Setting the “right” tuition price and discount rate is usually based on myths rather than empirical data. College and university presidents and CFOs must create a reliable process for determining the price and aid strategy that work best for their institutions. In this session, the president and the chief financial officer of Hendrix College will discuss the strategies they have pursued for the last seven years and how defying conventional wisdom has paid off in increased net revenue as well as larger and more higher-qualified entering classes. The discussion will be illuminated with data and examples from an expert on tuition pricing research and planning.

Learning Objectives:

1. Discover how one institution bucked conventional wisdom on price and aid and enjoyed significant success.
2. Develop and implement measures other than the tuition discount rate to evaluate an institution's financial health.
3. Learn how CFO's can best determine which configuration of price and aid strategy will best enable the institution to fulfill its mission.

Wouldn’t you like to work in a place where you got all the support you needed to be successful? As a leader, are you providing that type of environment for your group? If not, how can you better equip yourself to provide that type of environment? Let’s examine our management style to see how you might adjust to provide a better, more supportive environment where people really want to give their best effort.

Learning Objectives

1. Rethink the way you have traditionally managed.
2. Explore and consider other leadership styles.
3. Learn how to lead by meeting the needs of others.

The economic crisis of 2008-2009 has brought tremendous financial challenges. While many universities have simply resorted to across the board budget cuts to manage near-term budget deficits, true leaders are looking for new ways to fundamentally alter the cost structure of their institutions by transforming their administrative and infrastructure operations. Join an interactive panel discussion with leaders who are in the process of designing and implementing significant operational changes as they cope with unprecedented budget gaps. Pragmatic lessons about what worked well and what didn’t will be shared. Learn how to better harness the energy and capabilities of your organization.

Learning Objectives

1. Identify the root causes for the critical organizational and operational challenges facing universities today.
2. Learn to recognize opportunities to dramatically improve administrative and infrastructure operations, leading to lower cost and better service.
3. Explore ways to successfully implement a large-scale transformative program that cuts across the university.

For over three decades, Strategic Financial Analysis in Higher Education has been the definitive reference for financial leadership and analysis. In light of the economic crisis, the 7th edition entitled Strategic Financial Analysis in Higher Education: Identifying, Measuring and Monitoring Strategic Financial Risks provides new ratios and strategic financial analysis approaches for management of financial risk. The authors and representatives from public/ independent and large/ small institutions will discuss the new content, and applicability to all types of colleges and universities.

Learning Objectives:

1. Gain insight into new issues and measures affecting institutions
2. Understand how to measure and monitor institutional liquidity.
3. Learn how to use ratios and effectively communicate with senior managers and trustees
4. Hear why strategic financial analysis is a critical step in understanding the implementation of a strategic financial management plan.

You can prioritize both campus greening and deferred maintenance by looking at the entire campus comprehensively. This comprehensive approach undertaken by the University of Central Missouri involved identifying all at once an interface of green and deferred maintenance projects for the entire campus, and aligning the required financial and technical resources to optimally address them, all over a 24-month period.

Learning Objectives:

1. Develop a financial business model for a comprehensive green initiative.
2. Develop a master plan for implementing green initiatives and mitigate deferred maintenance issues.
3. Define strategies identifying financial and technical resources, scope of work identification, construction delivery method and resources needed to develop a technically viable comprehensive green and deferred maintenance program.
4. Verify the success of a comprehensive green and deferred maintenance master program.
5. Define communication tools to create campus sustainability awareness and participation among students, faculty, staff, and the community.

The effectiveness of creating a strong link between the strategic plan and budget requires unwavering commitment from the institution’s leadership. Processes must be defined, and faculty and staff must be engaged to ensure the most effective use of resources. Boise State University has created a successful budget planning process that is driven by the strategic plan. You will learn how campus leadership involved all campus units in this process. Additionally, you will discuss key strategies to ensure successful coordination and communication of both the process and the results at your institution. Review tools and materials that will allow you to share information relevant to creating a bridge on your own campus.

Learning Objectives:

1. Identify principles to develop a budget process that is tied to the institution’s strategic plan
2. Learn of tools and techniques to coordinate the strategic goals and objectives and tie them to the budget.
3. Develop documents that delineate the goals, identify performance indicators to measure the goals, and that quantify them.

In recent years, many institutions have ventured abroad to develop and pursue teaching, research, investment opportunities, and join in newly formed educational alliances. These activities often involve transfers of personnel and assets. The interaction of U.S. tax laws that govern international activities and education and tax-exempt organizations can be complex. Compliance and reporting issues and other risks arise both domestically and internationally. We'll give you an overview of key issues to address when operating or investing overseas and discuss the tax compliance responsibilities created by these activities.

Learning Objectives:

1. Understand how foreign activities and investments have U.S. tax consequences, which U.S. compliance issues must be monitored and other recent developments such as Form 990, Schedule F and the Form TDF 90-22.1 for foreign bank account reporting (FBAR).
2. Examine the tax risks associated with accidental expatriates such as payroll compliance, tracking, budgeting, immigration and corporate risks.
3. Discuss case studies involving institutional programs, operations, and facilities outside the U.S.

