With the Master of Science in Nonprofit Management, you will be introduced to valuable concepts, practical information and expertise in every class session. We will help you answer the question, “what will help me do a better job of serving others now?”
Nonprofit management is about developing your employees and protecting your clients. We want to help you develop the knowledge and skills to make you confident that your organization is doing just that. We will teach you how to better apply technology for the best results, how to effectively raise funds, how to create and train staff, and how to improve efficiency within your organization.
We will keep you informed on the latest technology and techniques on the web, in the world of nonprofit organizations, teaching donor management software, and how to use social media effectively. In addition, we will provide classes in the ethics of fundraising, advocacy, and strategic planning.
The Master of Science in Nonprofit Management degree is offered fully online, allowing you to maintain professional responsibilities and keep your family commitments while you earn your degree. When you complete our Master of Science in Nonprofit Management degree you’ll graduate with the ability to take your newly acquired knowledge and skills, combined with your compassion for something greater than yourself, to effectively manage your nonprofit organization.
Examples of courses in this major:
This course will provide an orientation to the nonprofit sector and a theoretical foundation for the more applied topics that will be covered later in MSNM Program. Students will begin to develop their personal philosophies of management as it applies to the unique environment of the nonprofits. This course seeks to engender an overview of nonprofit management that is both conceptual and practical in nature.
This course provides learners with the opportunity to learn the many dynamics involved in leading an organization under the auspices of a governing board. Best practice strategies and activities will be utilized regarding effective and ethical leadership, managing an organization, and recruiting, developing, evaluating and retaining human capital within the organization.
This course will introduce learners to the role of resource management found within nonprofit environments. Learners will interact with philanthropy, earned income strategies, governmental support, and financial management of such resources.
Nonprofit organizations can thrive only when there is a clear understanding of the internal and external realities that impact a company’s present status and potential for growth. This course will examine various ways to ensure accountability to external stakeholders and effectively measure performance. The strategic planning process will also be examined in depth, and students will learn how to utilize planning skills in a practical exercise with a company of their choice. Students will also examine ways to help nonprofit companies build capacity and explore opportunities for collaboration.
This course is a guide through four topics that can easily be confusing or too new for nonprofit leaders to handle without help. 1) Leaders, must know the values and pitfalls of marketing so that the mission remains the primary focus. 2) Advocacy includes education of the public in addition to the challenging topic of lobbying that few nonprofits engage in with confidence. 3) Globalization affects many local nonprofits as there may be chapters abroad. Leaders must be aware of the management and board 'best practices' that come from globalized nonprofits. 4) Social entrepreneurship is a newer topic that covers innovation to provide new income streams for a target population, social impact or both. Business for missions, community development, and micro finance are related topics.
The individuals who will challenge you to learn:
B.A. in Speech Communication, Grace College; M.A. in Communications, Ball State University; Ed.D. in Educational Administration for Higher Education, Ball State University
Dr. Grill chaired the Grace College Communications Department for nearly 20 years before being named Dean of Ivy Tech State Community College/Warsaw in 1988. During his 10 years at Ivy Tech, Grill was named both Kosciusko County "Man of the Year" and Winona Lake "Citizen of the Year" for his efforts in bringing higher education to a wider range of citizens in this area. He returned to Grace in 1999 in order to begin a Grace College community education outreach.
Diploma in Christian Education, Moody Bible Institute; B.S. in Behavioral Science, Grace College; M.A. in Biblical Counseling, Grace Theological Seminary; M.A. in Organizational Communication, with emphasis on training and development, Ball State University
Allyn Decker is the Vice President and Training Director for Lake City University at Lake City Bank in Warsaw, Indiana. He is involved in professional associations and boards across the community, such as the Kosciusko Leadership Academy, Kosciusko County Convention Advisory Board, and many others. In 1996, as chair of the Grace College Communication Department, Prof. Decker was the recipient of the Alva J. McClain Outstanding Teacher award, which is awarded to one Grace College faculty member each year.
B.S. in Business Administration and Psychology, Grace College; M.A. in Adult and Community Education, Ball State University, and M.B.A, Grace College.
Professor Tim Ziebarth is a 1993 graduate of Grace College, where he majored in business administration and psychology and minored in communications. After graduating from Grace College, he spent a year working in city government as the assistant city planner, then joined the 1st Source Bank headquarter out of South Bend, Indiana. His banking experience includes the role of mortgage loan officer, branch manager, and small business loan officer. He returned to campus in 2002 as the director of alumni services in the Grace Alumni Office. In May 2009, he was named the Director of the William P. Gordon Institute for Enterprise Development, and is currently serving as the Dean of Online Education. He has taught in undergraduate students in Grace's School of Business and currently teaches for the School of Adult and Community Education.
