CSU Commission on the Extended University. A unique multi-campus collaborative effort between

Transcription

1 CSU Commission on the Extended University ONLINE NONPROFIT MANAGEMENT PROGRAM A unique multi-campus collaborative effort between The College of the Extended University California State Polytechnic University, Pomona and The Public Administration Program & The College of Extended Learning San Francisco State University February 24, 2012

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3 TABLE OF CONTENTS A. COVER SHEET B. ABSTRACT C. PROJECT DESCRIPTION...1 (a) The stated need, including the Commission objective under which the stated need falls...3 (b) A description of the ways in which the proposed project meets the need...4 (b) Project goals and objectives...6 (c) Specific timelines...6 (d) Measurable outcomes for each objective...6 D. IMLEMENTATION PLAN...7 (a) Organize resources and implement the project to achieve the stated objectives and outcome (b) Identify campuses that will participate in the project (c) The responsibilities and names of key personnel E. PROJECT IMPACT...8 (a) How the project will be continued after the initial project s initial funding ceases (b) What its long-term impact will be G. DISSEMINATION PLAN...9 H. EVALUATION PLAN...9 (a) Describe the means for assessing the project s outcomes (b) Outcomes should be directly related to the project s objectives (c) Assessment results should be quantifiable I. BUDGET AND BUDGET NARRATIVE (a) Clearly identify the major project expenses and calculated total expenses (b) Amount, source, and use of matching funds should be clearly identified (c) Matching funds must be in cash and may not be in-kind (d) Budget narrative of no more than 3 pages must be provided (e) Budgets must be submitted in the attached budget format F. LETTERS OF COMMITMENT

4 ABSTRACT The proposed online Nonprofit Management Program is responding to the urgent need to develop the next generation of nonprofit leaders. The statistics are staggering: 72 percent of all nonprofit leaders are baby boomers, 75 percent of nonprofit executives plan to leave their jobs within five years, and The Leadership Deficit predicts that there will be 640,000 vacant senior management positions nationwide over the next decade. The departure of aging senior management opens the door of opportunity for individuals currently employed by nonprofit organizations. Those who possess the right training will have the chance to step into management roles and become the nonprofit leaders of tomorrow. The College of the Extended University at California State Polytechnic University, Pomona (Cal Poly Pomona) has initiated a joint partnership with The College of Extended Learning and the Public Administration Program at San Francisco State University (SFSU) to address the needs of succession training in the nonprofit sector. The unique feature of this program is the collaborative efforts of Cal Poly Pomona s proficiency in the implementation of online learning programs with SFSU s expertise in continuing education for the nonprofit sector. Our research found no online nonprofit management certificate currently being offered by the CSU Extended University or UC Extension systems. Cal Poly Pomona and SFSU will offer an online learning certificate with seven courses focusing on the fundamental management skills in the nonprofit sector. The proposed program meets five of the Commission s objectives, Creating Tomorrow s Future: A New Framework for Action: workforce development needs, increased access, alternative delivery system, creativity in new program development, and lifelong learning opportunities. The key element in the partnership between Cal Poly Pomona and SFSU is to leverage assets in a collaborative way to reach a goal that would be unattainable on our own. This project will set an example for other CSU campuses to work together on future projects. The White House Initiative for Nonprofit Talent and Leadership has formed an online discussion group to begin the national framework for a

5 certificate in leadership development. Other campuses might be interested in joining together to form a CSU network to discuss how to support the initiative s objectives at a statewide level.

6 PROJECT DESCRIPTION Background on the nonprofit sector: According to Learning to Give 1, the nonprofit sector is a collection of organizations that are private in nature, but held in the public trust; they do not distribute profits, are self-governing, voluntary and of public benefit. The sector is often referred to as the third sector, independent sector or the social sector. A nonprofit organization is formed for the purpose of serving the public or mutual benefit of others rather than the pursuit of profit for its owners or investors. Nonprofits play prominent social, economic and political roles as service providers, advocates, educators, and employers. Nonprofits include, but are not limited to: healthcare services, hospitals, educational institutions, foundations, churches and charitable organizations. More than 1.5 million nonprofit organizations in the United States 2 work to benefit a variety of diverse causes such as health, human and social services, education, community development, environmental management, criminal justice and the arts. With approximately 160,000 organizations, the state of California represents 10 percent of the nation s total nonprofit sector. 3 The importance of the nonprofit today: President Barack Obama has turned toward the nonprofit sector while seeking solutions to social problems via the Social Innovation Fund. The nation s recent economic downturn has increased the demand for many of the goods and services provided by charitable organizations. 4 The federal government relies on nonprofit organizations to provide critical services to citizens and communities across the country. Nonprofits are often contracted to administer programs that are created, managed, and funded by federal government agencies. These government-nonprofit partnerships have greatly contributed to the growth of the nonprofit sector with health services accounting for 37 percent of the sector s revenues. 5 The White House: On November 15, 2011, the White House held a Forum on Nonprofit Leadership. The statistics&catid=37&itemid=

