University of Oregon

Planning, Public Policy and Management

Master of Nonprofit Management

How to Apply  Curriculum  Faculty   Visiting UO 

Plan ahead:  The application deadline for the Fall 2017 entering cohort is February 1st for priority admission.  Admission for other quarters (Winter, Spring or Summer 2017) is also possible. Contact the faculty director, Professor Renee Irvin (rirvin@uoregon.edu) for more information.

Master of Nonprofit Management Program Overview

The Master of Nonprofit Management is a professional degree providing training for students in administration of nonprofit organizations. Due to the astonishing growth of the nonprofit sector over the past three decades in the U.S. and the equally rapid growth of nongovernmental organizations internationally, the sector has professionalized. Nonprofit employees now seek master’s-level training to advance their careers and specialize in nonprofit administration. 

Fully 9 percent of the U.S. GDP is now produced by nonprofit and philanthropic organizations. The nonprofit sector is no longer a career that people fall into, but an avocation that students prepare for with a rigorous, focused degree program.

This degree is distinct from a Master of Business Administration and a Master of Public Administration due to the nonprofit sector’s unique funding and management structures. Unlike businesses, nonprofits gather revenues from a variety of funding streams, each with its own unique development challenges: government and foundation grants, membership revenues, gifts from major donors, broad-based support (small gifts), special events and sponsorships, endowment income, commercial revenue (such as fees for services), bequests, and many other forms of funding peculiar to the nonprofit sector. 

Nonprofits also operate in a tax-exempt financial reporting environment, in which financial management issues and accounting challenges differ considerably from those faced by businesses. Nonprofit human resource management shares some features with business and government sectors, but also has unique aspects, such as volunteer recruitment, motivation and management. To illustrate, managing a corps of volunteers without the motivation of salary is a daunting task and its difficulty is often underestimated.

Service to a broader public mission is a feature shared by both the government and nonprofit sectors, so it is not surprising that a majority of the nation’s nonprofit administration programs have emerged from schools of public administration or public policy. Yet again, the nonprofit administrative skill base differs from that required in government agencies. Government revenue originates from the tax base and budgets are determined hierarchically. Government entities are constrained in their operation due to legislation, in an effort to ensure that public funding is not misused. The nonprofit sector, in contrast, is comparatively free to experiment and innovate without binding controls on process. Governments contract out to nonprofits, and government management now frequently centers on the ability to create public outcomes via networks of providers, whereas nonprofit management is often internal. 

Despite the differing features of the government, business, and nonprofit sectors, drawing on professional training elements from all three sectors is critical for a Master of Nonprofit Management. We have crafted a strongly skills-focused curriculum, melding best practice elements from the three sectors into all courses.

Recent graduates of the program have obtained positions such as: a statewide coordinator for a network of social service organizations, a food bank development associate, membership and giving manager with an arts organization, and as a communications specialist for a health policy institute.

The master of nonprofit management program encourages students from all backgrounds to apply. We are committed to providing equal opportunities for all faculty, staff and students regardless of ethnicity, heritage, gender, sexual orientation, ability, socio-economic standing, cultural beliefs and traditions. We welcome students from a full spectrum of professional and academic backgrounds because a broad range of experience enriches the learning environment and challenges us to widen our perspectives. We believe a diverse program better prepares our students to be effective leaders in the public and nonprofit sectors.


Unique Aspects of the Program

  • We are proud of our supportive learning environment, where class sizes are small and faculty members are on a first name basis with students.

  • Our curriculum emphasizes applying classroom learning to current and vital nonprofit issues. Students are required to serve on the board of a nonprofit organization and complete administrative projects for nonprofit organizations or foundations at multiple points in the degree program.

  • The University Oregon is a leading public research university. MNM students have the flexibility to customize their concentration course work to take advantage of offerings throughout the university, including the highly ranked School of Law, College of Business, and other departments.

  • Oregon is an exciting place to study and administer nonprofit organizations and foundations. The state and region has a vibrant nonprofit sector that is at the forefront of innovative nonprofit and philanthropic leadership. We are proud to play a pivotal role in the sector and in establishing best practices for organizations worldwide.

