NACC Welcomes a New Member
We are pleased to announce that the University of Wisconsin-Whitewater has joined NACC. We extend a hearty welcome and extend our best wishes for their continued success in the field of nonprofit education.
The College of Business and Economics (CoBE) at the University of Wisconsin-Whitewater began laying the groundwork for a nonprofit and nongovernmental program in its Department of Management in 2014. The first faculty member, Carol A. Brunt, Ph.D. was hired in 2015 to initiate program development. Dr. Brunt has professional experience in international development and environmental NGOs, especially on the African continent.
Within that first year, she developed an approved introductory graduate course, “Social Transformation and NPO/NGO Management,” and began recruitment for a second faculty member.
Ruth Hansen, MJ (Ph.D. anticipated 2018) joined the College in Fall 2016. Ms. Hansen (soon to be Dr. Ruth – she anticipates her Ph.D. this summer) has professional experience as a fundraiser in the US. We also developed an approved undergraduate introductory course, “Foundations of Nonprofit and Nongovernmental Organizations.”
Both courses provide students with foundational knowledge of the NPO sector. Initial student feedback has been enthusiastic, and with the introduction of an undergraduate emphasis in Nonprofit Management as one of the options for the General Management major, nonprofit education has officially joined UW-W’s Management curriculum.
The program team also includes Megan Matthews, MFA. Ms. Matthews has a professional background in fundraising and in arts management. “Together, we are focusing on well-founded program development, including curriculum design, course instruction, student inquiries, community partnerships, and interdisciplinary projects. Next up: developing an undergraduate major in Nonprofit Management, guided by the NACC curriculum recommendations. Building on current strengths, we will start by focusing on HR management, leadership, grants management and fundraising.”
It’s been a great semester.
“The research agenda of our program team focuses on varied aspects of nonprofit management, using multiple research methodologies.” Dr. Brunt examines strategic human resource management (SHRM); career development and adult learning theory; and social unionism in the nonprofit sector. Ms. Hansen researches fundraising, focusing on individual fundraiser agency, communication, and socially marginalized client groups; donor behavior; and policy and regulation of nonprofits.
“Diverse interests, experiences, and multidisciplinary approaches prepare us to eagerly anticipate collaborative, dynamic programming within our fledgling Nonprofit Management program. This past year, CoBE sponsored its first Nonprofit Week on campus, featuring a research presentation by Doug Ihrke and Crystal Mederies Ellis of the Helen Bader Institute (HBI) at UW-Milwaukee, and a panel presentation on Careers in the Nonprofit and Public Sector. Next month, we’ll be presenting in HBI’s Colloquium Series at UW-Milwaukee.”
Both Dr. Brunt and Ms. Hansen moved to Wisconsin recently, and are enthusiastically getting to know the nonprofit community in southeast Wisconsin. This includes site visits with local organizations, as well as engaging with local chapters of associations serving nonprofit professionals.
Follow us on Twitter at @Ruth_K_Hansen and our blog at Nonprofit@UWW.
CoBE’s “Careers in..” series addressed the public and nonprofit sectors with panelists Ben Wehmeier, Jefferson County; Michael Adams, international development and humanitarian relief; and Emily Gruenewald, UWW Alumni Relations & Development; moderated by Megan Matthews.
Ms. Matthews is a Wisconsin native, and is active in integrating arts in communities across the state.
Message from the President
It’s an engaging time to be engaged.
As I looked over an early draft of this month’s NACC News I really struggled with what I can add. Since taking over as the NACC News coordinator Linda Serra has really turned this publication into something special. The NACC News has always been a place for NACC members to send out updates about new faculty, notices of needs for new faculty, and other new things happening at our member schools and centers.
But before Linda came in, the NACC News was kind of one-way and one-dimensional. It was kind of a mini and cheap way for people to advertise (and brag) about the growth of their centers. Linda has turned the NACC News into something far more interesting and valuable. Today the NACC News is a place where we can engage and interact with each other. It is much more of a two-way interactive model.
This edition is a perfect example of that. In it, we have a really interesting and thoughtful response from University of Oregon’s Renee Irvin to an equally interesting and thoughtful piece by Dave Renz from the University of Missouri, Kansas City. This type of engagement between amazing scholars is in many ways what NACC has always been about, and to see this reflected in the pages of NACC News is really exciting.
In addition, to the call and response engagement from Dave and Renee, this edition of NACC News also contains a thought provoking On My Mind article by Max Stephenson Jr. at Virginia Tech. I won’t spoil it, but a central premise in the article is that the nonprofit world most confront, interact and yes engage in the underlying conceptions of neoliberalism, not as bystanders but as active engaged participants in shaping democracy.
We even see this engagement theme in the traditional news and notes departments of this issue of NACC News. Some brief examples include; NACC’s executive director Erin Vokes reports on her engagement with planning a symposium for the Cleveland State’s Levin School entitled Wealth Building in Northeast Ohio’s Communities of Color. Jeannie Fox at Hamline University reports on a workshop she held entitled Nonprofits as Agents of Democracy. If all that sounds impressive, just wait until you read what our newest NACC and Nu Lamba Nu Members are doing. It is … shall we say … engaging?
