2013-14 Penn Social Impact Course Guide

Penn's social impact curriculum is constantly growing. For students interested in classes related to all aspects of social impact, please use the course guide below to help plan your coursework and learn about new opportunities on campus. Due to cancellations and additions there may be changes to the guide. Please check back for the most up to date course information and for Spring and Summer courses as they become available. To list a course on the guide, please email Amy Lee for consideration.

Offered Fall 2013

NPLD 589-001: Ethics and the Pursuit of Social Impact
Femida Handy, PhD, Professor, School of Social Policy & Practice
Thursdays, 3:30 – 6:30 p.m. | School of Social Policy & Practice

Course description: Leaders of organizations must often make difficult decisions that pit the rights of one set of stakeholders against another. Having multiple stakeholders or bottom-lines brings with it challenges when conflicts arise, with the perennial question of whose rights/benefits prevail? What trade-offs need to be made between multiple bottom lines? Does the mission of the organization prevail over the privileges of employees/clients? To what extent can large donors influence the mission of the organization? What is an appropriate social return on investment? This course will introduce the factors that influence moral conduct, the ethical issues that arise when pursuing social goals, and discuss the best ways to promote ethical conduct within such organizations. The course will use specific case studies, real and hypothetical, to analyze a variety of ethical issues that arise (including finance, governance, accountability, fundraising, labor (paid and unpaid), client groups, and service provision) among the multiple stakeholders. 

NPLDA 590-401 & 790-401: Nonprofit Financial Management
Andrew Lamas, Professor, School of Arts and Sceicnes’ Urban Studies Program
Tuesdays, 5:30 – 8:30 p.m. | School of Social Policy & Pracitce

Course description: Economic analysis and financial accounting are like languages: fluency comes with practice. In-class review of case studies (including in-person discussions with the representatives of diverse agencies and organizations featured in the case studies) will enable students to test and develop their capacity for applying conceptual tools and analytical methods to sometimes messy and always complicated, real-life situations. The course objective is to develop theoretical understanding, critical judgment, and practical skills for sensitive and effective engagement with financial and economic matters of significance. Students will learn:

  • different ways of thinking about the economic foundations of social policy,
  • the basic terminology, tools, and methods for analyzing the financial statements of a wide range of organizations, and
  • accounting procedures for evaluating business, government, and organizational operations, policies, and practices.

This course is at once macro and micro in its orientation: It provides a conceptual basis - derived from mainstream and alternative perspectives - for thinking about the economic dimensions of human development and social policy, and it introduces a set of core competencies for leadership and financial management of organizations, including conventional enterprises, consulting firms, research institutions, governmental agencies, philanthropies, cooperatives, and other third-sector organizations

NPLD-592-001: Collaboration Across Sectors
Charlotte Ren, PhD, Visiting Assistant Professor, School of Social Policy & Practice
Mondays, 1:30 – 4:30 p.m. | School of Social Policy & Practice

Course description: Across the world, leaders of organizations from business, nonprofit, and government sectors increasingly recognize the necessity of "working across boundaries" by developing various forms of collaboration. Collaboration across sectors has become more prevalent, important, and complicated. This course will help graduate students understand the theory, policy, and practice of across-sector collaboration. Students will learn the purposes collaborations may serve, the forms they take, what skills and techniques are required, and the steps involved in initiating, sustaining, and evolving them. Students will also learn the characteristics of the three sectors, the roles and contributions each can make to successful collaborations, and the competitive forces that are often at work in the collaborative processes and their possible implications. The course is open to all graduate students and sophomore, junior, and senior undergraduates.

NPLD 784-001: Intro to Nonprofit Sector & Theory
Chao Guo, PhD, Associate Professor, School of Social Policy & Practice
Mondays, 5:30 – 8:30 p.m. | School of Social Policy & Practice

Course description: Can you imagine a world without the vitality and diversity of the nonprofit sector? What would it be like? Everything from health care to education, from serving the disadvantaged to protecting and restoring the environment, nonprofit organizations seem to have become an inseparable part of every aspect of our lives. So often they are taken for granted that we seldom pause and reflect on the roles and functions of these vital organizations in our community. This course will introduce you to the various roles that voluntary, philanthropic and nonprofit organizations play in American society. It will cover the theory, size, scope and functions of the sector from multiple disciplinary perspectives including historical, political, economic, and social views. The course also has a "hidden agenda." Take this class to see and discover what this agenda is!