7 Forum was an opportunity to develop goals and strategies among leaders, funders and White House administration officials to increase the investment in human capital and leadership development. These goals and strategies will be the foundation for a national effort to better prepare, train and sustain leaders through The Initiative for Nonprofit Talent and Leadership. 6 The following highlights from the Forum reflect the urgent need to elevate nonprofit leadership development across the nation. Professionalize the nonprofit workforce through a certificate program with a consistent curriculum and measured performance system that will advance the nonprofit sector to be the destination career for the best and brightest. Establish a percentage in every foundation grant and nonprofit budget specific to leadership development. Use the Social Innovation Fund to strengthen the connection between social impact and investing in human capital. Cultivate private, public and nonprofit investments in leadership by leveraging $100M from all three sectors over five years for diverse leadership development programs. The sector s economic importance: Nonprofits currently employ 10 percent of the total workforce in the United States, which equals some 13.5 million paid employees, half of whom (approximately 54 percent) are in health care and social assistance. 7 In addition, nearly 109 million volunteers regularly work at nonprofits for no compensation. 8 The nonprofit community is an enormous contributor to the American economy. It provides $751 million worth of output, which is 5.5 percent of the nation s entire gross domestic product (GDP). 9 In addition, over the past ten years, nonprofit organizations have increasingly been seen as essential partners for government in addressing a range of community needs, evidenced by federal programs that have invested more than $200 million in nonprofit capacity-building initiatives since For example, in 2009, Congress authorized a total of $35 million for two important

8 programs: the American Reinvestment and Recovery Act s Strengthening Communities Fund and the Nonprofit Capacity Building Program. 10 It is clear that the nonprofit sector is a national priority. A sense of urgency to create the next generation of nonprofit leaders: There is an increasing concern over nonprofit executive succession. The statistics are staggering: 72 percent of all nonprofit leaders are baby boomers, 75 percent of nonprofit executives plan to leave their jobs within five years, and The Leadership Deficit predicts that there will be 640,000 vacant senior management positions nationwide over the next decade. 11 Concerns about how to identify new leaders and issues of workforce development have become high priorities for those planning the nonprofit sector s future. The leadership for the future will want to look at new ways to structure organizations and build capacity in the sector. This is an invitation to think creatively about change to fundamental policies and procedures. Leadership programs have sprung up across the country offering professionals immediate usable knowledge to transition their industry skills into the nonprofit sector. Nonprofit sector training programs are providing valuable job skills to individuals who are seeking employment within a nonprofit organization. Individuals currently employed by nonprofit organizations are those most in need of this specific type of workforce development. They often find themselves in management position after years spent doing the service work they were trained to do, but without any solid management training or related skill set. It is their opportunity to step into management roles and be part of the next generation of nonprofit leaders. In order to be effective leaders, many of these managers will need additional training that is specific to the sector and flexible enough to accommodate demanding work schedules. A call to action: In an effort to meet the California s economic and workforce development needs as outlined in the Commission s objectives, two CSU campuses will leverage their assets in a collaborative way. The College of the Extended University at California State Polytechnic University, Pomona (Cal

