Welcome & Orientation

Session One:  Introduction to Social Entreperneurship

Matthew Nash, Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

PREWORK REQUIRED

COURSE DESCRIPTION

Nonprofits, universities, the media, and even the White House seem to be increasingly using the term, “social entrepreneurship,” but what does it really mean? History is full of examples of private citizens establishing innovative organizations and programs to serve social purposes. In recent years, these social entrepreneurs have exhibited an increased willingness to look beyond the traditional philanthropic and charitable approaches in order to find more effective and sustainable solutions to social problems. They are adopting and adapting many tools from the world of business, blurring the lines between the business and nonprofit sectors

LEARNING OBJECTIVES

• Define and demonstrate understanding of social entrepreneurship as a promising (though still emerging) set of methods, tools, theories, and principles-with strengths and limitations-for achieving significant, lasting social change in a variety of domains and across sectors.
• Differentiate between social entrepreneurship and the related concepts of “social innovation” and social enterprise.
• Identify key competencies of successful social entrepreneurs and describe the fundamental steps in the “process” of social entrepreneurship.

BREAKOUT SESSION

Breakout sessions are intereactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session One

The Nonprofit Sector:  Key Trends & Issues

Matthew Nash,Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

Nancy J. Love, MPA,  Director  | Duke Nonprofit Management Program

PREWORK REQUIRED

COURSE DESCRIPTION

Nonprofits occupy a unique position in the organizational landscape of the United States.  Although many of the fundamental principles and practices of effective management and leadership apply across all sectors and forms of organization, nonprofit professionals face a distinctive set of opportunities and challenges in comparison with their counterparts in the business and government sectors.  Moreover, the nonprofit sector has experienced a number of important trends over the past decade.

OUTCOMES

• Provide an introduction to the nature and scope of the nonprofit sector
• Consider how these trends and issues may affect nonprofits whose staff is participating in this program.

BREAKOUT SESSION

Breakout sessions are intereactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session Two

Nonprofit Leadership

Oie Osterkamp –  Executive Director, Ronald McDonald House of Durham

PREWORK REQUIRED

COURSE DESCRIPTION

What does it take to become a nonprofit leader?  Start with an examination of personal learning and leadership styles and their effect on decision –making, problem solving, and communication.  Each participant will examine these frames and what they suggest about improving leadership capabilities for ourselves and for those we lead.

LEARNING OBJECTIVES

•  Use results from the inventory to understand personal learning and leadership style.
• Be able to use each learning leadership styles in developing approaches to leadership behaviors, problem solving, decision-making and communication.

BREAKOUT SESSION

Breakout sessions are intereactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session Three

Strategy for Nonprofit Organizations

Matthew Nash, Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

PREWORK REQUIRED

COURSE DESCRIPTION

Participants will examine the strategic plan as an important tool for the nonprofit organization. This course will focus on the basic components of the strategic plan and discuss the planning process utilizing a variety of business practice tools to evaluate the organization and to set a course for increased impact. Tools include the SWOT Analysis, BCG Matrix, Sustainability Matrix and the Strategy Canvas. This course will provide an opportunity for students to use the tools to begin constructing ideas to incorporate into a strategic plan.

LEARNING OBJECTIVES

• Understand the components of a strategic plan
• Utilize the analysis tools in a group setting to review an organization

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Mountain Exchange

Location – TBD

Facilitator  — Instructor/To Be Confirmed

Exchange Topic – TBD

Activity – TBD

Session Four

Nonprofit Leadershp (continued from previous day)

Oie Osterkamp – Executive Director, Ronald McDonald House of Durham

PREWORK REQUIRED

COURSE DESCRIPTION

What does it take to become a nonprofit leader?  Start with an examination of personal learning and leadership styles and their effect on decision –making, problem solving, and communication.  Each participant will examine these frames and what they suggest about improving leadership capabilities for ourselves and for those we lead.

LEARNING OBJECTIVES

• Use results from the inventory to understand personal learning and leadership style.
• Be able to use each learning leadership style in developing approaches to leadership behaviors, problem solving, decision-making and communication.

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session Five

Performance Measurement for Nonprofit Organizations

Matthew Nash  – Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

PREWORK REQUIRED

COURSE DESCRIPTION

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.

LEARNING OBJECTIVES

• 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

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Mountain Exchange

Location – TBD

Facilitator  — Instructor/To Be Confirmed

Exchange Topic – TBD

Activity – TBD

Session Six

Fundraising Strategy

Ruth Peebles, MPA

PREWORK REQUIRED

COURSE DESCRIPTION

Changes in the economic environment require that nonprofit boards and staff approach their work differently in order to build capacity and ensure sustainability. This interactive course will provide participants with the most effective “best practices” that ensure greater fundraising success and sustainability. Key solicitation strategies to reach specific audiences and techniques to increase board participation in fundraising will be shared. Participants will apply creative fundraising principles and strategies based on current trends relevant to their own organization.

