Course Form
I. Summary of Proposed Changes
Dept / Program
Political Science
Prefix and Course #
Course Title
Nonprofit Board Management
PSCI 406
Short Title (max. 26 characters incl. spaces)
Nonprofit Board Management
Summarize the change(s) proposed
New Course
II. Endorsement/Approvals
Complete the form and obtain signatures before submitting to Faculty Senate Office
Please type / print name Signature
Requestor:
Jon Tompkins
Phone/ email :
X2683
Program Chair/Director:
Paul Haber
Other affected programs
Date
Dean:
Jon Tompkins
(Assoc. Dean)
Are other departments/programs affected by this
Please obtain signature(s) from the
modification because of
Chair/Director of any such department/
(a) required courses incl. prerequisites or corequisites,
program (above) before submission
(b) perceived overlap in content areas
(c) cross-listing of coursework
III: To Add a New Course Syllabus and assessment information is required (paste syllabus into
section V or attach). Course should have internal coherence and clear focus.
Common Course Numbering Review (Department Chair Must Initial):
YES
NO
Does an equivalent course exist elsewhere in the MUS? Check all relevant disciplines if
course is interdisciplinary. (http://mus.edu/transfer/CCN/ccn_default.asp)
NO
If YES: Do the proposed abbreviation, number, title and credits align with existing course(s)? Please indicate
equivalent course/campus. 
If NO: Course may be unique, but is subject to common course review. Be sure to include learning outcomes
on syllabus or paste below. The course number may be changed at the system level.
See Syllabus
Exact entry to appear in the next catalog (Specify course abbreviation, level, number, title, credits,
repeatability (if applicable), frequency of offering, prerequisites, and a brief description.) 
UG Nonprofit Board Management 2 cr. Online course offered every year. Explores
policymaking and fundraising roles and responsibilities of the board; strategies for board
recruitment, orientation, and evaluation; and executive director/board relationships.
Justification: How does the course fit with the existing curriculum? Why is it needed?
It is a core course in the Professional Nonprofit Administration Certificate Program. It has been taught
several times under a special topics number, as a 1 credit course. It will now be offered as a 2 credit course to
ensure adequate coverage of the subject matter.
Are there curricular adjustments to accommodate teaching this course?
No
Complete for UG courses (UG courses should be assigned a 400 number).
Describe graduate increment - see procedure 301.30
http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx
Nonprofit Board Management – Graduate Increment. The Graduate Increment assignment
requires graduate students to review the material from all course assignments, discern the ten most
important activities that lead to board effectiveness, and schedule those activities into a calendar that
acts as a guide for the board’s actions throughout the year. This project requires synthesis of course
concepts, critical thinking in order to determine priorities, and planning. Developing this calendar
demonstrates that the students understand the most important board responsibilities and their
sequencing in relationship to the organization’s fiscal year and board member terms of service.
Graduate students are required to complete the graduate increment in order to pass the class. The
assignment is worth 200 points or 25% of the course grade.
Complete for Co-convented courses
Companion course number, title, and description (include syllabus of companion course in section V)
See procedure 301.20 http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx.
New fees and changes to existing fees are only approved once each biennium by the
Board of Regents. The coordination of fee submission is administered by
Administration and Finance. Fees may be requested only for courses meeting specific
conditions according to Policy 940.12.1 http://mus.edu/borpol/bor900/940-12-1.pdf .
Please indicate whether this course will be considered for a fee.
If YES, what is the proposed amount of the fee?
Justification:
IV. To Delete or Change an Existing Course – check X all that apply
Deletion
Title
Course Number Change
From:
Level U, UG, G
Co-convened
To:
Description Change
Change in Credits
From:
To:
Prerequisites
1. Current course information at it appears in catalog
(http://www.umt.edu/catalog) 
YES
NO
From:
To:
Repeatability
Cross Listing
(primary
program initiates
form)
Is there a fee associated with the
course?
2. Full and exact entry (as proposed) 
3. If cross-listed course: secondary program & course
number
4. If co-convened course: companion course number, title, and description
(include syllabus of companion course in section V) See procedure 301.20
http://umt.edu/facultysenate/committees/grad_council/procedures/default.aspx.
5. Is this a course with MUS Common Course Numbering?
http://mus.edu/transfer/CCN/ccn_default.asp
If yes, please explain below whether this change will eliminate the course’s common course
status.
6. Graduate increment if level of course is changed to UG.
Reference procedure 301.30:
http://umt.edu/facultysenate/committees/
grad_council/procedures/default.aspx
(syllabus required in section V)
YES NO
Have you reviewed the graduate
increment guidelines? Please check (X)
space provided.
7. Other programs affected by the change
8. Justification for proposed change
V. Syllabus/Assessment Information
Required for new courses and course change from U to UG. Paste syllabus in field below or attach and send
digital copy with form.
