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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Paul Clolery: We’re in Washington D.C.,
where so many nonprofits are located. It
seemed to me that it has been musical
chairs. Somebody gets up and goes
someplace else and drops down. Somebody else goes into the open spot and
it’s the same nine people. They’re just in
different jobs.
Is that a correct perception? Are we
just seeing musical chairs in cities? Tom,
you run the largest agency in the space
and hire a lot of fundraisers. What are
you seeing?
From left: Tom Harrison,
David Strauss, Jennifer Dunlap,
Paul Clolery, Rick Christ
Executive Session:
Fundraisers
Expected To Have
Certain Skills
Technology expertise and strategy
have become standard
undraising has morphed from a band of volunteers and lowerlevel staff crafting solicitations to professionals who are
schooled and credentialed in the discipline. It is to the point
where there are career channels and career specializations
within the fundraising profession.
The most dramatic change is in the direct response fundraising area
where generating and understanding data, technology and social media
have become as vital as the fundraising message sent to donors. Finding the
best pool of potential donors has always been key. But now the education,
training and skills required of fundraisers to make those selections and to
develop those strategies has become standardized and required.
The challenge is not allowing skills such as building a good letter and
face-to-face contact to go to seed. Landing a senior-level job in fundraising
today requires professional training and moving along in your career requires
the ability to network and market yourself.
The NonProfit Times recently convened an Executive Session discussion
in Washington, D.C. Around the table were an executive recruiter, someone
who had just been recruited to a senior fundraising position and the chairman of the nation’s largest fundraising agency who also hires fundraisers.
Their insights are a blueprint to building or enhancing a fundraising career.
The participants were: Jennifer Dunlap, president & chief executive officer of
Development Resources, inc (DRi); Tom Harrison, chairman of agency Russ
Reid; and, David Strauss, a former agency chief executive now director,
membership fundraising for The Nature Conservancy. The discussion was led
by Paul Clolery, editor-in-chief of The NonProfit Times, and Rick Christ, a vice
president at Amergent.
F
M AY 1, 2014
Tom Harrison: I think that it might be
true in Atlanta. They’ve got a concentration of nonprofits, a concentration of
people. A number of people have migrated between the nonprofits.
When I look at the broader scope,
Washington, New York, Chicago, the
West Coast, and Dallas, I think that
there’s been a great influx of people
from different areas, from corporate side
and with different experiences who are
coming into both nonprofits and agencies. We see this in fundraising, in branding, and in some of the other areas.
So yes, there’s still going to be some of
those core people we know. If you start
by looking at them and their career path,
you’ll see they’re going to positions of increasing responsibility. That’s normal and
I think that’s good. But, I think there’s
also a huge influx of people from the outside who have come in and, in many
ways, are making our industry better.
Clolery: Without calling a name, there’s
this one trade show and there’s an individual who we’ll call Joe. We would say
it’s the Joe Factor, because literally every
year Joe would be at a different booth in
the same industry.
Are we seeing that anymore? Are people still, for some reason, being able to
bounce from job to job, or is there now
becoming a level where you really need
to be competent at what you do? Has the
competency level increased?
Jennifer Dunlap: Just tying these two
things together, I think, people are less
mobile than they used to be. We are not
seeing as many people willing to relocate and move from city to city to city as
they used to be.
Rick Christ: I’m fascinated by that. Why
do you think that is?
Dunlap: Some of it initially was what
happened in 2008 (the recession), and I
think that changed a lot of people.
Christ: They’re stuck in their houses.
Harrison: Or, they have kids in school.
It’s very tough to pull your kid out of
school and change to a new place.
Dunlap: They are stuck in their houses.
They realize maybe they didn’t want to
take a chance, if they were in a solid,
supported position where they were
THE NONPROFIT TIMES
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well-resourced, they had the respect of
the board, the respect of their CEO. So
people have become a little less mobile.
Second, I think we are seeing people
come in from the other industries. We’re
not growing enough of our own people.
We’re not investing in them. We’re not
training them within nonprofits the way
we need to be to fill the holes.
I came up through the nonprofit sector. I was invested in and taught, 10 years
at CARE, almost seven years at Red Cross
and they invested in me and taught me
how to become the vice-president.
Nonprofits aren’t doing that as much
anymore and they need to be. We have
to be growing our own. We have to be
bringing people in from the outside because there aren’t enough good people
for all the jobs that are open.
Clolery: Everybody is setting up sideline
offices. I’ve known some of these people
for almost 20 years, and you find out that
John Smith is now living in Colorado
Springs and he’s still working as well as he
did in a job that’s in another city. You’re
seeing somebody now living Florida who
used to work in Chicago, but they’re splitting their time between the two places,
and still running their agencies.
Is it an agency issue where people are
more mobile and that the nonprofits are
less mobile? If you’re running your own
business, on the fundraising side, are
those people more mobile?
Dunlap: I was speaking about the people
we try to recruit and put into the nonprofit positions. I think that technology
and a whole bunch of things have allowed
folks who own agencies and are senior
people in agencies to work from different
locations. It’s given them the flexibility
that they wouldn’t have had before.
But there still is an issue of people.
There’s still too much of an acceptance of
short tenures in positions, instead of really staying, and learning the business,
and being a part of the culture, and building relationships. There’s still too much
turnover in that 18 months to two years.
Christ: I had a boss once who said it’s
much harder to fire somebody than it is
to hire somebody, which is why it’s so
hard to hire somebody. In other words,
you don’t want to get rid of them, so you
want to make a good choice.
Now, he fired me, so obviously he got
over it. But it seems to me that it’s
harder still to retain somebody, to give
them increased challenges, to keep
them satisfied, to keep them there, and
to groom them into a position, into their
next position, to meet their capabilities
and your needs, and to bring them up. I
think the failure to do that is, for the
most part, what stimulates people to decide to look elsewhere.
Dunlap: Well, they’re mobile. People can
move around from organization to organization within a city. And the younger
Professional Development, page 16
15
•May 1 2014 NPT_Layout 1 4/22/14 4:38 PM Page 16
NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 15
you are, the more mobile you are, right?
