Fundraisers Expected To Have Certain Skills · Fundraisers Expected To Have Certain Skills...

MAY 1, 2014 THE NONPROFIT TIMES www.thenonprofittimes.com 15

FundraisersExpected To Have

Certain SkillsTechnology expertise and strategy

have become standard

Fundraising has morphed from a band of volunteers and lower-level staff crafting solicitations to professionals who areschooled and credentialed in the discipline. It is to the pointwhere 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 mediahave become as vital as the fundraising message sent to donors. Finding thebest pool of potential donors has always been key. But now the education,training and skills required of fundraisers to make those selections and todevelop those strategies has become standardized and required.

The challenge is not allowing skills such as building a good letter andface-to-face contact to go to seed. Landing a senior-level job in fundraisingtoday requires professional training and moving along in your career requiresthe ability to network and market yourself.

The NonProfit Times recently convened an Executive Session discussionin Washington, D.C. Around the table were an executive recruiter, someonewho had just been recruited to a senior fundraising position and the chair-man 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 ofDevelopment Resources, inc (DRi); Tom Harrison, chairman of agency RussReid; and, David Strauss, a former agency chief executive now director,membership fundraising for The Nature Conservancy. The discussion was ledby Paul Clolery, editor-in-chief of The NonProfit Times, and Rick Christ, a vicepresident at Amergent.

Paul Clolery: We’re in Washington D.C.,where so many nonprofits are located. Itseemed to me that it has been musicalchairs. Somebody gets up and goessomeplace else and drops down. Some-body else goes into the open spot andit’s the same nine people. They’re just indifferent jobs.

Is that a correct perception? Are wejust seeing musical chairs in cities? Tom,you run the largest agency in the spaceand hire a lot of fundraisers. What areyou seeing?

Tom Harrison: I think that it might betrue in Atlanta. They’ve got a concentra-tion of nonprofits, a concentration ofpeople. A number of people have mi-grated between the nonprofits.

When I look at the broader scope,Washington, New York, Chicago, theWest Coast, and Dallas, I think thatthere’s been a great influx of peoplefrom different areas, from corporate sideand with different experiences who arecoming into both nonprofits and agen-cies. We see this in fundraising, in brand-ing, and in some of the other areas.

So yes, there’s still going to be some ofthose core people we know. If you startby looking at them and their career path,you’ll see they’re going to positions of in-creasing responsibility. That’s normal andI think that’s good. But, I think there’salso a huge influx of people from the out-side who have come in and, in manyways, are making our industry better.

Clolery: Without calling a name, there’sthis one trade show and there’s an indi-vidual who we’ll call Joe. We would sayit’s the Joe Factor, because literally everyyear Joe would be at a different booth inthe same industry.

Are we seeing that anymore? Are peo-ple still, for some reason, being able tobounce from job to job, or is there nowbecoming a level where you really needto be competent at what you do? Has thecompetency level increased?

Jennifer Dunlap: Just tying these twothings together, I think, people are lessmobile than they used to be. We are notseeing as many people willing to relo-cate and move from city to city to city asthey used to be.

Rick Christ: I’m fascinated by that. Whydo you think that is?

Dunlap: Some of it initially was whathappened in 2008 (the recession), and Ithink 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 ofschool and change to a new place.

Dunlap: They are stuck in their houses.They realize maybe they didn’t want totake a chance, if they were in a solid,supported position where they were

well-resourced, they had the respect ofthe board, the respect of their CEO. Sopeople have become a little less mobile.

Second, I think we are seeing peoplecome in from the other industries. We’renot growing enough of our own people.We’re not investing in them. We’re nottraining them within nonprofits the waywe need to be to fill the holes.

I came up through the nonprofit sec-tor. I was invested in and taught, 10 yearsat CARE, almost seven years at Red Crossand they invested in me and taught mehow to become the vice-president.

Nonprofits aren’t doing that as muchanymore and they need to be. We haveto be growing our own. We have to bebringing people in from the outside be-cause there aren’t enough good peoplefor all the jobs that are open.

Clolery: Everybody is setting up sidelineoffices. I’ve known some of these peoplefor almost 20 years, and you find out thatJohn Smith is now living in ColoradoSprings and he’s still working as well as hedid in a job that’s in another city. You’reseeing somebody now living Florida whoused to work in Chicago, but they’re split-ting their time between the two places,and still running their agencies.

Is it an agency issue where people aremore mobile and that the nonprofits areless mobile? If you’re running your ownbusiness, on the fundraising side, arethose people more mobile?

Dunlap: I was speaking about the peoplewe try to recruit and put into the non-profit positions. I think that technologyand a whole bunch of things have allowedfolks who own agencies and are seniorpeople in agencies to work from differentlocations. It’s given them the flexibilitythat they wouldn’t have had before.

But there still is an issue of people.There’s still too much of an acceptance ofshort tenures in positions, instead of re-ally staying, and learning the business,and being a part of the culture, and build-ing relationships. There’s still too muchturnover in that 18 months to two years.

Christ: I had a boss once who said it’smuch harder to fire somebody than it isto hire somebody, which is why it’s sohard to hire somebody. In other words,you don’t want to get rid of them, so youwant to make a good choice.

Now, he fired me, so obviously he gotover it. But it seems to me that it’sharder still to retain somebody, to givethem increased challenges, to keepthem satisfied, to keep them there, andto groom them into a position, into theirnext position, to meet their capabilitiesand your needs, and to bring them up. Ithink the failure to do that is, for themost part, what stimulates people to de-cide to look elsewhere.

