Issues in Not for Profit Management (RPAD 613)

Issues in Not for Profit Management (RPAD 613) Fall 2015 Monday 5:45p 8:35p, Husted Hall 208 Instructor: Dr. Elizabeth A.M. Searing Office hours: Thursday 3:00p 4:30p or by appointment Office location: Milne Hall 305 Office number: 518 442 2621 Email: esearing@albany.edu I. Course Learning Objectives Deepened understanding of: the unique context of the not for profit sector current and future issues with which nonprofit managers and leaders are grappling values trade offs inherent in various nonprofit organizational dilemmas alternative management and leadership strategies Increased competence in: writing management memos and reports utilizing research techniques for application to practice documenting references accurately and consistently contributing to a professional discourse of ideas and techniques II. Course Readings David O. Renz (ed.). The Jossey Bass Handbook of Nonprofit Leadership & Management, 3 rd ed., San Francisco: Jossey Bass, 2010. There are substantial additional readings that will be available on Blackboard. Text is available through Mary Jane Books, 215 Western Avenue, Albany, NY, 12203. Phone: 518 465 2238. maryjane@maryjanebooks.com Selected Journals of Interest Nonprofit and Voluntary Sector Quarterly Journal of the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA)

Nonprofit Management and Leadership Voluntas Journal of the International Society for Third Sector Research (ISTR) Stanford Social Innovation Review References are included on the syllabus for your information. They are not part of the required course reading, but are good resources for additional information on the topic. III. Grading and Assignments: 1. Class attendance and participation (15%). Participation and attendance account for 15% of the final course grade. Students are expected to attend each class on a timely basis so that they will benefit maximally from the class lectures and discussion. No formal attendance is taken, but each student is expected to contribute at least one thoughtful question to the discussion on the readings per week. Therefore, missed class will be reflected in your grade. If you find you must miss a class, please send me a notification via email. Reading assignments should be completed prior to class. 2. Individual Readings Summaries (10%). Each student will be assigned articles from the readings. For each of these assigned readings summaries, the student is responsible for preparing a very brief summary of the article, followed by a few points for discussion or practical extensions of the main article ideas. The written portion should be less than one page, and a printed copy should be handed in at the beginning of class. When the article is discussed in class, the student should also be prepared to lead the discussion with the brief summary and their own commentary. 3. Memoranda (20% each). These memoranda offer the opportunity to explore the research literature beyond what is discussed in class. The first memorandum should explore the differences between the government, corporate, and nonprofit sectors based on the readings from class and outside sources. The audience for this paper is the professor. The second memorandum explores a management issue of interest to you. Convey the insights gained from the literature in a memorandum format directed at a particular audience. Some examples of audiences are: an executive manager in the public or nonprofit sector; a nonprofit organization s board of directors; a regional or statewide nonprofit umbrella association; or a group of nonprofit agency executives in a particular industry. Be accurate and consistent in documentation for both memoranda. Each memorandum should be 5 7 double spaced pages. 2

4. Final Report (35%): This report integrates and expands on the materials learned in class. Each student should pick a nonprofit organization (with the approval of the professor) and discuss the topics covered in class in the context of their chosen organization. Further details and the grading rubric will be given as the semester progresses. The report should be 20 25 double spaced pages. The report s analysis or argument should be supported with substantial secondary sources (at least five sources). Be accurate, comprehensive, and consistent in documentation. The audience for this paper is as an organizational analysis or report for the nonprofit. 5. Final Grade: Final grades will be based on class attendance and participation, homework assignments, and semester projects, as described above. Final letter grades will be assigned as followed: Grade Total Percentage Achieved A 93% A 90% B+ 87% B 83% B 80% C+ 77% C 73% C 70% D+ 67% D 63% D 60% E 59% and below 6. Late and Make up Policy: No late readings related assignments will be accepted since they will be discussed in class. Extra time for a paper is granted in rare circumstances. A documented emergency situation is severe illness (with accompanying paperwork from a physician), the death of an immediate family member, or situations of similar magnitude. All emergencies must have documentation, and the treatment of each is totally within the professor s discretion. 3