9 Poly Pomona) has initiated a joint partnership with The College of Extended Learning at San Francisco State University (SFSU) to address the needs of the next generation of nonprofit leaders. With 6.6 percent of nonprofit employment in California located in rural areas (versus 5.4 percent in metropolitan areas), 12 increased access to educational opportunities is a much needed necessity for California s rural segment of the nonprofit population. The marketing efforts combined with the solid reputations of both universities in their Northern and Southern California regions, will provide significant geographic reach and increase the number of nonprofit leaders for the next generation as outlined in the multi-campus proposal requirements. Proposed solution: Cal Poly Pomona and SFSU are requesting funds to create a multi-campus selfsupporting program that incorporates distance learning technologies which support the goals of the Commission s CSU strategic plan, Access to Excellence. The online Nonprofit Management Program will provide alternative instructional delivery to complement the existing face-to-face classroom curriculum currently being offered on the SFSU campus. The unique feature of this program is the collaborative efforts of Cal Poly Pomona s strong implementation of online learning programs with SFSU s expertise in continuing education for the nonprofit sector. Neither campus would be able to successfully accomplish this proposed program without the expertise and resources of the collaborating campus. Cal Poly Pomona will be the lead campus over the two-year duration of the project. At this time only a handful of universities in the state of California offer certificates of this nature that provide effective educational opportunities for the nonprofit sector. Our research found no online nonprofit management certificate (Extension or Graduate) currently being offered by the CSU Extended University or UC Extension systems. The College of Extended Learning at San Francisco State University is an expert in continuing education for the nonprofit sector. The campus offers two certificates comprised of 14 face-to-face courses for continuing education units (CEU) credit

10 Cal Poly Pomona has successfully launched a number of online learning programs to the public. The College of Extended University maintains a high standard of excellence and is continually seeking to meet the needs of working adults through a variety of continuing education programs. The university has made it a priority to address the concerns of the nonprofit economic and workforce development needs. Nonprofit organizations are constantly challenged by limited resources. The new online program would provide affordable access to online learning and significantly increase the number of next generation leaders. Intended audience: The individuals who are currently employed by nonprofit organizations are in need of workforce development. It is their opportunity to step into the management roles that will be vacant over the next decade. The online Nonprofit Management Program will prepare them for a successful future. The leaders who aim to use their professional experience to transition their industry skills into the nonprofit sector will gain immediate usable nonprofit sector knowledge to assist them in accomplishing their career goals. Many volunteers desire to make an impact in their community and may decide to pursue a career within a nonprofit organization or serve in a leadership position on a nonprofit s Board of Directors. The online curriculum will provide them with personal and lifelong learning opportunities. Program details: Cal Poly Pomona and SFSU will creatively develop the new program to offer an online learning certificate with seven courses focusing on the fundamental management skills in the nonprofit sector. Each course will be worth 1.0 Continuing Education Units. Upon completion of all 70 hours of online coursework students will receive a Certificate in Nonprofit Management: Fundamental Management Skills. Proposed curriculum will include: Introduction to the Nonprofit Sector Budget Planning and Development Financial Management in Nonprofits Grant Writing and Fundraising Volunteer Management: Effective Board Governance and Event Coordination 5

11 Marketing and Communication Successful Special Event Planning Curriculum from SFSU s advanced level Certificate in Nonprofit Management: Nonprofit Leadership and Strategic Management will be used as a model for future next level online courses as part of the longevity plan for the program. Across the sector, nonprofits are forced to constantly review who they are and learn new ways to operate more effectively. Capacity building, strategic planning, leadership challenges and performance measurements are all systems of accountability that are vital to the sustainability of a nonprofit organization. Project Objectives and Goals: It is our goal to design and implement an online Nonprofit Management Program. The proposed program meets five of the Commission s objectives, Creating Tomorrow s Future: A New Framework for Action: Meet California s economic and workforce development needs Increase access to educational opportunities by serving broader constituencies Develop alternative instructional delivery systems Creatively develop new programs Provide personal and lifelong learning opportunities The proposed program supports two of the goals of the Commission s CSU strategic plan, Access to Excellence: Developing multi-campus self-support programs Developing self-support models which incorporate distance learning technologies Timeline of Objectives and Outcomes: Summer-Fall 2012: Objective: Recruit instructors for course development and hire support staff. Outcome: SFSU to recruit and hire course development instructors. Cal Poly Pomona and SFSU to hire their respective support staff members. Objective: Convert the existing face-to-face classroom curriculum 6