Dunlap: Well, they’re mobile. People canmove around from organization to or-ganization within a city. And the younger

N P T P R O F E S S I O N A L D E V E L O P M E N T P U L L O U T S E C T I O N

Professional Development, page 16

From left: Tom Harrison,David Strauss, Jennifer Dunlap,Paul Clolery, Rick Christ

Executive Session:

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TomHarrison

16 MAY 1, 2014 THE NONPROFIT TIMES www.thenonprofittimes.com

you are, the more mobile you are, right?But it’s the senior level positions wherepeople aren’t as open to making bigmoves as they used to be.

Harrison: We’re seeing geography as abig issue. Historically, we’ve hired peo-ple from everywhere and brought themto California. We make a few exceptionswith people who are just so exceptionalthey can live in Seattle, they can live inChicago, they can live in Boston. They’rejust too good to pass up. We now havean East Coast office. We have a Torontooffice. We’re able to recruit more peoplein those places.

For a while we were saying it’s a digi-tal age, let’s let people live whereverthey want to, but we’ve changed ourmind. We believe that creativity is collab-orative, that you need to be in the office,you need to be managing a team, thatyou need to be learning from people inthe office.

Dunlap: I would agree with that com-pletely. You can see the difference. Andthis is the point within fundraising, it’s ateam sport. You’re part of a team withthe CEO, with the board, with the otherstaff. It’s when those partnerships areworking that the program is growingand thriving.

And if you’re in a program that’s grow-ing and thriving, you are being given newopportunities and new challenges. Maybenot a new title, but you can be givenmore money. People can be invested inways that make them want to stay and bea part of organizations. I think that’swhere the industry’s got to move.

Harrison: They need to be with theteam. And so, yes, there are exceptions,but we still have even these people com-ing in the office every other week for aweek. But for the most part, we wantour people together.

Clolery: David, you made the jumpfrom agency to nonprofit. What differ-ences do you see in the fundraiser at theagency versus the fundraiser at the non-profit, if they’re in a similar position inboth places?

David Strauss: There is a greater senseof ownership for employees working onthe nonprofit side. They are more intune with the vision and mission of theorganization.

For an employee working on theagency side, there is already a naturaldisconnect between the employee andthe organization(s) for which they areworking. The goals and values don’t al-ways align. Another challenge is under-

standing the politics and business deci-sions within an organization. An agencyemployee is not always privy to the con-text behind the decisions.

Clolery: Are you looking at two differ-ent types of people for those roles?

Strauss: On the agency side, you lookfor someone who is strategic and serv-ice-oriented, depending on the rolewithin the agency. On the nonprofitside, collaboration is key to success andto move the needle to make greater im-pact outside of your area of control.Rather on the agency side, client serviceis key to deliver something very specificto an organization.

Clolery: Are the agencies and the non-profits competing for the same people?

Strauss: Yes. I certainly see them cross-ing over back and forth.

Dunlap: I see a couple things happen-ing. I think it is a different kind of per-son. The inside folks who do really wellare those who like to be inside people.They like to be part of that group. Theylike to be part of the strategic directionof the organization, know the board,they know how to deal with the politicsand like dealing with the politics insidean organization.

Some of the agency folks left it be-cause they don’t want to deal with all ofthat. They want to just deal with the craftand just be advising people on the craft,not be part of an organization. I thinkthose who are really successful in both,they are different types of personalities.

Strauss: You have more control of spe-cific outcomes within your sphere ofcontrol on the nonprofit side. As anagency, there is more selling and negoti-ation to get an organization to move inthe direction you are proposing.

Harrison: I’ve seen superstars at non-profits move to the agency side and bedisappointed by the experience. Whenthey come up with an idea at their non-profit, everyone does it. On the agency


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Continued from page 15

•May 1 2014 NPT_Layout 1 4/22/14 4:38 PM Page 16

From soup kitchens to culinary schools to higher education, Sara Pandolfi has served as a

fundraising consultant for a plethora of grateful nonprofi t clients. As a student in the M.S. in Fundraising and Grantmaking, off ered 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

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JenniferDunlap


side, when they propose an idea, clientssay “maybe.”

Strauss: Yes, I was frustrated by it.

Clolery: The model fundraiser, if youwere to put this person together andhave an image of them right here on thetable, who would that person be if it’son the direct response side?

There are all these credentials thatare out there now, CFRE, ACFRE, theone that the DMA’s now touting. Do theyreally make a good fundraiser or are youlooking for somebody else?

Strauss: It depends on the role. If it’swithin an organization, I think you wantsomebody who probably has strongstrategic and management skills. If you’reon the agency side, it’s probably some-one who has a strong nego tia tion/salesbackground, who is open-minded andstrategic.

Harrison: If you’re managing a bunch ofpeople, you need strong managementskills, but if your primary function is en-gaging with a client and solving a prob-lem strategically, that requires a differentset of skills.

Strauss: That’s right.

Dunlap: All of those certifications arenice, but it really also comes down to stay-ing power. Are they a relationship builder?Do they know how to work collabora-tively within an organization? Do theyknow how to grow a program? You canonly get that information from looking atwhat they’ve really accomplished and intalking to them and interviewing them.Those certifications don’t guarantee that.

People will say to me, “I want some-one with this certification, this certifica-tion,” but, you know, if they’re not theright cultural fit and they’re not really abuilder and they’re not really where Iwant to be, that’s not going to help them.

Harrison: Nonprofits used to hire peo-ple because they liked to work with peo-ple, or they were committed to thecause. They’re not doing that as muchanymore. I think they’re doing a muchbetter job.

The most important question to asksomebody when you’re interviewing is,tell me about a time when you did thisexactly, successfully or not successfully,and what happened, not what do youthink you might do. But, what did youactually do?

And, look at the proof. If you wantsomebody to build a sustainer program,hire someone who has built a sustainerprogram. If you want someone to do

major gift, hire someone who has donemajor gift.

