Flex Work Makes the Team Work: Aligning Your Project to Your Institution's Mission and Values
Eligible for 1.5 Business Management & Organization CPE Credits

The pandemic has shown us new ways to work effectively and accomplish the missions of our organizations. To support and retain employees in these unprecedented times, Metropolitan State University of Denver created an Alternative Work Arrangement policy for staff. Members of our Human Resources team and Staff Senate would like to present how our institution’s leadership and staff, at all levels, created guidelines for hybrid or remote work schedules. We would like to discuss how various teams at the university worked together and elaborate on the successes and challenges we experienced during this process.

1. Recognize the process for developing and implementing a policy through a Staff Alternative Work Arrangements case study. 
2. Determine and examine your institution’s decision-making processes and systems and, utilizing a project plan provided by instructors, begin a plan to develop and implement your project. 
3. Describe how your project aligns with your institution’s Mission, Vision, Values. 
4. Apply your project plan to map stakeholders and collaborative partners, and identify areas of readiness and resistance.

Rebecca Reid, Innovation & Transformation Analyst, Metropolitan State University of Denver
Rebecca is the Innovation & Transformation Analyst at Metropolitan State University of Denver. She leads change management and continuous improvement for University-wide projects and initiatives. Rebecca describes herself as a change leader, culture champion and social activist. As Staff Senate president and through her cross-functional relationships, Rebecca authored and advanced the Alternative Work Arrangement Policy and Toolkit at MSU Denver. Rebecca holds a B.A. in Communication Studies with a concentration in Organizational Communication and a M.S. in Management with concentrations in Leadership & Change Management and Strategy & Innovation.

Elizabeth A. Wellington, Senior Human Resources Business Partner, Metropolitan State University of Denver  
Elizabeth Wellington has worked in nonprofit administration, including Human Resources for the last 18 years, the last 8 years in higher ed. She thrives on being a part of collaborative and innovative teams to evolve operations to provide effective customer service and think innovatively when it comes to change. She's built her career on helping people and teams find solutions to complicated problems. She has a B.A. in Art History from Baldwin Wallace College (now University) and a M.A. in Museum Professions (specializing in Nonprofit / Arts Administration) from Seton Hall University. This is her first presentation at a major professional conference.

Creating a Culture of Continuous Transformation for a Sustainable Business Model
Eligible for 1.5 Business Management & Organization CPE Credits   

Transformation is about creating a continual adaption to impactful practices so that each institution's current and future conditions are easily understood. Transformation continues in a culture where an institution is adapting and thriving in a dynamic and ever-changing model. The session will discuss the importance of a strong sustainable business model seeking to integrate transformation with financial analysis, a way forward, and the execution of strategies. This interactive session includes considering ways an institution can remain financially sustainable, exploring viability, financial pitfalls, and major points of risks, and consider ways to execute. Participants will consider their institution's willingness to take on risk, why this is important, and their willingness to change to ensure a sustainable future.

1. Move transformation from a one-time effort to an integrated and ongoing way of operating.  
2. Design an institution-specific framework for implementing new strategies that integrate positive financial results.
3. Create ways to monitor and measure outcomes linked to a stronger business model.

Dr. Jim Hundrieser, Vice President for Consulting and Business Development, NACUBO 

Dr. Jim Hundrieser is the inaugural vice president for consulting and business development at the National Association of College and University Business Officers (NACUBO). At NACUBO, he matches higher education institutions with new strategies that focus on growing revenue, building capacity, providing pragmatic solutions, conducting operational assessments, and increasing student success and completion. Jim leads NACUBO’s grant that is focusing on strategically financing equitable student outcomes. Jim has a 30+ year career in higher education, previously serving in leadership roles at the Association of Governing Boards of Universities and Colleges, Plymouth State University, Lynn University, and Marymount Manhattan College.

Ethics in Finance & Administration   
Eligible for 1.5 Behavioral Ethics CPE Credits

This session will walk participants through a better understanding of ethics, the difference between ethics and morals, understanding of codes of ethics along with different ethical styles, and how these impact ourselves and those around us. The session attendees will participate actively throughout the session with discussion, debate, and case studies.

