2021 Business Management Institute
"The Virtual Campus Experience"

Welcome & Keynote

Faculty Members
Welcome & President's Greeting – Ruth Johnston, Ph.D., Vice Chancellor, New Mexico State University, WACUBO President 2020-2021;

Keynote – Recapturing the Art of Civil Discourse

Moderator: 
Arlene Pietranton, Ph.D., FASAE, CAE, Chief Executive Officer, American Speech-Hearing-Language Association

Panelists:
Arthur Evans, Ph.D., Chief Executive Officer & Executive Vice President, American Psychological Association
Timothy Shaffer, Ph.D., Director, Civic Engagement & Deliberative Democracy, The University of Arizona, Institute for Civil Discourse

Course Description 

Finding a common purpose with others is a hallmark a democracy and a civil society. Today our communities are struggling amid deep polarization and the undermining of trust in public and private institutions. While disagreement can be the oxygen for creativity and innovation, absent civil discourse, these divisions can drive profound rifts in our own communities and society at large.  This session will discuss how we can positively impact the dialogue and share simple practices to champion civil discourse within our organizations.

Faculty Members

Katy Rees, Associate Vice President, Administration, California State University, San Marcos

Jennifer Williams, Co-Founder, The Culture People

Course Description

Strengths hold the power to unlock one’s potential and facilitate personal and professional growth. Through recognizing and understanding how unique talents create power and edge, individuals can leverage these talents as strengths to consistently and productively build strength in themselves and others. By discovering individual strengths, individuals and teams discover productive ways to recognize and celebrate their talents and the talents of others, which in turn strengthens individual and team performance, as well as ultimately promotes organizational success. Join us to discover your strengths.

Learning Objectives

• Define talents versus strengths.
• Understand that themes are neutral and not labels.
• Recognize that all strengths have power and opportunity.
• Learn how to recognize individual talents and productively apply them to build strengths in ourselves and others.
• Learn how to utilize the concept of “Name It, Claim It, Aim It”.
• Uncover unique ways to recognize and celebrate strengths.

Faculty Members

Thomas McDonald, MPA, SHRM-SCP, Chief of Staff, Business Affairs, The University of Arizona

Helena Rodrigues Ph.D., SHRM-SCP, Vice President & Chief Human Resources Officer, The University of Arizona

Course Description

At the grocery store, everyone scowls. In the car, even the normally composed NPR hosts seem snippy with you. In your digital-office, you notice the folks in your personal Hollywood Squares games (aka Zoom) look exhausted. After a year and a half of tremendous disruption – it feels like everyone has just about had e-nough. And you see it creating rifts, slowing down important projects, and generally making your work harder. So what to do? Join us as we turn our attention to how to manage workplace conflict successfully in this “next normal” to preserve trust, re-ignite engagement, and get your collective creativity-groove back.

Learning Objectives

• Utilizing a safe outlet to share ideas and voice frustrations:
• Learn about how conflict has manifested itself in a virtual and hybrid workplace in the last year and a half
• Gain insight into what we can do immediately to address and/or minimize conflict in this next normal to which we are all still adapting
• Recognize how to address conflict, be agile, and identify opportunities amidst the chaos
• Master the strategies for effective communication and building trust

Faculty Members

Jeffrey West, MBA, CPA, Vice President, Finance and Administration, CFO, Salt Lake Community College

Renate Wigfall, MBA, CPA, California State University, Northridge (ret.)

Diane Fennig, Ph.D., Senior Consultant, Gallagher Executive Search and Leadership Advisors

Course Description

The Track 3 curriculum provides a stimulating and challenging environment in which students work closely with colleagues and BMI faculty. The case study method is introduced in this course and applied extensively with cases provided by the faculty and participating students which are representative of a wide range of typical problems, challenges and environmental conditions faced by college/university managers and administrators. Cases presented have been written specifically for the Institute and its participants. In applying the case study method, the Institute promotes the development of analytical skills and provides a new skill set as well as practical take-a-ways to the participants to be used in the workplace.