But it’s the senior level positions where
people aren’t as open to making big
moves as they used to be.
Harrison: We’re seeing geography as a
big issue. Historically, we’ve hired people from everywhere and brought them
to California. We make a few exceptions
with people who are just so exceptional
they can live in Seattle, they can live in
Chicago, they can live in Boston. They’re
just too good to pass up. We now have
an East Coast office. We have a Toronto
office. We’re able to recruit more people
in those places.
For a while we were saying it’s a digital age, let’s let people live wherever
they want to, but we’ve changed our
mind. We believe that creativity is collaborative, that you need to be in the office,
you need to be managing a team, that
you need to be learning from people in
the office.
Dunlap: I would agree with that completely. You can see the difference. And
this is the point within fundraising, it’s a
team sport. You’re part of a team with
the CEO, with the board, with the other
staff. It’s when those partnerships are
working that the program is growing
and thriving.
Tom
Harrison
And if you’re in a program that’s growing and thriving, you are being given new
opportunities and new challenges. Maybe
not a new title, but you can be given
more money. People can be invested in
ways that make them want to stay and be
a part of organizations. I think that’s
where the industry’s got to move.
Harrison: They need to be with the
team. And so, yes, there are exceptions,
but we still have even these people coming in the office every other week for a
week. But for the most part, we want
our people together.
Clolery: David, you made the jump
from agency to nonprofit. What differences do you see in the fundraiser at the
agency versus the fundraiser at the nonprofit, if they’re in a similar position in
both places?
David Strauss: There is a greater sense
of ownership for employees working on
the nonprofit side. They are more in
tune with the vision and mission of the
organization.
For an employee working on the
agency side, there is already a natural
disconnect between the employee and
the organization(s) for which they are
working. The goals and values don’t always align. Another challenge is under-
standing the politics and business decisions within an organization. An agency
employee is not always privy to the context behind the decisions.
Clolery: Are you looking at two different types of people for those roles?
Strauss: On the agency side, you look
for someone who is strategic and service-oriented, depending on the role
within the agency. On the nonprofit
side, collaboration is key to success and
to move the needle to make greater impact outside of your area of control.
Rather on the agency side, client service
is key to deliver something very specific
to an organization.
Clolery: Are the agencies and the nonprofits competing for the same people?
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THE NONPROFIT TIMES
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Strauss: Yes. I certainly see them crossing over back and forth.
Dunlap: I see a couple things happening. I think it is a different kind of person. The inside folks who do really well
are those who like to be inside people.
They like to be part of that group. They
like to be part of the strategic direction
of the organization, know the board,
they know how to deal with the politics
and like dealing with the politics inside
an organization.
Some of the agency folks left it because they don’t want to deal with all of
that. They want to just deal with the craft
and just be advising people on the craft,
not be part of an organization. I think
those who are really successful in both,
they are different types of personalities.
Strauss: You have more control of specific outcomes within your sphere of
control on the nonprofit side. As an
agency, there is more selling and negotiation to get an organization to move in
the direction you are proposing.
Harrison: I’ve seen superstars at nonprofits move to the agency side and be
disappointed by the experience. When
they come up with an idea at their nonprofit, everyone does it. On the agency
Professional Development, page 18
•May 1 2014 NPT_Layout 1 4/22/14 4:38 PM Page 17
NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Sara Pandolfi
Student
M.S. in Fundraising and Grantmaking
From soup kitchens to culinary schools to higher education, Sara Pandolfi has served as a
fundraising consultant for a plethora of grateful nonprofit clients. As a student in the M.S. in
Fundraising and Grantmaking, offered by the NYU School of Continuing and Professional
Studies (NYU-SCPS) George H. Heyman, Jr., Center for Philanthropy and Fundraising, she has
taken her career to the next level, through classes that provide the knowledge base and skill
sets that are immediately applicable in her work. Through cutting-edge curricula in digital and
social media, she has expanded her ability to reach and to cultivate donors in a whole new way.
Best of all, convenient course schedules allow her to work full time while earning her degree.
M.S. in Fundraising and Grantmaking
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M AY 1, 2014
THE NONPROFIT TIMES
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17
•May 1 2014 NPT_Layout 1 4/23/14 11:26 AM Page 18
NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 16
side, when they propose an idea, clients
say “maybe.”
Strauss: Yes, I was frustrated by it.
Clolery: The model fundraiser, if you
were to put this person together and
have an image of them right here on the
table, who would that person be if it’s
on the direct response side?
There are all these credentials that
are out there now, CFRE, ACFRE, the
one that the DMA’s now touting. Do they
really make a good fundraiser or are you
looking for somebody else?
Strauss: It depends on the role. If it’s
within an organization, I think you want
somebody who probably has strong
strategic and management skills. If you’re
on the agency side, it’s probably someone who has a strong negotiation/sales
background, who is open-minded and
strategic.
Harrison: If you’re managing a bunch of
people, you need strong management
skills, but if your primary function is engaging with a client and solving a problem strategically, that requires a different
set of skills.
Strauss: That’s right.
Jennifer
Dunlap
Dunlap: All of those certifications are
nice, but it really also comes down to staying power. Are they a relationship builder?
Do they know how to work collaboratively within an organization? Do they
know how to grow a program? You can
only get that information from looking at
what they’ve really accomplished and in
talking to them and interviewing them.
Those certifications don’t guarantee that.
People will say to me, “I want someone with this certification, this certification,” but, you know, if they’re not the
right cultural fit and they’re not really a
builder and they’re not really where I
want to be, that’s not going to help them.
but there is an inherent risk involved.
Dunlap: I think CEOs and heads of organizations need to be better educated
on how to run and manage fundraising
functions, what they really should expect, how it really should be managed,
the real metrics they should be looking at
for performance indicators if there is a
culture of philanthropy in the institution.
major gift, hire someone who has done
major gift.
