Courses

Title

Managing Infectious Diseases and Contagious Illnesses in Early Care and Education Settings

Who Should Attend

Teachers, Assistant Teachers, Administrative and Family Service Staff, Nutrition Staff, Custodial Supervisor, Custodial Staff

Description

The Comprehensive Training on Infectious Diseases and Contagious Illnesses aims to equip participants with a deep understanding of bacteria, viruses, fungi, and parasites, as well as their modes of transmission. By delving into these topics, participants will gain valuable knowledge to effectively combat and prevent the spread of illnesses, including the coronavirus. The training content is carefully curated based on information provided by reputable sources such as the CDC (Centers for Disease Control), WHO (World Health Organization), NYSOCFS, DOH (Department of Health), and the National Health and Safety Performance Standards.

Title

OSHA Universal Precautions “Bloodborne Pathogens and Bodily Fluids”

Who Should Attend

Teachers, Assistant Teachers, Family Service Staff, Nutrition Staff, Custodial Supervisor, Custodial Staff

Description

The OSHA Universal Precautions: Bloodborne Pathogens and Bodily Fluids Compliance Training is specifically designed to provide participants with a comprehensive understanding of OSHA’s regulatory requirements pertaining to bloodborne pathogens. This training focuses on key topics such as Hepatitis B and AIDS viruses, their modes of transmission, and the necessary precautions to ensure a safe and compliant workplace.

Duration:2 Hours 30 Minutes

Title

Planning & Managing for Successful Projects – Project Excellence: A Blueprint for Success

Who Should Attend

Custodial Supervisor, Custodial Staff

Description

This training program unveils the fundamentals of orchestrating triumphant projects, regardless of their scale. This training is your gateway to mastering the art of defining, organizing, planning, executing, and ultimately closing projects. The complex world of project management is simplified into four distinctive phases, each pivotal to ensuring a seamless journey from project inception to completion. From crafting a written charter that sets the project’s foundation to establishing an actionable framework, transforming sizable tasks into manageable units, devising work schedules, exercising control, and culminating in a methodical closeout phase — this training covers it all.

Who Should Attend

Prospective and Seasoned Board Members

Description

Non-Profit Organization Governance-Personal Liability 202
Key topics discussed in this lecture series focus on a Non-Profit Directors Personal Liability including D&O insurance as a Directors Duties and Rights come into play. Additionally how certain corporate expenditures may present a direct personal liability for the Director and finally many aspects of wading through certain corporate financial events should be handled to avoid personal liability, such as Bankruptcy.
This lecture will cover the duties of a director under special circumstances such as: (1) disposition of unique property; (2) mergers, sales, or other change of control events; and (3) insolvency or bankruptcy.

Features of Course

Description

Non-Profit Organization Governance-Corporate Responsibilities 303
This lecture series covers the creation, operation and management of both standing and ad hoc committees as well as various auxiliary relationships and joint venture efforts. Concluding with a review of various sales tax and fundraising issues.
The directors of a nonprofit corporation will frequently discharge their duties through committees composed , wholly or in part, by members of the board. The directors should understand what functions can be delegated to committees, what responsibilities the board has concerning committee activities and the degree to which directors can rely upon information provided by committees. The directors should also understand the difference between committees of directors and certain kinds of advisory or auxiliary boards or other bodies composed of non-directors.
The board of a nonprofit corporation may decide that the corporation’s mission and goals would be served by engaging in an activity that does not easily fit within the corporation’s current structure. If such activity is one that is typically engaged in by nonprofit organizations, the board may establish a nonprofit subsidiary or affiliate. However, if the activity is one that will generate taxable income, or is typically conducted by for-profit rather than nonprofit organizations, the board may consider establishing a for-profit subsidiary, or entering into joint-venture arrangement with a for-profit entity.
A director should understand the basic application of federal and local tax law to the corporation. This lecture outlines the principal federal income tax issues of the more common nonprofit corporation.

Features of Course

Title

Non-Profit Organization-General Responsibilies

Who Should Attend

Prospective and Seasoned Board Members

Description

fulfillment of its mission and involve more of the nonprofit’s community in the nonprofit’s activities? If so, what are the legal implications of using volunteers?
Most nonprofit corporations employ staff to assist in carrying out the mission and activities of the corporation. The nonprofit director should have a basic understanding of the legal risks relating to employees and the responsibilities of the corporation to its employees. Although small nonprofit corporations may rely solely on volunteers to accomplish their missions, most nonprofit corporations employ paid staff to carry out at least some of these activities. The size of the staff can vary from a single part-time employee in a small, grassroots organization to a staff of a hundred or a thousand full-time employees. All nonprofit corporations generally must comply with federal and state laws regarding employees, although some legal requirements may vary depending on the number of employees. Nonprofit corporations often have an employment relationship with the chief executive defined by a formal contract. Directors should be aware of the terms of that contract and the law applicable to that employment relationship. The board of directors may also approve policies and employment terms applicable to other employees. In addition, because a significant number of the lawsuits generally brought against nonprofit directors and officers involve employment-related matters, it is important for directors to have a basic understanding of the range of legal requirements and potential liabilities that may arise in connection with employees. This section will outline some of the considerations and general legal requirements for nonprofit corporations who hire employees.
The law applying to activities on the Internet is still evolving. Lawmakers, regulators and judges across the country are in the process of determining how various laws written for the traditional economy fit the virtual world of the Internet. While this Section is designed to alert nonprofit corporation directors to some of the major legal implications of Internet activity, specific statements may become inaccurate, or less accurate, over time. (For instance, it can be expected that the IRS will make, and periodically revise, pronouncements on many of the topics discussed below.) Nonprofit boards should make sure that their corporation’s Internet activities are reviewed by legal counsel on a regular basis, to ensure compliance with changing legal standards.

Features of Course