Monday, July 26
1. Review implementation of a 10% de minimis rate.
2. Discuss the differences in how funding sources are calculating modified total direct costs (MTDC).
3. Be aware of potential challenges as a result of implementing a 10% de minimis rate.
The Uniform Guidance gave non-federal entities a new method of charging indirect and certain administrative costs to grants using a 10% de minimis indirect cost rate. This session is for non-federal entities that currently utilize the 10% de minimis option, are thinking of implementing it or have subrecipients that use a 10% de minimis rate.
1. Identify how to build accountability and clarity.
2. Build communication and action plans for driving change.
3. Motivate and empower staff, board members, partners, funders and more about your goals.
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!
1. Create awareness of risks in today’s computing environment.
2. Explore how to mitigate security risks and avoid common pitfalls.
3. Discuss what it takes to implement a cost-effective information security and data protection strategy.
Your organization relies on data and systems to provide your services. With the increase in cyber-attacks, no organization is immune from being a target, no matter how big or how small the organization is. In this session, we will discuss recent data breaches and successful hacks and identify how the perpetrators were able to compromise the security controls. We will also provide a roadmap you can use within your organization to reduce your risk of cybersecurity attacks. Come prepared to share experiences and learn from others.
Tuesday, July 27
1. Examine an overview of federal procurement regulations.
2. Review the methods of procurement in federal grant regulations.
3. Identify procurement internal controls and best practices in the procurement process.
Does your organization know the general procurement standards under the Uniform Guidance? Does it know the allowable methods of procurement and what policies and procedures are affected by the procurement regulations? In this session, we will review the Uniform Guidance procurement regulations and discuss steps of the procurement process, from purchase orders to accounts payable.
1. Explore managing what is allowable vs. unallowable when diversifying revenue in a grant-funded program.
2. Discover how to set a strategy that does not shy away from critical areas due to lack of resources and no strategy to secure necessary assets.
3. Assess what your organization should stop doing that takes focus away from your critical strategies.
This session aligns finance, talent and technology strategies with discussions about resources for long-term organizational success. We will explore ways of diversifying revenue streams that allow for maximum flexibility to meet needs unable to be met with restricted funding. Together we will explore how maximizing human capital and managing talent can successfully position organizations for financial growth and how technology is vital to managing the engagement of key stakeholders and funders.
1. Identify what makes a cost allowable.
2. Get practical experience with the cost principles.
3. Roll up your sleeves and get hands-on experience with the regulations.
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.
1. Explore the methods to build the rate.
2. Discuss the rates and how to build the plan.
3. Identify your next steps.
Applying for, or updating, your approved indirect cost rate can be intimidating. The plan needs to be well throughout and well laid out. And though it is called a negotiation, sometimes a rate is approved, and it is not the one you requested. What then? This session explores when a rate makes sense for your agency and what needs to be in the proposal.
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.
You've developed long-term strategies and identified short-term goals to help them, but now what? How do you take those short-term goals and turn them into an action plan, to move to get things done? How do you identify who “owns” a goal without the burden falling back on the same small group of leaders every time? Join this highly interactive workshop session to learn practical approaches to action planning, gaining participation across the organization and designing real-world, measurable steps to fulfill those short-term goals and complete the long-term strategies. Participants will use action planning tools and templates in a hands-on environment to design plans and approaches.
1. Identify how pay equity impacts a total rewards system and mindset.
2. Discuss how to establish an equitable system that is supportive of the organization's goals and objectives.
3. Explore compensation essentials.
4. Discuss non-cash reward considerations.
Total rewards encompass everything associated with the overall employment experience of employees. They transcend direct and indirect compensation. In this session we will identify and discuss key components of a total rewards system, pay equity and the mindset organizations must have to be competitive in today's marketplace.
Wednesday, July 28
1. Identifying what needs to be in financial policies and procedures.
2. Discussing why you need to have them.
3. Exploring ways to keep them updated and followed.
Most grant-funded organizations have financial policies and procedures. But what do they say? Do they reference outdated regulations? Do they follow old software systems when new ones are in place? Will they cause a finding because how they are written is not how they are followed? This session will explore all that and more!
1. Identify performance management trends and strategies.
2. Discuss how to establish a performance system that drives personal accountability through organization, team, and individual goals.
3. Share ideas about the critical role of coaching and effective coaching methodologies.
Performance management is the process of creating and maintaining an environment of accountability to enable employees to perform to the best of their abilities. It is a process that begins when an individual starts the employment relationship and ends when the individual leaves. In this session, we will explore what prevents an employee from achieving effective levels of performance and how managers can engage in effective coaching to assist employees in achieving personal and professional success.
