The Center for Nonprofit Strategy and Management's newsletter features short pieces exploring timely issues facing nonprofit organizations today, and profiles students, alumni, and faculty whose work advances CNSM's mission of community engagement, teaching, and research.


Our Fall 2016 newsletter brings news of major changes in our school. We are starting a new era that brings exciting initiatives that will strengthen our existing programs and take us into new areas of scholarship and teaching. CNSM Director Jack Krauskopf outlines the changes and comments on their impact on nonprofit research and teaching at MSPIA.

Also in this newsletter, we highlight the new book by CNSM faculty affiliate Els de Graauw; Professor Emeritus Fred Lane profiles the career of Baruch alumnus Lorenzo Brown; CNSM Academic Director John Casey interviews adjunct professor Brooke Ritchie-Babbage; and we chronicle news about our public seminars, executive programs, and internships.

We hope you enjoy reading about recent developments at CNSM

Jack Krauskopf, Distinguished Lecturer and Director
Nicole Marwell, Associate Professor and Academic Director

By Jack Krauskopf, Distinguished Lecturer and Director CNSM

We are very pleased to announce that Baruch College has received a transformational gift of $30 million from a generous alumnus, Austin W. Marxe (BBA '65). This gift will endow and name the Austin W. Marxe School of Public and International Affairs (MSPIA), which was previously for 22 years the School of Public Affairs at Baruch. Concurrently, David S. Birdsell, PhD, who has served with distinction as dean for the past 10 years, is being named the Marxe Dean and Professor. Mr. Marxe's philanthropy is the largest single gift ever received by Baruch College, and it ties for the second-largest contribution in the history of The City University of New York (CUNY).

As part of its broadened scope, MSPIA is also initiating a new Master in International Affairs degree with the first students to enter in fall 2017. This MIA degree will include concentrations in International Nongovernmental Organizations, Trade Policy and Global Economic Governance, and Western Hemisphere Affairs. The degree program will build on Baruch's location in New York City, its role as a global city, and the School's two decades of work with New York's nonprofit sector.

And we are hiring!! Faculty searches are underway for a senior position in nonprofit management (Professor or Associate Professor). Other searches this fall include two positions for the new International Affairs degree program, a Lecturer position in quantitative analysis and community development, a budget and finance tenure track position, and a position in environmental sustainability. If you are interested in coming to work at Baruch, watch for these positions to be posted on the employment opportunities page at:

Faculty Profile
By John Casey, Associate Professor and Academic Director CNSM

In addition to full-time faculty, nonprofit sector professionals teach as adjunct faculty in MSPIA. Brooke Richie-Babbage is the Founder and Executive Director of the Resilience Advocacy Project (RAP). Prior to founding RAP, Brooke worked as a Skadden Fellow and staff attorney at the National Center for Law and Economic Justice in New York, taught the history of social welfare law and policy at Tufts, and consulted for The Center for Law and Social Policy. She received her JD and MPP from Harvard, and her undergraduate degree from Yale. In MSPIA she has taught nonprofit management and governance in the MPA and in our leadership development programs.

I asked her some questions about her work and teaching.

1) Why did you start RAP?
I started RAP because I wanted to test new ways of using the law to fight poverty. As a lawyer, I believe in the unique role of the law in our society as an indicator of our core values. So I have always cared very deeply about what the law says about, and how it is implemented in the lives of, the millions of children living in poverty. Throughout my years working as a lawyer and policy advocate, one thing I saw consistently was that despite living lives saturated by law - from the school system, to the public housing system, to the police system - young people living in poverty were not actually being engaged as stakeholders in their own legal lives. I wanted to create a space that gave them the power to understand, effectively navigate, and ultimately help shape, the laws and government systems impacting them.

2) You are a busy Executive Director. Why do you also teach as an adjunct at Baruch?
I believe in the importance and power of the nonprofit sector and one of the most fulfilling things I do every year is work with passionate, interesting students who want to work in and/or contribute to the sector in some way. The nonprofit and public sectors are shifting and changing in fascinating and significant ways, and I love working with the students who will be helping to shape the sector in the coming years — making sure that they have a framework within which to think about and engage with our sector so that they can be thoughtful, deliberate and strategic stakeholders.