Dunlap: Or, train a person inside who’s
talented, smart, committed to the cause,
has demonstrated that their a relationship builder, fit in the culture, and train
them how to build a sustainer program.
Harrison: Nonprofits used to hire people because they liked to work with people, or they were committed to the
cause. They’re not doing that as much
anymore. I think they’re doing a much
better job.
The most important question to ask
somebody when you’re interviewing is,
tell me about a time when you did this
exactly, successfully or not successfully,
and what happened, not what do you
think you might do. But, what did you
actually do?
And, look at the proof. If you want
somebody to build a sustainer program,
hire someone who has built a sustainer
program. If you want someone to do
Strauss: This goes back to your initial
question -- why is Joe going from Job A
to Job B to Job C, and then back to Job A
again? The direct response fundraising
community is niche and we tend to look
within this community for the “best”
people available. We are tentative to
step outside of this pool of people.
Do you go out and hire someone
who has a corporate or commercial
background to do fundraising? You can,
Dunlap: You wrote an article about staff
turnover in the fundraising field. So,
part of it is good people can get into organizations and they don’t find fertile
ground to build a program. They’re not
resourced correctly. The expectations
are skewed from what can be done,
when it can be delivered.
We have folks who are spending too
short stints and not really learning the
business so that they can deliver, and
then we also have expectations of the
nonprofits that might not be correct.
Harrison: Jennifer, you made the point
earlier that there are more job openings
and opportunities because of the growth
of the sector than there are people experienced in the sector, and I agree.
Now we’re looking for transferrable
skills, rather than only experience in direct response marketing. And I know we
Professional Development, page 20
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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
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•May 1 2014 NPT_Layout 1 4/22/14 4:39 PM Page 20
NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 19
just hired someone who has never
worked in a nonprofit, but she worked at
Disney and she was the digital creative
lead at Williams-Sonoma on its catalog.
What we want from her is her digital experience, her catalog experience, her e-commerce experience. We’ve got 300 other
people who can teach her fundraising.
Strauss: Do you find that that is a risk in
itself that you’re bringing somebody in
from the commercial side? I’ve seen time
and time again where you bring in that
commercial person and it’s a 50/50 shot
that they’re going to actually make it on
the nonprofit side.
Dunlap: Because they’re not on-boarded
correctly. If you’re going to bring somebody in from outside of the sector,
they’ve got all the right skills, but they
don’t know how to do it in the sector.
Harrison: You’ve got to wrap your arms
around them so they can’t fall too far.
little sense of loyalty to a company and
have learned to be bottom-line driven.
This has created a “me” mentality within
companies causing shifts from layoffs
and increasing the number of jobs
within a career.
about recruitment. We focus a lot of attention on recruitment. We’ve hired a fulltime internal recruitment person, who
used to be a headhunter. We brought her
inside because we recruit so many people,
but it’s not just about recruitment. It’s
about exactly what you just said …
Dave
Strauss
Dunlap: How do you on-board them?
How do you train them?
Harrison: We’ve got a buddy program.
Each new employee is matched with
someone from another department so
that they can learn the ropes. We’ve got a
new employee orientation. We’ve created something called Growing U. Last
year we did 200 classes within the
agency, sometimes with outside speakers, sometimes inside, on almost anything you could want.
If you said, “I need to do better at
Excel,” or at analytics, or PowerPoint,
we’ll find the right teacher for you.
Dunlap: We’re going to give you a management buddy. We’re going to lay out
with whom you should talk. We’re going
to make you successful, as opposed to
dropping them in to sink or swim.
Dunlap: We are finding in the search
business that recruitment is one piece.
We spend more time understanding the
real needs of the client, the real program. Do we need to shift it? Do we
need to change it? Do we need to advise
them on that?
Harrison: You’re so right. It’s not just
Strauss: Do you see a greater success
when you actually have the on-boarding
piece?
Dunlap: Yes. Absolutely. There’s much
better success when there’s a thoughtful, focused on-boarding. Normally, they
are just dropped in and said, “I need a
million dollars in six months. Tell me
when you get it.”
Strauss: Employee loyalty has shifted
from the late ‘80s to the present. Companies were very loyal to their people
and worked through keeping staff onboard during difficult times. From the
early ‘90s forward, companies’ mindsets
started shifting toward the bottom line,
leaving staff in the wake.
They didn’t have the loyalty that they
did and I think we’re seeing that come
back into play. Those staff members impacted during the shift in models are the
same people today who are now positioned in management roles. They have
Christ: That’s true, I think, with younger
people across brands. In nonprofit organizations that my mom gave to, it was a limited number of big nonprofits and they
trusted them to do the best thing with the
money, the Community Chest and United
Way. Younger generations are much more
particular about where they want their
money going and much less loyal about
the organization. I’m not surprised at all
that it correlates with the workplace.
Strauss: Right. How many organizations
now have pensions? In the 1980s, they
probably all had pensions. The loyalty
there for the staff is not the same.
Clolery: Tom, you said something about
your on-boarding process. And you said
if you needed coaching on Excel, you
brought somebody in. If you needed
coaching on PowerPoint, you brought
somebody in. You kept ticking off technology. How far have we gotten away
from the human element of the
fundraiser to the person who’s now, say,
Professional Development, page 22
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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 20
geo-targeting who might be interested in
doing something with your organization?
Harrison: I just used some shorthand,
obvious examples. But, you’re right. My
mind went to the technology. We’ll also
do things on how to negotiate better,
how to run a meeting better. We’ve got a
curriculum of things and and then we
offer people the chance to say what else
they need.
Not only is it a technology issue. I
think that retention and growth has as
much to do with culture as it does with
skills. We want to teach them skills, but
the culture is really important.
So, for example, our Chief People Officer instituted a program called Live It,
Give It. We say if we’re in the fundraising
business, we better believe in it. We better do it ourselves. We’ll match gifts of
any employee to any nonprofit.