IV. Other Policies Academic Dishonesty: Any form of academic dishonesty will not be tolerated. Please refer to University at Albany s Academic Code at: http://www.albany.edu/content_images/academicintegrity.pdf for the definition of academic dishonesty. Ignorance of these policies will not excuse dishonest conduct. Violations of these standards will result in one or more of the following penalties: reduction in the grade for the assignment, failure of the assignment, failure of the course, or expulsion. In all cases, a Violation of Academic Integrity Report will be submitted to the Dean of Graduate Studies to be placed in your university file, with copies provided to you, the department head, and the Dean of Rockefeller College. Classroom Expectations: Most classes will begin with student led discussion of the readings, followed by limited lecture and interactive discussions and activities. Therefore, preparation for the day s class in terms of readings and exercises will be essential. All students should come to each class prepared to discuss issues raised in the assigned readings for that week whether they have been assigned an article to facilitate or not. Accommodations for Disabilities: Students with disabilities needing academic accommodation should: (1) contact the Disability Resource Center; and (2) provide the instructor with the appropriate and official university documentation indicating the need for accommodation and what type. This should be done during the first week of class. For more information about services available to University at Albany students with disabilities, contact: Disability Resource Center, University at Albany, State University of New York BA 120, 1400 Washington Avenue Albany, NY 12222 (518) 442 5490 (voice) Director: cmalloch@albany.edu http://www.albany.edu/disability/ Electronics: Cellphones are not allowed to be used while class is in session unless it has been cleared by the instructor ahead of time. You can use your laptop or tablets only for taking notes, reading class materials, or doing in class exercise. No other programs are allowed in class. The instructor reserves the right to view your screen (in addition to the fact that most of your neighbors can see it anyway) or to require you to turn it off. Any violation of the above 4

policy can result in either temporary or permanent revocation of the privilege to use electronics in class. Course Evaluations: Your honest assessment of this course is an important source of feedback for both me and the department. We will have course evaluations both mid semester and at the conclusion. These are an important part of curriculum development, so please take the time to fill out the evaluations thoughtfully. 5

COURSE SCHEDULE Aug. 31 Introductions, Syllabus Review, and Discussion Reading in Class: Hager, Mark A., and Searing, Elizabeth A.M. 2014. The Top Ten Ways to Kill Your Nonprofit. The Nonprofit Quarterly (Winter, 2014). Jean Ekins and the Family Learning Center, Kennedy School of Government Case Study. Sept.21 Being a Manager in the Nonprofit Sector Salamon. Lester R. 2010. The Changing Context of Nonprofit Management and Leadership. In Jossey Bass Handbook, 77 100. Ebrahim, Alnoor. 2010. The Many Faces of Nonprofit Accountability. In Jossey Bass Handbook, 101 122. Wing, Kennard T., Roeger, Katie L., and Pollak, Thomas H. 2010. The Nonprofit Sector in Brief, Public Charities, giving, and Volunteering, 2010, Washington, D.C.: Urban Institute. (Blackboard) McKeever, Brice S., and Pettijohn, Sarah L. 2014. The Nonprofit Sector in Brief, Public Charities, giving, and Volunteering, 2010, Washington, D.C.: Urban Institute. (Blackboard) Hopkins, Bruce R. and Gross, Virginia C. 2010. The Legal Framework of the Nonprofit Sector in the United States. In Jossey Bass Handbook, 42 76. Schneiderman. Eric T., NYS Attorney General Charities Bureau. 2014. Internal Controls and Financial Accountability for Not for Profit Boards. (Blackboard) Jeavons, Thomas H. 2010. Ethical Nonprofit Management In Jossey Bass Handbook, 178 205. Bowman, Woods. 2012. Nonprofit Accountability and Ethics: Rotting from the Head Down. Nonprofit Quarterly, Oct. 26 th. (Blackboard) References O Neill, Michael. 2002. Nonprofit Nation, San Francisco: Jossey Bass. Salamon, Lester, ed., 2002. The State of Nonprofit America, Washington, D.C.: Brookings Institution Press. 6

