Nonprofit Management Institute

Nonprofit Management Institute

Nonprofits are an essential partner within our North Carolina communities. When nonprofit organizations have a strong foundation and manage themselves well, they can focus more wholly on the services and support they bring to our communities.

That is why the North Carolina Center for Nonprofits launched the Nonprofit Management Institute, a virtual learning cohort of nonprofit executives, managers, and board leaders to assess their organizations’ management practices, identify successes and challenges, build capacity where there are gaps, and work towards long-term sustainability.

Developed from ongoing nonprofit management research and education, and the Center’s guide, Principles & Practices: Best Practices for North Carolina Nonprofits, this 5-session series facilitates learning, discussion, and management strategies around board governance, program design and evaluation, strategic planning, fundraising, financial management, and human resources.

Participants graduate with a Nonprofit Management Institute certificate, and can earn up to 15 credit hours as part of the Duke University Nonprofit Management Program.

We appreciate our partnership with the Guilford Nonprofit Consortium that brought about the transition of this program from the Consortium to the Center to expand the content to include our full Principles & Practices, and open the opportunity to nonprofits all across the state.

This program is supported by a Triangle Capacity-Building Network grant from Triangle Community Foundation.


Registration is now closed.

Sessions will be held on Tuesdays in March 2021 from 9:30 AM - 12:30 PM

Cost for 5-Session Series: $350 for Center Members, $500 for All Others.
Registering two or more members of your staff and board? Use code NPMITEAM to save 25%!
If cost is a barrier, please contact us at the email address below.

Questions? Contact


Hear from participants and graduates of our inaugural series.


March 2 - Orientation, Capacity Assessment, and Nonprofit Management

Participants will engage in a process to assess the management capacity of their nonprofit as a benchmark to determine future capacity building. The assessment process fosters a working knowledge on 12 fundamental management principles and the current management condition of a nonprofit. The overarching significance and theory to practice approach to managing a nonprofit will be explained, in alignment with the Center’s – Principles & Practices guide. This experience, offers both new and experienced nonprofit leaders an opportunity to learn and explore the twelve core management and governance principles for nonprofits to improve and strengthen their organizations.


March 9 - Board Governance, and Program Design, Management & Evaluation​

Board Governance: Recruit and retain an active and diverse board of directors with working committees that provide governance and oversight while providing board training and development

  • Recruit and retain board members who are committed to providing governance and oversight while preserving the mission and pursuing the vision

  • Foster an active board of directors and working committees with diverse members who support the nonprofit with time, money, and influence while providing governance and oversight

  • Leverage an active, diverse board of directors and working committees who advance the nonprofit through strategic decision making, fundraising, innovative thinking, and ongoing board development

Program Design, Management & Evaluation: Design and manage programs in alignment with the mission with sufficient funding and human resources to achieve program outcomes as evidenced by community impact through high-quality evaluation processes

  • Design and implement programs that align with the nonprofit’s mission and vision to meet community needs

  • Manage programs with sufficient funding and human resources to achieve desired outcomes

  • Provide credible evidence of program impact through a detailed and robust assessment and evaluation process


March 16 - Strategic Planning

Develop annual plans and guide operations using a strategic plan created with key stakeholders, inclusive of goals, strategies, and outcomes to advance the mission and achieve ongoing and sustainable impact

  • Develop clear goals that support the mission and vision

  • Create and implement a strategic plan with board members, staff, and stakeholders to advance the mission and vision and guide operations

  • Commit to ongoing capacity building beyond the strategic plan to ensure sustainable community impact utilizing best nonprofit management principles and practices


March 23 - Fundraising​ and Financial Management​

Fundraising: Cultivate and steward donor relationships as a basis to acquire grants, sponsorships, and contributions for annual giving and major giving to achieve financial stability

  • Establish systems and procedures to identify, ask, and acknowledge donors for contributions

  • Cultivate donor relationships to foster consistent donor giving, secure foundation grants and corporate sponsorships, and implement an annual individual giving campaign

  • Steward donor relationships to acquire contributions through major giving, capital campaigns, and/or endowments

Financial Management: Manage financial resources by tracking and monitoring revenues and expenses, understanding and analyzing financial reports and information, and establishing a diversified revenue portfolio to achieve financial stability and maintain the public’s trust

  • Track and monitor revenue and expenses based on accurate bookkeeping, record keeping, and financial reporting

  • Understand and adhere to Generally Accepted Accounting Principles (GAAP) and IRS accounting requirements

  • Analyze and use financial reports, data, and information to maintain a diversified revenue portfolio, guide decision making, and achieve financial stability


March 30 - Human Resources and Graduation

Maintain a knowledgeable, experienced, and skilled workforce of employees and volunteers to perform leadership and management duties and responsibilities

  • Attract knowledgeable employees and volunteers to fulfill the basic duties of the nonprofit in compliance with human resource practices and labor laws

  • Choose knowledgeable and skilled employees and volunteers to lead people and manage operations

  • Retain a knowledgeable and skilled workforce as a result of implementing a comprehensive personnel administration plan, policies, and procedures


About the Facilitator

Dr. Pamela Palmer has over 25 years of experience providing capacity building support to nonprofit organizations as an educator, facilitator, consultant, and coach. She has been collaborating with the North Carolina Center for Nonprofits and Guilford Nonprofit Consortium to conceptualize and design curriculum for the Nonprofit Management Institute. She has served in various roles related to leadership and management of nonprofit organizations, and has consulted in the areas of capacity building, nonprofit start-up and management, program development and management, strategic planning, organizational development, staff development, program evaluation, and community development. She was previously an instructor and assistant professor of nonprofit leadership and management at High Point University. She is one of the founders and current executive director of the Guilford County Resource and Referral Center. Dr. Palmer has a Ph.D. in leadership studies and Master of Science in human resource counseling from North Carolina A&T State University, and an undergraduate degree in business administration from Winston-Salem State University.