You're not alone in facing demand for greater productivity and efficiency while recession-induced cutbacks in funding and endowment shortfalls impede progress. Business officers at small institutions must scrutinize spending trends and implement new reforms that fully leverage taxpayer and tuition dollars. Utilization of cooperative contracts adds efficiency to the overall product acquisition while providing greater flexibility to existing purchasing practices. Learn how leveraging cooperative contracts provides economic relief without comprising service.

Learning Objectives:

1. Learn how cooperative purchasing can improve your procurement ROI by stretching your budget dollars further and requiring less of your valuable time.
2. Discover the unexpected service benefits of using cooperative contracts.
3. Understand how two different institutions identified specific needs and turned to cooperative purchasing to elevate service levels and solve financial burdens.

As witnessed during the recent economic downturn, community colleges are constantly faced with budget reductions, especially at the state level. These budget reductions have left many institutions operating with state support at an all time low. Many community colleges are questioning if they are merely state-located and -regulated versus state-supported. Some institutions are planning for the day when they will no longer receive state support and are determining ways to become self-sustaining should state resources disappear altogether. Tallahassee Community College and Midlands Technical College will share what they are doing to build sustainable institutions.

Learning Objectives

1. Discuss the current situation of community colleges in regards to state support.
2. Learn best practices in building a self-sustaining budget.
3. Examine methodologies for engaging the entire institution in building an sustainable institution.

Fraud can wreak havoc on an institution’s financial performance, damage its reputation and undermine its mission. No college or university is immune from the risks associated with fraud. Education is the key to recognition and prevention. This presentation will help you spot the red flags associated with embezzlement & fraud and know how to respond if fraud is suspected or uncovered.

Learning Objectives:

1. Identify common indicators of fraud and embezzlement.
2. Discover strategic methods for fraud prevention.
3. Understand how to proceed once fraud is detected.

Join your representatives in Washington for an overview of the last year and a preview of the one to come. Health care reform and significant student aid changes have been adopted, and additional legislative proposals are sure to come. Explore how these new laws, and today’s political and economic climate, will impact your campus. Learn about recent and pending regulatory changes and what you’ll need to do to comply.

Learning Objectives:

1. Understand recent legislation adopted by Congress.
2. Learn about the outcomes of the Department of Education’s recent negotiated rulemaking and challenges in the proposed rules.
3. Share your thoughts and concerns with NACUBO staff.

The ever-growing numbers and changes in laws, regulations, policies and procedures sometimes make it difficult, if not impossible, to keep track of what today’s bursar needs to know and what to do. In this session, hear two business officers with more than 50 years of experience discuss what should be on the bursar’s radar screens and what those individuals with oversight of a bursar’s operation should be tracking as well. Bring your questions and issues to this interactive session where your visions about today’s bursar’s office will come into focus.

Learning Objectives:

1. Receive an overview of those issues and concerns that dominate the Bursar’s Office environment
2. Receive a toolkit of references and issues that can be used to monitor and/or benchmark issues at your institutions.

This forum provides a networking and learning opportunity for business officers and business office staff at minority-serving institutions or institutions that enroll a high percentage of minority students.  Participate in discussions on common issues facing your campus.  Learn from your community, and share best practices and strategies.

Learning Objectives:

1. Recognize current issues facing people of color and ethnic minorities in higher education
2. Evaluate challenges and concepts for application to a specific campus

Hear how establishing regional business centers across campus, combined with increased automation, streamlined processes, and intensive staff training, has led to improved service levels and stronger internal controls at lower cost. The regional business centers, aligned with the thematic areas of the university’s strategic plan, handle the majority of financial and human resource transactions, including purchasing, payables, receivables, grants accounting, and human resource functions. This shift frees the central business and human resource offices from transaction processing to policy development, quality assurance, consulting, and monitoring. Engage in a discussion of strategies for planning and implementing major change initiatives and leveraging effective practices, and share innovative ideas from your institution.

Learning Objectives

1. Gain new perspectives on the delivery of business and human resource services and the alignment of business operations to support strategic goals.
2. Identify approaches for gaining support for implementation of significant change.
3. Examine practical solutions and tools for assessing and evaluating systems and results.

The economic recession and disruption in the credit markets have highlighted the need for strong operational management and oversight of outstanding financial agreements. Over the years institutions have become frequent users of variable rate debt, which heightens exposure to short-term risks. The University of San Francisco (USF) will share their guidelines and procedures for evaluating risks associated with financial agreements. Moody’s analysts will highlight covenant related hazards and share best practices observed from a variety institutions, including a review of balance sheet liquidity and an analysis of cash flows.

Learning Objectives

1. Learn common pitfalls associated with bank financial agreements.
2. Become familiar withbest practices for managing risks associated with financial agreements.
3. Grasp what various types of covenants really mean

This presentation will discuss new information on digital books, rental textbooks, online delivery of books/information, and compliance with new requirements under the Higher Education Opportunity Act.

Learning Objectives

1. Learn about the changing landscape of bookselling in higher education.
2. Receive additional details on how technology and bookselling approaches are changing the face of higher education.

This presentation focuses on what chief financial officers and their staff must consider when managing working and long term capital. The relationship between risk and returns, cost and rewards, and liquidity are addressed within the context of cash cycles, market place options, concentration risks and organizational objectives.  Emphasizing  working capital for institutions and the cyclical nature of cash receipts and disbursements, presenters cover a tiered approach to working capital management, investment strategies and tradeoffs, setting realistic goals, understanding various levels of illiquidity, internal controls and due diligence, market volatility and warning signs, and market regulations.

