The University of Central Florida’s Master of Nonprofit Management program is an international leader in graduate nonprofit management education and research, providing the highest quality graduate public service education for careers in the nonprofit sector.  In partnership with the community, the program positively impacts the nonprofit sector through a contemporary curriculum, innovative instruction, and scholarly and applied research.


The Master of Nonprofit Management program prepares students for professional public service leadership in the nonprofit sector through a competency-based curriculum set on a foundation of ethical principles, community engagement, and scholarship that creates usable, relevant knowledge to address complex societal issues in Central Florida and beyond.

Public Service Values

The Master of Nonprofit Management program is dedicated to advancing public service values and civic leadership in the nonprofit sector. For our faculty and students, public service values are demonstrated by adhering to ethical principles of behavior and by acting in a professional manner.

Ethical Principles -We adhere to the following ethical principles of conduct as the foundation of public service:

• Integrity – acting in a truthful, transparent manner and honoring promises;
• Fairness – acting in way that is just and equitable to all while avoiding undue burden on the most vulnerable in our society;
• Social Justice – identifying and addressing the unfair burdens experienced by groups of individuals through intentional and unintentional policies, laws, and societal projects and practices;
• Benevolence – acting in a way that promotes the public good, avoids harm, and respects the worth of each individual.

Professional Principles – We adhere to the following professional principles to advance public service as a profession:

• Commitment – passion to pursue the public interest with accountability and transparency;
• Competence – having the most current knowledge and skills to serve the public interest with efficiency and objectivity;
• Accountability – accepting responsibility for professional decisions and actions.

The Strategic Plan Process

We began the strategic planning process in 2012 when advisory board members, faculty, staff and students participated in a retreat to guide the direction of the program for the next five academic years. The retreat was facilitated by Marilyn Crotty, director of the Institute of Government, who guided the participants in an assessment of the strengths, weaknesses, opportunities and threats facing the Master of Nonprofit Management program. They then identified the strategic issues facing the program and formulated them into five goals.

Work groups were created to develop objectives and strategies for each goal. Over the next three months these work groups met to draft these objectives and strategies.  During this time, the M.N.M. program was undergoing a state-required seven-year review, which required a self-study and outside reviewers to provide a report to UCF’s Division of Academic Affairs. The recommendations from the outside reviewers to improve the M.N.M. program have been included in this strategic plan. A draft of the completed plan was sent to the nonprofit advisory board for review, and the faculty of the School of Public Administration approved the plan in May 2013.

This plan reflects more than a year of work by multiple stakeholders, who are dedicated to addressing the strategic issues facing the M.N.M. program at the University of Central Florida. The plan will be assessed at the quarterly nonprofit advisory board meetings, using the strategic issues as the format for the meeting agenda.

Nonprofit Management Program Strategic Plan 2012-2017

The Master of Nonprofit Management program’s goals and objectives include the following:

  • Goal 1: Strengthen the overall student experience
    • Develop social network platforms to provide all nonprofit students with access to resources, professional contacts and support from alumni as well as opportunities for professional and educational networking.
    • Create and establish innovative ways to engage students in experiential learning in the online environment and through service learning.
    • Develop career services for nonprofit organizations.
  • Goal 2: Increase alumni connections and interactions
    • Promote and strengthen strong alumni interactions.
    • Offer alumni support on an annual basis to reflect successful career placements and increasing upward mobility chances for those employed.
  • Goal 3: Continuously improve the quality of the curriculum
    • Develop a process to continuously improve the curriculum that balances scholarship with practice.
    • Increase professional impact by making conference presentations and publishing scholarly articles.
    • Increase academic impact through the development of a Ph.D. program.
    • Increase the visibility of the MNM program among key constituencies that impact ranking.
    • Expand numbers of dedicated nonprofit faculty to meet current student demand.
  • Goal 4: Increase the resources of the nonprofit programs
    • Increase program enrollment each year.
    • Establish an endowed student scholarship for a nonprofit student.
    • Explore opportunities for additional partnerships within UCF.
    • Explore partnerships within the nonprofit community.
    • Brand the programs.
    • Enhance the quality of communication with the community.
    • Strengthen the advisory board.
  • Goal 5: Increase the program’s impact on the community
    • Have faculty and students partner with the Center for Public and Nonprofit Management to conduct nonprofit research, producing one study per year.
    • Utilize service learning projects to improve the community annually.
    • Create mechanisms for the generation of new ideas to solve community problems.
    • Explore ways for the program to transform communities.

Note: The objectives in the full plan each contain measures and time for completion, which the advisory board uses for assessment.