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TABLE OF CONTENTS

INSTITUTE FOR ORGANIZATION MANAGEMENT

CURRICULUM COMMITTEE MEETING

OCTOBER 3, 2013U.S. CHAMBER OF COMMERCE

WASHINGTON, DC

Contents:

1. Agenda & Roster

2. Meeting Minutes

3. Course Ranking

4. Course Popularity

5. Faculty Composition Analysis

6. Course Syllabus

7. Curriculum Recommendations

8. Course Grids

CURRICULUM

COMMITTEE

1

AGENDAOCTOBER 3, 2013

9:00 A.M. - 12:00 P.M. EDTU. S. CHAMBER OF COMMERCE

WASHINGTON, DC

I. Welcome and IntroductionsKimberly Nastasi, IOMChair, Curriculum Committee, Institute for Organization ManagementChief Executive Officer, Mississippi Gulf Coast Chamber of Commerce

II. Approval of MinutesOctober 4, 2012 Meeting

III. Curriculum Overview

Benchmarking Documents

2013 Updates

New Class Updates

Absence Response Plan<15 minute break>

Curriculum Recommendations

IV. Additional Business

V. AdjournNext Meeting: October 9, 2014, Washington, DC

CURRICULUM

COMMITTEEROSTER

2

CHAIRKimberly Nastasi, IOMChief Executive OfficerMississippi Gulf Coast Chamber of…Commerce11975E Seaway RoadGulfport, MS [email protected]: Through 2013

VICE CHAIRRobert E. Thomas, IOM, CAE, CMPSenior Director of Operations, Michigan…Chamber of Commerce and Executive…Director, Michigan Chamber FoundationMichigan Chamber of Commerce600 South Walnut StreetLansing, MI [email protected]: 2012-2014

Marla C. Akridge, IOMPresident and CEOWake Forest Area Chamber of Commerce350 South White StreetWake Forest, NC [email protected]: 2012-2014

Jackie Arrison, IOMExecutive Vice PresidentGreater Hot Springs Chamber of Commerce659 Quachita AvenueHot Springs, AR [email protected]: Through 2013

Peter L. Aust, IOMPresident and CEOAdirondack Regional Chamber of…Commerce136 Glen StreetGlen Falls, NY [email protected]: Through 2013

Christin W. Berry, CAESenior Director, Market ResearchASAE: The Center for Association…Leadership1575 I Street, NWWashington, DC [email protected]: Standing

Rich Cantillon, IOMPresident and CEOPonca City Area Chamber of CommercePO Box 1109Ponca City, OK [email protected]: Through 2013

John C. Carlson, MM/HRM, PHRDirector, Professional DevelopmentAmerican Chamber of Commerce…Executives1330 Braddock Place, Suite 300Alexandria, VA [email protected]: Standing

CURRICULUM

COMMITTEEROSTER

3

Karen DelVecchio, IOMExecutive Vice PresidentBridgeport Regional Business Council10 Middle Street, 14th FloorBridgeport, CT [email protected]: Through 2013

Gregory J. Fine, CAEExecutive DirectorTurnaround Management Association150 South Wacker Drive, Suite 1900Chicago, IL [email protected]: 2011-2013

Robert J. Foulks, IOM, CAE, CPACFO and Senior Vice President of…AdministrationWisconsin Medical Society330 East Lakeside StreetMadison, WI [email protected]: 2011-2013

Reggie Henry, CAEChief Information OfficerASAE: The Center for Association…Leadership1575 I Street, NWWashington, DC [email protected]: 2009-2013

Kellie K. Lowery, IOM, CAE, CPAControllerNTCA – The Rural Broadband Association4121 Wilson Boulevard, Suite 1000Arlington, VA [email protected]: 2011-2013

Megan A. Lucas, IOM, CEcDEconomic Development DirectorAltavista Economic Development AuthorityPO Box 420Altavista, VA [email protected]: 2010-2014

Matt G. Pivarnik, IOM, CCEExecutive Vice President and COOTulsa Regional ChamberOne West Third Street, Suite 100Tulsa, OK [email protected]: 2012-2014

Chris E. Wallace, IOM, CCEPresident and CEOGreater Irving-Las Colinas Chamber of…Commerce5201 North O'Connor Boulevard, Suite 100Irving, TX [email protected]: 2012-2014

MINUTES2012 FALL CURRICULUM COMMITTEE MEETING

1

OCTOBER 4, 20129:00 A.M. - 12:00 P.M. EDT

U. S. CHAMBER OF COMMERCE

WASHINGTON, DC

In attendance: Kimberly Nastasi, IOM; Elyse C. Cochran, IOM, CCE; Jeffrey S. Albright, IOM;Jeremy Arthur, IOM; Christin W. Berry, CAE; Rich Cantillon, IOM; John C. Carlson, MM/HRM, PHR;Eric E. Featherstone, IOM, CAE; Greg Fine, CAE; Robert J. Foulks, IOM, CAE, CPA;Joseph B. Henning, IOM, ACE; Reggie Henry, CAE; Christopher S. Hogan, IOM;Kellie K. Lowery, IOM, CAE, CPA; Megan A. Lucas, IOM, CEcD; Susanne D. Sartelle, IOM, CCE

Observers: G. Daniel Hearn, IOM, CCE; Matt G. Pivarnik, IOM, CCE; Robert E. Thomas, IOM, CAE, CMP;Marianne Virgili, IOM, CCE; Chris E. Wallace, IOM, CCE

Staff in attendance: Raymond P. Towle, IOM, CAE; Marimar Molinary, IOM, CAE, CMP;Karyn K. MacRae, IOM, CMP; Amanda J. Griffin, IOM, CMP; Shelby Parish, IOM; Meghan Morgan;Kelly Aratoon

Not in attendance: James A. Chavez, IOM

I. Welcome and IntroductionsKimberly Nastasi, IOM welcomed everyone to the meeting and thanked them for attending.

II. Approval of MinutesThe minutes from September 22, 2011 were unanimously approved.

III. Curriculum Overview

Benchmarking documentso The committee reviewed the contents of the tabs in the curriculum portion of the binder.

2012 Updateso Faculty Composition Analysis

A document was created to show an analysis of the faculty composition from this past summerand 2010. The document shows how many of each type of faculty member (practitioner,consultant, expert, and professor) we had on-site, as well as, the course evaluation average foreach. Of the total faculty members this past summer, we had 46% consultants, 39%practitioners, 10% experts, and 5% professors. The highest rated of the group was the professor(4.81), followed by the expert (4.60), consultant (4.54) and then the practitioner (4.48).


2

o New FacultyIt is our goal to attract and engage in the program new faculty members to keep our curriculumcurrent with fresh perspectives. This year we identified and contracted with 11 new facultymembers for the 2012 academic year, which is 23% of our total faculty.

o New Faculty Interview CallsTwo years ago the committee approved new guidelines for recruiting new faculty members withthe aim of hiring the highest caliber of faculty possible. New faculty applied to teach by sendingin a resume and two recommendations. Afterwards an interview was conducted with theCurriculum Committee Chair and/or Vice Chair and a staff representative. This process hasbeen very successful and is invaluable to the hiring process.

o Course Audit FormsThe course audit process over the past two years has been instrumental in gathering both courseand faculty feedback. The audit feedback plays a key role in the curriculum review process forthis meeting. Kimberly thanked those who have helped by participating in the process as it is akey responsibility for Curriculum Committee members to play an active role.

o Institute WebinarInstitute offered its inaugural hot-topic webinar, Mobile Matters, on March 8th. The webinarwas facilitated by Reggie Henry, CAE and 41 people participated. When webinar participantswere asked if the webinar met their expectations, 96.4% of those responded “yes.” The nextwebinar will be held on October 30th at 2 p.m. EDT. The webinar will be facilitated by SheilaBirnbach and is entitled Exemplary Leadership.

Curriculum Changes for 2013

o Course ChangesThe following changes were approved for the current curriculum and will go into effect for the2013 academic season (starting in summer 2013).

C230 Managers Who Motivate

Old Objective 2: Understanding a diverse workforce to effectively reward and

recognize employees, volunteers, and members.

New Objective 2: Understanding a diverse workforce to effectively reward and

recognize employees.

C261 Events: Strategy and Operations

Old Objective 3: Create valuable experiences and surpass expectations.

New Objective 3: Learn to use technology to effectively reduce costs, reach a larger

audience, and streamline processes.


3

C470 Advocacy and Alliances

Old Description: Once your advocacy program is in place, you are ready to take the

next steps. Delve into the ins and outs of coalition building, grassroots management,

political endorsements, and election activity.

New Description: Once your advocacy program is in place, you are ready to take the

next steps. Delve into the ins and outs of the different channels of coalition building,

grassroots management, and election activity.

Old Objective 3: Strategies for advancing your legislative agenda.

New Objective 3: Strategies for advancing your legislative agenda, including

eAdvocacy.

E110 Revving Your Revenue Stream

Old Objective 2: Examine potential new sources of non-dues revenue through

collaboration, partnerships, and fundraising.

New Objective 2: Examine potential new sources of non-dues revenue through

creative funding.

E142 Economic Development

New Title: Fundamentals of Community and Economic Development

Old Description: Learn how to structure and implement an economic development

plan to ensure the retention and growth of your community’s business base.

New Description: Learn the fundamentals of community and economic

development to enhance your organization’s relevance.

Old Objective 1: Steps to develop a strategic plan to attract and retain businesses.

New Objective 1: Definition of economic development, including the various types

and forms.

Old Objective 2: How to fund economic development programs.

New Objective 2: How to develop existing business retention and expansion

programs.

Old Objective 3: Building collaborative economic development programs.

New Objective 3: Build collaborative economic development relationships and

receive examples of funding structures for economic development organizations.

E230 Managing Upward

Old Objective 2: Positioning yourself for career advancement.

New Objective 2: Developing your value to your organization.


4

E340 Staffing the 21st Century Nonprofit Organization

New Title: Building Exceptional Staff and Teams

Old Objective 2: Analyzing and optimizing roles and responsibilities of staff and

volunteers.

New Objective 2: Blending institutional knowledge with youth and new ideas.

E350 The Art of Persuasion and Negotiation

Old Description: Persuasion is an art that requires patience and determination. Learn

to shift opinions through key people, case studies, power words, and presentation

techniques. Convince others to step up and take on new initiatives.

New Description: Persuasion and negotiation require patience and determination.

Learn to shift opinions through key people, case studies, power words, and

presentation techniques. Convince others to step up and take on new initiatives.

Learn how to obtain the results you want through negotiation.

Old Objective 1: Occurrences when persuasion may be the best course to achieve

action.

New Objective 1: Developing a plan of action for negotiations.

o New Electives

E250 Creating a Government Affairs Program

Description: Step by step instruction on how to establish a successful government

affairs program utilizing communication vehicles.

Objective 1: Who should be involved in the program?

Objective 2: What potential issues should be addressed, including structuring a

legislative agenda.

Objective 3: Legal, financial, regulatory, and political implications.

E342 Advanced Strategies of Community and Economic Development

Description: Expand your organization’s role in economic development; learn

advanced strategies to compete globally.

Objective 1: The art of structuring a deal, identification and use of incentives.

