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Nonprofit Management
In collaboration with United Way of Henry County and Martinsville’s Nonprofit Leaders Network, Patrick Henry Community College has developed a series of classes that provide an effective foundation for those in leadership and management positions in the non-profit sector.
For further information, please call 276-656-0343 or e-mail Ben Bowman at: bbowman@ph.vccs.edu
Register NOW!
To register or for further information, please call 276-656-0343 or e-mail Ben Bowman at: bbowman@ph.vccs.edu
Classes are set up to allow maximum flexibility for the busy non-profit professional with each class meeting five, 3-hour sessions. There are a total of 4 classes available for non-profit management certification. Individuals may select classes that meet their needs and time schedules most appropriately. Those who complete all 4 classes can receive a certificate of completion in Non-profit Management.
Classes meet from 6-9:00 p.m. on Mondays.
Cost of each class is $99.00. You must register for the following classes one week prior to the first day of class.
October 20-Nov 17, 2008
This class provides the participants with an overview of how nonprofit organizations differ from both government and for-profit organizations. Leading and managing an organization requires a clear understanding of why nonprofit organizations exist and their role in the economic and societal elements of society. This class also provides participants with tools to develop a business plan for guiding the nonprofit organization in attaining its mission.
Program Management and Evaluation
(15 hours)
Jan 12-Feb 16, 2009
This class provides the participants with the information and processes for planning, implementing and evaluating programs in order to satisfy various constituents. An added benefit is that the plans can be used as part of a grant proposal writing process.
Foundations of Nonprofit Staff and Volunteer Management
(15 hours)
March 2-April 6, 2009
The purpose of this class is to provide the participants with the skills required to increase commitment and motivate staff and volunteers to their organizations. Participants will also develop the skills and policies required to recruit and manage the performance of volunteers.
Funds Development and Marketing
(15 hours)
April 20- May 18, 2009
The purpose of this seminar is to provide an overview of strategies a nonprofit organization can use for fundraising and marketing. Fundraising, generally speaking, is a companion effort to a grant writing effort and should be used to support projects in the long term (after the initial grant is exhausted), as well as the other financial requirements of the organization. Many nonprofit organizations also fail to develop a marketing plan.
Class Schedule begins Autumn, 2009
PBS 195 C-1 Foundations of Non-Profit Leadership
1 Credit -16 hours
The purpose of this seminar is to provide the participants with an overview of these practices. However, time does not permit an exhaustive examination of all of the nuances of leadership. The primary message of this seminar is that leadership is a combination of an appropriate attitude and a set of skills. There are certainly skills associated with leadership, but being an effective leader comes down to a personal decision. This is one of the reasons that leadership training is consistently desired by organizations. The messages in different leadership programs are similar. All too often, however, the problem with leadership training is that the message is not heard. At the conclusion of this session, the participants will be able to:
PBS 195 C-2 Nonprofit Leadership
1 Credit- 16 hours
Executive Director Responsibilities
The responsibilities of the Executive Directors of nonprofit organizations are challenging. The greatest challenge is balancing all of the competing requirements of both the internal and external stakeholders of the nonprofit organization. Frequently, the Executive Director is caught in the middle, attempting to satisfy everyone while managing the day-to-day activities of the nonprofit organization. This can be both challenging and frustrating, which can lead to burnout. The purpose of this session is to provide the participants with an overview of a number of the most important roles and responsibilities regarding which a successful Executive Director.