NPLD 785-001, 002: Group Dynamics & Organizational Politics
Kenwyn Smith, PhD, Professor, School of Social Policy & Practice
Fall Course Offering | School of Social Policy & Practice

Course description: This intensely experiential course, offered in the fall semester, is designed for those providing group and institutional leadership at any level of a human enterprise, managing work groups, serving on special task forces, chairing committees, teaching in classrooms, conducting support groups, facilitating groups in clinical settings, etc. Students will focus on two topics:

  • An in-depth understanding of group dynamics while they are in action
  • The organizational relationships between groups with power, groups that experience themselves as powerless and those caught in the middle.

With group and inter-group relations it is easy to see what went right or wrong in hindsight, or when observing from a distance, but tuning into these dynamics when caught up in them and taking constructive actions when it can have a meaningful impact, requires complex cognitive and emotional processing and use of multiple logics simultaneously. This educational format also explores the mysteries of counter-intuitive principles, such as "to grow, cut back," and "to strengthen self, augment other," are examined. The experiential events that are at the center of this learning occur over two full weekends, one in October and one in November.

NPLD 786-001: Nonprofit Governance & Management
Chao Guo, PhD, Associate Professor, School of Social Policy & Practice
Tuesdays, 2:00 – 5:00 p.m. | School of Social Policy & Practice

Course description: This course is about "doing good and doing well." It is designed to introduce you to the fundamental issues in accountability and governance and the administration and management in nonprofit organizations. Through research and analysis, you will understand multiple structures of accountability and the various stakeholders in nonprofits; understand the duties and dynamics of boards of directors in conjunction with other mechanisms of governance (e.g. chief executive officers, advisory boards, etc.); develop an understanding of management techniques and leadership skills for enhancing the effectiveness of nonprofit organizations. You will be asked to think about the challenges of running nonprofit organizations in a comparative context, with cases drawn from both the U.S. and abroad. The emphasis of this course is on acquiring operational skills. The course is designed for those who may have had years of experience managing other people and programs in the nonprofit sector but who want to develop a more systematic mastery of this challenge, as well as students from other sectors who aspire to a nonprofit leadership role.

NPLD 787: Leadership for the New Economy
Kenwyn Smith, PhD, Professor, School of Social Policy & Practice
Fall Course Offering | School of Social Policy & Practice

Course description: This course is for individuals whose careers will call upon them to be visionary thinkers, sophisticated system thinkers and enlightened strategic thinkers. It is for women and men who will take transformative leadership actions that can be successfully implemented by people and groups at all levels of organizations and social enterprises. Recent events have shown that established leadership models need to be revitalized, given the complexities of the contemporary world. Hence this course emphasizes the skills needed to engage in leadership acts relevant to the 21st century, competencies centered on building green technologies, creating sustainable energy, preserving the sanctity of water, fostering environmental-friendly policies, and constructing an economics predicated on principles of abundance rather than scarcity. Case studies of Lincoln, Gandhi, and Mandela will highlight that many of the key leadership lessons required for this era were elegantly crafted by these giants of history in conditions of extreme adversity not unlike the challenges of today. Key topics are decision making under conditions of uncertainty, building meaningful authority systems, using power creatively, harnessing the latent potential contained within conflicts and partnering with competitors and adversaries.

NPLD 794-001: Tools & Concepts for Social Impact & Change
Various Instructors | School of Social Policy & Practice
Students select three out of four workshops to attend for full credit.

