Conference concierge! – Would you like assistance customizing your training experience? We have sessions for nonprofits and governments to choose from and would be happy to help you choose the sessions to best meet your development needs. Please send an email to
email@example.com with the subject “Conference concierge,” and you will be contacted to help you build a conference schedule that is personalized for you.
Objectives: 1. Explore how the Head Start Act and the HSPPS impact each other.
2. Discuss the future of these regulations.
3. Share ideas, thoughts and best practices of ongoing leadership with these requirements.
Description: The Head Start Act identifies pages of guidelines that HS/EHS programs need to follow to stay in compliance. When you are implementing the Head Start Act, there are numerous things to consider, including how decisions impact your program. In this overview we will explore the Head Start Act and give you time to learn where to find information and dig into the details once you are back at the office. And since the Head Start Act goes hand-in-hand with the Head Start Program Performance Standards (HSPPS), we will explore the highlights of all of the HSPPS (45 CFR Parts 1301-1305). Our goal is to help you get comfortable with what HS/EHS programs need to follow to stay in compliance. We will pay special attention to the areas of:
Definitions (They sometimes differ depending on the regulation.)
• Administrative requirements (administrative limitations, non-federal match [a/k/a in-kind], following 45 CFR Part 75)
• Power and functions (governing body, policy council, policy committees and administrative requirements)
• Records (what to keep, how to keep it and for how long)
• Qualifications and wages (background check and minimum staff requirements)
Objectives: 1. Review the where to get answers in the circular.
2. Discuss the requirements and regulations.
3. Identify areas for improvement back at the agency.
4. Review the basics of allowable costs.
5. Discuss direct and indirect costs.
6. Review the options for cost allocation in the new circular.
7. Discuss the changes in audit requirements.
Description: After an introduction and discussion of the laws and regulations, there will be a discussion of the general provisions and administrative requirements. We’ll focus on these key areas:
• Standards for financial management systems and internal controls
• Procurement, property and equipment
• Reporting and record retention requirements
The cost principles cover the costs that a grant-funded program can charge to federal grant awards. General principles, allowable costs, unallowable costs, and costs that require prior approval will be discussed. We’ll also discuss all changes in regard to cost allocation and selected items of cost. In addition, we'll discuss changes in audit requirements coming with implementation of the new regulations.
Leadership Styles: Learn Your Style and That of Your Team (Preconference)
Date: 07/13/2021 1:30-5 p.m.
Experience: All (All levels of experience)
Preparation: Complete the Predictive Index ® Behavioral Assessment. This survey typically takes less than 20 minutes to complete.
Select and invite up to 7 peers, managers, or subordinates to complete a Predictive Index ® Behavioral Assessment.
Study: Business Management & Organization
Prerequisites: Have a leadership role in your program, organization or community, in which you are involved in defining an overall agenda (vision and strategies) and inspiring others to achieve it.
Objectives: 1. Explore your leadership styles and the impact your leadership is having on people.
2. Consider the styles of your team, as well as your personal and professional performance.
3. Receive and develop recommendations for next steps.
Description: Wipfli is excited to give leaders the unique opportunity to assess and build on their leadership effectiveness with best practice insights, from a valid and reliable tool. By convening a high-powered group of leaders, we will take a journey showing that numerous unique styles are leaders.
By May 14th, registered attendees will be invited to complete the Predictive Index ® Behavioral Assessment (PI). The PI provides executives and directors with unique insights into their personal behaviors and styles. We also offer the survey for up to seven members of your leadership team. This will highlight the impact of your behaviors on others’ behavior and performance. See below for important timing information.
IMPORTANT PI INVITATION TIMING INFORMATION
All leaders registering by May 14, 2021 will be guaranteed inclusion in the composite training group and receive individual results at the conference.
Leaders registering after May 14, 2021 will be sent a PI invitation before the conference, and every effort will be made to include the results in the composite training group and to provide individual results at the conference.
We will be using the results, in combination with content and lessons learned from around the country, so that you may walk away with actionable and personalized strategies for improving your own leadership.
Description: New to the conference this year, a blend of the Evening with Wipfli and the Welcoming Opening Session. Join this evening event for food and future focused discussions. There will be prize drawings, an opportunity to learn more about the conference, and a chance to connected with fellow leaders. Stay tuned for more details!
Objectives: 1. Identify common accounting and reporting challenges in grant-funded organizations.
