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The Constructed Past of Philanthropic Foundations: A Conceptual Framework

Peter Weber

Peter Weber, Ph.D.
Associate Professor and Program Coordinator
Philanthropy and Nonprofit Studies (PNPS) Program
College of Human Sciences
Auburn University

The Constructed Past of Philanthropic Foundations: A Conceptual Framework
Peter C. Weber, Auburn University

The Constructed Past of Philanthropic Foundations: A Conceptual Framework. (2026). Philanthropia: A Humanities Journal on Philanthropy and Civil Society, 2(2), 9-36. https://doi.org/10.70902/5qkmhy46

The epistemological premise of this study is that nonprofit managers create and utilize narratives of the past to support and justify their organizational strategies. By adopting a deconstructionist perspective on history, I distinguish between past events (the organizational past) and the narration of those events (history). Drawing on insights from organization studies, I suggest that philanthropic foundations leverage the past in various ways, crafting “narratives of the past” in support of their strategic objectives. Using short empirical vignettes, I identify potential avenues for future research, highlighting how nonprofit managers can strategically employ history (individual unit of analysis), the organizational consequences of these historical uses (organizational unit of analysis), and the broader implications for the organizational field (sectoral unit of analysis).

Peter Weber is an associate professor of philanthropy and nonprofit studies and program coordinator of the Philanthropy and Nonprofit Studies (PNPS) Program at Auburn University, and currently holds the Mike and Leann Rowe Endowed Professorship in International Studies. He holds a doctorate in Philanthropic Studies from the Indiana University Lilly Family School of Philanthropy, as well as a Master in History and a Master in International Studies in Philanthropy and Social Entrepreneurship, both from the University of Bologna in Italy. His research focuses on the way individuals participate in public affairs through voluntary organizations and philanthropic practices. His latest research project investigates the emergence of philanthropic innovations through the lenses of program-related investments (PRIs) by private as well as community foundations. He has published extensively in peer-reviewed journals, including Voluntas, Nonprofit and Voluntary Sector Quarterly, Journal of Civil Society, Nonprofit Policy Forum, Global Society, Journal of Public Affairs Education, and Journal of Nonprofit Education and Leadership. He has taught graduate and undergraduate courses at the Indiana University Lilly Family School of Philanthropy, Indiana University-Purdue University Indianapolis School of Public and Environmental Affairs, Murray State University, and Auburn University. Among others, his teaching interests focus on grant-making practices, nonprofit management and governance, nonprofit advocacy and public policy, and community engagement. In recognition of his service to the field of nonprofit studies, he was recognized by the 2013 ARNOVA Emerging Scholar Award and selected as a Future Philanthropic Educator Fellow by the Learning by Giving Foundation (2015). At the national level, he serves as the VP of governance on the board of the Nonprofit Academic Centers Council (NACC), which is the international membership organization of nonprofit and philanthropic research centers and education programs.

By |2026-08-18T10:42:56-04:00August 18th, 2026|NACC Member Research|

Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations

Nathan Grasse

Nathan J. Grasse
Associate Professor
Master of Philanthropy & Nonprofit Leadership Program
Carleton University

Elizabeth A.M. Searing

Elizabeth A.M. Searing, PhD, CNP
Fellow, Venise Stuart Professorship in Nonprofit Management and Leadership
Associate Professor, University of Texas at Dallas
Adjunct Research Professor, Carleton University

Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations
Nathan J. Grasse and Elizabeth A. M. Searing

Grasse, N. J., E. A. M. Searing, and S. D. Phillips. 2026. “ Walking the Regulatory Line: The Effects of a Disbursement Quota on Foundations.” Public Administration Review 1–16. https://doi.org/10.1111/puar.70128.

Foundations exist to support charitable causes over an extended period, allowing investment returns to improve social conditions. In many countries, this is regulated by a required payout percentage each year. The existing research, overwhelmingly from the United States, has examined foundations’ regulatory compliance under the static conditions of the longstanding rule of distribution of 5% of assets annually. Drawing on regulatory behavior theory, this research takes advantage of the rare opportunity presented by a decrease in the disbursement rate in Canada to determine whether foundations altered their behavior and assesses the factors associated with differential responses. This facilitates the assessment of whether a mandated disbursement quota functions as a floor, a norm, or is irrelevant in guiding payouts, which will assist practitioners and policymakers in assessing the policy relevance for foundation compliance or over-compliance.

