- Achieving campus-wide budget intelligence
- Continuous improvement
- Capital planning
- Financial modeling
- Using data to inform decisions
Planning and Budgeting Workshop
September 16-17 | Pittsburgh
NACUBO’s professional development programs are designed to deliver the skills, concepts, and best practices for success to individuals in the business of higher education. The following course information is provided to help you determine the best learning experience to meet your needs
RECEIVE 10.5 CPE CREDITS
Participants will be awarded up to 11.5 CPE credits for this group live event. CPE credits can be earned in the following categories: Management Services, Finance, and Specialized Knowledge. The course level is intermediate to advanced.
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 www.nasbaregistry.org.
Phone Reservation: 412.281.7100
Rates guaranteed until: 8/18/2018 (subject to availability)
Come early on Sunday and for an exclusive tour of Carnegie Mellon University (CMU). A private, global research university, Carnegie Mellon stands among the world's most renowned educational institutions and strives to have a transformative impact on society through continual innovation in education, research, creativity, and entrepreneurship. CMU is at the leading edge of human progress, doing the work that matters using world-leading digital technologies across business, engineering, the sciences, the humanities, and the arts.
A coach bus will leave promptly at 3:00pm from the lobby of the Omni Penn hotel for a short trip to the CMU Welcome Center. Your time at CMU will include a guided campus walking tour, a brief presentation, and first-hand look at some of CMU’s groundbreaking innovation and research and their impact on society and humanity. The tour will conclude at approximately 5:35 p.m. with a bus returning to the Omni William Penn hotel. A second drop off location will be Market Square (approximately an 8 minute walk from the hotel). Market Square is in the center of Pittsburgh’s downtown and hosts a variety of restaurants including Primanti Bros, Chipotle, Ruth’s Chris Steak House, and more.
There is no charge for the tour. However, if you sign up on the registration page and do not attend, you will be assessed a “no show” fee of $35. Walking shoes and casual dress are encouraged.
Come early on Sunday and for an exclusive tour of Carnegie Mellon University (CMU). A private, global research university, Carnegie Mellon stands among the world's most renowned educational institutions and strives to have a transformative impact on society through continual innovation in education, research, creativity, and entrepreneurship. CMU is at the leading edge of human progress, doing the work that matters using world-leading digital technologies across business, engineering, the sciences, the humanities and the arts.
A coach bus will leave promptly at 3 pm from the lobby of the Omni Penn hotel for a short trip to the CMU Welcome Center. Your time at CMU will include a guided campus walking tour, a brief presentation and first-hand look at some of CMU’s groundbreaking innovation and research and their impact on society and humanity. The tour will conclude at approximately 5:35 p.m. with bus returning to the Omni William Penn hotel or you can be dropped off at Market Square (approximately an 8 minute walk from the hotel). Market Square is in the center of Pittsburgh’s downtown and hosts a variety of restaurants including Primanti Bros, Chipotle, Ruth’s Chris Steak House, and more.Buses will then return to the hotel. Members will have the option to be dropped off at Market Square, where a number of restaurants are available including Primanti Bros, Chipotle, Ruth’s Chris Steak House, and others (approximately an 8 minute walk from the hotel).
Angela Blanton, Carnegie Mellon University
Lindsay Wayt, NACUBO
Karen Webber, University of Georgia
Sherri Newcomb, CUNY Queensborough Community College
College and university leaders are facing challenges on many fronts—from shifting student demographics and concerns about affordability to how to address a more complex financial environment. One strategy to help institution officials navigate these challenges is greater use of data and informed analytic strategies. However, simply having access to data isn’t enough to allow institution officials to make good data-informed decisions. Instilling a campus culture that values data-informed (versus data-driven) decision making is important and requires having strong buy-in from the chief business officer and other senior leaders. In addition, the effective use of data and analytics requires collaboration among campus stakeholders and good will among colleagues to seek and implement policies and procedures that affect the campus financial environment. In this session, panelists will provide multiple perspectives on the importance of and how to create a data-informed campus.
Lindsay Wayt, NACUBO
Sherri Newcomb, CUNY Queensborough Community College
The use of data and analytics can propel efforts for strategic planning and resource allocation at colleges and universities. However, in order for campus leaders, including business officers, to harness the power of data and analytics, institutions need to adopt a culture that values being data-informed. This cultural shift requires a foundation in data governance and strong commitment and support from senior leaders. In this session, presenters will discuss the importance of campus-wide collaboration and will provide best practices for creating a strong data governance foundation.
Joseph Hartman, University of Massachusetts Lowell
Joanne Yestramski, University of Massachusetts Lowell
Presenters share how UMass Lowell embarked on a strategic planning process in 2010 to define a future vision and road map for achieving ambitious goals for 2020. Stakeholders from across the university community came together and defined institutional values, laid out a direction for the years ahead, assigned metrics for annual tracking, and set the strategies to bring the plan to life. From the outset, the process was open, transparent, inclusive, and iterative.