Dunlap: Or, train a person inside who’stalented, smart, committed to the cause,has demonstrated that their a relation-ship builder, fit in the culture, and trainthem how to build a sustainer program.

Strauss: This goes back to your initialquestion -- why is Joe going from Job Ato Job B to Job C, and then back to Job Aagain? The direct response fundraisingcommunity is niche and we tend to lookwithin this community for the “best”people available. We are tentative tostep outside of this pool of people.

Do you go out and hire someonewho has a corporate or commercialbackground to do fundraising? You can,

but there is an inherent risk involved.

Dunlap: I think CEOs and heads of or-ganizations need to be better educatedon how to run and manage fundraisingfunctions, what they really should ex-pect, how it really should be managed,the real metrics they should be looking atfor performance indicators if there is aculture of philanthropy in the institution.

Dunlap: You wrote an article about staffturnover in the fundraising field. So,part of it is good people can get into or-ganizations and they don’t find fertileground to build a program. They’re notresourced correctly. The expectationsare skewed from what can be done,when it can be delivered.

We have folks who are spending tooshort stints and not really learning thebusiness so that they can deliver, andthen we also have expectations of thenonprofits that might not be correct.

Harrison: Jennifer, you made the pointearlier that there are more job openingsand opportunities because of the growthof the sector than there are people expe-rienced in the sector, and I agree.

Now we’re looking for transferrableskills, rather than only experience in di-rect response marketing. And I know we


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just hired someone who has neverworked in a nonprofit, but she worked atDisney and she was the digital creativelead at Williams-Sonoma on its catalog.What we want from her is her digital expe-rience, her catalog experience, her e-com-merce experience. We’ve got 300 otherpeople who can teach her fundraising.

Strauss: Do you find that that is a risk initself that you’re bringing somebody infrom the commercial side? I’ve seen timeand time again where you bring in thatcommercial person and it’s a 50/50 shotthat they’re going to actually make it onthe nonprofit side.

Dunlap: Because they’re not on-boardedcorrectly. If you’re going to bring some-body in from outside of the sector,they’ve got all the right skills, but theydon’t know how to do it in the sector.

Harrison: You’ve got to wrap your armsaround them so they can’t fall too far.

Dunlap: We’re going to give you a man-agement buddy. We’re going to lay outwith whom you should talk. We’re goingto make you successful, as opposed todropping them in to sink or swim.

Harrison: You’re so right. It’s not just

about recruitment. We focus a lot of atten-tion on recruitment. We’ve hired a full-time internal recruitment person, whoused to be a headhunter. We brought herinside because we recruit so many people,but it’s not just about recruitment. It’sabout exactly what you just said …

Dunlap: How do you on-board them?How do you train them?

Harrison: We’ve got a buddy program.Each new employee is matched withsomeone from another department sothat they can learn the ropes. We’ve got anew employee orientation. We’ve cre-ated something called Growing U. Lastyear we did 200 classes within theagency, sometimes with outside speak-ers, sometimes inside, on almost any-thing you could want.

If you said, “I need to do better atExcel,” or at analytics, or PowerPoint,we’ll find the right teacher for you.

Dunlap: We are finding in the searchbusiness that recruitment is one piece.We spend more time understanding thereal needs of the client, the real pro-gram. Do we need to shift it? Do weneed to change it? Do we need to advisethem on that?

Strauss: Do you see a greater success

when you actually have the on-boardingpiece?

Dunlap: Yes. Absolutely. There’s muchbetter success when there’s a thought-ful, focused on-boarding. Normally, theyare just dropped in and said, “I need amillion dollars in six months. Tell mewhen you get it.”

Strauss: Employee loyalty has shiftedfrom the late ‘80s to the present. Com-panies were very loyal to their peopleand worked through keeping staff on-board during difficult times. From theearly ‘90s forward, companies’ mindsetsstarted shifting toward the bottom line,leaving staff in the wake.

They didn’t have the loyalty that theydid and I think we’re seeing that comeback into play. Those staff members im-pacted during the shift in models are thesame people today who are now posi-tioned in management roles. They have

little sense of loyalty to a company andhave learned to be bottom-line driven.This has created a “me” mentality withincompanies causing shifts from layoffsand increasing the number of jobswithin a career.

Christ: That’s true, I think, with youngerpeople across brands. In nonprofit organ-izations that my mom gave to, it was a lim-ited number of big nonprofits and theytrusted them to do the best thing with themoney, the Community Chest and UnitedWay. Younger generations are much moreparticular about where they want theirmoney going and much less loyal aboutthe organization. I’m not surprised at allthat it correlates with the workplace.

Strauss: Right. How many organizationsnow have pensions? In the 1980s, theyprobably all had pensions. The loyaltythere for the staff is not the same.

Clolery: Tom, you said something aboutyour on-boarding process. And you saidif you needed coaching on Excel, youbrought somebody in. If you neededcoaching on PowerPoint, you broughtsomebody in. You kept ticking off tech-nology. How far have we gotten awayfrom the human element of thefundraiser to the person who’s now, say,




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geo-targeting who might be interested indoing something with your organization?

Harrison: I just used some shorthand,obvious examples. But, you’re right. Mymind went to the technology. We’ll alsodo things on how to negotiate better,how to run a meeting better. We’ve got acurriculum of things and and then weoffer people the chance to say what elsethey need.

Not only is it a technology issue. Ithink that retention and growth has asmuch to do with culture as it does withskills. We want to teach them skills, butthe culture is really important.

So, for example, our Chief People Of-ficer instituted a program called Live It,Give It. We say if we’re in the fundraisingbusiness, we better believe in it. We bet-ter do it ourselves. We’ll match gifts ofany employee to any nonprofit.