I hope that everyone knows that without Linda Serra the NACC News would not be what it has become today. Thank you to Linda and to all the contributors to NACC news this month and every month.
On behalf of the NACC Board, I hope the semesters have started with a bang and I look forward to engaging with all of you in 2018.
Matt Hale, President
Greetings from the Executive Director
As we enter into the new year, I’ve been gearing up for the launch of the next Nu Lambda Mu application cycle, set to open on Monday, February 5. I’ve already had some eager candidates write to ask when they can apply, so I think it’s safe to say we’re heading toward another successful semester where we’ll be adding to our ever-growing list of NLM alumni.
Another major item on my agenda over the next several months includes helping plan the London conference, set for the summer of 2019. I have no doubt there will be ample work ahead of us, but the excitement of holding our first international conference far outweighs any concerns about planning the logistics. Be sure to stay tuned for updates! I think we’ll have some very exciting news to share soon, especially with regard to the festivities we have in store.
Meanwhile, here at the Levin College, I’ve recently been enlisted to plan and execute an exciting and important full-day symposium, Wealth Building in Northeast Ohio's Communities of Color. While it’s not directly related to NACC, we look forward to bringing together notable national and local nonprofit scholars and practitioners in the field of asset building and community economic development for the start of an ongoing dialogue on wealth building.
There’s never a dull moment around here. But “why go through life if you’re not going to challenge yourself?” –Conor McGregor
Executive Director, Nonprofit Academic Centers Council
Center for Nonprofit Policy and Practice
Maxine Goodman Levin College of Urban Affairs
Cleveland State University
On My Mind
Representatives of NACC Member Institutions
NACC News offers brief articles contributed by representatives of member institutions. This column offers an opportunity to the faculty of member institutions to present their thinking and begin an exchange of ideas about issues that affect the nonprofit sector.
Management Challenges and Neoliberalism
Reflecting on the Changing Character of American Civil Society and its Effects on Public and Nonprofit Nongovernmental Organizations’ Management Strategies
I have lately had the privilege of serving on several Ph.D. committees for students in our College of Agriculture and Life Sciences. Most of those individuals share my interest in political agency and participatory possibility. Many of them are exploring one or more of those concerns by investigating different dimensions of alternative food systems. One student is examining a particularly thorny problem: the ongoing budgetary woes of the Cooperative Extension Service through which Land Grant universities share their expertise and research with communities, states and other nations. This student is interested in documenting and analyzing the reaction of that system’s leaders to the continuing decline in public fiscal support for these programs and the related unrelenting pressures to privatize its offerings. Extension scholars and leaders have argued for some years now that the best way to counter this negative budgetary trend is to develop more accurate and compelling measures of the efficiency and effectiveness of their programs. They have done this, but that fact appears to have had little effect on lawmakers who have consistently reduced support for Extension in recent decades, especially during economic downturns, and argued that private resources can make up any gap.
If this pattern appears familiar, it is because it is occurring ubiquitously across a broad share of public programs, including higher education. This trend is not accidental or unique. It is instead the product of a deliberate governance philosophy to marketize as many relationships within society as possible. Moreover, Cooperative Extension’s attempted technical response to this persistent adaptive claim also is typical. Indeed, the Service has responded as countless public agencies, nongovernmental organizations (NGOs) and nonprofits have responded to continuing challenges to the public or commons character of their efforts. Sadly, those entities have, in general, been no more successful in garnering renewed public commitment than has this agency.
This is so because the challenge being addressed is not a technical issue, but a matter of a broadly shared cultural belief. Americans have always been deeply individualistic, and for nearly as long, markedly materialistic. Likewise, the nation’s citizens have been skeptical of government authority and power at least since the country’s founding. What is new is the unprecedented way in which these beliefs have coalesced in recent decades under the guise of a pervasive public philosophy of neoliberalism to persuade political leaders and citizens that democratic decision-making processes aimed at securing the commons, or rooted in that construct, are to be loathed, disregarded or both in favor of market-driven social choices. At least since Ronald Reagan declared government—that is, democratic self-governance and decision making—to be the nation’s largest looming problem in 1981, one of the country’s principal political parties, the Republicans, or GOP, has assumed that stance as a central plank of its orienting ideology. That party also has persistently attacked self-governance and public decision-making and the idea of the commons they exist to serve. The Democratic Party, too, has often supported privatization of public services and marketization of programs. This view of governance has resulted in a body politic that is increasingly content to canalize itself by class, race and income, and celebrate individual material goods acquisition as the arbiter and indicator of character and the market as the most efficient, effective and equitable form of social choice.