PSCI 406
Intro to Nonprofit Board Management
INSTRUCTOR: Terry Profota, Masters in Nonprofit Management
CONTACT INFORMATION:
406-570-7109
tlprofota@q.com
COURSE DESCRIPTION:
Building an Effective Nonprofit Board is a six week course that explores the components inherent in
creating and maintaining a governing body that promotes a healthy and successful nonprofit
organization. Critical governance, leadership, and management elements are studied including:
strategic planning; policy-making; fundraising and financial roles and responsibilities; strategies for
board recruitment, orientation and evaluation; and Executive Director/Board relationships.
LEARNING AND COURSE OBJECTIVES:
The course objectives for PSCI 406 are as follows. Students will be able to:
1. Define and explain basic theory and application of the three primary duties and four primary
roles of a nonprofit board of directors.
2. Define and explain board responsibilities and how they correspond to their primary board
roles.
3. Relate and apply nonprofit board roles and responsibilities to a nonprofit organization.
4. Identify, analyze, and transfer nonprofit board principals to real-world issues.
5. Demonstrate critical-thinking and problem solving ability in the nonprofit environment.
METHOD OF INSTRUCTION:
PSCI 406 objectives will be accomplished through a variety of methods. These include on-line
research, reading posted textbook sections, mini-lectures, individual research and writing, and
participating in on-line class assignments and discussions designed to stimulate critical thinking and
application.
COURSE REQUIREMENTS:
All students are required to read the assigned readings, complete assignments and discussion
questions and respond weekly to classmates’ postings on both the Assignment and Discussion
Boards by the due dates. In general, original discussion and assignment postings are due on
Thursday. All students are required to read classmates’ assignments and make a minimum of one
reply posting by Saturday.
See Course Information - Grading Requirements for posting grading criteria.
TEXTBOOKS
Reading assignments are drawn from three sources. Class internet research, Web Site links, and the
required textbook:
The Nonprofit Handbook by Gary M. Grobman. White Hat Communications, 5th Edition
ISBN 1-929109-20-3
You may order it on Amazon or at your local bookstore if you wish.
REQUEST FOR WITHDRAWAL
Request for Withdrawal from the course must be submitted in writing to Janie Spencer, School of
Extended and Lifelong Learning (formerly Continuing Education) prior to the last week of the
course. Students are responsible for reading and understanding the full UM policy on Withdrawal
from the University. Refunds are not granted for withdrawals made after course registration
deadlines.
SCHEDULE OF LESSONS
Week 1
Objectives are to study and understand:
1. How a governance board model differs from a traditional model
2. The three basic duties of a nonprofit board
3. The four roles of a nonprofit board
4. Basic responsibilities of a board of directors
5. Individual board members’ responsibilities
Getting Started - Introductions
Assignment #1 – Board Governance
Discussion Question #1
Reading Assignment #1
Grobman, Gary M. (2008), The Nonprofit Handbook (5th ed.).White Hat
Communications, Harrisburg, Pennsylvania
Chapter 7 - A Transforming Model for Nonprofit Board Leadership pp. 63 69.
Web Research Reading Assignment – Board Governance
Week 2
Objectives are to study and understand:
1. The dynamics of board formation and recruitment
2. Committees, Task Forces, and Councils
3. Effective Board Meetings
Assignment #2 – Committees & Task Forces
Discussion Question #2
Reading Assignment #2
Grobman, Gary M. (2008), The Nonprofit Handbook (5th ed.).White Hat
Communications, Harrisburg, Pennsylvania
Chapter 4 - Nonprofit Boards of Directors, 41- 47
Web Research Reading Assignment – Effective Meetings
Week 3
Objectives are to study and understand the basic responsibilities of board leadership in:
1. Mission and vision development
2. Annual strategic planning
3. Setting an example through personal giving
4. Promoting the organization’s public image.
Assignment #3 – Create a personal public relations story
Discussion Question #3
Reading Assignment #3
Grobman, Gary M. (2008), The Nonprofit Handbook (5th ed.).White Hat
Communications, Harrisburg, Pennsylvania.
Chapter 5 - Mission and Vision Statements, pp. 49 - 53.
Chapter 6 - Strategic Planning, pp 53 -62
Web Research Reading Assignment – Board Personal Giving
Week 4
Objectives are to study and understand the infrastructure necessary for effective board of directors
including:
1. By-laws
2. Policies
3. Legal Considerations
4. Ethical Considerations
5. Liability & Risk Management
Assignment #4 – Nonprofit Policies
Discussion Question #4
Reading Assignment #4
Grobman, Gary M. (2008), The Nonprofit Handbook (5th ed.).White Hat
Communications, Harrisburg, Pennsylvania
Chapter 3 – By-laws, pp 37-40
Chapter 8 - Nonprofit Organization Ethics, pp.71 – 81
Chapter 10 – Liability, Risk Management & Insurance, pp.91-96
Web Research Reading Assignment – Legal Considerations
Week 5
Objectives are to study and understand the basic responsibilities of board governance as it pertains
to
providing oversight for resource stewardship and development – Financial Oversight and
Fundraising.
