Concurrent Sessions II | May 1 | 10:45 AM – 12:00 PM MT

Campus-Based Approach to Thinking About Well-Being

A new movement seeks to center student, faculty, and staff well-being through infrastructures, policies, and sustainable practices across campuses. In the wake of the COVID-19 pandemic, many higher education institutions understood that they were not going to be able to treat their way through the pandemic. Investing in short-range solutions to the complex problem of student, faculty, and staff well-being may seem like an appropriate strategy, but ultimately is insufficient and ineffective in addressing the systems and policies that foster unhealthy, disengaged, and uninspired students. A comprehensive approach to well-being known as the Okanagan Charter calls on institutions of higher education to infuse health and well-being into their institutional values and lead health promotion action and collaboration locally and globally by providing a common language, set of principles and framework to become a health-promoting campus in two ways; through its physical environment and by creating a culture of compassion, well-being, and equity. UCI will share its path to being one of the first US campuses to adopt the Okanagan Charter based on 4 pillars, while SLCC will share its investment in sustainable practices in its built environment. Differentiate between health, wellness, and well-being. Understand sustainability from both an environmental and fiscal lens. How institutions can become involved with the United States Health Promoting Campuses Network and adoption of the Okanagan Charter

Doug Everhart, Director of Student Wellness and Health Promotion, University of California Irvine  
After completing a B.S. in Engineering at the University of Redlands in 1989, Doug began his student affairs career in housing/residence life. He also dabbled in career services, recreation, student activities, orientation and Greek Life. After identifying his passion for substance abuse prevention, he completed a M.A. in Education (Counseling) in 1991, also from the University of Redlands, and developed a comprehensive substance abuse prevention program. He moved to the University of California, Riverside in 1998, where he successfully built a comprehensive health education program over 12 years. In 2010, he accepted a position as Alcohol Programs Manager at the University of California, Irvine. He was named Interim Director in February, 2011 and eventually became the permanent Director in May, 2013. Most recently, Doug has been involved with building the United States Health Promoting Campuses Network, serving on the national leadership team and helping campuses adopt the Okanagan Charter.
Chris Martin, Vice President for Finance and Administration, CFO, Salt Lake Community College
Chris serves as the Vice President for Finance and Administration, and Chief Financial Officer for Salt Lake Community College. In this role, Chris’ primary focus is ensuring access to affordable, high-quality, relevant educational opportunities for all students while maintaining strong financial stability and operational effectiveness for all stakeholders. Overseeing both facilities and capital projects as well as human resources, Chris is especially interested in the intersection of well-being and physical space and place. Previously, Chris served at North Idaho College as the Vice President for Business and Financial Affairs from July 2014 to January 2022. Chris has experience leading finance, facility, and human resource divisions at colleges in Idaho, Kansas, and Texas.

Digital Transformation Initiative for Rural Higher Education: A Collaboration of Adams State University, Fort Lewis College, and Western Colorado University

Problem: Small institutions of higher education, often with small IT departments, are expected to provide the same technology services as our much larger and often better-resourced peers. One of the most fundamental services we provide is our enterprise resource planning (HR & Finance) systems (ERP) and student information systems (SIS), i.e. the software that manages the unique business needs of higher education. In terms of licensing, support, staff, and infrastructure required, these systems are also typically by far the most expensive and complicated we maintain, and costs continue to increase, leaving small schools faced with decreasing state funding and enrollment challenges unsure of how to continue to provide this fundamental service. 

In addition to the cost, the legacy software itself presents challenges. In the three decades since it was installed, there have been innumerable upgrades, but the basic structure has remained unchanged: a traditional database backend coupled with an administrative mid-layer and a web-based front end for our end users (students, faculty, and staff). Given our resource constraints and the high cost of acquiring new features, our current system was no longer providing the features and functions demanded by the new generation of students. 

Solution: Recognizing our situation was unsustainable, Western began looking for alternatives. However, replacing your ERP/SIS system is an arduous, expensive, high-risk, and generally terrifying undertaking. Fortunately (unfortunately?), Western was not the only small school facing similar challenges, which led to a unique collaboration with Adams State University (Alamosa, CO) and Fort Lewis College (Durango, CO) to undertake the journey to a new system together. As a team we were able to secure special state funding, select a vendor, negotiate lower costs for subscriptions, and reduce the cost of implementation. Our project to implement Workday officially launched in July of 2021 with Phase 1: HR & Finance and will flow directly into Phase 2: Student, completing in the spring of 2024.