These deepening trends have created a population distrustful of democratic decision processes to make its choices, in favor of individual and/or marketized ones. This propensity has created a legitimacy and accountability crisis for public and nonprofit institutions, and has simultaneously placed enormous pressure on nonprofit organizations to behave as if they were for-profits and to marketize their funding streams and operations to the extent they can do so. This belief—a myth really—in the market as primary choice mechanism, and the social stresses it has engendered has also created a new range of institutional forms that seek to marry the purported efficiency of for-profit market institutions with nonprofit entities. In addition, it has stimulated new ways of thinking of nonprofit institution roles, including as entrepreneurship opportunities and as new forms of business. These have surely created new management challenges to which scholars have thoughtfully and properly sought to respond. But what such analyses cannot do, and have not done, is to shift the frame that continues to justify attacks on the epistemic foundations of commons-based claims on individuals and forms of decision making that emphasize that social function and possibility. More deeply, perhaps, this is to underscore the fact that the neoliberal governance philosophy is reshaping a broad array of government and nonprofit efforts as it assumes their relative illegitimacy and demands their ever more thoroughgoing privatization.
Not only has neoliberalism created unremitting pressures to recreate nonprofit organizations as for-profit entities, it has also enervated the capacity of those institutions to play their traditional acculturation roles in helping to form active and engaged citizens. Nonprofit entities have never alone developed democratic capacities, but they cannot play their roles in those processes when underlying cultural norms do not support those values, nor can they alone recreate those beliefs once lost. This said, my sense is that while our governance processes have functioned diligently for decades to undermine the norms and values that have long undergirded civil society and self-governance alike, those are not gone. They can be revivified. But such cannot occur unless citizens reflect afresh on their assumptions concerning their democratic governance roles in society as the ultimate agents and protectors of freedom. To do so, they must be given opportunities to consider the relative role that markets versus democratic choice processes now play in their country’s political economy. It appears that such cannot occur without the impetus of a broad social movement that calls on Americans to ponder the implications of the growing role of capitalist versus democratic institutions in their polity in recent decades, and the rapid and continuing growth in social and economic inequality and stratification that has accompanied that shift. Such an effort, if successful, could reduce the demands for marketization and commodification of nonprofit and government programs, so evident in the Extension Service experience highlighted above.
Martin Luther King Jr. called for the creation of a Beloved Community in the United States, one characterized by equality and distributive justice underpinned by the country’s Bill of Rights. It is that sort of principled ideal that could constitute a normative lodestone and antidote to the continued atomistic materialism generated by neoliberalism that now pervades our culture and weakens its civil society. I point to King’s vision as a possibility and an example, not as a panacea. In any case, absent a potential social awakening of the sort King’s construct might headline, my sense is the nation will continue to react to global economic change with fear and by denigrating democratic social choice, even as doing so hobbles the individual and collective capacities of its citizens to pursue the common weal. A continuation of neoliberal marketization and commodification of social processes would continue to generate a host of significant and interesting questions about its consequences for the leadership and management of what might nominally still be called nonprofit organizations, and for public agencies aimed at assisting citizens, but those will address the consequences and not the causes of a political economic transformation that will render democratic institutions and processes an evanescing possibility in the decades to come.
The Academic Legitimacy Inflection Point: Response to Dave Renz, author of the December OMM column.
David Renz’s “On My Mind” essay last month in NACC News provided – unfortunately – not one of his trademark puns (perhaps they were edited out!), but gave us a year’s worth of valuable points and questions to ponder.
I will concentrate my remarks here on Dave’s warning about possible downsides to gaining academic legitimacy. My point is not to battle others for the Most Dour Award of 2018, but to illustrate the shifts going on in our field and to join Dave in reminding others to monitor the changes going on at our campuses, and if necessary, nudge the system toward preserving what makes our academic field relevant and of service to the broader community.
That is, we have something good here. Let’s keep it.
First, consider what is happening as our field is gaining academic legitimacy:
- Universities are seeking nonprofit/philanthropy scholars for tenure-track positions.
- More nonprofit-specific academic journals are gaining prominence via steadily higher citation rates and impact factors.
- Data sources are improving, allowing more quantitative analysis to be done in one’s office, rather than laboriously collecting data from community organizations.
Dave warns about the isomorphism pressure of academic legitimacy, and here’s an illustration of how that may play out: Regardless of the university’s international research standing, ask any provost about academia’s coin of the realm, and he or she will tell you either external research funding (from federal sources, especially), and/or citation count. As our nonprofit-sector research initiatives will rarely receive federal funding, our best bet is to increase the citation count per faculty member.
Tenured faculty keep this in mind as they recruit new tenure-track faculty. “Will this person’s research get published?” is the question in our minds when a faculty candidate visits campus. Because quantitative research is viewed by journals as more rigorous than qualitative, we commonly filter out the candidates whose research is not at least partially quantitative. Doctoral students themselves gravitate toward quantitative topics emphasized in their doctoral coursework. Students and faculty alike often land on existing datasets (IRS 990s, etc.), rather than going through the painful and time-consuming process of gathering data directly from nonprofits.