Learning Objectives

• Analyze critically and learn to reflect before you react
• Communicate a challenge/problem effective
• Work cooperatively in teams
• Solve problems in a creative manner while in a risk-free and confidential environment

Faculty Members

Allison Vaillancourt, Ph.D., SPHR, Vice President & Senior Consultant Organizational Effectiveness, Segal

Course Description

You’ve got a brilliant proposal, but it’s not brilliant if no one wants to hear about it. This highly interactive session will cover proven strategies for building allies and securing support for your most important ideas and initiatives. We will uncover how to determine what matters most to the people you are trying to influence and reveal strategies that will move them to accept your ideas.

Learning Objectives

• Assess the factors most likely to influence an audience’s receptivity to a new idea.
• Apply techniques designed to make your audience feel safe
• Build consensus by identifying mutual interests
• Use language to “own” the conversation
• Describe the power of third-party validation

Faculty Member

Allison Vaillancourt, Ph.D., SPHR, Vice Presidennt & Senior Consultant Organizational Effectiveness), Segal

Course Description

Who has the real power in an organization? Hint: It’s not necessary the top boxes on an organizational chart. In this session, we’ll search for clues about who has influence, who has authority, and who has true power.  We will also discuss strategies for navigating the political behavior that occurs in most every organization.

Learning Objective

• Assess the sources of power inside organizations
• Analyze the factors that influence the ability to get things done
• Identify political behaviors inside of organizations
• Apply political navigation skills to common workplace issues
• Differentiate between influence and authority

Faculty Member

Course Description

TBA

Learning Objectives

Faculty Member

Jeffrey West, MBA, CPA, Vice President, Finance and Administration, CFO, Salt Lake Community College

Kendra Yoshimoto, Director, Fiscal & Audit Services, University of Washington, Bothell

Course Description

Participants will meet in their assigned small group in breakout rooms with their group facilitator for discussions on their case studies.

Learning Objectives

• Demonstrate knowledge and perspective from colleagues’ case studies and conversations of the group
• Discover new methods of listening and sharing counsel and advice

Faculty Member

Ruth Johnston, Ph.D., Vice Chancellor, New Mexico State University

Course Description

Strategy is one of the most critical elements of any organization.  The goal of strategic planning is to create a strategy that successfully guides the organization and achieves stated objectives.  The opening session for this intensive study of Strategy in Times of Change will cover the key components of strategic planning and best practices for how to do it well.

Learning Objectives

• Learn the content and process of effective strategic planning
• Understand Balanced Scorecard approach to strategy
• Understand best practice examples of strategy and tips for success
• Share first-hand experiences of strategy in your organization 

Faculty Member

Joyce Lopes, Vice President, Business & Financial Affairs, Western Washington University

Course Description

Institutions, like individuals and for-profit entities, must manage their resources to achieve strategic priorities and deliver its mission.  This session is an introduction to the higher education business model and discusses how some institutions are responding to market challenges. The role of the operating budget, financial aid leveraging, capital planning, and the endowment are also presented. Participants are encouraged to bring their own institution’s financial statements to this session.

Learning Objectives

• Understand the basic higher education business model
• Identify major revenue and expense components for higher education institutions
• Recognize current market constraints
• Relate the business of higher education to the mission of the institution

Faculty Member

Howard Lutwak, CIA,CFE, Internal Audit Director, California State University, Northridge

Course Description

In this course you will gain an understanding of the different types of audits that are typically done at our campuses. You will learn how to prepare for and survive audits of your college, department, or unit. There are risks in all aspects of the campus environment. Internal controls are the business practices, policies and procedures that help to minimize risk. This session will provide you with an understanding of risk and internal controls and how they impact our work on campus. By attending this course you will be able to identify business risks within your department, learn about the importance of internal controls in all of our campus jobs, be prepared for potential audits of your department, and learn the red flags of fraud.