Non-profit executive directors provide intense leadership and guidance to take an organization in a successful direction. They are responsible for the overall management and operation of the organization and protecting financial assets while ensuring compliance with all applicable requirements.The non-profit executive director’s responsibility involves good communication with their board of directors regarding issues that are related to the organization’s development. Since non-profit organizations need a steady money inflow in order to implement plans for public welfare, executive directors also look for potential donors for various charitable institutions and ensuring that funds are used wisely.
The chief executive officer of a non-profit organization has several important responsibilities, including management, public relations and fundraising. A non-profit's CEO ensures and maintains a positive image with the public regarding the non-profit organization,reports to the board of directors and serves to support and conduct administration for the board. This typically requires informing board members of the current status of the organization, as well as advising members on preferred strategies and resolutions. The CEO also oversees and manages organization programs and projects, is in charge of recommending a budget to the board annually and ensuring the staff adheres to the approved budget.
The Director of Philanthropy works closely with the executive director, board, and volunteers to manage all of the day-to-day development operations for the ministry or nonprofit. Duties include maintaining strong relationships with providers, volunteers, donors, administrators, representatives and supporters of the organization, managing and coordinating the submission of grant proposals and reports, identifying prospective major gift donors and moving them through the process from discovery to stewardship, and facilitating the tracking and evaluation of results against stated objectives to assure that goals are met or exceeded each year.
A minister of church operations must grasp the vision of the church and be able to create a structure that supports that vision in all facets of daily church operations. A minister of operations position involves overall administration of a church organization, including human resources, property management, financial operations and oversight of church personnel and volunteers. The minister of operations is expected to create and maintain a positive work environment for all employees, be an effective communicator, and provide leadership team building and management skills that enable clergy, staff and lay members to minister effectively.
A church minister of finance is responsible for doing examination and investigation of the state budget, statistical surveys and analysis of local economy and economic conditions, and management and disposal of national property. They also do planning, preparation and consolidation of budget coordination, arrangement of the financial records system and accounting system, and analysis and research for proficient management, as well as search, arrangement and drafting of the government financial institutions structure.
A president of a nonprofit is responsible to provide leadership and direct the work of the trustees, ensure that members understand their jobs and are able to fulfill those expectations, help recruit new members and develop succession plans for committee chairs. They also provide structure so that the work of the board and organization can be accomplished, preside over board meetings, ensure that management tools are developed and implemented, work closely with the executive director and committee chairs, and serve as a link to community.
The vice president (VP) of development serves as a key leadership team member and an active participant in making strategic decisions affecting a nonprofit organization. In partnership with the ED, this position is responsible for all fundraising and development activities. The VP of development will have primary responsibility for establishing and implementing the infrastructure needed to grow a nonprofit budget through the solicitation of major gifts, federal and state grants, special events, and corporate and foundation support. The VP will also work to expand and diversify the organization’s donor base and work closely with other team members to secure funding for new initiatives.
The regional development manager of a nonprofit works closely with other department heads to develop, evaluate and execute strategic goals and objectives at the regional level. They are responsible to recruit and cultivate volunteers, sponsors and event participants, build and manage volunteer core and provide strategic direction and oversee all aspects of fundraising plans pertaining to assigned events. A regional development manager will also work with key volunteers to build a fundraising plan and maintain communication to ensure that the plan has been instituted; cultivate corporate partnerships; secure sponsorships and individual donations; coordinate promotional, marketing and media activities; develop and manage special event budgets; manage logistic details for all assigned events and manage and support other third party and special events as assigned.
Volunteer development managers recruit, train, support and recognize volunteers at nonprofit organizations or other places that utilize volunteers. Responsibilities include creating volunteer opportunities to further the organization's work, interviewing potential volunteers and providing training to encourage the volunteer's success. A volunteer manager also tracks a volunteer's involvement, such as number of hours served; provides assistance when requested by a volunteer or staff member, without micromanaging; and thanks volunteers for their efforts.
The Gifts management, enrollment and records administrator is responsible to help the department achieve its fund-raising, enrollment, and relationship-building goals. They are responsible for the core operational functions of the advancement department of the organization, including the gift-management cycle (recording, acknowledgment, and recognition), constituent records management, enrollment functions for travel programs, and registrations for events. The administrator also ensures that the database and operations support the strategies of the advancement department efficiently and effectively.
A fund development officer, also called a fundraising manager, solicits donations that are used to fund the budget of a non-profit organization. Working either as an independent contributor or manager of a team, this professional may be an employee of an organization or hired as an independent contractor. A fund development officer is responsible for maintaining and adding to an organization's contact list of donors by actively seeking and identifying potential individual and corporate donors and soliciting financial contributions from individuals and corporations through telemarketing, letter-writing campaigns and face-to-face appeals. The development officer is also responsible to coordinate fundraising events and managing the organizational volunteers.