Nonprofit Management Capstone NPM 7980 NPM 7980-71519 Nonprofit Management Capstone Prerequisite for this course: NPM 6100, NPM 6120, NPM 6125, NPM 6130, NPM 6140, & NPM 6150 Dates/Term September 21 to October 31, 2015 Course link: www.nuonline.neu.edu. If you have any difficulty, please contact the Online Help Desk (617-373-5608). Professor: E-mail: Phone Number: Rick J. Arrowood, J.D. r.arrowood@neu.edu 617-943-8769 (cell) Required Text(s)/Software/Tools: Worth, Michael, J. 2014. Nonprofit Management: Principles and Practice, 3rd Edition. Thousand Oaks, CA: Sage Publications. ISBN 9781452243092. Course Description This course integrates theory, practice, case studies, and experiential learning with operational and organizational concepts of nonprofit organizations. Topics covered in this course may include nonprofit law, financial management, human resource management, fundraising and development, promotions, and grant writing. This course aims to synthesize learning in a practical manner and prepare students for working or volunteering for nonprofit organizations. Through a series of pedagogical paradigms, this course presents an interrelationship of student learning and real-world practice. Course Application The NPM Capstone course offers students an opportunity to apply learning from course materials, program involvement, and social activities during their studies in the Nonprofit Management program. Course work is intensive, yet rewarding. Our goal is simple: to increase a graduate s impact and effectiveness as a nonprofit manager, leader, executive, or key board member or volunteer. Students are exposed to a variety of activities in the capstone course including mock board meetings, case scenarios, and other activities where participation is required. Board meetings will have an agenda, and students (who serve as the board) will need to make decisions based on the facts and relevant information provided.
Course Outcomes In sum, the Nonprofit Management Capstone Course provides an opportunity to: SYNTHESIZE and INTERGRATE Nonprofit Management and Leadership Practices Analyze nonprofit management and leadership theories in order to determine those applicable to the capstone project Evaluate effectiveness of the selected nonprofit management and leadership theories and modify their use as applicable Synthesize, integrate and deepen the nonprofit management and leadership knowledge and experience gained through the NPM program APPLY and IMPLEMENT your skills as a Nonprofit Manager, Nonprofit Executive, Nonprofit Board Member and/or Leader Develop insights about your own capacity to relate with others in a leadership capacity Determine your strengths and opportunities for professional development DEMONSTRATE your mastery of nonprofit management Demonstrate mastery of program level competencies by completing a action-based mock board meetings, case studies, voice threads, quizzes, comprehensive examination, and/or a real-life project Successfully score in the 80-90 percentile on all projects and score a minimum of 85 percent cumulative average on six quizzes representing one cumulative score REFLECT your progress in the program Consider feedback from peers and instructor Review assignments from day one of courses Connect and form relationships with students 2
Methodology This is a six-week course requiring individual and some collaborative work in the form of action learning. Action learning for our purposes is defined as a combination of synchronous and asynchronous learning with the primary purpose of applying course work to date to this capstone, resulting in an opportunity for you to analyze, refine, demonstrate, and evaluate your learning in the Nonprofit Management program. The course methodology below is an outline representing the typical structure for learning in this course. (1) Case Study: Analyze Problem (s) From a Nonprofit Management and Leadership Perspective You should read and review the case study provided and available in week one. The case is due at the end of week five. The case is designed to provide you with situations facing a nonprofit organization, managers (or administrators) and employees within an organization. No field research, depiction of real life events and descriptions of the situation presented is intended to reflect a real situation. The case will include the following elements: Introduction introduces a pivotal actor or actors and defines the dilemma or decision point Background/Context background information about the organization or event that puts