Master of Nonprofit Management Curriculum

The 72 credit program prepares students to become effective and creative leaders in the nonprofit sector. The program is comprised of four components: 1) core courses, 2) an elective field of interest, 3) internship and professional development training, and 4) a management capstone project.
 

Core Courses (33 Credits)

The nine core courses provide students with the financial, revenue development, and management skills to be effective leaders in the nonprofit sector. 

 

First Year - Fall

PPPM 618, Public Sector Theory, 4 credits. The context of professional public services includes the history and theoretical foundation for public policy and management in the government and nonprofit sectors.  

PPPM 680, Managing Nonprofit Organizations4 credits.  Principles of effective management of nonprofit organizations. Focuses on governance, strategy, legal structure and standards, and volunteer administration.

PPPM 656, Quantitative Methods, 5 credits.  Develop skills in using quantitative analysis to evaluate policies and programs. Emphasizes selecting appropriate analysis procedures, interpreting results appropriately, and writing clearly about findings.

PPPM 623, Professional Development, 1 credit. Students identify career goals and prepare professional materials for the internship and post-graduation.

 

First Year - Winter

PPPM 581, Fundraising for Nonprofit Organizations, 4 credits. In-depth introduction to fundraising for nonprofit organizations with an emphasis on annual giving, major gifts, planned giving, and campaigns.

PPPM 522, Grant Proposal Writing, 1 credit. An introduction to the process of preparing grant applications.

(plus elective or management sequence courses)

 

First Year - Spring

PPPM 684, Public and Nonprofit Financial Management, 4 credits. Financial management decision and control processes in public agencies and nonprofit organizations. Financial resources (taxes, donations, grant) stewardship, expenditure systems, and capital project analysis.  

PPPM 586, Philanthropy and Grantmaking, 2 credits. Overview of the history, economics, and practice of philanthropy and grant making in the United States. Students study philanthropy from a multidisciplinary perspective and finish the quarter by awarding a $15,000 grant to a nonprofit organization of their choice.

(plus elective or management sequence courses)

 

Second Year - Fall

PPPM 687, Nonprofit Board Governance, 1 credit each term. Students learn the principles of board governance while serving on governing boards of nonprofit organizations for one year.

PPPM 526, Strategic Planning Management, 4 credits. This class focuses on the theory and practice of strategic planning and strategic management in education, and public sector and non-profit agencies, covering various approaches to designing and conducting strategic planning, including specific techniques for conducting environmental scans, SWOT analyses, strategic issue identification, and strategy formulation. 

PPPM 610, Nonprofit 48-Hour Charrette, 1 credit.  Students are given only 48 hours to analyze a topic and present results to a public audience.  Thus, this fast-paced course mimics the sometimes hectic and deadline-driven world of nonprofit sector decision-making.

(plus electives or management sequence courses in both fall and winter quarters)

 

Second Year - Spring

PPPM 688, Nonprofit Management Consultancy, 4 credits. In teams, students complete administrative projects on behalf of regional nonprofit organizations.  Topics vary according to the nonprofit organizations who apply for assistance each year. 

Full Course Syllabi

 

First Year Master of Nonprofit Management students on annual field trip called "Salem Day."
 

Field of Interest (20 Credits)

Each MNM student is expected to complete a minimum of 20 elective credits in a field of interest of your choice. You may design your own field of interest (most students do), or choose from one of the following options, but the final decision must be made in consultation with your faculty advisor. Courses in other departments change rapidly, so this list may not include key courses of interest to you, or may include courses that are unavailable in the coming year. In case a non-PPPM course is closed to non-majors, inquire with the course instructor if it is possible to join the course (and then contact your MNM advisor if the instructor’s answer is no).  Tips for finding courses in other departments are provided at the end of this section.

Courses listed with * indicate a special course designation. Usually indicates instructor approval needed to register for course, irregular schedule, course fees, etc. Check the UO Course Catalog found online for more specific information.