  1. Macro: Managing large IT projects is very hard, but possible. 
  2. Managing large IT projects with three separate institutions is very, very hard, but possible. 
  3. Partnering is extraordinarily rewarding, produces better decisions, and should yield long-term dividends 
  4. Micro: Begin change management processes early Resourcing functional areas is critical 
  5. Build in required downtime 
  6. Expect position turnover
Chad Robinson, Associate Vice President Information Technology and Chief Information OfficerWestern Colorado University
Chad Robinson has worked in IT for the last 25 years. After starting off as an ecologist, he gravitated toward information technology and has spent the last twenty years in IT at Western Colorado University working as a technician, system administrator, service manager and for the last decade as Associate Vice President and CIO. As CIO he oversees all aspects of IT on campus, including desktop support, networking, academic technology, security, planning, vendor management, web development and enterprise information systems. He is the current chair of the Colorado Higher Education Computing Organization CIO Council. Chad has a BS in Ecology from the University of Michigan and a Master of Engineering from the University of Colorado. When not at work, Chad takes advantage of the Western’s location in the mountains of central Colorado spending time climbing, hiking, mountain biking, hunting, motorcycling, skiing and has recently taken up ice hockey.

Kevin Daniel, Executive Director of Infrastructure and Resources and Chief Information Officer, Adams State University

Kevin Daniel currently serves as Executive Director of Infrastructure and Resources, as well as the CIO at Adams State University in Alamosa, Colorado. Kevin has been in the IT and Administration fields for 21 years and oversees the IT, Human Resources, Facilities Services, and Construction Management areas at ASU. Outside of work, Kevin enjoys several outdoor activities such as trail running, mountain biking, skiing, snowshoeing, and hiking.


Matthew McGlamery, Chief Information Officer, Fort Lewis College
Matt McGlamery has just passed 40 years in the Information Technology field, starting his career in the health industry on IBM mainframe systems, moving into higher education working his way up to CIO for both Northern Arizona University and Fort Lewis College. Over his career, Matt has managed most areas of IT from ERP programming, Network Infrastructure, Database Management, Systems Administration, Service Desk Management, strategic planning, and vendor/contract management. Matt has been directly involved in or led several computer center designs and construction, campus fiber design and installation, ERP system migrations, cyber security, and large wide area network implementations. Outside of work Matt takes advantage of living in southwest Colorado, hiking, mountain biking, skiing, and foot launched flight.

Blueprint for Becoming an Ally for Accessibility: UNLV's Digital Accessibility Ambassador Program

A culture of digital accessibility enables faculty, staff, and students with disabilities and health concerns to participate equally, and has been an important step toward building universal access at UNLV. The Accessibility Ambassador program identifies department representatives to act as the first line of accessibility support for their team. The session will discuss the successes and challenges of starting the program and how ambassadors advocate for accessibility in their departments. We will hear from the ambassadors, themselves, about what inspires them to be accessibility allies daily and share practical tips that others can use to support a culture shift at their institution.

    1. Understand why it's important to be proactive about accessibility 
    2. Locate resources to help build accessibility knowledge and skills 
    3. Apply UNLV's blueprint for developing an accessibility ambassador program at your institution
Heather M. Ortiz, Director of Communication, University of Nevada, Las Vegas  Heather Ortiz is the director of communication for UNLV’s Business Affairs division. She has more than 10 years of experience in public relations, journalism, and internal communication. She is committed to making information equitable and accessible to all. 

Jerra E. Strong, Web Accessibility Specialist, University of Nevada, Las Vegas With a background in engineering, Jerra Strong (he/him) is a web accessibility specialist and digital accessibility subject matter expert at the University of Nevada Las Vegas (UNLV) with over five years of experience providing technology support and training in higher education.

Inclusive Governance Structures in Budget Planning and Decision Making

In order to successfully design and implement a new budget model at University of Colorado, Boulder, project leaders and executive sponsors knew their approach had to be authentically collaborative. In this presentation, vice chancellor for academic resource management Ann Schmiesing and assistant vice chancellor for budget management Mandy Cole will share how they leveraged the expertise of their consulting partners while balancing the culture, experiences and goals of campus stakeholders. They will share questions, ideas and practices that resulted in a budget model built by University of Colorado Boulder for University of Colorado Boulder.