LEARNING OBJECTIVES

• Integrate new trends in giving/philanthropy in the fundraising efforts
• Explain the board’s role in fundraising and how to increase board engagement
• Implement innovative fundraising strategies for securing funds

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session Seven

Grant WritingManagement and Compliance

Ruth Peebles, MPA

PREWORK REQUIRED

COURSE DESCRIPTION

This course will guide participants through the grants management process – from preparation of a grant proposal to fiscal report preparation. Focus on the important elements of a grant proposal including the cover letter, executive summary, need statement, goals, objectives, methodology, evaluation, the budget and future funding. Discuss how to build relationships with funders and the typical questions funders ask when considering a proposal and the criteria used. Topics include: project implementation, monitoring and reporting requirements and fiscal management & accountability. Practical tips for ensuring compliance and improving chances of future success will be presented.

LEARNING OBJECTIVES

• Understand the essential components of a grant proposal package (cover letter, introduction, problem/need statement, goals/objectives, methodology, evaluation, the budget, future funding and executive summary).
• Determine the most effective writing strategies and styles for various grant applications
• Evaluate and access grant proposals after reviewing and critiquing a well-written proposal
• Create a system for compliance management – report on a grant’s progress and impact
• Organize for the receipt and management of funds

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Mountain Exchange

Location – TBD

Facilitator  — Instructor/To Be Confirmed

Exchange Topic – TBD

Activity – TBD

Session Eight

Nonprofit Financial Management

Melissa LeRoy

PREWORK REQUIRED

COURSE DESCRIPTION

Understand financial management for nonprofits.  Focus on topics integral to nonprofit fiscal management.  Learn financial terms as they relate to the effective operation of a nonprofit organization.   Discuss how to track income and expenses to specific programs in order to fulfill expectations of funders, donors, and the Internal Revenue Service (IRS).  The role of the board, staff, and committees are covered.  Become familiar with the standards of excellence for nonprofit organizations.   Gain an understanding of financial statements, budgeting, and how to survive an audit.

LEARNING OBJECTIVES

• 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

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Session Nine

Introduction to Social Entrepreneurship

Matthew Nash –   Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

PREWORK REQUIRED

COURSE DESCRIPTION

Nonprofits, universities, the media, and even the White House seem to be increasingly using the term, “social entrepreneurship,” but what does it really mean?  History is full of examples of private citizens establishing innovative organizations and programs to serve social purposes. In recent years, these social entrepreneurs have exhibited an increased willingness to look beyond the traditional philanthropic and charitable approaches in order to find more effective and sustainable solutions to social problems. They are adopting and adapting many tools from the world of business, blurring the lines between the business and nonprofit sectors.

LEARNING OBJECTIVES

• Define and demonstrate understanding of social entrepreneurship as a promising (though still emerging) set of methods, tools, theories, and principles-with strengths and limitations-for achieving significant, lasting social change in a variety of domains and across sectors.
• Differentiate between social entrepreneurship and the related concepts of “social innovation” and social enterprise.
• Identify key competencies of successful social entrepreneurs and describe the fundamental steps in the “process” of social entrepreneurship.

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Mountain Exchange

Location – TBD

Facilitator  — Instructor/To Be Confirmed

Exchange Topic – TBD

Activity – TBD

Session Ten

Social Innovation and Human Centered Design for Nonprofits

Matthew Nash,  Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

PREWORK REQUIRED

COURSE DESCRIPTION

In this session, a companion to the earlier session on social entrepreneurship, we will explore concepts and frameworks for understanding and practicing effective social innovation and instilling a culture of innovation within your nonprofit, emphasizing the importance of systems thinking, cross sector collaboration, and creative engagement.  Finally, through a series of experiential activities, we will explore the application of principles and methods of human centered design to address critical social issues and discuss how these approaches can be incorporated into the way your nonprofit develops programs and projects to achieve your mission.

LEARNING OBJECTIVES

• Define the concept of social innovation and be familiar with various forms of innovation in the social sector
• Understand and be able to apply the process of human centered design to address the social or environmental problems that your organization seeks to address

BREAKOUT SESSION

Breakout sessions are interactive exercises designed to implement your newly honed skills.

BREAK – ONE, TWO

During breaks, you’ll have a chance to connect with others and recharge with snacks and coffee.

Closing Reception & Ceremony

Nancy J. Love, MPA, Director Nonprofit Management Program, Duke University Continuing Studies

Matthew Nash, Managing Director, Social Entrepreneurship, Duke Innovation & Entrepreneurship Initiative

DESCRIPTION

In this session, we will bring closure to the Duke Certificate in Nonprofit Management program by reviewing and discussing the key themes of the week. We will also share the revised personal development goals and action plans that each participant will commit to pursuing in the months ahead. The Duke University Certificate in Nonprofit Management will be awarded.

Mountain Exchange

Location – TBD

Facilitator  — Instructor/To Be Confirmed

Exchange Topic – TBD

Activity – TBD