ITEM 122-1009-R0104 January 15-16, 2003
1. Briefly describe the proposed new program. Please indicate if it is an expansion of an existing program; a new program; a cooperative effort with another institution, business, or industry; or an on-campus or off-campus program. Attach any formal agreements established for cooperative efforts.
The interdisciplinary minor in Nonprofit Administration is a new program proposed by the Political Science Department. The minor will be an interdisciplinary, stand alone minor program that blends new courses with existing coursework from several departments, including Communication Studies, Psychology, Political Science/Public Administration, Recreation Management, Sociology and Business. The minor will require a minimum of 21 credits, and the curriculum will concentrate on the following: nonprofit board and committee development, fundraising principles and practices, nonprofit financial management, human resource development, nonprofit management and program planning, risk management, and nonprofit marketing. The academic goals for the minor will complement students’ major areas of study and help to prepare them to enter careers in the nonprofit sector.
The minor is being proposed to enhance and build on the nonprofit certification program currently in place at The University of Montana through American Humanics, Inc. The American Humanics certification program was presented to the faculty senate and began implementation at the University in September 2002. The director of the Office for Civic Engagement at the University serves as the campus-based director for the national certification program, and provides verification that students have met the criteria necessary for certification through academic and extracurricular activities. The campus director recommends certification for students from the American Humanics national office based in Kansas City, Missouri after students complete the national standards required by the program.
Students who are pursuing a minor in Nonprofit Administration will have the option to obtain certification from the national American Humanics organization if they complete additional requirements that include participation in the campus-based student association, extra-curricular training sessions and events, and attendance at a national American Humanics Management Institute. Both the minor and the certificate will be indicated on students’ official transcripts if students successfully complete the requirements for each one. By keeping the two programs separate, the American Humanics certificate will remain available to graduate students as well as undergraduates.
2. Summarize a needs assessment conducted to justify the proposal. Please include how the assessment plan was developed or executed and the data derived from this effort.
The nonprofit sector is a unique product of the social, political, and economic systems that have evolved in the U.S. It has been a means for filling economic voids with volunteer time and charitable contributions. The nonprofit sector is made up of a diverse collection of more than 1 million charitable, educational, religious, health, and social welfare organizations throughout the country.
Each year more than 50,000 professionals are needed to fill positions in the nonprofit sector nationally. Estimated annual revenues of nonprofit organizations exceed $300 billion annually, and employment in the nonprofit sector is projected to grow by 45% over the next decade. The nonprofit sector represents a large contingent of resources nationwide, both human and financial, and impacts the lives of millions of individuals annually.
In Montana, the nonprofit sector is the fifth largest source of wages, larger than agriculture, mining, and construction. Therefore, it is important for the higher education system in Montana to provide avenues for formal study that will enable students to be prepared to enter the sector as professionals upon graduation.
Currently, there is no structured higher education program in the state that provides students with specific educational opportunities to prepare them for careers in the nonprofit sector. The proposed minor will fill a need that is identified not only by labor statistics, but also by students who have a desire to work in a professionally satisfying and personally rewarding field, such as the nonprofit sector, but have no means of pursuing a formalized education program to prepare them for such work. The nonprofit administration minor will fill this void for students by providing them with a sound, rigorous academic curriculum to enter the sector feeling prepared and ready.
3. Explain how the program relates to the Role and Scope of the institution as established by the Board of Regents.
One of the five goals at The University of Montana is to improve the support for and understanding of the Montana University System as a leading contributor to the State’s economic success and social and political well being. A subordinate objective of this goal is for the university to expand community involvement, service and outreach activities at the campus level. In addition, the institutional mission states that students will receive “professional training with an interdisciplinary, interactive, and international focus, thereby preparing students to become ethical persons of character and values, competent and humane professionals, and informed and engaged citizens of local and global communities.”
The interdisciplinary minor in Nonprofit Administration will operate in accordance with university goals and the mission statement because it will provide students with exposure to the social and environmental issues that nonprofit organizations seek to remedy as well as offering formalized, professional training specific to the nonprofit sector. Nonprofit organizations are viewed by some analysts as catalysts and purveyors of community-based civic engagement. The role of nonprofit organizations is often viewed as bringing people together to address and resolve issues they believe are pertinent for the betterment of our society. In this respect, the Nonprofit Administration minor will also aid in developing students’ capacity to be civically engaged citizens. The program will enhance current initiatives on campus, such as service learning, community outreach, and collaborative partnerships between the campus and community, which are designed to proactively involve the university in community building efforts and enliven the public service mission of the institution.