In order to ensure compliance with National Association of State Boards of Accountancy (NASBA)

1. Explain the Concept of Ethics, Codes of Conduct and why you should have one
2. Differentiate between morals and ethics
3. Review unethical issues in work and life
4. Assess one's own ethical values

Gregg Goldman, Chief Financial Officer and Senior Vice President, Finance, Hillspire, LLC

Gregg Goldman was appointed to the position of Chief Financial Officer and Senior Vice President, Finance at Hillspire, LLC effective April 4, 2022. He is the senior financial and operational executive in the integrated family office of Eric and Wendy Schmidt, serving all of their philanthropic activities and programs, such as the Schmidt Family Foundation and Schmidt Ocean Institute. Goldman is responsible for developing and maintaining a detailed understanding of the operations and assets and shall ensure that the family’s interests are preserved, protected and enhanced over time. He works to assure that the Schmidts’ values and mission are effectively implemented through the finance, HR, IT and related operational activities. Prior to joining Hillspire, Mr. Goldman was vice chancellor and chief financial officer at UCLA (2019-2022); senior vice president for business affairs and chief financial officer for the University of Arizona (2014-2019); senior associate dean and CFO for the USC Marshall School of Business (2003–14); senior assistant dean for the UC Irvine Graduate School of Management (1996–2003); director of financial services for the UCLA Library system (1991–96); and chief financial and operations officer at private companies in the Los Angeles area (1984–91). He is past president of the Board of the Western Association of College and University Business Officers (WACUBO) and past chair for the National Association of College and University Business Officers (NACUBO). He received his B.S. in business administration from Thomas Edison State College and M.B.A. from California State Polytechnic University, Pomona.

Implementing a Lived Name Policy
Eligible for 1.5 Personnel/Human Resources CPE Credits

 With the changing landscape of gender identity, employees and students expect institutions to provide a welcoming, supportive, and inclusive environment. Many institutions are developing and implementing policies on gender identity and lived name.  This session will include discussion of terminology and the need for a policy, the process by which the University of California developed its policy on gender identity and live name, and the considerations, challenges, and opportunities in implementing such policy in institutional processes and systems.  

1. Define key concepts integral to creating an inclusive/supportive work environment and explain the need for an institutional policy on gender identity and lived name. 
2. Describe the process by which UC developed its lived name policy.
3. Identify challenges and opportunities in implementing live name policy in institutional processes and systems.  

Shylah Conway-Hamilton, Assistant Controller, Strategic Initiatives, University of California, San Francisco 

Shylah Conway-Hamilton serves as Assistant Controller for Strategic Initiatives at the University of California, San Francisco where she leads strategic project management with the design and implementation of new and improved financial systems and business processes to meet financial reporting, planning, compliance and business information needs. She has spent her 20+ year career with the University of California spanning three UC campuses focused on business and finance administration. Shylah is a graduate of University of California, Santa Barbara and received an MBA from California State University, Fresno.

Dr. Cynthia Davalos, Executive Director of Student and Equity Affairs and Deputy to the Associate Vice Provost, University of California, Office of the President 

Cynthia Dávalos serves as Executive Director of Student and Equity Affairs at the University of California Office of the President. As a seasoned higher education professional, much of her career has been with the University of California system. Cynthia has an extensive background in launching and supporting campus and systemwide initiatives in undergraduate and graduate student success, underrepresented student outreach and recruitment, and equity, diversity and inclusion strategies and policies. She has worked closely with university leaders to navigate crises, economic downturns and leadership transitions. She has led several division-wide strategic planning efforts and accountability processes. She also serves as adjunct faculty in the Department of Post-Secondary Educational Leadership at San Diego State University. Cynthia holds a PhD in Leadership Studies from the University of San Diego, School of Leadership and Education Sciences. Her research focused on chief diversity officers and transformational leadership and institutional change.

Elizabeth Halimah, Associate Vice Provost, Student and Equity Affairs, University of California, Office of the President 

Elizabeth (Liz) Halimah has over 25 years of experience in higher education policy and management, most recently as the Associate Vice Provost and Chief Policy Advisor for Graduate, Undergraduate and Equity Affairs at the University of California. In her current position, Liz is the chief strategist for the UC systemwide office that provides leadership and support for efforts that advance UC equity and inclusion for faculty, students, and staff, that promote access to and successful completion of baccalaureate and graduate degrees, and that help to provide an exemplary student academic experience. Previously, Liz was Assistant Vice Chancellor and Chief of Staff of Equity & Inclusion at UC Berkeley, where she cowrote and oversaw the implementation of an unprecedented campus strategic plan for equity, inclusion and diversity. Liz’s other professional interests and experience includes: data analytics and policy analysis; higher education leadership, and college admissions and access. Liz is a graduate of the Goldman School of Public Policy at UC Berkeley.

