Event Calendar

90-Minute Webinar Series (9–10:30 a.m.)

January 13 ~ Professionalism in Handling Conflict Situations
March 17 ~ Unpacking Debt Management and Cost of Capital
May 12 ~ Margins, Equity Management, and Patronage Strategies
June 9 ~ Clarifying Special Equipment vs. Fixed Assets
August 11 ~ Workforce Planning and Financial Forecasting for Labor & Benefits
October 13 ~ Accounting for Utility Plant and Long-Lived Assets
December 8 ~ Advanced Cash Flow Forecasting & Liquidity Management

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Professionalism in Handling Conflict Situations
  Recognize the Nature and Sources of Workplace Conflict in the Finance Environment

• Identify common triggers of conflict within finance and accounting teams (e.g., audit findings, resource allocation, compliance pressures, communication gaps).
• Understand how misalignment between operational and financial priorities can cause friction.
• Learn the role of professional accountability and ethics in resolving high-stakes disagreements.

  Apply Core Professionalism Principles in Conflict Scenarios

• Define what professionalism looks like during tense interactions, including emotional regulation, active listening, and constructive feedback.
• Examine the impact of tone, timing, and body language in high-pressure conversations.
• Explore examples of professionalism breakdown and strategies for restoring credibility.

  Develop Key Soft Skills for Effective Conflict Resolution

• Build confidence in communication techniques such as reframing, assertive dialogue, and empathy-based inquiry.
• Strengthen collaborative problem-solving approaches for cross-functional conflicts (e.g., with engineering, operations, or IT teams).
• Practice staying solution-focused and accountable when tensions escalate or roles are unclear.

  Transition from Avoidance or Aggression to Professional Presence

• Learn how to self-assess and identify personal conflict management styles (e.g., avoidance, accommodation, competition, collaboration).
• Explore steps to move from reactive or avoidant behaviors to intentional, grounded responses.
• Understand the long-term value of being seen as a "calm stabilizer" in the organization’s financial leadership.

  Create an Individual Development Plan to Strengthen Conflict Competency

• Identify realistic strategies for developing professionalism in conflict situations through mentoring, role play, feedback, or post-conflict reflection.
• Develop a personalized plan for shifting mindset, habits, and skills related to conflict management.
• Set specific goals to increase visibility, influence, and respect through professional behavior in high-stakes financial conversations.

Additional Considerations for Skill Transition
Professionals who haven’t consistently shown these skills can:

• Start small: Shift one behavior at a time (e.g., speaking last instead of first in tense meetings).
• Seek feedback: Ask trusted colleagues how they experience your conflict style.
• Use reflection tools: Journaling or conflict debriefs can reveal patterns and progress.
• Attend coaching or training: Structured environments build practice and confidence.
• Model others: Observe how admired peers or leaders handle tension effectively.

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Unpacking Debt Management and Cost of Capital

• Assess debt structure strategies in response to interest rate trends.
• Understand key financial covenants and compliance requirements.
• Evaluate blended cost of capital in public power versus cooperative models.
• Review case studies on refinancing and restructuring decisions.

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Margins, Equity Management, and Patronage Strategies

• Define equity targets and compare margin-setting philosophies.
• Explore policies for capital credit retirements and member equity.
• Model impacts of margin compression on long-term financial health.
• Communicate capital credit strategies to boards, members, and employees.

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Clarifying Special Equipment vs. Fixed Assets

• Define and differentiate Special Equipment versus Fixed Assets as utilized by electric cooperatives
• Evaluate capitalization criteria and thresholds for Special Equipment and Fixed Assets, referencing RUS accounting guidance (such as 1730 and 1767 series) and Generally Accepted Accounting Principles (GAAP).
• Analyze treatment across functions, such as distribution plant, and general plant, and how that impacts asset classification, work order processing, and depreciation policies.
• Examine financial and strategic implications of asset classification decisions, including rate impact, investment decision-making, inventory considerations, and member equity impacts.  Maintenance considerations.
• Review practical examples and case scenarios to illustrate the gray areas between Special Equipment and Fixed Assets, and develop defensible classification strategies that align with audit and board expectations.

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Workforce Planning and Financial Forecasting for Labor & Benefits

• Analyze labor cost drivers, including wages, overtime, and benefits.
• Model long-term personnel costs, retirements, and benefit obligations.
• Align staffing forecasts with strategic and operational goals.
• Communicate labor cost trends and projections to leadership and boards.

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Accounting for Utility Plant and Long-Lived Assets

• Apply best practices in utility plant accounting and work orders.
• Navigate RUS and GAAP regulations regarding capitalization and retirement.
• Analyze asset impairment and useful life estimation impacts.
• Improve reconciliation processes between accounting, operations, and engineering.
• Correlate depreciation procedures to investments.

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Advanced Cash Flow Forecasting & Liquidity Management

• Differentiate between direct and indirect cash flow forecasting methods.
• Model cash flow scenarios under rate tariff, capital, and financing assumptions.
• Develop liquidity stress tests tailored to utility operations and deep dive into cash related ratios.
• Optimize reserve levels while balancing member returns and risk tolerance.

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