Nathan J. Grasse is an Associate Professor in the Master of Philanthropy and Nonprofit Leadership (MPNL) program at Carleton University. He is an associate editor at the Journal of Civil Society, a member of the editorial board of Public Administration Review, and a board member of the Nonprofit Academic Centers Council, and has published in journals such as Nonprofit and Voluntary Sector Quarterly, Nonprofit Management and Leadership, the Journal of Public Administration Research and Theory, Policy Studies Journal, and the Review of Public Personnel Administration. His academic focus primarily revolves around the governance and financial management of public-serving organizations.

Dr. Elizabeth A. M. Searing is an Associate Professor of Public and Nonprofit Management at the University of Texas at Dallas and the Fellow to the Venise Stuart Professor in Nonprofit Management and Leadership. Dr. Searing’s primary research focus is the financial management of nonprofit and social enterprise organizations, but she also conducts work on comparative social economy more broadly. She is an Associate Editor and editorial board member of Nonprofit Management & Leadership, and an editorial advisory board member at VOLUNTAS and the Journal of Public Budgeting, Accounting and Financial Management (JPBAFM). Her articles have been published in peer-reviewed journals such as the Journal of Economic Behavior and Organization, Nonprofit Management & Leadership, and Nonprofit and Voluntary Sector Quarterly.

By |2026-08-18T11:31:48-04:00August 18th, 2026|NACC Member Research|

Playing the Percentages: Re-Evaluating the Ethics of Paying Fundraisers by Commission

Dr. Ruth K. Hansen
Associate Professor, Nonprofit Management
Director, Institute for Nonprofit Management Studies
College of Business and Economics
University of Wisconsin-Whitewater

Playing the Percentages: Re-Evaluating the Ethics of Paying Fundraisers by Commission
Ian MacQuillin, Ruth Hansen, Heather Hill, Roewen Wishart
MacQuillin, I.R., Hansen, R.K., Hill, H.R. and Wishart, R. (2026). Playing the percentages: Re-evaluating the ethics of paying fundraisers by commission. Portsmouth: Rogare – The Fundraising Think Tank.

Most fundraisers are taught that paying fundraisers by commission – a percentage of the money they raise – is unethical. Yet despite the practice’s prohibition under the codes of practice of many countries and near-ubiquitous moral disapproval of commission-based remuneration, the ethical arguments against it are rarely put forward; when they are, they can be weak, or at least not as strong as they could/should be. And anecdotally, fundraisers report being asked – by organizations, administrators, and board members – to accept a percentage of money raised as their pay, contingent on immediate funds raised from the project, suggesting that the question is not well-settled in practice, or at least not broadly considered by the broader community.

But in a way, this hasn’t mattered, because if the ethical arguments fail, people can point to the code of practice and say that it’s banned. However, recent policy changes by the Fundraising Regulator in the UK in 2025 and Fundraising Institute of Australia in 2021 regarding commission-based pay has removed that argument in those countries. And so to convincingly argue against commission will require stronger arguments than we currently have.

The purpose of this discussion paper is to:

  • Understand the weaknesses of the ethical arguments against commission payments
  • Set out how those arguments might be strengthened
  • Understand the ethical arguments in favour of commission payments
  • Suggest safeguards and conditions to ensure that any time commission is paid, it is done so fairly and appropriately

The report’s authors are based in the UK, the US, and Australia. We do not argue for commission-based pay; but neither do we argue against it. We consider 14 arguments against commission-based pay: focusing on the welfare of donors; nonprofit organizations and their beneficiaries; philanthropy and fundraising; fundraisers, and other concerns. We also consider three arguments for commission-based pay. Taken together, these arguments set up ethical dilemmas, which we consider, and propose a series of recommendations.

The report is available at https://www.rogare.net/commission

Ruth K. Hansen, Ph.D., is an associate professor at the University of Wisconsin-Whitewater’s College of Business and Economics and director of the Institute for Nonprofit Management Studies. A scholar and former practitioner, she brings over two decades of fundraising experience to her research on philanthropy, resource mobilization, and inclusion in the nonprofit sector. Dr. Hansen was named a 2024 AFP Early Career Emerging Scholar alongside Dr. Lauren Dula. She serves on the board of the Nonprofit Academic Centers Council (NACC) and the Rogare Council, and chairs the Research Council for the AFP Foundation for Fundraising.