Sept 28 Nonprofit Manager as Leader * *FIRST MEMO DUE ** Watson, Mary R., and Abzug, Rikki. 2010. Effective Human Resource Practices: Recruitment and Retention in Nonprofit Organizations. In Jossey Bass Handbook, 669 708. Light, Paul C. 2002. The Content of their Character: The State of the Nonprofit Workforce, The Nonprofit Quarterly (Fall), 6 16. (Blackboard) Brudney. Jeffrey L. 2010. Designing and Managing Volunteer Programs. In Jossey Bass Handbook, 753 793. Soni, Vidu. 2000. A Twenty First Century Reception for Diversity in the Public Sector: A Case Study. Public Administration Review Vol. 60, 5, 395 408. (Blackboard) Reference Pynes, Joan E. 1997. Human Resource Management in a Dynamic Environment, ch. 1 in Human Resources Management for Public and Nonprofit Organizations, San Francisco: Jossey Bass. Oct. 5 Nonprofit Manager as Advocate Guest Speaker: Peter Fleischer, Executive Director of Empire State Future Avner, Marcia. 2010. Advocacy, Lobbying and Social Change. in Jossey Bass Handbook, 347 374. Grant, Heather McLeod, and Crutchfield, Leslie R. 2007. Creating High Impact Nonprofits. Stanford Social Innovation Review. Fall 2007. (Blackboard) Fyall, Rachel, and McGuire, Michael. 2014. Advocating for Policy Change in Nonprofit Coalitions. Nonprofit and Voluntary Sector Quarterly, December. (Blackboard) Reference Gronbjerg, Kirsten A. 1993. Public Funding: A Driving Force, in Understanding Nonprofit Funding, San Francisco: Jossey Bass, 169 198. Oct. 12 Nonprofit Manager as Entrepreneur Nash, Matthew T.A. 2010. Social Entrepreneurship and Social Enterprise. In Jossey Bass Handbook, 262 298. 7

Dees, J. Gregory. 1998. Enterprising Nonprofits, Harvard Business Review (January February, 1998), 55 67. (Blackboard) Child, Curtis. 2015. Tip of the Iceberg: The Nonprofit Underpinnings of For Profit Social Enterprise. Nonprofit and Voluntary Sector Quarterly, 1 21. (Blackboard) References Young, Dennis. 1998, reprinted with commentary in 2013. If Not for Profit, For What? Lexington, Massachusetts: Lexington Books. Oct. 19 Nonprofit Manager as Financial Guru Fogel, Robert E. 2010. Designing and Managing the Fundraising Program. In Jossey Bass Handbook, 505 523. Bell, Jeanne. 2010. Financial Leadership in Nonprofit Organizations. In Jossey Bass Handbook, 461 481. Lecy, Jesse D., and Searing, Elizabeth A.M. 2014. Anatomy of the Nonprofit Starvation Cycle: An Analysis of Falling Overhead Ratios in the Nonprofit Sector. Nonprofit and Voluntary Sector Quarterly. doi: 10.1177/0899764014527175. (Blackboard) Stone, Melissa M., Hager, Mark A., and Griffin, Jennifer J. 2001. Organizational characteristics and funding environments: A study of a population of United Way affiliated nonprofits. Public Administration Review, 61(3), 276 289. (Blackboard) Young, Dennis R. 2007. Toward a normative theory of nonprofit finance. In D. R. Young (Ed.), Financing nonprofits: Putting theory into practice (pp. 339 372). Lanham, MD: AltaMira Press. (Blackboard). Reference Teasdale, et al. 2013. Oil and Water Rarely Mix: Exploring the Relative Stability of Nonprofit Revenue Mixes Over Time. Social Enterprise Journal (4) 1, 69 87. Oct. 26 Nonprofit Manager as Government Contractor, Partner, and Policy Influencer Guest Speaker: Natasha Pernicka, Executive Director of The Food Pantries for the Capital District Saidel, Judith R. 2011. The Proxy Partnership Governance Continuum: Implications for Nonprofit Management. In The State of Public Administration: Issues, Challenges, and 8

Opportunities. Edited by Donald C. Menzel and Harvey L. White, Armonk, NY: M.E. Sharpe, 156 170. (Blackboard) Steven R. Smith. 2010. Managing the Challenges of Government Contracts in Jossey Bass Handbook, 325 341. Elizabeth T. Boris et al. 2010. Human Service Nonprofits and Government Collaboration, Findings from the 2010 National Survey of Nonprofit Government Contracting and Grants. Washington, D.C.: Urban Institute. (Blackboard) References Bernstein, Susan R. 1991. Contracted Services: Issues for the Nonprofit Agency Manager. Nonprofit and Voluntary Sector Quarterly 20 (Winter), 429 443. Bernstein, Susan R. 1991.Managing Contracted Services in the Nonprofit Agency. Philadelphia: Temple University Press. Kramer, Ralph M. 1994. Voluntary Agencies and the Contract Culture, Dream or Nightmare? Social Service Review, 33 60. Saidel, Judith R., and Harlan, Sharon L. Contracting and Patterns of Nonprofit Governance, Nonprofit Management and Leadership 8 (Spring 1998), 243 260. Nov. 2 Nonprofit Manager as Public Relations Expert ** SECOND MEMO DUE ** Bonk, Kathy. 2010. Strategic Communications, in Jossey Bass Handbook, 329 346 Gainer, Brenda. 2010. Marketing for Nonprofit Managers, in Jossey Bass Handbook, 301 328 Wilson, H. James, et al. 2011. What s Your Social Media Strategy? Harvard Business Review (July August), 23 25. (Blackboard) Nov. 9 Nonprofit Manager as Program Evaluator and Outcomes Monitor There is little evidence, however, that organizations can reliably measure organizational performance at the institutional level, much less at the community and/or sectoral levels at a time when sophisticated assessment methodologies are in demand (Flynn and Hodgkinson, 2001:5) 9