We give them three paid days off forvolunteer service. It doesn’t have to befor a client. And every month we’llarrange an event. We’ll say, “who wantsto come down to the local rescue mis-sion and serve a meal? Who wants tocome down to the Habitat event andbuild a house?” The first 50 people thatsign up are in.

Dunlap: What Tom’s describing within

his organization is building his team en-gagement. These people are integratingwith each other. They will begin to havecommon approaches to how they dothings. That makes an organization workmore effectively. It makes the employeesfeel better about being there.

Clolery: Let’s go back to my originalquestion, which was how much is tech-nology driving today’s fundraiser? Youused to be able to write a great letter.You were good with people, so youcould 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 andrelational. One of the most importantbenefits of technology is how it allowsus to do deeper analysis. Increasinglywe’re seeing analytics play a role ineverything, not just in the “analytics” de-partment that we used to see, but the ac-count people, the creative people, themedia people who are analyzing audi-ence. Everybody better understand thetechnology of it. It allows us to turbo-charge the effectiveness of the programs.

Clolery: It used to be ZIP sort and youcould target a ZIP. Now it’s called geo-targeting. Crowdsourcing is designed toget people up and moving but now

they’re giving away premiums on crowd-sourcing sites to get people involved.

Strauss: There are lots of techniques,but to iteratively improve your businessyou need the analytics. If you’re driving$100,000, how do you improve yourROI? A big catalyst is the use of analytics.Creative can provide you with a big win,but analytics is the driving force behindthe changes to a program.

Clolery: Getting back to the human ele-ment, what does the fundraiser thatyou’re looking for need? Do they needto know WordPress? Do they need toknow Excel? Do they need to know theentire Microsoft Suite or the entireGoogle Suite? What do they need toknow today to get a job?

Harrison: And on top of that, they needto be very facile in working in socialmedia and in digital.

Dunlap: I think it depends. We’re talk-ing yes in the direct response piece. Buteven in the major donor piece, you needto understand all that. You need to bedata-driven. It’s not the depth of analyt-ics, necessarily, that we do on a large di-rect response campaign. But you stillneed to understand performance andyou need to understand what motivates

your donors.You just have to do it differently on

the major donor side than on the directresponse side. You need fundraiserswho know how to use an Excel spread-sheet. Even just a normal major gift per-son or a development officer needs tobe able to analyze the business and howit is doing.

We now have wonderful technologythat can drive us down into the donorfiles in a way we previously could not.But you’re right, some of the old, triedand true, how you build relationships,what’s working, keep trying new things,all of that needs to constantly be broughtback and applied. Any organization that’sone-dimensional is not going to survive.

Harrison: I hope we never lose thehuman element. The human element isabsolutely essential and it’s what motivatesus when you think about the nonprofitand what we’re doing to make the worldbetter and why we get up in the morning.The human element is essential to it.

But with increased growth, we haveincreased specialization. You’ll havesome people who are going to focusmore on the analytic side and some peo-ple on the human side, but everybodyneeds to know everything.

Where we learned that was in digital.

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So, 10 years ago we thought, okay, “Digitalis the way of the future. We’re not going tothrow out any of the old stuff, but digital isthe way of the future. We better get goodat it. Let’s have a digital department.”

We soon realized that we didn’t needa digital department. We needed a digitalagency. We blew up the digital depart-ment. We took the digital creative peopleand put them in creative, and digital ana-lytics people and put them in analytics,digital media people in the media, sothat they would infect -- my word -- thewhole agency. Now it would be rare tohire a creative person or an account per-son who didn’t understand digital too.

So, you’ve got the human elementbut you’d better understand the build-ing blocks. It’s almost the price of entry.You better understand the broad skill setand then on top of it, are you innovative,persuasive, articulate. That’s the kind ofstuff that makes the difference betweena good employee and a great employee.

Clolery: You said a great thing, point ofentry, the price of admission. Give me achecklist. What’s the price of admissionthese days to get a fundraising job at amid-level?

Dunlap: It depends on the kind offundraising job, right? If you’re talking

about a mid-level development officerwho’s got to know a little bit about every-thing, they need to have been a part of aprogram that they can demonstrate suc-cess over at least a three-year period.

They have to show how they grew andwere part of that program. They need tobe able to prove that they know how towork within an organization. They needto prove they know how to build rela-tionships internally and externally. Theyneed to prove that they understandwhere the industry is going. They’ve keptthemselves relevant. They understand allthe different pieces of what’s happening.They also need to be able to evaluate andtranslate for the CEO and the board thesuccess of the program.

Harrison: And they’ve got to know howto run an Excel spreadsheet, right?

Dunlap: That’s sort of the basic. If youcan’t do Excel or you can’t do Power-Point, or you can’t do Microsoft Word,you’re not the fundraiser today that youneed to be.

Strauss: The expectation when you hirea mid-level manager is their familiarityand knowledge of the basics. You alreadymake an assumption that they have aworking knowledge of Microsoft Office.

Dunlap: How you manage the younger,more technology savvy employee is dif-ferent than how we have managed em-ployees. They’re thinking about amillion things at a time, and they can bethinking here and here and here. Wethink if they have five things up on theirscreen, they’re not working. That’sprobably not true because that’s part oftheir creative process and their thinking.We need to understand this generationthat’s coming through, too, how theywork and how they need to be managed.

Clolery: We’re lucky. We’ve got some techfolks who can actually write. But, moreand more I’m seeing press releases and in-formation coming from agencies andfrom nonprofits where it is clear thewriter could not find a complete sentencewith a flashlight and a map. They’re techgeniuses but they cannot write a sentence.

Dunlap: You know, Paul, that is what Itell my clients when trying to get them tothink differently about hiring. If you canfind a young, intelligent, someone who ispassionate about your mission, and canwrite, you can teach them to do anything.