Over the last two years the University of Denver has created a new campus-level University Budget Advisory Committee. This group is populated by students, faculty, staff, and administrators from diverse backgrounds and levels of finance ability. Learn how DU was able to effectively utilize a university-level budget advisory committee to leverage positive change and improve both communication and understanding of the budget processes and policies on our campus.

Linda Kosten, Senior Vice Provost, University Budget, Planning, and Administration, University of Denver
Linda Kosten, Ph.D., is the Senior Vice Provost for University Budget, Planning, and Administration at the University of Denver. She manages the development of budget, oversees the institutional research and analysis office, and coordinates multi-year strategic planning. Linda has served DU for 30 years, since 2006 at the University level. She has her PhD and MA in higher education from University of Denver and her BA in theatre and psychology from University of California, Santa Cruz.Linda’s book, Decentralized Budgeting and the Academic Dean: Perspectives on the Effectiveness of Responsibility Center Management (2009), explores the effectiveness of RCM from the perspectives of 146 deans at 27 universities. She has consulted with other universities investigating a transition to decentralized budgeting, worked with the Lumina Foundation on investigating the connections between states’ outcomes-based funding policies and responsibility center management, and currently teaches in the higher education graduate program on higher education finance.
Ann Schmiesing, Vice Chancellor for Academic Resource Management, University of Colorado Boulder 
Ann Schmiesing is Vice Chancellor for Academic Resource Management at the University of Colorado Boulder, where she is also a professor of German. She received her PhD from the University of Cambridge in 1996. A faculty member at the University Colorado Boulder since 1995, she has served as department chair, dean of the Graduate School, and director of a residential academic program. In her current role, she collaborates with various university offices to manage academic resources in support of the university’s mission as a comprehensive public teaching and research institution. She oversees the Graduate School, Continuing Education, CU Boulder Online, and research infrastructure. In 2018, she became co-leader of CU Boulder’s Financial Futures initiative, aimed at optimizing alignment of the university’s resources with its mission and enhancing its financial resilience. Between 2020 and 2022, she served as co-chair of the budget model redesign Strategic Alignment Committee.
Mandy Cole, Assistant Vice Chancellor for Budget Management, University of Colorado Boulder 
Mandy Cole is the Assistant Vice Chancellor for Budget Management at the University of Colorado Boulder. In her role managing the institutional budget, Mandy co-chaired the budget model Design Committee and helped guide the budget model design and implementation. She has developed ongoing processes in support of the budget model and is leading the selection and implementation of a budget planning system. Prior to her role at CU Boulder, Mandy served as the Assistant Vice President for Operations Strategy at Kansas State University. At K-State, she was responsible for the creation and implementation of finance and HR shared services and led campus efficiency efforts. Mandy has a Bachelor of Arts in Political Science and International Studies from the University of Iowa and has a Master’s in Business Administration from Kansas State University.

Cryptocurrency in Higher Education – What a Difference a Year Makes

Cryptocurrency has revolutionized payment acceptance, investment allocation, and philanthropy models across many sectors. Traditionally, the higher education sector has been slow to adopt new practices. However, higher education institutions that have accepted cryptocurrency have opened new philanthropy and tuition payment channels. How are higher education and not-for-profit institutions navigating this still nascent $3 billion asset class, from tuition acceptance to philanthropy policy to investment allocation? How are they handling cryptocurrency amid recent volatility and in light of the implosion of FTX? To help higher education leaders navigate these questions, Moss Adams and Hilltop Securities will share insights garnered from the current best practices in the industry as well as the results and analysis generated from an industry-wide comprehensive survey. We will share how institutions should be thinking about cryptocurrency from policy development, risk mitigation, payment/liquidation mechanics, and the current practices around its accounting treatment. Join us for this session in which we’ll share insights on the survey findings, and industry best practices, and discuss factors to consider as you’re making an intentional decision as to whether to adopt cryptocurrency in some fashion at your institution.