What is not to like? After all, it’s great to have rigorous studies utilizing well-known data. Yet leaving out the community connection in our research (it also takes a lot more work to incorporate applied community projects into our coursework, too) means that we have lost our nonprofit mentors. Those nonprofit leaders who tell us like it is are informing us how things play out in the real world. Lose that connection (engaged research or applied learning) and suddenly we are isolated in academia, happily oblivious to how irrelevant or unimportant our research is.
Here are a couple of examples. As my PhD is in economics, I can point to economists’ foibles with impunity. Since the late 1990’s I’ve watched as many economists have brought up “crowding out” as a thing of high interest…. That is, does the federal government’s funding of nonprofit organizations lead to a drop in donor funding? This is a ho-hum profit maximization problem from the perspective of a nonprofit organization, but from the federal government’s perspective, the issue at hand should be optimal production of service outcomes per federal dollar. But no, the economists were more interested in the interplay between federal and private donor funding (in curious isolation from the outcomes question or the profit maximization question).
Or we can turn to the nonprofit finance literature for another favorite topic – revenue diversification. One research strand involves applying finance portfolio theory to nonprofit revenues to determine optimal revenue portfolio choice strategies. This assumes that nonprofit revenues are like stocks, which you buy and hold, which is quite unlike the various revenue streams associated with nonprofit activity (grants, fees for service, major gifts, memberships, special events, etc.); each one requiring very different management skillsets.
A final example comes from a recent international nonprofit conference session, where two doctoral students presented their research comparing grantmaking by community, private foundations, and corporate foundations, and proudly pointed out their statistically significant result that the corporate foundations were “more efficient” because their grants comprised the largest percentage of the foundations’ assets. In other words, they were unaware that corporate foundations are pass-through foundations, not endowed foundations, and thus the amount of grant making in comparison to total corporation foundation assets had nothing to do with efficiency. I was embarrassed for them because they happened to be from my alma mater (I hastily add, but not from my department).
These forays into irrelevant or even erroneous territory could be avoided by the researchers having more humility and curiosity about how nonprofits and foundations work in real life. Yet who has time for interacting with local nonprofit leaders when you have to work on that revise-and-resubmit?
Here, I’ve traced just one thread (the need to have a high publication rate and citation count) through to illustrate how increasing academic legitimacy pressures us to pull away from the community at large. Ultimately, that lack of engagement leads to our focus on research that pleases the academic community itself, rather than addressing the most pressing nonprofit sector questions of the day. The solution to this conundrum lies partially in smart hiring – but that is a topic we can save for another day. I thank Dave for his essay and urge others to compete for the Most Dour Award, in an effort to guide our field successfully through this inflection point.
Renee Irvin, Associate Professor; Director, Master of Nonprofit Management Program, Associate Head, School of Planning, Public Policy & Management, University of Oregon.
Nu Lambda Mu
The talent and zest for innovation that members of the NLM society represent are in clear evidence in brief profiles of NLM members:
Jenna Kronenberg, a recently inducted member of the NLM society is a December 2017 graduate of the Milano School of International Affairs, Management, and Urban Policy at the New School with an MS in nonprofit management.
A couple months prior to her graduation, Jenna was hired by Physicians for Reproductive Health to join its fundraising and development team (www.prh.org).
Jenna credits her career path in social change and nonprofit work to the values her family emphasized early on. “My grandparents and my parents always volunteered in their spare time,” she says. “I became very aware of the injustices in our society and wanted to give back as much as I could.”
While earning her undergraduate degree at Vassar College, Jenna assisted the founder of a small nonprofit that provided creative arts therapies for children and adults with autism spectrum disorders. “In addition to running this fast-growing organization (first out of her bedroom!), my boss took the time to mentor me, showing me how to balance business savvy with creativity and empathy for others.”
Although she was first employed in the music industry out of college, Jenna felt compelled to be in a different line of work. She notes, “A frightening experience with a mysterious chronic illness left me questioning my purpose as a professional in New York City. After a couple part-time jobs doing administrative work for nonprofits, I enrolled at the New School, focusing much of my studies on philanthropy and health care.”
At Physicians for Reproductive Health, Jenna cherishes every day with dedicated colleagues that work to bring evidence-based information to champion the right to accessible reproductive health care. “I am hopeful that nonprofits and small, justice-based organizations can start to right the balance of the inequalities of our world,” she says. “Although my work is based on issues I wish we one day don’t have to face, I feel privileged to be a part of larger movement bringing about positive change.”
Caitlin Brunell recently obtained a Master’s degree in Non-profit Management from The New School in New York City and joined the NLM honor society.