We give them three paid days off for
volunteer service. It doesn’t have to be
for a client. And every month we’ll
arrange an event. We’ll say, “who wants
to come down to the local rescue mission and serve a meal? Who wants to
come down to the Habitat event and
build a house?” The first 50 people that
sign up are in.
Dunlap: What Tom’s describing within
his organization is building his team engagement. These people are integrating
with each other. They will begin to have
common approaches to how they do
things. That makes an organization work
more effectively. It makes the employees
feel better about being there.
Clolery: Let’s go back to my original
question, which was how much is technology driving today’s fundraiser? You
used to be able to write a great letter.
You were good with people, so you
could go talk to them about major gifts.
How much of that now is all technology?
Harrison: Technology is very important.
You still better be strategic, reactive and
relational. One of the most important
benefits of technology is how it allows
us to do deeper analysis. Increasingly
we’re seeing analytics play a role in
everything, not just in the “analytics” department that we used to see, but the account people, the creative people, the
media people who are analyzing audience. Everybody better understand the
technology of it. It allows us to turbocharge the effectiveness of the programs.
Clolery: It used to be ZIP sort and you
could target a ZIP. Now it’s called geotargeting. Crowdsourcing is designed to
get people up and moving but now
they’re giving away premiums on crowdsourcing sites to get people involved.
Strauss: There are lots of techniques,
but to iteratively improve your business
you need the analytics. If you’re driving
$100,000, how do you improve your
ROI? A big catalyst is the use of analytics.
Creative can provide you with a big win,
but analytics is the driving force behind
the changes to a program.
Clolery: Getting back to the human element, what does the fundraiser that
you’re looking for need? Do they need
to know WordPress? Do they need to
know Excel? Do they need to know the
entire Microsoft Suite or the entire
Google Suite? What do they need to
know today to get a job?
Harrison: And on top of that, they need
to be very facile in working in social
media and in digital.
Dunlap: I think it depends. We’re talking yes in the direct response piece. But
even in the major donor piece, you need
to understand all that. You need to be
data-driven. It’s not the depth of analytics, necessarily, that we do on a large direct response campaign. But you still
need to understand performance and
you need to understand what motivates
your donors.
You just have to do it differently on
the major donor side than on the direct
response side. You need fundraisers
who know how to use an Excel spreadsheet. Even just a normal major gift person or a development officer needs to
be able to analyze the business and how
it is doing.
We now have wonderful technology
that can drive us down into the donor
files in a way we previously could not.
But you’re right, some of the old, tried
and true, how you build relationships,
what’s working, keep trying new things,
all of that needs to constantly be brought
back and applied. Any organization that’s
one-dimensional is not going to survive.
Harrison: I hope we never lose the
human element. The human element is
absolutely essential and it’s what motivates
us when you think about the nonprofit
and what we’re doing to make the world
better and why we get up in the morning.
The human element is essential to it.
But with increased growth, we have
increased specialization. You’ll have
some people who are going to focus
more on the analytic side and some people on the human side, but everybody
needs to know everything.
Where we learned that was in digital.
Professional Development, page 23
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THE NONPROFIT TIMES
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•May 1 2014 NPT_Layout 1 4/22/14 4:40 PM Page 23
NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 22
So, 10 years ago we thought, okay, “Digital
is the way of the future. We’re not going to
throw out any of the old stuff, but digital is
the way of the future. We better get good
at it. Let’s have a digital department.”
We soon realized that we didn’t need
a digital department. We needed a digital
agency. We blew up the digital department. We took the digital creative people
and put them in creative, and digital analytics people and put them in analytics,
digital media people in the media, so
that they would infect -- my word -- the
whole agency. Now it would be rare to
hire a creative person or an account person who didn’t understand digital too.
So, you’ve got the human element
but you’d better understand the building blocks. It’s almost the price of entry.
You better understand the broad skill set
and then on top of it, are you innovative,
persuasive, articulate. That’s the kind of
stuff that makes the difference between
a good employee and a great employee.
about a mid-level development officer
who’s got to know a little bit about everything, they need to have been a part of a
program that they can demonstrate success over at least a three-year period.
They have to show how they grew and
were part of that program. They need to
be able to prove that they know how to
work within an organization. They need
to prove they know how to build relationships internally and externally. They
need to prove that they understand
where the industry is going. They’ve kept
themselves relevant. They understand all
the different pieces of what’s happening.
They also need to be able to evaluate and
translate for the CEO and the board the
success of the program.
Harrison: And they’ve got to know how
to run an Excel spreadsheet, right?
Rick
Christ
Clolery: You said a great thing, point of
entry, the price of admission. Give me a
checklist. What’s the price of admission
these days to get a fundraising job at a
mid-level?
Dunlap: That’s sort of the basic. If you
can’t do Excel or you can’t do PowerPoint, or you can’t do Microsoft Word,
you’re not the fundraiser today that you
need to be.
Strauss: The expectation when you hire
a mid-level manager is their familiarity
and knowledge of the basics. You already
make an assumption that they have a
working knowledge of Microsoft Office.
Dunlap: How you manage the younger,
more technology savvy employee is different than how we have managed employees. They’re thinking about a
million things at a time, and they can be
thinking here and here and here. We
think if they have five things up on their
screen, they’re not working. That’s
probably not true because that’s part of
their creative process and their thinking.
We need to understand this generation
that’s coming through, too, how they
work and how they need to be managed.
Clolery: We’re lucky. We’ve got some tech
folks who can actually write. But, more
and more I’m seeing press releases and information coming from agencies and
from nonprofits where it is clear the
writer could not find a complete sentence
with a flashlight and a map. They’re tech
geniuses but they cannot write a sentence.
Dunlap: It depends on the kind of
fundraising job, right? If you’re talking
Dunlap: You know, Paul, that is what I
tell my clients when trying to get them to
think differently about hiring. If you can
find a young, intelligent, someone who is
passionate about your mission, and can
write, you can teach them to do anything.
Harrison: And it’s harder and harder
now when people are writing C U L8R.
Strauss: Within development, writing is
an important asset to carry during your
career. However, within direct response,
writing skills are dependent on the role
you have within your company, whether a
nonprofit or agency.
