PricewaterhouseCoopers Consulting), and served as an NGO development consultant in the U.S. Peace Corps.

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1 Duke University Nonprofit Management Program 2014 Nonprofit Capacity Building Series Training (Tuesdays -Apr 22, May 27, June 24, July 22, Aug 26, Sep 23, Oct 28, Nov 25) Sponsors: The Harvest Foundation and Danville Regional Foundation Designing Quantitative & Qualitative Data Collection Instruments for Nonprofit Organizations Tuesday, April 22, 9am to 3pm (Institute for Advanced Learning and Research) Matt Nash, Increasingly, nonprofit agencies are being asked to collect information about their activities and results as well as those of projects and agencies they fund. This course will introduce you to the basics of developing data collection instruments that provide measurable evidence of intended outcomes. The following topics are covered: types of data, types of data collection instruments, question development, instrument development, sampling, data quality, analysis, and reporting. Have a greater appreciation for the need of high quality performance data for management decision-making and internal/external reporting in nonprofits Understand best practices for designing useful performance measures and effective questionnaires Be familiar with rapid appraisal techniques and other qualitative methods of performance measurement Bio: Matthew T.A. Nash is the managing director for social entrepreneurship for the Duke Innovation and Entrepreneurship Initiative. He also directs the Social Entrepreneurship Accelerator at Duke (SEAD), a USAID development lab for scaling innovations in global health. Previously, Matt was the executive director of the Center for the Advancement of Social Entrepreneurship (CASE) at Duke s Fuqua School of Business and he has been a visiting lecturer at Duke s Sanford School of Public Policy. Matt has extensive domestic and international social and public sector experience in social entrepreneurship and social enterprise, strategic planning, organization development, performance measurement, board development and governance, business process transformation, and leadership development. Prior to coming to Duke, he was a senior consultant in strategy and change management with the public sector practice at IBM Business Consulting Services (formerly 1 P a g e

2 PricewaterhouseCoopers Consulting), and served as an NGO development consultant in the U.S. Peace Corps. Grant Writing (Finding and Applying for Federal and State Dollars) Tuesday, May 27, 9am to 3pm (New College Institute) Ruth Peebles, MPA, This course offers a review of the criteria for federal and state grant applications. It is designed to help participants assess whether federal or state grant opportunities are a good fit for their organization and understand what types of programs might be most likely to receive an award. Focus on the important components of grant applications including: abstract, need statement, goals and objectives, methodology, evaluation, and the budget. Participants will be guided through the grants management process - from preparation of a grant proposal to the fiscal report preparation. Topics include: monitoring and reporting requirements, fiscal management, accountability, and compliance. The course is designed for beginners and experienced grant seekers. Key Learning Objectives - Participants will understand how to: Navigate through federal and state funding processes Conduct grant research via the Internet, publications, other sources, and prioritize funding opportunities Read and understand requests for proposals Build collaborations and use evaluators Determine the most effective writing strategies and styles for Federal and state grant applications Bio: Ruth Peebles, MPA, President and Founder of The INS Group, offers more than 25 years of hands-on experience in nonprofit management. She provides the following organizational development services to nonprofits, faith-based institutions and government agencies: Grant Writing and Research, Strategic Planning, Strategic Fund Development Planning, Board Development, Executive Coaching, Organizational Assessment and Project Management Services. Sustainable Strategic Planning for Nonprofits Tuesday, June 24, 9am to 3pm (Institute for Advanced Learning and Research) Naomi Takeuchi, MBA, naomi@1000cranes.com Participants will examine the strategic plan and vision statement as important tools for nonprofit organizations. Learn basic components of the strategic plan - vision statement, planning process, and utilize a variety of tools to evaluate nonprofit organizations. Tools include the SWOT Analysis, BCG Matrix, Strategy Canvas and the Performance vs. Importance Matrix and the Balanced Scorecard. There will be an opportunity for students to use the tools to begin constructing the framework and initial writing of a Strategic Plan. Understand the components of a Strategic Plan Construct an initial writing of a Strategic Plan Bio: Naomi Takeuchi, MBA is Founder and President of 1000 Cranes, LLC, a consulting practice focused on merging social good with solid business principles. Naomi works with nonprofit 2 P a g e