3) You have a Master of Public Policy from Harvard. Can you comment on any similarities and differences in your own studies and what you see at Baruch?
One of the most interesting similarities between the two programs is the engagement of practitioners as instructors. When I was at the Kennedy School, a significant number of my courses was taught by people who had actually done the work they were talking about, and I found that to be extremely exciting. Baruch's program - like Harvard's - strives to prepare graduates to engage in real, impactful work when they graduate. One of the best ways to do that is to expose students to people who can both discuss the theory and fundamentals, as well as provide insight into the realities and the nuances of what it means to work in the nonprofit and public sectors.


Lorenzo Brown, MPA '01, Founder and Executive Director, Heaven's Hands Community Services
By Frederick S. Lane. Professor Emeritus of Public Affairs

Lorenzo Brown grew up in Jamaica, Queens, in the 1970s and benefitted from busing to Forest Hills High School, but he didn't feel ready for college after he graduated.

Seeking structure and never afraid of risk, Lorenzo joined the Marines.

Today Lorenzo Brown is a notable social entrepreneur and the Executive Director of Heaven's Hands Community Services, Inc., a Brooklyn-based nonprofit organization serving the developmentally disabled.

In between the Marines and Heaven's Hands, Lorenzo worked in residential social service agencies in Louisiana, Massachusetts, and back in Queens. He earned his baccalaureate from SUNY's Empire State College and his Master of Public Administration degree from Baruch.

Lorenzo says he had no idea in advance about what the Baruch experience would mean. In an interview in October, 2016, he pointed out that "each class had its own approach to thinking about data, presenting an analytical and strategic perspective." Lorenzo indicates he got the tools he needed at Baruch, especially planning and problem solving as well as seeing outcomes from the varying perspectives of multiple stakeholders.

From 1997 to 2003, Lorenzo worked at a New York-based umbrella organization guiding nonprofits about issues affecting individuals with developmental disabilities, regulations, programs, and training. Along with the Marine Corps and Baruch, it was here that the idea to create a start-up originated. Lorenzo relates, "I thought I could do better." He wanted to "do things right--quality" in serving program recipients.

Founded in 2003 with just a staff of three, Heaven's Hands began by listening—going door-to-door, family-to-family in order to "understand the challenges people faced when caring at home for a loved one with an intellectual or developmental disability," according to Heaven Hand's website. Today Heaven's Hands is a $9,000,000-a-year charity serving more than 800 individuals and their families. Services include direct support staff working with individuals and families in their homes throughout New York City as well as service coordinators to help individuals obtain and manage needed services.

Along the way, Lorenzo joined with other nonprofit executives to form the New York Association of Emerging and Multicultural Providers, the "first association of providers recognized by the New York State Office of People with Developmental Disabilities, dedicated to mentoring and supporting start-up agencies and providers serving multi-cultural communities of individuals with developmental disabilities."

What does Lorenzo Brown advise current MPA students focused on careers in nonprofit organizations? First, "Nonprofit human services are not going to be shrinking. Nonprofits are a permanent partner of government," according to Lorenzo. Second, "At least in developmental disabilities and human services, there is a changing of the guard. Good will is not enough by itself. There is more scrutiny, more competition, more accountability. Social service enterprises are nonprofit businesses, and have to act that way."

What about leadership in a nonprofit organization? Yes, the CEO is responsible for overall development of the agency and its mission, maintaining financial viability, and "positioning the agency for future growth and expansion." Although self-confident, Lorenzo is quick to point out that "I don't have all the answers." Any nonprofit CEO has to "surround himself with people who know more than you do" and must "help the staff continue to grow."


CNSM faculty affiliate Assistant Professor Els de Graauw (Political Science and the Marxe School of Public and International Affairs) recently published her book Making Immigrant Rights Real: Nonprofits and the Politics of Integration in San Francisco (Cornell University Press, April 2016; paperback $22.95).