4. Please state what effect, if any, the proposed program will have on the administrative structure of the institution. Also indicate the potential involvement of other departments, divisions, colleges, or schools.
There is no anticipated effect on the administrative structure of the institution as a result of the proposed program. The chair of the Political Science Department will initially administer the proposed program with support from the director of the Office for Civic Engagement. In the future the program may be housed in an interdisciplinary unit on campus.
A program advisory committee is in place and includes seven faculty members from across campus as well as seven nonprofit professionals from Missoula organizations. Participating departments include Sociology, Recreation Management, Social Work, Business, Communication Studies, Environmental Studies, Political Science, and Internship Services.
5. Describe the extent to which similar programs are offered in Montana, the Pacific Northwest, and states bordering Montana. How similar are these programs to the one herein proposed?
Presently there are no other campuses in Montana that offer a formalized set of curricula specifically related to nonprofit administration. Information provided by the Big Sky Institute for the Advancement of Nonprofits based in Helena indicates that individual courses have been taught at some institutions that include components of nonprofit administration but none are comprehensive nor do they include an option for students to major or minor in the field.
In the year 2000, a survey was conducted by Seton Hall University with support from the Kellogg Foundation to identify existing nonprofit administration programs at higher education institutions nationwide. Results from the survey indicate that in the western region of the country there are programs with a graduate-level concentration in nonprofit administration at Portland State University, Seattle University, and the University of Washington. In addition, undergraduate courses that include nonprofit administration curriculum are taught at the University of Washington, Tacoma, the University of North Dakota in Grand Forks, and the University of South Dakota in Brookings. It does not appear that Idaho or Wyoming offer courses or programs specifically pertaining to nonprofit administration. Therefore, the proposed program is not duplicating or competing with course offerings at other institutions in our immediate region.
6. Please name any accrediting agency(ies) or learned society(ies) that would be concerned with the particular program herein proposed. How has this program been developed in accordance with the criteria developed by said accrediting body(ies) or learned society(ies)?
The curriculum for the proposed interdisciplinary minor in Nonprofit Administration was established in conjunction with guidelines from American Humanics, Inc. American Humanics is a national alliance of colleges, universities, and national nonprofit organizations preparing undergraduates for careers in the nonprofit sector. It is a certification program designed to prepare and certify future nonprofit professionals to work with America’s youth and families. More than 88 colleges and universities across the country are currently affiliated with American Humanics and The University of Montana joined the program in 2001.
American Humanics is a degree-enhancing certification program that provides students with additional skills and knowledge designed to broaden their career options to include work in the nonprofit sector. It is a professional certification program. For students to achieve their certification, they must meet specific learning outcomes that have been identified by national nonprofit organizations and higher education institutions as skills and knowledge that college graduates need for employment as nonprofit professionals.
The learning outcomes are organized into two categories, (1) foundational and, (2) professional development. The foundational learning outcomes include areas such as communication and knowledge of youth and adult development. These areas are designed to provide students with a foundation of professional skills that are essential for success in any field. The professional development learning outcomes are designed to be more specific to skills and abilities necessary for success in the nonprofit sector. These include working with boards of directors, principles of fundraising, human resource development, nonprofit management and program planning, and risk management. Curriculum for the proposed minor includes teachings in each of these areas.
7. Prepare an outline of the proposed curriculum showing course titles and credits. Please include any plans for expansion of the program during its first three years.
1. Core Courses for the Minor
1. Nonprofit Administration & Public Service 3 credits
(Currently listed as PSC 495 – this course will be part one of a two part series)
2. Advanced Nonprofit Administration 3 credits
(This new course will be part two of the two part series)
3. Nonprofit Internship (300 hours) 3 credits
Core Total = 9 credits (min.)
2. Elective Courses for the Minor
Twelve elective credits will be required. Courses must be selected from at least 4 of the following 6 areas.
- Communication Skills
COMM 110: Intro to Interpersonal Communication
COMM 240: Communication in Small Groups
COMM 320: Intro to Organizational Communication
COMM 420: Advanced Org
Communication – Comm. & Nonprofit organizations
2. Youth & Adult Development
PSYCH 240S: Child & Adolescent Development
PSYCH 245: Adult Development and Aging
SOC 330: Juvenile Delinquency
SOC 335: Juvenile Justice System
3. Human Resources Development & Supervision
PSC 460: Human Resource Management
RECM 380: Recreation Administration and Leadership
4. Nonprofit Program Planning
RECM 230: Programming in Recreation
RECM 485: Recreation Planning (for RECM majors only).