In 2006, Caitlin founded the non-profit- Caitlin’s Closet (CC), which provides individuals without resources, either financial or otherwise, the opportunity to outfit themselves in donated clothes for proms, dances, interviews, weddings, academic awards and sports banquets. “I first learned the power of giving a dress when I read an article about a high school girl in Washington, D.C. collecting gently used prom dresses and sending them to a sister school in New Orleans after Hurricane Katrina,” says Caitin. Through personal experience she realized how the cost of dresses or suits can be too much when a family has other needs. “Providing these types of clothing assists individuals in experiencing some of life’s iconic moments and more importantly, can be empowering. For some, putting on a dress or a suit for the first time is also the first time that person feels confident in who they are. This leads them to their own voice. It is a small gesture that can have significant influence,” says Caitlin. To date, the organization has distributed over 12,000 articles of clothing across the United States. Caitlin’s experience and belief in CC’s impact led her to pursue grad school with hopes of continuing her efforts. “My research focused on answering the question: “
‘How can articles of clothing improve self-esteem for high school girls?’ CC is currently in the process of moving beyond clothing by focusing our efforts to launch ‘self-esteem activity circles’ alongside our Dress and Suit Giveaways within high schools.”
Caitlin continues, “One can never quantify the impact of sharing a moment that changes someone forever. How that moment shapes all parties will only play out over a lifetime, giving real-time meaning to the Maya Angelou sentiment that People will forget what you said, People will forget what you did, but People will never forget how you made them feel.”
“This reflection has been an important part of my life, both in looking back at the start of CC and my own personal journey as well as looking forward to how I can grow Caitlin’s Closet to better serve our constituents.”
International Honor Society: Apply today!
The Nu Lambda Mu international honor society was established by the Nonprofit Academic Centers Council (NACC) to recognize graduate students dedicated to the study of nonprofit management, philanthropy, and social enterprise. Its mission is to advance the study of nonprofit organizations and their function in society, and to promote scholarly achievement among those who engage in these academic pursuits. Nu Lambda Mu membership is exclusively offered to graduate students of colleges, academic centers, and programs who are members of NACC.
Applications for the spring semester are accepted from
- February 5 - March 30, 2018, so be sure to apply online today! www.nonprofit-academic-centers-council.org/nulambdamu/
To become a member of Nu Lambda Mu, the student must:
- Be a current graduate student or possess a graduate degree or certificate from a NACC-affiliate program.
- Be pursuing (or have earned) a master’s degree, concentration, and/or graduate certificate in nonprofit, philanthropy, and/or social entrepreneurship related studies.
- Have completed a minimum of 50% of their required degree-program coursework, or all required coursework for a graduate certificate.
- Hold a minimum 3.70 GPA (cumulative) at the time the application is submitted.
- Pay the one-time application fee of $40.
- Questions? Contact Erin Vokes at email@example.com
Jeannie Fox, director of nonprofit management programs at Hamline University in St. Paul, MN, was invited to deliver a public lecture and conduct an advocacy workshop at the University of Iceland in Reykjavik in January. Jeannie met with board members of Ammanaheill, and Icelandic national association of nonprofits to strategize on sector issues. Jeannie is continuing to work with two U of I professors who will also visit Minnesota institutions later this Spring in an effort to study nonprofit advocacy and associations.
North Carolina State University, Institute for Nonprofits, and their Social Innovations Fellows
In early fall, 30 students were selected to join the first cohort of the Social Innovation Fellows. The program, supported through the Institute for Nonprofits, pairs student teams with nonprofits and projects tackling issues related to food and water insecurity. Teams are given a small investment of $1,000 to develop and prototype their ideas.
“The program was started because of students,” said Rich Clerkin, executive director for the Institute for Nonprofits. “They wanted to make a difference.”
The interdisciplinary teams are supported by Aly Khalifa, the Institute’s social entrepreneur-in-residence and the Brain Trust, a group of campus leaders and local entrepreneurs.
“As an Arab-American, I loved when I looked around the room and saw race balance, age balance, gender balance, and even educational and vocational balance,” said Khalifa. “There is such a wide range of projects and people.”
Poole College of Management student Sofia Abdo credits the program with helping her discover her passions and career goals. “It’s become a platform for us to pursue our passions,” said Abdo. “There’s an equal exchange between students and industry experts and I think that is the most important part. It’s definitely played an integral part of me learning more about my career.”
In December, the Fellows presented their semester progress to the Brain Trust and other supporters.
Social Innovation Students Tackle Issues Related to Food and Water
Bachelor of Science in Political Science (Minors in Accounting, Nonprofit Studies)
College of Humanities and Social Sciences, NCSU
You could say that being part of the Wolfpack is a family affair for Kay McMillan. The senior political science major followed her older brother to NC State, but forged her own path on campus.
“I came from a big high school and NC State was the only campus that I visited,” said McMillan. “I was on campus for a leadership forum and it just felt like home.”