12 to the Blackboard online system. Outcome: SFSU to coordinate the design of the program learning objectives and curriculum. Winter-Spring 2013: Objective: Marketing campaign. Outcome: Cal Poly Pomona to implement joint campus branding through print materials, online advertising and networking opportunities with nonprofit associations. Objective: Complete the Blackboard online course development. Outcome: SFSU to collaborate with instructors on Blackboard training and course content. Spring-Summer 2013: Objective: Launch the online program to the public. Outcome: Cal Poly Pomona will host Blackboard and centralize the online registration process. Fall 2013-Winter 2014: Objective: Assessment and improvements to the program. Outcome: SFSU to ensure the quality of the online course content is consistent with the face-to-face classroom program. Cal Poly Pomona to monitor the delivery method and administrative process. Objective: Track program progress through measurable reports. Outcome: Cal Poly Pomona and SFSU to evaluate program through student surveys, instructor evaluations, enrollment results and revenue. Spring 2014: Objective: Create a successful replication plan for other CSU extended universities to follow. Outcome: Cal Poly Pomona to document the collaborative efforts with SFSU for presentation to the CSU system as a model for future multi-campus programs. Objective: Prepare the final evaluation report. Outcome: Cal Poly Pomona to complete the final project evaluation report and submit findings to the CSU Commission. IMPLEMENTATION PLAN At Cal Poly Pomona, Laura Smith will be the lead campus Program Coordinator responsible for the online delivery, marketing efforts and administration process of the new online program. Ms. Smith will work closely with Jennifer Shea, the Nonprofit Management Program Director at SFSU to coordinate this multi-campus project. Dr. Shea will collaborate with the instructors and oversee the development of the online program course design. 7

13 The implementation plan will proceed in three phases: Development, Delivery and Assessment. Development: SFSU will recruit and hire a team of expert instructors to develop content. Cal Poly Pomona and SFSU will hire their respective support staff members. SFSU will collaborate with the instructors to design the program learning objectives and curriculum. The instructors will convert the existing face-to-face classroom curriculum to the Blackboard online system. Cal Poly Pomona will lead the marketing campaign to coordinate the joint campus branding efforts. SFSU and the instructors will complete the Blackboard course development. Delivery: The registration process will be centralized at Cal Poly Pomona. Cal Poly Pomona will host all online courses and will create print materials, online advertising and networking opportunities with nonprofit associations for business development. Assessment: Cal Poly Pomona and SFSU will use a team based approach to assess and make improvements to the program. SFSU will ensure the quality of the online course content is consistent with the face-to-face classroom program. Cal Poly Pomona will monitor the delivery method and administrative process. The team will evaluate the program through student surveys, instructor evaluations, enrollment results and revenue. These findings will be used to create a successful replication plan for other CSU extended universities to follow. Cal Poly Pomona will complete the final project evaluation report and submit findings to the CSU Commission. PROJECT IMPACT The Nonprofit Management Program will be offered as a self-supported certificate. The collaborative nature of this online program will provide much needed professional education for future nonprofit leaders. Graduates will benefit from the online learning format to enhance their understanding of the unique components of the nonprofit sector allowing them to act with perspective when providing necessary programs and services to the public. This new knowledge will have an immediate impact on the lives of the individuals and the communities around them. The long range impact for these students is to become the next generation of nonprofit leaders. As The Initiative for Nonprofit Talent and Leadership 8

14 creates the national framework for a certificate in leadership development, Cal Poly Pomona and SFSU will continue to seek out conversations related to the future advancement of the program. The possibility of advancing the program to an online graduate certificate in Nonprofit Management will be explored. A plan for financial sustainability: Costs to maintain the program after the initial funding will be minimal. This program has been calculated to be self-sustaining with modest enrollments. The unique faculty mediated online learning business model uses instructors who are nonprofit sector experts to mediate at key points during the online course. By utilizing faculty at key points, we are able to limit the number of paid instructional hours to faculty to better financially sustain the online program costs beyond the initial funding timeline. DISSEMINATION PLAN The key element in the partnership of Cal Poly Pomona and SFSU is to leverage our assets in a collaborative way to reach a goal that would be unattainable on our own. This project will set an example for other CSU campuses to work together on future projects. The Initiative for Nonprofit Talent and Leadership has formed an online discussion group to begin the national framework for a certificate in leadership development. Other campuses might be interested in joining together to form a CSU network to discuss how to support the initiative s objectives at a statewide level. Cal Poly Pomona will submit a summary of the project with documented activities of the development, delivery and assessment implementation plan to the CSU Commission at the end of the two-year duration. The program s success stories and the examination of problem solving techniques to overcome challenging lessons will be shared in the findings as well. The final report will be presented at the CSU Extended Education Counterparts meeting and the CSU Extended University Dean s meeting. EVALUATION PLAN Cal Poly Pomona and SFSU will coordinate regular conference calls to highlight the successes and examine the challenges of the program. An assessment of the project objectives will be measured through 9