Objective 2: Redevelopment, revitalization, and regionalism.

Objective 3: Technology in economic development.

IV. Chairman’s ReportKimberly Nastasi, IOM thanked everyone for a great year and their participation.


5

V. Additional BusinessThe committee had no additional business.

VI. AdjournThe next meeting will take place on October 3, 2013 in Washington, DC.

COURSE RANKING2013 SUMMER COURSES

1

ELECTIVE COURSES CUMULATIVE COURSE AVERAGE

NUMBER COURSE NAME 2010 2011 2012 2013

E362 Policy Development & Implementation 4.78 4.76 4.83 4.88

E126 Dealing with Challenging Employees 4.88 4.89 4.88 4.87

E140 Building Organizational Excellence 4.72 4.78 4.67 4.84

E330 Learning to Let Go 4.62 4.65 4.78 4.80

E240 Strong Associations for the Future 4.52 4.59 4.78 4.80

E360 Rethinking Communications 4.78 4.48 4.70 4.80

E241 Strong Chambers for the Future 4.53 4.73 4.61 4.79

E230 Managing Upward 4.58 4.52 4.71 4.77

E120 Executive Law 4.69 4.73 4.60 4.76

E211 Sponsorship Solicitation 4.78 4.72 4.75 4.75

E210 Executive Finance 4.64 4.58 4.63 4.73

E310 Dues and Don’ts 4.88 4.83 4.86 4.72

E380 Delivering Value 4.74 4.78 4.74 4.72

E161 Technology Trends and Tools 4.68 4.61 4.82 4.71

E342Advanced Strategies of Community andEconomic Development* - - - 4.70

E250 Creating a Government Affairs Program* - - - 4.68

E263 Communicating Through the Media - - 4.63 4.67

E350 The Art of Persuasion and Negotiation 4.65 4.67 4.74 4.64

E244Using Data to Grow and Sustain YourOrganization 4.37 4.38 4.61 4.58

E142Fundamentals of Community andEconomic Development* 4.66 4.40 4.49 4.51

E110 Revving Your Revenue Stream 4.64 4.76 4.58 4.46

E180 Building Better Boards and Committees 4.45 4.46 4.52 4.41

E331 CEO Lessons Learned 4.44 4.36 4.63 4.32

E243 Developing a Competitive Workforce 4.83 - - 4.18

E270 Passport to Global Business 4.76 - - -

E340 Building Exceptional Staff and Teams* 4.75 - - -

E332 Projecting Professionalism 4.53 - - -

- No data gathered* Indicates new course title in 2013

COURSE RANKING2013 SUMMER COURSES

2

CORE COURSES CUMULATIVE COURSE AVERAGE


C220 Is that Legal? 4.76 4.85 4.81 4.86

C230 Managers Who Motivate 4.62 4.74 4.60 4.82

C180 Guide to Governance 4.64 4.69 4.78 4.81

C440 Collaborative Leadership 4.57 4.30 4.16 4.78

C250 Customer Service Inside and Out 4.85 4.76 4.70 4.77

C340 Strategic Planning 4.77 4.80 4.74 4.76

C125 Hiring, Firing and Everything in Between 4.81 4.80 4.84 4.75

C260 Marketing Strategies 4.60 4.65 4.63 4.73

C341 Win-Win Partnerships 4.69 4.28 4.24 4.72

C150 Speaking with Confidence 4.93 4.75 4.84 4.69

C441 Industry Forecast 4.52 4.60 4.44 4.67

C380 Volunteer Management 4.50 4.42 4.74 4.66

C330 Everyday Ethics 4.38 4.53 4.64 4.66

C430 Becoming a Strategic Manager 4.56 4.55 4.58 4.64

C360 Innovate or Die 4.41 4.35 4.49 4.61

C130 Unleash the Leader Within 4.67 4.81 4.42 4.59

C460 Integrating Strategic Technology Solutions 4.57 4.72 4.69 4.56

C185Recruit, Retain, and Reward YourMembers 4.67 4.54 4.74 4.50

C261 Events: Strategy and Operations 4.38 4.54 4.46 4.46

C310 Budgeting and the Bottom Line 4.48 4.26 4.54 4.41

C490 IOM and Beyond 4.71 4.83 4.74 4.39

C110 Financial Fitness 4.36 4.57 4.50 4.37

C270 Effective Government Affairs Programs 4.30 4.56 4.43 4.26

C470 Advocacy and Alliances 4.30 4.33 4.37 4.17

- No data gathered

* Indicates new course title in 2013

COURSE RANKING2012 ACADEMIC YEAR (SUMMER 2012 AND WINTER 2013)

3

ELECTIVE COURSES CUMULATIVE COURSE AVERAGE


E126 Dealing with Challenging Employees 4.82 4.90 4.83 4.86

E362Policy Development &Implementation 4.82 4.82 4.82 4.86

E310 Dues and Don’ts 4.71 4.85 4.80 4.83

E240 Strong Associations for the Future 4.30 4.32 4.59 4.83

E330 Learning to Let Go 4.71 4.65 4.75 4.81

E380 Delivering Value 4.68 4.78 4.75 4.77

E161 Technology Trends and Tools 4.64 4.71 4.58 4.76

E211 Sponsorship Solicitation 4.78 4.79 4.59 4.74

E230 Managing Upward 4.59 4.64 4.61 4.74

E350 The Art of Persuasion and Negotiation* 4.55 4.64 4.65 4.73

E360 Rethinking Communications 4.39 4.70 4.54 4.71

E140 Building Organizational Excellence 4.78 4.76 4.78 4.65

E120 Executive Law 4.65 4.71 4.73 4.64

E241 Strong Chambers for the Future 4.71 4.58 4.67 4.62

E210 Executive Finance 4.68 4.69 4.64 4.61

E331 CEO Lessons Learned* 4.34 4.50 4.50 4.61

E263 Communicating Through the Media* - - - 4.59

E244Using Data to Grow and Sustain YourOrganization 4.37 4.38 4.61 4.59

E110 Revving Your Revenue Stream 4.72 4.65 4.73 4.58

E180 Building Better Boards and Committees 4.59 4.41 4.45 4.50

E142 Economic Development 4.59 4.61 4.49 4.49

E243 Developing a Competitive Workforce 4.54 4.54 4.60 4.27

E270 Passport to Global Business 4.66 4.76 - -

E340Staffing the 21st Century NonprofitOrganization 4.72 4.68 - -

E332 Projecting Professionalism 4.63 4.54 - -

- No data gathered


COURSE RANKING2012 ACADEMIC YEAR (SUMMER 2012 AND WINTER 2013)

4

CORE COURSES CUMULATIVE COURSE AVERAGE


C150 Speaking with Confidence* 4.70 4.89 4.79 4.86

C125 Hiring, Firing and Everything in Between 4.79 4.81 4.81 4.83

C220 Is that Legal? 4.80 4.75 4.85 4.81

C180 Guide to Governance 4.77 4.66 4.73 4.80

C490 IOM and Beyond 4.73 4.69 4.74 4.77

C185Recruit, Retain, and Reward YourMembers 4.74 4.66 4.59 4.72

C340 Strategic Planning 4.73 4.77 4.81 4.70

C460Integrating Strategic TechnologySolutions* 4.69 4.64 4.73 4.69

C260 Marketing Strategies 4.41 4.54 4.67 4.66

C380 Volunteer Management 4.27 4.41 4.54 4.63

C250 Customer Service Inside and Out 4.78 4.82 4.77 4.63

C330 Everyday Ethics 4.26 4.39 4.59 4.62

C360 Innovate or Die* 4.14 4.16 4.36 4.58

C430 Becoming a Strategic Manager - 4.40 4.58 4.55

C310 Budgeting and the Bottom Line 4.29 4.52 4.33 4.55

C230 Managers Who Motivate 4.12 4.62 4.42 4.54

C110 Financial Fitness 4.33 4.36 4.50 4.54

C130 Unleash the Leader Within* 4.54 4.57 4.66 4.53

C441 Industry Forecast 4.58 4.47 4.63 4.47

C270 Effective Government Affairs Programs 4.44 4.39 4.56 4.47

C440 Collaborative Leadership 4.37 4.55 4.32 4.35

C261 Events: Strategy and Operations 4.31 4.39 4.56 4.30

C341 Win-Win Partnerships 4.32 4.59 4.36 4.28

C470 Advocacy and Alliances 4.47 4.37 4.33 4.10

- No data gathered


COURSE POPULARITY2013 SUMMER COURSES

1

ELECTIVE COURSES ENROLLMENT

COURSE TITLE 2010 2011 2012 2013

E241 Strong Chambers for the Future 129 134 124 122

E380 Delivering Value 107 91 105 116

E142Fundamentals of Community and EconomicDevelopment*

77 69 62 100

E110 Revving Your Revenue Stream 76 75 80 99

E140 Building Organizational Excellence 50 58 92 94

E350 The Art of Persuasion and Negotiation 65 92 82 94

E211 Sponsorship Solicitation 114 104 92 91

E161 Technology Trends and Tools 75 110 65 86

E360 Rethinking Communications 79 78 85 82

E244 Using Data to Grow and Sustain Your Org. 77 77 79 82

E331 CEO Lessons Learned 79 87 92 75

E180 Building Better Boards and Committees 70 86 85 74

E120 Executive Law 46 74 56 74

E230 Managing Upward 70 74 46 70

E310 Dues and Don’ts 33 49 55 64

E263 Communicating Through the Media - - 92 62

E330 Learning to Let Go 47 55 52 61

E210 Executive Finance 51 38 57 60

E262 Policy Development and Implementation 51 59 53 54

E126 Dealing with Challenging Employees 21 32 58 52

E243 Developing a Competitive Workforce 12 - - 43

E250 Creating a Government Affairs Program* - - - 42

E342Advanced Strategies of Community andEconomic Development*

- - - 38

E240 Strong Associations for the Future 24 25 31 17

E332 Projecting Professionalism 44 - - -

E270 Passport to Global Business 34 - - -

E340 Building Exceptional Staff and Teams* 33 - - -

- No data gathered


COURSE POPULARITY2012 ACADEMIC YEAR (SUMMER 2012 AND WINTER 2013)

2

ELECTIVE COURSES ENROLLMENT

COURSE TITLE 2009 2010 2011 2012

E241 Strong Chambers for the Future 136 150 170 157

E380 Delivering Value 149 131 127 141

E331 CEO Lessons Learned* 122 115 122 125

E211 Sponsorship Solicitation 142 139 138 121

E140 Building Organizational Excellence 105 80 85 120

E180 Building Better Boards and Committees 60 86 115 114

E350 The Art of Persuasion and Negotiation* 77 86 122 112

E360 Rethinking Communications 127 110 105 112

E110 Revving Your Revenue Stream 126 94 101 114

E143Using Data to Grow and Sustain YourOrganization

40 105 96 114

E263 Communicating Through the Media* - - - 114

E142 Economic Development 93 101 102 92

E210 Executive Finance 91 50 68 87

E161 Technology Trends and Tools 134 92 147 82

E220 Executive Law 48 70 83 82

E310 Dues and Don’ts 40 43 70 80

E330 Learning to Let Go 44 62 79 78

E126 Dealing with Challenging Employees 23 32 48 77

E262 Policy Development and Implementation 101 71 94 72

E230 Managing Upward 94 93 103 70

E240 Strong Associations for the Future 57 47 39 47

E243 Developing a Competitive Workforce 27 34 13 18

E340Staffing the 21st Century NonprofitOrganization

52 59 - -

E332 Projecting Professionalism 54 51 - -

E270 Passport to Global Business 34 36 - -

- No data gathered


FACULTY COMPOSITION

ANALYSIS

1

2013 SUMMER FACULTY

Course Evaluation Summer Average: 4.52 (49)o Professor 4.72 (2)o Expert 4.63 (4)o Consultant 4.57 (22)o Practitioner 4.43 (21)

2012 ACADEMIC YEAR FACULTY

Course Evaluation Average: 4.52 (50)o Professor 4.77 (2)o Expert 4.60 (4)o Consultant 4.50 (23)o Practitioner 4.50 (21)


Course Evaluation Average: 4.49 (51)o Expert 4.60 (4)o Professor 4.58 (2)o Consultant 4.55 (19)o Practitioner 4.43 (26)


Course Evaluation Average: 4.51 (56)o Expert 4.63 (4)o Consultant 4.56 (23)o Practitioner 4.46 (27)o Professor 4.35 (2)

Note: Course evaluation scores are based on a five point scale.

