DUKE UNIVERSITY Nonprofit Management Intensive Track Program Sponsors: The Harvest Foundation and Danville Regional Foundation April 7-10 and June 16-19, 2014, ID: 0194-022 Participants from across the world enroll in the Nonprofit Management Intensive Track Program. Classes are designed to give nonprofit professionals skills and expertise needed to succeed. Instructors are established practitioners and scholars from a variety of disciplines. Participants complete the requirement for the Duke Certificate in Nonprofit Management in 8 days. To receive the Certificate, students must attend each class as scheduled. Classes start promptly at 9am each day and end at 4pm. The Program also requires pre-reading assignments that are sent to students in advance. Class Location: New College Institute, Martinsville, Virginia Session I April 7-10 Monday, April 7 Sustainable Strategic Planning for Nonprofits 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 organizations, large Fortune 500 companies and entrepreneurs in the areas of strategic planning, fundraising and communications. She 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. Naomi 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 a Duke
Certificate in Nonprofit Management in 2005. Tuesday, April 8 Nonprofit-Financial Management Melissa LeRoy, melissaleroy@gmail.com This course provides an understanding of financial management for nonprofits and focuses on topics integral to nonprofit fiscal management. Learn finance terms as they relate to the effective operation of a nonprofit organization. Discuss how to track income and expenses for specific programs to fulfill expectations of funders, donors and the Internal Revenue Services. The role of the board, staff, and committees are covered. Become familiar with the standards of excellence for nonprofit organizations and gain an understanding of financial statements, budgeting, and surviving an audit. Understand how to read and interpret financial reports and records Gain knowledge on how to obtain the complete bottom line on programs Use tools and skills to give foundations the results they ask for Understand the year-end audit and 990 Bio: Melissa LeRoy holds a Duke Certificate in Nonprofit Management and a Duke Advanced Certificate in Nonprofit Leadership. She teaches non-profit management classes throughout North Carolina and Virginia. Melissa is a board member of the NC Center for Non-Profits, and is designated as a nonprofit mentor for the western region of NC. She contributes a regular Non-Profit Leadership column to the Tryon Daily Bulletin, and offers her services as a consultant through her firm, On Fire Non-Profit Consulting. Wednesday, April 9 Social Enterprise Matt Nash, mnash@duke.edu In the face of increasing competition for limited and volatile philanthropic funding, many nonprofits are turning to earned income ventures, or social enterprises as a potential alternative to traditional nonprofit fundraising strategies. In this session, participants will receive an overview of social enterprise and will consider whether this may represent a promising opportunity for their nonprofits. Learn to identify and evaluate organizational strengths and consider how to translate these strengths into social enterprise opportunities. Participants will engage in a process to evaluate the identified opportunities in an effort to determine which should be studied in more detail through a feasibility assessment. Through these discussions, attendees may determine the applicability of some social enterprise models. Understand some of the practical challenges of incorporating social enterprise into nonprofit operations Identify concrete actions leaders can take to address these challenges and mitigate risks of failure to achieve mission impact and generate significant income 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 2
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 PricewaterhouseCoopers Consulting), and served as an NGO development consultant in the U.S. Peace Corps. Thursday, April 10 Nonprofit Professional's Role as a Change Agent 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. The course will teach 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 response 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 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 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. Session II - June 16-June 19 Class Location: New College Institute, Martinsville, Virginia Session II June 16-19, 2014 Monday, June 16 Nonprofit Board Development/Governance Marty Martin, marty_martin@martinlegalhelp.com In order to be successful, nonprofit organizations require strong leadership from their Board of Directors. The board 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 of directors who manage 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 3
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. Tuesday, June 17 Nonprofit Planning & Evaluation Teresa Thompson-Pinckney, Ph.D., contact@tpinckneyassociates.com Learn ways in which program evaluation impacts potential funding and organizational sustainability. Gain a better understanding of the impact of your services by linking activities to outcomes and cost. This framework is relevant to all nonprofits regardless of their region - as they are all impacted by the economy. As federal, state, and local dollars become more competitive, telling your board, staff, and funders about your good work takes more than story telling. While the concept of measuring performance is not new, the development of practical ways to implement actual measures is. This session will provide a conceptual framework of performance measurement and participants will learn how to design performance measures through data collection and analysis. Gain knowledge on the significance of performance measurement for program evaluation Identify who, when, why and how of program evaluation Discuss the theory of change for designing and measuring program performance Learn strategies on how to design performance measures through data collection and analysis Discuss a framework on cost effective performance analysis Bio: Teresa Thompson-Pinckney, Ph.D., is President of T. Pinckney & Associates, a consulting firm that specializes in organizational development through capacity building (program evaluation, strategic planning, needs assessments, board development, executive coaching and youth development) for nonprofit, education, and governmental agencies. She has over 21 years of experience in the nonprofit sector. Wednesday, June 18 Social Media 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 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. 4
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. Thursday, June 19 Risk Management for Nonprofits Hudson Fuller, J.D., MPH, hudsonfuller@yahoo.com Risk management for nonprofits goes far beyond having insurance policies and doing background checks on employees. This workshop will give you an overview of risk management and help identify the possible risks to your organization and develop a plan to minimize those risks, including the areas of financial management, personnel management and volunteer risk management. We will look at how good policies and a good plan can reduce an agency's risk, as well as the board's role in risk management. Key Learning Objectives Participants will be able to: Describe the risk management process Develop strategies for managing risk within their nonprofits Understand the role insurance plays in risk management Articulate to others within their nonprofits the importance of risk management Bio: Hudson Fuller, J.D., MPH, is a licensed attorney who has served on several nonprofit boards and as the executive director of two nonprofits. She received a Certificate in Nonprofit Management from Duke. 5
GENERAL INFORMATION Registration To register for the Duke Nonprofit Management Intensive Track Program in Virginia contact: Gladys Hairston, Program Officer ghairston@theharvestfoundation.org, 276-632-3329 ext. 14, The Harvest Foundation Starling McKenzie, Senior Program Officer smckenzie@drfornline.org, 434-483-4273, 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 staff at 919-668-6742, 919-668-6743, or 919-681-1025 if you need more information. 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 Virginia Program Officers at 276-632-3329 (The Harvest Foundation) or 434-483-4273 (Danville Regional Foundation). Pre-Reading Assignments The Intensive Track class requires pre-reading assignments that will be sent to students in advance. Meal Preference We will attempt to accommodate special meal requests Vegetarian No preference Other (please specify) Class Location The New College Institute, 30 Franklin Street, Martinsville, Virginia, 24112, Room TBA Dress Code Business/Casual - Bring a sweater and/or jacket in case the room temperature changes. Duke University Nonprofit Management Program www.learnmore.duke.edu/nonprofit 919-668-6742 6