2. Review the impact of applicable accounting standards.
3. Discuss different options and points of view related to grant-funded accounting challenges.
Description: Grant-funded organizations are unique in regard to the innovative programs they provide. Often, accounting for programs and circumstances can be difficult because of the lack of specific accounting guidance on these programs and activities. Connecting the dots of the financial aspects of a grant-funded program can be daunting. This session gives you time to explore accounting for these unique items, and the freedom to discuss your organization's unique accounting issues. This session is a great way for you to gain perspective on grant-funded challenges and learn what others are experiencing.
Objectives: 1. Identify the fundamental differences between managing and leading.
2. Explore situations when one prevails; or when both are needed.
3. Discuss effective approaches that support overall strategy.
Description: As a leader the hats you must wear throughout the day vary based on need and situation. Sometimes it feels like you are wearing numerous hats at a time - and often it is true. In this session we will identify the fundamentals of leading and managing. We will explore when one works better than the other, or when they are needed interchangeably to meet the opportunity of the moment. And through self-reflection, you can identify where you excel and areas of improvement in both.
Objectives: 1. Discuss the levels of fear.
2. Identify ways teams react to crisis.
3. Explore new options and methods leaders can use in managing in crisis.
Description: During crisis, teams and stakeholders experience heightened levels of fear and uncertainty. This is a normal, human response to change. As leaders, there are steps we can take to help them through this, and ultimately help them cope while remaining productive. Together we will discuss those steps and measures you can take as a leader to help those you serve.
Objectives: 1. Explore behaviors in the work environment.
2. Discuss using assessment tools.
3. Identify how behaviors impact results.
Description: Every person in a work environment brings various knowledge, skills, and behaviors to the workday. If you have a person in a job where they must change their natural behaviors to complete the job, they will be exhausted. Eventually they could burnout and leave. Or they could be unhappy or unproductive and stay. We will use the predictive Index ® Behavioral Assessment as an example of tools in the hiring and development process that can impact job descriptions, job advertisements, and job satisfaction.
Objectives: 1. Discuss the challenges in implementations.
2. Explore best practice suggestions.
3. Identify take-a-ways to use in your next process.
Description: As a leader, if you have ever implemented software in your organization and had a less than stellar result, this session is for you. Hear from a former University IT division leader on the ins-and-outs of software implementation. He will explore what to ask and listen for in software selections. You have the chance to ask the "what if" and "what should I have done" questions to help the next implementation go much smoother.
Objectives: 1. Explore what digital strategy means to a leader.
2. Identify what needs to be done now to prepare for the future.
3. Discuss next steps in your strategy.
Description: We all use technology every day. Integrating digital strategies into our strategic thinking and plans for serving our communities and engaging our workforce is critical to our ongoing success. If nothing else, the global pandemic has shown us how important it is to be digitally ready. As client expectations continue to evolve, it’s becoming essential to build a digital strategy in order to expand your reach and better connect with the communities you serve. Our session will address the following questions from a non-technical leadership perspective while exploring how to develop a strategic technology mindset to improve organizational performance and client experience.
• What is Digital Strategy and why is it important?
• What do I need to know as a leader?
• How does my organization compare to my peers?
• How do I establish a Digital mindset?
• What comes next?
Objectives: 1. Explore governing bodies and policy council working together.
2. Review the governance requirements.
3. Identify building the relationship beyond compliance.
Description: Leaders, your board members and policy councils of Head Start/Early Head Start (HS/EHS) organizations working together is a requirement. It's also an area of risk in an organization. The requirements for boards are like no others. Leadership needs to know what their role is, so their agency does not get into trouble. Over the past few years much more scrutiny has been placed on boards and too many members are not fully aware. This is a must-attend session a HS/EHS grantee leader.
Objectives: 1. Identify why health and safety is important.
2. Explore ways to connect the why to the what and how.
3. Discuss how leaders impact the culture of health and safety in the agency.
Description: Regulations require it. The community requires it. We require it. But how do we take the "have to" of health and safety in the work environment to the "want to"? This explores building the culture of health and safety in a way that makes it an integrated piece of the process, versus a checklist have to part of the process.
Objectives: 1. Review the standards and discuss how organizations can best meet the criteria.
2. Review a sample strategic plan and case study.
3. Discuss best practice approaches as well as what has been done by other participants.
Description: CSBG has specific requirements related to strategic plans. In this session we will explore going above just meeting the requirements of the CSBG Organizational Standards for strategic planning. We will review the standards and discuss how organizations are meeting the criteria. We will discuss a sample strategic plan and case study. We will identify best practice approaches from client examples, as well as what has been done by other participants.