Learning Objectives:

1. Understand the cost of liquidity and illiquidity
2. Learn about market indicators and correlations
3. Recognize the nuances of cash flows and related reporting
4. Gain knowledge of good working capital policies

Now that UPMIFA has been enacted in 45 states and institutions have made the required disclosures under pre-codification FSP No. 117-1, new policies and practices are required to maintain compliance with the new law. From investment management to expenditure, to release or modifications of restrictions, many institutions will need to change their policies and practices. The good faith efforts set forth in UPMIFA will require institutions to follow a more exact set of rules for investing in a prudent manner. Specifically, new standards apply for investment expenses, the effects of inflation on portfolios and asset diversification. We will walk through sample policies and practices already in use for UPMIFA compliance on campus.

Learning Objectives:

1. Gain insight into required policies and practices to comply with UPMIFA.
2. Review draft examples of policies and practices used by other institutions to comply with UPMIFA.
3. Discuss appropriate level of governance review for new institutional policies and subsequent annual review

In early 2009, the Massachusetts Institute of Technology took a bold and unique approach to tackling the effects of the global financial crisis. Recognizing that a top-down approach would not yield successful results, the decision was made to draw upon the intellectual power and creative talents of Institute’s greatest resource – its faculty, staff, students and alumni. Based on their experience, you will learn how a collaborative, technology-enabled, and community-based taskforce was established to suggest, examine, and implement strategic responses. In the midst of the new reality of constrained revenue streams and the need for reduced spending, MIT saw an opportunity to strengthening the institution for the future. Learn about the core principles such as excellence, transparency, inclusiveness and leadership from all levels of the organization used by the MIT community to examine its operations.

Learning Objectives:

1. Recognize how crisis can be leveraged to create opportunity for developing a new generation of leaders
2. Distinguish effective change management methodologies
3. Identify Web 2.0 technologies to use for ongoing community buy-in
4. Evaluate the results of a collaborative, community-based development activity

Participate in a lively discussion to identify pressing challenges and issues, explore potential solutions, and share stories. Benefit from your colleagues' experience and assist others by sharing your own. 

Learning Objectives

1. Network with a group of your peers
2. Work together on a particular problem or concern
3. Discover new approaches to handling issues on campus

During uncertain economic times, monitoring fiduciary responsibilities for the investments offered to employees under participant directed retirement plans is especially important. This TIAA-CREF presentation, reviews the “must know” seven steps that Business Officers should take to meet their fiduciary obligations and minimize institutional risk when constructing a suitable investment menu for the institution’s retirement plan. Such a disciplined approach is critical to evaluation and compliance, as well as providing flexible investment selections that facilitate wealth accumulation and generate adequate lifetime income.

TIAA Product Management Directors review the benefits of using TIAA-CREF compliance services to help fiduciaries assess, select and monitor a suitable retirement investment menu through a “compliance-guided” approach. Presenters cover the array of compliance services and investment products TIAA-CREF offers specifically designed to help plan administrators meet their investment-related fiduciary responsibilities.

Learning Objectives:

Learn how an independent, tuition-dependent, college faced a financial and operations restructuring while being faced with fiscal pressures from declining endowment value, a challenging fundraising environment, and increasing debt service cost. This restructuring initiative focused on both administrative and core academic functions. You’ll examine lessons learned and leading practices about designing and implementing an objective, unemotional, data-driven, restructuring effort for higher education institutions by leveraging and blending experiences in the education and non-education sectors.

Learning Objectives:

1. Learn how to respond to challenges strategically, rather than tactically.
2. Discover how to attain cost maturity more typical of the for-profit sector by developing costs management capabilities.
3. Develop an organizational change process that includes the proper stakeholders, has proper resources, and clear goals.

Learn how the state regulatory environment is impacting public institutions’ procurement operations and creating opportunities for cost containment through state policy reform. Discover, through a national survey of public college and university procurement officers, how effective institutional policies and practices can lead to cost savings, improved accountability, and increased efficiency in the procurement process. Gain valuable insights and practical strategies on how restructuring state and institutional procurement policies and practices can serve as a valuable resource in efforts to reduce costs, enhance value and increase productivity.

Learning Objectives:

1. Identify trends in state regulatory reform of higher education procurement policies and practices
2. Distinguish institutional procurement policies and practices that reduce costs and improve accountability
3. Recognize benefits that accrue from procurement reform at the state, system and institutional level

The Accounting Principles Council supports NACUBO’s accounting and reporting technical, educational, and advocacy objectives. This interactive session will explore items of interest to both public and independent institutions: audit issues and preparation, reporting inconsistencies and industry recommendations, and FASB / GASB projects that impact higher education. 

