Curriculum & Courses

This introductory course sets the context for the unique and fundamental role the nonprofit sector has played in American society, both historically and in current communities. In particular, the course will address the distinctions among nonprofit, government and private corporate culture and structure, including inherent opportunities and challenges the nonprofit sector by necessity confronts and embraces. Changing perceptions of the nonprofit sector, as well as fundamental changes in how the nonprofit sector represents itself, will be explored. Students will be exposed to current policy issues and the trajectory of the evolution of the field.

As mission-based organizations, nonprofits have unique considerations when applying ethical considerations to their daily work with staff, volunteers, beneficiaries, donors and the public at large. Ethics in any field incorporate considerations of trust, honesty, equity, transparency and disclosure, but in the nonprofit sector these values are under additional scrutiny due to the public trust on which the sector relies, as well as donor dollars. Beyond mere theory, this course will ground ethics considerations in real-world scenarios and help develop a framework through which new and unique ethical dilemmas may be navigated.

Whatever its size, scope, or funding, every nonprofit organization has a governing body authorized to exercise power on behalf of the community it serves, in furtherance of its nonprofit mission. In today’s environment of rapidly increasing transparency combined with the growth of the nonprofit sector, it is critical for nonprofit managers to understand how to lead and govern effectively. This Nonprofit Governance course is designed to prepare students to develop, manage, and work effectively with governing boards of directors and trustees, all of whom have the shared goal of meeting the mission of an organization. Topics include: (1) the work of the board, including legal, ethical and fiduciary oversight; strategic thinking and planning; ensuring resources; (2) the stakeholders involved in governance of an organization, including the board (composition and structure) and shared leadership with other staff and management; and (3) board culture, including board development, board dynamics, meetings, and board engagement.

This course provides a comprehensive overview of fundraising and development in the nonprofit sector and introduces students to basic terminology and concepts in the field. The various fundraising vehicles are surveyed and participants learn to apply fundraising strategies as they balance individual donor and institutional needs. Relationship building, the solicitation process, the psychological dynamics and the realities of asking for money are examined as students refine their skills through analysis of case studies and participation in role playing exercises. A full array of written formats used by fundraising professionals including mission statements, grant proposals, acknowledgment letters, and campaign appeal materials are introduced. While students develop an understanding of the essentials of fundraising operations, they also examine the larger issues confronting today’s fundraising managers as well as explore the relationships between fundraisers and a nonprofit organization’s management structure and other stakeholders.

This introductory course focuses on the unique marketing and communications needs and challenges of today’s mission-focused nonprofit organizations, and explores how new marketing communications technologies are reshaping the way nonprofits must promote their work and share their impact, both online and off. In this class, students will:  (1) learn new nonprofit marketing principles, strategies, and tactics uniquely applicable to the needs and priorities of mission-focused organizations and social causes; (2) develop decision-making skills by applying these concepts to in-the-trenches challenges within diverse types of nonprofit organizations; and 3) through a highly interactive mix of lectures, field trips, and in-class exercises, develop a basic marketing/communications plan appropriate to various stages of a their nonprofit organization’s life cycle. One focus will be on new methods of marketing and communications available through new technological platforms, including social media. Another focus will be on how to use basic marketing data to measure and evaluate a marketing campaign and track its progress, using supporter data available to all nonprofits. Students also will be exposed to the variations in marketing and communications when addressing various stakeholders in the nonprofit sector: individual donors, grant makers, beneficiaries, the media and key networks of supporters, participants, and influencers online.

Agile and innovative managers and leaders make the difference between failed organizations and successful ones; beyond theory, successful management means the difference on the ground between those organizations that have closed their doors and those that have adapted the organizations to new technologies, processes, and models. "Managing the Mission-based Organization," a core course for the Nonprofit Management curriculum, will provide a grounding for basic and intermediate management skills for achieving effective impact in the nonprofit sector. Students will master management tools and skills and learn to apply them across the organization. Through academic literature, practical cases and dynamic interactions among the instructor, students, and guest lecturers, each student should develop a complete and holistic approach to a management framework appropriate to the mission-based organization.