INSTITUTE FOR ORGANIZATIONMANAGEMENT

2013 Syllabi for Core and Elective Courses

Please note: This document is a work in progress designed for the purpose of elaborating on coursecontent. Final adjustments will continue as Institute faculty and volunteers provide input.

ii

TABLE OF CONTENTSOVERVIEW OF CURRICULUM........................................................................................................................... 1

FIRST YEAR COURSESC110 - Financial Fitness ...............................................................................................................................................................................2C125 - Hiring, Firing and Everything In Between ........................................................................................................................................3C130 - Unleash the Leader Within ...............................................................................................................................................................4C150 - Speaking with Confidence ..................................................................................................................................................................5C180 - Guide to Governance..........................................................................................................................................................................6C185 - Recruit, Retain, and Reward Your Members.....................................................................................................................................7

SECOND YEAR COURSESC220 - Is That Legal?...................................................................................................................................................................................8C230 - Managers Who Motivate ...................................................................................................................................................................9C250 - Customer Service Inside and Out .....................................................................................................................................................10C260 - Marketing Strategies........................................................................................................................................................................11C261 - Events: Strategy and Operations......................................................................................................................................................12C270 - Effective Government Affairs Programs...........................................................................................................................................13

THIRD YEAR COURSESC310 - Budgeting and the Bottom Line .......................................................................................................................................................14C330 - Everyday Ethics...............................................................................................................................................................................15C340 - Strategic Planning............................................................................................................................................................................16C341 - Win-Win Partnerships ....................................................................................................................................................................17C360 - Innovate or Die................................................................................................................................................................................18C380 - Volunteer Management ...................................................................................................................................................................19

FOURTH YEAR COURSESC430 - Becoming a Strategic Manager .........................................................................................................................................................20C440 - Collaborative Leadership .................................................................................................................................................................21C441 - Industry Forecast .............................................................................................................................................................................22C460 - Integrating Strategic Technology Solutions........................................................................................................................................23C470 - Advocacy and Alliances...................................................................................................................................................................24C490 - IOM and Beyond ............................................................................................................................................................................25

GROUP ONE ELECTIVESE110 - Revving Your Revenue Stream.........................................................................................................................................................26E120 - Executive Law ................................................................................................................................................................................27E126 - Dealing with Challenging Employees...............................................................................................................................................28E140 - Building Organizational Excellence ................................................................................................................................................29E142 - Fundamentals of Community and Economic Development ..............................................................................................................30E161 - Technology Trends and Tools...........................................................................................................................................................31E180 - Building Better Boards and Committees ..........................................................................................................................................32

GROUP TWO ELECTIVESE210 - Executive Finance ...........................................................................................................................................................................33E211 - Sponsorship Solicitation...................................................................................................................................................................34E230 - Managing Upward ..........................................................................................................................................................................35E240 - Strong Associations for the Future ..................................................................................................................................................36E241 - Strong Chambers for the Future ......................................................................................................................................................37E243 - Developing a Competitive Workforce ...............................................................................................................................................38E244 - Using Data to Grow & Sustain Your Organization .....................................................................................................................39E250 - Creating a Government Affairs Program.........................................................................................................................................40E263 - Communicating Through the Media ................................................................................................................................................41E270 - Passport to Global Business ............................................................................................................................................................42

GROUP THREE ELECTIVESE310 - Dues and Don’ts .............................................................................................................................................................................43E330 - Learning to Let Go .........................................................................................................................................................................44E331 - CEO Lessons Learned ...................................................................................................................................................................45E340 - Building Exceptional Staff and Teams............................................................................................................................................46E342 - Advanced Strategies of Community and Economic Development .....................................................................................................47E350 - The Art of Persuasion and Negotiation...........................................................................................................................................48E360 - Rethinking Communications ...........................................................................................................................................................49E362 - Policy Development and Implementation..........................................................................................................................................50E380 - Delivering Value.............................................................................................................................................................................51

1

Overview of Curriculum

From membership recruitment and retention to legal issues and budgeting and marketing,Institute offers education on running a nonprofit organization. In addition, its curriculum isaligned with the knowledge requirements for the CAE and CCE nonprofit industrycertifications, enabling participants to achieve all their professional goals. In total,participants who complete the four-week program earn 96 credit hours toward their CAEcertification or 28 points toward their CCE certification.

The courses at Institute are taught by instructors from various backgrounds, includingexecutives of associations, chambers of commerce, and nonprofits; industry consultants;lawyers and CPAs; and university faculty. Their in-depth instruction combines practical andacademic experience and is designed to help participants explore cutting-edge ideas and bestpractices to strengthen their organizations.

Both core and elective courses comprise Institute’s curriculum.

Core CoursesDuring each week of Institute, participants engage in six, three-hour core courses. Thesecourses ensure that upon completion of the program, all facets of nonprofit managementhave been covered.

Elective CoursesInstitute’s two-hour elective courses allow participants to delve deeper into specific areas ofinterest and to choose courses tailored to their individual needs. Participants take oneelective from each of three groups.

Course curriculum is reviewed and updated annually by the Curriculum Committee usingdata from course evaluations and feedback from participants and volunteers. Faculty aresurveyed on an annual basis for suggestions and content improvements.The themes for each of the four years are as follows:

Syllabus Format

Course Description

3 Course Objectiveso Highlighted in boldo Must be included in handoutso Recommended % time-allotments giveno Basis for course evaluations

Tools for Instructoro Suggested class exercises

Designed to encourage interaction and discussion to enhancestudents’ learning

o Additional learning opportunities Related core courses and electives

2

C110 Financial Fitness

Course Description:One of the leading reasons for subpar financial performance and job loss in the nonprofitindustry is poor financial managerial skills. Don’t let this area be the cause of your demise.

Course topics include:

How to increase understanding and establish better comprehensive financialreporting procedures and analysis.

o 50%o What makes a non-profit organization different from a for-profit company

i.e. 501(C)(3) vs. 501(C)(6)o Creating clear reports for the board, staff, and memberso Analyzing income statements and balance sheet statementso Touch briefly on budgeting (segue into 3rd year Budgeting and the Bottom

Line course)

Internal control building blocks and how to better implement strong internalfinancial controls.

o 30%o Provide examples and stories around typical problem and high risk control

areaso Discussion points: What can go wrong? Biggest mistakes.o Reality check: Is your organization in danger? Always assume the answer is

Yes!

How audits have changed in recent years and how to be better prepared tomeet the new standards.

o 20%o Finding an auditoro Audit committeeso Audit reports:o Opiniono Internal Controls (SAS 112 Letter)o Required Communications (SAS 114 Letter)

Suggested class exercises:

Practice analyzing statements

Case study

Additional learning opportunities:

C310 Budgeting and the Bottom Line

E210 Executive Finance

3

C125 Hiring, Firing, and Everything In Between

Course Description:Recruiting, retaining, and supporting employees can be among the most difficult and time-consuming duties of any supervisor. Learn techniques for managing employees—fromrecruitment to separation—and key benefit trends for retention.


Hiring, orienting, and training top-notch employees.o 40%o Writing good, clear position descriptionso Recruiting – good, bad, and illegal interview questionso Training staff and encouraging professional development

Orientation procedures

Promoting quality work performance.o 40%o Auditing jobs and skills (communication, organization, leadership,

interpersonal relations, judgment and decision making, and analytical ability)o Establishing criteria for performance appraisalso Promoting quality of work performanceo Handling termination

Ensuring compliance.o 20%o Legal documentationo Overview of HR laws and regulations


Position description write-up

Brainstorming good interview questions

Case study


C220 Is That Legal?


4

C130 Unleash the Leader Within

Course Description:As we manage people, tasks, and our careers, focusing on our personal leadership stylesometimes falls to the wayside. Leadership is an integral part of becoming a successfulprofessional. Acquire the skills you need to become the leader you want to be.


Tools needed to be a leader.o 33%o Describe the leadership environmento Key leadership skills and characteristicso Understanding the difference between leadership and managemento Leadership myths and misconceptions

Ex: Leaders are born, not made; title or position equals leadership

Deterrents to successful leadership.o 33%o Understanding your weaknesseso Ethical challenges

Styles of effective leaders.o 34%o Qualities of successful leaders and different types of leaders (i.e., CEO,

manager).o Explore how leadership style, follower readiness, and emotional intelligence

interact.o Understanding your leadership style.


Leadership style test

Comparing and contrasting managers and leaders

Share personal best-leadership experiences

Case study


C440 Collaborative Leadership

5

C150 Speaking with Confidence

Course Description:Crafting an important message can be a difficult skill to master. Learn to communicate yourmessage whether in the mailroom or boardroom.


Honing your communication skills.o 40%o Tailoring the speech/presentation to meet the needs of your audienceo Anticipating and handling questions from the audienceo Overcoming fears & weaknesseso Examples of different presentations: PowerPoint, Webinar, etc.o Giving testimonies (review briefly)

Crafting your ideas into messages that resonate.o 40%o Basic listening skillso Understanding your audience

Being sensitive to diversity (e.g. race, ethnicity, gender, religion,age, sexual orientation, nationality, disability, appearance,geographic location, and professional level)

o Strategies for diagnosing listening preferenceso Interpersonal and written communication skills

Building an effective presentation.o 20%


Self-analysis test on listening styles

Deliver mini-impromptu speeches and mock media interviews


C260 Marketing Strategies

E263 Communicating Through the Media


E360 Rethinking Communications

6

C180 Guide to Governance

Course Description:A sound governance structure is needed to ensure success at all levels of an organization.Create a great organization through strong relationships with volunteers.


Building a solid governance structure.o 40%o Is governance structure in line with the mission?o Determine board, committee, and task force structure

Enhancing volunteer support for governance.o 30%o Tie into organization missiono Helping to create and change governance structure

Key tips and best procedureso Establishing priorities with volunteer leadershipo How do you get them on board; developing leadership

Reviewing key governance documents.o 30%o Schedule for reviewo Articles, bylaws, policieso Do they reflect current regulatory requirements?