Learning Objectives

• Differentiate between the types of audits that may occur on your campus
• Learn about risks in the university environment
• Gain an understanding the purpose and importance of internal controls
• Recognize the red flags of fraud

Facilitators

Yvonne Gardner, Senior Consultant, Gallagher Human Resources & Compensation Consulting Practice

Course Description

Learning Objectives

TBA

Faculty Member

Yvonne Gardner, Senior Consultant, Gallagher Human Resources & Compensation Consulting Practice

Course Description

Learning Objectives

Faculty Member

Debra Hammond, Executive Director, University Student Union, California State University, Northridge

Course Description

Enhancing your own level of accountability will assist leaders at all levels to resolve problems and increase overall personal and organizational effectiveness. This session will help participants explore various levels of accountability using the components of the QBQ – The Question Behind the Question based on the work of John G. Miller. Participants will use a case study methodology to recognize when they could be operating in a “victim loop” in order to move towards greater levels of accountability. Finally, participants will learn how to formulate questions that will assist in developing appropriate solutions to organizational problems.

Learning Objectives

• Define various levels of accountability (personal, shared and organization)
• Understand the components of the QBQ – Question Behind the Question
• Recognize components of the “victim loop” and learn how to operate in the “accountability loop”
• Understand the types of questions to ask in order to resolve problems, increase accountability and enhance effectiveness  

Faculty Member

Course Description

TBA

Learning Objectives

Faculty Member

Jeffrey West, MBA, CPA, Vice President, Finance and Administration, CFO, Salt Lake Community College

Kendra Yoshimoto, CPA, Director, Fiscal & Audit Services, University of Washington, Bothell

Course Description

Participants will meet in their assigned small group in breakout rooms with their group facilitator for discussions on their case studies.

Learning Objectives

• Demonstrate knowledge and perspective from colleagues’ case studies and conversations of the group
• Discover new methods of listening and sharing counsel and advice

Faculty Member

Paul Friga, Jr., Clinical Associate Professor, Strategy & Entrepreneurship, Kenan-Flager School of Business, University of North Carolina, Chapel Hill

Course Description

Learning Objectives

Faculty Member

Diane Fennig, Ph.D., Senior Consultant, Gallagher Executive Search and Leadership Advisors

Course Description

Your campus has invested in you and BMI as your professional development.  In light of our new day, post COVID 19, how will you cultivate your next steps? This interactive session lead by Diane Fennig, former Career Management Director, College Administrator, and now Search Consultant, will give you some strategies and tactics of how to get your career on track or how to re-invent yourself for your next career appointment.

Learning Objectives

• Review and reflect on your career path and set important mile markers for success
• Consider alternatives in reinventing your career and career path
• Examine personal and career goals and verify that they remain aligned with aspirations and desired results
• Develop intentional networking strategies to build your profile as a colleague and thought leader

Faculty Member

Debra Hammond, Executive Director, University Student Union, California State University, Northridge

Course Description 

Becoming an effective leader is a challenging proposition for many of us as we seek to enhance our own skill sets while motivating our employees to perform at high levels. Using principles derived from Situational Leadership (directing, selling, coaching, and delegating) as well as the Leadership Challenge (modeling, inspiring, challenging, enabling, and encouraging), leaders and potential leaders will gain an understanding on how to identify and evaluate their employees’ abilities and willingness to perform the task at hand. This knowledge will provide the foundation for adjusting your leadership style – situationally – to increase employee productivity. These principles also will provide a framework for developing an overall work environment that combines the art and science of leadership that encourages engagement, accountability, and high performance for all team members.

• Identify the four quadrants of situational leadership
• Evaluate the development level (competence and commitment) of employees in order to etermine an appropriate supervisory style
• Understand factors that are important in effective decision-making and how they can be applied situationally
• Recognize how to apply the 5 leadership practices (modeling, inspiring, challenging, enabling, and encouraging) that can positively impact the performance of employees

Faculty Member

Carina Celisia Moore, MA, Adjunct Instructor, Master of Arts in Leadership concentration in Organizational Leadership & Effectiveness, University of the Pacific and Director, Talent Management & Development, University of California, Davis (ret.)