the reader in to the middle of the situation and helps the reader see the complexity of the situation and available options The Story presents key information from the decision maker s point of view Conclusion - directs the reader s attention toward the appropriate analysis Exhibits tables, spreadsheets and /or appendices Your analysis of the case should outline key issues in the case, identify alternative scenarios that may lead to reasonable solutions and provide the conceptual justification for your recommendation, using relevant reference material from your nonprofit management courses (and leadership or other specializations). It is important for you to reference course(s) and concepts that help you understand case issues and frame its analysis. Please be sure not to recite the facts. After reading the case, you should reflect on your management and leadership development throughout the NPM program. Case Analysis Rubric 0-3 points 4-6 points 7-10 points Student recited the facts mostly Student s response did not meet criteria for a Student incorporated the facts into his/her response, but lacked full application of course materials and personal Student incorporated the facts and discussed (1) How he/she would you have handled the situation presented, (2) 3
proper analysis of a case Student did not successfully identify major issues presented Student response was minimal Student response included typos Student response included grammatical and mechanical errors perspective Student demonstrated some understanding of the over-arching issues, but did not identify, discuss, and support major issues presented provided clear steps the organization could have or should take to avoid it happening again, (3) demonstrated how this problem challenged or supported previous views of nonprofit management and leadership, (4) applied key learning with this case (2) Board Meetings. Students will participate in four board meetings (weeks 1-4). For the online courses, we will use voice threads as an alternative to your traditional discussion posts. Onground courses may use voice thread, traditional discussion posts, or other acceptable alternative programs. Please see the rubric below for Board Meetings. 0-3 points 4-6 points 7-10 points Student did not participate by due date (zero) or rarely participated Student participated by responding with one substantive post by Wednesday, 9 PM EST Student contributions were limited and comment (s) did not demonstrate an understanding of program outcomes The student lacked an understanding of the case presented Comments were unrelated to the main or underlying issues Student ideas and Student did not participate within a reasonable time permitting opportunity for other students to learn from and respond to his/her post (s) Student participation demonstrated a basic understanding of the case and course theory Student demonstrated a satisfactory application of course/program Student posted substantive comment (s) on time and one substantive follow up post by Sunday, 9 PM EST Student responded timely to Professor and students posts Student provided viewpoint based on credible sources and offered additional information to aid in the discovery of new approaches to solving the problem Student presented 4
opinions were not clearly expressed Student dominates the meeting and via non constructive ways Student lacked professionalism in communications; and posts are minimal in terms of length (too few or too many words or sentences) concepts to the board issues presented Student participation somewhat; ideas and opinions are expressed clearly most of the time, but evidence of course materials integration is lacking Student contributions are mostly positive, some evidence of constructive feedback to others, supportive to others in most instances ideas and opinions expressed clearly and always supported by credible sources Student adds in positive and substantive ways to the group dynamics, is professional and supportive to others, supportive to diverse opinions and inclusive Student posts are usually more than just a few words or are unnecessarily lengthy, grammar and spelling errors in some instances (3) Final Exam. There will be a final exam covering all of the course materials in all weeks. This is a comprehensive exam. *For online students in time zones outside of the EST, please notify the Professor and request alternative deadline times. This request must be made in week one. 5