Data analytics and resultant metrics analysis are skillsets now being utilized and even required in the nonprofit and philanthropic sector at a rate and level of sophistication never before seen. Unlike the for-profit sector, metrics evaluation methodology in a mission-based environment is not always obvious nor agreed upon by stakeholders. In this class, you will discuss the research and practice methodologies related to nonprofit organization and program evaluation. We will explore a model for evaluation that includes both qualitative and quantitative benchmarks of success. Through the development of an intentional approach to data and analytics, students will learn how to assess service needs and determine the effectiveness and efficiency of individual program components or entire service systems.

This course provides a comprehensive set of financial management tools for nonprofit professionals, including managers and staff, whether they oversee financial statements and reporting or need to translate financial statements and reporting across stakeholders. This course emphasizes the requirements for nonprofits in recording and budgeting the financials to support the organization’s mission. Additionally, the course will provide students with the ability to analyze financial statements and answer financial questions typically asked by stakeholders such as the governing board, donors, the public, beneficiaries, media, and regulators. Finally, the course will identify the risks and opportunities found in an organization's financial information to increase the public's confidence in and understanding of the organization's mission and operations.

Capstone projects afford a group of students the opportunity to undertake complex, real-world, client-based projects for nonprofit organizations, supervised by a Nonprofit Management program faculty member. Through the semester-long capstone project, students will experience the process of organizational assimilation and integration as they tackle a discrete management project of long or short-term benefit to the client organization. The larger theoretical issues that affect nonprofit managers and their relationships with other stakeholders, both internal and external, will also be discussed within the context of this project-based course.

Now more than ever, philanthropic leaders must navigate a shifting landscape: more demand for programs and services, more attentive governing bodies focused on return on investments, a more competitive national and international marketplace among philanthropic organizations, and more social media outlets to unite or divide diverse stakeholders aiming to influence elected leaders. In the current political environment, there exists ever more scrutiny among policymakers and the general public about the value of the philanthropic sector as a whole and the extent to which public policy should support the sector. Learn the “rules of the road” used by high-performing foundations and nonprofit organizations committed to generating public will and influencing public policy in support of communities worldwide.

With this course offered in the fall of a presidential campaign and dozens of statehouse races, national experts in public policy, coalition building, and strategic communications will share cutting-edge practices proven to yield favorable policy results: How do you define and measure success in advocacy? How do you engage authentically with affected community leaders and other stakeholders with shared interests? How do you develop strategic plans, audience segmentation, messaging, and tactics that break through in a crowded marketplace of ideas? How do you develop a business plan to secure and align your financial and human capital to optimize and sustain impact?

Students will be exposed to cutting-edge policy debates as examples of advocacy campaigns, compare local, state and federal issue campaigns and learn of the network of stakeholders that play roles in public policy and advocacy in the nonprofit sector.

This seminar will provide students with an overview of the regulatory and enforcement context for charities and foundations in the U.S. from both a theoretical and a practical direction. The course will cover the policy, legal and regulatory underpinnings of the nonprofit sector, focusing on the simultaneously independent and interlocking nature of federal and state oversight. The discussion will review lifecycle issues for a charity, including formation and operation of the entity and the major constraints and opportunities inherent in a charitable legal structure. In particular, the class will address the interaction between the regulatory structure and issues such as fundraising/charitable solicitation (including via social media), related and unrelated business activity, social mission/hybrid organizations, political/lobbying constraints and transparency requirements.

Foundations of all types—family, private, community and corporate- have a long and storied history in the United States, reflecting philanthropic support of both many of the largest undertakings in the public sphere as well as myriad community-based and mission-specific causes. Philanthropic dollars flowing through foundations have given rise to both praise for innovative solutions that can be taken to scale as well as criticisms as mere tax dodges by a perceived “money class” wielding outsized influence on social justice and other major legal and cultural movements. This course will engage students using historic and contemporary policy and practical contexts to expand their understandings of foundations of various types and scopes, how they distinctively approach their missions, grant making, and metrics, and how they influence (or don’t influence) policy.

Nonprofits share a unique relationship with governments at all levels, including federal, state, local and international. This course will explore both the opportunities and the challenges that these relationships entail, including nonprofit advocacy, regulation, tax policy, political activity, tension within relationships between government and religious and arts institutions, and international nonprofit government relationships. Historical context will be given, as well as an understanding of how economic and political trends such as the recession of 2008 or political cycles may affect relationships between nonprofits and government.