McMillan embraces entrepreneurship and leadership as forces for good, and actively seeks to instill these values in those around her. She played an instrumental role with both the North Carolina Youth Leadership Forum (NCYLF) and the New Voices Foundation. McMillan says, “NCYLF gives high school students with severe disabilities the opportunity to spend a week on NC State’s campus during the summer in order to explore career and leadership avenues. This experience often marks their first exposure to a college campus and independent living.” McMillan worked to solidify the program and create a sustainable model to carry it into the future throughout her time at NC State. “With a minor in nonprofit studies, I think I am well prepared to continue my passion for this work.”
Through the New Voices Foundation, McMillan, who has cerebral palsy, seeks to equip schools and teachers in North Carolina with technologies for students with communication and mobility disabilities. Her passion for working to improve the lives of others makes an important point about entrepreneurship.
“Entrepreneurship is about more than business; it is about leadership and helping others become leaders,” said McMillan. “At the Forum, we give people the power to transform into leaders. I want to help people and work with them to become a positive force for change in their communities.”
McMillan leads by her example of dedication and hard work in service to others on NC State’s campus and in the greater North Carolina community. During her time in the College of Humanities and Social Sciences, she’s achieved academic honors and was inducted into Pi Sigma Alpha, the national political science honor society. She’ll graduate summa cum laude and maintains a clear vision for her future.
McMillan seeks to continue her work with the disability community. She also wants to work with nonprofits that provide services to those with disabilities. “Throughout my minor studies, we talked about the five leadership challenges for nonprofits and one of them is moving beyond charity to systemic change,” said McMillan. “That is really important to me and to the disability rights movement. We have a long history people with disabilities being leaders and trying to achieve equality, and this is part of what I want to do with my career.”
With McMillan’s social entrepreneurship at NC State and beyond, she’s well down the path of creating lasting change for many people.
USC Price, Center on Philanthropy and Public Policy
Center Director Jim Ferris will join The Conference Board’s Corporate Citizenship & Philanthropy Center Advisory Board. The Conference Board, founded in 1916, is a global, independent business membership and research association working in the public interest with an agenda to help leaders navigate the biggest issues impacting business and better serve society. The newly established Center for Corporate Citizenship & Philanthropy (CCP) will document and analyze trends and best practices in corporate giving, employee volunteering, strategic community engagement and broader corporate citizenship issues. The Advisory Board will be the leading voice of thought leadership for the CCP and will help guide The Conference Board in determining a timely and relevant research agenda, review research underway and foresee future trends. Other confirmed members include leaders from American Express Foundation, KPMG International and McKinsey & Company, Inc.
Shortly after the 1992 Los Angeles Civil Unrest, a funder collaborative emerged in an attempt to improve socioeconomic conditions in some of the city’s most neglected neighborhoods. In all, more than 29 foundations of various sizes, scopes, and mission participated in what became known as Los Angeles Urban Funders (LAUF). Over a decade, LAUF collectively distributed more than $25 million to three of the most economically depressed areas of the city – Pacoima, Vermont/Manchester and Hyde Park – making an indelible mark on the landscape of Southern California philanthropy and modelling new and effective ways for foundations to work with each other and with low-income communities. Twenty-five years later, The Center undertook an inquiry to document the initiative, its impact on philanthropy and the neighborhoods, as well as lessons for philanthropic practice and the field of community development, including some of the lasting implications for today. The resulting report, Los Angeles Urban Funders: Philanthropic Initiatives in the Aftermath of the 1992 Civil Unrest, provides an in-depth look at the unprecedented effort, how it was formed, organized and structured, and, ultimately, how and why it made the choices it did in working with the three neighborhoods. This inquiry was made possible by support from Bank of America, a key mover in the establishment of the effort and a stalwart supporter throughout its history
ASU Lodestar Center Supports Award Winning Programs
Nonprofit Academic Centers support a variety of educational academic programs across each respective college and university. Such is the case with Arizona State University's Lodestar Center for Philanthropy and Nonprofit Innovation that surrounds students with knowledge, tools and community impact opportunities supporting the variety of ASU undergraduate and graduate programs in the fields of nonprofit leadership and management, philanthropic studies and social entrepreneurship. The longest standing nonprofit education program at ASU is its Nonprofit Leadership Alliance program (NLA), formerly American Humanics, launched during the 1980-81 academic year. In early January 2018 it was announced by the national Nonprofit Leadership Alliance organization that ASU earned two prestigious national awards: the Campus Program Excellence Award and the Certified Nonprofit Professional (CNP) of the Year Award, in acknowledgement of the success and impact of its impact in the field.
Recognizing its growth and success, the national Nonprofit Leadership Alliance gave its Campus Program Excellence Award to the Arizona State University affiliate, a program of the ASU School of Community Resources and Development and supported by the ASU Lodestar Center for Philanthropy & Nonprofit Innovation.
The prestigious award, announced on Jan. 5, 2018, is given to the campus partner that evidences the best practices in nonprofit career preparation and growth. NLA, founded as American Humanics in 1948, is a national network of educational institutions and nonprofit partners that aims to strengthen the social sector.
