Learning Outcomes Understand the key differences between nonprofit and for-profit accounting. Configure QuickBooks Online for a nonprofit organization. Identify best practices for recording donations, grants, and program expenses. Use classes and reporting features to improve financial oversight. Gain practical tips to strengthen financial management and support informed decision-making.

Learning Objectives Highlight when organizations should consider a partial or full outsource of financial services. Identify these triggers. Highlight internal and external financial challenges that often occur in smaller organizations. Identify ways boards can utilize outsourcing to help with financial challenges such as succession planning, unplanned transactions, or special projects. Recognize ways organizations can utilize outsourcing to supplement and support their organization’s finance functions.

Goal: To provide an overview of best practices in board governance and structure. Learning Outcomes: - Understanding of the roles and responsibilities of board members - Governance structures and duties - Policies and procedures needed for effective board leadership

This training is designed for supervisors and management. It addresses the effective discipline and termination policies and practices. This training also addresses issues such as progressive discipline and effective documentation. **This is a great follow up for the April training on Legal and Effective Interviewing**

By the end of this workshop, participants will be able to: Understand the Form 990 as a public financial story and identify the key areas donors, funders, board members, and other stakeholders may review. Distinguish between a Form 990, financial statement audit, and Single Audit and recognize circumstances that may trigger additional reporting or audit requirements. Identify common financial and documentation issues that can create problems during 990 preparation or an audit. Recognize the importance of internal controls, reconciliations, documentation, and proper financial reporting in maintaining audit readiness. Implement year-round financial practices that support transparency, accountability, compliance, and responsible stewardship.

Goal: To give examples of best practices for recruiting and managing boards Learning Outcomes To learn practical procedures for: - Board management - Board recruitment - Onboarding - Board meeting agendas - Board self-evaluation - Board accountability

● 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 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).