Harrison: And it’s harder and hardernow when people are writing C U L8R.

Strauss: Within development, writing isan important asset to carry during yourcareer. However, within direct response,writing skills are dependent on the roleyou have within your company, whether anonprofit or agency.

Harrison: I think you’re right much ofthe time. But, if you want the analyticsperson to write a strategic plan, theyhave to be able to write.

Dunlap: But I think internally withinnonprofits, it is primary to the job be-cause they have to communicate inter-nally, too.

Strauss: Yeah, I would agree. That’s true.

Harrison: Writing isn’t just about writ-ing. It’s about communication. Often theway people write is the way they talk,and so if they don’t write clearly, they

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RickChrist



might not speak clearly, either.

Clolery: Five years down the road, whatare some of the skills the fundraisersdon’t have now that they will need?

Dunlap: Obviously the technology goeswithout saying. Donors now can havemore access to information and they cansometimes know more about your or-ganization than you might have thoughtyou needed to know. You need to have afull grasp of your organization and un-derstand the financial reports, the Form990s, what all the benchmark agenciessay about you. You need to understandthat in a way that maybe 10 years agoyou didn’t.

What I’m concerned about is we’relosing the relationship piece. The indus-try is changing and how we raise moneyis changing. So our - - we don’t knowwhat it’s going to look like 10 years fromnow, but I think if our folks at least comewith the core of what it’s going to take tobe successful in an organization, whichis part of curiosity, innovation, and con-stantly be willing to bring in the newideas from the outside, they can be suc-cessful 10 years from now.

Harrison: You’re exactly right. I don’tthink we can predict what they’re going

to need to know, or what skills they’regoing to need. They better be passionateabout the cause. They better be persua-sive, curious, innovative, relational. Ifthey have those things I think they canfigure it out.

Clolery: Tom, over the years I’ve heardfundraisers, whether it be on the agencyside or on the nonprofit side say, “Wejust can’t get kids to give any money.How are we going to get the youth todayto be philanthropic?” We’ve found outthat they don’t become philanthropicuntil they become their parents.

Dunlap: This is not a new problem.

Clolery: How do you hire somebodyinto an organization who might beyoung, who’s going to be writing or com-municating or fundraising to somebody30 years their senior with whom theycouldn’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 andthey’re saying these Baby Boomers won’tgive. All these older people are givingand the Baby Boomers never give andthey’re going to go out of business andwhat are they going to do?” And Russ

looked at me and he said, “They’ll givewhen they turn 45. Don’t worry.”

And, of course, now people are say-ing, “Well the Baby Boomers give, butthe Millennials won’t give. What are wegoing to do?”

When we ask young people to choosea celebrity spokesperson, or choosemedia, or choose music that’s going togo with a TV spot, they’re picking thewrong celebrities and the wrong media.They want it to be young, hip, and cool,just like they are, and that’s not the tar-get audience.

It comes down to basic communica-tion strategy. If you learn communica-tions, you know that the first thing is theaudience.

Know your audience. And these peo-ple, whatever age they are, they have toknow their audience. If they understandthat the audience is 45 plus, they’regoing to need to speak to them withthings to which they can relate.

Where are we finding great employ-ees now? By far our employees are com-ing from referrals. It’s somebody elsewho knows somebody else, especially atthe senior level. It’s all about referralsand people referred in. Second isLinkedIn.

We used to do other places, whetherit was Monster.com, Craigslist or some-thing else.

Strauss: It’s gone.

Dunlap: It’s gone.

Harrison: It’s all about LinkedIn be-cause not only can you target what youwant, but you can then go look and findout about candidates, which can be re-ally helpful.

Dunlap: Exactly. That’s the key. We canaccess talent in a way we couldn’t accessit before.

Clolery: Tell me how you’re accessingtalent by LinkedIn.

Dunlap: We’re searching constantly. Ithas a great search engine. You can say Iwant someone who has worked atthese types of organizations, with thiskind of title, with this kind of skill. It isa good way to identify people whowe’re not aware of already. It’s a keysourcing tactic now and gives us a wayto identify people much more quickly.But, sourcing is only one piece. Vettingand evaluating require individualanalysis and personal recommenda-tions.

A cold prospect in a search is thescariest thing you can have because un-less you can find way to vet them, youdon’t know. NPT


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AAbilene Christian University, Abilene, Tx., www.acu.eduAlliant International University, San Diego, Calif., www.alliant.eduAmerican International College, Springfield, Mass., www.aic.eduAmerican Jewish University, Los Angeles, Calif., mba.aju.eduAmerican University, Washington, D.C., www.american.eduAnderson University, Anderson, Ind., www.anderson.eduAntioch 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.eduAuburn University, Auburn, Ala., www.humsci.auburn.eduAuburn University at Montgomery, Montgomery, Ala., www.aum.eduAurora University, Aurora, Ill., www.aurora.edu Austin Peay State University, Clarksville, Tenn., www.apsu.edu Azusa Pacific University, Azusa, Calf., www.apu.edu

BBabson College, Babson Park, Mass., www3.babson.eduBarry University, Miami Lakes, Fla., www.barry.eduBay Path College, Longmeadow, Mass., www.baypath.eduBelmont University, Nashville, Tenn., www.belmont.eduBinghamton University, Binghamton, N.Y., www.binghamton.eduBoston College, Chestnut Hill, Mass., www.bc.eduBoston University Metropolitan College, Boston, Mass., www.bu.eduBoston University, Boston, Mass., www.bu.eduBradley University, Peoria, Ill., www.bradley.eduBrandeis University, Waltham, Mass., www.heller.brandeis.eduBrigham Young University, Provo, Utah, www.byu.eduBryn Mawr College, Bryn Mawr, Pa., www.brynmawr.edu Bucknell University, Lewisburg, Pa., www.bucknell.edu