Course Description

The most effective business officers in higher education are those who approach people and projects with positivity and a sense of curiosity. Innovative organizations have leaders who serve as a “coach”— someone who enables a culture where ongoing, coaching conversations about performance and professional development are a common practice throughout the year. In this interactive session, you will explore how to get to the heart of meaningful matters in moments through the art of asking powerful, open-ended questions. You will gain useful tools and techniques to increase your effectiveness in creating coaching conversations that employees want, and that inspire their best work, whether in-person or in a remote setting.

• Review International Coach Federation (ICF) Core Competencies
• Compare and contrast coaching, advising, counseling, mentoring and training
• Practice using “powerful questions” to create coaching conversations people want
• Write responses to self-reflection questions that lead to an action plan for creating coaching conversations at work

Faculty Member

Paul Friga, Jr., Clinical Associate Professor, Strategy & Entrepreneurship, Kenan-Flager School of Business, University of North Carolina, Chapel Hill

Course Description

TBA

Learning Objectives

Faculty Member

Sue Anderson, MS, SPHR, Director, Staff Education & Development (ret.), University of California, San Diego (ret.)

Course Description

Change in the workplace is a constant and the ability to be change able is a desirable skill, yet too often individuals lack the strategies to be successful during times of transition.  Based on the work of William Bridges, this interactive workshop will provide participants with tools and techniques that increase the ability to manage transitions with less disruption and more confidence in both life and work.  The concept of “grit,” developed by Angela Duckworth, will be introduced and explored as a skill to support successful transitions.

Learning Objectives

• Differentiate between change and transition
• Identify the three states of transition
• Explore strategies to minimize the disruption of transition
• Explore the concept of grit and how it relates to resilience
• Identify strategies that build grit and resilience

Faculty Member

Katy Rees, Associate Vice President, Administration, California State University, San Marcos

Jennifer Williams, Co-Founder, The Culture People

Course Description

Strengths hold the power to unlock one’s potential and facilitate personal and professional growth. Through recognizing and understanding how unique talents create power and edge, individuals can leverage these talents as strengths to consistently and productively build strength in themselves and others. By building upon the first-year curriculum of discovering individual strengths, participants will learn about balconies and basements, further explore the four domains of strengths, and continue enhancing their ability to recognize, leverage, and celebrate their talents and the talents of others. Join us to learn how to leverage your talents as strengths.

Learning Objectives

• Review of terminology and concepts from Year One
• Enhance understanding of how to utilize individual talents and productively apply them to build strengths in ourselves and others
• Learn how to further apply themes to showcase your best self
• Gain further understanding of the domains of strengths and how to leverage those domains
• Uncover unique ways to use strengths to positively contribute to your team(s)

Faculty Member

Steve Holland, CRM, ARM, DRM, Chief Risk Officer, The University of Arizona

Course Description

Risk Management in higher education is always evolving as new risks come on to the horizon and begin to impact our organizations. As new risks arise, and known risks are better understood, best practices for managing those risks are continuously fine‐tuned by experience. This session will dive into some detail about some of the more challenging risk issues impacting colleges and universities today. Institutional response to the COVID-19 pandemic is impacting every organization, and there are multiple safety and risk issues involved in those responses.  Other hot topic risks include ransomware and cyber security, fraud prevention, international travel, and protecting minors.   Attendees will be encouraged to bring forward risk topics from their own experiences at their institution through an open forum for discussion.

Learning Objectives

• Develop an understanding of some of the more complex risk issues in higher education, and the strategies for managing those risks
• Review and understand the unique risk factors raised by the COVID-19 pandemic, and how institutions are responding 
• Review risk exposures posed by ransomware and lapses in cyber security
• Understand the risks faced during international travel by faculty and students
• Review the risk exposure associated with programs serving minors, and best practices for risk mitigation and youth protection

Faculty Member

Paul Friga, Jr., Clinical Associate Professor, Strategy & Entrepreneurship, Kenan-Flager School of Business, University of North Carolina, Chapel Hill

Course Description

Learning Objectives

Faculty Member

Carina Celisia Moore, MA, Adjunct Instructor, Master of Arts in Leadership concentration in Organizational Leadership & Effectiveness, University of the Pacific, Director, Talent Management & Development, University of California, Davis (ret.)