The book examines how community-based nonprofit organizations have promoted the integration of disadvantaged immigrants, who often lack the opportunities and resources to make their voices heard in the American political process. Drawing on three policy case studies in San Francisco on the issues of immigrant language access, labor rights, and municipal ID cards, she develops a tripartite model of advocacy strategies that nonprofits have used to propose, enact, and implement immigrant-friendly policies: administrative advocacy, cross-sectoral and cross-organizational collaborations, and strategic issue framing. In discussing these advocacy strategies, de Graauw shows how 501(c)(3) nonprofits have been able to overcome notable constraints on their political activities, including limits on their lobbying and partisan electioneering, limited organizational resources, and frequent reliance on government funding. Immigrant rights advocates also operate in a national context of fractured public support for and opposition to immigrant rights. In Making Immigrant Rights Real, de Graauw shows that immigrant-serving nonprofits can make impressive policy gains despite these limitations, and she explores how other cities can learn from the San Francisco experiences.

Making Immigrant Rights Real contributes to several timely debates. In political science literature, for example, explanations of immigrants' integration into the American political system tend to focus on microlevel determinants, such as immigrants' individual resources, skills, and interests, and macrolevel variables, including a range of policy, institutional, and contextual factors. de Graauw instead underscores the important role of mesolevel structures—local nonprofit organizations that can mediate between immigrant individuals and larger political communities—in the integration process. The book also shifts attention away from the popular focus on electoral participation by highlighting that policy representation and implementation are other key dimensions of immigrants' political integration. It adds to the growing literature on state and local anti-immigrant policy activism by demonstrating that nonprofit advocates can play and have played a critical role in helping city officials to make immigrant rights real. Furthermore, the book underscores that civil society scholarship needs to examine how nonprofit organizations interact with a variety of political institutions beyond the legislature, including executive and judicial officials, other advocacy organizations, and the media. Finally, the book emphasizes just how important nonprofits have become as urban political actors, with a unique ability to advocate for immigrants and other disadvantaged city residents.

By Matthew Simon. Graduate Assistant, CNSM

The Center for Nonprofit Strategy and Management has begun the fall semester by presenting two seminars highlighting important aspects of operating a successful nonprofit organization.

In September Dean David Birdsell moderated a panel that featured board leaders from the finalists for the Brooke W. Mahoney Award for Outstanding Board Leadership. The session was co-hosted by Baruch College and the Governance Matters project New York Council of Nonprofits (NYCON). The finalists -- Gallop NYC, DOROT, Leake & Watts Services, The Storefront Academy, and Union Settlement Association -- were each represented by prominent board members to speak on behalf of their respective practices and procedures. The night featured insight and wisdom ranging from welcoming new board members to time and financial commitments needed to making sure that board members and the organization are the right fit for each other. The engaging discussion offered perspective on different ways that members interact with the organization and highlighted how important a strong and involved board is for an organizations success.

In October CNSM welcomed leaders from organizations that are leading the way in constituent involvement with a seminar entitled, "Making Social Change: Nonprofit Leaders Share Models for Deeper Community Engagement". Maria Mottola, executive director of the New York Foundation, lead a panel through a range of topics to find out how each nonprofit had been successful in involving the constituents they serve in key decision making and letting the community be their guides. Panel participants were: Michelina Ferrara, Deputy Director of, Atlas: DIY, Sean Thomas-Breitfeld, Co-Director, Building Movement Project; Jill Eisenhard, Founder & Executive Director, Red Hook Initiative; Aracelis Lucero, Executive Director, MASA; Michelle Neugebauer, Executive Director, Cypress Hills Local Development Corporation. Over the course of the seminar, they highlighted their the key methods for engaging with recipients of their organizations services and emphasizing the importance of listening while striving to maintain their original mission goals. Panel members stressed that community based nonprofits serve as vital links between residents and outside providers and underlined the inherent need of trust and transparency between their organizations and their neighbors.

Information about all CNSM events, including links to full videos and PowerPoint presentations from past events can be found at:


MSPIA offers numerous carefully managed internships as a three-way partnership between the student, the host organization and the school.

Graduate Programs
Beginning more than 30 years ago, our partnership with National Urban Fellows has trained individuals for leadership roles in the public and nonprofit sectors through a fourteen month program that combines a full-time mentorship at a leading nonprofit organization, foundation or government agency in cities around the country with coursework leading to a Master of Public Administration degree. Other longstanding graduate internships include programs in higher education for future college administrators and individuals seeking New York State certification as School Building Leaders and School District Leaders.