3 organizations, large Fortune 500 companies and entrepreneurs in the areas of strategic planning, fundraising and communications. Naomi has a Bachelor degree from the University of California at Berkeley in Genetics and Microbiology and an Executive MBA from the University of North Carolina at Chapel Hill. She is a member of the National Speakers Association (NSA), the Canadian Association of Professional Speakers (CAPS) and the Global Speakers Federation (GSF) Not only has Naomi been a Duke instructor since June 2002, she also earned her Duke Certificate in Nonprofit Management in Leading and Cultivating New Leaders Tuesday, July 22, 9am to 3pm (New College Institute) Ben Quinn, benquinn@farmblue.com This session is designed to give nonprofit executives a clear and practical organizational management framework that attracts, motivates, and retains the top talent - and empowers the executive to get the greatest results from the team. Learn how to cultivate the Seven Characteristics of a Highly Effective Team. We will outline a clear process you may use to successfully coach your staff to accomplish organizational objectives on time and with exceptional results with the resources given. Key Learning Objective: Gain an increased ability to foster and maintain a team dynamic that helps creates results greater than the sum of each individual s contribution Bio: Ben Quinn, MBA, of FarmBlue Ventures, is a certified business coach and public speaker who help organizations increase their profits, hire, retain, motivate excellent employees, and reduce the number of hours they work in their organizations. As an entrepreneur, he has launched and grown notfor-profit and for-profit organizations since 1999, through various sales, marketing, project management, and finance roles. Benjamin has worked one-on-one with over 80 organizations throughout NC in industries including retail, professional services, marketing, health/wellness, IT consulting, law, and financial services. Ben is a graduate of Stanford University and is a Leadership Fellow with a MBA from the Duke University Fuqua School of Business. Nonprofit Professional s Role as Change Agent Tuesday, August 26, 9am to 3pm (Institute for Advanced Learning and Research) John Curtis, Ph.D, jcurtis@iodinc.com Today s extraordinarily, dynamic environment places unprecedented demands on nonprofit organizations to change or risk extinction. However, productive change does not happen by accident nor can it be mandated. This is a fast-paced, interactive and highly relevant course on Change Management designed specifically for nonprofit leaders. This course offers proven, proprietary methodology using six Change Drivers to initiate and sustain organizational change to build capacity, ensure continuing market relevancy, and assure financial sustainability. Key Learning Objectives - Participants will: Identify their personal responses to change and how their leadership style impacts their effectiveness as Organizational Change Agents Learn how to measure their organization s change capacity based on six Change Drivers to start change and make it permanent 3 P a g e

4 Assess their organization's current track record of change and identify how to leverage enhancers and mitigate inhibitors that impact its ability to change Develop a concrete, measurable Change Management Plan to ensure successful adoption of change initiatives they begin in their organization Bio: Dr. John Curtis has 40 years of experience as an organizational development consultant and researcher in the nonprofit sector. He has a proven track record bringing sound organizational development principles and evidence-based capacity building practices to hundreds of nonprofits nationwide. John regularly teaches strategic planning, board development, change management and fundraising. Nonprofit Board Development/Governance Tuesday, Sept 23, 9am to 3pm (New College Institute) Marty Martin, marty_martin@martinlegalhelp.com In order to be successful, nonprofit organizations require strong leadership from their Board of Directors. The board s responsibility is to oversee the effectiveness of management policies and decisions, including the execution of its strategies. Learn the roles and responsibilities of the board, including its paramount duties, how board accountability by a nonprofit s internal and external stakeholders requires a fully engaged and active board who manages the organization. Discuss how you may increase board members commitment to the mission and purpose of your organization, and how boards must be active and engaged to fulfill their legal and governance duties. This course addresses the following topics: the board s role and responsibilities, the board and the executive director s relationship, financial and legal responsibilities of the board, and how to recruit and select good board members. Understand the board s roles and responsibilities Discuss how board accountability prompted by a nonprofit s internal and external stakeholders requires a fully engaged and active board who manages the organization Bio: Marty Martin, J.D., MPA, Martin Law Firm, Raleigh, NC. Marty serves on the IRS Advisory Committee for Tax Exempt and Government Entities ( ACT ). In addition to his law degree, he received a Master s in Public Administration with a concentration in internal management of nonprofit/public sector organizations and networks from the Harvard Kennedy School. He is a BoardSource Certified Governance Trainer. Martin is an instructor in the Duke Nonprofit Management Program who teaches in the regular curriculum, the Intensive Track Program and the Executive Certificate in Nonprofit Leadership. Social Media Tuesday, October 28, 9am to 3pm (Institute for Advanced Learning and Research) Jeanne Allen, ja70@duke.edu This class is designed to help nonprofits develop and improve their use of social media for business purposes. Discuss how to incorporate social media into as many areas of your nonprofit as meaningful - including where to start, the questions you need to ask and answer, how to become a continuous 4 P a g e

