University of Notre Dame Course MNA Nonprofit Management; Leading for Social Impact

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1 University of Notre Dame Course MNA Nonprofit Management; Leading for Social Impact Syllabus is subject to change and changes will be announced in class Semester: July 13 17, 2015 Mendoza College of Business Room TBD Instructor: Jeff Bialik Contact Information Phone: Office hours: By mutual arrangement. (Please contact me via , phone, text or in class to schedule) Course Description: This course will challenge students to consider a paradigm shift in traditional program centric thinking for the nonprofit entity in favor of a mission centric approach that is focused on social impact, outcomes and the metrics that measure success. Students will understand the unique demands, expectations, challenges, and opportunities of the nonprofit sector and consider emerging trends in an era of shrinking government and foundation funding, study how nonprofits have begun to embrace new models for connecting mission with impact, learn how to use a theory of change and logic model as practical tools for reimagining program design, and understand key leadership challenges in leading a successful change effort. Learning Outcomes: Understand the philosophy and operations of the nonprofit sector including governance and mission realization Identify major trends impacting or likely to impact nonprofit entities Understand why nonprofit leaders should focus on social impact, outcomes and the indicators that measure success Apply a theory of change and logic model framework to a program or project Analyze key factors for leading successful agency or program level transformation efforts Course Materials This class does not use a traditional academic textbook, and instead relies on a collection of readings to support and supplement the classroom lectures and discussions. This helps to keep the material current and relevant to the nonprofit sector. Every effort has been made to offer materials at low or no cost to the student. Leap of Reason and Working Hard, Working Well are both available for download free of charge. Several of the readings are available for download from the online classroom, Sakai, platform. Those articles and the required case that must be purchased are offered at a discount through Harvard Business Publishing. Page 1

2 Please note that several chapters of the short book, Managing Transitions, by William Bridges are required and available for purchase through the HBP website. Students may also consider purchasing the paperback book rather than buying only the required chapters at $3.95 per chapter. The ISBN number for the 2 nd Edition of this book is: , Managing Transitions Making the Most of Change by William Bridges. Required Course Materials The following books are required and are available for free as a download (Leap of Reason is also available for a nominal cost as a hard copy) at the following web site: the books/ Morino, Mario, Leap of Reason: Managing to Outcomes in an Era of Scarcity, Washington, DC. Venture Philanthropy Partners (2011). ISBN Hunter, David E. K., Working Hard Working Well: A Practical Guide to Performance Management for Leaders Serving Children, Adults and Families, Hunter Consulting, LLC (2013) The following readings are required and will either be available on Sakai or for digital purchase through the Harvard Business School Publishing web site. Disruptive Forces: Driving a Human Services Revolution, Alliance for Children and Families (2011) (Sakai) Tim Brown and Jocelyn Wyatt, Design Thinking for Social Innovation, Stanford Social Innovation Review, Winter 2010 (Sakai) Daniel Stid and Willa Seldon, Five Ways to Navigate the Fiscal Crisis, Stanford Social Innovation Review, Winter 2012 (Sakai) Fay Hanleybrown., John Kania and Mark Kramer, Channeling Change: Making Collective Impact Work, Stanford Social Innovation Review, 2012 (Sakai) Susan Colby, Nan Stone and Paul Carttar, Zeroing in on Impact, Stanford Social Innovation Review, Fall 2004 (Sakai) Heather McLeod Grant and Leslie R. Crutchfield, Creating High Impact Nonprofits, Stanford Social Innovation Review, Fall 2007 (Sakai) Paul Brest, The Power of Theories of Change, Stanford Social Innovation Review, Spring 2010 (Sakai) The following article and case study are available for purchase through Harvard Business School Publishers. For discounted pricing, please access the digital course pack: John P. Kotter, Leading Change: Why Transformation Efforts Fail, Harvard Business Review, March April 1995 (Harvard Business School Publishers) Page 2