Grading Your grade in the course will be based on your performance in the following areas: Assignment/Element Due Points 1. Case Analysis Week Five, Sunday, 9 PM EST 2. Online Board Meetings (four board Wednesday, 9 PM EST meetings--week one, week two, and Initial Voice Thread week three, and week four via Post and Follow-up Post Voice Threads for fully online) by Sunday, 9 PM EST 3. Final Exam Week Six, Saturday 9 PM EST 10 40 (10 points each) 50 Total 100 Final Letter and Numeric Grade A 94 100 A- 90 93 B+ 87 89 B 84 86 B- 80 83 C+/C 73 79 C- 70 72 F 0 69 Grade appeals. If you believe an error has been made on your grade for an assignment, please bring it to my attention within one week of the date the assignment has been returned to you. When submitting a grade appeal, please first review the assignment instructions and grading criteria, and then summarize the reasons for your concern. Grade appeals must be in writing. Late Assignments: The grade for any late paper will be reduced by one (1) point for each day after the due date up to a maximum of five (5) points. Papers that are more than five (5) days late will not be accepted without special permission from the instructor 6
Course Topics: Weeks Topic & Outcomes Reading/Assignments 1 2 Reviewing Nonprofit Fundamentals from the Legal, Financial, and Development Perspectives Nonprofit Management as a Profession Theories of Nonprofit Management Course Outcomes for Week 1: List three reasons why nonprofit management may be a distinct profession Indicate factors that are driving the so called "revolution" in nonprofit management Provide a brief overview of the historical factors that influenced rise of the modern day nonprofit sector Describe at least three ways of classifying and differentiating nonprofits Describe at least three historical events that help shape the nonprofit sector in America Explain one "failure" theory accounting for the rise of American nonprofits List five general characteristics of a nonprofit Define what is meant by the term "open system" as it relates to nonprofits Nonprofit Fiscal and Financial Policies and Procedures (Accountability and Transparency, Executive Compensation, Governance, Nonprofit Audit and Reporting, and Financial Statements) Chapter 1 Chapter 2 Chapter 3 Board Meeting #1 via Voice Thread Chapter 12 Chapter 13 Chapter 14 Board Meeting #2 via Voice Thread 7
Course Outcomes for Week 2 Define the term earned income List three different types of business partnerships Identify the steps a nonprofit should take for engaging in a business venture Explain the terms, grants and contracts Define four different types of Financial Statements Explain two types of endowments Highlight three important fiscal controls Describe three types of budgets 3 Nonprofit Leadership Competencies Course Outcomes for Week Three Compare and contrast three types of nonprofit boards List the three main legal responsibilities of a nonprofit board Describe the relationship between the board and the CEO of a nonprofit Define the term Transformational Leadership Describe the role of a nonprofit CEO Explain at least 3 Leadership Theories Compare and contrast the similarities and differences between management and leadership Chapter 4 Chapter 5 Board Meeting #3 via Voice Thread 4 Nonprofit Effectiveness and Evaluation Techniques Course Outcomes for Week Four Discuss three mechanisms for nonprofit accountability List 4 strategies for measuring Chapter 6 Board Meeting #4 via Voice Thread 8
5 organizational performance Describe the difference between program evaluation and assessing overall organizational effectiveness Highlight the key challenges in performance measurement in nonprofit organizations Nonprofit Strategic and Succession Planning Course Outcomes for Week Five Outline the steps in creating a strategic plan Conduct a simple SWOT analysis Define the elements of a well written mission statement Discuss the reasons that strategic planning is either not done or fails Define organizational capacity List the obstacles to collaboration Describe conditions that if present, assist with making collaborations successful Explain capacity relative to organizational life cycles Chapter 7 Chapter 8 Case Analysis due Sunday, 9 PM Week Five 6 Global Philanthropy and Its Impact on Mission Delivery Review and Final Exam Course Outcomes for Week Six Differentiate between charity and philanthropic giving List the six steps involved in the fundraising process Described four categories of ethical considerations in fundraising Explain the difference between advocacy and lobbying. Highlight some common challenges encountered in managing an international or global nonprofit. Chapter 11 Chapter 16 Final Exam due Saturday, 9 PM Week Six 9