Ask students to bring a copy of their organization’s bylaws and articles to class toreview

Review model governance documents as examples

Case study


C380 Volunteer Management


7

C185 Recruit, Retain, and Reward Your Members

Course Description:Organizations that retain their members listen to them and exceed their expectations.Identify the myths and realities about keeping members and become familiar withapproaches that you can use to deliver products and services to meet members’ ever-changing needs.


Typical member retention rates and patterns.o 30%o Recruiting new memberso Invest in systems, databases and supporting technology to improve efficiency

in managing membership (lead-in for technology elective, touch on as introonly)

Ex.: track frequency of participation Ex.: focus on top 100 customers who know you and like

participating in your programso Cost of member turnovero Why members don’t returno Why members don’t complaino Target marketing campaign (tie-in to Marketing class)

Ways to gauge member needs and satisfaction.o 40%o Conduct needs-analysis and environmental scan to determine current

members’ needs in the context of the chamber’s or association’s missionand objective

o Plan and implement recruitment and retention programs based on thestrategic plan and results of the needs-analysis

o Increase member participationo Measure member satisfaction

Techniques to identify and deliver the products and services your memberswant.

o 30%o Identify and implement strategies to continually gather member feedback and

to increase member return on investmento Customer rewardso Best customer program and incentiveso Customer service basics (lead-in for Customer Service 2nd year course)


Success stories from other chambers

Cost of turnover worksheet exercise

Survey students on membership status prior to start of class to better tailorpresentation

Case studyAdditional learning opportunities:

C250 Customer Service Inside and Out

8

C220 Is That Legal?

Course Description:Perhaps the most important part of any job is knowing the law. Don’t put your career on theline because you are simply misinformed on legal issues.


Corporate and operational legal issues.o 30%o Organization and management documents, publications, reports, and other

documents in compliance with legal requirementso Importance of incorporation versus unincorporation, bylaws, and minuteso Employment lawo How to select legal counsel

Areas in which legal problems are most likely to occur.o 30%o Insurance coverageo Issues in employment law

Terminating employees Employment-at-will doctrine Illegal questions to ask when hiring (covered somewhat in C125

Hiring, Firing, and Everything in Between) Sexual harassment Discrimination: the different types and specific laws against Disabilities: what does & doesn’t qualify

o Publications Copyrights Defamation/Libel Invasion of privacy Endorsements Work for hire

Legal trends that affect nonprofits.o 40%o Taxation

Tax exempt status Unrelated business income Advertising income

o Sarbanes-Oxleyo Not-for-profit lawo Antitrust lawo Tort liability


Case study


E220 Executive Law

9


Course Description:You play an integral part in empowering your colleagues to achieve greatness. Learn how toassess and improve your own management style to tailor to the needs of your diverseworkforce.


Developing your personal management style.o 40%o Developing a personal action plan for improvement

Understanding a diverse workforce to effectively reward and recognizeemployees.

o 40%o Define “diverse”

Ethnic, generational, sexual, racial, religiouso Create a climate of acceptance, understanding, and respect for diversityo Use accountability measures to manage for desired resultso Recognize different behavior styles and adapt to meet their preferenceso Explore elements of building strong relationships with others

Managing conflict and change.o 20%o Common pitfalls and how to avoid themo Techniques for successo The other side of the coin—managing agreement, status quo


Case study



E330 Learning to Let Go

10

C250 Customer Service Inside and Out

Course Description:It is essential to possess a customer service mentality. Discover ways to outline and refine aquality vision statement for your customers to keep them satisfied.


Defining a customer service vision for your organization or department.o 40%o Identify ways to make your organization or department’s processes, policies,

and procedures conducive to providing exceptional customer serviceo Understand who the customer is, both internally and externallyo Include a “quality” elemento Implementing a customer service program

Earning a reputation for superior customer service.o 40%o Benefits of creating loyal memberso Steps for creating loyal memberso Setting up a quality assurance program

Managing customer expectations.o 20%o Setting reasonable expectationso Identifying how to use positive communication when offering member

serviceo How to serve upset members by learning how to calm themo How to address abusive members (cover if applicable to attendees)


Self-evaluation test

Case study



E380 Delivering Value

11


Course Description:Learn how to create and implement a marketing plan to promote your organization andcommunity. Find out how to target specific audiences, develop effective one-to-one andone-to-many communications, and assess marketing programs.


Key elements of a marketing plan.o 40%o Learn how to create a marketing plan to promote initiatives, programs,

products, and serviceso Review the basics of market segmenting, targeting, and positioning

techniques

Techniques for researching your audience and measuring success.o 40%o Build awareness and visibility of the organization through marketing and

communicationso Embrace member and market research as a key organizational drivero How to develop and deliver targeted messages about your community or

industry

Marketing tools for nonprofits.o 20%o Use technology in marketing communications (brief lead-in to the

Technology course)o Gain an appreciation that successful marketing includes the whole

organization and supports the organization’s long-term plan


Case study


C460 Integrating Strategic Technology Solutions


E140 Building Organizational Excellence

12


Course Description:Events and programs typically bring together a wide range of stakeholders for a specificpurpose. Examine events that exceed the needs and expectations of all involved.


Create events with a strategic purpose and tactical event planning.o 40%o Reevaluating your sacred cows.o Does your program align with your overall mission?o What’s a successful program or event?

Use technology to effectively reduce costs, reach a larger audience, andstreamline processes.

o 20%o Pricing development based on total costs including staff and overhead.o Technologies used throughout the event planning and implementation

processes.

Logistical operations, budgeting, and staff time.o 40%o Discuss staging an environment that yields success.o Key components: venues, evaluations, registration, and atmosphere.


Breakouts


C360 Innovate or Die



13

C270 Effective Government Affairs Programs

Course Description:Nonprofits serve as advocates for their members and communities. No matter yourexperience or your organization’s size, organizing a grassroots network doesn’t have to beoverwhelming. Learn the basics of a successful approach to legislative advocacy and policy.


Why nonprofits should be active on the legislative front.o 20%o Key benefits

Form a legislative policy.o 40%o When and how to communicate the policy to elected officialso Approaches to advancing your legislative agenda

Run a grassroots network.o 40%o The process of identifying and tracking pertinent legislationo How your organization can educate members on political issues


Drafting a policy

Case study




14


Course Description:Every organization tries to stretch available dollars as far as possible through wise spending,responsible income forecasts, and sound expense projections. Examine the concepts youneed to put together meaningful budget-based financial reports to help you better manageyour organization during difficult times.


Developing program-based budgeting for tracking the real financial resultsand staying ahead of the curve.

o 40%o How to get the nonfinancial manager involvedo Monitoring financial performanceo Learn how to incorporate projections into the process

Building a better budget.o 40%o Stepping into the processo Building ownership and involvemento Budget tools and templates

Exploring other critical budget considerations.o 20%o Reserves and reserve policieso Capital budgetso In-kind contributions and giftso Budgeting for salaries, strategies and toolso Contingency budgetso Cash flow considerations


Budgeting exercises

Case study





E211 Sponsorship Solicitation

15

C330 Everyday Ethics

Course Description:Become aware of the pitfalls, red flags, and troublesome routine activities to avoid. Learnhow to protect your character and your organization.


Examine how individuals and/or organizations think, act, and developpolicies.

o 30%o Define ethics and integrityo Essential tools to develop values and ethics documents and statements

Learn how to perform an ethical analysis of an organization.o 30%o Developing a code of conducto Performing code of conduct testso Measuring standards

Determine if structure or policy changes are necessary to avoid ethicalconflicts.

o 40%o Managing unethical behavioro Leading with integrityo Ethical areas for organizations

Membership: dues and qualifications; referrals and bids Leadership qualifications By-Laws: application and consistency Communication Policy positions Personnel Committees Facilities Elections Benefits


Self-analysis or company-analysis

Case study




16

C340 Strategic Planning

Course Description:Successful organizations plan strategically for the future. By following a few basic principles,your organization can develop a strategic plan to give direction to your organization.


Processes for strategic planning.o 30%o Develop a focused mission and vision statement

Critical elements and characteristics of a mission Brainstorming challenges Communicate to members, staff, public

o Declaration of principleso Goals, strategies, and tactics.

Strategic planning tools and techniques.o 40%o Establish and implement a strategic planning processo Discuss trends and methodologies in strategic planning (rolling, strategic

plan, balanced score card, etc.)o The board retreat

How to translate the strategic plan into action.o 30%o Develop a business plan with tactics that advance the strategic goalso Systematic structure to monitor and adjust strategieso Keeping stakeholders informed of the plan


Best practices; bring sample plans to class

Examples of mock plan

Case study



17

C341 Win-Win Partnerships

Course Description:Long and short-term partnerships with other organizations can help your organization reachcommunity goals that may be unattainable if attempted alone. Form cooperativearrangements with others to pool resources and to achieve great things.


Benefits of coalitions and strategic alliances.o 40%o What are strategic alliances and coalitions?o Key termso Why are coalitions developed?

Common reasons why coalitions are formed Major benefits Potential risks

Different types of coalitions and alliances.o 20%o Areas well-suited for partnering

Ex.: legislative, education, special events, publications, researchprojects, public relations, endorsements, and sponsorships

o Types of alliances and partnerships Ex.: networking, research, political/public policy, business,

technology, and public/private partnershipso Building alliances and coalitions within your own chamber

Ex.: top investors, CEO’s/HR directors, minority businesses,technology companies, and realtors/homebuilders

Steps for effective collaboration.o 40%o Practical steps for forming and sustaining a coalition

Characteristics of effective and successful partnerships Leveraging stakeholder networks for growth

o Handling problems that may arise When things go wrong Barriers to forming alliances Strategies to minimize barriers

o Developing international relationships (partnerships, alliances)


Brainstorm potential partnerships and alliances

Key questions to ask before moving forward with alliances

Sharing personal experiences

Case study




18


Course Description:Organizations compete to show their value and relevance among current and potential members. They arecompeting to deliver value and relevance where creativity and innovation are key. Learn how to build a creativeand innovative culture in your organization. Utilize the tools to select the best ideas, evaluate the details, andsee the best ideas through.Course topics include:

Building a creative and innovative culture to generate ideas.o 50% (includes time for the activity at the end of class)o A creative and innovative culture:

Balanced blend of methodologies, work practices, culture and infrastructure Embraces risks and wild ideas and tolerates the occasional failure Cultivates a culture of innovation and people first Allows time for brainstorming, creativity, and innovation Develops and honors talent, not seniority Strives for, measures, and exceeds quality expectations

o Ways to create a creative and innovative culture: Infuse creativity and innovation as core values Offer rewards and recognition for new ideas Collect feedback from members and discuss insights with staff Conduct brainstorming sessions to improve on services and generate new ideas for

ways to serve members Respect the ‘devil’s advocates’ on staff and listen to different perspectives Invest in developing staff to be more creative and innovative Celebrate innovation with members and in the community

Using research to determine your members’ needs and discerning the real costs and returns.o 25%o Form a plan to review your programs, products, or services periodicallyo Research pertinent information, such as increase sales, reduce costs, and improve operations

What can we learn from others? Where can I conduct research and gather data? What is the market potential? Outside factors to consider (competition)?

o Monitor revenue supply Project-based budgeting (including staff time) Working a step-by-step new product development process Tax issues (royalty vs. unrelated business income) Labor intensiveness vs. financial gain Revenues exceed costs? (cost-benefit)

Revitalizing a product, program, service, or even your own organization.o 25%o Laying out the proposal and planning the product roll-out

Ex.: resources, logistics, audiences, design and content, pilot testing, integrationwith other programs and services, legality

o Setting metrics – conduct a new products audit (benchmarking)Class exercises: To be held on the tail end of the class and lasts 30 minutes (leave 10 minutes at the end ofclass to wrap up). Divide the class into 3 groups and have them come up with 50 ideas in 30 minutes aboutwhat a new type of event called Shmooza Palooza would look like in their organization. Provide each groupwith flip chart paper to document ideas and other thought provoking items such as magazines, notepads, andmarkers to help them visualize their ideas. All ideas will be organized/summarized and emailed out to the classafter Institute for possible implementation.