5 learner, identify what is included in a social media policy, and how a social media strategy may help nonprofits improve their results. Social media is a journey, not a destination. Analyze best practices for social media practices and policies for nonprofits Explore ways to balance the ethics and opportunities of social media Identify steps to integrate social media into multiple functional areas of a nonprofit Discuss case studies that demonstrate effective strategies and how to measure results Bio: Jeanne Allen has over 30 years of experience in the nonprofit sector in a variety of management and staff positions, including instructor in the Duke University Nonprofit Management Certificate Program; independent consultant, management consultant at Girl Scouts USA National Headquarters; and Assistant Dean, Multicultural Programs, Westchester, (NY) Community College. She is currently the Program Coordinator for the Duke Nonprofit Management Program. Succession and Transition Planning Tuesday, November 25, 9am to 3pm (New College Institute) Instructor: Anne Griffin Leadership change can be one of the most challenging times in a nonprofit organization s growth. Studies indicate that the frequency of executive transitions will continue to increase significantly. Although this period in a nonprofit s lifestyle is fraught with risk, when handled well organizations can use the event as a time to strengthen organizational capacity. Poor transitions can threaten or disrupt an organization s ability to provide services, raise revenue, or manage staff. Help nonprofit leaders plan for executive transitions effectively Develop an effective emergency succession plan Implement a strategic framework for succession Bio: Anne Griffin has worked with non-profit organizations for over 20 years. She is an experienced Executive Director, Interim Executive Director, Facilitator, and Presenter. Her areas of expertise include Board Development and Governance, Executive Transition and Succession Planning, Interim Executive Director and Faith Based Management. Ms. Griffin was a presenter at the NC Literacy Council State Convention, and at training offered by the Duke Nonprofit Management Program for the Danville Regional Foundation and the Harvest Foundation in Virginia. She also facilitated retreats for municipalities and the Leadership Rockingham program. She holds the Duke Certificate in Nonprofit Management, Certification in REAL (Rural Entrepreneurship through Action Learning), and Leadership Certification in Economic Development from the NC Rural Center. She serves on the Leadership Team of STEP (Small Town Entrepreneurship Program) in her hometown of Mayodan, NC. 5 P a g e

6 GENERAL INFORMATION Registration To register for the Duke Nonprofit Management Intensive Track Program in Virginia contact: Gladys Hairston, Program Officer ext. 14, The Harvest Foundation Starling McKenzie, Senior Program Officer , Danville Regional Foundation Attendance Policy Classes start promptly at 9am each day and end at 4pm. To receive the Duke Certificate in Nonprofit Management, students must attend each class as scheduled. Call Duke Nonprofit Management Program staff at or if you need more information. Meal Preferences We will attempt to accommodate special meal requests. Vegetarian No Preference Other (please specify) Weather Cancellations In the event of severe weather, we will make a decision to cancel a class 24 hours in advance of the class start time. Updated information on cancellations will be available by calling the Program Officers at (The Harvest Foundation) or (Danville Regional Foundation). Class Location/Date New College Institute: 30 Franklin Street, Martinsville, VA Tuesdays, 9am to 3pm (6 hours/with working lunch) May 27, July 22, September 23, November 25 Institute for Advanced Learning and Research, 150 Slayton Ave, Danville, VA Tuesdays, 9am to 3pm (6 hours with working lunch) April 22, June 24, August 26, October 28 Dress Code Business/Casual - Bring a sweater and/or jacket in case the room temperature changes. Duke University Nonprofit Management Program , , P a g e