Learning Objectives:

1. Grasp what is on the horizon in higher education accounting
2. Understand the affect ARRA has had on this year’s audits
3. 3. Become better prepared for discussions with audit committee members
4. 4. Learn about guidance and recommendations that can assist your staff

How does higher education compare to other workplaces in terms of leadership positions for women? Find out from The White House Project Benchmarking Women’s Leadership report, a landmark study of the progress and status of women in the American workplace. The opening paragraph is not encouraging. “Much of the general public believes that women’s fight for parity in the workplace has already been won… Today women account for only 18 percent of our top leaders and make 78.7 cents to every dollar earned by a man.” Hear about concrete and practical approaches recommended for higher education and other industries to remedy this situation.

Learning Objectives

1. Recognize the trends and issues for women in leadership positions in higher education
2. Identify key factors for moving a critical mass of women into leadership positions
3. Discuss the needs and objectives for women in leadership in higher education and American society
4. Learn how to use your financial power to advance women’s leadership

What will the impact of stimulus monies be in the coming years? What are strategies to handle what to do in the future? Join us for a discussion on what you’ll need to know in the coming months and years about how to address the ARRA issues specifically as they relate to reporting requirements, short-term vs. long-term funding, risk assessments, staffing, etc.

Learning Objectives:

1. Learn about ARRA funding requirements that specifically affect community colleges
2. Discuss approaches to adjusting to funding changes related to ARRA funding
3. Identify ways to address changing state appropriations and other legislation

Faced with serious budget shortfalls, colleges and universities often have no choice but to scrutinize the major expense driver—staffing. Explore contemporary approaches for reductions in force through case studies of two institutions that have successfully reduced staff, one through a voluntary early retirement incentive program and the other through involuntary layoffs. Using these case studies as a framework, examine best practices including pre-planning assessment and workforce planning, program philosophy and administration, communication strategies, legal considerations and risk management. The pros and cons of voluntary versus involuntary staff reductions will be explored.

Learning Objectives:

1. Learn how to execute a successful voluntary or involuntary reduction in force and overcome challenges and obstacles that can stand in the way.
2. Develop the business case for staff reductions, including projections of costs and benefits.
3. Understand best practices for dealing with the individual and organizational impact of staff reductions.

In 2008, the Internal Revenue Service mailed a compliance survey to approximately 400 colleges and universities. It asked institutions to furnish a wide range of data related to endowment management and performance, executive compensation and benefits, and UBIT. The Associations of Governing Boards (AGB) and NACUBO commissioned Ernst and Young to do an independent study of the completed surveys. Learn what the analysis showed about financial transparency and accountability, salaries, and the comparability of tax revenues between nonprofits and small businesses. Take part in a discussion that explores the implications of the findings for higher education, the general public, and policy makers.

Learning Objectives:

1. Recognize current key issues in tax compliance in higher education
2. Identify tax issues for further study or development for colleges and universities
3. Evaluate challenges and concepts for discussion between higher education institutions and the Internal Revenue Service

Now more than ever chief financial officers are being asked to streamline operations and generate revenue other than tuition. Resources for renovation are becoming scarcer. Managing technology change is more challenging. Today’s student is more sophisticated and demanding than ever. Outsourcing seems like a logical solution, but only after a thoughtful examination shows that the monetary and other benefits outweigh the costs.

1. Determine the reasons for outsourcing a particular operation
2. Learn how to form an evaluation team to help you consider the pros and cons of outsourcing
3. Write a good RFP and select the best outside partner
4. Write a good contract and help your partner to be successful once selected

A CFO, attorney, investment banker, student housing developer, rating officer, and consultant will review a broad range of innovative and non- traditional strategies for funding capital projects. With rising costs, endowment declines, cutbacks in government aid, and exceedingly tight credit markets, monetizing real estate assets to free up cash and take debt off the balance sheet is rapidly moving to the front burner. Monetization includes a range of financing strategies that allow institutions to extract cash from otherwise illiquid or revenue producing properties. The panel will discuss monetization attractiveness, methodologies, process, and timeline. All case studies will underscore the potential benefits and shortcomings and be for both rated and non-rated institutions.

Learning Objectives

1. Develop general familiarity with the concept of monetization
2. Identify new revenue steams for higher education institutions
3. Develop an understanding of monetization as an alternative to Bond financing

Many institutions have begun replacing a number of core information technology systems and functions with outside services. “Cloud computing” is the new buzzword that describes this trend. Some colleges and universities have moved e-mail support to outside vendors, and in the future, far more systems—including core administrative systems—are likely to shift to this model. Learn about cloud computing, outsourcing, and software-as-a-service, how they are currently being deployed, and what’s on the horizon. Most importantly, what will be the impact on institutional planning, administration, teaching, and learning?

Learning Objectives

1. Define and understand the uses for cloud computing and software-as-a-service.
2. Explore the potential impact of cloud computing on campus information technology services.
3. Discuss how cloud computing might transform campus collaboration and governance.

  Cost management is the measuring stick in the maximization of an institution’s resources and the improvement of efficiencies. This session, presented on behalf   of URMIA (The University Risk Management and Insurance Association),  will review the methodology for calculating and managing an institution's total cost of risk and address how to bridge departments within and outside of, the Business Officer's  purview.  The core components of risk management programs will be identified.  In addition, factors that distinguish the more complex costs within environmental health and safety, aviation, legal, research and international programs will be addressed.

Learning Objectives:

1. Understand the methodology for calculating an Institution's total cost of risk.
2. Discover how the development of total cost of risk metrics can provide a bridge to other departments
   within a college or university.