19


Course Description:It is challenging to attract and retain quality volunteer leaders. Examine leadership andsuccession programs in nonprofit organizations through strategic volunteer management.


Developing volunteer leadership.o 30%o Ensure that volunteer leadership represent the diversity of the membership

Ex.: type of businesses, age, gender, ethnicity, geography (CAE)o Create opportunities for members to participate in activities and

advancement Ex.: focused, short-term volunteer opportunities; committee

participation, leadership roleso Educate and orient board members, volunteers, and staff regarding their

roles and responsibilities

Implementing successful strategies to recruit organizational leadership.o 50%o Develop a list of available positionso Maintain an appropriate volunteer recruitment, training, recognition, and

accountability systemo Discuss procedures to recognize, reward, and hold volunteers accountable

Building a volunteer structure for future leaders to emerge.o 20%o Establish a succession plan for volunteer leadershipo Develop volunteer-staff partnership modelso Sound trainingo Motivate


Case study



E180 Orientation for Board Success

20

C430 Becoming a Strategic Manager

Course Description:Management is one thing; becoming a strategic manager takes you to the next level.Strategic managers think for the future and strive to develop others and prepare teams tofunction for what’s ahead.


Solving problems with creativity.o 33%o How to think strategicallyo Using a process to analyze a problem without jumping to conclusionso Encouraging innovation in others to develop new solutions to problems

Training staff and volunteers to enhance their leadership potential.o 33%o Understanding training and development needso Providing a variety of development options appropriate for staff and

volunteerso Focusing on strengths instead of weaknesseso Ensuring transfer of learningo Mentoring as a leadership development tool

Building dynamic teams for success.o 34%o Key factors of successful teamso Teams versus work groups and identifying barriers to teamworko Encouraging, understanding, and maximizing the power of all types of

diversity


A real workplace problem to solve

A team effectiveness assessment

Case study


C125 Hiring, Firing, and Everything in Between




21


Course Description:Maximize your organization’s potential and create a synergistic environment through trust,appropriate culture, and the ability to affect change.


Building trust and relationships for success.o 33%o Understanding the impact and types of trust in the workplaceo Tools to use to build trusto Developing relationships and strategic networks across organizational

boundaries for successful collaborationso Promoting a climate of trust in the community/profession

Developing a culture of leadership.o 33%o Understanding the pros and cons of different organizational cultureso Promoting a culture that is sensitive and responsive to the needs, interests,

and values of the membershipo Tools to sustain a leadership culture

Leading change.o 34%o Understanding your change styleo Key success factors for affecting changeo Taking the vision and mission of the organization forwardo Being a champion of change for others and dealing with resistance to change


A culture survey

A change style assessment

A case study of collaboration across communities – logistical or professional



C330 Everyday Ethics

C340 Strategic Planning



E240/241 Strong Associations/Chambers for the Future

22

C441 Industry Forecast

Course Description:Is your organization ready for the future? Explore trends and issues affecting the nonprofitworld and prepare for the future.


Discovering essential industry trends.o 33%o Environmental/societal trendso Industry trendso Globalizationo Consolidations and mergerso Workforce changeso Outsourcing and co-sourcingo Competition vs. alliances

Understanding how the changing complexities of the global market affectyour members.

o 33%o What, how, when?

Exploring the technology horizon.o 34%o What, how when?o Web-based communications and outreach


Case study

23

C460 Integrating Strategic Technology Solutions

Course Description:Integrating a dynamic website, contact database, and accounting program is essential indoing business today. Take the necessary steps to further develop a technology plan thatworks for your organization.


Creating a technology plan and budget.o 50%o Understanding what technology toolset (i.e., information systems, databases,

communication technologies, web technologies) is needed to supportassociation goals and activities (CAE)

o Plan for implementation issues, staff issues, and culture change issues

Weighing the costs, benefits, and return on investment of technologysolutions.

o 25%

Protecting and maintaining your technology solutions.o 25%o Identify areas in which new technology tools can improve design,

development, and delivery of products and services (CAE)o Understand the pros and cons of Web 2.0/Social Networking toolso What’s new


Case study

24


Course Description:Once your advocacy program is in place, you are ready to take the next steps. Delve into theins and outs of the different channels of coalition building, grassroots management, politicalendorsements, and election activity.


Developing political coalitions and alliances.o 50%o Campaign activitieso Building coalitionso Finding issues in commono Preparing issue papers and other materialso Grassroots networks

Building an airtight endorsement strategy.o 30%o Political endorsements

Are they right for you?o Developing and maintaining written criteria for endorsement processo Consistently applying process

Strategizing for advancing your legislative agenda, including eAdvocacy.o 20%o Creating and maintaining a PAC

State and federal ruleso Gaining the support of your boardo Election activity


Case study




25

C490 IOM and Beyond

Course Description:Review your Institute experience and discuss professional development through aroundtable discussion with your peers. Learn what exists beyond Institute, as well as ways tostay involved in the program.


Your professional certification.o 25%o Take sample CAE or CCE exam under real-life testing conditionso Review answerso Discuss certification process

Work/life balance.o 25%

IOM lessons learned and applied.o 50%o Institute overviewo Volunteering

Class advisors, board


Share experiences

Sample CAE or CCE exam

26


Course Description:Identify new ways to fundraise, sponsor, and build partnerships to bring revenue into yourorganization. Learn the steps involved to establish partnerships, including due diligence andsafeguards to protect your organization and its members.


Discover avenues to bring revenue into your organization.o 40%o Grant Writing

Examine potential new sources of non-dues revenue through creativefunding.

o 40%

Understand the financial and legal implications associated with differentrevenue streams.

o 20%


Quick 10 minute brainstorming/idea exchange session





27

E120 Executive Law

Course Description:There are many situations in which your organization might be found legally responsible.Examine common areas of risk for nonprofit membership organizations and discussstrategies to manage liability risk.


Issues that land a nonprofit professional in legal trouble.o 30%o Common hazard situations and how to avoid them.

Safeguards to follow to protect your organization.o 40%o Duty of care, duty of loyalty, and duty of obedience.

Roles and responsibilities of the board, committees, and task forces.o 30%


C220 Is That Legal?

28

E126 Dealing with Challenging Employees

Course Description:Handling difficult employee situations can be one of the most tedious and anxiety-producingaspects of management. By managing such situations effectively, it is often possible to turn adifficult situation into a great one.

Course topics include:o Defining unsatisfactory employee performance behaviors.

o 40%

o Learning tools and techniques to address problematic staff behavior.o 30%

o Taking action if you can’t turn it around.o 30%


Position description write-up

Brainstorming good interview questions

Case study


C220 Is That Legal?


29


Course Description:Excellent organizations begin with integrity. Dig deep within your organization to find thecore values to surpass expectations.


Identifying the principles and best practices of successful organizations.o 25%o Characteristics of successful organizations

Benchmarking your organization’s performance against the standards ofother top organizations.

o 50%o Suggested metricso Conducting an organizational assessment (tie-in to elective class)

What is an assessment? Why perform an assessment? Accreditation?

o Internal: staff, board, volunteerso External: members, community, prospectso Outlining desired resultso Performing a SWOT analysiso Organizational climate assessments

Surveys, questionnaires, open forums, focus groups

Implementing best practices.o 25%o Provide examples or case studies


Case study (of a dysfunctional organization, then test knowledge learned)

Benchmarking activity

Examples of best practices in chambers and associations

30

E142 Fundamentals of Community and Economic Development

Course Description:Learn how to structure and implement an economic development plan to ensure theretention and growth of your community’s business base.


Definition of economic development, including the various types and forms.o 50%

How to develop existing business retention and expansion programs.o 25%

Build collaborative economic development relationships and receiveexamples of funding structures for economic development organizations.

o 25%



31

E161 Technology Trends and Tools

Course Description:Keeping up with technology can be challenging in any industry. Discover the latest trends inweb-based communications to effectively and efficiently grab the attention and esteem ofyour members.

Course topics include:o Using technology and social media.

o 30%

o Using social networking.o 50%

o Reaching your audience with the latest web tools.o 20%

32

E180 Building Better Boards and Committees

Course Description:Orientation sessions set the tone for new boards and create opportunities for them tooperate cohesively. Learn the essential elements of a successful orientation and techniquesto motivate your board.


Structuring a board and/or committee orientation.o 40%o Determining specific goals and outcomes of the orientationo Basic teambuilding techniqueso What to put in a board orientation packet (e.g., job description, organization

structure)o Basic team buildingo Where, When, How, and when to use an outside facilitator

Setting expectations for board and/or committee members.o 40%o Communicating the right roles and responsibilitieso Setting expectations of volunteerso How to hold board members accountableo Tips on securing time and financial commitments from new directors

Coaching the board and/or committee to think strategically.o 20%


Sample ice breakers

Discussion of board size, governance styles and challenges

Bring sample based orientation manual to class




33


Course Description:Executives who choose to ignore key financial compliance issues and rules can end up withunanswered questions in front of the board, empty corporate accounts, fired, or even jailed.This course covers advanced compliance and financial issues to keep you out of trouble.


Unrelated business income tax.o 20%o What is UBIT (unrelated business income tax)?o Definitionso Exampleso Excluded Activitieso Sponsorships Vs Advertisingo Internet

Impact of the Form 990 on your organization.o 50%o Over View of Federal Forms:

Form 990N Form 990EZ Form 990

Advanced compliance issues related to the Form 990 and governance.o 30%o Code of ethics and conflict of interest policyo Documentation rententation policyo Whistleblower policyo Board review of Form 990 policyo Compensation review and approval policy and processo Policy related to minutes for all board and committee meetingso Fin. 48 disclosure of compliance with other tax filings and positionso Disclosure of fraud if occurredo Disclosure of affiliations and joint ventures


Form 990 case study



C220 Is That Legal?


34


Course Description:Sponsoring events, publications, and programs can be a significant source of revenue. Learnhow to structure sponsorship opportunities, develop a price, and solicit the rightorganizations to meet your goals.