Recommended Reading (Also links are available on Blackboard please notify your Professor if link (s) broken). The Future of Public and Nonprofit Strategic Planning in the United States, John M. Bryson * http://onlinelibrary.wiley.com.ezproxy.neu.edu/doi/10.1111/j.1540-6210.2010.02285.x/full I. Strategic Management in Public and Nonprofit Organizations: Managing Public Concerns in an Era of Limits by Koteen, Jack http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=5007273 Results from a strategic planning process: Benefits for a nonprofit organization http://onlinelibrary.wiley.com.ezproxy.neu.edu/doi/10.1002/nml.20051/abstract II. Relationships Between Organizational Characteristics And Strategic Planning Processes In Nonprofit Organizations William F. Crittenden and Victoria L. Crittenden Journal of Managerial Issues http://www.jstor.org.ezproxy.neu.edu/stable/40604302?seq=1#page_scan_tab_contents III. Managing Nonprofit Organizations by Tschirhart, Mary Bielefeld, Wolfgang http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10575622 MAS for Nonprofit Clients: Integrating Strategic Planning with Financial Planning and Management Control http://go.galegroup.com.ezproxy.neu.edu/ps/retrieve.do?sghitcounttype=none&sort=rele VANCE&inPS=true&prodId=AONE&userGroupName=mlin_b_northest&tabID=T003&sea rchid=r3&resultlisttype=result_list&contentsegment=&searchtype=advancedsearc hform¤tposition=1&contentset=gale%7ca78576823&&docid=gale A7857682 3&docType=GALE&role= IV. Wiley Nonprofit Authority : How to Be a Global Nonprofit : Legal and Practical Guidance for International Activities by Norton, Lisa http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10653580 V. How to Form a Nonprofit Corporation (3rd Edition) by Warda, Mark http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10096083 10
VI. AFP/Wiley Fund Development Series : Nonprofit Fundraising Strategy : A Guide to Ethical Decision Making and Regulation for Nonprofit Organizations + Website (2nd Edition) by Pettey, Janice Gow http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10674795 VII. Beyond Fundraising : New Strategies for Nonprofit Innovation and Investment (2nd Edition) by Grace, Kay Sprinkel http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10114210 VIII. Fundraising Principles and Practice by Sargeant, Adrian Shang, Jen http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10375594 IX. Wiley Nonprofit Authority, Volume 249 : Recession, Recovery, and Renewal Long- Term Nonprofit Strategies for Rapid Economic Change : Long-Term Nonprofit Strategies for Rapid Economic Change by Raymond, Susan U. http://site.ebrary.com.ezproxy.neu.edu/lib/northeastern/detail.action?docid=10684937 X. Project Governance Implementing Corporate Governance and Business Ethics in Nonprofit Organizations http://link.springer.com.ezproxy.neu.edu/book/10.1007%2f978-3-7908-1927-4 Fraud in the nonprofit sector? You bet http://go.galegroup.com.ezproxy.neu.edu/ps/retrieve.do?sghitcounttype=none&sort=rele VANCE&inPS=true&prodId=AONE&userGroupName=mlin_b_northest&tabID=T002&sea rchid=r4&resultlisttype=result_list&contentsegment=&searchtype=advancedsearc hform¤tposition=1&contentset=gale%7ca201947232&&docid=gale A201947 232&docType=GALE&role= XI. Issues in Nonprofit Finance Research Surplus, Endowment, and Endowment Portfolios http://nvs.sagepub.com.ezproxy.neu.edu/content/41/4/560 XII. Nonprofit Business Advisor http://onlinelibrary.wiley.com.ezproxy.neu.edu/journal/10.1002/(issn)1949-3193 11
XIII. The Uniqueness of Nonprofit Finance and the Decision to Borrow Bowman, Woods http://onlinelibrary.wiley.com.ezproxy.neu.edu/doi/10.1002/nml.12306/abstract XIV. Nonprofit's Legal Fight, Growth Attract Attention Cavanagh, Sean http://search.proquest.com.ezproxy.neu.edu/docview/1619513893?accountid=12826 XV. Workers with Disabilities: Exploring the Hiring Intentions of Nonprofit and Forprofit Employers http://link.springer.com.ezproxy.neu.edu/article/10.1007/s10672-011-9187-x XVI. Rescue Plan for Nonprofit Lenders May Have the Opposite Effect Basken, Paul http://search.proquest.com.ezproxy.neu.edu/docview/214642993/bc9dd0ec4b7c4e2dpq/ 1?accountid=12826 XVII. Strategic Management for Multi program Nonprofit Organizations Gruber, R. E.; Mohr, M. http://web.b.ebscohost.com.ezproxy.neu.edu/ehost/results?sid=c3587abb-8b09-4532-a088- abb73bf51e5f%40sessionmgr113&vid=0&hid=106&bquery=(so+(california+management +Review))AND(DT+1982)AND(TI+strategic+management+for+multiprogram+nonprofit+o rganizations.)&bdata=jmripwj0acz0exblptemc2l0zt1lag9zdc1saxzljnnjb3blpxnpd GU%3d XVIII. Nonprofit Fund-Raising in Competitive Donor Markets By Jeremy Thornton http://nvs.sagepub.com.ezproxy.neu.edu/content/35/2/204 New Report from Nonprofit Finance Fund Finds Philanthropic Equity Puts Nonprofits on the Path to Sustainability http://nonprofitfinancefund.org/announcements/2012/new-report-nonprofit-finance-fundfinds-philanthropic-equity-puts-nonprofits-path XIX. How to Raise Money for a Nonprofit http://www.entrepreneur.com/article/171296 12