Hear how a university built an internal consulting group that has succeeded in keeping costs down and retaining the leveraged value of lessons learned in the institution, instead of engaging external consultants to analyze specific issues who then leave, taking their knowledge with them. GW’s Business Management and Analysis Group works with institutional departments to identify, detail, analyze, and manage enhancements to business operations as well as alleviate short-term critical staffing needs. Learn how its long-term employees are better able to modify industry best practices to fit the institution’s culture. The team has saved the university, in consulting fees alone, many times its budget, while providing insightful analysis and multiple perspectives of core business functions.

Learning Objectives:

1. Understand how to build and retain effective cross-functional teams to solve problems and deliver business solutions across the university.
2. Learn how to utilize and retain in-depth institutional knowledge instead of losing staff or consultants through turnover.
3. Discover how increased efficiencies can provide cost savings and enhance revenues.

With uncertain funding and the call for greater accountability, it has become eminently daunting for institutions to position themselves for the future. Ramapo College developed a process to achieve higher levels of excellence with scarcer resources while using the Resource Allocation Mapping framework and the Robert C. Dickeson model. You will learn how Ramapo implemented these models in order to invest limited resources to achieve strategic planning goals while developing a strong connection between planning and budgeting. Additionally, you will explore how Ramapo uses the Resource Allocation Mapping process to evaluate programs in relation to the school’s mission.

Learning Objectives:

1. Create an infrastructure to operationalize planning at all levels
2. Construct an integrated planning, budgeting, and assessment model
3. Implement the Resource Allocation Mapping process from theory to application

Do you get more work done when working with a team, or do team dynamics get in the way of getting work done? You will discover the six characteristics that absolutely must be present for your team to increase and sustain the highest levels of performance. Leaders know that teamwork is one of the most powerful vehicles available for increasing productivity, spurring innovation, and staying competitive. Yet, driving true teamwork can be difficult when managing the ever present tension between competing priorities of departments and the overall responsibility of the larger institution. Learn how knowing the six characteristics of high performance teams and using the Teams That Work online assessment can help you build on your team’s strengths and increase overall performance.

Learning Objectives:

1. Define the six characteristics of high performing teams
2. Explain how the characteristics of high performing teams are interlinked and dependent upon one another
3. Apply new knowledge by interpreting a Teams That Work assessment results report
4. Recognize your teams strengths and areas for improvement

Discover the steps taken to improve plant operations after pressures stemming from a campus expansion hampered responsiveness and quality of service delivery. APPA’s Baldrige-based Facility Management Evaluation Program objectively assessed the department, generating 40 key recommendations, and leading to the adoption of a departmental strategic plan. Execution of the plan required significant institutional and departmental commitment, creative thinking, and risk taking to make operations more transparent and apply available resources to improve performance. The end result is an award-winning department that assesses its performance and outcomes on an ongoing basis, measures results internally and against external benchmarks, and adjusts delivery methodology thoughtfully.

Learning Objectives:

1. Gain an in-depth understanding of how to assess what is necessary to be responsible stewards of campus facilities.
2. Take back specific facilities performance monitoring tools along with the ability to assess results.
3. Learn the methods employed to ensure that the facilities department meets or exceeds customers’ needs and expectations.
4. Understand how to fully utilize facilities through efficient allocation of space.

You’ve heard about the challenges of managing the generations in today’s turbulent workplace, but what are the trends leaders will have to focus on over the next decade to be effective and stay competitive? The four generations of employees bring with them very different values and expectations about work, affecting everything from recruiting to retention to succession. Add to that an entirely new generation of students, the Millennials, and you have an intriguing and challenging mix. Don’t miss this witty and wise take on what each generation needs from leaders when the going gets tough.

Learning Objectives

1. Why demographic shifts are creating huge transitions in today’s workforce.
2. What are the seven trends that define the Millennial generation, and how they will redefine the ways we work.
3. How leaders can set the tone for when it comes to  galvanizing commitment, action, and engagement.

A common approach for educational institutions facing a gap between what they are being asked to do and increasingly limited resources is to drive inefficiencies out of administrative processes and deliver high performance. The shared services model, a proven success in the private sector, may be a starting point. Explore the process of shared services design, implementations, and operations and the transformation necessary for success. Discuss the necessary changes to mindset and focus, and the unique challenges faced by colleges and universities stemming from their governance and decision making structure.

Learning Objectives:

1. Define shared services and their potential benefits for colleges and universities.
2. Understand keys to success for shared services implementations.
3. Learn what is unique about shared services implementations in higher education.

College and university activities and operations overseas can occur in a variety of configurations and contexts, from relatively simple study-abroad programs, to longer-term partnerships with foreign schools or entities, to foreign campuses, to complex research programs.  Whatever the activity, the institution needs to understand, preferably beforehand, the legal requirements for operating in the foreign countries where it conducts activities.  These can include obtaining legal status and permission to be present and operate in a country, to complying with rules governing employment of foreign nationals, expatriates, and U.S. citizens, to the lease or ownership of real property.  This session will identify the common legal arrangements utilized to operate in foreign countries, the common employment and business issues and problems institutions can encounter, and the best legal and practical strategies for avoiding potentially costly and crippling difficulties.