Nonprofit organizations, by virtue of their position within the community, have a requirement to utilize high levels of ethical behavior in their dealing with the public. Among the general categories of ethical conflicts that are endemic to the nonprofit sector are accountability, conflict of interest, and disclosure. Specific issues of interest are:Relationships between board and the staff; board members and the organization (such as business relationships)
PBS 195 C-3 Non Profit Financial Operations
1 Credit- 16 hours
Budgeting & BookkeepingNonprofit organizations must keep certain financial records and. The first area of responsibility for financial management is establishing an accounting system using a “cash”basis or “accrual”basis. A basic accounting/bookkeeping system is the foundation for the creation of financial reports that must be maintained as required by the government. The bookkeeping system is used to create financial reports, which are used for financial planning. These reports are shared with interested parties and used to evaluate the financial performance of the nonprofit organization. Thus, they are very important for encouraging support for the organization. Another major requirement of the accounting system of a nonprofit organization is the creation of a budgeting process for both the entire organization and individual programs. These budgets are used to maintain the financial health of the organization. At the conclusion of this session, the participants will be able to:
In conjunction with the accounting/bookkeeping system established for the nonprofit organization, the financial analysis and planning process must be established in order to maximize financial performance. A critical element of financial planning is cash flow. When cash flow analysis is ineffective, a nonprofit organization can find itself in a difficult position because operating cash will be unavailable. The ability to effectively manage cash, the organization must estimate revenues for each month and the budget for both the entire organization and programs. Ineffective revenue estimation or budgeting can lead to financial problems. Nonprofit organizations must also develop financial statements and use them to manage the profits of the organization. Financial statements such as a balance sheet must be created and analyzed. Further, capital must be appropriately managed. Financial verification is also a requirement. In descending level of scope, they are audits, reviews and compilations. The level of financial verification required of a nonprofit organization is often determined by the nature and source of funding for the organization. For instance, many government grants explicitly require a minimum level of financial verification in their contracts. At the conclusion of this session, the participants will be able to:
PBS 195 C-5 Fundraising Development & Management
1 Credit- 16 hours
Major Donors and Capital Campaigns
A critical fundraising method for many nonprofit organizations is the major gift and capital campaign, which focuses on securing substantial financial resources for the organization and/or the purchase of facilities and/or equipment. Frequently, major gifts and capital campaigns require approaches different from other fundraising methods. As compared to most other fundraising that seeks numerous donors that pledge smaller amounts, major gifts and capital campaigns focus on larger donations from fewer donors. Hence, relationships with these individuals are critical to fundraising success. This seminar includes all of the steps required to conduct an effective major gift and capital fundraising campaign. One of the most important elements of any campaign is conducting a feasibility study to determine if the organization has the ability to conduct an effective fundraising campaign. A feasibility study includes a pilot to determine if potential major donors might support the campaign. It also includes an assessment of the Board of Directors of the nonprofit organization to determine the potential effectiveness of board members to secure major pledges from critical donors. At the conclusion of this session, the participants will be able to:
One of the most essential elements of any nonprofit organization’s fundraising strategy is the ability to establish both annual giving and planned giving. Annual giving is the strategy used by nonprofits to obtains sustainable, timely donations. Planned giving is complicated, but is very helpful for maintaining the financial health of the nonprofit organization in longevity. There are many reasons why a nonprofit organization should be asking for both annual gifts and bequests. Currently, bequests are the fastest-growing forms of philanthropic gifts. Experts predict that the amount of money going to nonprofits from bequests will triple in the next decade. However, because of the nature of planned giving, it is difficult to address as part of the fundraising strategy of the organization. Because of the sensitivity of the topic, the fundraisers of the nonprofit organization must approach it with special consideration. At the conclusion of this session, the participants will be able to:
For further information, please call 276-656-0343 or e-mail Ben Bowman at: bbowman@ph.vccs.edu
Register NOW!
To register or for further information, please call 276-656-0343 or e-mail Ben Bowman at: bbowman@ph.vccs.edu
Classes are set up to allow maximum flexibility for the busy non-profit professional with each class meeting five, 3-hour sessions. There are a total of 4 classes available for non-profit management certification. Individuals may select classes that meet their needs and time schedules most appropriately. Those who complete all 4 classes can receive a certificate of completion in Non-profit Management.
Classes meet from 6-9:00 p.m. on Mondays.
Cost of each class is $99.00. You must register for the following classes one week prior to the first day of class.
Introduction to Nonprofits
(15 hours)October 20-Nov 17, 2008
This class provides the participants with an overview of how nonprofit organizations differ from both government and for-profit organizations. Leading and managing an organization requires a clear understanding of why nonprofit organizations exist and their role in the economic and societal elements of society. This class also provides participants with tools to develop a business plan for guiding the nonprofit organization in attaining its mission.