Course Description

We talk to people all the time, in passing, in person, and in virtual settings. When we have a great conversation, it’s memorable - likely there was both a sharing of information and a lot of listening for understanding. In this general session, you will have the chance to meet BMI attendees in small groups, and get to know interesting things about one another. Take this opportunity for connecting with others through meaningful dialogue, sparked by fun and thought-provoking questions. You will leave this session energized and with new professional contacts.

Learning Objectives

• Hear about WACUBO’s Diversity, Equity, and Inclusion work and where to find information
• Watch a video that shows the power of meaningful dialogue – even in brief, random encounters
• Participate in three breakout groups (three people in each)
• Engage in meaningful dialogue by answering thought-provoking, fun questions in breakout groups
• Make professional connections with WACUBO members attending BMI

Faculty Member

Carina Celisia Moore, MA, Adjunct Instructor, Master of Arts in Leadership concentration in Organizational Leadership & Effectiveness, University of the Pacific and Director, Talent Management & Development, University of California, Davis (ret.)

Course Description

One of the most effective, yet untapped professional development tools available, is “informational interviewing.” No matter where you are in your career, having a focused conversation with a professional who works in a position, career field, or organization that interests you, can help you gain a greater perspective on your own professional pursuits. If you want to re-energize your career goals whether in-person or virtually, join this interactive session and you will leave with tips and tools ready to explore the art of informational interviewing.

Learning Objectives 

• Explore the benefits of informational interviewing
• Identify people to interview in the near future
• Review the key components to successfully prepare for, conduct, and follow-up on informational
• Practice mock informational interviews in two roles – the information seeker and the interviewer

Faculty Member

Allison Vaillancourt, Ph.D., SPHR, Vice President & Senior Consultant Organizational Effectiveness), Segal

Course Description

The most successful managers create a culture of openness and accountability, set clear expectations, and have the courage to have hard conversations. During this session, we will work through the performance issues that challenge managers most and discuss the power of candor to create high-performance work groups.

Learning Objectives

• Establish professional expectations for your work team
• Understand the performance issues that challenge managers most
• Apply a 4-step process for delivering difficult feedback
• Differentiate between appreciation, coaching, and evaluation
• Conduct meaningful performance conversations

Faculty Member

Katy Rees, Associate Vice President, Administration, California State University, San Marcos

Jennifer Williams, Co-Founder, The Culture People

Course Description

Strengths hold the power to unlock one’s potential and facilitate personal and professional growth. Through recognizing and understanding how unique talents create power and edge, individuals can leverage and partner these talents as strengths to consistently and productively build strength in themselves and others. By building upon the first-year and second-year strengths curriculum, participants will further explore the four domains of strengths, understand theme dynamics, and continue enhancing their ability to recognize, leverage, partner, and celebrate their talents and the talents of others. Join us to learn how to partner your talents and leverage as strengths.

Learning Objectives

• Review of terminology and concepts from Year One and Year Two
• Enhance understanding of theme dynamics to build strength as individuals and teams
• Learn how to further apply, leverage, and partner themes to showcase your best self
• Gain further understanding of the domains of strengths and how to leverage those domains to create powerful partnerships
• Uncover unique ways to partner with strengths to positively contribute to your team(s)

Faculty Members

Ruth Johnston, Ph.D., Vice Chancellor, New Mexico State University

Course Description

This session will engage the participants in the topic of how to lead and manage change, especially the impact on people and on you as the leader.

Learning Objectives

• Understand the change cycle and what happens in it
• Understand conditions and success factors of leading effective change
• Learn coaching skills during change

Faculty Member

Miguel Delgado, ARM, ARM-P, AINS, Director, Insurance Programs, The University of Arizona

Course Description 

Insurance and Risk Management are an integral part of protecting our Colleges and Universities as they seek the achievement of strategic goals. Sooner or later, for every business officer, the dreaded topic of insurance will arise, with its confusing terminology and complex questions. This course will provide attendees with a foundational understanding of the various risk exposures associated with higher education and how insurance provides protection and security against these exposures. Attendees will be encouraged to present real-world experiences, both personally and professionally, involving insurance and risk.