 

MARKETING AND DEVELOPMENT
PPPM 507 Seminar Strategic Communications
AAD 520 Event Management
AAD 616 Arts Marketing, Media & Communications I
AAD 617 Arts Marketing, Media & Communications II
J 548 Advertising Campaigns*
J 549 Advanced Advertising Campaigns*
J 580 Topics Nonprofit Crowdfunding
J 552 Strategic Public Relations Communication*
J 624 Strategic Communication*

Allied academic units with possible electives: Business, Journalism

 

SOCIAL ENTREPRENEURSHIP
PPPM 507 Impact Philanthropy
PPPM 525 Project Management
PPPM 526 Strategic Planning and Management
PPPM 548 Collaborative Planning and Management
PPPM 565 Program Evaluation
PPPM 610 Social Entrepreneurship
ACTG 620 Entrepreneurial Accounting*
ACTG 662 Strategic Cost Management*
MGMT 623 Negotiation
MGMT 625 New Venture Planning

Allied academic units with possible electives: Business

 

EQUITY/SOCIAL JUSTICE
PPPM 532 Justice & Urban Revitalization
PPPM 552 Public Participation in Diverse Communities (prerequisite: PPPM 532)
PPPM 507 Difference & Power in the Public Sector
PPPM 507 NGOs of Southeast Asia (study abroad, summer 2018)
ANTH 528M Latino Roots*
CRES 510 Dialogue Across Differences*
CRES 515 Conflict & Gender
CRES 625 Psychology of Conflict*
EDLD 610 Leading for Equity*
EDLD 621 Equity and Achievement*
ENVS 535 Environmental Justice
ES 507 Seminar Native & African Americans
PS 549 Racial Politics US*
PS 607 Seminar Urban Politics
SOC 510 Sex and Gender in China
SOC 547 Issues Social Organization Networks*
SOC 551 Social Stratification*

Allied academic units with possible electives: Ethnic Studies, Women’s and Gender Studies, Anthropology. Students may also obtain the Women’s and Gender Studies Graduate Certificate or the Disability Studies Graduate Certificate.

 

POLICY
PPPM 507 Policy Simulation
PPPM 518 Introduction to Public Law
PPPM 543 Natural Resource Policy
PPPM 544 Environmental Policy
PPPM 546 Socioeconomic Development Planning
PPPM 560 Health Policy
PPPM 628 Public Sector Economics
PPPM 636 Public Policy Analysis
PPPM 637 48-hour MPA Policy Analysis (prereq: 657, 636)*
PPPM 657 Research Methods
PPPM 507 Seminar Public Health
AAD 562 Cultural Policy
EDLD 632 Education Policy Analysis*
PS 545 Methods for Politics and Policy Analysis I
PS 546 Methods for Politics and Policy Analysis II

Allied academic units with possible electives: Law, Political Science, Environmental Studies, International Studies. Many students interested in policy complete both the MNM and MPA degrees concurrently.

 

ENVIRONMENTAL SUSTAINABILITY
PPPM 507 Seminar Public Health
PPPM 507 Seminar Hazard Mitigation
PPPM 507 Seminar International Sustainability
PPPM 508 Workshop Environmental Impact Assessment
PPPM 542 Sustainable Urban Development
PPPM 543 Natural Resource Policy
PPPM 544 Environmental Policy
ENVS 535 Environmental Justice
ENVS 555 Sustainability
ENVS 567 Sustainable Agriculture
MGMT 607 Seminar Sustainable Business Practices*
MGMT 608 Special Topics Environmental Law*
PS 577 International Environmental Politics

Allied academic units with possible electives: Environmental Studies, Business, Architecture, Landscape Architecture, and Geography. Students may also obtain the Graduate Certificate in Ecological Design.