Harrison: I think you’re right much of
the time. But, if you want the analytics
person to write a strategic plan, they
have to be able to write.
Dunlap: But I think internally within
nonprofits, it is primary to the job because they have to communicate internally, too.
Strauss: Yeah, I would agree. That’s true.
Harrison: Writing isn’t just about writing. It’s about communication. Often the
way people write is the way they talk,
and so if they don’t write clearly, they
Professional Development, page 24
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M AY 1, 2014
THE NONPROFIT TIMES
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23
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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 23
might not speak clearly, either.
Clolery: Five years down the road, what
are some of the skills the fundraisers
don’t have now that they will need?
Dunlap: Obviously the technology goes
without saying. Donors now can have
more access to information and they can
sometimes know more about your organization than you might have thought
you needed to know. You need to have a
full grasp of your organization and understand the financial reports, the Form
990s, what all the benchmark agencies
say about you. You need to understand
that in a way that maybe 10 years ago
you didn’t.
What I’m concerned about is we’re
losing the relationship piece. The industry is changing and how we raise money
is changing. So our - - we don’t know
what it’s going to look like 10 years from
now, but I think if our folks at least come
with the core of what it’s going to take to
be successful in an organization, which
is part of curiosity, innovation, and constantly be willing to bring in the new
ideas from the outside, they can be successful 10 years from now.
Harrison: You’re exactly right. I don’t
think we can predict what they’re going
to need to know, or what skills they’re
going to need. They better be passionate
about the cause. They better be persuasive, curious, innovative, relational. If
they have those things I think they can
figure it out.
Clolery: Tom, over the years I’ve heard
fundraisers, whether it be on the agency
side or on the nonprofit side say, “We
just can’t get kids to give any money.
How are we going to get the youth today
to be philanthropic?” We’ve found out
that they don’t become philanthropic
until they become their parents.
Dunlap: This is not a new problem.
Clolery: How do you hire somebody
into an organization who might be
young, who’s going to be writing or communicating or fundraising to somebody
30 years their senior with whom they
couldn’t communicate at home?
Harrison: You have absolutely nailed it.
When I joined Russ Reid 30 years ago,
one of my first meetings with Russ, I said,
“Our clients were just talking to us and
they’re saying these Baby Boomers won’t
give. All these older people are giving
and the Baby Boomers never give and
they’re going to go out of business and
what are they going to do?” And Russ
looked at me and he said, “They’ll give
when they turn 45. Don’t worry.”
And, of course, now people are saying, “Well the Baby Boomers give, but
the Millennials won’t give. What are we
going to do?”
When we ask young people to choose
a celebrity spokesperson, or choose
media, or choose music that’s going to
go with a TV spot, they’re picking the
wrong celebrities and the wrong media.
They want it to be young, hip, and cool,
just like they are, and that’s not the target audience.
It comes down to basic communication strategy. If you learn communications, you know that the first thing is the
audience.
Know your audience. And these people, whatever age they are, they have to
know their audience. If they understand
that the audience is 45 plus, they’re
going to need to speak to them with
things to which they can relate.
Where are we finding great employees now? By far our employees are coming from referrals. It’s somebody else
who knows somebody else, especially at
the senior level. It’s all about referrals
and people referred in. Second is
LinkedIn.
We used to do other places, whether
it was Monster.com, Craigslist or something else.
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ake the next step in your public service leadership career.
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Dunlap: It’s gone.
Harrison: It’s all about LinkedIn because not only can you target what you
want, but you can then go look and find
out about candidates, which can be really helpful.
Dunlap: Exactly. That’s the key. We can
access talent in a way we couldn’t access
it before.
Clolery: Tell me how you’re accessing
talent by LinkedIn.
Dunlap: We’re searching constantly. It
has a great search engine. You can say I
want someone who has worked at
these types of organizations, with this
kind of title, with this kind of skill. It is
a good way to identify people who
we’re not aware of already. It’s a key
sourcing tactic now and gives us a way
to identify people much more quickly.
But, sourcing is only one piece. Vetting
and evaluating require individual
analysis and personal recommendations.
A cold prospect in a search is the
scariest thing you can have because unless you can find way to vet them, you
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M AY 1, 2014
THE NONPROFIT TIMES
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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
A Guide To Nonprofit Education
Nonprofit management and fundraising has become professionalized to the point that more than 275 colleges
and universities offer programs from attendance certificates to a doctorate degree. Many of the courses are
available online. Below is a list of many of the schools that offer programs.