Objectives: 1. Explore what entities are monitoring your organization.
2. Discuss top findings.
3. Identify how your leadership team can implement processes so you are not the next example.
Description: We all know that findings can happen. We are monitored, audited and reviewed all the time. It's not even the 6 o'clock news we need to worry about anymore, it is social media too. This session identifies examples of some of the top findings in the industry and what you can do to help ensure your organization is not the next example.
Objectives: 1. Explore why CSBG funded organizations need an ERM.
2. Identify risks through understanding internal and external factors that contain risk.
3. Explore how an ERM perspective can help you identify risks to achieving your goals as an organization.
Description: If you have CSBG funding, this session explores why you are required to get an Enterprise Risk Management assessment (ERM) as part of the Organizational Standards. We will discuss the process of most ERM's, your role, and the possible risks you might not have realized exist. Together we will discuss goals, the enterprise risk management process and identify areas of risk/concern that agency leaders will want to think about back home.
Objectives: 1. Identify the basics of individual development plans.
2. Explore the best use of the plans.
3. Decide who in your agency could start using the plan when you get back.
Description: Annual performance appraisals are a thing of the past, yet are still alive and well in most agencies. We also spend thousands of dollars on professional development each year. The goal of both of these exercises is to help employees get to the next level of their development, while they take the agency to the next level too. Individual development plans can be simple documents that help teams identify strengths, areas to grow, connections to training and lead career growth. These help with succession planning at all levels of the agency. If turnover and performance is an area for improvement in your organization, this is a session for you.
Objectives: 1. Explore technologies that can help you succeed today.
2. Discuss how an app is often a tool.
3. Discover ways to utilize technology gadgets to improve performance.
Description: We all love technology that works and makes our life easier. Steve is a leader who LOVES it more than most! In this session we will learn about some of the new technology apps that are out there, how you might apply them to how you work (and even have fun, too) and how your organization might use them to better serve your clients and community. And we want you to share your favorite apps with us!
Objectives: 1. Review and assess the right tools to lead strategic change.
2. Incorporate change management tools and techniques in your processes.
3. Share ideas and practices that work.
Description: As change becomes the new normal, we need a new plan to help our organization implement it. This session explores the key factors involved in the styles and processes that help change become reality. Who will lead it? Who should communicate it? Who has to be the change champion to impact effective change? Not all these answers are you! We will explore practical approaches to managing strategic change for all of our stakeholders.
Description: If you are part of the Head Start/Early Head Start world and have a burning question, please join us for an open dialog to ask the trainer, or the audience, to share feedback and help you find the answers.
Objectives: 1. Discuss how to identify fatigue.
2. Explore best practices to re-engage in the workplace.
3. Identify options to take back to your teams.
Description: Fatigue. Burnout. Exhaustion. If these words have been uttered in your agency, or in your life, join this session for practical best practice ideas to help you as a leader help your team fight the fatigue.
Objectives: 1. Share ways to engage employees.
2. Explore new incentives and benefits.
3. Discuss how these strategies improve employee well-being, reduce turnover and increase productivity.
Description: In today’s environment it is essential to find palatable ways to engage staff, and we must begin to look at things differently. Get ready to delve into some peppery hot tips for leaders to normalize what’s next. Some are sweet and mild, but as we go up the Scoville Scale we will look at some ideas that might have you looking for a glass of milk to reduce the heat.
Objectives: 1. Establish clear expectations and accountability for strategic plan execution.
2. Implement best practice processes for executing on your plan.
3. Determine if dashboarding tools are needed for your organization.
Description: Even for the organizations that develop the best strategic plan, many will faulter when it comes to execution. There are a variety of contributing factors: lack of visible leadership, confusion on or lack of accountability, poor communication, and unclear expectations, among other things. Executing on a strategic plan requires a clear process supported by tools that make the plan visible, accessible, and agile. In this session, we will speak to the best practices relating to the execution of strategic plans and how you can use a reporting and dashboard tool to track your process and report on your outcomes.
Objectives: 1. Build awareness of overall board roles and responsibilities.
2. Discuss board responsibilities related to risk management.
3. Explore how to create a “tone at the top.”
Description: Leaders it is time to help your governing body be the board they need to be for the future. Governance leadership is impactful. They give leadership, guidance, and time to help create the organization of the future. Join this session to explore where management’s expectations do not always meet board roles and responsibilities. Explore when you need board involvement and when you need their guidance. Explore where the risks and rewards are in having an engaged and involved governance structure.