Learning Objectives:

1. Ascertain when to explore the need for foreign legal status, understand what options are typically available, and how to evaluate them.
2. Learn how employment law in foreign countries can differ dramatically from that of the U.S. and what that means for the institution and those it employs overseas.
3. Discover how to work with your institutional and foreign counsel, and relevant institutional officers, to ensure legal compliance in the institution’s overseas programs.

Learn how Emory University, nationally recognized for its leadership in sustainability, is focused on aspects of their sustainability programs that further public health through sustainable campus design, programming to encourage physical activity, and innovative programs to foster mental and physical wellness. As the largest healthcare provider in Georgia and a significant public health research center, Emory’s innovative programs bring sustainability practices into healthcare setting and research laboratories. These programs are replicable national models, and this presentation will include data on upfront costs, return on investment, qualitative benefits, and other measurable outcomes. In addition, we will provide information about how we are using technology to track our sustainability progress.

Learning Objectives:

1. Financial considerations, qualitative benefits, and other measurable outcomes from model programs in sustainability, including innovative green building and commute alternative programs
2. Methods, strategies, and lessons learned from model programs that focus on health and well-being while furthering the three-legged stool of sustainability—environmental stewardship, economic vitality, and social equity.

Textbook prices are out of control. Student access to textbooks is in danger. Governments, advocacy groups, and students are urging students and faculty to avoid your bookstore and look elsewhere. But real solutions lie within the college business officers and managers. This session explains the recent crisis in textbook prices and provides ideas on how you can control textbook prices on your campus by developing alliances with faculty, bookstores, and students, to establish procedures and activities that minimize what your students must pay for their books.

Learning Objectives:

1. Gain knowledge needed to fully understand the unique marketplace which governs textbook prices and understand why bookstores and faculty occasionally do not understand how their actions may affect textbook prices.
2. Learn about specific solutions that can be implemented immediately on your campus and about techniques that can be used to assess how much your actions have controlled costs over time
3. Ask experts about the Higher Education Opportunity Act's textbook information provisions and how they might affect your campus.
4. Discover how bundles and special custom books contract between faculty and publishers may influence textbook prices.

Many colleges and universities are challenged with diversifying and growing their enrollments while faced with increased competition, budget cutbacks, and space limitations. In this presentation, learn how two of The College Network's partner institutions used unique online learning strategies to gain national exposure for their programs and increase enrollments and tuition revenue without increasing their campus infrastructure. The College Network, Indiana State University and Regis University will present the business model that led to new student inquiries and increased tuition to the institutions without any additional investments. Upon completion of the presentation, a panel discussion will allow attendees to get more specific information regarding this unique approach to online learning.

Learning Objectives:

1. Identify the primary obstacles to online program recruitment and sustainability and steps taken to overcome such obstacles.
2. Discover a unique approach that combines marketing services, content development support for faculty, and academic support for learners completing your online programs.

What opportunities lie ahead for institutions seeking to integrate the latest technology into teaching, learning, research and operations? Learn about the emerging technologies that are likely to have considerable impact on higher education. Rachel Smith will also introduce the 2010 Horizon Report, a resource containing examples of current trends, challenges, and issues that knowledgeable people in technology industries and higher education are thinking about. The Horizon Report is a collaboration between the New Media Consortium and the EDUCAUSE Learning Initiative.

Learning Objectives:

1. Review innovative projects, research, and activities using emerging technology that are taking place on campuses today.
2. Explore six emerging technologies that will have an impact on teaching, learning, and research over the next five years.
3. Learn about current trends and challenges facing higher education and how they influence decisions to adopt emerging technology.

Indiana University of PA (IUP) has completed Phase IV of a 3,500-bed housing replacement program. The new housing was completed in four phases over four years, was developed through a public private partnership, used tax-exempt bond financing, and has made IUP more competitive with other universities. The results have increased student applications, retention rates, SAT scores of incoming students, and student satisfaction. The new housing is environmentally sensitive, sustainable, and LEED rated. Other project additions include extensive classroom, study, meeting and programming space, and over 50,000 square feet of additional office space for the housing office, wellness center, and counseling center.

Learning Objectives:

1. Learn how this large-scale replacement plan was completed in only four consecutive years of construction
2. Hear the details of the positive impacts: university reputation, enrollment growth, living learning programs, and other student enhancements
3. Find out how the $275 million financing plan used no investments or guarantees from IUP
4. Gain an appreciation for how this public-private partnership saved money, expedited planning and construction, and improved the quality of housing.

Every institution has unique priorities and processes for using information to promote institutional success. However, reporting activities can sometimes be expansive, burdensome and tedious—yet critical to your institution’s funding, standing and decision making. How can you obtain timely, authoritative and accurate information to guide day-to-day operations as well as strategic planning and decisions? Learn how institutions are employing a variety of innovative data collection and analysis methods that help them function effectively in today’s environment of heightened accountability and national attention. Panelists will offer practical guidelines based on real-world experiences to assist business officers in determining where benchmarking is most useful in enhancing operational performance;  what practices work best to move data out of “shadow systems” and into cross-functional databases; and how can institutional data be used to identify cost containment strategies across the institution.