There is a tremendous amount of enthusiasm about social purpose approaches to business: entrepreneurs, investors, charities, foundations, advisors, academics, millennials, employees, consumers, policy makers, media, bloggers, etc. Many see opportunities for investment capital from philanthropy and other investors to converge on addressing social problems and meeting social needs that are otherwise in the gap between philanthropy and business. Some enthusiasts are unbridled in their support; others are pessimistic (or even antagonistic) about the theory and the practice; still others are just making it happen. This course will engage students from the perspective of philanthropy and the charitable sector in helping them understand how the convergence opportunity was identified and is still be defined, what tools/forms, perspectives, and barriers that exist to pursuing those opportunities in practice, and the regulatory perspectives that might enhance or undermine those realities.

The traditional nonprofit fundraising model has helped to finance the discovery and development of healthcare technologies and systems, but today, new approaches are needed to prevent, diagnose, and treat urgent emerging global health threats. This class will examine factors that have led to current challenges in global health service delivery and technology development, and public/private partnerships that are helping catalyze new philanthropic tools and innovative hybrid nonprofit/social financing mechanisms to respond to these challenges.

An effective international nonprofit delivers its global mission with leaders and directors strategically managing the organization in its local and global context.   This course is designed to equip students with a practical framework for international nonprofit management. Students will consider various cultural and ethical perspectives; analyze local, national and global stakeholders in the public and private sector; distinguish among various nonprofit models used for legal and geographic purposes; determine how to leverage sophisticated funding sources, such as multi-lateral organizations; and model financial and programmatic management for on-the-ground mission delivery.

In this advanced media/technology class, students will:  (1) learn cutting-edge online media and marketing principles, strategies, and tactics applicable to building high-growth nonprofit advocacy communities of support from among key stakeholder groups, and 2) develop critical communications skills by learning to create and apply various forms of media and interactive story narratives to improve fundraising, engagement, and impact for a project nonprofit organization. Through a highly interactive mix of lectures, field trips, and in-class media lab and storytelling exercises, students will create a five-piece media portfolio for their organizations and a 60-second cause video to promote its mission, online and off. Special focus will be placed on learning how media can be used strategically to catalyze online activism around a specific cause or cause-related initiative. Students will also learn how to create effective Giving Tuesday and crowdfunding campaigns, using a combination of media and persuasive messaging. Part hands-on media training, and part lecture, this class will also expose students to media pioneers working in diverse nonprofit organizations across the sector, to demonstrate the increasingly important and innovative role of media in fundraising, partnerships, and organizational sustainability.

This course helps students understand the role of planned giving within an organization’s overall fundraising efforts. Introduces students to the various instruments of planned giving as they learn about the financial and personal considerations driving donor decisions. Through an examination of the legal, financial, and individual personal factors, the course exposes students to the full range of constraints and opportunities involved in planned giving. Students learn to design proposals sensitive to both donor and institutional needs.

Charitable gift planning often requires knowledge of not only the donor’s philanthropic interests and history of giving but also the set of economic circumstances that will influence the size and form of the gift transaction. This advanced planned giving course will expand upon knowledge obtained in the basic planned giving course. It will emphasize some of the complexities in planned giving development in situations where routine solutions may be inapplicable. It will discuss planning for atypical donors and take a holistic approach to applying advanced strategies that take into account estate, financial, tax and investment planning issues.

Experts in various disciplines such as investment management, fiduciary ethics, real property transactions and international fundraising will make special presentations in some of the sessions.

This course provides a rigorous analysis for the design and management of the major and leadership giving program in the majority of nonprofit organizations. This class will examine the strategic skills to incorporate these initiatives into a balanced philanthropic program. From donor acquisition in an Annual Giving Campaign to The Ask for a Leadership Gift in a Capital Campaign, there will be an emphasis on understanding the donor and developing relationships. Students will learn how to identify major gift prospects from a strong annual giving program, build a major gift program, organize fundraising campaigns, establish a timeline, introduce explicit leadership expectations, and develop strategies to maximize the collective resources of volunteer leaders, donors and colleagues. Students will also explore how to position special gift opportunities within the context of a long-range strategic planning process.

This course provides a comprehensive overview of the grants process, with specific reference to the research, writing, and managing of a range of grant types. The grants process is considered within the context of an institution’s total fundraising strategy as well as its overall mission-based goals. The course covers the range of possible grant-giving institutions, including government, corporate, and foundation, as well as the various types of grants, such as challenge, and their respective considerations for the fundraiser and nonprofit institution. Emphasis is placed on developing competitive proposals, accurate budgets, and appropriate systems of administration.