Learning Objectives 

• Identify and understand the primary risk exposures in higher education
• Describe the basic lines of insurance coverage and how they apply to higher education risk exposures
• Recognize key insurance terms and potentially problematic language
• Provide essential guidance to colleagues on the core principles of insurance and sound risk management 

Faculty Member

Course Description

Learning Objectives

Faculty Member

Course Description

Colleges and universities face a wide variety of risks – physical, financial, legal, regulatory, contractual and reputational risks can be found in every part of the organization. Sometimes risk exposures are not known to exist until the worst possible time after a tragedy has occurred, the lawsuit is filed, or the media is knocking on your door. This session will describe and characterize common risks that must be managed in higher education to avoid negative outcomes. The session will utilize scenarios and case histories to help participants identify and analyze risk exposures and develop effective risk mitigation strategies. Successful risk management programs recognize the value of a multidisciplinary approach. To this end, participants will be asked to bring their own experiences and skills together in this interactive session to achieve a sharper focus on the potential risks and solutions facing their own institutions.

Learning Objectives

• Have a basic understanding of common risk exposures in higher education
• Understand strategies for identifying and analyzing risk exposures
• Understand the components of an enterprise risk management (ERM) system
• Differentiate between types of risk – operational, strategic, financial, reputational
• Have a basic understanding about insurance and contractual risk transfer strategies

Faculty Members 

Jeffrey West, MBA, CPA, Vice President, Finance and Administration, CFO, Salt Lake Community College

Kendra Yoshimoto, CPA, Director, Fiscal & Audit Services, University of Washington, Bothell

Course Description 

Participants will meet in their assigned small group in breakout rooms with their group facilitator for discussions on their case studies.

Learning Objectives 

• Demonstrate knowledge and perspective from colleagues’ case studies and conversations of the group
• Discover new methods of listening and sharing counsel and advice

Faculty Member

Course Description 

Learning Objectives 

Faculty Member

Diane Fennig, Ph.D., Senior Consultant, Gallagher Executive Search and Leadership Advisors

Course Description 

This course will provide a deeper dive into to the Top Strategies for Managing your Career. Participants would leave this continued interactive session with accountability partners and a personalized plan for success drilling into the initial strategies that will work best given their personal situation and their work styles.

Learning Objectives 

• Further review and reflection on personal career path and set important personal mile markers for success
• Define and select Accountability Partners/Mentors
• Write a letter to self as a reminder of the BMI Lessons

Faculty Member

Course Description

Learning Objectives

Faculty Member

Course Description

Learning Objectives

Faculty Members 

Sue Anderson, MS, SPHR, Director, Staff Education & Development (ret), University of California, San Diego (ret)

Carina Celisia Moore, MA, Adjunct Instructor, Master of Arts in Leadership concentration in Organizational Leadership & Effectiveness, University of the Pacific and Director, Talent Management & Development, University of California, Davis (ret.)

Course Description 

Are you ready to take your career to the next level?  Do you know what competencies you will need for success?  Have you charted an intentional learning path to build the skills you will need to be competitive?  As you embark on Track 4 at BMI, you will have an opportunity to identify your superpowers, and the essential competencies and characteristics of effective higher education business managers.  Experience the chance to integrate your professional development goals and BMI learnings.  You will leave with career development ideas that can guide your professional development to support immediate and long-term career growth.

Learning Objectives 

• Identify essential competencies and characteristics f effective higher education business managers
• Gain insights into your potential strengths and development opportunities through the completion of a self-assessment
• Explore the five elements of a career action plan
• Leverage learnings and insights from BMI as potential areas for development and inclusion in a career action plan
• Identify activities to develop leadership and business manager competencies for immediate growth