Course description: This course consists of a menu of four (4) learning modules, each one structured as a two-day workshop. This is a core elective within the Nonprofit Leadership program and is open to students from all graduate programs as well as undergraduate juniors and seniors. The workshops on contemporary themes, taught by faculty either from the University or distinguished experts brought in from around the U.S., provide students with leadership aspirations opportunities for hands-on practical skill development. All workshops provide an intensive interactive learning experience Students select three out of the menu of four workshop titles to attend for full credit.

  • Nonprofits & Poverty in Philadelphia (NPLD 794-301)
    Friday, September 27th and Friday, October 18th with Lindsey McDougle
  • Design Thinking (NPLD 794-302)
    Saturday, October 26th and Saturday, November 2nd with Sarah Lidgus
  • Social Media for Social Change (NPLD 794-303)
    Friday, November 1st and Friday, November 15th with Sherrie Madia
  • Change Management (NPLD 794-304)
    Friday, November 22nd and Friday, December 6th with Priscilla Rosenwald

SWRK 740-001: Strategic Planning & Resource Development for Public and Nonprofit Organization
Jason M. Miller, Lecturer, School of Social Policy & Practice
Thursdays, 4:00 – 6:30 p.m. | School of Social Policy & Practice

Course description: Resilient organizations engage in a continuous process of self-review and refocusing. Referred to as "strategic planning," this process requires the active participation of a broad range of agency "stakeholders" who, in their work together, seek to realign the organization's goals, structures, and programs to make them more responsive to the changing needs of their service populations. Building on the content of foundation practice foundation courses, "Strategic Planning and Resource Development" has been designed to strengthen the student's leadership capacity for engaging in strategic planning and resource development practice across a broad range of governmental (GOs) and civil society organizations (CSOs). The importance of organizational flexibility, innovation, and the creation of cooperative public-private partnerships is emphasized throughout the course.

SWRK 798-004: Global Social Impact 360
October 18 – November 16 | School of Social Policy & Practice

Course description: All societies face the same needs to provide access to health care, education, a robust economy, and a sustainable environment, among others. In most societies, the three major sectors - government, commercial-for-profit, and non-profit sectors – all play their role in affecting and meeting these social needs.  In many situations, the lack of trust, poor coordination, silo-operations, and misaligned goals and objectives among the sectors lead to missed opportunities and suboptimal outcome in delivering social goods. Furthermore, decision makers in all sectors often struggle with balancing immediate needs with long term goals. This course introduces students to a holistic strategic framework in designing and implementing meaningful and effective social change initiatives. We will develop perspectives that critically consider the impact of social intervention from macro/micro and short/long term view, and will actively explore opportunities for synergistic collaboration across sectors in order to achieve enhanced social impact.

DYNM 662-001: Entrepreneurship & Leadership: Creating Leaders
Everett Keech, MBA, Affiliated Faculty in the organizational Dynamics Program
Mondays, 6:30 – 9:30 p.m. | School of Arts & Sciences

Course Description: The course examines the challenges of startup ventures and provides practical information to participants who are considering an entrepreneurial venture. It explores strategies for identifying opportunities, creating successful business models, valuing a business, raising capital and managing the business. The course builds understanding of how a culture of entrepreneurship and innovation are critical to any organization that wants to survive and prosper in the future. The course discusses how sustainability is becoming a global force for change, creating exceptional entrepreneurial opportunities. The course looks closely at the leadership roles of both the CEO in a large organization and the entrepreneur in a venture. The course examines how leaders in all kinds of organizations set priorities, identify game-changing opportunities, shape the organizational culture and motivate their teams to achieve outstanding performance or, sometimes, fail. The course stresses the leadership responsibilities of the board of directors in providing governance and oversight in both for-profit and non-profit organizations.