A Guide To Nonprofit Education

CC.W. Post College, Brookville, N.Y., www.liu.eduCalifornia State Polytechnic University, Pomona, Calif., www.csupomona.eduCalifornia State University - East Bay, Hayward, Calif., www20.csueastbay.eduCalifornia State University - Los Angeles, Los Angeles, Calif., www.calstatela.eduCalifornia State University - San Bernardino, San Bernardino, Calif., www.csusb.eduCalifornia 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.eduCambridge College, Cambridge, Mass., www.cambridgecollege.eduCase Western Reserve University, Cleveland, Ohio, www.case.eduChapman University, San Diego, Calif., www.brandman.eduClark University, Worcester, Mass., www.clarku.eduClayton College and State University, Morrow, Ga., www.clayton.eduClemson University, Clemson, S.C., www.clemson.eduCleveland State University, Cleveland, Ohio, www.csuohio.edu

College of Charleston, Charleston, S.C., www.cofc.eduCollege of Notre Dame of Maryland, Baltimore, Md., www.ndm.eduColorado State University, Fort Collins, Colo., www.colostate.eduColumbia University, New York, N.Y., www.columbia.eduColumbia College, Columbia, S.C., www.columbiasc.eduCoppin State College, Baltimore, Md., www.coppin.edu Cornell University, Ithaca, N.Y., www.cornell.eduCUNY - Baruch College, New York, N.Y., www.baruch.cuny.eduCUNY - Hunter College, New York, N.Y., www.hunter.cuny.edu

DDartmouth College, Hanover, N.H., www.dartmouth.eduDelaware County Community College, Media, Pa., www.dccc.eduDePaul University, Chicago, Ill., www.depaul.eduDuke University, Durham, N.C., www.duke.edu Duquesne University, Pittsburgh, Pa., www.duq.edu

EEastern Connecticut State University, Willimantic, Conn., www.easternct.eduEastern Michigan University, Ypslanti, Mich., www.emich.eduEastern University, St. Davids, Pa., www.eastern.eduEvangel University, Springfield, Mo., www.evangel.edu

FFairleigh Dickinson University, Teaneck, N.J., www.fdu.eduFlorida Atlantic University, Boca Raton, Fla., www.fau.eduFlorida State University, Tallahassee, Fla., www.fsu.eduFordham University, New York, N.Y., www.fordham.eduFranklin University, Columbus, Ohio, www.franklin.edu



Nonprofit management and fundraising has become professionalized to the point that more than 275 collegesand 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.



GGeorge Mason University, Fairfax, Va., www.gmu.eduGeorge Mason University, Arlington, Va., www.gmu.eduGeorgetown University, Washington, D.C., www. georgetown.eduGeorgia College and State University, Milledgeville, Ga., www.gcsu.eduGeorgia State University, Atlanta, Ga., www.gsu.eduGrace University, Omaha, Neb., www.graceuniversity.eduGrand Valley State University, Grand Rapids, Mich., www.gvsu.edu

HHamline University, St. Paul, Minn., www.hamline.eduHarvard Business School, Boston, Mass., www.hbs.eduHarvard University Kennedy School, Cambridge, Mass., www.hks.harvard.eduHigh Point University, High Point, N.C., www.highpoint.eduHoward University, Washington, D.C., www.howard.edu

IIllinois Institute of Technology, Chicago, Ill., www.iit.eduIndiana State University, Terre Haute, Ind., www.indstate.eduIndiana University – Bloomington, Bloomington, Ind., www.iub.eduIndiana University Lilly School of Philanthropy, Indianapolis, Ind.,www.philanthropy.iupui.edu

JJames Madison University, Harrisonburg, Va., www.jmu.eduJohn Carroll University, University Heights, Ohio, www.jcu.eduJohns Hopkins University, Washington, D.C., www.jhu.eduJohnson State College, Johnson, Vt., www.jsc.edu

KKansas State University, Manhattan, Kan., www.k-state.eduKean University, Union, N.J., www.kean.edu Kennesaw State University, Kennesaw, Ga., www.kennesaw.eduKent State University, Kent, Ohio, www.kent.edu

LLakeland College, Plymouth, Wisc., www.lakeland.eduLaSalle University, Philadelphia, Pa., www.lasalle.eduLawrence Technological University, Southfield, Mich, www.ltu.eduLeMoyne-Owen College, Memphis, Tenn., www.loc.eduLesley College, Cambridge, Mass., www.lesley.eduLindenwood University, St. Charles, Mo., www.lindenwood.eduLong Island University, Brooklyn, N.Y., www.liunet.eduLouisiana State University in Shreveport, Shreveport, La., www.lsus.eduLoyola University Chicago, Chicago, Ill., www.luc.eduLuther College, Decorah, Iowa, www.luther.edu

MMarist College, Poughkeepsie, N.Y., www.marist.eduMarquette University, Milwaukee, Wisc., www.marquette.eduMaryville College, Maryville, Tenn., www.maryvillecollege.eduMarywood University, Scranton, Pa., www.marywood.eduMercer 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.eduMinnesota State University Mankato, Mankato, Minn., www.mnsu.eduMissouri Valley College, Marshall, Mo., www.moval.eduMurray State University, Murray, Ky., www.murraystate.edu

RRamapo College of New Jersey, Mahwah, N.J., www.ramapo.eduRegis College, Weston, Mass., www.regiscollege.eduRhode Island College, Providence, R.I., www.ric.eduRobert Morris University, Moon Township, Pa., www.rmu.eduRoberts Wesleyan College, Rochester, N.Y., www.rwc.eduRockhurst University, Kansas City, Mo., www.rockhurst.eduRollins College, Winter Park, Fla., www.rollins.eduRoosevelt University, Chicago, Ill., www.roosevelt.eduRutgers University, New Brunswick, N.J., www.rutgers.edu