Pearl Trinidad, Executive Director, Business Transformation & Optimization, University of California, San Diego 

Pearl Trinidad serves as the Executive Director for Data, Systems and Processes for Human Resources at the University of California, San Diego where she leads the Business Intelligence, Program Management and Business Integration, HR/Payroll, and HCM Organization Change Management units. Pearl has 30 years of business, financial, human resources and program management/systems implementation experience in higher education.  She has served on the Chancellor’s Advisory Committee on the Status of Women at UC San Diego and is also a UC San Diego Leader for Equity, Advancement, and Diversity (LEAD) fellow, supporting and advancing UC San Diego’s Strategic Plan goal of “cultivating a diverse and inclusive university community that encourages respectful open dialogue, and challenges itself to take bold actions that will ensure learning is accessible and affordable for all.” Pearl is a graduate of University of California, San Diego with a degree in Quantitative Economics Decision Science and Sociology and holds a Masters of Organizational Leadership from the Point Loma Nazarene University

Digital Transformation: How Day One Access Programs are Improving Equity, Affordability, and Student Outcomes
Eligible for 1.5 Specialized Knowledge CPE Credits

Institutions are under ever-increasing pressure to make educational materials affordable and accessible while delivering on their promise of improved educational outcomes. Data shows that inclusive and equitable access programs are effective vehicles to bring affordable course materials to more students. As equity increases, student outcomes improve. Historically, these digital programs have not been easy to implement and have lacked proper security often putting sensitive student data at risk. These complexities have led to slower implementation. This session will introduce a new approach, leveraging innovative technology, to achieve student equity through a digital-first course materials model that virtually eliminates costly print textbooks.   You will learn about the dramatic impact that transitioning to digital course materials can have on your institution such as:

• Improved learning outcomes from day one access to course materials 
• Elimination of student data privacy risk
• Enhanced recruitment efforts resulting from improved affordability and predictable course material costs
• Reduced carbon footprint to meet sustainability goals
• Repurposed campus bookstore space for new products and services

1. Operationalize and scale an affordable digital-first course materials model on their campus while dramatically impacting learning outcomes.
2. Leverage innovative technology to eliminate student data privacy risks.
3. Relay insights from a real-world institution’s story of successful implementation and how a similar program could benefit their own campus.

Ryan Petersen, President, Follett Higher Education 

Ryan is a co-founder and a leading innovator of the Inclusive Access model for higher education course materials.  Having worked on this important initiative for most of his professional career, Ryan brings strategic vision in digital course materials and a wealth of experience in data-driven results in affordability and efficacy to a disrupted, ever-changing industry. Prior to arriving at Follett, Ryan served as Vice-President of Strategy and Development at VitalSource, a digital eBooks platform. Within its toolset, students can download, access, and read course materials on their devices. Ryan brought new technology and business models to VitalSource when Verba, the company he co-founded, was acquired in 2017. Ryan has long been active in serving higher education. He built the first price comparison application for course materials organized by course and the first Institutional Managed Store Textbook Adoption System in 2010, which reached over 5M students, founded the Textbook Affordability Conference in 2014, and created the first Inclusive Access solution for Independently Managed Store Campuses in 2015 which scaled to over 250 campuses. Lastly, in 2019, developed the first digital-first Equitable Access solution. Ryan holds a Bachelor of Arts degree in History from Harvard.

Dr. Josef Rill, Associate Vice President, Auxiliary Services. Regis University
Dr. Rill is the AVP of Auxiliary Services at Regis University in Denver, Colorado. His area oversees major auxiliary functions, parking, event services, risk management, and procurement.

Diana Z. Rodriguez, Chancellor, San Bernardino Community College District

Diana Z. Rodriguez is the 16th chancellor of the San Bernardino Community College District ⁠— a system that serves 20,000 students through Crafton Hills College, San Bernardino Valley College, a workforce training facility, and KVCR public radio and television station.

As the chief executive officer, Chancellor Rodriguez leads the district’s educational enterprise that generates economic growth for the Inland Empire by adding more than $621 million annually to the regional economy.

Like many SBCCD students, Chancellor Rodriguez is the first in her family to achieve a college education. She is a proud graduate of Palo Verde College and a transfer student to California State University, San Bernardino, where she earned a bachelor’s degree in marketing, a master’s degree in business administration, and another master’s degree in education.

Chancellor Rodriguez previously served as president of San Bernardino Valley College from July 2016 through July 2021. During her tenure, SBVC faculty and staff spearheaded educational strategies to earn the campus the highest level of accreditation — among the best in California.

Chancellor Rodriguez has a long and distinguished career of more than 30 years working in higher education as a faculty member and an administrator, advocating for student success and a strong connection to the community. Before leading San Bernardino Valley College, she served as Vice President of Student Services and Interim Vice President of Academic Services at Las Positas College in the Bay Area of California and Vice President of Student Services at Palo Verde College in Blythe.