DYNM 692-001: Innovation in Organizations
Steven Freeman, Affiliated Faculty, Organizational Dynamics
Mondays, 6:30 - 9:30 p.m. | School of Arts & Sciences

Course description: In this course we will try to understand innovation through different levels of analysis including individual, team, network, organizational, and industrial. The primary goal of the course is to expose students to a variety of perspectives on innovation, while building on past work experiences and preparing for work experiences in the future. At each level of analysis, we will try to understand conditions under which innovation processes succeed and fail. The weekly readings consist of a mixture of book chapters, journal articles, and cases. An outline forum is planned for further discussion of the required readings outside of class, and as the basis for class discussion. Classes will employ reflection exercises and entail critical thinking about the topic for the week, case analyses completed in small groups, and other activities and lectures introducing material found both within and outside of the readings. An overnight trip to Harvard University or MIT is being arranged to expose students to innovative practices and leading-edge thought at other research institutions.

GAFL 528-001: Marketing for Nonprofit Organizations
Matt Hugg, MA, Instructor, Fels Institute of Government
Thursdays, 6:00 – 9:00 p.m. | Fels Institute of Government

Course description: This course provides students with the concepts and tools to help nonprofit and government organizations market their programs and services. The course emphasizes applications, and students will complete a marketing plan during the course for a nonprofit organization or government agency of their choice. Students will learn how to conduct competitive analyses, benchmarking, market segmentation and client needs; explore opportunities for social research on client needs; explore opportunities for social entrepreneurship and product development; and design effective Web and direct marketing tactics as part of an overall promotion and packaging strategy.

GAFL 749-001: Leading Nonprofit Organizations
Tine Hansen-Turton, Faculty & Nicholas Torres, Faculty,
Fels Institute of Government
Tuesdays, 6:00 – 9:00 p.m. | Fels Institute of Government

Course description: Leading Nonprofits is designed for those who have a practitioner’s interest in the leadership and management of nonprofit organizations and their intersection with the private sector. Leading Nonprofits takes the student through the process of starting a nonprofit to managing and leading non-profits through key decisions and stages of development. Leading Nonprofits also facilitates the learning of essential tools to conduct in-depth analysis of a nonprofit’s effectiveness and utilization of best practices. Students will develop a unique framework for understanding the role and function of the Social Sector comprised of Nonprofits, Social Enterprise, Public and Private Collaborations and Partnerships. Students will also develop practical tools to apply this understanding to strategic management, leadership, and public policy decisions, and will learn new competencies within this emerging field.

LGST 230-001: Social Impact & Responsibility
Phillip Nichols, Associate Professor of Legal Studies and Business Ethics, Wharton School
Mondays and Wednesdays 9:00 – 10:30 a.m. | Wharton School

Course description: What role can business play in helping to meet global societal needs, whether it involves the environment, improving health, expanding eduction or eradicating poverty? Is there any responsibility on the part of business to help meet those needs? What are models of successful business engagement in this area? How should success be measured? Are there limits to what businesses can and should do, and what institutional changes will enable businesses and entrepreneurs to better succeed? This survey course provides students the opportunity to engage in the critical analysis of these and other questions that lie at the foundation of social impact and responsibility as an area of study. The course involves case studies, conceptual issues, and talks by practitioners. The course is designed to help students develop a framework to address the question: How should business enterprises and business thinking be engaged to improve society in areas not always associated with business? The course is required for the secondary concentration in Social Impact and Responsibility.

MKTG 292-001: Creativity
Rom Y. Schrift, PhD, Assistant Professor of Marketing, Wharton School
Tuesdays and Thursdays 1:30 – 3:00 p.m. | Wharton School

Course description: The ability to solve problems creatively and generate change is a recognized standard of success and plays an important role in gaining a competitive advantage in many areas of business management. This course is designed to teach students several creative problem solving methodologies that complement other managerial tools acquired in undergraduate and graduate studies. The course offers students the opportunity to learn how to solve problems, identify opportunities, and generate those elusive ideas that potentially generate enormous benefits to organizations. The objectives of this course are to enhance the student's

  • Creativity
  • ability to innovate and
  • ability to identify, recruit, develop, manage, retain, and collaborate with creative people.
The course includes: interaction with guest lecturers; a review of the literature on creativity, creative people, innovation, and design as well as the leadership and management of creative people and innovation; hands on learning of approaches for generating creative ideas; applications of creativity to selected management domains; and integration via individual assignments and a group project in which interdisciplinary teams of students generate a creative product, service, customer experience, business or strategy.
Offered Spring 2014