 

ARTS & CULTURAL LEADERSHIP
AAD 510 Museum Theory
AAD 510 Access, Lifelong Learning in the Arts
AAD 510 Managing Arts in Healthcare
AAD 520 Event Management
AAD 525 Ethics in Arts and Museums
AAD 527 Planning Interpretive Exhibits
AAD 529 Museum Education
AAD 530 Youth Arts Curriculum and Methods*
AAD 550 Art in Society*
AAD 551 Community Cultural Devmt/Creative Placemaking
AAD 562 Cultural Policy
AAD 571 Performing Arts Management
AAD 575 Performing Arts Industry
AAD 610 Professional Practice I*
AAD 612 Cultural Administration
AAD 616, 617 Arts Marketing, Media, & Communications I & II

Allied academic units with possible electives: Music and Dance, Theater Arts, History of Art & Architecture, Historic Preservation, Folklore. This field of interest is under review to become a Graduate Specialization in Arts & Cultural Leadership.

 

INTERNATIONAL DEVELOPMENT
PPPM 507 Seminar International Sustainability
PPPM 507 NGOs of Southeast Asia (study abroad summer 2018)
PPPM 542 Sustainable Urban Development (international focus)
INTL 521 Gender and International Development
INTL 522 Aid to Developing Countries*
INTL 523 Development and the Muslim World
INTL 542 Development and Social Change in South Asia
INTL 544 Development and Social Change in Southeast Asia
INTL 546 Development and Social Change in Latin America

Allied academic units with possible electives: International Studies, Geography

 

EDUCATION AND SOCIAL SERVICES
PPPM 507 Seminar Public Health
PPPM 560 Health Policy
EDLD 620 Educational Leadership*
EDLD 683 State and Local Policy Development in Education*
FHS   582 Prevention of Youth Violence
LING 544 Second Language Acquisition
SPED 511 Foundations of Disability I*
SPED 512 Foundations of Disability II*
SPSY 674 Educational Assessment

Allied academic units with possible electives: Education

 

PUBLIC RELATIONS AND ADVOCACY
PPPM 507 Seminar Strategic Communications
PPPM 507 Advocacy Seminar
PPPM 518 Introduction to Public Law
PPPM 548 Collaborative Planning and Management
PPPM 532 Justice & Urban Revitalization
PPPM 552 Public Participation in Diverse Communities (prerequisite: PPPM 532)
J 548 Advertising Campaigns*
J 549 Advanced Advertising Campaigns*
J 552 Strategic Public Relations Communication*
J 580 Topics Nonprofit Crowdfunding
J 624 Strategic Communication*

Allied academic units with possible electives: Journalism, Education

 

FOOD STUDIES
ENVS 607 Food Matters: Interdisciplinary Perspectives in Food Studies
ANTH 531 Plants and People
ENG 569 Literature and the Environment, Topic: Food Culture
ENVS 411 Food Systems from the Ground Up
ENVS 567 Sustainable Agriculture
LA 510 Civic Agriculture
LA 606 Urban Land Institutions
BI 542 Systematic Botany

Students may obtain the 18-credit Graduate Specialization in Food Studies

 

COMMUNITY DEVELOPMENT PLANNING
PPPM 507 Impact Philanthropy
PPPM 518 Intro to Public Law
PPPM 525 Project Management
PPPM 526 Strategic Planning for Management
PPPM 534 Urban Geographic Information Systems
PPPM 538 Transportation Issues in Planning
PPPM 546 Socioeconomic Development Planning
PPPM 548 Collaborative Planning and Management
PPPM 611 Intro Planning Practice
PPPM 613 Planning Analysis
PPPM 625/626 Community Planning Workshop
PPPM 617 Human Settlements
AAD 551 Community Cultural Development
INTL 520 International Community Development

Allied academic unit with possible electives: International Studies, Geography

 

To find courses in other departments in future academic terms: Go to the University class schedule. Choose the current academic term. Choose the targeted department. In the URL, change the last digit to a later quarter. If it says “201702” for example, change it to “201703.” The farther you go out, the more “drafty” and unreliable the class schedule, as departments make changes before the schedule goes live during registration.

 

This list is continually updated with STUDENT INPUT: Did you find a course that is unavailable, or did you find a great course that is not already on the list? Let me know: Prof. Renee Irvin, rirvin@uoregon.edu.