Program Management and Evaluation
(15 hours)
Jan 12-Feb 16, 2009
This class provides the participants with the information and processes for planning, implementing and evaluating programs in order to satisfy various constituents. An added benefit is that the plans can be used as part of a grant proposal writing process.
Foundations of Nonprofit Staff and Volunteer Management
(15 hours)
March 2-April 6, 2009
The purpose of this class is to provide the participants with the skills required to increase commitment and motivate staff and volunteers to their organizations. Participants will also develop the skills and policies required to recruit and manage the performance of volunteers.
Funds Development and Marketing
(15 hours)
April 20- May 18, 2009
The purpose of this seminar is to provide an overview of strategies a nonprofit organization can use for fundraising and marketing. Fundraising, generally speaking, is a companion effort to a grant writing effort and should be used to support projects in the long term (after the initial grant is exhausted), as well as the other financial requirements of the organization. Many nonprofit organizations also fail to develop a marketing plan.
Class Schedule begins Autumn, 2009
PBS 195 C-1 Foundations of Non-Profit Leadership
1 Credit -16 hours
The purpose of this seminar is to provide the participants with an overview of these practices. However, time does not permit an exhaustive examination of all of the nuances of leadership. The primary message of this seminar is that leadership is a combination of an appropriate attitude and a set of skills. There are certainly skills associated with leadership, but being an effective leader comes down to a personal decision. This is one of the reasons that leadership training is consistently desired by organizations. The messages in different leadership programs are similar. All too often, however, the problem with leadership training is that the message is not heard. At the conclusion of this session, the participants will be able to:
- Identify the different leadership styles and the definition of leadership
- Identify the role and responsibilities of an effective leader
- Identify how attitude influences leadership style
- Identify the importance of leader acceptance and strategies for increasing leader acceptance
- Develop a profile of the behaviors of an effective leader
- Identify the different methods leaders use to control employee behavior and performance
- Identify the different sources of power available to a leader
- Determine how employee dependency reduces individual and organizational performance
- Develop a plan to change leadership behaviors
PBS 195 C-2 Nonprofit Leadership
1 Credit- 16 hours
Executive Director Responsibilities
The responsibilities of the Executive Directors of nonprofit organizations are challenging. The greatest challenge is balancing all of the competing requirements of both the internal and external stakeholders of the nonprofit organization. Frequently, the Executive Director is caught in the middle, attempting to satisfy everyone while managing the day-to-day activities of the nonprofit organization. This can be both challenging and frustrating, which can lead to burnout. The purpose of this session is to provide the participants with an overview of a number of the most important roles and responsibilities regarding which a successful Executive Director.
- Identify the major roles and responsibilities of the leader of a nonprofit organization
- Create a compelling vision of a nonprofit organization that will motivate and guide organization members
- Establish a culture of a nonprofit organization that aids in the accomplishment of its mission
- Develop harmonious relationships within the nonprofit organization
- Connect with stakeholders outside the nonprofit organization to increase the effectiveness and sustainability of the organization
- Secure the resources required by the nonprofit organization to support programs and provide for sustainability
Nonprofit organizations, by virtue of their position within the community, have a requirement to utilize high levels of ethical behavior in their dealing with the public. Among the general categories of ethical conflicts that are endemic to the nonprofit sector are accountability, conflict of interest, and disclosure. Specific issues of interest are:Relationships between board and the staff; board members and the organization (such as business relationships)
- Self-dealing
- Charitable solicitation disclosure
- The degree to which donations finance fundraising costs rather than programs
- The accumulation of surpluses
- Outside remuneration of staff
- The appropriateness of salaries, benefits and perquisites
- Merit pay
- Identifying ethical behavior
- Reviewing standards of excellence
- Creating a code of ethics
- Reinforcing ethical behavior
PBS 195 C-3 Non Profit Financial Operations
1 Credit- 16 hours