SSacred Heart University, Fairfield, Conn., www.sacredheart.eduSaint Mary’s University of Minnesota, Winona, Minn., www.smumn.eduSalem College, Winston-Salem, N.C., www.salem.eduSalem International University, Salem, W.V., www.salemu.eduSan Francisco State University, San Francisco, Calif., www.sfsu.eduSeattle University, Seattle, Wash., www.seattleu.eduSeton Hall University, South Orange, N.J., www.shu.edu Shaw University, Raleigh, N.C., www.shawuniversity.eduSiena College, Loudonville, N.Y., www.siena.eduSlippery Rock University, Slippery Rock, Pa., www.sru.eduSonoma State University, Rohnert Park, Calif., www.sonoma.eduSouth Dakota State University, Brookings, S.D., www.sdstate.eduSouthern Adventist University, Collegedale, Tenn., www.southern.eduSouthern Connecticut State University, New Haven, Conn., www.southernct.eduSouthern Illinois University, Carbondale, Ill., www.siu.eduSouthern New Hampshire University, Manchester, N.H., www.snhu.eduSouthern Oregon University, Ashland, Ore., www.sou.eduSouthern University, Baton Rouge, La, www.subr.eduSpertus Institute of Jewish Studies, Chicago, Ill., www.spertus.eduSt. Cloud State University, St. Cloud, Minn., www.stcloudstate.eduSt. John Fisher College, Rochester, N.Y., www.sjfc.eduSt. Louis University, St. Louis, Mo., www.slu.eduStanford University, Stanford, Calif., www.stanford.eduStephens College, Columbia, Mo., www.stephens.eduSuffolk University, Boston, Mass., www.suffolk.eduSUNY College at Brockport, Brockport, N.Y., www.brockport.eduSUNY College at Buffalo, Buffalo, N.Y., www.buffalostate.eduSUNY College at Oswego, Oswego, N.Y., www.oswego.eduSUNY University at Albany, Albany, N.Y., www.albany.eduSUNY University at Buffalo, Buffalo, N.Y., www.buffalo.eduSyracuse University, Syracuse, N.Y., www.syr.edu

TTemple University, Philadelphia, Pa., www.temple.edu Texas A&M University, College Station, Tx., www.tamu.eduTexas Tech University, Lubbock, Tx., www.ttu.eduThe College of New Jersey, Ewing, N.J., www.tcnj.eduThe George Washington University, Washington, D.C., www.gwu.eduThe New School, New York, N.Y., www.newschool.eduThe Richard Stockton College of New Jersey, Pomona, N.J., www.stockton.eduTidewater Community College, Norfolk, Va., www.tcc.eduToccoa Falls College, Toccoa Falls, Ga., www.tfc.eduTrinity International University, Deerfield, Ill., www.tiu.eduTroy University, Troy, Ala., www.troy.eduTufts University, Medford, Mass., ase.tufts.edu

UUniversity of Akron, Akron, Ohio, www.uakron.eduUniversity of Alabama at Birmingham, Birmingham, Ala., www.uab.eduUniversity of Arizona, Tucson, Az., www.arizona.eduUniversity of Arkansas at Fayetteville, Fayetteville, Ark., www.uark.eduUniversity of Arkansas at Little Rock, Little Rock, Ark., www.ualr.edu University of Baltimore, Baltimore, M.D., www.ubalt.eduUniversity of California at Berkeley, Berkeley, Calif., www.berkeley.eduUniversity of California at Irvine, Irvine, Calif., www.uci.eduUniversity of California at Los Angeles, Los Angeles, Calif., www.ucla.eduUniversity of California at Riverside, Riverside, Calif., www.ucr.eduUniversity of Central Florida, Orlando, Fla., wwwucf.eduUniversity of Colorado, Colorado Springs, Colorado Springs, Colo., www.uccs.eduUniversity of Colorado at Denver, Denver, Colo., www.ucdenver.eduUniversity of Connecticut, West Hartford, Conn., http://hartford.uconn.eduUniversity of Connecticut, Storrs, Conn., www.uconn.eduUniversity of Delaware, Newark, Del., www.udel.eduUniversity of Florida, Gainesville, Fla., www.ufl.edu University of Georgia, Athens, Ga., www.uga.eduUniversity of Houston, Houston, Tx., www.uh.eduUniversity of Houston – Victoria, Victoria, Tx., www.uhv.eduUniversity of Illinois at Chicago, Chicago, Ill., www.uic.eduUniversity of Illinois at Springfield, Springfield, Ill., www.uis.edu