Develop sponsorship pricing structures, factors, and packaging.o 30%o Difference between sponsorship and advertisements

Identify the right organizations to solicit sponsorship.o 30%o Building partnerships to improve sponsor relations

Make the sponsorship sales pitch and show the return on investment (ROI).o 40%o Sponsorship menu


Share unique approaches to selling


E110 Revving your Revenue Stream

35


Course Description:You are in charge of your performance and career development. Discover new ways ofworking with your supervisor to build cooperation and achieve success that benefits both ofyou.


Understanding your manager and building the relationship.o 40%o Basic communication tipso Finding common ground

Developing your value to your organization.o 30%

Building trust with your manager.o 30%


Role playing






36

E240 Strong Associations for the Future

Course Description:Government regulation, technology, public trust, volunteerism, and a host of other issuesaffect the relevance and viability of associations. Become aware of key trends and issues thatimpact associations and discuss steps to ensure the future of the association industry.


Examine marketplace trends in the association industry – income, revenue,and membership metrics

o 33%o Causeso Implications

Identify shifts in trends to ensure that your organization stays ahead of thecurve and delivers member value.

o 33%

Investigate innovative programs, governance, and operating procedures oftrailblazing associations.

o 34%o Discuss potential gains of groundbreaking practices as well as the risks

involvedo Tips on implementing creative solutions to problemso Innovative programs from associationso The benefits and risks of innovative programs


Brainstorming

Case study of trailblazing associations



*Offered only at Midwest, Northeast, and Winter sites.

37

E241 Strong Chambers for the Future

Course Description:Government regulation, technology, public trust, volunteerism, and a host of other issuesaffect the relevance and viability of chambers. Become aware of key trends and issues thatimpact chambers and discuss steps to take to ensure the future of the chamber industry.


Discuss income, membership, and competitive marketplace trends in thechamber industry.

o 40%o Causeso Implications

Identify shifts in trends to ensure that your organization stays ahead of thecurve and delivers member value.

o 20%

Examine innovative programs, governance, and operating procedures oftrailblazing chambers.

o 40%o Discuss potential gains of groundbreaking practices as well as the risks

involvedo Tips on implementing creative solutions to problemso Innovative programs from chambers of commerceo The benefits and risks of innovative programs


Brainstorming

Case study of trailblazing chamber



38

E243 Developing a Competitive Workforce

Course Description:Employers across the nation agree that a qualified and well-trained workforce is key tosustained growth and competitiveness. Learn the various roles your organization can play inthis arena and the resources you can tap.


Overview of workforce development activities and terminology.o 25%o Basic conceptso Recent legislative activity

Common initiatives and roles of chambers in workforce development.o 40%o Key trendso How can your organization make an impacto Partnering with local government and neighboring community initiatives

Resources available to assist you in your workforce development program.o 30%o USCC/ICW resources







39

E244 Using Data to Grow and Sustain Your Organization

Course Description:The flow of knowledge is a competitive advantage. This course explores a people-first andprinciple-centered approach to leverage knowledge in nonprofits.


What is a member relationship management system, and what informationshould be captured?

o 40%

How to link member data and forecast trends.o 40%

How to develop and analyze data through surveys and other research tools.o 20%





40


Course Description:Step by step instruction on how to establish a successful government affairs programutilizing communication vehicles


Who should be involved in the program?o 33%o Memberso Government Relations committee board

What potential issues should be addressed, including structuring a legislativeagenda.

o 34%o Needs assessmento White paper spokespersono Grassroots network

Legal, financial, regulatory, and political implications.o 33%o Political activity vs. Legislative activityo PAC’so Endorsements


Pick your Government Relations committee

Pick your current issues for the survey




41


Course Description:There are times when you want or need to be out front on an issue and times when the bestdefense is a good offense. Learn how to maximize, or minimize, attention on an issue orevent with the media.


Understanding the vehicles for sending your message.o 35%o

Communicating your message with impact to different media outlets.o 35%o

Messaging with maximum preparation.o 30%o

42

E270 Passport to Global Business

Course Description:Hundreds of thousands of businesses and local communities in the United States are tied tothe international marketplace. Become a resource to your members and learn howinternational trade relates to jobs, growth, and increasing revenue – all of which are criticalto keeping your organization and theirs relevant in a new era of global business.


Ways your community and membership are affected by internationalbusiness.

40%

Learn about the myths and facts of trade, and how international business is

happening and growing communities across the country.

How trade policy can increase local economic development and foreign

investment.

How to deal with organized opposition to international business.

Educational tools your organization needs to provide to its members

30%

Learn how to create a revenue stream out of international business through

trade missions, certificates of origin, programming, etc.

How to communicate effectively with lawmakers at the federal, state, and

local levels regarding the impact of global trade on communities.

Available resources to help build an international program

30%

What are the resources available and partners to engage in order to build an

international program.

How can the government be helpful and provide assistance on a local level.

What are other organizations doing to add value to membership.





*Not offered in the 2012 Academic Curriculum (2012 summer sites and 2013 winter).

43

E310 Dues and Don’ts

Course Description:Do you plan to reevaluate or restructure your organization’s membership investmentschedule? This session looks at the major issues in developing a dues schedule and theapproaches that different organizations have used.


Advantages and risks of various dues schedules.o 25%

Steps for conducting a review of your organization’s dues structure.o 50%

Techniques to ensure smooth implementation of a dues schedule change.o 25%




44

E330 Learning to Let Go

Course Description:The stress that comes from being responsible and accountable for performance can hindersuccess and job satisfaction. Delegation gives others a greater stake in organizationaloutcomes and can increase productivity. Explore strategies for empowering others to assumemore responsibility.


What to delegate and what not to delegate.o 25%o Steps of delegationo Barriers to effective delegationo Frequent errors in delegation with impacts and remedies

How to delegate to the right person at the right time.o 50%o Are they ready to listen?

How to improve staff accountability.o 25%o Tips and toolso How to develop evidence based performance measures to ensure

performance aligns with expectations


Create a delegation checklist/plan involving current staff

45

E331 CEO Lessons Learned

Course Description:Learn how to thrive as a nonprofit executive. Gain insight and refinement as an executive inthe industry. Tips, lessons, and stories will be captured and shared during this interactivesession.


Tip sharing.o Capture and share advice and insights.o What I learned the hard way.o Simple do’s and don’tso 40%

Habits and behaviors of nonprofit executives, from challenges to everydayopportunities.

o 30%

Assessment of your career stage and growth opportunities.o Dialogue on stages and phases of one’s career.o Inventory arenas of personal growth.o Skills for the future.o 30%


Facilitated discussion of major oops and faux pas.


C490 IOM and Beyond

46

E340 Building Exceptional Staff and Teams

Course Description:The growing number of management support services has radically changed the humanresource needs of nonprofits. Learn strategies to revitalize your organization, includingreengineering staff responsibilities, outsourcing, and partnering to achieve goals.


Understanding your team – motivation, strengths, and weaknesses.o 33%o Existing talent baseo Workforce compositiono Identifying gapso Downsizing

Blending institutional knowledge with youth and new ideas.o 34%o Determining staffing costso Determining Staff vs. Volunteer Roles and Responsibilities

Knowing what and when to outsource.o 33%o Staffing options


Calculate the cost of turnover

Staffing assessment


C125 Hiring, Firing, and Everything in Between



*Not offered in the 2013 Academic Curriculum (2013 summer sites and 2014 winter).

47


Course Description:Expand your organization’s role in economic development; learn advanced strategies tocompete globally.


The art of structuring a deal, identification, and use of incentives.o 33%

Redevelopment, revitalization, and regionalism.o 34%

Technology in economic development.o 33%o


E142 Fundamental Strategies of Community and Economic Development

48


Course Description:Persuasion and negotiation require patience and determination. Learn to shift opinionsthrough key people, case studies, power words, and presentation techniques. Convinceothers to step up and take on new initiatives. Learn how to obtain the results you wantthrough negotiation.


Types of decision makers and how they can be most effectively persuaded.o 25%

Words and techniques to persuade others to action.o 50%

Plan of action for negotiations.o 50%

49


Course Description:Your communications plan needs to effectively convey organization products, programs,and services. Learn to evaluate your communications and marketing plans to ensure thatyour organization is properly branded to reach its critical audience.

Course topics include: Writing and evaluating an effective communications plan.

o 25%

Target the right audience for various communications efforts.o 25%

Determining the appropriate brand within the market.o 50%






50

E362 Policy Development and Implementation

Course Description:Policies and procedures exist to protect the organization and the professionals within it.Determine the differences between policies and procedures and learn how to implement anappropriate structure in your organization.


The differences between policies and procedures.o 35%o Distinguishing policies from procedures, positions, practices and precedentso Process for policy development

Policy implementation.o 35%o Archiving policies for quick referenceo Policy mistakeso Policy process

Policies and risk managemento 30%o Policies as a form of risk managemento The most common policies among organizationso The IRS policy recommendations



51


Course Description:Nonprofit organizations face an increasingly competitive market for members andcustomers. Learn how to develop your organization’s value proposition and convey thesignificance of your services to current and prospective members and customers.


Identifying your value proposition.o 50%o Students should be able to gain a clear understanding of what their

organization’s value proposition iso Golden handcuff principle

Communicating your value proposition.o 25%o Determine the best way to communicate value to your members

Measuring your value proposition.o 25%o Why you can’t be all things to all peopleo Hedgehog theory – focus on what you know best and what you are good at


Group exercise – practice identifying, communicating, and measuring valueproposition




CURRICULUM

RECOMMENDATIONS

1

BACKGROUND

Based on all feedback received from attendees, faculty, and volunteers during the 2013 calendar year we are looking

to review two elective courses and two core courses.

ELECTIVE COURSE CONSIDERATIONS

Courses to enhance curriculum descriptions, titles, and/or objectives

o E161 Technology Trends and Tools

Social networking and social media are the same thing. Suggestion is to change the first and

second objectives.

WHY: Feedback received that social media and social networking are the same topic, adjust

the first objective to reflect communication technology trends. Then adjust the wording for

the second objective to include social media, instead of social networking

Current objectives:

Using technology and social media.

Using social networking.

Reaching your audience with the latest web tools.

Potential new objectives:

Communication technologies.

Using social media.

Reaching your audience with the latest web tools.

o E210 Executive Finance

Review the curriculum in the E210 Executive Finance course to see if any of the content

should be included in the core finance courses.

WHY: Feedback received indicates the course E210 should be a core class for all attendees.

At this time, there is no room to add a core class. Are there key elements to E210 that could

be added to the two core finance courses already in the curriculum (C110 and C310)?

CURRICULUM

RECOMMENDATIONS

2


Description: Executives who choose to ignore key financial compliance issues and

rules can end up with unanswered questions in front of the board, empty corporate

accounts, fired, or even jailed. This course covers advanced compliance and financial

issues to keep you out of trouble.

Objectives:

o Unrelated business income tax.

o Impact of the Form 990 on your organization.

o Advanced compliance issues related to the Form 990 and governance.


Description: One of the leading reasons for subpar financial performance and job

loss in the nonprofit industry is poor financial managerial skills. Don’t let this area be

the cause of your demise.

Objectives:

o How to increase understanding and establish better comprehensive financial

reporting procedures and analysis.

o Internal control building blocks and how to better implement strong internal

financial controls.

o How audits have changed in recent years and how to be better prepared to

meet the new standards.