Management Sequence and Capstone Project (16 Credits)

MNM students complete the Management Sequence, which involves specialized coursework in management topics. For the Capstone project, students complete the Nonprofit Management Consultancy course.

Management Sequence (16 credits)

12 credits from the following*:

  • PPPM 507  Nonprofit Legal Issues (4 credits)
  • PPPM 507  Social Entrepreneurship (4 credits)
  • PPPM 507  Volunteer Management (2 credits, offered Summer term)
  • PPPM 507  Strategic Communications (4 credits)
  • PPPM 507  Public Sector Leadership (2 credits)
  • PPPM 525  Project Management (4 Credits)
  • PPPM 565  Program Evaluation (4 credits)
  • PPPM 607  Impact Philanthropy (4 credits)
  • PPPM 633  Public Management (4 Credits)
  • PPPM 548  Collaborative Planning and Management (4 Credits)
  • PPPM 552  Public Participation Diverse Communities (4 Credits)
  • CRES  610  Nonprofit Clinic (4 Credits)
  • CRES  614  Negotiating, Bargaining, and Persuasion (4 credits) 
  • AAD    610  Arts Marketing, Media and Communications I and II
  • AAD    520  Event Management (4 credits) 
  • MGMT 623 Negotiation (3 credits)

Plus:

PPPM 688 Nonprofit Management Consultancy (required, 4 Credits)

*Other courses may be approved for Management Sequence credit on an individual basis – there are many options, too numerous to list here.  

Link to full course syllabi.

Internship (3 Credits)

There are two components of the MNM internship requirement. The first is enrollment in an Internship and Professional Development course (1 credit, PPPM 623). Students begin the course starting orientation week and continuing through fall term of their first year. Through this course students identify their career goals and develop a plan to prepare themselves to meet the goals. Students identify summer internship and post-graduation fellowship opportunities.

The second component is completion of an internship. Internships offer students opportunities to explore and clarify career goals, apply academic learning, enhance and learn new skills, gain experience, and network with professionals. Unlike jobs, internships are supervised training experiences with the explicit intent of developing skills. Internships are highly recommended for all MNM students, and required for those with fewer than two years of relevant professional experience.

Students are required to enroll in 3 pass/fail credits of PPPM 604 Internship. In collaboration with the internship site supervisor and the Internship Director (Rhonda Smith), students identify learning goals and outline specific tasks and responsibilities that support these goals. By achieving their learning goals, students acquire a set of transferable skills and real-world experiences that prepare them for professional positions, fellowships, or further academic study. Gaining relevant professional experience beyond the 3 credits is highly recommended. Students may do so either for credit or not for credit. For more information on the Internship Program see the PPPM department website.

 

Course Scheduling

Courses are usually scheduled in the late afternoon and evening to allow working professionals access to them (for example, once per week from 4 to 7pm). All required courses are offered annually, with the exception of Grant Proposal Writing (quarterly) and some courses with duplicate sections in Summer term.

 

Admissions


Applications for admission are due February 1st for students starting the program in the following Fall. In exceptional cases, mid-year entry and alternative admission dates are possible. 

The admissions process will entail review of the following required elements:

  • Official transcripts from undergraduate college or university, and from graduate study, if applicable.

  • (optional and strongly recommended) GRE or GMAT scores

  • TOEFL scores, if international

  • Personal statement, 2 to 3 pages in length, describing your motivation and preparation for furthering (or entering) a career in the nonprofit sector.

  • A comprehensive resume detailing past professional and educational experiences

  • Three reference letters, with one or more of the letters by a faculty member

  • A UO Graduate School admissions form submitted to the UO Graduate School.

We encourage prospective students to visit Eugene and learn more about the MNM program. Contact the Graduate Program Coordinator, Bob Choquette for an appointment.

How to Apply

 

The nonprofit sector attracts leaders from a variety of backgrounds. Therefore, we welcome high-achieving applicants with any undergraduate major, at various stages in their professional careers. Some applicants have prior graduate degrees. If a student is currently enrolled as a graduate student at UO, he or she may use existing reference letters, copies of undergraduate transcripts, and GRE scores from the prior graduate admissions file.