The Washington Semester Program provides an opportunity for MPA candidates to spend a semester living and working in Washington, DC while earning academic credit for courses taught by MSPIA faculty. This year seven students are working at the U.S. Department of Commerce, the Capitol Hill offices of Senator Gillibrand and Congressman Meeks, the National Women's Law Center, the Truth Initiative, the American Action Council and Food & Water Watch.

Undergraduate Programs
MSPIA also offers numerous internship opportunities for undergraduate students studying for the Bachelor of Science in Public Affairs degree. The Nonprofit Leadership Alliance is a national organization dedicated to developing a workforce that meets the specialized needs of the nonprofit sector. The NLA program includes a three-credit course, a 300 hour internship and participation in a national conference. Students who successfully complete the program receive the Certified Nonprofit Professional (CNP) credential based on achieving 10 core competencies that have been identified as critical to success in the sector.

The Hagedorn Internship Program provides a $1,500 stipend for undergraduate students to complete a 150 hour internship at a nonprofit organization during the semester, as well as a 3-credit course. This program was funded by a generous grant from Baruch alumna Amy Hagedorn.

Numerous MSPIA students plan to work in government following graduation and there are several opportunities for these young people to gain experience in the public sector. The New York City Council Internship Program combines an eight week internship with a course taught by a former council member. Each spring semester, several MSPIA students participate in the New York State Senate and Assembly Internship Programs. They receive a stipend from both the legislature and the City University of New York to support their living expenses in Albany while earning 15 course credits.

For further information, contact Distinguished Lecturer Michael Feller


The Office of Executive Programs (OEP) at MSPIA has been expanding its programming for nonprofit professionals. Managing our non-credit programs, OEP recently added two new certificates and two new courses to its current offerings.

Launched in October 18th, the Government Procurement for Not-for-Profit Organizations Certificate, provides training and information to enable providers to effectively contract with local government entities. The 16 hour program, running on Tuesday evenings covers best practices protocols, tips from practitioners, and actual hands-on exercises on existing request for proposals. Some of the topics covered during the program include introduction to contracting, accessing contract opportunities, requests from proposals, contract management and discretionary awards. For more information on this program visit our website here.

To continue building the financial skills of nonprofit professionals, a new addition to our Not-for-Profit Financial Management and Reporting program was developed and will be launched this fall 2016. The name of this new certificate is Not-for-Profit Budgeting for Sustainability and Cash Flow Planning. This program presents a step-by-step method for creating and using the organization's annual budget. This 10 hour program for nonprofit leaders, board members and staff; covers the development of cash flow projections, measuring key ratios related to cash flow analysis, and preparing for board's approval among other. To learn more about this program visit our website here.

The education and training that OEP provides not only builds the skills of New Yorkers, but national and international leaders in government and non-governmental organizations. Programs have been developed for international groups coming from Durango, Mexico and Singapore on their respective languages and/or using translators. With an increase in the demand for international education, OEP launched a series of webinars that are inter-connected with our current in-classroom programming. Such is the case of the Planning for Impact: Logic Models one hour webinar which is a supplement to our Impact for Measurement and Reporting Certificate program. The same applies for our 90 minute Analytics online session which supplements our Finding Prospective Donors with Analytics program.

OEP's spring 2017 semester brings new programming that serves an audience that is eager to bring their skills to the nonprofit sector. Professionals coming from corporate interested in transitioning into the nonprofit and retired leaders willing to provide their expertise can now participate in our 12 hour Making a Career Transition to the Nonprofit Sector course. This interactive course provides participants with the tools and training needed to evaluate and chart a new career path into the nonprofit sector. Topics include an overview of the nonprofit sector, including distinctions between the for-profit and nonprofit, pros and cons of working in the sector; and identifying transferable skills from paid and volunteer work that could lead to potential positions in the nonprofit among others. The program also incorporates informational interviews to conduct research and build a network. To learn more about this program visit our website here.

More information about OEP and its programs can be found on our website.