Learning Objectives:

1. Learn examples on how to on align people, process, technology and measurement in order to build, support and sustaina culture of accountability and performance
2. Analyze best practices to better understand and assess existing processes to improve efficiencies and contain costs in order to meet operational goals and performance objectives
3. Understand how to leverage technology to help transform data into meaningful information for decision support

How did your institution fare over the last two years? Many of the changes that took place on campuses all over the country would never have occurred were it not for the economic crisis. Although most were painful, in some cases the pressures led to highly creative solutions and innovations, or they provided the needed stimulus to implement sensible and long overdue changes. Share your perspective and hear about the experiences of others including two bellwether institutions in California. Learn about the increasingly critical role that leaders must play in crafting “silver linings” for themselves and their colleagues during stressful times.

Learning Objectives:

1. Identify opportunities for renewal during a crisis
2. Recognize leadership roles required in difficult economic times Apply lessons learned from other institutions to your campus

Hear the latest on NACUBO’s work on tax issues, key regulatory developments impacting colleges and universities, and up-to-the-minute legislative news.

Learning Objectives:

1. Be aware of IRS initiatives and enforcement activities
2. Learn about issues being raised in audits and what that might mean for the future
3. Hear about recently enacted tax provisions as well as those up for congressional consideration

Does your facilities organization have the proper controls in place to prevent scandal and loss? Hear how one institution rebuilt its department from scratch after an audit uncovered improprieties, control failures, fraud, and theft. In addition to hiring a new management team, a facilities management system was implemented, new process and procedures were written for everyday tasks, project management was introduced, and customer service was restored to the forefront. The interrelationship between functions was paramount to the success of the reconstruction process as financial, business, and engineering managers and administrators came to appreciate each other's perspective while taking a holistic, organizational view that facilitated the necessary culture change.

Learning Objectives:

1. Learn how to use metrics from peer institutions to develop comparative data to measure organizational performance and identify areas for improvement.
2. Explore approaches for initiating culture change on campus.
3. Gather ideas for combating the sense of entitlement that leads to rationalization for theft and fraud and take home questions to ask to identify warning signs.

Students are learning differently than they did 10 years ago. Traditional chalk-and-talk classrooms are simply not the best way to deliver instruction in today's educational environment. Students learn online, via iPods, through newsfeeds, social networking sites, podcasts and other non-traditional venues. Chief business officers need to re-think the kinds of instructional buildings that are being built. Gone are the days of long hallways with standard-sized classrooms containing rows of seats facing the professor in front of a chalkboard. Welcome the days of learning pods, multimedia learning, re-arranged classroom configurations, data streaming, usage of new colors/glass/materials, new floor layouts, etc... to support the learning of today. To truly be effective business officers, we need to build classrooms such that learning is best delivered. Hear about many new ideas on how to build the classroom of the future and how to integrate student learning outcomes into this process.

Learning Objectives

1. Discuss emerging technologies that can assist business officers understand options for future build-out.
2. Consider new concepts in facilities management.
3. Understand cost implications for advancing new technologies at your campus.

Join a panel for a discussion on managing costs and savings across campus. Hear how to generate revenue, attract students, enhance the quality of education, and improve student satisfaction. Presenters evaluate various forms of public private arrangements, and highlight the value and availability of performance based partnerships. Such partnerships are contractual alternatives that can expand service delivery, mitigate risk transfer, and provide tangible measurable benefits. Higher education case studies will share lessons learned, process advice, and success stories.

Learning Objectives:

1. Discover what makes a project attractive to sponsors and debt providers
2. Hear how to think strategically and identify and allocate partnership risk
3. Learn how to develop realistic bidder requirements and evaluate potential partners
4. Understand how to improve project procurement to reduce time and cost to the institution.

Now that Congress and the President have agreed on healthcare reform legislation, this session will explore the new law and detail what steps colleges and universities have to take now—and later—to be prepared. The new law will require most employers to redesign their health care plans to meet new coverage requirements, and provides institutions opportunities to consider broader changes. Among the changes that will be discussed: 1) Employers will have to cover in full preventative health care services, extend coverage to employee’s children until age 26, and eliminate lifetime dollar limits and certain annual limits as well; 2) Employers will have to cap flexible spending account contributions; 3) In the future, employers will have to consider what design changes they need to make to reduce their potential exposure to a new federal tax imposed on the most costly plans.

Learning Objectives:

1. Learn what institutions need to do now to redesign their health care plans to meet the new law’s requirements.
2. Understand what long-term design changes institutions may want to consider.
3. Determine which provisions in the law will help control healthcare costs.

Did you know that one of the fastest growing segments of bankruptcies is ages 18-25? Or that the average college student graduated with $3,000 in credit card debt? There may have never been a time when a group was in such desperate need of information pertaining to their financial wellbeing. Come join us for this presentation where a panel of financial literacy experts will explain how you can bring a successful financial literacy program to your campus.

Learning Objectives:

1. Gain an understanding of what financial literacy topics students need to know and why these are the most important things to cover.
2. Learn how to establish a financial literacy program on campus in a way students will embrace.

What will you do today to make your campus safer? Your campus is faced with the daunting challenge of protecting students, faculty, and visitors under increasingly difficult circumstances. Join one of the nation’s leading experts in school and campus safety in reviewing the most current “best practices” for providing a safe learning environment. Learn about effective security and emergency preparedness strategies, many of which can be implemented at little or no cost during these demanding economic times.

