LEADERSHIP & MANAGEMENT OF NONPROFITS
LEADERSHIP&MGMT OF NONPRO
Leadership & Management of Nonprofits is designed to provide students with a broad understanding of how nonprofit organizations function, including ways in which the various functional areas of a nonprofit interconnect to achieve its mission and vision. We will address the skills and knowledge needed to lead and manage the operations and programs of an organization as well as work effectively with organizational stakeholders including governing boards, staff, partners and program recipients.
- T 6:10 p.m.-8 p.m.
-
Instructor:
Erwin Vincent S de Leon
Info -
Instructor:
Thomas W Watson
Info -
Instructor:
Herman Taylor
Info - 3 points
COMMUNICATIONS & MARKETING FOR NONPROFIT
COMM & MRKTNG FOR NONPROFITS
This introductory core course examines the central role of marketing and communications in fulfilling the mission of nonprofit institutions of all types and at all stages of development. The programmatic objective of this course is to build a shared set of competencies and understandings around the power, practices, ethical applications, and desired outcomes of nonprofit marketing and communications.
Dramatic changes across civil society in recent years, including the evolving role of nonprofits in democratic discourse and the rise of new forms of communications technologies, means that nonprofit leaders today must have a fundamental understanding of the principles of marketing and communications in order to ensure organizational success both internally and externally. While outreach technologies and trends change rapidly in our era, true excellence in the field is based upon a core group of basic skills that are hardly novel: strong writing and analysis, strategic planning, and the ability to connect disparate individuals across a wide range of disciplines and diverse backgrounds to build an inclusive community around shared goals.
This course is designed to help students gain these skills through engaging with the strategic frameworks and tactical applications needed to create and leverage a range of communications and marketing activities. The course will introduce students to multiple communications and marketing practices designed to engage key stakeholders, including donors, the media, volunteers and advocates, and additional internal and external influencers and sector leaders. Throughout the semester, the principles of diversity, equity, and inclusion in all forms of outreach (written and oral; digital and print) will be foregrounded.
No prior marketing or communications experience is necessary.
- T 4:10 p.m.-6 p.m.
-
Instructor:
Basil A Jr Smikle
Info - 3 points
PUBLIC/PRIVATE PARTNERSHIPS
No one organization or sector has the full suite of capabilities, relationships or assets to tackle persistent and escalating social problems such as poverty, homelessness, food insecurity, equitable access to education and health care, among others. As public resources dedicated to societal benefit become scarcer and calls for accountability become more urgent, the public sector increasingly is turning to public-private partnership (P3) models. Consequently, these models and approaches are becoming as multi-faceted, systemic and global as the challenges they aim to address, with increased opportunities for philanthropy and the non-profit sector.
The term “public-private partnership” is often misused to identify mostly a shifting of risk from government to a private partner in exchange for an up-front payment. A true or “authentic” P3s generates collective benefits that exceed what individual partners could achieve on their own. This course will examine, through readings and case histories, P3 partnerships that involve the sharing of risks and rewards between public, private and nonprofit partners, where the sector-specific expertise and assets of multiple stakeholders are tapped and valued for innovation in the design, delivery and management of cross-sector projects and services. The emphasis will be on the role of philanthropy and the nonprofit sector as equal partners in all aspects of these shared-value partnerships. Students will consider questions about entrepreneurship, nonprofit leadership, and service: How should core public services be financed? What is the most effective way to manage day-to-day operations of public services? What does it mean to be accountable to the public? Examples are drawn from public health, education, international development, urban renewal, and others.
This is an elective that builds on the Nonprofit Management Program’s core curriculum and is designed for all Nonprofit Management Program students and, space permitting, is open to cross-registrants from other fields and/or Columbia University programs (other SPS programs; Teachers College; Business School; Mailman School of Public Health; SIPA). Students should have a strong understanding of the nonprofit development sector in the US; familiarity with international fundraising practices also is welcome.
- W 6:10 p.m.-8 p.m.