Hear how the 2020 strategic plan was created and year to year momentum created to sustain growth and allow continuing improvement. Panelists discuss how the community was held accountable for goals, success was celebrated, faculty and staff rewarded, and additional future modifications embraced.
Patricia Spellman, Dartmouth College
Michael Wagner, Dartmouth College
Inside Dartmouth’s Budget is an internally designed course to help campus stakeholders understand the college’s business model and broader higher education economic challenges. The course is available to all students, faculty, and staff – and as such creates a constructive dialogue among the institution’s community. Presenters will explain course development and how a shared community understanding of operations, decision making processes, and resource limitation has improved financial acumen and participation during financial planning and budgeting discussions.
Mary Ann Rafoth, Robert Morris University
Anita Nilkant, Robert Morris University
Michael Baughman, Robert Morris University
Shaina Marshall, Robert Morris University
Tuition dependency, declining student demographics, and increasing discount rates are significant issues—and colleges and universities must understand academic and non-academic unit financial performance to facilitate informed decisions. Robert Morris University has developed a model that measures profitability for all academic and non-academic by academic school, department, major, and individual student (using Oracle's Hyperion Profitability and Cost Management software). The panel will share how this model was successfully developed and implemented and how they are using seven years of historical results to perform financial analysis for new academic programs, pricing decisions, program elimination, student level analysis, and administrative costs. Panelists will also convey their approach to leadership buy-in and their ongoing work with Academic Affairs leadership to identify new ways to use this information.
Ana Karaman, Western Oregon University
Camarie Moreno, Western Oregon University
Presenters share Western Oregon University's experience with forming and using a campus-wide Budget Advisory Committee. Without administrative intervention, this faculty, staff, and student driven committee has created an enhanced sense of trust and community inclusion. The process has created open-minded and “radical” transparency. Over three years, the structure, objectives, and review process of the advisory body have undergone significant transformation – resulting in enhanced collaboration. Presenters will outline how their advisory committee works and discuss advantages and barriers to the use of such a group.
Elizabeth Depew, Purdue University Northwest
Tara Sullivan, Purdue University
Larry Goldstein, Campus Strategies, LLC
PNW was formed as a consolidation of two legacy universities, causing a need for planning, budget, and cultural change. Panelists describe PNW’s strategic resource allocation project goals of collaboratively setting institutional priorities. Hear how the institution formed task forces to develop guiding principles and train stakeholders across campus on a newly developed resource priority template and process. The process includes submission protocol and task force member review and categorization of submissions into “invest, maintain, streamline, transform and divest quintiles.” Task force members are responsible for a holistic debrief on the process and a report containing recommendations for senior leadership. Presenters will discuss the reception of the methodology by the campus community, and the impact of the report as an asset for long term university strategic planning.
Corey Ciocchetti, University of Denver
In this presentation, Corey encourages you to chase the truly important things in life such as a solid character, strong personal relationships, and a sense of contentment. These “real rabbits” are compared and contrasted to worldly success such as excessive wealth, popularity, and prestige. This session will help you acquire a better sense of what it takes to develop character, set priorities, gain a big-picture perspective, and chase an authentic life.
Jennifer Gourley, Vanderbilt University
Kirk Stonecipher, Vanderbilt University
Maria Arnold, Vanderbilt University
Hear the good, the bad, and lessons learned along the way. In 2017 Vanderbilt shifted its budget and capital planning processes from spreadsheets to an integrated cloud-based system. New realities were introduced on what (and how) to systematize, what to leave in the hands of business officers, and what to leave behind. Panelists will cover implementation decisions, step through revising processes and practices to meet the needs of users and leadership, and the experience of absorbing system administrative responsibilities. Presenters explain how they translated annual budget guidelines and internal policies into the system, the work of training (and re-training) users on new processes, the reality of living with a system once consultants leave, and what they know now that they wish they had known then.
Carrie Smith, University of North Carolina at Charlotte
Lori McMahon, University of North Carolina at Charlotte
Ken Smith, University of North Carolina at Charlotte
A panel representing the Office of the Provost, Instructional Technology Services, and the University Budget and Planning Office will break down a comprehensive process that led to the integration of instructional technology infrastructure into the capital planning process. Presenters will cover guiding principles that led to a first-ever working group agreement between Information Technology Enterprise Infrastructure, Facilities Management Capital Projects, University Budget and Planning, the Controller’s Office, and Academic Affairs. Panelists will share examples of data analysis, reporting, stakeholder and leadership communications, decision making, and implementation. There will be opportunities for questions and answers along with a discussion of lessons learned.
Brian Fairhurst, Florida State University
Paul Friga, University of North Carolina at Chapel Hill; co-founder, ABC Insights
Annual increases in resources for public universities no longer happen and public and state legislator pressure on public university leaders continues to rise. As more universities respond by employing business sector practices, one of the frameworks gaining momentum is Continuous Improvement (CI)—which means positive changes in processes and outcomes over time. Panelists explain the origin, intent and operationalization of CI and present a framework for implementing CI on your campus. Hear how Florida State University (most efficient university per U.S. News & World Report) uses CI. Their inspiring story began almost 5 years ago and led to more than $230M in efficiency gains that will influence their growth plan that brings in over 500 new faculty in high priority areas.