NPLD 510-001: Social Innovation
Peter Frumkin, PhD, Professor, School of Social Policy & Practice
Mondays, 5:00-7:30pm | School of Social Policy & Practice

Course description: This is a class focused on understanding how innovation plays a central role in public problem solving. We will explore how social entrepreneurs develop their ideas, define intended impact, market their solutions, understand competition, and collaborate with other actors. At the end of the course, students will have mastered a set of conceptual tools that will allow them to be effective problem solvers in diverse settings throughout their careers.
The course has five core objectives:

  1. To introduce students to the concepts and practices of social entrepreneurship;
  2. To introduce students to the components of a successful social enterprise;
  3. To equip students with the tools to be able to accurately identify and assess innovation and impact in social enterprises;
  4. To train students to view the world from a perspective of social innovation; and
  5. To empower students to develop their own innovative solutions to difficult social problems around the world. 

NPLD 789-001 Budgeting-Strategic Allocation of Financial Resources for Nonprofit Organizations
Nancy Burd, Adjunct Lecturer, Fels Institute of Government
Mondays, 2:00-5:00pm | School of Social Policy & Practice
Course Description: This is a financial budgeting course for nonprofit organizations, which will focus on strategic issues in nonprofit finance, specifically on capitalization strategies that position nonprofits for greater impact. The foundation of these goals is understanding and applying appropriate budgeting principles and best practices in internal organizational systems. Students will have exposure to a variety of budgeting scenarios including annual operating budgets and zero-based budgeting, program profitability, new facility planning and transformational growth. The class will utilize a variety of teaching tools: case studies, hands-on budget analysis and development, student applied study with a nonprofit organization, and guest speakers. This course on financial budgeting is open to all graduate and professional school students who have a familiarity of the principles of nonprofit finance.

NPLD 788: Strategic Thinking & Communication
Nancie Zane, PhD, Affiliated Faculty, Organizational Dynamics
See details below. | School of Social Policy & Practice

Course description: The seminar will emphasize theory to practice and experiential learning.  Trying to understand strategic thinking and communication solely through reading and discussion is akin to learning to swim from a book.  In addition to theory and historical frameworks, students in the seminar will learn about their leadership styles, effective ways of communicating through learning SAVI, and solving strategic issues.  The course will pay special attention to the intentional and hidden dynamics that support and sometimes undermine effective communication and strategic decision-making.  We will also engage with nonprofit leaders from the Philadelphia community hearing their narratives and how they have applied their own strategic thinking to advancing their organizational missions and the sector as a whole. 

Course meets: Mondays 5:00-8:30pm: 2/10; 2/17; 2/24; 3/3; 3/17; 4/14; 4/21; 4/28 Sundays 9:00am-5:30pm: 3/23; 4/6

NLPD 792-001: Social Entrepreneurship
Peter Frumkin, PhD, Professor, School of Social Policy & Practice
Tuesdays, 5:00-8:00pm | School of Social Policy & Practice

Course Description: Social entrepreneurs are individuals with innovative visions seeking to accomplish important public purposes through the creative and aggressive mobilization of people and resources. Using management and strategy frameworks presented in class and applied to real world organizations, student innovators learn to design and develop social impact organizations of their own invention. Students turn their passion for changing the world into concrete plans for launching a venture. Over the course of the semester, we will cover a broad array of topics associated with social innovation and entrepreneurship, including defining the problem/opportunity, refining the mission/vision, developing market research and industry analysis, defining a financial and operating structure, assessing results and progress, and scaling an enterprise. Elements of a venture plan will be drafted through multiple short assignments and students present formally and informally several times throughout the semester receiving feedback from faculty, peers, and accomplished social entrepreneurs. Graduate students in any of Penn's graduate and professional schools who want to create social value through either nonprofit or for-profit ventures are invited to take the class and develop their ideas. Being able to develop a coherent venture plan is great training for anyone who wants to work in the government, nonprofit or business sectors. The course attempts to convey a picture of what a well-considered and well-executed plan looks like with the goal of developing in students an appreciation for clear thinking in the pursuit of social value creation.