  1. Define cryptocurrency and identify the major types of cryptocurrencies.
  2. Identify circumstances when institutions may consider cryptocurrency.
  3. Describe strategies to consider when setting up an organization to accept cryptocurrency.
  4. Explain recent volatility and the collapse of FTX on the decision to adopt cryptocurrency

Ali Chalak, Partner, Moss Adams

Ali has practiced public accounting since 2006. He serves a diverse spectrum of not-for-profit organization and governmental entities, providing assurance and consulting services to micro-lenders, private and public foundations, associations, multiservice not-for-profit entities, and universities. Ali audits many organizations receiving federal funding under Uniform Guidance for Federal Awards (formerly OMB Circular A-133).



Michael Dymond, Assistant Vice President, Hilltop Securities 

Michael Dymond is an Assistant Vice President with Hilltop Securities, where he is part of the higher education public finance group. At Hilltop Michael is active in the group’s municipal advisory and underwriting practice, where he supports higher education clients as they seek to raise debt capital, and the group’s strategic advisory practice, where he supports higher education clients in the context of strategic partnership activities. Michael joined Hilltop from Prager & Company, where he conducted the same work.

Previously Michael spent four years as an economic consultant with Analysis Group, where he specialized in valuation and M&A disputes in the context of complex corporate litigation, and a year and a half with S&P Global in a commodity strategy group, where he published on trends impacting oil markets.

Michael received his undergraduate degree in economics from the University of Rochester and his MBA from Duke University’s Fuqua School of Business.

 Presented by Moss Adams

Rethinking Traditional Campus Convenience Stores

Aifi C-Stores are state-of-the-art technology and the first of their kind on a university campus. The C-Stores are seamless, cashier-less markets featuring a massive selection of ready-made, fresh, and shelf-stable foods as well as home goods, personal needs, and more! Options are available for vegan, vegetarian, and gluten-free diets, as well. Walk in and simply walk out with your desired products without having to check out at a cash register. This new technology provides an added benefit to students being able to further utilize their meal plan and also provides for a peace of mind for parents that may be helping pay for their student’s education. Furthermore, with the rising cost of wages this allows the operation to curb labor costs and operate 24/7 autonomously. This session will include the experience and lessons learned from implementation at the University of Denver

  1. Understand how implementing new technology on a campus can attract new and retain current students via additional “Wow Factors” at community gathering points.
  2. Create a sustainable solution on campus that will drive financial revenue, curb ongoing expenses that are susceptible to the market, and prevent interruptions of business via new technology.
  3. Understand where these solutions might be a good fit, who can provide them, and what it takes to implement.

Janet Burkhardt, Assistant Vice Chancellor, University of Denver 

Janet Burkhardt serves as the Assistant Vice Chancellor of University Financial Services at the University of Denver. Her areas of emphasis are business process re-engineering, risk reduction and improving the student experience with administrative offices. She regularly presents at the NACUBO Student Financial Services annual conference and Ellucian Live. Janet has held both technical and management positions, she uses these two perspectives to address challenges faced by the Bursar’s Offices, Procurement, Accounts Payable and Payroll departments.


AJ Francavilla, Senior Director, Digital Experience, Sodexo 

AJ has been with Sodexo since 2008. Today, as the Senior Director of Digital Experience for North America, he leads a team that is responsible for several strategic initiatives aimed at enhancing the customer experience and providing convenience like Click& Mobile Commerce, Automated Retail, and the Digital Connections Portfolio, which leverages industry trends, consumer insights & feedback to deliver roadmaps and innovative new solutions for the business. He joined Sodexo as an intern for campus dining and continued his career in Campus Marketing, leading the segment’s early efforts around barcoding, POS and mobile ordering. He played a key role in establishing the segment’s first digital solutions portfolio, “digitalU” and supported key strategic business development and retention efforts both nationally and internationally.AJ is Chair Emeritus for the US PRIDE EBRG after serving 8+ years on the leadership team and is the current Co-Lead of Sodexo’s Global Pride network.

Kyle Schmella, District Manager, Sodexo 

Kyle Schmella is a district manager for Sodexo in the State of Colorado. Joining Sodexo during his undergraduate degree he quickly fell in love with the food and beverage industry. After pursuing personal fulfillment interests as a wildland firefighter and serving as a Civil Affairs medic in the United States Army, he quickly re-joined Sodexo. Kyle has led the company in a variety of roles across the United States. He holds a Bachelor of Science in Business Administration and Finance from Northern Arizona University and a Master of Business Administration from Grand Canyon University.


Presented by Sodexo