Columbia Business School
Course Information:
B8544 The Nonprofit Sector & the City
Credit-Bearing
Graduate |
There are many forces that keep cities vibrant and livable. There are two forces that are clearly visible and acknowledged - government and commerce - for the good that they generate and provide. But there is another force that is not so readily acknowledged, and yet, plays a key role in ensuring that a city not only functions but is a strong community of service, health, education, and culture. It is the nonprofit sector that supports this latter work. In New York City, nonprofits have had a long history of activity and action. Currently, there are 15,000 nonprofits in Metro New York - and over 1,500,000 in the U.S that account for than $1 trillion in revenues annually. The nonprofit sector is now the third largest industry in the country and bigger than construction, banking and telecommunications. Indeed, some of the largest employers in New York City are nonprofits: Mount Sinai Medical Center, New York Presbyterian Hospital, and Columbia University.Much is expected of the third sector - especially in urban communities. Not only to simply provide shelter for the night for the homeless, but also to tackle more complex issues such as public education reform, developing green jobs, and rethinking and reforming the juvenile justice system. But why does this matter? Because according to Robin Hood Foundation, New York City has 1.9 million adults and children living in poverty. And fair or unfair, nonprofits have been asked to try and fill the growing chasm between the haves and have-nots. In addition, the third sector is called on to tackle issues that government cannot address or is not willing to address and usually do it with fewer resources. This is quite a challenge, and some say it's impossible; the challenge is far too steep. Others argue that this countrys nonprofits are dynamic and resilient and can indeed meet the challenge - by being deeply connected to the communities they serve and being nimble enough to provide the services that are truly needed and demonstrate impact.Some questions for the class to consider: * Is the third sector a viable answer - a panacea - to many of the problems that hinder urban communities? * What would real public-private-nonprofit partnerships that can provide various services to the less fortunate look like? * What tools, tactics, and strategies does a professional working in the nonprofit sector need to succeed? * Is there enough capital in the nonprofit sector - public, private or philanthropic -- to go around? Where is it going? Why is it going there?This class explores this energetic sector and its impact on urban communities. While much can be learned and gained from reading and reviewing various books, articles, and websites, the instructor not only believes in bringing the class into the community to see an important project but also to meet and engage with the leaders behind these efforts. This is a class that bridges theory and practice. Both inform each other. We are deeply fortunate that New York City provides such a full array of leaders, organizations and programs that are concerned with tackling and solving issues and problems that confront us as a community." |
B8543 Effective Philanthropy in Urban Communities
Credit-Bearing
Graduate |
This course is designed to provide students with a rigorous understanding and practical experience in how philanthropy can create social change, including how to: 1. Analyze and identify social challenges and issues you would want to fund with philanthropic dollars; 2. Evaluate strategic options for addressing social challenges; 3. Develop selection criteria for funding; 4. Evaluate funding opportunities through a due diligence process; 5. Allocate funds; and 6. Evaluate results. According to Giving USA, $316 billion was given to charities in 2012. And while it may appear to be easy to give money away, it is, as Aristotle pointed out some 2,300 years ago, not an easy matter, and ever more challenging today. The reasons for this are complex. Some are contextual: the nonprofit sector has dramatically changed since the recession of 2008. Some are analytical: Will poverty be alleviated through access to capital, education, health, or responsive government? Some are issue-based: How one supports K-12 education reform efforts is surely very different than how one supports the arts or environmental groups. And some of the reasons are very much determined by the ability (or lack thereof) of the nonprofit itself to deliver outputs, outcomes and/or impact: however those elements are to be defined by the nonprofit itself let alone other stakeholders. The best way to experience these dynamics is to involve oneself in the actual art of philanthropy. While this course will have its typical set of lectures, readings and guest lecturers, a core component of the class will be to work in teams and endeavor to grant $20,000 in a specific issue area to specific nonprofit(s) in New York City, and to do so effectively. The team with the "best in class" analysis and recommendation will be able to grant $50,000 to a specific nonprofit in New York City, which will be disbursed at the end of the course." |
B8573 Global Philanthropy
Credit-Bearing
Graduate |
Global philanthropy has become a significant force in recent years, including both funding from developed countries to create change in the developing world as well as the growth of philanthropy in the developing world. The funds available for global philanthropy, forecasts for its future, media attention, levels of involvement, innovative approaches, expectations, and potential - all have grown and changed tremendously in recent years. Importantly, a global culture of philanthropy has begun emerging. Thus, its important for any business school student to understand how innovations in philanthropy around the world are having an impact on social, economic and environmental developments.With this growth has come a set of important questions and challenges that this course will explore: * Given its small size compared with the for-profit and public sectors, can private philanthropy make a difference? * What gives private philanthropy its "license to operate," and should it be seeking to change government policy? * How can success in tackling complex challenges and systems be defined and measured? * Do traditional models of giving actually work? Have newer models proved themselves? * What is the best path for philanthropy in developing/emerging markets?Using research, case studies and expert guests, this class will review current issues and approaches to important issues in global philanthropy, including education, livelihoods, public health and human rights. This class is intended to give MBA students the tools they need to assess opportunities and solutions as well as to become thoughtful, effective philanthropists. Specifically, students will learn to: 1. Analyze complex challenges in the developing world; 2. Evaluate the effectiveness of current programs to address these challenges; 3. Develop strategic options; and 4. Create a plan for funding and assessing results. |
B8545 High Performing Nonprofits
Credit-Bearing
Graduate |
The nonprofit sector is full of organizations, many of which are operating below peak performance. With unlimited ideas, low barriers to entry and decidedly limited funding, we have a sector with enormous volume and an overall lack of effectiveness. While the overall problem definition is accurate, well trod and unlikely to change, there are worthwhile remedies. The goal of the course is to study the solutions that work. We start by exploring all of the external and internal forces that cause weakness in nonprofit strategy and execution. Then we determine what factors can lead to high performance. Well review case studies and other real world examples to learn how the best nonprofits surmount significant barriers to produce great results.The course is six sessions. The first three sessions focus on the nonprofit operating environment and the central strategic issues facing nonprofits today. The next two sessions deal with finances - the over-emphasized keys to smart revenue generation and the under-emphasized importance of effective spending. The last session rivets on talent - both at the board level as well as senior staff - and how you should think about crafting a path with high impact both during and after your business education. As a newly minted MBA, your skill set will be in high demand in the sector. That said, the direct application of for profit strategies to nonprofit work has limits. Well look at where and how to take the best of private thinking, adjust it and apply it to nonprofit performance. Well question many commonly held assumptions on the sector. The course will touch on theory, but will be grounded in current practice.Whether you have past experience, current involvement or future aspirations, you should take this course if youre interested in pushing changes as an: 1.) institutional or individual donor; 2.) board member; 3.) executive director or senior leader; or 4.) management consultant. The goal is to give you the knowledge and skills to work from either inside or outside to drive nonprofits to achieve. |
Program Information:
The Tamer Center for Social Enterprise
Developing Leaders Program for Nonprofit Professionals
Tamer Center for Social Enterprise
MBA Program
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Tamer Center for Social Enterprise
The Nonprofit Board Leadership Program
Degree and Certificate InformationDegrees
Degree/
Level | Title/
English Correspondence | Subject | Credit Hours | Working
Language | History |
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MBA
Graduate |
Columbia Business School has long been committed to advancing the practice and understanding of social enterprise having trained leaders with a commitment to solving social and environmental issues for over three decades. By supporting new ideas from facu |
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60 |
English |
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No certificates listed.
Information on Training and Other Services
Additional InformationNone available
None available
None available
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