Objectives: 1. Explore how generational shifts will impact talent.
2. Discuss the importance of talent assessment and development.
3. Identify who could take your place…when you win the lottery.
Description: People — the right people — are your competitive differentiator and advantage. As demographic shifts escalate and the job market changes, talent assessment and talent succession are critical business priorities. Retention and development of talent needs to be a core focus of leadership. And the next person who leads will not be the next you. In this session we will discuss what your organization needs to be doing — today — to be prepared for the future.
Objectives: 1. Overview of federal procurement regulations.
2. Review the methods of procurement.
3. Identify internal controls and best practices in the process.
Description: As a leader the "buck" stops with you. That includes the procurement dollars that are spent annually. If it's time to familiarize yourself with the allowable methods of procurement and what policies and procedures are affected by the procurement regulations, this session is for you. We will connect the Uniform Guidance procurement regulations with steps leaders need to take, from purchase orders to accounts payable, to meet the process head-on.
Objectives: 1. Identify the experience you want for those you serve.
2. Explore ways the experience is broken.
3. Discuss options and solutions.
Description: Picture this, you are a client walking into your organization and asking for help. You are asked to contact multiple divisions. You are asked to fill in numerus forms, often with the same or similar information. You are asked to share your story over, and over, and over. You decide to give-up. These were the challenges/barriers multi-funded clients were sharing with us and they wanted solutions. In this session, we will show you some of the options for centralized systems, alerts of progress along the way, self-service focused options, and future trends.
Objectives: 1. Explore leadership's role in the budgeting process.
2. Identify the benefits of using an application for budgeting.
3. Discuss questions that leaders should pose to enhance the process.
Description: Budgeting can be stressful at times. Having antiquated process and antiquated systems do not help the process. If you have ever heard or found yourself saying, we have always done it that way, this is the session for you. Join us as we discuss pain points that many organizations seek to eliminate in the process, benefits they receive from using a streamlined approach, and steps you need to take to get there.
Objectives: 1. Identify assessment options.
2. Explore when is the time to assess culture.
3. Discuss the challenges with culture assessments and best practices.
Description: Culture may seem like a buzzword; however, the culture of an organization can make or break achieving the mission and making the impact on the community you as a leader strive to achieve. Culture assessments can begin to identify the gaps between what leadership thinks are the strengths and challenges, and what the employees think. This session will discuss assessment options, best practices in implementation, and share stories of when it goes wrong.
Objectives: 1. Discuss why strategy and budgets need to connect for future outcomes.
2. Connect your strategic plan to your budgeted dollars.
3. Identify how to adjust your process to embrace this method.
Description: Completing your strategic plan is completed is not enough. As a leader, your next job is to follow through on the process. This means pulling up the budget and having program write-up the narrative and fiscal adjust the numbers is a process of the past. In this session we will explore where funding sources want us to go - impact and outcomes. This means as leaders we need to ensure that our process identifies our plans and goals, connects them to the budgeted dollars, and connects what is spent to the outcomes and impact we drive to achieve.
Objectives: 1. Discuss body language and behaviors in conversations.
2. Identify ways to prepare even when you don't know the outcome.
3. Explore techniques and next steps.
Description: As leaders we know there is no class that can truly teach you how to have hard conversations, because they are often learned in the moment. This session will give you some practical and tactical advice around preparing for the conversations and engaging your emotional intelligence as you have the conversation. We will share the stories and the impact that having the right hard conversations can have on others, and on you.
Objectives: 1. Explore current accounting functions and typical uses of technology.
2. Discuss what you need in current systems to help leaders make decisions.
3. Identify the risks and benefits of future technologies.
Description: The world changed significantly. And we are not done. We will continue to change at the most rapid pace in our history. Cloud computing, artificial intelligence, shared services, outsourcing and blockchain will continue to be drivers for change that impact the accounting functions in our organizations. Join this journey as we explore where accounting is NOW and heading in the future.
Objectives: 1. Discuss the relationship of internal controls and leadership.
2. Explore internal control components.
3. Identify how to apply internal controls to your organization's controls and procedures.
Description: Your organization is required to establish and maintain effective internal controls. What does this mean for you as leader? The Uniform Guidance states that your internal controls should be in compliance with the Standards for Internal Control in the Federal Government (Green Book) or the COSO Framework. But really internal controls start with the tone at the top. Your tone. In this session we will review the components of internal control, from the control environment to monitoring and risk assessment. We will also discuss ways your organization can continue effective internal controls in our ever-changing world.