University of Illinois at Urbana, Urbana, Ill., http://illinois.eduUniversity of Iowa, Iowa City, Ia., www.uiowa.eduUniversity of Kentucky Martin School, Lexington, Ken., www.martin.uky.eduUniversity of Maryland at College Park, College Park, Md., www.umd.eduUniversity of Massachusetts Boston, Boston, Mass., www.umb.eduUniversity of Massachusetts, Amherst, Amherst, Mass., www.umass.eduUniversity of Memphis, Memphis, Tenn., www.memphis.eduUniversity of Michigan, Ann Arbor, Mich., www.umich.eduUniversity of Michigan-Dearborn, Dearborn, Mich., www.umd.umich.eduUniversity of Minnesota, Minneapolis, Minn., www.hhh.umn.eduUniversity of Missouri at Kansas City, Kansas City, Mo., www.umkc.eduUniversity of Missouri at St. Louis, St. Louis, Mo., www.umsl.eduUniversity of Montana, Missoula, Mont., www.umt.eduUniversity of Nebraska at Omaha, Omaha, Neb., www.unomaha.eduUniversity of Nevada, Las Vegas, Las Vegas, Nev., www.unlv.eduUniversity of New Hampshire, Durham, N.H., www.unh.eduUniversity of North Carolina at Greensboro, Greensboro, N.C., www.uncg.eduUniversity of North Carolina at Chapel Hill, Chapel Hill, N.C., www.mpa.unc.eduUniversity of North Carolina Wilmington, Wilmington, N.C., www.uncw.eduUniversity of North Carolina-Charlotte, Charlotte, N.C., www.uncc.eduUniversity of North Dakota, Grand Forks, N.D., www.und.eduUniversity of North Florida, Jacksonville, Fla., www.unf.eduUniversity of North Texas, Denton, Tx., www.unt.eduUniversity of Northern Colorado, Greeley, Colo., www.mcb.unco.eduUniversity of Northern Iowa, Cedar Falls, Ia., www.uni.eduUniversity of Notre Dame, Notre Dame, Ind., www.nd.eduUniversity of Oregon, Eugene, Ore., https://uoregon.eduUniversity of Pennsylvania, Philadelphia, Pa., www.upenn.eduUniversity of Pittsburgh, Pittsburgh, Pa., www.pitt.eduUniversity of Phoenix, online/various cities, www.phoenix.eduUniversity of Richmond, Richmond, Va., www.richmond.eduUniversity of San Diego, San Diego, Calif., www.sandiego.eduUniversity of San Francisco, San Francisco, Calif., www.usfca.eduUniversity of South Carolina, Columbia, S.C., www.cosw.sc.eduUniversity of South Carolina Upstate, Spartanburg, S.C., www.uscupstate.eduUniversity of South Dakota, Vermillion, S.D., www.usd.eduUniversity of South Florida, Tampa, Fla., www.usf.eduUniversity of Southern California, Los Angeles, Calif., www.usc.eduUniversity of Southern Maine, Portland, Me., http://usm.maine.eduUniversity of Southern Mississippi, Hattiesburg, Miss., www.usm.eduUniversity of St. Thomas, Minneapolis, Minn., www.stthomas.edu

N P T P R O F E S S I O N A L D E V E L O P M E N T P U L L O U T S E C T I O NContinued from page 25

NNew England College, Henniker, N.H., www.nec.eduNew York University, New York, N.Y, www.scps.nyu.eduNorth Carolina State University, Raleigh, N.C., www.ncsu.eduNorth Park University, Chicago, Ill., www.northpark.eduNorthern Illinois University, De Kalb, Ill., www.mpa.niu.eduNorthwest University, Kirkland, Wash., www.northwestu.eduNorthwestern University, Evanston, Ill., www.kellogg.northwestern.eduNorthwestern University School of Cont. Studies, Chicago, Ill., www.northwestern.edu

OOakland University, Rochester, Mich., www2.oakland.eduOhio State University, Columbus, Ohio, ww.osu.eduOhio University, Athens, Ohio, www.ohio.eduOklahoma City University, Oklahoma City, Okla., www.okcu.edu

PPace University, White Plains, N.Y., www.pace.eduPark University, Kansas City, Mo., www.park.eduPepperdine University, Malibu, Calif., www.pepperdine.eduPiedmont Baptist College, Winston-Salem, N.C., www.pbc.eduPortland State University, Portland, Ore., www.pdx.eduProvidence College, Providence, R.I., www.providence.edu

University of Tampa, Tampa, Fla., www.ut.eduUniversity of Tennessee, Chattanooga, Chattanooga, Tenn., www.utc.eduUniversity of Texas at Arlington, Arlington, Tx., www.uta.eduUniversity of Texas at Austin, Austin, Tx., www.utexas.eduUniversity of Texas at San Antonio, San Antonio, Tx., www.utsa.eduUniversity of the District of Columbia, Washington, D.C., www.udc.eduUniversity of Utah, Salt Lake City, Utah, www.utah.eduUniversity of Washington, Seattle, Wash., www.washington.eduUniversity of Washington, Tacoma, Tacoma, Wash., www.tacoma.uw.eduUniversity of West Florida, Pensacola, Fla., www.uwf.eduUniversity of Wisconsin – Milwaukee, Milwaukee, Wisc., www4.uwm.eduUniversity of Wisconsin, Madison, Madison, Wisc., www.dcs.wisc.eduUniversity of Wisconsin-Superior, Superior, Wisc., www.uwsuper.eduUpper Iowa University, Fayette, Ia., www.uiu.edu

VVanderbilt University, Nashville, Tenn., www.vanderbilt.eduVillanova University, Villanova, Pa., www.villanova.eduVirginia Commonwealth University, Richmond, Va., www.vcu.eduVirginia Tech, Blacksburg, Va., www.vt.edu

WWalsh College, Troy, Mich., www.walshcollege.eduWashburn University, Topeka, Kan., www.washburn.eduWashington University in Saint Louis, Saint Louis, Mo., http://wustl.eduWayne State University, Detroit, Mich., https://wayne.eduWest Virginia University, Morgantown, W.V., www.wvu.eduWestern Illinois University, Macomb, Ill., www.wiu.eduWestern Kentucky University, Bowling Green, Ky., www.wku.eduWestern Michigan University, Kalamazoo, Mich., www.wmich.eduWheelock College, Boston, Mass., www.wheelock.eduWidener University, Chester, Pa., www.widener.eduWinthrop University, Rock Hill, S.C., www.winthrop.eduWorcester State College, Worcester, Mass., www.worcester.eduWright State University, Dayton, Ohio, www.wright.edu

YYale University, New Haven, Conn., www.yale.eduYeshiva University, New York, N.Y, www.yu.eduYoungstown State University, Youngstown, Ohio, www.ysu.edu


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