Description: Every organization tries to stretch available dollars as far as possible

through wise spending, responsible income forecasts, and sound expense

projections. Examine the concepts you need to put together meaningful budget-

based financial reports to help you better manage your organization during difficult

times.

Objectives:

o Developing program-based budgeting for tracking the real financial results

and staying ahead of the curve.

o Building a better budget.

o Exploring other critical budget considerations.

CURRICULUM

RECOMMENDATIONS

3

Possible new electives

o Generations in the Workplace

Given the feedback received on-site from attendees and faculty, it is recommended thatgenerational content needs to be in the curriculum. Specifically, the recommendations are tocover generational differences both with staff, volunteers, and members. Previously, thecourse E130 Understanding the Generations was in the curriculum. The course wasremoved during the 2010 Fall Board Meeting due to consistently low registration numbersand low course evaluation results. Below is the description and objectives for reference.

E130 Understanding the Generations

Description: From baby boomers to Generation Y, the dynamics of yourorganization are continually changing. Learn how to appeal to each generation andcreate an engaging environment where everyone can thrive.

Objectives:o Understanding key characteristics of the generations.

o Identifying triggers that motivate different groups to action.o Designing programs, incentives, and rewards to appeal to your staff and

members.

Should a new elective be added or should new curriculum be incorporated in an alreadyexisting course?

o Women in Business

Feedback received from both attendees and faculty suggests that content should be added tothe curriculum about developing leadership strategies for women and action steps that relateto real life issues, challenges, solutions, and opportunities.

CORE COURSE CONSIDERATIONS

Courses to enhance curriculum descriptions, titles, and/or objectives

o C185 Recruit, Retain, and Reward Your Members

Change the title around to include engage instead of reward.

WHY: Reward is a part of engagement. To encompass the entirety of engage, use the word

engage.

Potential new title: C185 Recruit, Engage, and Retain Your Members

CURRICULUM

RECOMMENDATIONS

4

o C430 Becoming a Strategic Manager

Remove the first objective and replace it with an objective on leadership trends for strategic

managers.

WHY: The first objective about creative problem solving is now covered in C360 Innovate

or Die. Leadership trends, specifically new roles and competencies identified by research that

leaders will need for the future would be a great addition to the course. The key lesson is that

a strategic manager needs to be on the forefront of how to be an effective leader.

Current objectives:

Solving problems with creativity.

Training staff and volunteers to enhance their leadership potential.

Building dynamic teams for success.

Proposed new objectives:

Leadership trends for strategic managers.

Training staff and volunteers to enhance their leadership potential.

Building dynamic teams for success.

Thursday

January 3

8:00 AM

Thursday

January 3

12:45 PM

Friday

January 4

8:00 AM

Friday

January 4

12:45 PM

Friday

January 4

3:00 PM

Saturday

January 5

8:00 AM

Saturday

January 5

10:30 AM

Saturday

January 5

1:45 PM

Sunday

January 6

8:00 AM

C125 C110 C185 E110 C150 E210 E310 C130 C180

Hiring, Firing, and

Ev. BetweenFinancial Fitness

Recruit, Retain, &

Reward Members

Revving Your

Revenue Stream

Speaking with

ConfidenceExecutive Finance Dues and Don'ts

Unleash the Leader

Within

Guide to

Governance

S. Birnbach M. Gellman P. McGaughey C. Ewart B. Graham M. Gellman C. Hight D. Aaker B. Harris

C180 C125 C110 E120 C130 E211 E330 C150 C185

Guide to

Governance

Hiring, Firing, and

Ev. BetweenFinancial Fitness Executive Law

Unleash the Leader

Within

Sponsorship

SolicitationLearning to Let Go

Speaking with

Confidence

Recruit, Retain, &

Reward Members

B. Harris S. Birnbach M. Gellman S. Erkonen D. Aaker P. McGaughey S. Birnbach B. Graham P. McGaughey

C230 C250 C270 E126 C220 E230 E331 C261 C260

Managers Who

Motivate

Customer Service

Inside and Out

Effective Govmt

Affairs Programs

Dealing with

Challenging

Employees

Is That Legal? Managing Upward CEO Lessons LearnedEvents: Strategy

and Operations

Marketing

Strategies

M. Molinary C. Newton D. Kilby S. Birnbach S. Erkonen S. Birnbach M. McCormick C. Ewart C. Hight

C250 C230 C220 E140 C270 E240 E350 C260 C261

Customer Service

Inside and Out

Managers Who

MotivateIs That Legal?

Building Org.

Excellence

Effective Govmt

Affairs Programs

Strong Assoc. for

the Future

The Art of Persuasion

and Negotiation

Marketing

Strategies

Events: Strategy

and Operations

C. Newton D. Snellen S. Erkonen B. Harris D. Kilby B. Harris D. Snellen C. Hight C. Ewart

C330 C340 C360 E142 C341 E241 E360 C310 C380

Everyday Ethics Strategic Planning Innovate or DieEconomic

Development

Win-Win

Partnerships

Strong Chambers

for the Future

Rethinking

Communications

Budgeting and the

Bottom Line

Volunteer

Management

D. Aaker B. Harris B. Graham M. Lucas M. Pivarnik D. Aaker B. Graham M. Gellman D. Snellen

C310 C330 C340 E161 C380 E243 E362 C341 C360

Budgeting and the

Bottom LineEveryday Ethics Strategic Planning

Technology Trends

and Tools

Volunteer

Management

Developing a

Competitive Workforce

Policy Development

and Implementation

Win-Win

PartnershipsInnovate or Die

M. Gellman D. Aaker C. Ewart K. Sexton D. Snellen C. Retelle B. Harris M. Pivarnik B. Graham

C441 C460 C430 E180 C440 E244 E380 C470 C490

Industry ForecastIntegrating Strategic

Tech. Solutions

Becoming a

Strategic Manager

Building Better Boards

and Committees

Collaborative

Leadership

Using Data to Grow &

Sustain Your Org.

Delivering

Value

Advocacy and

Alliances

IOM and

Beyond

C. Ewart K. Sexton D. Snellen D. Snellen G. Fine C. Hight R. Towle B. Greener M. McCormick

C430 C441 C460 C470 E263 C440 C490

Becoming a

Strategic ManagerIndustry Forecast

Integrating Strategic

Tech. Solutions

Advocacy and

Alliances

Communicating

Through the Media

Collaborative

Leadership

IOM and

Beyond

D. Snellen C. Ewart K. Sexton B. Greener B. Greener G. Fine M. Virgili

11:30 AM 4:15 PM 11:30 AM 2:45 PM 6:30 PM 10:00 AM 12:30 PM 5:00 PM 11:30 AM

Winter 2013

1-

11

-2

3-

24

-2

3-

14

-1

2-

22

-1

Monday

June 3

8:00 AM

Monday

June 3

12:30 PM

Tuesday

June 4

8:00 AM

Tuesday

June 4

12:00 PM

Wednesday

June 5

8:00 AM

Wednesday

June 5

10:30 AM

Wednesday

June 5

1:30 PM

Thursday

June 6

8:00 AM

Thursday

June 6

12:30 PM

C185 C110 C125 E110 E210 E310 C150 C180 C130

Recruit, Retain, &

Reward MembersFinancial Fitness

Hiring, Firing, and

Ev. Between

Revving Your

Revenue StreamExecutive Finance Dues and Don'ts

Speaking with

Confidence

Guide to

Governance

Unleash the Leader

Within

J. Handler M. Gellman S. Birnbach P. McGaughey M. Gellman C. Hight B. Graham B. Harris B. Thomas

C230 C260 C220 E120 E211 E330 C270 C261 C250

Managers Who

Motivate

Marketing

StrategiesIs That Legal? Executive Law

Sponsorship


Effective Govmt

Affairs Programs

Events: Strategy &

Operations

Customer Service

Inside and Out

S. Birnbach C. Hight S. Erkonen S. Erkonen P. McGaughey S. Birnbach B. Taylor B. Thomas D. Aaker

C380 C341 C340 E126 E230 E331 C330 C310 C360

Volunteer

Management

Win-Win

PartnershipsStrategic Planning

Dealing with

Challenging

Employees

Managing Upward CEO Lessons Learned Everyday EthicsBudgeting and the

Bottom LineInnovate or Die

D. Aaker J. Handler B. Harris S. Birnbach D. Aaker R. SalzmanP.

McGaugheyM. Gellman B. Graham

C470 C460 C430 E140 E240 E342 C441 C440 C490

Advocacy and

Alliances


Tech. Solutions

Becoming a

Strategic Manager

Building Org.

Excellence

Strong Assoc. for

the Future

Advanced Strategies of

Community and Economic

DevelopmentIndustry Forecast

Collaborative

Leadership

IOM and

Beyond

B. Malkasian F. Kenny D. Aaker B. Harris R. Salzman T. McKee C. Hight B. Graham M. Virgili

E142 E241 E350

Fundamentals of


Development

Strong Chambers

for the Future


and Negotiation

T. McKee C. Hight P. McGaughey

E161 E243 E360

Technology Trends

and Tools

Developing a


Rethinking

Communications

F. Kenny C. Retelle B. Graham

E180 E244 E362


and Committees


Sustain Your Org.

Policy Development

and Implementation

A. Starnes F. Kenny B. Harris

E250 E380Creating a

Government Affairs

Program

Delivering

Value

B. Taylor R. Towle

E263

Communicating

Through the Media

J. Handler

11:30 AM 4:00 PM 11:30 AM 2:00 PM 10:00 AM 12:30 PM 5:00 PM 11:30 AM 4:00 PM

4-

13

-1

Midwest 2013

1-

12

-1

Monday

June 24

8:00 AM

Monday

June 24

12:30 PM

Tuesday

June 25

8:00 AM

Tuesday

June 25

12:00 PM

Wednesday

June 26

8:00 AM

Wednesday

June 26

10:30 AM

Wednesday

June 26

1:30 PM

Thursday

June 27

8:00 AM

Thursday

June 27

12:30 PM

C130 C125 C180 E110 E210 E310 C185 C110 C150

Unleash the Leader

Within

Hiring, Firing, and

Ev. Between

Guide to

Governance

Revving Your


Recruit, Retain, &


Speaking with

Confidence

L. Williamson S. Birnbach B. Harris C. Ewart B. Foulks C. Hight P. McGaughey B. Foulks B. Graham

C185 C130 C110 E120 E161 E330 C180 C150 C125

Recruit, Retain, &

Reward Members

Unleash the Leader

WithinFinancial Fitness Executive Law

Technology Trends

and ToolsLearning to Let Go

Guide to

Governance

Speaking with

Confidence

Hiring, Firing, and

Ev. Between

C. Ewart L. Williamson B. Foulks D. Goch R. Henry C. Kuhl B. Harris B. Graham S. Birnbach

C230 C261 C270 E126 E230 E331 C220 C260 C250

Managers Who

Motivate

Events: Strategy &

Operations

Effective Govmt

Affairs Programs

Dealing with

Challenging EmployeesManaging Upward CEO Lessons Learned Is That Legal?

