This workshop will walk through the many different coverages available in a cyber insurance policy and discuss the practical implications of each. We'll start with the coverage types, what controls you have in place to prevent an inside, and then go through example claims your nonprofit or business could encounter. This workshop will help you confidently ask a broker the right questions when it is time to buy or renew cyber insurance. Some examples that may be discussed: Ransomware Phishing / Wire Transfer Business Email Compromise (BEC) Multimedia Liability The facilitators will outline what a cyber insurance policy should or will cover and what a claim would provide under different circumstances.

Learning Objectives By the end of this session, participants will be able to: Identify where their time is actually going, and why Apply a repeatable framework for decided what deserves their time Build habits that sustain better time management long after the session ends

● Identify organizational behaviors and conditions that strengthen or erode trust within teams and workplaces. ● Analyze how trust affects communication, decision-making, employee engagement, and organizational change. ● Apply the Trust Audit Framework to assess the trust conditions surrounding a current workplace challenge. ● Use the Trust × Change Matrix™ to select an appropriate leadership response based on the level of trust and degree of change involved. ● Develop one actionable leadership commitment to protect, deepen, or rebuild trust within their sphere of influence.

Learning Outcomes Upon completion, participants will be able to: Identify multiple types of professional and self-help resources for older adults. Increase confidence in helping older adults in distress . Reduce stigma associated with mental illness. Support the mental wellness of both older adults and their communities.

Learning objectives- By the end of this session, participants will be able to: Recognize the "can-do" trap: Identify the cultural and psychological drivers (empathy, mission-driven identity, relationship risk) that push nonprofit professionals toward reflexive "yes," and explain why this pattern is especially strong in the sector. Articulate the real costs of saying yes: Name the tangible and intangible costs of overcommitment (burnout, dropped balls, opportunity cost, financial/programmatic strain, and in extreme cases organizational sustainability) rather than treating "yes" as costless. Identify the fears that block "no:" Describe the common fears behind avoiding "no" (damaged relationships, lost credibility, reduced influence, unmet needs) and consider strategies to mitigate these concerns. Apply a better decision-making filter: Replace default questions ("Can we do this? Is it valuable?") with the reframed question "How does this serve us?" Then further screening requests against mission fit, financial/cash-flow capacity, staffing capacity, and opportunity cost. Choose and deliver the right kind of "no:" Distinguish between different ways to decline (a soft "yes-as-no," a conditional "no, unless...," a firm "no," as well as saying no to a team or board’s idea) and select the appropriate approach for the situation and relationship. Prioritize: Understanding that time is the organization's most limited resource, apply the principle of keeping only 2–3 big-picture priorities in focus, to guide which requests get a yes.

Learning Outcomes By the end of the workshop, participants will have a plan to: Assess fit — evaluate whether an interim CEO/Executive Director is a solution given their organization's situation, using a framework that weighs trigger events, board and staff capacity, and alternatives (e.g., promoting internally, an associate director stepping up, a shared/fractional leadership model). Guide the board — design and facilitate a sound decision-making process for an all-volunteer board, including how to structure a clear, documented decision. Communicate with confidence — identify what must be communicated to each stakeholder group (staff, program participants/community, major donors and funders, grant officers, board members, local press) and when, to protect trust and safeguard the funding relationships the organization depends on. Avoid common pitfalls — recognize the recurring mistakes nonprofit boards make with interim leadership arrangements (unclear mandate, board members overstepping into management, stalled fundraising during the gap, premature or delayed communication to funders).

By the end of this workshop, participants will be able to: Identify their organization’s payroll needs based on workforce structure, payroll complexity, compliance requirements, reporting needs, and internal resources. Compare payroll solutions and service models by evaluating key features, integrations, level of support, internal controls, and organizational fit. Ask the right questions of payroll providers about compliance responsibilities, implementation, support, integration, and total cost. Apply a practical evaluation framework to compare payroll solutions and make an informed decision based on organizational needs rather than price or features alone.

Learning Objectives: By the end of this session, participants will be able to: Analyze the negative impact of grant writer turnover on organizational compliance, revenue, and institutional stability. Evaluate your organization's internal readiness, including financial resources, systems, and overall capacity, before initiating a hire. Define clear scope-of-work requirements by categorizing needs into services like grant management, research, or strategic development. Apply best practices for proactive recruitment to attract qualified, long-term grant professionals. Identify and avoid common hiring pitfalls and warning signs of low-quality or inexperienced applicants. Determine fair, market-rate compensation structures based on industry data and professional experience levels. Implement effective retention strategies, such as providing professional development and setting realistic performance goals, to foster long-term partnerships. Utilize available resources and industry tools to support sustained grant-seeking success and organizational growth

Goals / Learning Outcomes: Recognize the signs of founder dependence Distinguish succession planning from transition planning Reframe transition as stewardship, not crisis Assess organizational readiness Build a transition roadmap Define the founder's post-transition role Leave with a board-ready tool

Expected Learning Outcomes: Recognize common signs, risk factors, and impacts of compassion fatigue in helping and service-oriented roles. Identify personal patterns, boundaries, and practices that can contribute to either depletion or resilience. Develop practical strategies to prevent and recover from compassion fatigue while strengthening the capacity to serve sustainably.