Concurrent Degrees


MNM students may complete concurrent degrees with another graduate program in PPPM or elsewhere on campus. Programs of interest may include (but are not limited to) Law, Business, Conflict Resolution, Arts Administration, Museum Studies, International Studies, Environmental Studies, Sociology and Political Science.

A concurrent MNM/Master of Public Administration (MPA) degree may be of interest to some students. The MNM and MPA curricula are closely related but still distinct. Pursuing both degrees can provide an extremely strong background for work in both the nonprofit and public sectors. Because of the close relationship between the MNM and the MPA, the curriculum for this concurrent degree combination is carefully prescribed.

Currently enrolled graduate students interested in completing a concurrent degree program should contact Bob Choquette for concurrent application procedures to the Master of Nonprofit Management program.

Tuition Rates and Financial Aid


The program requires two academic years (6 quarters) to complete. Tuition rates per quarter depend on the number of credits the student takes and the residency status of the student. Please see the university Office of the Registrar's website for tuition rates.

Financial aid is available for the degree program for students attending more than half time. In addition, some scholarships and Graduate Teaching Fellowships (GTFs) are available on a competitive basis both in the PPPM department and elsewhere at UO. Please refer to the Office of Student Financial Aid for information on student financial aid. The PPPM department posts available GTFs in Winter each year for the following year, and the UO Graduate School has a university-wide listing of GTFs that open up throughout the year.

 

Faculty

PPPM faculty members currently engaged in research and teaching relating to the nonprofit sector:

Robert Choquette, MCRP, has been involved in grant writing and development and project management for over 20 years. He previously served as Director of Professional Development Services for the International Society for Technology in Education. He teaches PPPM’s courses in Grant Proposal Writing, Project Management, and Strategic Planning.

Benjamin Clark, Ph.D. has published research on 311 systems, volunteerism, government/nonprofit co-production of services, public sector crowdsourcing, and budgeting/financial management.

Renée Irvin, Ph.D., has published research on nonprofit regulation, philanthropy, nonprofit competition, and endowment funds. She is an active member of the Association for Research on Nonprofit Organizations and Voluntary Action and served as chair of the Network for Schools of Public Affairs and Administration Nonprofit Section in 2006-09 and 2013-present. Her current research topics focus on family foundations and on nonprofit financial performance. Irvin currently serves as faculty advisor for the Oregon Collegiate Chapter of the Association for Fundraising Professionals, as a member of Eugene’s Nonprofit Executives Group and from 2009-15, served as a member of Oregon Community Foundation’s Southern Willamette Valley Leadership Council. She teaches Philanthropy and Grant Making, Public and Nonprofit Financial Management, and Fundraising for Nonprofit Organizations.

Grant Jacobsen, Ph.D., specializes in research focusing on various environmental issues, with a particular emphasis on pro-environment consumer behavior. He has examined how changes in public awareness affect the willingness of consumers to donate to nonprofit environmental organizations. He worked at the National Rural Support Program, a nonprofit rural development organization based in Islamabad, Pakistan. Jacobsen teaches Quantitative Methods and Environmental Policy.

Saurabh Lall, Ph.D., has authored studies on social enterprise, entrepreneurial incubators, and accelerators, and entrepreneurial ecosystems. Previously he has worked at the World Resources Institute and the Aspen Institute.  Lall teaches the Impact Philanthropy, Social Enterprise, and Nonprofit 48-Hour Charrette courses.

Diane Lang, J.D., serves as Executive Director of HIV Alliance, Inc., and has served as United Way of Lane County’s chair of the United Way Agency Directors Organization. She teaches the Nonprofit Board Governance course.

Laura Leete, Ph.D., conducts research in areas related to nonprofit employment and wages and has published articles about the level of pay and degree of pay equality in the nonprofit sector. She authored a chapter on the valuation of volunteer efforts in the nonprofit sector in the Handbook of Research on Nonprofit Economics and Management (Edward Elgar Press, 2010). She is an active member of the Association for Research on Nonprofit and Voluntary Associations and teaches Policy Analysis.