By |2026-08-18T09:31:34-04:00August 18th, 2026|NACC Member Research|

A Message from Your Board President: May 2026

Peter C. Weber, PhD

Peter C. Weber, PhD
Associate Professor and Program Coordinator
Philanthropy and Nonprofit Studies (PNPS) Program
College of Human Sciences
Auburn University

NACC Community,

As the spring semester comes to a close, many of us have wrapped up teaching, graded countless assignments, submitted final grades, responded to emails asking for grades to be rounded up, and read end-of-semester student evaluations. Like many of us, I’m looking forward to shifting my focus from teaching to research over the summer months.

This time of the year also brings some familiar reflections. It reminds me how much of our life as academics, researchers, and teachers is shaped by evaluation. Our teaching is assessed by students, our research by peer reviewers, and our work by colleagues and administrators. Even after years in academia, I still feel that familiar mix of anxiety and anticipation when opening a set of course evaluations or an editor’s decision letter.

While writing this, I realized I was also thinking about heading to Brazilian Jiu-Jitsu (BJJ) class later this evening. I started practicing jiu-jitsu when I moved to Auburn in 2019 to do something that would keep my mind off work. Part of what draws me to it is a simple idea: the mats don’t lie. You either succeed or you don’t, but there is little room for posturing or pretending. Progress comes through practice, feedback, and consistency. (We affectionately call it “killer yoga.”)

At the same time, what makes that environment meaningful is the sense of community that underpins it. A good gym is a space of mutual support, where learning and teaching are shared responsibilities. Of course, comparison is inevitable (and often humbling), but there is a recognition that everyone’s path is different, and growth is an ongoing process rather than a fixed outcome.

Reflecting on this, I realize the similarities between my experience at my BJJ gym and NACC. Both are centered on honest feedback, collective learning, and individual journeys. Organizations like NACC, ARNOVA, and ISTR have long served as spaces where many of us “grew up” as scholars. They are places where we present early ideas, receive feedback, build collaborations, and develop both intellectually and professionally. Competition and comparison are unavoidable parts of academic life. But they should not define our professional communities. What sustains us over the long term are the relationships we build, the conversations we engage in, and the sense of shared purpose that connects our work.

For many years, NACC has played a particularly important role in this regard. For nonprofit scholars and center directors, especially in the early days when there were few of us, dispersed across many institutions, NACC has often functioned as a kind of professional home. It has been a space for connection, support, and learning. Over the years, we have jokingly referred to NACC as a “self-help group” or even a “drinking society.” Yet those characterizations also point to the underlying essence of NACC. At our best, we are a community where we could and still can be candid, supportive, and collegial in ways that are not always possible within our home institutions.

At the same time, NACC is continuing to evolve. As a board and membership, we have been actively reflecting on what the organization can and should become. These conversations have included efforts to establish a regular review cycle for NACC’s curricular guidelines and to strengthen the accreditation process. (If you responded to my recent email or survey on accreditation – thank you!) Still, I think it is important not to forget that in a professional environment where we are constantly evaluated, compared, and, at times, isolated, the value of a collegial and supportive community is essential. The relationships we build through NACC are a core part of what sustains it.

I am also looking ahead to the upcoming ISTR conference in Lisbon. Conferences like ISTR have shaped many of our professional journeys. I still remember attending, with a mix of excitement and anxiety, my first ISTR conference in Barcelona in 2008. Some of my fondest memories from past conferences are not only the panels and presentations, but also gathering with colleagues and friends from around the world to watch World Cup matches together. Once again, I look forward to reconnecting with old friends and meeting new ones, gathering with colleagues and peers in local cafés, and watching this summer’s World Cup matches. If you will be in Lisbon, I hope we can connect.

In a profession defined by evaluation, NACC reminds us that some of the most important things we do (the relationships we build, the colleagues we support, the community we sustain) are never captured on any rubric. Let’s keep supporting one another’s journeys, which are always individual and communal.

Thank you,
Peter C. Weber
Board President, NACC

By |2026-05-24T19:04:16-04:00May 24th, 2026|President's Message|

Grading in the Digital Age: AI Feedback Versus Professor Feedback

Ronald Mickler, Jr.