Objectives: 1. Explore the processes to stop, start, and change behaviors.
2. Discuss approaches to implement in the agency.
3. Identify next steps.
Description: There is a great saying - it is hard to work on the business when you are working in the business. Use this session and the techniques shared, to give you tips to identify when it is time to stop doing "what we have always done", so we can start doing "what we need to do" or change how we are we currently doing "it".
Description: One of the requests we often receive is to build a panel of client's who can share their stories and take questions. This is session will feature executive, program, and fiscal leaders of grant-funded programs. Together they will discuss how they have diversified their funding over the years.
Description: Join this Wipfli led panel discussion to explore "What Are Your Current Challenges and What's Just Around the Corner?" This panel will have expertise in regulations, talent, and strategic planning to answer questions, explore ideas, and to connect you with peers in the audience.
Description: Join this Wipfli led panel discussion to explore "What Are Your Current Challenges and What's Just Around the Corner?" This panel will have expertise in fiscal, technology, and processes to answer questions, explore ideas, and to connect you with peers in the audience.
Objectives: 1. Identify the key components of employee retention.
2. Discuss how to establish an environment that is supportive of the organization's goals and objectives.
3. Explore next step engagement essentials.
4. Discuss non-cash reward considerations.
Description: The employee experience starts way before they accept the job. Your culture as viewed by others, your social media presence, the look of your location, your leadership style - they all start the employee engagement journey. It transcends more than direct and indirect compensation. Today, employee engagement is a fast-changing discussion and needs equally fast-changing results. This session puts you right tin the middle of the discussion. Let us explore and identify key components of engagement and the mindset organizations (i.e. leaders) must have to be competitive in today's marketplace.
Objectives: 1. Identify how to build accountability and clarity into strategic planning efforts.
2. Build communication and action plans for driving change.
3. Motivate and empower staff, board members, partners, funders and more about your goals.
Description: As leaders we know that communication can make or break a project. However, effective communication, especially in the time of major change, is not a class you take. Or is it? Join this highly impactful session to explore practical approaches to building a change story. Leaders share with us that after going through this exercise they do not understand why they have not built change communication plans (change stories) for every initiative they have ever done. Now you can!
Objectives: 1. Explore challenges that could impact finances.
2. Discuss what needs to be in place to address the challenges.
3. Identify how your leadership team can implement solutions for the future.
Description: We have financial policies and procedures. We have financial systems and processes. We have financial management. What if we have a major change (positively or negatively) in the finances? Whether you lead finance, a program, or the agency, this session is for you. We will explore what to look for in past and future trends in the finances and how it helps with the decisions of the future.
Objectives: 1. Explore your options of new accounting systems.
2. Review best practices for selecting a new accounting system.
3. Envision your future organization.
Description: As stakeholders are you regularly asking for additional detailed financial information in a timelier fashion? Finance, are you having to do too much manual work to meet your compliance requirements? And are you all wondering whether your accounting system just can’t do what you need and whether maybe there is a better way? In this session we will discuss the top challenges teams experience when their accounting system can no longer meet the requirements of their organization demands.
Objectives: 1. Discuss cyber oversight.
2. Explore security training and awareness programs for employees.
3. Communicate cybersecurity risk from the board of directors to the front-line team.
Description: A leader's job in protecting the organization comes in many forms. From legal to fiduciary, leads must know enough to empower their team to protect the organization. And Cyber-attacks are expensive. We will provide information regarding security best practices in the areas of internet usage, email best practices, passwords, mobile device use, handling of sensitive information, utilization of cloud and mobile applications, etc. Attendees will leave with an awareness of what should be included in their organization's security awareness program.
Objectives: 1. Create leadership ideas.
2. Generate action items for leaders in their organization.
3. Explore self-awareness gaps in current leadership.
Description: Our peers are an excellent source of knowledge. In this session, we will bring together a group of leaders and leverage each other to help us improve our leadership knowledge. Led by an executive level nonprofit leader, turned Wipfli leader, this session explores how leaders go from fatigue to fantastic.
Objectives: 1. Discuss what a challenge statement is and how it is helpful.
2. Explore your own challenge statements.
3. Identify options and solutions.
Description: Sometimes identifying the challenge is the first challenge. In this session, we will explore the idea of having challenge statements. We will first share one or two with you. For instance, a challenge statement like "how can we administer and distribute $15 million in funding in less than 3 months?" Another might be "how might we connect young people from low-income communities and the private sector technology?" We will then give you time to explore your challenge statement and discuss process options to meet the challenge.