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In support of an educated nonprofit sector
Nonprofit organizations - once operated as volunteer-run grassroots operations - have become a significant part of mainstream society, growing faster than the private and public sectors as a percent of the total workforce in the U.S. External demands for accountability combined with contemporary social and economic barriers to success, have made the professionalization of the sector more necessary than ever.
Professionalization, which includes certifications and advanced degrees, benefits nonprofit organizations through improvements in strategy, innovation, and effectiveness - all of which contribute to an organizational culture that supports the needs of staff.
Workers in the sector are motivated by a desire to “do good” in society and therefore hold the passion and ambition to make improvements to systems and processes that create social change. Significant stressors exist, however, as revealed by the COVID-19 pandemic and continuing economic and political unrest. The intrinsic value of work in the nonprofit sector is challenged by increased cost of living and burnout from the growing demands on workers. Nonprofit organizations must therefore respond to support their workers and their career goals if they are to continue to deliver the high-quality, community-based solutions that the sector is known for.
But just as necessary as the community-based approach is to the success of a nonprofit, so too is the need for staff to be involved in developing this solution. Therefore, nonprofit leaders should work to develop a monitoring, evaluation, and learning plan, surveying and consulting with staff in order to provide support that those individuals find valuable. This process can expose skill gaps, opportunities for growth that may exist, and give leaders the opportunity to communicate each individual’s value to the organization.
Dedicated professional development time, in addition to organizational budgeting for training, can offer additional incentives for staff of nonprofit organizations as a counter to long-held sentiments and practices around low compensation. It can also support nonprofit workers in the pursuit of additional certifications and education, leading to improved outcomes in the organization.
Sabbaticals are a well-known benefit of working in higher education. In recent years, this model of promoting rest and deep exploration of specific topics has increasingly been adopted within nonprofit organizations. For nonprofits, sabbaticals offer the opportunity for leadership and staff to pursue professional development and personal growth, such as additional credentials or degrees that will benefit their career and the organization.
Once the needs of the organization and its staff have been defined, leadership should work to incorporate fulfillment of those needs into its annual budgeting process. Even the smallest nonprofit organizations can benefit from investment in professional development, so where budget limitations exist, partnerships and additional funding should be considered to help offset the cost.
Partnerships can also be useful for incorporating flexible work arrangements like shared office space and administrative resources. These types of arrangements can enable staff to pursue professional development opportunities and advanced degrees during normal business hours.
Flexible work arrangements also extend beyond working hours and location, to include cross-departmental collaboration, which can help staff learn while on the job, and reduce the effects of burnout by allowing an expansion in work tasks.
When nonprofit leaders invest in the development of their staff, they invest in the success of the organization, and therefore of themselves as all are intertwined. Nonprofit mission fulfillment starts from within - fulfilled staff are more able to respond to the needs of their constituents and stakeholders. The long-range impacts of these investments can also benefit the sector as a whole by improving the reputation of nonprofits as highly-sought-after workplaces with strong cultures of growth, and a balance of intrinsic and extrinsic value.
Lauren Smith is a nonprofit development professional with more than a decade of experience identifying and nurturing opportunities for organizational collaboration and growth. Lauren is a Fall 2025 graduate of the Master of Nonprofit Leadership and Management program. Her mission is to inspire others to care; accomplished through her work in photography and storytelling.
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Grow as a nonprofit professional with a certificate from the Nonprofit Management Institute
The ASU Lodestar Center's Nonprofit Management Institute provides the knowledge, tools and connections for you to become an effective nonprofit professional, volunteer or board member and to help your organization grow. Since 1993, the ASU Lodestar Center's Nonprofit Management Institute (NMI) has taught nonprofit professionals the most up-to-date trends affecting the sector today; how to lead and manage staff, volunteers and board members more effectively; and how to make strategic planning, marketing, fundraising and resource development work for you.