63 - Number of undergraduates who earned a degree 2015-16
56 - Number of MPA graduates in 2015-16
57 - Number of MNM graduates in 2015-16
5 - Number of M.S.-URP graduates in 2015-16
17 - National ranking of the MNM program by U.S. News and World Report
63 - National ranking of the M.P.A. program by U.S. News and World Report
13 - Number of MRA graduates in 2015-16
193 - Total number of degrees awarded by SPA in 2015-16
School of Public Administration
College of Health and Public Affairs
University of Central Florida
4364 Scorpius Street Orlando, FL 32816-1395
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
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
• 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
• 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
• 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
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
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
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
Create and establish innovative ways to engage students in
experiential learning in the online environment and through service
Develop career services for nonprofit organizations.
Goal 2: Increase alumni connections and
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
Goal 3: Continuously improve the quality of
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.
Increase the visibility of the M.N.M. program among key
constituencies that impact ranking.
Expand numbers of dedicated nonprofit faculty to meet current
Goal 4: Increase the resources of the
Increase program enrollment each year.
Establish an endowed student scholarship for a nonprofit
Explore opportunities for additional partnerships within
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
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
Create mechanisms for the generation of new ideas to solve
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