Dr. Ronald Mickler, Jr.
Assistant Dean for Accreditation and Strategic Initiatives
Boler College of Business
John Carroll University

Grading in the Digital Age: AI Feedback Versus Professor Feedback
La Toya M. Russell, Andrew Zeiser, Ronald Mickler, Jr., Doan Winkel
Journal of Marketing Education (May 2026)

Feedback is a cornerstone of academic development, particularly in marketing education, where skill development often requires iteration and applied practice. While instructors spend considerable time providing effective feedback, artificial intelligence (AI) tools can significantly reduce this burden by generating timely, tailored responses. For example, AI-based chatbots can supplement instruction, providing students with timely feedback and reducing instructors’ workload. This study examines how marketing students perceive feedback quality based on its source, specifically whether it is delivered by an AI system or a human instructor. Through a scenario-based experiment, we investigate student perceptions of feedback quality and effectiveness based on the source (AI vs. Instructor) or valence (positive vs. negative). Our findings provide guidance for professors who want to incorporate AI tools into their teaching practices. Understanding student perceptions of feedback source is crucial for marketing educators who want to leverage AI systems to enhance the educational experience without compromising the human component that students value.

Dr. Ronald Mickler, Jr., is a distinguished academic leader with over two decades of experience in higher education, specializing in enrollment management, student services, and program development. He currently serves as the Assistant Dean for Accreditation and Strategic Initiatives at the Boler College of Business, John Carroll University, where he also teaches leadership and organizational development courses.

Dr. Mickler earned his Doctor of Education in Leadership Studies from Ashland University in 2021. His dissertation, titled “Informal Leaders, Interpersonal Influence, and Word-of-Mouth Communication: Understanding Master of Business Administration Applicants’ Enrollment Decision-Making Process,” provides valuable insights into the factors influencing MBA applicants’ enrollment decisions.

Throughout his career, Dr. Mickler has demonstrated a profound ability to design and implement innovative academic programs and strategic initiatives. He also successfully led the AACSB Continuous Improvement Peer Review Process in 2024, resulting in the extension of dual accreditation through 2029.

By |2026-05-24T19:00:41-04:00May 24th, 2026|NACC Member Research|

Distinct but Complementary: Dynamic and Improvisational Capabilities

Dr. Sonia White

Sonia R. White, PhD
Director, Center for Nonprofit Management & Leadership
Dillard College of Business Administration
Midwestern State University, Texas

Distinct but Complementary: Dynamic and Improvisational Capabilities
Sonia R. White, William Gillis
Journal of Small Business Strategy, 36(2), 7–18

There has been very little theoretical or empirical research examining how dynamic and improvisational capabilities work together to achieve organizational outcomes such as resiliency. To date, empirical and conceptual discriminant validity between dynamic and improvisational capabilities has remained unsupported because there is a dearth of research examining these concepts in the same empirical study, leaving uncertainty for managers and scholars. This study empirically examined the discriminant difference between dynamic and improvisational capabilities with an initial pilot study (Sample 1: N = 75) using the HTMT ratio as the primary criterion and HTMT confidence intervals as the secondary criterion. Overall, this research demonstrated that dynamic and improvisational capabilities are distinct concepts. Several limitations are discussed, as well as theoretical and practitioner implications and future research opportunities.

Sonia White, Ph.D., CNP, ACNP: Sonia is the Director of the Center for Nonprofit Management & Leadership at Midwestern State University in Wichita Falls, Texas. She oversees the Nonprofit Management Minor in the Dillard College of Business Administration and advises students pursuing that degree. Dr. White developed the Nonprofit Management Minor courses’ curriculum and content, including the four classes she teaches.

Sonia has 20 years of professional experience in the nonprofit sector and has worked for multiple large nonprofits in the Dallas-Ft. Worth Metroplex, as well as operating a consulting firm, Sonia White Consulting, LLC. Sonia served as the Director for the Area Agency on Aging for Dallas County and the Managing Director for Aging and Disability Services for the Community Council of Greater Dallas, overseeing an $8 million budget. Since 2015, Dr. White has written many successful federal grants, resulting in over $30 million in federal funds awarded.

Sonia is a native Texan, born in Fort Worth, Texas. Dr. White earned her Ph.D. in Business Administration with a concentration in Management at the University of South Alabama in Mobile. Sonia attended the University of Texas at Austin, earning her Bachelor of Fine Arts and teacher certification, and received her Master of Science in Education, emphasizing Supervision and Administration in the Fine Arts, from Bank Street College and Parsons School of Design in Manhattan, NY. Sonia is a Standards for Excellence Licensed Consultant, has her BoardSource Certificate in Board Governance, and both the Certified Nonprofit Professional (CNP) and Advanced Certified Nonprofit Professional (ACNP) credentials.