ASU’s Nonprofit Leadership Alliance, newly energized under the leadership of Sr. Program Coordinator, Anne Kotleba, and with the continued guidance of the ASU Lodestar Center’s Executive Director and Professor Dr. Robert Ashcraft, has again thrived in recent years, earning initial consideration for the award last fall. Only campus programs that have earned “4-Star” status can apply for the award. Two major components of the “4-Star” rating are significant increases in the number of students recruited and in Certified Nonprofit Professional credentials awarded. ASU’s NLA smashed through both of those benchmarks. https://lodestar.asu.edu/content/arizona-state-universitys-nonprofit-leadership-alliance-program-receives-campus-program
She’s been a nonprofit manager and a board member, a mayor and an elected State representative. And to her long list of career accomplishments, Nora B. Slawik can now add Certified Nonprofit Professional of the Year. One of the most accomplished graduates of the Nonprofit Leadership Alliance program at Arizona State University, Slawik received the CNP of the Year Award from the national Nonprofit Leadership Alliance at the Alliance Management Institute conference.
The annual award is given to a Certified Nonprofit Professional whose exceptional leadership has strengthened the nonprofit sector and their organization’s ability to fulfill its mission. Slawik, who earned her CNP through the Nonprofit Leadership Alliance at ASU in 1984, couldn’t meet the criteria any better. She has spent most of her highly impactful career in Minnesota, holding leadership positions at United Way before the inner call to serve took her to the Minnesota House of Representatives. She served seven terms. Later she taught at the University of Minnesota, continued her nonprofit work with the Autism Society of Minnesota, worked for the state’s Minnesota Help Network and was elected mayor of Maplewood, Minnesota, in 2014.
Even as a sitting mayor, she continues to contribute to the nonprofit sector as manager of Jupiter, which aims to create a healthier Minnesota. “Nora exemplifies the best of what CNPs can be, evidenced by the impact she has made in and through the nonprofit and government sectors,” said Dr. Robert Ashcraft, executive director of the ASU Lodestar Center and the Saguaro Professor of Civic Enterprise in ASU’s School of Community Resources and Development. “Nora truly defines what it means to be a public servant and I know she credits our NLA program for incubating her skills in nonprofit service and public good advancement. In all of my years teaching students about effective nonprofit leadership, Nora is the greatest example I know of someone who blended her NLA education in nonprofit leadership and management with a laser focus on impactful results by understanding and intersecting with the political sphere to make positive outcomes happen.” https://lodestar.asu.edu/content/nonprofit-leadership-alliance-alumna-nora-b-slawik-receives-certified-nonprofit-professional
Nonprofit Policy Forum is a double-blind refereed international journal that publishes original research and analysis on public policy issues and the public policy process critical to the work of nonprofit organizations and social enterprises. It serves as a forum and authoritative and accessible source of information, for scholars, leaders, and policy-makers worldwide. A primary goal of NPF is to provide nonprofit and social enterprise leaders and policy-makers with readily accessible and relevant scholarly research. NPF seeks to contribute to the development of the field of nonprofit related policy research, to more clearly define the role of the sector in the policy and advocacy process, and to build a stronger research base on public policy and nonprofit and social enterprise organizations. NPF is published by De Gruyter, Inc. and is in its 9th year of publication.
The journal is published in Open Access format and is fully available at www.degruyter.com/loi/npf. Open Access is made possible through a grant from the Charles Stewart Mott Foundations and the institutional sponsors of NPF: The Humphrey School of the University of Minnesota, The Urban Institute, the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) and the Stockholm Center for Civil Society Studies. NPF’s editorial board consists of leading scholars from 20 different countries in Europe, Asia, North America, and Australia.
NPF welcomes unsolicited manuscripts year-round. The journal strives for quality, relevance, and originality, and encourages contributions from all scholarly disciplines and all parts of the world. Articles should be written in English for a general audience, not a particular discipline. Content should address policy issues affecting nonprofit organizations and social enterprises in general or in particular subfields, the involvement of nonprofits in the policy process, the historical development of nonprofit-related policy issues, or analysis of policy proposals and alternatives affecting nonprofit organizations and social enterprises and the fields in which they are active.
Overall, NPF seeks analyses of current public policy issues, the historical development of public policies affecting nonprofits in various countries, and the practical implications of existing policies for the operations, performance, and social impact of nonprofit organizations and social enterprises.
Articles are reviewed on the basis of substance, methodology, originality, acknowledgment of the literature, and relevance to NPF’s readership. Submissions are peer-reviewed in a double-blind process by multiple reviewers with expertise in the topic and relevant disciplines. The review process is structured to provide authors with a rapid response and constructive feedback. Criteria for acceptance include conciseness, clarity of presentation, and general readability.