5. Nonprofit Marketing
MKTG 363 Marketing Communications
MKTG 495: Nonprofit Marketing
6. Nonprofit Acct/Financial Mngmnt
BADM 201: Financial Accounting
FACULTY AND STAFF REQUIREMENTS
1. Please indicate, by name and rank, current faculty who will be involved with the program proposed herein.
Current faculty members include:
Jonathan Tompkins, Ph.D., Professor, Chair, Political Science
Andrea Vernon, Ed.D., Director, Office for Civic Engagement
Nancy Leifer, M.A., Adjunct Professor, Political Science
William Borrie, Ph.D., Associate Professor, Prog.Coordinator, Recreation Management
Shiv Ganesh, Ph.D., Assistant Professor, Communication Studies
Dan Doyle, Ph.D., Professor, Chair, Sociology
Mary Ellen Campbell, M.A., Professor, Business
Tom Roy, M.A., Professor, Director, Environmental Studies
2. Please project the need for new faculty over the first five-year program. Include special qualifications or training. If present faculty are to conduct the new program, please explain how they will be relieved from present duties.
The proposed program does not anticipate the need for new faculty over the first five-years of the program. Current faculty who are involved contribute hours to this program because of professional and personal interest.
3. Please explain the need and cost for support personnel or other required personnel expenditures.
The current budget and personnel at the Office for Civic Engagement provide adequate support for the proposed program. The Office for Civic Engagement will continue to work closely with the Political Science Department to implement the minor program.
CAPITAL OUTLAY, OPERATING EXPENDITURES, AND PHYSICAL FACILITIES
1. Please summarize operating expenditure needs.
2. Please evaluate library resources. Are they adequate for operation of the proposed program? If not, how will the library need to be strengthened during the next three years?
At this time, library resources are adequate. Additional print material resources are available at the Office for Civic Engagement.
3. Please indicate special clinical, laboratory, and/or computer equipment that will be needed. List those pieces of equipment or computer hardware presently available in the department.
No additional clinical, laboratory, or computer equipment is necessary for the proposed program. Current computer equipment utilized by the Political Science Department and the Office for Civic Engagement will be adequate for program implementation and sustainability.
4. Please describe facilities and space required for the proposed program. Are current facilities adequate for the program? If not, how does the institution propose to provide new facilities?
Current space provided by the Political Science Department and the Office for Civic Engagement is adequate to support the implementation and sustainability of the proposed program.
EVALUATION OF PROPOSED PROGRAM
1. Please name faculty committees or councils that have reviewed and approved the program herein proposed.
Faculty members in the political science department have reviewed and approved the proposal. In addition, faculty members of the American Humanics Advisory Committee, including Dan Doyle, Mary Ellen Campbell, and Betsy Bach have reviewed and approved the proposed program.
FISCAL IMPACT AND BUDGET INFORMATION
On this form, indicate the planned FTE enrollment, estimated expenditures, and projected revenues for the first three years of the program. Include both the reallocation of existing resources and anticipated or requested new resources. Second and third year estimates should be in constant dollars.
FY 2005 FY 2006 FY 2007
FIRST YEAR SECOND YEAR THIRD YEAR
FTE HEADCOUNT FTE HEADCOUNT FTE HEADCOUNT
I. PLANNED STUDENT
Enrollment 10 15 20
FIRST YEAR SECOND YEAR THIRD YEAR
FTE COST FTE COST FTE COST
A. Personnel Cost
3. Adjunct Faculty
5. Research Personnel
6. Support Personnel
7. Fringe Benefits
Total Personnel FTE/Cost 0 0 0
B. Operating Expenditures
2. Professional Services
3. Other services
6. Materials & Supplies
8. Repairs and Maintenance
9. Materials & Goods for
Manufacturing and Resale
Expenditures 0 0 0
FIRST YEAR SECOND YEAR THIRD YEAR
COST COST COST
C. Capital Outlay
1. Library Resources
Total Capital Outlay 0 0 0
D. Physical Facilities
Construction or Major Renovation
E. Indirect Costs
GRAND TOTAL EXPENDITURES 0 0 0
A. Source of Funds
1. Appropriated Funds-
2. Appropriated Funds-
3. Federal Funds
4. Other Grants
Total Source of Funds 0 0 0
B. Nature of Funds
GRAND TOTAL REVENUES 0 0 0