Assignment #5 – Board Members & Fundraising
Discussion Question #5
Reading Assignment #5
Grobman, Gary M. (2008), The Nonprofit Handbook (5th ed.).White Hat
Communications, Harrisburg, Pennsylvania
Chapter 11 – Financial Management, pp. 97 - 113
Chapter 16 – Fundraising, pp 135 – 141
Web Site Articles
Web Research Reading Assignment – Financial Oversight
Week 6
Objectives are to study and understand the basic responsibilities of board management:
1. Executive director supervision
2. Board/staff communications
3. Board evaluation.
Assignment #6 – Governance Activities List
Discussion Question #6
Reading Assignment #6
Web Article
Web Research Reading Assignment – Board Evaluations
FINAL FOR GRADUATE STUDENTS: Due Saturday of Final Class Week. Create an Annual
Board Governance Calendar (see below).
Grading Requirements – Building an Effective Board
Since the assignments given in this course are integrated to achieve the best possible learning
outcome for students, and since they are designed to build on and to test knowledge gained through
comprehensive participation, the expectation is that all students will to the best of their abilities
complete all assignments. Attention paid by the instructor to critiquing written assignments will be
directly proportional to the amount of effort put forth by individual students on writing them, and on
overall course participation as well. Late assignments will be critiqued at the discretion of the
instructor.
PSC406 grading will be based on a total of 600 points
600 – 558 = A
557- 540 = A539 – 522 = B+
521 – 498 = B
497 – 480 = B479 – 462 = C+
461 – 438 = C
437 – 420 = C
Graduate Students must complete a Governance Calendar Project in addition to Lesson #6
Work for Graduate Credit (see below) .
Each week students will have three activities to complete for a total of 100 points.
Posting/Grading Criteria
Weekly Web Research Readings = 30 points
 10 points for timely posting (Thursday midnight, MST)
 Content - 20 points awarded as follows:
A brief summary of the high points of the article, specifically listing three learning points
and their application to the week’s lesson. Web link included.
.
Weekly Assignments = 35 points
 10 points for timely posting (Thursday midnight, MST)
 Content – A maximum of 15 points will be awarded for postings that are complete and
address
the assignment in a thoughtful manner.
 Response – A maximum of 10 points will be awarded
o Each student must critique one classmate’s assignment and give constructive feedback
on the content of the assignment. Feedback must include two-three ways/areas for
improvement.
o Only one critique per CLASSMATE’S POSTING for credit. Be respectful of other
students and do not respond to additional assignments until a primary
posting/critique has been made. That will allow each student to have the
opportunity to improve their evaluation and feedback skills by giving primary
feedback. Feel free to engage in discussion on all postings after the first/primary
critique has been made.
Weekly Discussions = 35 points
 10 points for timely posting (Thursday midnight, MST)
 Content – A maximum of 15 points will be awarded for postings that are complete and
address the assignment in a thoughtful manner.
 Response – A maximum of 10 points will be awarded.
5 points will be awarded for each response posting that is thoughtful and contains relevant
content that addes to or reflects on the conversation.
The goal of response postings is to create classroom interaction and stimulate questions,
generate feedback, and exchange ideas. Attempt to make your responses thoughtful and
stimulating -- "points" are not awarded for postings that are of the “good idea or I agree”
nature. Think, challenge, give examples, and learn. Limit yourself to one or two paragraphs
of thoughtful response for each reply posting.
Graduate Student’s Final Assignment.
Nonprofit Board Management – Graduate Increment. The Graduate Increment assignment
requires graduate students to review the material from all course assignments, discern the ten most
important activities that lead to board effectiveness, and schedule those activities into a calendar that
acts as a guide for the board’s actions throughout the year. This project requires synthesis of course
concepts, critical thinking in order to determine priorities, and planning. Developing this calendar
demonstrates that the students understand the most important board responsibilities and their
sequencing in relationship to the organization’s fiscal year and board member terms of service.
Graduate students are required to complete the graduate increment in order to pass the class. The
assignment is worth 200 points or 25% of the course grade.
VI Department Summary (Required if several forms are submitted) In a separate document list course
number, title, and proposed change for all proposals.
VII Copies and Electronic Submission. After approval, submit original, one copy, summary of
proposals and electronic file to the Faculty Senate Office, UH 221, camie.foos@mso.umt.edu.
Revised 5-4-11