Her accomplishments have drawn several awards, including the 2018 Woman of the Year Award for the 47th Assembly District of California.

Presented by Follett

What Keeps You Up at Night and How to Go Back to Sleep Again
Eligible for 1.5 Taxes CPE Credits

What keeps you up at night and how to go back to sleep again! We will have a panel discussion with panelists from both private and public institutions and moderated by CLA's Public Institutions Subindustry Principal-in-Charge and CLA's Higher Education Industry Tax Leader. We will learn though the wins of our colleagues and also how to avoid associated regulatory pitfalls. Topics will include current regulatory issues impacting higher education such as name, image, likeness, (NIL) the impact of multi state payroll and foreign activities, IRS audit hot topics, and implementation of FASB and GASB standards.Understanding how to manage regulatory issues can be daunting as well as overwhelming and often keeps us up at night as the impact of these decisions can carry beyond the walls of the institution. We can learn from both the wins and the bumps in the road of our colleagues and determine the best path forward for our own institution. Regulatory issues arise and institutions need to figure out the impact to their own institution, who needs to be involved in the decision-making process, what the potential economic and community impact is, and how that decision will impact overall operations at the institution. Some institutions have legal, compliance or regulatory teams, however many do not and for those institutions, the opportunity to talk though how a situation has been handled with another similar institution can provide valuable peace of mind. An institution that has already been through a decision-making process or the implementation of a standard can share what did and didn’t work and help other institutions come up with a road map forward. Ideally learning from the experiences of others will cause that road map to encounter a few less bumps along the way!

1. Recognize current regulatory hot topics impacting higher education
2. Assess the economic and community impact of regulatory issues to your institution
3. Identify who needs to be involved in the regulatory decision making process and how changes have been implemented at peer institutions

Lori Seager, Vice President for Finance and Chief Financial Officer, Colorado College 

In April, Lori Seager will become Vice President of Finance and Chief Financial Officer, after having served for three years as the Associate Vice President for Finance at Colorado College. She spent the early years of her career working as an auditor for KPMG. A few years later, she transitioned to Higher Ed business and finance, working for 12 years at New Mexico State University, and then for 6 years at the University of Puget Sound before coming to CC. Colorado College is a private residential liberal arts college, with approximately 2100 students studying one course at a time, in our unique Block Plan. Lori enjoys volunteering with WACUBO and currently participates in the Small Institutions Committee, the 2022 Program Committee and is the 2022 WACUBO Annual Conference Host Committee chair.

Ashlie Reese, Associate Vice President of Finance, University of Wyoming

Ashlie Reese, CPA is a Wyoming native and University of Wyoming graduate with over 17 years of experience in public accounting, external and internal audit and higher education administration. Her higher education experience includes overseeing the Accounting, Post Award, Bursar, Procurement & Payment Services, Financial Aid, Tax and Treasury departments at the University of Wyoming. Ashlie was a member of the 2020-2021 Academic Management Institute sponsored by the Colorado-Wyoming Network of Women Leaders and serves on the board of directors for the Wyoming Government Investment Fund. Ashlie looks to inspire her team members to create n collaborative and transparent work environment and to achieve their goals whether they be related to life in or out of the office. In her time away from higher education, Ashlie enjoys spending time with her spouse and four children at their various sporting events.

Sarah Hintz, Principal, CliftonLarsonAllen

Sarah is a Signing Director with CLA and has more than 22 years of combined experience in higher education, public accounting and private industry. She has worked with a variety of clients including colleges and universities, tax-exempt organizations, state and local governments, for-profit entities, nonresident alien taxpayers, and many others. Sarah currently supports CLA’s nonprofit tax practice nationwide as both the Higher Education National Exempt tax leader as well as the West Region exempt tax leader.

 

Jean Bushong, Principal, CliftonLarsonAllen

Jean is an Assurance Principal with CLA and has over 20 years of experience in the nonprofit, government and higher education industries. During this time, she has provided audit, internal control consulting, agreed-upon procedures and other attest services to numerous higher education institutions, nonprofit organizations and state and local governments. Jean serves as CLA's National Higher Education - Public Institutions Subindustry Principal-in-Charge.

 

Presented by CliftenLarsonAllen

Digital Transformation Initiative for Rural Higher Education: A Collaboration of Adams State University, Fort Lewis College, and Western Colorado University
Eligible for 1.5 Computer Software & Applications CPE Credits

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. Describe the challenges of managing large IT projects, including resourcing, change management,system downtime, and position turnover.
2. Identify the challenges of collaboration across separate institutions. 
3. Describe the benefits of partnering across institutions 

Chad Robinson, Associate Vice President Information Technology and Chief Information Officer, Western 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.