems

A central thread in the fabric of great leadership is the ability to inspire the performance of others across diverse backgrounds. This is most effectively accomplished when we are aware of the power of the micromessages we send. The micromessages, or microinequities, are often the sole manifestation of unconscious bias. This session will provide tangible examples of our micromessages’ powerful impact on employees’ performance.
*   The Leadership Series is supported by a generous contribution from TIAA.
6:15 pmNetworking Reception

Tuesday, September 20

8:00 amNetworking BreakfastAt this breakfast, we encourage you to wear something from your current college or university or your alma mater. This is a great way to get to know other attendees and show your school spirit! Tuesday is a casual day.
9:00 amBudgeting a Renewal and Replacement Reserve for Small Universities

Albert Allen, Stetson University
Bob Huth, Stetson University
Melissa Peters, Stetson University

The panel shares how a small to medium sized university used a simple method to budget for capital items and deferred maintenance—and build a maintenance reserve.  Speakers review methods for determining reserve targets, allocating resources to capital, prioritizing projects and spending, and successfully communicating these matters with board members. 
9:00 amEffectively Communicating Financial Information to Non-Financial Audiences

Walter Branson, Missouri University of Science and Technology
Karla Dowd, University of Missouri System
Cuba Plain, University of Missouri System

In today’s higher education environment financial leaders must effectively communicate financial and budget information so that timely optimal decisions can be and the campus community feels the process is inclusive and transparent. This is often difficult to accomplish because many of our audiences are not primarily finance oriented. This presentation will focus on effective methods for communicating financial information to non-financial audiences. Techniques will include successful use of graphics, appropriate level of detail for the audience, and creating your story.
9:00 amPost-Implementation Review of UC Davis' Budget Model

Sarah Mangum, University of California, Davis
Jason Stewart, University of California, Davis

Four years ago UC Davis launched a new budget model which focused on revenue distribution to the deans of the academic units. The model included a formula for allocating undergraduate tuition revenue based on the number of student credit hours, majors and degrees awarded. It was always assumed that a review of the model would be completed after five years. However, within two years of implementation, many campus stakeholders became increasingly concerned about the impact that the model was having. Presenters will cover their post-implementation review and address concerns raised by deans, department chairs and the faculty senate. The panel will also address relevant details about the overall budgetary environment and other changes that were occurring around the same time as the budget model was implemented.
10:15 amBreak
10:45 amMonitoring the Vital Signs to Avoid An Untimely Institutional Death

Larry Ladd, Grant Thornton LLP
Anthony Pember, Grant Thornton LLP

Many colleges and universities have suffered, or will soon suffer, from severe financial distress.  Some have already
closed.  We’ll explore the key symptoms of financial distress and what steps your institution should take to become or remain sustainable for the long term, based on our experience working closely with many colleges facing major challenges.
10:45 amUsing Financial Forecasting to Inform Resource Decisions and Assess Financial Strength

Michael Hoffmann, PFM Advisors
Benjamin Lowenthal, University of Maryland Baltimore County
Charlene Uhl, University of Maryland Baltimore County

This session will demonstrate how one university is using powerful analytics, graphics, and an intentional decision-making process to determine resource allocation priorities, timing and anticipated outcomes. Participants will see
how forecasting can inform long-term strategic investment decisions and gain an appreciation for the value of multi-year financial forecasting with sophisticated tools. Attendees will also learn how forecasts can be used to guide strategic resource allocation decisions by non-finance oriented leaders. There will also be opportunity for rich discussion between attendees and the panel. 
12:00 pmLunch
1:15 pmHow Self-Managed Green Revolving Funds Reduce Carbon and Deferred Maintenance

Jeremy King, Denison University
Mark Orlowski, Sustainable Endowments Institute

This session shares first-hand accounts and case studies of building energy efficiency projects through self-managed green revolving funds. These projects provide a median annual return on investment of 18 percent (based on 1,600
projects across over 100 institutions) and also serve as an innovative model for reducing carbon emissions, saving money and tackling deferred maintenance backlogs.  By highlighting campus experiences with common investment priorities, presenters will provide insight into management structures and decision-making process, and explain how to communicate current and future needs for better tracking and sharing of performance data between institutions. Speakers will also facilitate an active conversation with attendees by encouraging audience participation on certain
key themes.
1:15 pmUsing Analytics for Resource Allocation and Enrollment Management

Marna Genes, San Jose State University

The basis for allocating resource to schools and colleges is often questioned by deans, department chairs and academic senates. Budget models can be complex, which can lead to a lack of transparency, or at least a lack of understanding. This presentation provides a case study in using analytics. At San Jose State University, the Induced Course Load Matrix (ICLM) is a type of predictive analytics used as a basis for instructional resource allocations to academic units. It is also used to make effective enrollment management decisions. The speaker will cover the methodology and share the pros and cons of using ICLM with the audience.

Program Overview

2016 Planning and Budgeting Forum
September 19-20, 2016

Estimated CPEs:12


Armanino LLP

Grant Thornton

KaufmanHall Axiom Software Logo

Prophix Logo

Whitebirch Logo

Workiva Logo

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CPE Information

NACUBO is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website:

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