By |2026-05-24T19:00:21-04:00May 24th, 2026|NACC Member Research|

Exploring the Nonprofit Job Market: Insights from Topic Modeling Analysis

Dorothy Norris-Tirrell, PhD

Dorothy Norris-Tirrell, Ph.D., ACNP
President Emerita
Nonprofit Leadership Alliance

Exploring the Nonprofit Job Market: Insights from Topic Modeling Analysis
Jennifer F. Rinella, Emily Dale, Dorothy Norris-Tirrell
International Journal of Public Administration, 1–15

Given the nonprofit sector’s significant, ongoing challenges of filling vacant positions and retaining staff, this study examines the nonprofit job market through an analysis of online job announcements. Using Non-Negative Matrix Factorization topic modeling, a dataset of 13,685 job announcements was explored to find job-related themes. The analysis revealed nine topics that identify the core organizational functions for nonprofit organizations today as well as commonly stated requirements for nonprofit jobs. Findings also highlighted the cross-functional work of nonprofit employees. Practical implications are shared for organizations seeking to recruit and develop emerging leaders.

By |2026-05-24T18:45:20-04:00May 24th, 2026|NACC Member Research|

Systems Thinking for a Sustainability Mindset Across Business Disciplines

Dr. Marco Tavanti

Dr. Marco Tavanti
Professor of Leadership
MNA Program Director
School of Management
University of San Francisco

Systems Thinking for a Sustainability Mindset Across Business Disciplines
in The Elgar Companion to Management Education and the Sustainable Development Goals
Marco Tavanti

This chapter explores the crucial role of systems thinking in business management education to promote sustainability and achieve the Sustainable Development Goals (SDGs). It begins by addressing the “why,” emphasizing the limitations of linear thinking in tackling complex, interconnected sustainability challenges. It then defines “what” systems thinking encompasses, focusing on its key characteristics and competencies. Practical strategies illustrate “how” systems thinking can be incorporated into curricula through course redesigns, learning activities, and assessment methods. Lastly, it identifies “who” among stakeholders, including administrators, faculty, students, alumni, and community partners, holds responsibility for embedding systems thinking into educational programmes.

Published in The Elgar Companion to Management Education and the Sustainable Development Goals, the chapter is part of an open access publication connected to the Principles for Responsible Management Education (PRME) initiative, which advances sustainability and responsible leadership in higher education worldwide.

This collaborative approach equips future leaders with the skills and mindset to confront climate change, poverty, and equity challenges. By moving beyond profit-oriented outcomes, systems thinking supports the development of resilient leaders capable of driving sustainable change in an increasingly interconnected world.

Dr. Tavanti also recently published We Are Francesco: The Seven Humanistic Leadership Lessons of Saint Francis of Assisi (2026), which explores values-based leadership through the life and teachings of Saint Francis. Released during the 800th anniversary year of Francis’s death, the book examines themes of humility, compassion, sustainability, peacebuilding, and service to the common good through a contemporary leadership lens.

Dr. Marco Tavanti is a sustainability and leadership international scholar whose experience stretches over 30 years and whose work has taken him to more than 18 countries in Europe, East Africa, Southeast Asia, and Latin America. Dr. Tavanti’s teaching in sustainable development, leadership ethics, intercultural diversity, and NGO management is grounded in Jesuit values and his scholarship is an embodiment of the University’s mission to be of service to humankind.

Dr. Tavanti is a systems thinker whose scholarship aims at providing practical and integrated solutions to issues in international development and poverty reduction. His research methods are participatory in nature and directed at building international capacity in leaders, organizations, and institutions. Through his teaching he inspires globally engaged leaders while building professional capacity through international managerial skills across sectors.

He is President of the Sustainable Capacity International Institute (SCII-ONLUS) and CEO of its subsidiary SDG.services. He is co-founder of the World Engagement Institute (WEI), an international organization providing capacity development services for sustainable human security. He designed and directed various professional training programs on sustainable community development, indigenous human rights, anti-human trafficking and refugee service management. He has been consulting and collaborating with United Nations agencies such as the Development Programme (UNDP), the Global Compact (UNGC), the Refugee Agency (UNHCR) and the Food and Agricultural Organization (FAO). Through his engagement with the UN Global Compact he contributed to the development of the Principles of Responsible Management Education (PRME) and the UN Sustainable Development Goals (SDGs).