A
Abilene Christian University, Abilene, Tx., www.acu.edu
Alliant International University, San Diego, Calif., www.alliant.edu
American International College, Springfield, Mass., www.aic.edu
American Jewish University, Los Angeles, Calif., mba.aju.edu
American University, Washington, D.C., www.american.edu
Anderson University, Anderson, Ind., www.anderson.edu
Antioch University Los Angeles, Culver City, Calif., www.antiochla.edu
Antioch University New England, Keene, N.H., www.antiochne.edu
Antioch University Seattle, Seattle, Wash., www.antiochseattle.edu
Arizona State University, Phoenix, Az., https://lodestar.asu.edu
Auburn University, Auburn, Ala., www.humsci.auburn.edu
Auburn University at Montgomery, Montgomery, Ala., www.aum.edu
Aurora University, Aurora, Ill., www.aurora.edu
Austin Peay State University, Clarksville, Tenn., www.apsu.edu
Azusa Pacific University, Azusa, Calf., www.apu.edu
B
Babson College, Babson Park, Mass., www3.babson.edu
Barry University, Miami Lakes, Fla., www.barry.edu
Bay Path College, Longmeadow, Mass., www.baypath.edu
Belmont University, Nashville, Tenn., www.belmont.edu
Binghamton University, Binghamton, N.Y., www.binghamton.edu
Boston College, Chestnut Hill, Mass., www.bc.edu
Boston University Metropolitan College, Boston, Mass., www.bu.edu
Boston University, Boston, Mass., www.bu.edu
Bradley University, Peoria, Ill., www.bradley.edu
Brandeis University, Waltham, Mass., www.heller.brandeis.edu
Brigham Young University, Provo, Utah, www.byu.edu
Bryn Mawr College, Bryn Mawr, Pa., www.brynmawr.edu
Bucknell University, Lewisburg, Pa., www.bucknell.edu
M AY 1, 2014
College of Charleston, Charleston, S.C., www.cofc.edu
College of Notre Dame of Maryland, Baltimore, Md., www.ndm.edu
Colorado State University, Fort Collins, Colo., www.colostate.edu
Columbia University, New York, N.Y., www.columbia.edu
Columbia College, Columbia, S.C., www.columbiasc.edu
Coppin State College, Baltimore, Md., www.coppin.edu
Cornell University, Ithaca, N.Y., www.cornell.edu
CUNY - Baruch College, New York, N.Y., www.baruch.cuny.edu
CUNY - Hunter College, New York, N.Y., www.hunter.cuny.edu
C
C.W. Post College, Brookville, N.Y., www.liu.edu
California State Polytechnic University, Pomona, Calif., www.csupomona.edu
California State University - East Bay, Hayward, Calif., www20.csueastbay.edu
California State University - Los Angeles, Los Angeles, Calif., www.calstatela.edu
California State University - San Bernardino, San Bernardino, Calif., www.csusb.edu
California State University, Fresno, Fresno, Calif., www.csufresno.edu
California State University, Fullerton, Fullerton, Calif., www.fullerton.edu
California State University, Long Beach, Long Beach, Calif., www.csulb.edu
Cambridge College, Cambridge, Mass., www.cambridgecollege.edu
Case Western Reserve University, Cleveland, Ohio, www.case.edu
Chapman University, San Diego, Calif., www.brandman.edu
Clark University, Worcester, Mass., www.clarku.edu
Clayton College and State University, Morrow, Ga., www.clayton.edu
Clemson University, Clemson, S.C., www.clemson.edu
Cleveland State University, Cleveland, Ohio, www.csuohio.edu
THE NONPROFIT TIMES
D
Dartmouth College, Hanover, N.H., www.dartmouth.edu
Delaware County Community College, Media, Pa., www.dccc.edu
DePaul University, Chicago, Ill., www.depaul.edu
Duke University, Durham, N.C., www.duke.edu
Duquesne University, Pittsburgh, Pa., www.duq.edu
E
Eastern Connecticut State University, Willimantic, Conn., www.easternct.edu
Eastern Michigan University, Ypslanti, Mich., www.emich.edu
Eastern University, St. Davids, Pa., www.eastern.edu
Evangel University, Springfield, Mo., www.evangel.edu
F
Fairleigh Dickinson University, Teaneck, N.J., www.fdu.edu
Florida Atlantic University, Boca Raton, Fla., www.fau.edu
Florida State University, Tallahassee, Fla., www.fsu.edu
Fordham University, New York, N.Y., www.fordham.edu
Franklin University, Columbus, Ohio, www.franklin.edu
www.thenonprofittimes.com
Professional Development, page 26
25
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NPT PROFESSIONAL DEVELOPMENT PULLOUT SECTION
Continued from page 25
G
George Mason University, Fairfax, Va., www.gmu.edu
George Mason University, Arlington, Va., www.gmu.edu
Georgetown University, Washington, D.C., www. georgetown.edu
Georgia College and State University, Milledgeville, Ga., www.gcsu.edu
Georgia State University, Atlanta, Ga., www.gsu.edu
Grace University, Omaha, Neb., www.graceuniversity.edu
Grand Valley State University, Grand Rapids, Mich., www.gvsu.edu
R
Ramapo College of New Jersey, Mahwah, N.J., www.ramapo.edu
Regis College, Weston, Mass., www.regiscollege.edu
Rhode Island College, Providence, R.I., www.ric.edu
Robert Morris University, Moon Township, Pa., www.rmu.edu
Roberts Wesleyan College, Rochester, N.Y., www.rwc.edu
Rockhurst University, Kansas City, Mo., www.rockhurst.edu
Rollins College, Winter Park, Fla., www.rollins.edu
Roosevelt University, Chicago, Ill., www.roosevelt.edu
Rutgers University, New Brunswick, N.J., www.rutgers.edu
H
Hamline University, St. Paul, Minn., www.hamline.edu
Harvard Business School, Boston, Mass., www.hbs.edu
Harvard University Kennedy School, Cambridge, Mass., www.hks.harvard.edu
High Point University, High Point, N.C., www.highpoint.edu
Howard University, Washington, D.C., www.howard.edu
I
Illinois Institute of Technology, Chicago, Ill., www.iit.edu
Indiana State University, Terre Haute, Ind., www.indstate.edu
Indiana University – Bloomington, Bloomington, Ind., www.iub.edu
Indiana University Lilly School of Philanthropy, Indianapolis, Ind.,