NPLD 793-001: Leadership & Social Change
Jeff Klein, MBA, Director, Wharton Leadership Program
See details below. | School of Social Policy & Practice

Course description: This spring semester course explores the key elements of individual leadership (self-awareness, emotional intelligence); team leadership (principles of leading high performing teams and adaptive problems); organizational leadership (organizational culture, organizational partnerships); and leadership within networks (including social movements and network mapping exercises). The course is taught by the Director of the Wharton Graduate Leadership Program and is open to students throughout the university.  In order to create, invoke, and evoke acts of leadership, we must understand ourselves, our teams and organizations, and our environments. From this integrated understanding, a set of possibilities emerge that shape the actions necessary to create positive social change. How can we leverage the abundance of resources available to individuals, teams, organizations, and collective networks? This course will explore leadership in five modules: individual leadership, team leadership, organizational leadership, leadership across boundaries, and network leadership. This seminar style survey course will blend didactic, dialogic, and experiential methods to build an integrated framework for analysis that identifies and amplifies the opportunities or acts of leadership.

Course meets: Wednesdays 4:30-7:00pm: 2/5; 2/12; 2/19; 3/5 and Sat-Sun 9:00am-6:00pm: 2/22-2/23; 3/1-3/2

NPLD 795: Skill Building for Social Impact
Various Instructors | School of Social Policy & Practice
Students select three out of four workshops to attend for full credit.

Course description: This course consists of a menu of four (4) learning modules, each one structured as a two-day workshop. This is a core elective within the Nonprofit Leadership program and is open to students from all graduate programs as well as undergraduate juniors and seniors. The workshops on contemporary themes, taught by faculty either from the University or distinguished experts brought in from around the U.S., provide students with leadership aspirations opportunities for hands-on practical skill development. All workshops provide an intensive interactive learning experience Students select three out of the menu of four workshop titles to attend for full credit.

  • The Social Entrepreneur’s Playbook (NPLD 795-301)
    Friday, January 31st and Friday, February 7th (9:00am-5:00pm) with J. Thompson
  • Raising Philanthropic Capital (NPLD 795-302)
    Friday, March 7th and Friday, March 21st (9:00-5:00pm) with Gregory Hagin
  • Grassroots Investment-Global Dividends: Professionalizing Community Development (NPLD 795-303)
    Friday, March 28th and Friday, April 4th (9:00am-5:00pm) with Jacob Lief
  • (Almost) Everything You Need to Know about Nonprofit Law (NPLD 795-304)
    Friday, February 21st and Friday, February 28th (9:00am-5:00pm) with D. Kramer

NPLD 796: Philanthropy & Fundraising (Cross-listed SWK 798(
Eileen R. Heisman, Adjunct Professor, School of Social Policy & Pracitce
Wednesday, 4:00-6:30pm | School of Social Policy & Practice

Course description: This course will review the everyday tools that nonprofit managers and development officers need to raise funds from individuals and other sources of private philanthropy. Last year, Americans gave approximately $300 million and 83% of it was from individuals. The fundraising profession has created a body of knowledge in the past twenty years that can guide effective fundraising programs so that charitable organizations can support their mission. The sessions will reveiw the theory and practical techniques that development professionals use every day in large and small organizations including annual giving, major gifts, planned giving, cultivation of donors, making your case for support, the Seven Faces of Philanthropy, special events, and prospect research. There will also be discussions of philanthropic trends and current giving patterns. For those who are interested in nonprofit administration, these will be critical tools to understand.  