15 student surveys, instructor evaluations, enrollment results and revenue. By critiquing the following outcomes, we will determine the perceived value and success of the online Nonprofit Management program. We will problem-solve to make program adjustments based upon the assessment results. Meet California s economic and workforce development needs: Survey the graduates to determine: What impact this program had for their nonprofit organization Who began a career in the nonprofit sector Who was promoted into a more senior management position Increase access to educational opportunities by serving broader constituencies: Measure the online registration data to determine the geographic reach of the program. Develop alternative instructional delivery systems: Compare the enrollment results of the SFSU face-toface classroom program with the enrollment results of the online Nonprofit Management program. Creatively develop new programs: The Project Coordinators will perform regular conference calls to ensure the project is progressing as planned. Critique the instructor evaluations to assess the perceived value and success of the program s learning objectives and curriculum. Provide personal and lifelong learning opportunities: Survey the certificate graduates to learn: As a result of the program, how did you make a difference in your community Has the learned knowledge been integrated into your nonprofit workplace Who plans to be the next generation of nonprofit leaders Develop multi-campus self-support programs which incorporate distance learning technologies: Determine sustainability based upon the cost of the program to the total revenue. 10

16 BUDGET CSU COMMISSION GRANT CEU Grant Funding Request Cal Poly Pomona Registration Fee's and CERF funds Project Total Staff Salaries $ 28, $ 9, $ 38, Benefits $ 11, $ 3, $ 15, Student Workers Salaries $ 4, $ 1, $ 6, Benefits $ $ $ Supplies Office Supplies $ 1, $ $ 1, Services Consulting Instructor Course Development $ 15, $ 5, $ 21, Blackboard Course Development $ 10, $ 3, $ 14, Print Marketing $ 1, $ $ 1, Online Marketing $ 4, $ 1, $ 6, Postage and Mailing Service $ $ $ 1, Travel Travel to SFSU- Cal Poly Pomona campuses $ 1, $ $ 2, Travel to Nonprofit Associations $ $ $ TOTALS $ 81, $ 27, $ 108, BUDGET NARRATIVE The proposed budget totals $108,990 for the creation of the online Nonprofit Management Program. The grant proposal requests the sum of $81,742 from the CSU Commission. The College of the Extended University at Cal Poly Pomona will pledge $27,248 from Registration Fees and CERF funds which equal 25 percent of the total budget. The project s major expenses will be the staff salaries (including benefits), instructor consulting fees and the Blackboard course development. The following is a breakdown of all anticipated program expenses: Staff: $53,760 Cal Poly Pomona Program Coordinator: $15,600 is calculated to equal five hours a week for the first six months, 10 hours a week for the next 12 months and five hours a week for the last six months multiplied by $20.00 an hour. SFSU Nonprofit Management Director: $10,000 stipend for the two year duration of the project.

17 SFSU Project Coordinator: $12,800 is calculated to equal $20.00 an hour for 20 hours a week from August 2012 to April Benefits for the three positions are calculated at 40 percent of the $38,400 in salaries. Student Workers: $6,890 Cal Poly Pomona Student Assistant: $6,500 is calculated at zero hours a week for the first six months, 10 hours a week for the next 12 months and five hours a week for the last six months multiplied by $10.00 an hour. Benefits for this position are calculated at six percent of the $6,500 in salary. Supplies: $1,500 Administrative office supplies include pens, paper, notebooks and ink cartridges for print and copy over the two-year duration of the project. Services: $43,940 Consulting instructor course development fee: $21,000 is calculated to equal seven courses multiplied by $3,000 for each consulting instructor. Blackboard course development fee: $14,000 is calculated to equal seven courses multiplied by $2,000 to produce each Blackboard online course. Print marketing: $1,700 is the calculated cost to print 5000 direct mail brochures. Online marketing: $6,000 is calculated to equal twelve online advertisements on targeted websites multiplied by $500 for each advertisement. Postage and mailing service: $1,240 is the calculated cost of the $440 mailing house service fee plus postage at.16 cents per piece multiplied by 5000 marketing brochures. Travel: $2,900 Travel to SFSU-Cal Poly Pomona campuses: $2,000 is calculated to equal $1,000 for two trips. Trips estimated to include two people calculated to cost $500 each for flight, hotel, parking, taxi and meals.

18 Travel to nonprofit associations: $900 is calculated to equal 50 miles for the first six months, 100 miles for the next 12 months, 50 miles for the last six months multiplied by.50 cents per mile.

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