Learning Objectives

1. Identify and address key areas of vulnerability and learn how to prioritize physical security improvements.
2. Understand current emergency preparedness standards.
3. Discover web-based resources that provide security funding and assistance.

Both large and small institutions are becoming increasingly complex to manage. Explore the challenges, benefits, and risks of creating a dialogue between your liability and asset experts. The 2008 credit crisis forms a backdrop against which endowment and bond management examples are analyzed from the decision making vantage point of a chief financial officer. Presenters illustrate a series of problems that arose from, or were exacerbated by, a lack of dialogue between the left side and right side of the balance sheet. Business officers will hear solutions to illustrated challenges and learn how to provide leadership in this area.

Learning Objectives:

1. Understand the trade-offs that accompany increasing institutional leverage
2. Learn how to assess the optimal level of endowment risk
3. Hear a sensible approach to adequate endowment liquidity

In this session, learn how Texas A&M University, with the leverage of a relationship with a financial partner, transitioned from its Aggie Bucks stored value program to its new Aggie Bucks Unlimited program that provides students with an outstanding check card, while providing cost savings and other benefits to the university. Students can use the new check card to spend their funds anywhere, on and off campus, including on-campus vending machines, and are no longer limited to purchases at participating merchants. The new program eliminates the cost associated with a stored value system, and students choosing the new Aggie Bucks Unlimited Program also receive their financial aid and other refunds within one day, a significant improvement over ACH refunds to other banks.

Learning Objectives:

1. Learn how to engage a financial partner to develop and implement a new and improved Student Funds Disbursement Program.
2. Discover how Texas A&M transitioned from its traditional Aggie Bucks stored value system to its new Aggie Bucks Unlimited program.

Endowment accounting can be complex with few tools available in the market for higher education institutions to utilize. This session will focus on the current development of the Kuali Endowment Module of the Kuali Financial System, including the goals and objectives of the project, the advantages of the system and a quick review of functionality.

Learning Objectives:

1. Understand the Kuali Endowment project and the global goals of the initiative.
2. Learn how the system functionality can create efficiencies for endowment accounting management and reporting at higher education institutions.

My Green Cube created at Drexel University is a simple, fun, tool for marketing, educating, and engaging students, faculty, and staff in Green/Sustainable actions. Many campuses focus on systemic efforts directed at reducing waste, increasing resource efficiency, and increasing green purchases. These efforts reduce costs and make the campus more environmentally friendly; however, they shift the responsibility and accountability for efforts to impact the environment outside of the individuals that inhabit the campus. Drexel's My Green Cube Engagement Initiative provides a comprehensive approach for engaging individuals to make simple, environmentally responsible choices everyday that help the environment and reduce costs.

Learning Objectives:

1. Learn effective strategies directed at systems, infrastructure, energy management, construction, policies, waste management, and procurement that positively impact the environment, green compliance initiatives, and overall budget
2. Learn the My Green Cube model used to educate, promote, and reinforce ways individuals impact sustainability efforts everyday and create an environmentally responsible campus culture by engaging faculty, students, and staff
3. Apply the My Green Cube model, Environmental Responsibility Pledge, and Cube to develop a comprehensive University Green Program that builds commitment at the individual level and promotes environmentally responsible choices everyday that impact the environment, ties into the University's systems and positively impact the University's bottom line.

Discover how to develop effective leaders in a higher education environment using a validated and proven leadership model. Today’s colleges and universities face a host of conditions that spark the need for “top flight” leaders. These institutions require individuals who can be agile in uncertain economic times and can accommodate changes in business strategies and operating models. It is vital that these leaders also have effective relational, behavioral, cognitive, and emotional skills for working with others. Gain essential information on how to develop leaders who can be counted on to achieve results in a consensus driven environment.

Learning Objectives:

1. Identify trends in current leadership research
2. Distinguish innovative methodologies and practices to create the next generation of leaders
3. Recognize common pitfalls to avoid in developing both student and staff leaders

1. Learn best practices for monitoring your institution's financial position

2. Outline key issues to consider as you plan for new debt

3. Understand central components used in bond ratings.

4. Identify strategies for aligning the knowledge base and approach of your president, trustees and senior staff

The complex challenges faced by today’s Chief Business Officer require a new set of skills not taught in business schools or gained through traditional business practice. CBOs are confronted with staggering asset devaluation, daunting budgetary situations, expanding regulation, and external challenges previously unimagined. Perhaps more important, they face the reality that their responsibilities now require addressing and managing consequential issues outside the skill sets developed through their conventional training and experience. This dynamic and interactive workshop presents a series of effective mind body health concepts to provide the CBO with new skills with which to better understand the actions and motivation of others, enhance self awareness, improve communication, and enhance leadership skills while effectively demonstrating the emotional intelligence needed to complement the hard skills of business practice.

Learning Objectives:

1. Change stress from the problem to the solution and how to transform disease to wellness.
2. Implement strategies to enhance interpersonal and problem-solving skills.
3. Discover keys to cooperative relationships and productivity and as well as an optimal balanced self and organization.
4. Enhance communication skills to ensure allies, not enemies, in the workplace.