Budgeting & BookkeepingNonprofit organizations must keep certain financial records and. The first area of responsibility for financial management is establishing an accounting system using a “cash”basis or “accrual”basis. A basic accounting/bookkeeping system is the foundation for the creation of financial reports that must be maintained as required by the government. The bookkeeping system is used to create financial reports, which are used for financial planning. These reports are shared with interested parties and used to evaluate the financial performance of the nonprofit organization. Thus, they are very important for encouraging support for the organization. Another major requirement of the accounting system of a nonprofit organization is the creation of a budgeting process for both the entire organization and individual programs. These budgets are used to maintain the financial health of the organization. At the conclusion of this session, the participants will be able to:
- Establish appropriate accounting/bookkeeping methods for the organization
- Establish budgets for programs and operations
- Use financial information to improve performance
In conjunction with the accounting/bookkeeping system established for the nonprofit organization, the financial analysis and planning process must be established in order to maximize financial performance. A critical element of financial planning is cash flow. When cash flow analysis is ineffective, a nonprofit organization can find itself in a difficult position because operating cash will be unavailable. The ability to effectively manage cash, the organization must estimate revenues for each month and the budget for both the entire organization and programs. Ineffective revenue estimation or budgeting can lead to financial problems. Nonprofit organizations must also develop financial statements and use them to manage the profits of the organization. Financial statements such as a balance sheet must be created and analyzed. Further, capital must be appropriately managed. Financial verification is also a requirement. In descending level of scope, they are audits, reviews and compilations. The level of financial verification required of a nonprofit organization is often determined by the nature and source of funding for the organization. For instance, many government grants explicitly require a minimum level of financial verification in their contracts. At the conclusion of this session, the participants will be able to:
- Estimate revenues the organization will generate
- Review the budgets and revenue estimates to plan for cash flow
- Develop and evaluate the financial statements of the organization
- Manage the capital of the organization through appropriate cost accounting methods
- Determine what financial verification methods should be used and when
PBS 195 C-5 Fundraising Development & Management
1 Credit- 16 hours
Major Donors and Capital Campaigns
A critical fundraising method for many nonprofit organizations is the major gift and capital campaign, which focuses on securing substantial financial resources for the organization and/or the purchase of facilities and/or equipment. Frequently, major gifts and capital campaigns require approaches different from other fundraising methods. As compared to most other fundraising that seeks numerous donors that pledge smaller amounts, major gifts and capital campaigns focus on larger donations from fewer donors. Hence, relationships with these individuals are critical to fundraising success. This seminar includes all of the steps required to conduct an effective major gift and capital fundraising campaign. One of the most important elements of any campaign is conducting a feasibility study to determine if the organization has the ability to conduct an effective fundraising campaign. A feasibility study includes a pilot to determine if potential major donors might support the campaign. It also includes an assessment of the Board of Directors of the nonprofit organization to determine the potential effectiveness of board members to secure major pledges from critical donors. At the conclusion of this session, the participants will be able to:
- Prepare for a major gift and capital campaign
- Conduct a feasibility study
- Build a campaign team
- Prospect research and donor cultivation
- Conduct the campaign
- Utilize appropriate follow-up to prepare for the subsequent campaigns
One of the most essential elements of any nonprofit organization’s fundraising strategy is the ability to establish both annual giving and planned giving. Annual giving is the strategy used by nonprofits to obtains sustainable, timely donations. Planned giving is complicated, but is very helpful for maintaining the financial health of the nonprofit organization in longevity. There are many reasons why a nonprofit organization should be asking for both annual gifts and bequests. Currently, bequests are the fastest-growing forms of philanthropic gifts. Experts predict that the amount of money going to nonprofits from bequests will triple in the next decade. However, because of the nature of planned giving, it is difficult to address as part of the fundraising strategy of the organization. Because of the sensitivity of the topic, the fundraisers of the nonprofit organization must approach it with special consideration. At the conclusion of this session, the participants will be able to:
- Identify different forms of annual giving and planned giving
- Develop a plan for annual giving and planned giving
- Develop potential donors for annual giving and planned giving
- Identify strategies for working with the donors