www.philanthropy.iupui.edu
J
James Madison University, Harrisonburg, Va., www.jmu.edu
John Carroll University, University Heights, Ohio, www.jcu.edu
Johns Hopkins University, Washington, D.C., www.jhu.edu
Johnson State College, Johnson, Vt., www.jsc.edu
K
Kansas State University, Manhattan, Kan., www.k-state.edu
Kean University, Union, N.J., www.kean.edu
Kennesaw State University, Kennesaw, Ga., www.kennesaw.edu
Kent State University, Kent, Ohio, www.kent.edu
L
Lakeland College, Plymouth, Wisc., www.lakeland.edu
LaSalle University, Philadelphia, Pa., www.lasalle.edu
Lawrence Technological University, Southfield, Mich, www.ltu.edu
LeMoyne-Owen College, Memphis, Tenn., www.loc.edu
Lesley College, Cambridge, Mass., www.lesley.edu
Lindenwood University, St. Charles, Mo., www.lindenwood.edu
Long Island University, Brooklyn, N.Y., www.liunet.edu
Louisiana State University in Shreveport, Shreveport, La., www.lsus.edu
Loyola University Chicago, Chicago, Ill., www.luc.edu
Luther College, Decorah, Iowa, www.luther.edu
M
Marist College, Poughkeepsie, N.Y., www.marist.edu
Marquette University, Milwaukee, Wisc., www.marquette.edu
Maryville College, Maryville, Tenn., www.maryvillecollege.edu
Marywood University, Scranton, Pa., www.marywood.edu
Mercer County Community College, West Windsor, N.J., www.mccc.edu
Michigan State University, Canton, Mich., www.msu.edu
Mid Plains Community College, McCook, Neb., www.mpcc.edu
Minnesota State University Mankato, Mankato, Minn., www.mnsu.edu
Missouri Valley College, Marshall, Mo., www.moval.edu
Murray State University, Murray, Ky., www.murraystate.edu
N
New England College, Henniker, N.H., www.nec.edu
New York University, New York, N.Y, www.scps.nyu.edu
North Carolina State University, Raleigh, N.C., www.ncsu.edu
North Park University, Chicago, Ill., www.northpark.edu
Northern Illinois University, De Kalb, Ill., www.mpa.niu.edu
Northwest University, Kirkland, Wash., www.northwestu.edu
Northwestern University, Evanston, Ill., www.kellogg.northwestern.edu
Northwestern University School of Cont. Studies, Chicago, Ill., www.northwestern.edu
O
Oakland University, Rochester, Mich., www2.oakland.edu
Ohio State University, Columbus, Ohio, ww.osu.edu
Ohio University, Athens, Ohio, www.ohio.edu
Oklahoma City University, Oklahoma City, Okla., www.okcu.edu
P
Pace University, White Plains, N.Y., www.pace.edu
Park University, Kansas City, Mo., www.park.edu
Pepperdine University, Malibu, Calif., www.pepperdine.edu
Piedmont Baptist College, Winston-Salem, N.C., www.pbc.edu
Portland State University, Portland, Ore., www.pdx.edu
Providence College, Providence, R.I., www.providence.edu
26
M AY 1, 2014
S
Sacred Heart University, Fairfield, Conn., www.sacredheart.edu
Saint Mary’s University of Minnesota, Winona, Minn., www.smumn.edu
Salem College, Winston-Salem, N.C., www.salem.edu
Salem International University, Salem, W.V., www.salemu.edu
San Francisco State University, San Francisco, Calif., www.sfsu.edu
Seattle University, Seattle, Wash., www.seattleu.edu
Seton Hall University, South Orange, N.J., www.shu.edu
Shaw University, Raleigh, N.C., www.shawuniversity.edu
Siena College, Loudonville, N.Y., www.siena.edu
Slippery Rock University, Slippery Rock, Pa., www.sru.edu
Sonoma State University, Rohnert Park, Calif., www.sonoma.edu
South Dakota State University, Brookings, S.D., www.sdstate.edu
Southern Adventist University, Collegedale, Tenn., www.southern.edu
Southern Connecticut State University, New Haven, Conn., www.southernct.edu
Southern Illinois University, Carbondale, Ill., www.siu.edu
Southern New Hampshire University, Manchester, N.H., www.snhu.edu
Southern Oregon University, Ashland, Ore., www.sou.edu
Southern University, Baton Rouge, La, www.subr.edu
Spertus Institute of Jewish Studies, Chicago, Ill., www.spertus.edu
St. Cloud State University, St. Cloud, Minn., www.stcloudstate.edu
St. John Fisher College, Rochester, N.Y., www.sjfc.edu
St. Louis University, St. Louis, Mo., www.slu.edu
Stanford University, Stanford, Calif., www.stanford.edu
Stephens College, Columbia, Mo., www.stephens.edu
Suffolk University, Boston, Mass., www.suffolk.edu
SUNY College at Brockport, Brockport, N.Y., www.brockport.edu
SUNY College at Buffalo, Buffalo, N.Y., www.buffalostate.edu
SUNY College at Oswego, Oswego, N.Y., www.oswego.edu
SUNY University at Albany, Albany, N.Y., www.albany.edu
SUNY University at Buffalo, Buffalo, N.Y., www.buffalo.edu
Syracuse University, Syracuse, N.Y., www.syr.edu
T
Temple University, Philadelphia, Pa., www.temple.edu
Texas A&M University, College Station, Tx., www.tamu.edu
Texas Tech University, Lubbock, Tx., www.ttu.edu
The College of New Jersey, Ewing, N.J., www.tcnj.edu
The George Washington University, Washington, D.C., www.gwu.edu
The New School, New York, N.Y., www.newschool.edu
The Richard Stockton College of New Jersey, Pomona, N.J., www.stockton.edu
Tidewater Community College, Norfolk, Va., www.tcc.edu
Toccoa Falls College, Toccoa Falls, Ga., www.tfc.edu
Trinity International University, Deerfield, Ill., www.tiu.edu
Troy University, Troy, Ala., www.troy.edu
Tufts University, Medford, Mass., ase.tufts.edu
U
University of Akron, Akron, Ohio, www.uakron.edu
University of Alabama at Birmingham, Birmingham, Ala., www.uab.edu
University of Arizona, Tucson, Az., www.arizona.edu
University of Arkansas at Fayetteville, Fayetteville, Ark., www.uark.edu
University of Arkansas at Little Rock, Little Rock, Ark., www.ualr.edu
University of Baltimore, Baltimore, M.D., www.ubalt.edu
University of California at Berkeley, Berkeley, Calif., www.berkeley.edu