Rich Margerum, Ph.D., conducts research focusing on the role and impact of collaborative approaches to natural resource and environmental planning. As part of this work, he has examined the role of nonprofit community groups as participants in and facilitators of these collaborative efforts. He has served as a board member of the Long Tom Watershed Council.

Dyana Mason, Ph.D., conducts research on nonprofit organizations with a specific focus on nonprofit governance, leadership, strategy, and fundraising, and was the recipient of the 2013 Emerging Scholar Award by the Association of Research on Nonprofit Organizations and Voluntary Action. She has worked for nonprofit organizations in various capacities, including development officer, events planner, communications consultant, and executive director.  In 2006-10 she served on the Virginia Human Rights Council, appointed by governor Warner and reappointed by governor Kaine. She teachest Public Sector Theory, Managing Nonprofit Organizations, and Nonprofit Consultancy.

Gerardo Sandoval, Ph.D., has published extensive research on community economic development and government interventions in immigrant communities. His articles and book chapters include topics such as immigrants' roles in community revitalization, governments' responses to their presence, and how transnational relationships shape immigrant spaces. His book provides an in-depth understanding of how a low-income Latino immigrant community in Los Angeles was able to take advantage of a large-scale urban redevelopment project and revitalize the community. He teaches Public Participation and Diverse Communities and Urban Revitalization.

Nicole Ngo, Ph.D., conducts research on environmental health in the context of urban sustainability. Her current work examines the health impacts of air pollution and climate change in the US, China, and Africa, with particular focus on the role of environmental and health policies. She teaches Health Policy and International Sustainability. She is also interested in incorporating interdisciplinary methodologies into her research, specifically from economics, public health, and earth science.

Marc Schlossberg, Ph.D., has worked and volunteered for a host of nonprofit organizations, including environmental, human rights, school tutoring, and mental illness and substance abuse treatment programs. He has presented nonprofit research at other nonprofit professional conferences, and was awarded the Association for Research on Nonprofit and Voluntary Association’s Emerging Scholar Award for his work on the use of GIS in community asset and needs mapping, and the role of nonprofit organizations in providing transportation to disadvantaged populations. He co-directs the Sustainable Cities Initiative.

Community Service


The master's degree in nonprofit management includes community service learning elements that allow for the integration of teaching, research, and service as mutually enriching enterprises that together accomplish the university's mission and support its spirit of community. Under the auspices of the nonprofit management consultancy course, community organizations benefit from faculty-led consulting services. More generally, community service components are integral parts of the following courses in the Master of Nonprofit Management program:

  • PPPM 565 Program Evaluation

  • PPPM 522 Grant Proposal Writing

  • PPPM 526 Strategic Planning and Management

  • PPPM 581 Fundraising for Nonprofit Organizations

  • PPPM 586 Philanthropy and Grant Making

  • PPPM 687 Nonprofit Board Governance


     

Questions


Further questions about the program may be directed to Professor Renee Irvin, the program director: rirvin@uoregon.edu

Questions about the status of one's admissions file, admission to the University of Oregon Graduate School or registering for classes should be directed to Bob Choquette, Graduate Coordinator: choquett@uoregon.edu

Questions about internships at nonprofit organizations should be directed to Rhonda Smith, Internship Director: rhonda@uoregon.edu

 

UO is an institutional member of the Nonprofit Academic Centers Council (NACC) and the Network of Schools of Public Policy, Affairs, and Administration (NASPAA). Based on both NASPAA and NACC guidelines for nonprofit curriculum, University of Oregon's PPPM Department has one of the strongest university nonprofit programs in the nation, with a breadth of nonprofit-specific courses, tenure-track or tenured faculty specializing in nonprofit research, nonprofit career development services, and nonprofit research advising.

MNM Program Handbook (PDF)

 

APPAM Member Link

 

NACC logo

        

 

Download MNM Viewbook

 

This page updated March 7, 2017