Murray, Vic. 2010. Evaluating the Effectiveness of Nonprofit Organizations. In Jossey Bass Handbook, 431 460. Kaplan, Robert S. 2001. Strategic Performance Measurement and Management in Nonprofit Organizations, Nonprofit Management and Leadership 11,3 (Spring), 353 370. (Blackboard) Thomas, John C. 2010. Outcome Assessment and Program Evaluation. In Jossey Bass Handbook, 401 430. Wheatley, Margaret and Kellner Rogers, Myron. 1998. What Do We Measure and Why? the New England Nonprofit Quarterly (Fall/Winter), 6 9. (Blackboard) References Carman, Joanne G. 2008. Nonprofits, Funders, and Evaluation, Accountability in Action. American Review of Public Administration. Flynn, Patrice, and Hodgekinson, Virginia A. 2001. Measuring the Contributions of the Nonprofit Sector, in Measuring the Impact of the Nonprofit Sector, edited by Patrice Flynn and Virginia A. Hodgkinson,New York: Kluwer Academic, 3 16. Morley, Elaine, Vinson, Eliza, and Hatry, Harry P. Outcome Measurement in Nonprofit Organizations: Current Practices and Recommendations. Washington, D.C: Independent Sector, 2001. Nov. 16 Nonprofit Manager as Governance and Human Resources Manager Right from the Start: Responsibilities of Directors and Officers of Not for Profit Corporations, Attorney General Andrew Cuomo, New York State Charities Bureau. (Blackboard) Saidel, Judith R. Expanding the Governance Construct: Functions and Contributions of Nonprofit Advisory Groups, Nonprofit and Voluntary Sector Quarterly 27 (December 1998), 421 436. (Blackboard) Fletcher, Kathleen. "Effective Boards: How Executive Directors Define and Develop Them," Nonprofit Management and Leadership 2 (Spring, 1992), 283 293. (Blackboard) Kearns, Kevin P. Effective Nonprofit Board Members as Seen by Executives and Board Chairs, Nonprofit Management and Leadership 5 (Summer 1995), 337 358. (Blackboard) Speckbacher, Gerhard. 2013. The use of incentives in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 42(5), 1006 1025. (Blackboard) 10

Nov. 23 Nonprofit Manager as Strategist Guest Speaker: Natasha Pernicka, Executive Director of The Food Pantries for the Capital District Stone, Melissa M., Bigelow, Barbara, and Crittenden, William. 1999. Research on Strategic Management in Nonprofit Organizations, Administration and Society 31, 3 (July), 378 423. (Blackboard) Bryson, John M. 2010. Strategic Planning and the Strategy Change Cycle. In Jossey Bass Handbook, 230 261. Brown, William A. 2010. Strategic Management. In Jossey Bass Handbook, 206 229. Nov. 30 Future Trends in Nonprofit Management Renz, David O. 2010. Leadership, Governance, and the Work of the Board. In Jossey Bass Handbook, 125 156. Guo, Chao. 2007. When Government Becomes the Principal Philanthropist: The Effects of Public Funding on Patterns of Nonprofit Governance. Public Administration Review (May June), 458 473. (Blackboard) Harris, Margaret. 2012. Nonprofits and Business: Toward a Subfield of Nonprofit Studies. Nonprofit and Voluntary Sector Quarterly 41 (5), 892 902. (Blackboard) Child, Curtis. 2014. Sector Choice: How Fair Trade Entrepreneurs Choose Between Nonprofit and For Profit Forms. Nonprofit and Voluntary Sector Quarterly, 1 20. (Blackboard) Dec. 7 ** Final Reports and Presentations Due ** 11