3 William Bridges, Managing Transitions Making the Most of Change, 2nd Edition 2003,Da Capo Press, Chapters 1, 3, 4, 5. (Please note that Chapter 2 is available but optional) Allen Grossman and Daniel Curran, The Harlem Children s Zone Driving Performance with Measurement and Evaluation, Harvard Business School Publishing, , Rev. March 11, 2004 (Harvard Business School Publishers) Additional optional readings are also available through Harvard Business Publishing. These are not required for the course, but may be helpful in furthering a student s understanding of the subject: John J. Gabarro; John P. Kotter, Managing Your Boss, (HBR Classic) Jeffrey L. Bradach; Thomas J. Tierney; Nan Stone, Delivering on the Promise of Nonprofits Clayton M. Christensen; Heiner Baumann; Rudy Ruggles; Thomas M. Sadtler, Disruptive Innovation for Social Change Additional materials will be announced in class and made available through Sakai Grading and Performance Evaluation: This course will be delivered in five half day sessions during a single week, and therefore students are expected to complete all assigned readings and projects prior to the applicable class, attend all class sessions, and participate in class discussions. There will be a quiz at the beginning of each class (except Monday) covering the prior day s material. There will be a quiz at the beginning of the first class that will not be graded, but will be used to establish a baseline level of understanding of key learning objectives that can be matched with specific quiz questions during the week to assess how well the learning objectives have been met. Grading for the course will be based on the following: Course project: Defining Impact and a Theory of Change and creating the Logic Model (30%) Using the tools presented in the class, students will complete the Impact and Theory of Change questionnaire and create a related Logic Model for an agency, project or program of the student s choosing. Case Study: The Harlem Children s Zone: Driving Performance with Measurement and Evaluation (30%) Preparing the Harlem Children s Zone Case Students will prepare a written assessment of the situation, make a recommendation and explain why connecting the recommendation to relevant issues of external factors and trends challenging the nonprofit sector, linking goals and activities to HCZ s mission, governance, and organizational dynamics. Four quizzes (40%) Page 3

4 Grading Scale: A % A 90 93% B % B 84 86% B 80 83% C % C 74 76% C 70 73% F 69% or below Student and Academic Integrity Integrity is essential when one is in a leadership position. As such, it is the expectation that all students in this class demonstrate integrity. Each student will do his or her own work and will not steal or cheat by using another s work. If someone is in violation, it is your responsibility to report the incident. Plagiarism (using others work, including paraphrasing from the web or any place else without proper attribution) or other cheating will result in a failing grade for the assignment. Plagiarism is a violation of the University of Notre Dame s Graduate Business Honor Code and is a serious offense. Violations may result in failure of course or dismissal. For more detailed information about the honor code, please see Students with Disabilities It is the student s responsibility to provide the instructor with documented information about a disability in a timely manner so that accommodations may be instituted. For more information, please contact the Office of Disability Services at Page 4

5 Class Schedule and Assignments (Changes to schedule & assignments may be announced in class) Date Topic Readings & Assignments Mon Jul 13 Tue Jul 14 Welcome Quiz 1 (Pre course assessment) Pervasive, disruptive transformation in the nonprofit sector Making the case for an era of disruptive changes Instant Assessment 1 Quiz 2 Who is thinking about impacts and outcomes and why? Impact Theory of Change Logic Model Introducing course project A: : Defining Impact and a Theory of Change and creating the Logic Model Instant Assessment 2 Leap of Reason Disruptive Forces: Driving a Human Services Revolution, Alliance for Children and Families Creating High Impact Nonprofits Design Thinking for Social Innovation Five Ways to Navigate the Fiscal Crisis Zeroing in on Impact The Power of Theories of Change Channeling Change: Making Collective Impact Work Page 5

6 Date Topic Readings & Assignments Wed Jul 15 Thur Jul 16 Fri Jul 17 Quiz 3 Social Impact, Theory of Change and Logic Model Leading a Successful Organizational Transformation Process Instant Assessment 3 Quiz 4 Building a Common Outcome Framework to Measure Nonprofit Performance Shared learning town hall Introducing Case Study: The Harlem Children s Zone: Driving Performance with Measurement and Evaluation Instant Assessment 4 Quiz 5 Case Study: The Harlem Children s Zone: Driving Performance with Measurement and Evaluation Summary of key learning for the week Working Hard, Working Well Read Chapters 1, 2, and 3 and skim the rest. Leading Change: Why Transformation Efforts Fail Managing Transitions Making the Most of Change, Chapters 1, 3, 4, 5 Prepare to hand in: Course project A: : Defining Impact and a Theory of Change and creating the Logic Model Case Study: The Harlem Children s Zone: Driving Performance with Measurement and Evaluation Prepare to hand in: Analysis of the Case Study: The Harlem Children s Zone: Driving Performance with Measurement and Evaluation Wrap up and loose ends Page 6