M.A. Nonprofit Administration

The M.A. in Nonprofit Administration develops, educates and empowers students to excel in their nonprofit organization. The program prepares students to serve their organizations and their communities by learning leadership, team-building, ethical values and practices, and nonprofit financial, fundraising and resource management.

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Courses & Schedule

Admission Requirements

Completed application
Official transcripts from all institutions attended
One letter of recommendation, preferably from a professional in a nonprofit organization or someone in a leadership position
Written statement that addresses the applicant’s interest in the program, career goals, and experience (including internships and service activity) in the nonprofit sector
Professional resume
A minimum 3.0 undergraduate GPA with a 3.2 in the major (for full acceptance)

Credit Hours

The M.A. in Nonprofit Administration consists of 36 hours of coursework, including a capstone project
The curriculum includes 12 courses: 8 required and 4 electives
All courses are in the evening and can be taken in seven-week (summer) or 15-week (fall/spring) semesters

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Opt-Out Policy

At the director’s discretion, students may opt out of one required course and substitute an elective in its place. For example, an economics major may not believe that completing a course in Economics for Nonprofit Managers would be beneficial. Students may opt out of a required course if they have: 1) majored in the course material, and 2) graduated with a GPA of at least 3.2 in the major. Before petitioning to opt out, students should consider whether completing a course in their major that specifically focuses on nonprofit aspects would be beneficial. To opt out of a required course, a student needs to submit an academic petition demonstrating that the requirements for opting out have been met (include college transcript).

5th-Year B.S.B.A/M.A. Program

The 5th-Year B.S.B.A/M.A. Program in Nonprofit Administration will allow students pursuing a �ۿ۴�ý University undergraduate degree to complete either a Bachelor of Arts (B.A.) or Bachelor of Science (B.S.) in any major and an MA in Nonprofit Administration within a five-year time frame. The program is designed so that you meet all of the requirements for graduation in both programs.

Financial Aid

The per credit hour tuition rate for the Nonprofit Administration Programs reflect �ۿ۴�ý’s commitment to social justice.

Limited partial scholarships are available on a competitive basis
A limited number of graduate assistantships provide a tuition waiver for 15 credit hours per academic year, plus a stipend for working part-time in the department. The selection of graduate assistants is a competitive process which requires an application separate from the admissions application. More information may be found on our website at: ��/academics/graduateschool/cost-and-aid/graduate-assistantships
For more information on cost per credit hour or financial aid, contact Student Enrollment and Financial Services at (216) 397-4248��or /sefs/financing-jcu-education/new-graduate-sefs

Required & Elective Courses

Students select four elective courses from the following (12 hours):

Credits: 3��

This course reviews the sector, its origins, breadth and depth, size and scope, as well as its current challenges and opportunities. It examines how nonprofits operate as well as how they impact and support civic engagement.

Credits: 3

A comprehensive assessment of the student’s leadership and managerial type followed by classroom discussion of leadership and managerial challenges, skills, exercises, and case studies. Students explore values, team building, leadership development, and emotional intelligence, and develop skills and awareness, while setting goals and a career management strategy.

Credits:��3

Prepares students to help nonprofit organizations secure the contributed resources necessary to advance organizational mission and objectives. Students gain an understanding of key concepts and strategies related to fund development. Topics include motivations for giving, funding models, case statement preparation, relationship building, and various approaches to raising funds, e.g., grant proposal development, mail solicitations, and special events.

Credits:��3

Study the variety of and intersection between the roles of the executive leader and the Board of Directors. Analyze the types, responsibilities, models and modes of Board leadership and governance in nonprofit organizations. Contains theoretical and case-based discussions on setting organizational direction, increasing impact, enhancing mission achievement, and interacting effectively both within and across organizations.

Credits:��3

This course will include a semester-long case study in a field setting as well as topical and applicable class discussions, skills and tools related other projects. Students identify, analyze, and address an issue, problem, or objective in a client nonprofit organization, then utilize a team approach to present findings and recommendations to the client and a review board of faculty.

Credits:��3

Addresses selected accounting and tax issues for nonprofits. Topics include fundamentals of fund accounting, financial statements, cash management, performance management, organization and donor tax issues, and other topics related to the financial and tax management of a nonprofit organization. For students in the Masters in Nonprofit Administration program.

Credits:��3

Application of the field of economics to study the activities of nonprofit organizations. Examines the ways in which economics affects every organization, even those that do not set out to earn a profit, and provides an understanding of basic principles of microeconomic analysis, such as opportunity costs, marginal analysis, elasticity, externalities, and public goods with which to analyze policies, programs, and operations. Theories of why nonprofit organizations exist and how they behave will be studied.