NPLD 797-001: Philanthropy and the City (Cross-listed with URBS 404)
Doug Bauer and Greg Goldman
Thursdays, 5:30-8:30pm | School of Social Policy & Practice
Course Description: This course will focus on how urban communities are shaped by the nonprofit sector and the billions of philanthropic dollars that fuel their work. By bridging theory and practice, the class explores what dynamics are at play to deliver vital services or programs in health care, education, the arts, community development, and other issues. The course will also focus on these important questions: (1) whose responsibility is the public good? How is that responsibility shared by the public, private, and nonprofit sectors? and (2) given the responsibility for the public good, which individuals and groups make the decisions about how to serve the public good? Students will consider these questions in an interdisciplinary context that will bring a historical and philosophical perspective to the examination of the values and institutions that characterize contemporary philanthropy and the nonprofit sector. All NPL students who take this course must register under NPLD 797.

URBS 216: Social Entrepreneurship
Instructor TBD
Spring Course Offering | College of Arts and Sciences

Course description: When people say "social enterprise," they could be referring to a wide range of organizations including household names like Grameen Bank, established consumer brands like Patagonia and Ben and Jerry's, or a host of yet-to-be recognized startups in the for-profit and non-profit sectors that do anything from developing web-based technologies for primary school classrooms to planting trees. This course will explore both the theory and practice of this emerging sector. Students will first learn to navigate the differences between different types of social ventures and locate themselves on the field of debate about what is and what isn't a social enterprise. We will examine case studies of different non-profit and for-profit entities set up to achieve similar missions, and examine the benefits and drawbacks of each approach. Next, we will explore a series of frameworks about how to articulate impact, including the for-profit "Value Proposition" and the non-profit "Logic Model." Finally, students will work in small teams to create strategic planning documents (such as a business plan) for a social enterprise that they design. The semester will culminate in a presentation day to a mock panel of investors and other social enterprise stakeholders.

DYNM 558: Social Media & the Organization
Syd Havely, PhD, and Bruce Warren, MSOD, Organizational Dynamics
Spring Course Offering | School of Arts and Sciences

Course description: If you don't yet believe in the social media revolution, then watch this: http://www.youtube.com/watch?v=ZQzsQkMFgHE  Facebook. Twitter. Pinterest. Tumblr. Path. Delicious. Digg. Youtube. Linkedin. It's been less than a decade since many of these social media services have launched, yet they've transformed society in many significant ways. Social Media and the Organization will deepen your understanding of and offer real time practical experience with social media. The course will examine the current trends and use of social media in marketing, product development, customer service, networking and other facets of organizational policy and practice. Students will have hands-on participation online with the class blog, http://upennsocialbook.wordpress.com sharing relevant case studies, analyzing social media campaigns and critiquing their own organization's culture and values surrounding social media including social media policy, staff challenges, and evaluation of challenges and opportunities in its use.

GAFL 521: Fundraising for Nonprofits
Matthew Hugg, Affiliated Faculty, Fels Institute of Government
Spring Course Offering | Fels Institute of Government

Course description: This course provides students with concepts and tools that can help nonprofit organizations better achieve their organizational objectives by securing the resources necessary to do so. Students will, for example, learn how to assess an organization's fundraising capabilities, conduct an annual fund drive, solicit grants from corporations and foundations, conduct prospect research, cultivate and secure major gifts, design planned giving instruments to meet the needs of donors, carry out a capital campaign, and set up information technologies to track fundraising efforts and assist you in the stewardship of gifts. The course is also designed as a study guide for taking (and passing) the examination required to become a Certified Fundraising Executive (CFRE) by the Association of Fundraising Professionals (AFP).

GAFl 626: Developing, Managing, and Leading Talent for Nonprofit and Government Organizations
Leroy D. Nunery II, PhD, Faculty, Fels Institute of Government
Spring Course Offering | Fels Institute of Government

Course description: This course will take a holistic approach in exploring the critical issues that impact how your organization recruits, hires, develops, and assesses its pool of talent. Students will examine a range of economic, legal, social, technological, and political factors that affect the management of today's workforce, with attention paid to the particular challenges facing public and nonprofit sector leaders. There will be special focus on organizing volunteers, working with unions, providing effective professional development opportunities, and other human resource strategies that drive better results.