This course teaches students the practical skills needed to develop and utilize research for fundraising efforts. It introduces students to assorted research tools and teaches them to develop targeted research strategies. Within an ethical context, they learn how to obtain information on donors and other funding sources. The course also covers how to summarize research findings and how to use research for enhanced written communications.

The philanthropic model of the twentieth century resulted in remarkable social accomplishments, but now, its inadequacies, restricted vision, and organizational inefficiencies are proving insufficient to allow the nonprofit sector to respond fully to the magnitude of capital needs for large-scale social problems. Significant innovation currently is underway that is expanding the frontiers of traditional philanthropy with approaches that tap social investing and private investment capital to address social problems such as poverty alleviation, homelessness, and the lack of access to healthcare, as well as global environmental challenges, such as climate change and natural resource degradation. This class will focus on this “new frontier” in philanthropy and social investment, and will provide a comprehensive analysis of new actors, new organizational models, and new mechanisms that are helping to expand the traditional philanthropic toolbox. The class also will examine the challenges faced by these actors and what is needed to apply and maximize the impact of these tools. The class will complement the core nonprofit management curriculum and will reflect the up-to-minute dynamism within the nonprofit fundraising sector. It is designed for second-year nonprofit management students with a firm knowledge of traditional fundraising tenets and approaches. A basic knowledge of for-profit financial instruments is recommended but not required.

Focusing on individual securities and portfolios, this course explains how to develop, implement, and monitor investment goals after considering the risk and return of both markets and investment vehicles. Spread over 14 sessions, this course presents both conceptual tools and calculation exercises needed by senior nonprofit professionals and those with policy responsibility for endowment management. By the end of the course, students will understand the investment environment (the investment process; types of investments; and research); return and risk (the concept of return; measuring return; sources and how to assess risk); the time value of money, (simple and compound interest; present and future value of a portfolio asset); modern portfolio concepts (traditional vs. modern portfolio management; standard deviation; correlation; diversification; and beta;); how to analyze common stocks (security, economic, industrial and fundamental analysis); stock valuation (valuing a company and its future; required rate of return; and price-to-earnings approach); fixed-income securities (why invest in bonds; essential features of a bond; and the market for debt securities); portfolio management (mutual funds and exchange traded funds); alternative assets (“plain vanilla” derivatives); and endowment basics (strategy and policy)

Institutions of Higher Education and Medicine account for more than 25 percent of all charitable giving in the United States. This course examines the contributions of educational (Eds) and medical (Meds) institutions to the nonprofit world and the fundraising models specific to these types of institutions, both their similarities and distinctions. Through assigned readings, case studies, and course discussions, students will increase their awareness and understanding of best practices in fundraising, financial and political structures, and the role of these Eds and Meds within their communities. The successful student will complete the course with an extensive understanding of fundraising strategy, revenue streams, governance, organizational structure, leadership models, public policy, industry trends, development careers, and fundraising best practices as they relate to medical and educational organizations.

This course analyzes the ways in which philanthropists and nonprofit organizations plan for and respond to disasters. Disasters create immense need quickly. People have responded generously to many natural and human-created disasters that have led to thousands of victims either domestically or globally. The nonprofit sector has often played a leading role, functioning both on the front-lines with first responders and creating a second response that bridges the period of relief and rebuilding. New technologies have often been deployed to improve fundraising as well as disaster relief. Disasters create both a sense of community born of the common experience of suffering and exacerbate differences within communities as those of lowest means struggle the most to recover. Disaster relief and recovery is ripe with questions about who to help and how to best help, presenting ethical dilemmas for the best intentioned of nonprofit leaders. The course will focus on the United States but both readings and assignments include some international comparisons.

Diversity, equity, and inclusion (DEI) is an increasingly salient practice in the charitable sector. Done well, DEI practice – such as more diverse recruitment policies, more inclusive organizational culture, and greater attention to the equitable distribution of programmatic outcomes – helps nonprofit and foundation managers and leaders attract and retain talent, improve programmatic outcomes, and lend greater credibility to the work of the charitable sector.

The need for such practice is evident: most nonprofits and foundations are not representative of the communities they serve; the accumulation of wealth that enables large private foundations to exist exacerbates the very issues they may seek to combat; and in seeking to help those affected by inequality, nonprofits and foundations may reproduce the same patterns of inequality within their own organizations.