Credits:��3

This course focuses on the importance of ethics and social responsibility in business and nonprofit settings. The course is designed to increase students’ awareness and appreciation of ethical and social responsibility issues, provide conceptual approaches to guide and improve decision making, and learn to develop systems that create more ethical and socially responsible work environments.

Introduces the meaning and importance of social entrepreneurship in the modern economy and demonstrates how entrepreneurial orientation can assist in the attainment of nonprofit goals and social objectives as a means to obtain social justice while creating unrestricted income and possibly also offering employment to those the organizations exist to serve. Students will research the effect of social enterprises on varying populations and cultures.

Field placement in a mentored administrative-related position in an appropriate nonprofit organization. Goals include learning about nonprofit management issues and the importance of leadership in administrative action. This placement is intended for students with limited career experience in nonprofit organizations, and is by prior permission only.

Theories about interest groups and their place in a democratic society, hands-on information about methods of advocacy, and ethical concerns regarding advocacy. The practical discussion for nonprofit administrators includes legal constraints on lobbying and best practices from experienced lobbyists. The focus on ethical issues emphasizes effectiveness within a system driven by influence without becoming corrupted.

Familiarizes nonprofit administrators with communication types, styles and theory, emphasizing persuasion and communication in organizational settings. Provides the opportunity to refine talents in writing and presenting, including the effective use of technology and social media.

Expands on fundraising basics from NP 540. Focuses on skills needed to become the leaders and managers of nonprofit development initiatives. Legal and ethical aspects of fundraising; larger theoretical issues and trends; expanded facets of fundraising, e.g., special events, annual funds, capital campaigns, planned giving, funding diversification, board development, developing donor databases, and evaluating fundraising software. Prerequisite: NP 540 or equivalent

Analysis of government action for its impact on nonprofit organizations and society more generally. Policy analysis is an essential tool in understanding the interaction of government actions and the interests of nonprofit organizations. Evaluation addresses legislative actions, how those actions are translated into enforceable rules, and then how they are implemented by local service providers. This course shows how nonprofit administrators participate in that process.

This course will raise students’ awareness of and ability to enhance diversity and inclusion in the nonprofit sector. Students will develop an understanding of the impact of history and demographic shifts on the evolution of the field. Experiential training will include classroom discussions, case-based simulations, and in-depth readings to enable students to further their understanding of a variety of populations and backgrounds in order to create common ground to advance social justice.

Basic methodological skills and tools applied to data collection and analysis in nonprofit organizations. Research procedures used in identifying target population needs and response. Introduction to tools for assessing program effectiveness.

Exploration of traditional aspects of marketing and how they apply to nonprofit organizations. Examination of how nonprofit marketing may, at times, be similar to the for-profit sector as well as the unique challenges and opportunities nonprofit marketers face. Foundational concepts related to nonprofit organizations that influence marketing decisions in the nonprofit sector.

The course will review the nature, kinds, criteria and sources of decision making for the nonprofit executive: goal setting, valuation methods (economic efficiencies), strategic development, strategic thinking and planning, business plans, program evaluation, quality evaluation, and needs assessments. The course will offer a framework for multi-level decision-management, and discuss the nonprofit manager’s role in the implementation of each of these approaches. Course will include both theoretical background readings and case studies/projects of each of the decision tools surveyed.

Individual project under supervision. Approval of Program Director and Associate Dean required.

Introduces students to the field of marketing. Provides an overview of marketing concepts and strategies critical to value-driven marketing. Emphasis on how to develop, promote, distribute, and price an organization’s offerings in a dynamic economic, social, political, and international environment. Ethical issues are also examined.

Focuses on how organizations achieve success through human resource management. Topics may include workforce planning, training, performance appraisals, and compensations systems. A case methodology will be involved. Prerequisite: MHR 550 or MB 560.

Focuses on select number of human resource management issues confronting managers in today’s workplace, including topics related to selection, outsourcing, volunteer management, performance appraisal, labor-management relations, compensation, safety, and training. Prerequisite: MHR 550 or MB 560.

*A research methodology course is a requirement of the program. For students who did not complete a research methods course prior to enrolling, NP 560 (Quantitative and Qualitative Analysis) meets the research methodology requirements and will count as a program elective. If a research methods class was completed prior to entering the program, students may choose to take NP 560 as an elective.

The program encourages students to learn collaboratively —at a university dedicated to social justice. The program balances exposure to the field, practical instruction, and case-based education to link classroom instruction to real-world settings within nonprofit organizations. Students often report that what they learn in class can be put into practice immediately.

Classes and coursework are also offered to support specific areas of interest, such as public and private partnerships, advocacy, law, public policy, and more. The program challenges students to question the status quo, discover answers together, and move the needle to improve their agencies and change their communities.

Both full-time and part-time options are available, allowing students in the 36-hour program to continue at their own pace to succeed in their careers.

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