Duke Nonprofit Management Courses
The Cameron Foundation is working in partnership with Duke University to provide nonprofit management classes at the Foundation’s headquarters in Petersburg. This offering has been developed as part of a combination of resources that are aimed toward nonprofit excellence in the region. The Duke classes, which are customized through Duke University’s Office of Continuing Education, represent a cornerstone of the Foundation’s capacity building program.
The board and staff of The Cameron Foundation have identified several goals to be accomplished in the redesigned approach to capacity building in 2017, including the following:
- To provide the appropriated level and intensity of resources to meet each nonprofit organization’s need and current capacity.
- To achieve measurable improvement in leadership, management, governance, sustainability, and overall ability to deliver impactful services.
- To strengthen the sector systemically by creating stronger networks of service providers, within and across categories of service delivery.
During 2017, the Foundation offered these classes:
“Nonprofits and How They Operate”
January 26, 2017
This class is designed to enhance your knowledge of nonprofits. Explore the following topics: nonprofits/types, impact of nonprofits, how nonprofits are funded; how nonprofits serve communities, board of directors, duties and responsibilities of boards; board and executive director’s relationship, board advisory groups; the importance of the by-laws, mission statement, vision statement; and, understanding the difference between private and nonprofit organizations. Discuss new trends – including social enterprises within nonprofits.
- Establishing a nonprofit
- Types of nonprofits
Bio: Melissa LeRoy holds a Duke Certificate in Nonprofit Management and a Duke Advanced Certificate in Nonprofit Leadership. She teaches nonprofit management classes throughout North Carolina, South Carolina and Virginia. Melissa is a board member of the North Carolina Center for Non-Profits and is designated as a nonprofit mentor for the western region of North Carolina. 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.
“Resource Development for Nonprofits”
(How to Develop a Fundraising Plan for Your Nonprofit)
February 9, 2017
Ruth Peebles, MPA
Learn to develop a resource plan for your nonprofit. A resource development plan is process focused and used to set sustainability goals and track the progress of nonprofits. Financial resource development includes: outcomes such as the development of collaborative partnerships with different stakeholders; active board members; the cultivation and development of staff and volunteers; and, fundraising. Discussion will be on strategies to engage the community and other stakeholders in building a nonprofit’s capacity.
- Understand how to develop a strategic fundraising plan
- Identify key steps and processes for planning a nonprofit fund development process
- Understand how to assess and evaluate a nonprofits’ capacity to be successful at resource development
Bio: Ruth Peebles, MPA, President and Founder of The INS Group, offers 25+ years of hands-on experience in nonprofit management. She provides organizational development services to nonprofits, faith-based institutions, and government agencies, including: grant writing and research; strategic planning; strategic fund development planning; board development; resource development; executive coaching; organizational assessment; and, project management services.
(Starting a Social Enterprise at your Nonprofit)
March 9, 2017
This class will focus on how to start a social enterprise at your nonprofit. Some nonprofits are turning to earned income ventures as a potential alternative to traditional nonprofit fundraising strategies. Is earned income right for your nonprofit business? This class addresses why some nonprofits start social enterprises.
- Understand what a social enterprise is
- Discuss the makings of successful enterprises
- Identify the strengths of your nonprofit through an organizational audit
- Know how to translate your nonprofit’s strengths into social enterprise opportunities
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 PricewaterhouseCoopers Consulting), and served as an NGO development consultant in the U.S. Peace Corps.
“Nonprofit Professional’s Role as Change Agent”
(How to Make Professional Leadership Change in Your Nonprofit)
April 20, 2017
John Curtis, Ph.D.
Leadership styles impact effectiveness. This course offers proven, proprietary methods using six “change drivers” to initiate and sustain organizational change to build capacity, ensure continuing market relevancy, and assure financial sustainability. Discuss how 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.
- Develop a concrete, measurable change management plan
- Understand personal responses to change
- Discuss how leadership styles impact effectiveness
- Measure the nonprofit organization’s change capacity based on six change drivers
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.
“Financial Management for Nonprofits”
(Understanding Financial Management)
May 11, 2017
Ann Vandervliet Stratton
Gain more knowledge on financial management for nonprofits, including financial statements, budgeting and how to survive an audit. Review finance terms as they relate to the successful operation of a nonprofit organization. Learn how to track income and expenses to specific programs to fulfill expectations of funders, donors and the IRS. The role of the board, staff and committees is covered.
- Understand financial management
- Attain the complete bottom line on programs
- Use tools and skills to give foundations the results they ask for
- Understand how to read and interpret financial reports
Bio: Ann Vandervliet Stratton serves as the executive director of Smart Beginnings Danville Pittsylvania, a regional school readiness coalition in southern Virginia. She has strategically directed public and private investments of $7.5 million since 2011, resulting in a 50% improvement on the state’s pre-literacy assessment in Danville.
Ms. Stratton holds a BA in international studies from University of South Carolina, and a Duke University Certificate in Nonprofit Management. Ann has 20 years of experience in nonprofit management with a strong background in systems development. She has served in a variety of leadership roles and has worked closely with local, state and federal funders. She has chaired the Danville Public Schools Foundation Board, and has served on Virginia’s Early Childhood Advisory Council as well as the Danville-Pittsylvania Community Policy Management Board.