Academic Honesty and Integrity Statement The University views academic dishonesty as one of the most serious offenses that a student can commit while in college and imposes appropriate punitive sanctions on violators. Here are some examples of academic dishonesty. While this is not an all-inclusive list, we hope this will help you to understand some of the things instructors look for. The following is excerpted from the University s policy on academic honesty and integrity; the complete policy is available at http://www.osccr.neu.edu/policy.html. Cheating intentionally using or attempting to use unauthorized materials, information or study aids in an academic exercise. This may include use of unauthorized aids (notes, texts) or copying from another student s exam, paper, computer disk, etc. Fabrication intentional and unauthorized falsification, misrepresentation, or invention of any data, or citation in an academic exercise. Examples may include making up data for a research paper, altering the results of a lab experiment or survey, listing a citation for a source not used, or stating an opinion as a scientifically proven fact. Plagiarism intentionally representing the words or ideas of another as one s own in any academic exercise without providing proper documentation by source by way of a footnote, endnote or intertextual note. Unauthorized collaboration Students, each claiming sole authorship, submit separate reports, which are substantially similar to one another. While several students may have the same source material, the analysis, interpretation and reporting of the data must be each individual s. Participation in academically dishonest activities Examples include stealing an exam, using a pre-written paper through mail order or other services, selling, loaning or otherwise distributing materials for the purpose of cheating, plagiarism, or other academically dishonest acts; alternation, theft, forgery, or destruction of the academic work of others. Facilitating academic dishonesty Examples may include inaccurately listing someone as co-author of paper who did not contribute, sharing a take home exam, taking an exam or writing a paper for another student. For more information on Academic Integrity, including examples, please refer to the Student Handbook, pages 9-11. College of Professional Studies Policies and Procedures For comprehensive information please see the download the Student Handbook also available on the Student Resources page of the Northeastern University College of Professional Studies websitend-of-course Evaluation Surveys Your feedback regarding your educational experience in this class is very important to the College of Professional Studies. Your comments will make a difference in the future planning and presentation of our curriculum. At the end of this course, please take the time to complete the evaluation survey at https://neu.evaluationkit.com. Your survey responses are completely anonymous and confidential. For courses 6 weeks in length or shorter, surveys will be open one week prior 13
and one week after the course ends. An email will be sent to your HuskyMail account notifying you when surveys are available. Northeastern University Online Copyright Statement Northeastern University Online is a registered trademark of Northeastern University. All other brand and product names are trademarks or registered trademarks of their respective companies. This course material is copyrighted and Northeastern University Online reserves all rights. No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system, or translated into any language or computer language, in any form or by any means, electronic, mechanical, magnetic, optical, chemical, manual, or otherwise, without the express prior written permission of Northeastern University Online. Copyright 2015 by Northeastern University Online. All Rights Reserved. The Professor reserves the right to alter this syllabus. Date submitted: August 23, 2015. 14