-
Instructor:
Richard T Feiner
Info - 3 points
MAJOR & LEADERSHIP GIFTS & CAMPAIGN FUND
MAJOR GIFTS & CAMPAIGN FU
This course provides a rigorous analysis for the design and management of a major, leadership and campaign fundraising program in most 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.
Critical thinking will be encouraged and ethical concepts central to the performance of philanthropic practices will be explored throughout the semester. Finally, the course examines qualities and skill sets of successful major gift officers and campaign fundraising, helping students become familiar and comfortable with the process of working with all development staff to build a strong major gift program, facilitating, and managing the leadership ask, and participating in a comprehensive fundraising campaign.
- R 6:30 p.m.-8 p.m.
-
Instructor:
Patrick O'Connell
Info - 3 points
THE BUSINESS OF NONPROFITS
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.
- W 6:10 p.m.-8 p.m.
-
Instructor:
Astrid Andre
Info - 3 points
CORPORATE, PRIVATE, COMMUNTY FOUNDATIONS
CORP PRIV COMM FOUNDATIONS
- M 6:30 p.m.-8 p.m.
-
Instructor:
John Tyler
h-index: 3 Info - 3 points
THE NONPROFIT SECTOR: SCOPE & IMPACT
NONPROFIT SECTOR: SCOPE&I
This course introduces students to the roles the nonprofit sector plays in providing for social needs, such as healthcare, education, and basic needs. Throughout this course, we will also grapple with the ethical questions inherent in these pursuits, including the challenge of tainted money, participatory grantmaking, social impact, and the politicization of nonprofit organizations. The course will also explore distinctions, similarities and relationships among the nonprofit, government, and for-profit sectors. The course examines the parameters of the United States’ nonprofit sector and philanthropic practice, with some opportunity for global comparison.
The course will require students to utilize and reflect critical and analytical thinking; students will write individual papers, actively participate in discussion both in class and through postings on Canvas and present material to classroom colleagues. This full-semester course is required the first semester of study.
- T 2:10 p.m.-4 p.m.
- M 6:10 p.m.-8 p.m.
- W 6:30 p.m.-8 p.m.
-
Instructor:
Gregory Witkowski
Info -
Instructor:
Kimberly A McCall
Info -
Instructor:
Jill Lalonde
Info - 3 points
SOCIAL IMPACT & PERFORMANCE MEASUREMENT
SOCIAL IMPACT & MEASUREME
Nonprofit organizations compete for scarce philanthropic and government funding and are expected to account for how these resources are utilized for the greater good. However, understanding how well nonprofit programs and services produce their desired outcomes can be a challenge. This course is designed to provide a broad – yet rigorous – overview of the knowledge and tools available to evaluate the effects of nonprofit and social impact programs and policies.
- M 6:10 p.m.-8 p.m.
-
Instructor:
Jessie H Lee
Info - 3 points
GRANT WRITING
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.
Prerequisite: Fundraising Fundamentals: NOPM PS5370
- R 6:10 p.m.-8 p.m.
-
Instructor:
John Hicks
Info - 3 points
CAPSTONE
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.
- W 4:10 p.m.-6 p.m.
-
Instructor:
Erwin Vincent S de Leon
Info - 3 points
Internship In NOPM
This course requires you to experience firsthand a program-related job in a real working environment. You will engage in personal, environmental and organizational reflection. The ideal Internship will provide you an opportunity to gain tangible and practical knowledge in your chosen field by taking on a position that is closely aligned with your coursework and professional interests. Before registering for this course, you must have completed the Internship Application Form in which you will describe your internship sponsor and provide details about the work that you will be doing. This form must be signed by your internship supervisor and approved by your program director BEFORE you register for this course.
To receive instructor approval, the internship:
● Must provide an opportunity for the student to apply course concepts, either at the organizational or team level
● Must fit into the planned future program-related career path of the student
You must identify your own internship opportunities. The internship must involve a commitment to completing a minimum of 210 hours over the semester.
At the end of your course, you will submit an evaluation form to your internship supervisor. The evaluation form should be returned directly to the instructor
-
Instructor:
Gonzalo Miranda Madrigal
Info - 3 points