Marketing

Strategies

Customer Service

Inside and Out

P. McGaughey C. Kuhl M. Hallmark S. Birnbach S. Birnbach C. Van Rysselberge D. Goch C. Hight D. Aaker

C230 C270 C220 E140 E241 E342 C261 C250 C260

Managers Who

Motivate

Effective Govmt

Affairs ProgramsIs That Legal?

Building Org.

Excellence

Strong Chambers

for the Future

Advanced Strategies of


Development

Events: Strategy &

Operations

Customer Service

Inside and OutMarketing Strategies

S. Birnbach M. Hallmark D. Goch B. Harris D. Aaker E. Cochran-Davis C. Ewart K. Robertson C. Hight

C310 C340 C341 E142 E241 E350 C380 C330 C360

Budgeting and the

Bottom LineStrategic Planning

Win-Win

Partnerships

Fundamentals of


Development

Strong Chambers

for the Future


and Negotiation

Volunteer

ManagementEveryday Ethics Innovate or Die

B. Foulks B. Harris P. McGaughey E. Cochran-Davis D. Hearn P. McGaughey S. Birnbach D. Aaker D. Hearn

C460 C430 C440 E211 E243 E360 C470 C441 C490


Tech. Solutions

Becoming a

Strategic Manager

Collaborative

Leadership

Sponsorship

Solicitation

Developing a


Rethinking

Communications

Advocacy and

AlliancesIndustry Forecast

IOM and

Beyond

R. Henry S. Sartelle B. Graham P. McGaughey C. Codella B. Graham C. Van Rysselberge C. Ewart M. Virgili

E180 E244 E362


and Committees


Sustain Your Org.

Policy Development

and Implementation

A. Starnes C. Ewart B. Harris

E250 E380Creating a

Government Affairs

Program

Delivering

Value

M. Hallmark R. Towle

E263

Communicating

Through the Media

K. Robertson


2-

23

-1

Southeast 2013

1-

12

-1

1-2

4-

1

Monday

July 15

8:00 AM

Monday

July 15

12:30 PM

Tuesday

July 16

8:00 AM

Tuesday

July 16

12:00 PM

Wednesday

July 17

8:00 AM

Wednesday

July 17

10:30 AM

Wednesday

July 17

1:30 PM

Thursday

July 18

8:00 AM

Thursday

July 18

12:30 PM

C185 C125 C180 E110 E210 E310 C150 C130 C110

Recruit, Retain, &

Reward Members

Hiring, Firing, and

Ev. Between

Guide to

Governance

Revving Your


Speaking with

Confidence

Unleash the Leader

WithinFinancial Fitness

D. Aaker P. Green J. Block J. Block M. Gellman C. Hight K. Robertson B. Graham M. Gellman

C260 C261 C220 E120 E211 E330 C270 C230 C250

Marketing StrategiesEvents: Strategy &

OperationsIs That Legal? Executive Law

Sponsorship


Effective Govmt

Affairs Programs

Managers Who

Motivate

Customer Service

Inside and Out

B. Baker J. Block D. Goch D. Goch D. Aaker D. Aaker B. Johnston S. Swafford D. Aaker

C330 C340 C360 E126 E230 E331 C341 C310 C380

Everyday Ethics Strategic Planning Innovate or DieDealing with

Challenging

Employees

Managing Upward CEO Lessons LearnedWin-Win

Partnerships

Budgeting and the

Bottom Line

Volunteer

Management

P. Green D. Aaker C. Hight P. Green P. McGaughey J. Chavez B. Baker M. Gellman S. Swafford

C470 C460 C440 E140 E241 E350 C430 C441 C490

Advocacy and

Alliances


Tech. Solutions

Collaborative

Leadership

Building Org.

Excellence

Strong Chambers

for the Future


and Negotiation

Becoming a


IOM and

Beyond

M. Thierry B. Baker B. Graham D. Aaker J. Chavez S. Swafford B. Graham P. McGaughey M. Virgili

E142 E244 E360Fundamentals of

Community and

Economic

Development


Sustain Your Org.

Rethinking

Communications

B. Lacy C. Hight B. Graham

E161 E250 E362

Technology Trends

and Tools

Creating a

Government Affairs

Program

Policy Development

and Implementation

B. Baker B. Johnston P. McGaughey

E180 E263 E380


and Committees

Communicating

Through the MediaDelivering Value

A. Starnes K. Robertson R. Towle


4-

13

-1

West 2013

1-

12

-1

Monday

July 29

8:00 AM

Monday

July 29

12:30 PM

Tuesday

July 30

8:00 AM

Tuesday

July 30

12:00 PM

Wednesday

July 31

8:00 AM

Wednesday

July 31

10:30 AM

Wednesday

July 31

1:30 PM

Thursday

August 1

8:00 AM

Thursday

August 1

12:30 PM

C125 C150 C180 E110 E210 E310 C110 C185 C130

Hiring, Firing, and

Ev. Between

Speaking with

Confidence

Guide to

Governance

Revving Your

Revenue StreamExecutive Finance Dues and Don'ts Financial Fitness

Recruit, Retain, &

Reward Members

Unleash the Leader

Within

S. Birnbach B. Bezirgan B. Harris C. Ewart M. Gellman C. Ewart M. Gellman A. Medlin M. Seidler

C180 C125 C150 E120 E211 E330 C130 C110 C185

Guide to

Governance

Hiring, Firing, and

Ev. Between

Speaking with

ConfidenceExecutive Law

Sponsorship


Unleash the Leader

WithinFinancial Fitness

Recruit, Retain, &

Reward Members

B. Harris S. Birnbach B. Bezirgan D. Goch P. McGaughey M. Seidler M. Seidler M. Gellman A. Medlin

C260 C270 C220 E126 E230 E331 C250 C261 C230

Marketing

Strategies

Effective Govmt

Affairs ProgramsIs That Legal?

Dealing with

Challenging

Employees

Managing Upward CEO Lessons LearnedCustomer Service

Inside and Out

Events: Strategy &

Operations

Managers Who

Motivate

C. Wallace G. O'Hara D. Goch S. Birnbach C. Hight D. Aaker D. Aaker C. Ewart J. Smikle

C380 C340 C330 E140 E240 E350 C360 C341 C310

Volunteer

ManagementStrategic Planning Everyday Ethics

Building Org.

Excellence

Strong Assoc. for

the Future


and NegotiationInnovate or Die

Win-Win

Partnerships

Budgeting and the

Bottom Line

M. Martelli B. Harris D. Aaker B. Harris B. Harris C. Hight J. Smikle P. McGaughey M. Gellman

C430 C460 C470 E142 E241 E360 C441 C440 C490

Becoming a

Strategic Manager


Tech. Solutions

Advocacy and

Alliances

Fundamentals of


Development

Strong Chambers

for the Future

Rethinking

CommunicationsIndustry Forecast

Collaborative

Leadership

IOM and

Beyond

M. Seidler K. Sexton G. O'Hara C. Wallace D. Aaker P. McGaughey C. Ewart J. Smikle M. Virgili

E161 E243 E362

Technology Trends

and Tools

Developing a


Policy Development

and Implementation

K. Sexton J. Matthews B. Harris

E180 E244 E380


and Committees


Sustain Your Org.

Delivering

Value

M. Martelli C. Ewart R. Towle

E250Creating a

Government Affairs

Program

R. Towle

E263

Communicating

Through the Media

B. Bezirgan


Northeast 2013

1-

11

-2

4-

12

-1

3-

1

Monday

January 6

8:00 AM

Monday

January 6

12:45 PM

Tuesday

January 7

8:00 AM

Tuesday

January 7

12:45 PM

Wednesday

January 8

8:00 AM

Wednesday

January 8

10:30 AM

Wednesday

January 8

1:45 PM

Thursday

January 9

8:00 AM

Thursday

January 9

12:45 PM

C185 C110 C150 E110 E210 E310 C125 C130 C180

Recruit, Retain, &


Speaking with

Confidence

Revving Your


Hiring, Firing, and

Ev. Between

Unleash the Leader

Within

Guide to

Governance

D. Aaker M. Gellman B. Graham P. McGaughey M. Gellman C. Hight S. Birnbach L. Aplebaum B. Harris

C180 C150 C110 E120 E211 E330 C185 C130 C125

Guide to

Governance

Speaking with

ConfidenceFinancial Fitness Executive Law

Sponsorship


Recruit, Retain, &

Reward Members

Unleash the Leader

Within

Hiring, Firing, and

Ev. Between

B. Harris B. Graham M. Gellman S. Erkonen D. Aaker D. Aaker C. Ewart H. Duckworth S. Birnbach

C230 C261 C250 E126 E230 E331 C220 C270 C260

Managers Who

Motivate

Events: Strategy

and Operations

Customer Service

Inside and Out

Dealing with

Challenging

Employees

Managing UpwardCEO Lessons

LearnedIs That Legal?

Effective Govmt

Affairs Programs

Marketing

Strategies

S. Birnbach C. Ewart K. Robertson S. Birnbach C. Hight M. McCormick S. Erkonen D. Kilby C. Hight

C250 C230 C220 E140 E240 E342 C270 C260 C261

Customer Service

Inside and Out

Managers Who

MotivateIs That Legal?

Building Org.

Excellence

Strong Assoc. for

the Future

Advanced Strategies

of Com. & Ec. Dev.

Effective Govmt

Affairs Programs

Marketing

Strategies

Events: Strategy

and Operations

K. Robertson S. Birnbach S. Erkonen B. Harris B. Harris M. Lucas D. Kilby C. Hight P. McGaughey

C341 C340 C330 E142 E241 E350 C360 C310 C380

Win-Win

PartnershipsStrategic Planning Everyday Ethics

Fundamentals of

Com. & Ec. Dev.

Strong Chambers

for the Future


and NegotiationInnovate or Die

Budgeting and the

Bottom Line

Volunteer

Management

P. McGaughey B. Harris D. Aaker M. Lucas M. McCormick P. McGaughey J. Settich M. Gellman H. Duckworth

C310 C341 C340 E161 E243 E360 C380 C330 C360

Budgeting and the

Bottom Line

Win-Win

PartnershipsStrategic Planning

Technology Trends

and Tools

Developing a

Competitive

Workforce

Rethinking

Communications

Volunteer

ManagementEveryday Ethics Innovate or Die

M. Gellman P. McGaughey B. Harris K. Sexton ICW B. Graham L. Aplebaum D. Aaker B. Graham

C441 C460 C430 E180 E244 E362 C440 C470 C490

Industry ForecastIntegrating Strategic

Tech. Solutions

Becoming a

Strategic Manager


and Committees


Sustain Your Org.

Policy Development

and Implementation

Collaborative

Leadership

Advocacy and

Alliances

IOM and

Beyond

C. Ewart K. Sexton J. Settich A. Starnes B. Graham B. Harris B. Graham J. Kavinoky B. Foulks

C460 C430 C441 E250 E380 C470 C440 C490


Tech. Solutions

Becoming a


Creating a Gov.

Affairs Program

Delivering

Value

Advocacy and

Alliances

Collaborative

Leadership

IOM and

Beyond

K. Sexton J. Settich C. Ewart R. Towle R. Towle J. Kavinoky B. Graham D. Aaker

E263

Communicating

Through the Media

K. Robertson


Winter 2014

1-

11

-2

3-

23

-1

4-

12

-2

2-

14

-2