GAFL 746: Social Innovations
Nicholas D. Torres and Tine Hansen-Turton, Fels Institute of Government
Spring Course Offering | Fels Institute of Government

Course description: During this course, students will examine the business planning process, elements of social innovation, and marketing/messaging. 'Social innovation' seeks new answers to social problems by identifying and delivering new services that improve the quality of life of individuals and communities; and identifying and implementing new labor market integration processes, new competencies, new jobs, and new forms of participation, as diverse elements that each contribute to improving the position of individuals in the workforce. As part of the course requirements, students will write an article about a social innovation in Philadelphia with the possibility of publication in the Philadelphia Social Innovations Journal.

MGMT 810: Social Entrepreneurship
Ian MacMillan, PhD, The Dhirubhai Ambani Professor of Innovation and Entrepreneurship, Wharton School
Spring Course Offering | Wharton School
Course description: The basic thesis of this elective course is that many social problems, if attacked entrepreneurially, create opportunities for launching businesses that simultaneously generate profits and alleviate the societal problem. This approach generates societal wealth as well as entrepreneurial wealth. The course is distinguished from public sector initiatives to address social problems. Student teams are expected to develop a plan to launch a social enterprise. The teams will also generate presentations of two proposals focused on the identification of opportunities for large established firms to create a bottom of the pyramid business that will significantly boost social wealth in a target country.

BEPP214-001: Nonprofit Sector: Economic Challenges and Strategic Responses
Ashley Swanson, PhD, Assistant Professor, Wharton School
Spring Course Offering – Wharton School

Course Description: The nonprofit sector plays a key role in the provision of many goods and services which are fundamental in our society and which may be difficult to provide using market mechanisms alone. Education, health care, charitable services, and the arts are some primary examples of these. Nonprofit organizations operate in service of specific social missions rather than profit maximization, but in order to serve those missions effectively while ensuring their own survival, they must also make many of the decisions typically associated with private firms. That is, they must compete for funding, human resources, and consumers of their services, they must manage and invest their resources efficiently, and they must innovate new products and services over time. Importantly, the latter requirements may at times come in conflict with the organizations' social values. As a result, nonprofit organizations as economic decision-makers confront a number of unique challenges to their success and growth. The goal of this course is to give students a broad overview of the economic, organizational, and strategic concerns facing the non-profit sector.

EDUC 550-001: Educational & Social Entrepreneurship
Martin Ihrig, Adjunct Assistant Professor, The Wharton School
Spring Course Offering | Graduate School of Education
Course Description: This course provides an understanding of the nature of entrepreneurship related to public/private/for profit and non-profit educational and social organizations. The course focuses on issues of management, strategies and financing of early stage entrepreneurial ventures, and on entrepreneurship in established educational organizations.

Offered Summer 2014

NPLD 591: Change-making: personal Traits & Professional Skills
Scott Sherman, PhD, Professor, School of Social Policy & Practice
Summer Course Offering | School of Social Policy & Practice

Course description: Over the past decade, researchers have identified some of the key skills that people need to succeed in their work and in their lives.  These are skills that anyone can develop with practice.  In this class, the instructor will teach three of the key skills: resilience (the ability to thrive in difficult times); creativity (the ability to come up with innovative solutions to problems); and productivity (the ability to make the best use of your time and find life balance).  Over the course of the summer, students will practice these skills to see and document significant improvement in important areas of their daily lives.  Finally, at the end of the summer, we will come back together to evaluate our progress, and talk about how to sustain these gains in our personal and professional lives.

URBS 412: Building Non-Profits from the Ground Up
Greg Goldman, Vice President of Development, Philadelphia Zoo
Summer Course offering | College of Arts & Sciences

Course description: This course will cover the basic elements of building and growing a non-profit organization, including the development of the mission and the board; needs assessment, program design, development, and management; financial management, contract compliance and understanding an audit; fundraising, public, foundation, corporate, and individual; communication and marketing; organizational administration (including staff and volunteer selection, management and development); public policy, research and advocacy. Students will engage in field assignments and role play, in addition to research and writing.