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This study investigated the student perspective on nonprofit management education. Students in six nonprofit management graduate and certificate programs affiliated with the Building Bridges Initiative were surveyed, and 256 responses were received (50% response rate). This group of students was distinguished by the fact that most were employed full-time, employed in the nonprofit sector. Also, 71% were seeking a program within a 1-hour drive. The race and ethnicity of these students (80% white/Caucasian, 16% students of color) closely matched the employment composition of the nonprofit sector. Students were continuing their education mostly for personal development and skill acquisition than for increased income. About 50% received some type of financial support from their employer and 44% received time off for educational purposes. Course topics that focus on internal operations unique to the nonprofit sector were viewed as being the most important for managing and leading nonprofit organizations. Most students were satisfied with their educational programs, although students did note room for improvement, especially in the development and strengthening of linkages with the nonprofit sector. (Contains 5 tables and 12 references.) (SLD)

This document presents findings about the development and sustainability of academic nonprofit centers. It describes how such centers, which focus on the management and development of the nonprofit sector, work. The findings are based on a literature review, 16 personal interviews with current or former directors of nonprofit management or philanthropy focused academic centers, and program proposals and annual reports submitted by more than 20 academic nonprofit academic centers and programs funded in the past 10 years by the W. K. Kellogg Foundation. Academic centers and academic departments often have similar missions, are staffed by faculty, and influence the culture of higher education, but centers tend to be more task-focused and interdisciplinary than academic departments. Centers tend to be boundary-spanning organizations that connect academic interests with external stakeholders. Centers develop in various ways, but external funders are often catalysts in center formation. The directors of academic nonprofit centers also tend to be boundary spanners, who are academic entrepreneurs with experience many traditional academics may lack. Institutional stability and academic credibility are two major challenge academic nonprofit centers face. To address these and other challenges, some recommendations are made for center directors for funding, involving faculty, building relationships, and networking. Some recommendations are also made for external funders. (Contains 12 references.) (SLD)