In addition to regular research-based articles, NPF welcomes special features including interviews, book reviews, case studies, and policy briefings.
o Research-based Articles: Articles of approximately 5,000 words reporting original research and analysis on policy-relevant topics of interest to nonprofit policymakers, nonprofit practitioners, social entrepreneurs, and scholars
o Special Features—articles of 2,500 words or less as follows:
o Interviews with policy leaders
o Book Reviews of the current nonprofit public policy related literature
o Case Studies of policy developments
o Policy Briefings of recent legislation, administrative reports, judicial hearings, research reports, task forces, and other relevant documents and proceedings
How to Submit a Manuscript
Papers may be submitted directly to our submission site: https://mc.manuscriptcentral.com/dgnpf.
A fundamental purpose of NPF is to promote effective communication among researchers, policy-makers, and nonprofit leaders, appealing to a broad audience. Jargon is avoided and technical terms should be explained in non-technical language. Further information on manuscript preparation is available on the website.
Dennis Young, Georgia State University (emeritus)
Linda Serra, Independent Consultant
Senior Editorial Board
Alan J. Abramson, George Mason University
Helmut Anheier, Hertie School of Governance, Berlin
Andrea Bassi, University of Bologna
Elizabeth T. Boris, The Urban Institute
Gemma Donnelly-Cox, Trinity College, Dublin
Philippe Eynaud, Sorbonne Graduate Business School, France
James Ferris, University of Southern California
Benjamin Gidron, College of Management Academic Studies, Israel
Virginia A. Hodgkinson, Georgetown University (retired)
Kevin Kearns, University of Pittsburgh
Eliza Lee, Hong Kong University
Michael Meyer, Vienna University of Economics and Business
Myles McGregor-Lowndes, Queensland University of Technology
Marta Reuter, Stockholm University
Mark Rosenman, Union Institute and University (emeritus)
James Allen Smith, The Rockefeller Archive Center
Melissa Stone, University of Minnesota
Simon Teasdale, Caledonian University
Isabel Vidal, University of Barcelona
Filip Wijkstrom, Stockholm School of Economics
Naoto Yamauchi, Osaka University
The Institute for Nonprofit Administration & Research at Louisiana State University in Shreveport seeks applicants for a tenure-track Associate Professor to serve as the Director of the Master of Science in Nonprofit Administration program and Executive Director of the Institute for Nonprofit Administration and Research.
LSUS Institute for Nonprofit Administration & Research The Institute for Nonprofit Administration and Research (INAR) at LSUS is the only nonprofit center of its kind in the state of Louisiana. Its mission is to conduct research and disseminate knowledge about nonprofit organizations and social research. The Masters in Nonprofit Administration (MSNPA) is a 100% online program that serves as a catalyst in the Shreveport-Bossier community, Louisiana state, and nation-wide to provide the nonprofit sector with compassionate leaders with the skillsets necessary to manage successful nonprofit organizations and programs. The MSNPA is the only program of its kind regionally but has excelled as one of the top online nonprofit programs available nationwide. INAR also offers undergraduate and noncredit nonprofit programs as well as research and analysis for nonprofits, state agencies, and businesses. LSUS is located in Shreveport, the third-largest city in Louisiana with a population of 200,000 not including 200,000 in Bossier City which borders the Red River. Shreveport is positioned in the upper-west corner of the state bordering Texas and Arkansas. Shreveport is rich in diversity, arts, agriculture, and southern hospitality. For more information about LSUS and Shreveport, interested candidates can learn more at www.lsus.edu and www.shreveport-bossier.org.
Director of the Masters in Nonprofit Administration & Executive Director of INAR The Director of the MSNPA program is a 9-month position, teaching 2 courses per semester with the option to teach 1 summer course. The Director will oversee program operations including faculty and curriculum management and student advising. The Director will serve as a liaison to the community by connecting students to nonprofit organizations for internship and job opportunities. The Director will represent the program at national organization membership meetings and seek opportunities within those organizations for grants and research. The Director will also seek new and innovative opportunities to expand the MSNPA program including but not limited to a Bachelor’s in Nonprofit Administration program and align the MSNPA program with accreditation standards. This position also comes with an Endowed Professorship. The position of Director of the MSNPA program also comes with the esteemed position of Executive Director of the Institute for Nonprofit Administration and Research. The Executive Director oversees business operations and community relations of INAR. The Executive Director will market INAR’s academic programs and research services to the community and seek new relationships to expand its mission in addition to align INAR with the LSUS Strategic Plan.
Qualifications The successful candidate must have a terminal degree in Nonprofit Management, Administration, or Leadership or have a Ph.D. with a concentration in Nonprofit Studies. The successful candidate must have a track record of publications. The successful candidate must have a demonstrated ability to teach in an online platform as well as classroom teaching. Experience working as a professional in a nonprofit organization is a plus but not required. The successful candidate should have extensive knowledge and expertise about nonprofit management LSUS is committed to diversity and is an equal opportunity/equal access employer and organizations. The successful candidate should have a demonstrated record of high quality research and successful academic instruction.
Apply Qualified applicants should submit a cover letter, CV, and 3 references to firstname.lastname@example.org.