Despite the growing need for effective DEI practice, much of the knowledge of it is diffuse and disconnected. At times, practitioners can’t even agree on the basic terms. Yet in this disagreement lies a clue: pursued deeply, a DEI analysis leads one to conclude that mainstream institutions, and the broader society of which they are a part, are ultimately designed to make DEI difficult to understand, much less enact. This means that DEI practice eventually names and pushes back on the very power relations and institutional dynamics that surround us in the charitable sector and make our work possible. To reckon fully with DEI means to question the very assumptions and relationships on which our sector is based.

This course aims to equip students with critical faculties and practical tools to be informed and ethical practitioners of DEI in the charitable sector while remaining alive to the tensions between DEI and current sector practice.

Internship

Whether through a speech to key donors, a published op-ed column, an annual report or media interview, leaders of nonprofit organizations must be compelling storytellers. Although other courses in the Nonprofit Management M.S. program helpfully concentrate on the strategy and tactics of communications outreach and social media engagement, the intensive focus of this elective will be on developing students’ capacity for literate writing and speaking across a range of public forums and institutional challenges that face nonprofit organizations. Through a combination of readings, discussion and, most importantly, a diverse range of writing assignments and creative exercises, students will emerge with a new level of editorial proficiency in creating the kind of written and spoken communications that support a nonprofit’s development, promote its public service mission, and manage difficult political, legal and institutional issues that distract organizations from achieving their mission-driven goals. Students will learn best practices for crafting persuasive communications in an increasingly complex and time-sensitive media environment.

This Business of Nonprofits course is designed to prepare students to identify, understand, consider, and manage common business and related legal issues arising in the operation of a nonprofit organization. Operational legal issues are pervasive in every aspect of nonprofit management and governance, including: (1) decisions on organizational structures, (2) the design of collaborative relationships, (3) entering into contracts, (4) human resource issues, (5) the creation and use of intellectual property, and (6) the assessment and management of risks. Because of the increasingly complex legal environment nonprofits face, managers knowledgeable about the topics covered in this course will be better equipped to contribute to the structuring of external business arrangements and relationships, as well as to manage internal operational matters. This elective course is intended to provide a solid foundation of practical business and business law basics to managers, board members, and consultants working for nonprofit organizations.

Successful charitable sector leaders must lead change in their mission-based organizations, not only manage those organizations; the sustainable solutions they seek can be achieved only by finding common ground among diverse internal and external stakeholders who may share similar missions but have disparate goals and milestones that are often difficult to measure. Charitable sector leaders are challenged by complex desired outcomes such as generating value by influencing public policy, advancing ideas, programs and movements, providing public leaders with insights about community interests in a democratic society, collaborating with the private and governmental sectors, and accomplishing whatever relevant constituencies and stakeholders judge to be beneficial at a specific time. All of that in line with the Mission of the organization. With knowledge about this existing and expected landscape, students in this required core course will deepen their understanding about how the development of personal attributes and abilities lays the groundwork for mastering core leadership competencies that are essential for high-impact change management in the charitable sector, as well as improve their toolbox to be effective managers. Students in this course will develop specific, high-demand attributes and abilities including self-awareness, authenticity, self-management, analysis of complex environments, and continuous learning. Through dynamic interactions between the instructor, students and other experiences, each student will develop a more complete and holistic approach to a philosophical, theoretical, and leadership framework, oriented to an effective management of a nonprofit organization.

This elective Nonprofit Management course introduces you to concepts so that you can better evaluate research in the nonprofit and philanthropic field, including overseeing research projects for organizations or designing your own research. The course takes a broad view of research to include an understanding of data, qualitative and quantitative methods, and the way that a systematic investigation of a topic can be crafted. The class focuses on qualitative research methods since these require less additional training. The goal of this class is to create a proposal for a research design of a particular topic in the charitable sector (e.g. public-private partnership, board governance, social service provision, best practices in a particular area, etc.) to gain new and deeper knowledge of that topic. The analysis will be based on a mix of research resources provided by the instructor as well as student-identified resources to best set this new research in the context of scholar-practitioner knowledge.

** With the program director’s approval. Offered outside the Master of Science in Nonprofit Management program. Some courses are offered online.