University of California at Irvine, Irvine, Calif., www.uci.edu
University of California at Los Angeles, Los Angeles, Calif., www.ucla.edu
University of California at Riverside, Riverside, Calif., www.ucr.edu
University of Central Florida, Orlando, Fla., wwwucf.edu
University of Colorado, Colorado Springs, Colorado Springs, Colo., www.uccs.edu
University of Colorado at Denver, Denver, Colo., www.ucdenver.edu
University of Connecticut, West Hartford, Conn., http://hartford.uconn.edu
University of Connecticut, Storrs, Conn., www.uconn.edu
University of Delaware, Newark, Del., www.udel.edu
University of Florida, Gainesville, Fla., www.ufl.edu
University of Georgia, Athens, Ga., www.uga.edu
University of Houston, Houston, Tx., www.uh.edu
University of Houston – Victoria, Victoria, Tx., www.uhv.edu
University of Illinois at Chicago, Chicago, Ill., www.uic.edu
University of Illinois at Springfield, Springfield, Ill., www.uis.edu
THE NONPROFIT TIMES
University of Illinois at Urbana, Urbana, Ill., http://illinois.edu
University of Iowa, Iowa City, Ia., www.uiowa.edu
University of Kentucky Martin School, Lexington, Ken., www.martin.uky.edu
University of Maryland at College Park, College Park, Md., www.umd.edu
University of Massachusetts Boston, Boston, Mass., www.umb.edu
University of Massachusetts, Amherst, Amherst, Mass., www.umass.edu
University of Memphis, Memphis, Tenn., www.memphis.edu
University of Michigan, Ann Arbor, Mich., www.umich.edu
University of Michigan-Dearborn, Dearborn, Mich., www.umd.umich.edu
University of Minnesota, Minneapolis, Minn., www.hhh.umn.edu
University of Missouri at Kansas City, Kansas City, Mo., www.umkc.edu
University of Missouri at St. Louis, St. Louis, Mo., www.umsl.edu
University of Montana, Missoula, Mont., www.umt.edu
University of Nebraska at Omaha, Omaha, Neb., www.unomaha.edu
University of Nevada, Las Vegas, Las Vegas, Nev., www.unlv.edu
University of New Hampshire, Durham, N.H., www.unh.edu
University of North Carolina at Greensboro, Greensboro, N.C., www.uncg.edu
University of North Carolina at Chapel Hill, Chapel Hill, N.C., www.mpa.unc.edu
University of North Carolina Wilmington, Wilmington, N.C., www.uncw.edu
University of North Carolina-Charlotte, Charlotte, N.C., www.uncc.edu
University of North Dakota, Grand Forks, N.D., www.und.edu
University of North Florida, Jacksonville, Fla., www.unf.edu
University of North Texas, Denton, Tx., www.unt.edu
University of Northern Colorado, Greeley, Colo., www.mcb.unco.edu
University of Northern Iowa, Cedar Falls, Ia., www.uni.edu
University of Notre Dame, Notre Dame, Ind., www.nd.edu
University of Oregon, Eugene, Ore., https://uoregon.edu
University of Pennsylvania, Philadelphia, Pa., www.upenn.edu
University of Pittsburgh, Pittsburgh, Pa., www.pitt.edu
University of Phoenix, online/various cities, www.phoenix.edu
University of Richmond, Richmond, Va., www.richmond.edu
University of San Diego, San Diego, Calif., www.sandiego.edu
University of San Francisco, San Francisco, Calif., www.usfca.edu
University of South Carolina, Columbia, S.C., www.cosw.sc.edu
University of South Carolina Upstate, Spartanburg, S.C., www.uscupstate.edu
University of South Dakota, Vermillion, S.D., www.usd.edu
University of South Florida, Tampa, Fla., www.usf.edu
University of Southern California, Los Angeles, Calif., www.usc.edu
University of Southern Maine, Portland, Me., http://usm.maine.edu
University of Southern Mississippi, Hattiesburg, Miss., www.usm.edu
University of St. Thomas, Minneapolis, Minn., www.stthomas.edu
University of Tampa, Tampa, Fla., www.ut.edu
University of Tennessee, Chattanooga, Chattanooga, Tenn., www.utc.edu
University of Texas at Arlington, Arlington, Tx., www.uta.edu
University of Texas at Austin, Austin, Tx., www.utexas.edu
University of Texas at San Antonio, San Antonio, Tx., www.utsa.edu
University of the District of Columbia, Washington, D.C., www.udc.edu
University of Utah, Salt Lake City, Utah, www.utah.edu
University of Washington, Seattle, Wash., www.washington.edu
University of Washington, Tacoma, Tacoma, Wash., www.tacoma.uw.edu
University of West Florida, Pensacola, Fla., www.uwf.edu
University of Wisconsin – Milwaukee, Milwaukee, Wisc., www4.uwm.edu
University of Wisconsin, Madison, Madison, Wisc., www.dcs.wisc.edu
University of Wisconsin-Superior, Superior, Wisc., www.uwsuper.edu
Upper Iowa University, Fayette, Ia., www.uiu.edu
V
Vanderbilt University, Nashville, Tenn., www.vanderbilt.edu
Villanova University, Villanova, Pa., www.villanova.edu
Virginia Commonwealth University, Richmond, Va., www.vcu.edu
Virginia Tech, Blacksburg, Va., www.vt.edu
W
Walsh College, Troy, Mich., www.walshcollege.edu
Washburn University, Topeka, Kan., www.washburn.edu
Washington University in Saint Louis, Saint Louis, Mo., http://wustl.edu
Wayne State University, Detroit, Mich., https://wayne.edu
West Virginia University, Morgantown, W.V., www.wvu.edu
Western Illinois University, Macomb, Ill., www.wiu.edu
Western Kentucky University, Bowling Green, Ky., www.wku.edu
Western Michigan University, Kalamazoo, Mich., www.wmich.edu
Wheelock College, Boston, Mass., www.wheelock.edu
Widener University, Chester, Pa., www.widener.edu
Winthrop University, Rock Hill, S.C., www.winthrop.edu
Worcester State College, Worcester, Mass., www.worcester.edu
Wright State University, Dayton, Ohio, www.wright.edu
Y
Yale University, New Haven, Conn., www.yale.edu
Yeshiva University, New York, N.Y, www.yu.edu
Youngstown State University, Youngstown, Ohio, www.ysu.edu
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