Margaret Manende, New York University
Stanley Ng, New York University
Wayland Ng, TruED Consulting
What is your institutional strategy and tactical execution plan, and are both aligned? Join this presentation to learn how your institution can align strategy and tactics by connecting data, people and plans to drive better and faster decisions. To achieve its mission NYU integrated short-term budget appropriation decisions with long-term institutional strategies by linking people, data and plans across departments, senior leadership, and the budget office. Learn how the financial impacts of changing business variables were evaluated and risks mitigated to successfully execute operational and strategic plans. Panelists will impart a one-page practical guide (with tactical tasks and metrics used to measure progress) to assist with aligning financial strategy and resource allocation at your institution.
Michael Nicolescu, PFM Group
David Carson, Flagler College
When financial models are used as the basis for determining long term changes, they become a financial story grounded in concrete facts and analyses. This story can create value for institutions and becomes a vehicle for identifying and communicating issues before they can have an adverse impact. This presentation will explore Flagler College’s journey to implement a comprehensive financial model. Key moments of enlightenment will be shared, along with best practices and lessons learned throughout the process. Hear how Flagler has expanded leaderships’ understanding of key variables pertaining to financial risk and volatility. Also learn how major elements of a multi-year plan were identified and combined into a robust, sustainable model. The panel will also cover use of the model as part of Flagler’s annual planning and budgeting cycle.
Bryan Elmore, Auburn University
Cuba Plain, University of Missouri System
Linda Kroll, University of Notre Dame
Join this point-counterpoint session that compares and contrasts the respective strengths and weaknesses of decentralized and centralized resource allocation control and decisions. Responsibility Centered Management is often touted as a key to motivate faculty, ensure accountability, remain nimble, and grow revenue. However, it is a complex system that requires negotiation, evolution, subrogation, and cultural buy-in. A highly centralized model, on the other hand, may seem optimal for central administration, but it requires stellar communication, full transparency, judgement, and business acumen. Hear the pros and cons and participate in the panel’s debate and conversation.
Scott Wilson, Saint Paul College
Nichole Sorenson, Saint Paul College
Kimberley Turner-Rush, Saint Paul College
Learn how annual planning can lead the budget process rather than forcing planning within allocated budgets. Clearly identified priorities help to develop budgets and assist in meeting accreditation requirements. This session will illustrate how to establish thorough protocols that build a transparent and fully inclusive budget and planning process. The result: Improved campus engagement in strategic planning. Attendees will gain information for developing planning and budget alignment that is data-informed, inclusive, transparent, and helpful in meeting accreditation competencies.
Logan Anderson, Kaufman Hall
Stewart Clark, Kaufman Hall
Michael Davila, University of North Texas Health Science Center at Fort Worth
Geoffrey Scarpelli, University of North Texas Health Science Center at Fort Worth
University of North Texas Health Science Center (UNTHSC) has done a complete overhaul of budgeting and financial planning across the Institution. An effort to replace an Excel based budget process has evolved into re-imagined financial planning, improved resource allocation, increased stakeholder engagement, and enhanced administrative efficiency. Panelists explore key implementation considerations, potential opportunities for process improvements, and the possibilities for web based and mobile reporting tools to enhance end user engagement. Hear how UNTHSC refined incremental funds allocation, implemented a new budget request process, achieved alignment with the strategic plan, enhanced organizational transparency, and uses an online portal for units to submit new funding requests.
Marie Mendenhall-Mead, The Ohio State University
Steffon Gray, NACUBO
Join this interactive discussion covering benefits, pitfalls, training, efficacy, and communication needs in a responsibility centered management environment. Facilitators will use examples, common perceptions, published articles, research findings, and experience to seed the discussion. Bring your own experiences and questions to add to the relevance of the conversation.
Melissa Peters, Stetson University
Kevin Kuhar, PFM Group
Larry Goldstein, Campus Strategies, LLC
Intentionally aligning and coordinating planning, resource allocation, and assessment as part of an overall approach focused on driving success is essential during challenging times. Panelists cover how Stetson relies on financial modeling tools to help with long-range financial planning, various aspects of scenario planning, and stress-testing the budget to assess the impact of unanticipated revenue shortfalls. Critical elements to achieve alignment are reviewed. Insights gained from assisting multiple institutions with financial modeling will be shared.
Chris Puckett, Indiana University
Aimee Heeter, Indiana University
Hear how a cross-functional team of administrators, institutional researchers, information officers and academics guided the development of IU's "Academic Metrics 360" (AM360) decision support tools. These web-based visual and tabular displays combine 'real time' financial, student enrollment, personnel, and course data to reflect the inter-relationships among key strategic management metrics; and allow for drill-down views within campuses, academic schools and departments. AM360 uses state-of-the art technologies and ‘open access’ to increase transparency and reinforce one version of the truth, allowing for consistent, cost-effective, and strategic review of mission-critical metrics/trend analysis/data at a glance.