1. Explore challenges and options to address goal planning.
2. Identify areas where plans and actions do not connect.
3. Identify steps to take big picture goals to actionable plans.
The biggest failing of strategic planning efforts is not in the planning, it's in taking it into action. In this session we will explore both the discipline of action planning and the science of taking action plans through execution. Approaches to managing a project portfolio, an annual and quarterly calendar, and a 90-day timeline will be explored. Participants will use real-world examples to try out best practice approaches to breaking down action plans into projects, next steps, and deliverable dates. The measurement of progress to objective will be addressed for all levels of planning.
1. Discuss red flags when it comes to documentation.
2. Explore areas of documentation best practices.
3. Identify areas of improvement moving forward.
Documentation, or lack of adequate or proper documentation, is often cited in monitoring reviews and audits. From funding sources to the Office of Inspector General, it’s an area where organizations who offer excellent services can run into trouble. In addition, the need for documentation does not disappear when a crisis hits. As operations change during COVID, agencies will need to ensure their documentation identifies how taxpayers’ dollars are spent on items that are necessary, reasonable, allowable, allocable and what a prudent person would do in similar circumstances. Join this session and we will share challenges we have seen, possible solutions, and areas of improvement.
1. Explore best practices for budgeting and forecasting.
2. Automate your forecasting through the use of a rolling forecast.
3. Discuss current trends with budgeting and reporting.
This session will be an overview of best practices for budgeting and forecasting and a discussion on budgeting trends and how to automate your forecasting through the use of a rolling forecast.
1. Explore emotions and actions around change.
2. Identify steps to take to address change communications.
3. Create actions to use internally.
During the current crisis, or in other times of unplanned change, organizations need to respond quickly. This webinar will review a planned approach to dealing with an unplanned event, ensuring stakeholders are identified, intentional action is planned (and delivered) and a mechanism for dealing with additional changes is created.
Thursday, July 29
1. Explore culture shifts from on-site to remote work.
2. Discuss how connections change when not working in the same space.
3. Identify ways to engagement employees when they are not working on-site.
In our ever-changing environment, one of the many new things staff are learning and adapting to is how to communicate in ways that they haven't had to in the past. They are building their skill base and becoming more confident and comfortable with using technology and finding other ways to get the job done. As a leader your job in helping to keep your staff motivated and focused during a time of unconventional communication is the new normal. Let’s explore best practices and practical solutions to new expectations.
1. Discuss what needs to be in a cost allocation plan.
2. Explore ways to manage the plan.
3. Identify areas of concern when plans are monitored.
If you are a grant-funded organization, it is likely you are required to allocate costs. Funding sources only want to pay their fair share and it is your job to prove they did. This session will explore what is in a cost allocation plan and areas of concerns agencies need to be aware of as they implement their plans.
1. Explore technology road mapping.
2. Identifying when to keep (or not keep) your current systems.
3. Discuss next steps.
This session will give you the time and tools to think about technology - current and future. We will discuss how to build a strategy and roadmap, evaluating current technology and needs, exploring future trends, and the process to deciding to replace/integrate and build/buy. How often do you review your technology strategy - maybe it is time?
1. Explore career growth best practices.
2. Identify where and how you can make the most impact in your career.
3. Get excited about taking control of your growth.
Whether you are at a job for a year or a career, your growth is your responsibility. This session explores how you can control what's added to your resume each year. We will explore how to measure your strengths and areas for improvement. And we will identify how to have conversations about added responsibilities and advancement if that is your goal.
1. Discuss the requirements for internal controls.
2. Explore internal control components.
3. Identify how to apply internal controls to your organization's controls and procedures.
Your organization is required to establish and maintain effective internal controls. 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. 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.
1. Define a process for choosing a software system for your organization.
2. Understand the difference between features, functions and business processes.
3. Develop a framework for evaluating how new software can execute your critical business processes.
You have been tasked with finding new software for your organization. How do you choose the right one? This session will walk through the steps for choosing an enterprise software system. From defining key requirements through vendor negotiation, this session will be an education and dialog—removing the mystery from your next system purchase.
Friday, July 30
1. Discuss how to “speak fiscal” when requesting information.
2. Review ways to give the fiscal department what they need to make decisions.
3. Share best practices of working together towards the mission.
Individuals working in the finance department and NOT working in the finance department need to understand financial terms, budgets, reports, overall financial management and each other.
This session will give fiscal and program directors guidance on how to communicate with each other while achieving good financial management. In this session, fiscal staff and program staff will determine what each of their roles are and why certain aspects of fiscal are necessary. We will discuss what program staff should look for in financial reports and how to monitor their budgets throughout the year.
1. Explore what digital strategy means.
2. Identify what needs done now to prepare for the future.
3. Discuss next steps in your strategy.
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?
That's right, we have space holders this year to add the latest hot topics that are impacting your agencies, your leadership, and you. Stay tuned for updates closer to conference as we add the topics and the trainers to this holding spot.