By |2026-05-24T18:39:19-04:00May 24th, 2026|NACC Member Research|

Greetings from the Executive Director: March 2026

Nicole Collier, NACC Executive Director
Nicole Collier

Nicole Collier, MPSA
Executive Director, NACC
Center for Nonprofits and Philanthropy
Bush School of Government and Public Service
Texas A&M University

Greetings,

Somehow, it feels like it’s been both a few weeks and a few years since I last wrote to you! I hope you all have been doing well and enjoyed the start of this year. As this is my first note of 2026, I want to honor one of my New Year’s resolutions to prioritize joy by sharing a bit of what is making me happy lately and what is happening at NACC right now.

Prioritizing Joy. Like many of you in public universities, I have been especially feeling the influence of outside pressures on my work and in the classrooms around me. I won’t pretend I have a solution, but I do know that one of the best ways to preserve my work is to preserve myself, which is why I am prioritizing joy in what I consume outside of the office.

Over the past month, I have been working my way through a playlist of the best podcast episodes ever. The list comes from an assortment of recommendations on social media and Reddit, so we should probably treat the superlative with some skepticism, but the episodes have been very enjoyable so far. If you would like the full playlist, send me an email, and I will happily pass it along. In the meantime, I have put information about one of the episodes I especially enjoyed below.

Show name: Reply All
Episode: The Case of the Missing Hit
Ways to listen: Apple Podcasts | Spotify | SoundCloud

What is something that is making you happy? I’d love it if you could email me a note or recommendation. I think we all need a little bit of joy in our inboxes occasionally!

What’s New With NACC. NACC itself is in what I like to call preparation mode. We are refining our goals, sharpening priorities, and planning upcoming events and programs. Our call for conference hosts is open for summer 2027, and we are already looking ahead to our member meeting in Philadelphia on November 18.

As part of this same preparation mode, I want to highlight that the most recent edition of the curricular guidelines is available for all to use for free and, just as importantly, to respond to. Our feedback form is always open, and I hope you will share how useful the guidelines are, what could be improved, and any additional thoughts you have. Your input will help shape future revisions and ensure the guidelines stay relevant to the evolving needs of our field. You can view the guidelines and access the feedback form here.

I hope you enjoy this edition of NACC News, which highlights ways to enrich our data and reporting practices and to better link evidence and experience to long-term impact.

Wishing you all the best,
Nicole

By |2026-03-24T11:49:42-04:00March 23rd, 2026|Executive Director's Report|

NACC Welcomes New Member: University of Houston–Downtown Master of Arts in Nonprofit Management Program

Dr. Hanjin Mao

Dr. Hanjin Mao
Assistant Professor of Nonprofit Management and Political Science
Program Director, Master of Arts in Nonprofit Management
University of Houston Downtown
College of Humanities and Social Sciences
Department of Social Sciences

The Nonprofit Academic Centers Council is pleased to welcome the University of Houston–Downtown’s Master of Arts in Nonprofit Management (MANPM) program as its newest member. Housed within the College of Humanities and Social Sciences, the program reflects UHD’s strong commitment to preparing nonprofit leaders through interdisciplinary education, community engagement, and applied learning. Established in 2012 in collaboration with leaders from Houston’s nonprofit community, the nationally recognized program equips students at all career stages with the skills needed to lead and manage nonprofit organizations across diverse sectors.

The Master of Arts in Nonprofit Management emphasizes hands-on experience and teamwork, helping students build competencies in leadership and governance, strategic planning, program evaluation, financial management, fundraising and resource development, marketing and communication, ethics and legal compliance, and community engagement. Through service learning and partnerships with local nonprofit agencies, students gain practical experience while contributing to the needs of the Houston community. The program’s multidisciplinary foundation and focus on real-world application prepare graduates to address complex social challenges with professionalism and purpose.

We also welcome Dr. Hanjin Mao as the University of Houston–Downtown’s NACC Member Representative. Dr. Mao serves as Assistant Professor of Nonprofit Management and Political Science and Program Director for the Master of Arts in Nonprofit Management. Her research focuses on nonprofit management, nonprofit finance, and the role of information technology in strengthening organizational capacity and public engagement. She earned her PhD in Public Administration from Rutgers University–Newark in 2022. Dr. Mao’s work reflects a commitment to advancing nonprofit effectiveness through research, innovation, and education.

We congratulate the University of Houston–Downtown and Dr. Mao on joining NACC, and we look forward to their contributions to our growing international community of nonprofit and philanthropic studies.

By |2026-03-23T16:08:37-04:00March 23rd, 2026|NACC Announcement|
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