Nonprofit Leadership Alliance
1801 Main Street
Kansas City MO 64108
170 new CNPs were certified on-site at AMI 2012 Kansas City
Mission Statement
The Nonprofit Leadership Alliance strengthens the social sector with a talented, prepared workforce.
CEO/Executive Director Mrs. Susan Tomlinson Schmidt MPA, CNP
Board Chair Mr. Jimmie Stark
Board Chair Company Affiliation Retired, PricewaterhouseCoopers
History and Background
Year of Incorporation 1961
Former Names
American Humanics, Inc.
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Mission Statement
The Nonprofit Leadership Alliance strengthens the social sector with a talented, prepared workforce.
Background Statement

Since 1948, the Nonprofit Leadership Alliance has strengthened the social sector through a well-prepared and talented workforce. The Alliance offers educational options for college students and others seeking nonprofit careers and provides linkages between its qualified talent and nonprofit organizations.  Its nationally-recognized credential (Certified Nonprofit Professional or CNP) is awarded to those who have completed the Alliance's professionally-vetted, outcome-based and experientially-focused program on one of our affiliated campuses (all of which are accredited institutions of higher education).  The Alliance recruits talented individuals to nonprofit careers, and increases public awareness of the value and rewards of this important career path.

We bring together educational institutions, credentialed nonprofit professionals, students, nonprofit organizations, the philanthropic community, academic researchers, thought leaders and others involved in the sector. These stakeholders unite in a cooperative search for solutions that will improve opportunities and impact.  By aligning the key stakeholders than can make a difference in building a qualified nonprofit talent pool, the Alliance represents a powerful force for improving the sector. 
Impact Statement

Accomplishments for FY 2016:

  • The Alliance launched a new initiative that connects former military personnel to nonprofit careers. The pilot included 75 veterans who are part of The Mission Continues network. These individuals are participating in an online leadership development program that includes coursework and service. Participants received extensive career counseling and resources. Upon completion, they will earn the Alliance’s Certified Nonprofit Professional (CNP) credential.

  • In order to address the demand for qualified nonprofit professionals, the Alliance must expand the ways that students can earn the CNP. To that end, we added the following campuses to our network last fiscal year: University of Colorado-Denver, Metropolitan State University, University of North Texas-Dallas, Madison College. We also launched a virtual learning platform that allows students to earn the CNP credential in a completely online environment.

  • We hosted our annual Alliance Management Institute in Houston, January 3-5, 2016. As the largest nonprofit career development conference in the country specifically geared toward undergraduate students, the 2016 Institute had 435 students in attendance. This resulted in more than 3,500 hours of service provided to Houston-area nonprofits.

  • The Alliance awarded 114 scholarships and internship stipends to students with demonstrated financial need.

Goals for FY 2017:
  1. Award the CNP credential to a minimum of 450 undergraduate and graduate students.

  2. Award the CNP credential to a minimum of 50 veterans and other working professionals.

  3. Affiliate four new campus partners.
Needs Statement
  1. Raise $228,500 in charitable contributions to bridge the gap between fees for service and operating expenses. 
  2. Increase brand awareness by presenting at conferences and driving more traffic to websites. 
  3. Secure $75,000 to sponsor the annual Alliance Management Institute. 
  4. Reach our goal of awarding the CNP credential to a minimum of 500 students and working professionals (mentioned above). 
  5. Secure new corporate partners to raise $10,000 for operating costs and new programs. 
Service Categories
Nonprofit Management
Employment Preparation & Procurement
Educational Services
Areas of Service
CEO/Executive Director/Board Chair Statement

Maintaining a vibrant and capable nonprofit workforce is critical to the well-being of our communities.  Although Millennials respond positively to information about nonprofit career opportunities, too few are getting the message about the bright employment prospects in the sector and the options for professional preparation on campuses.  Because the sector is fragmented and devotes a smaller percentage of its budget to talent recruitment and training than either business or government, solutions require philanthropic support.

By investing in programs that open the doors to rewarding careers in the social sector for the next generation of nonprofit professionals, funders can ensure that exceptional young people with leadership potential learn of opportunities, access the training for future success and are connected o the organizations that can benefit from their passion and skills.
The Certified Nonprofit Professional (CNP) credential is the only national nonprofit credential preparing students for careers in nonprofit management. Students who complete a rigorous leadership development program at one of the Alliance's affiliated colleges or universities are awarded the credential and gain access to tremendous nonprofit career resources, including the CNP network. The training for the Alliance's CNP credential is based on the 10 core competencies that hiring managers are looking for in prospective employees.

The Alliance's competency-based model uses an evidence-based assessment, rather than grade point average, to determine whether core competencies have been attained. A hallmark of the CNP credential is the experiential learning that is infused throughout the program. Students demonstrate mastery of academic material by successfully undertaking a real-life application of the theory or process studied. This applied learning happens through service-learning and fundraising activities, leadership development programming, project and event management, and a minimum 300-hour nonprofit internship.
Category Education, General/Other Education, General/Other
Population Served Adults, Other Named Groups, Other Named Groups
Short-Term Success
  1. The number of students who complete the certification and are hired by nonprofit agencies increases each year.  
  2. The number of students, campuses, and nonprofit partners who use the online data record system increases.  
  3. With help from campuses, meaningful student internships with nonprofits provide beneficial experiences of 300+ hours in duration.  
  4. The Alliance competencies are updated and remain current with trends and best practices in the nonprofit sector.
Long-Term Success
  1. The number of Alliance certified graduates entering the nonprofit sector as professionals each year increases.  
  2. Alliance students will gain theoretical, practical, and relevant knowledge for careers in the nonprofit sector.
  3. Internships are a competitive opportunity for exemplary students to implement knowledge gained in coursework in a nonprofit setting while gaining additional real world knowledge and skills. 
  4. The Job-Matching Program, in conjunction with the Alliance Management/Leadership Institute (AMI), provides Alliance students and certified alumni with opportunities to interview with nonprofit employers and graduate schools.
Program Success Monitored By Benchmarks, measurements and tracking are part of each area of operation.  Alliance survey of students and alumni monitor program success and the online database maintains records.
Examples of Program Success

  1. Alliance programs graduated 600 CNPs for the past two academic years (Fall 2013 - Summer 2015.) 
  2. Graduates of programs are diverse, with at least 30 percent from groups that are underrepresented in nonprofit management.  35 percent of students in Alliance programs are self-identified as minorities.  
  3. $34,500 was awarded in internship stipends to Alliance students from fall of 2014 to spring of 2015 via the NextGen internship program. This program continues to grow, enabling students to engage in hands-on experiences.

Each year, the Nonprofit Leadership Alliance hosts more than 650 college students, many of whom are about to graduate and start nonprofit careers.  Students attend AMI to meet a CNP requirement.  They attend workshops taught by nonprofit professionals, and conduct "case study" leadership service projects with local nonprofits, where they help nonprofits tackle strategic challenges.  They also hear from national nonprofit leaders and network with nonprofits about career opportunities.
Program Budget $350,000.00
Category Education, General/Other Adult Education
Population Served Adults, ,
Short-Term Success
  1. Students will address Alliance competencies through plenary sessions and workshops offered during the Management/ Leadership Institute. 
  2. Alumni, faculty, and nonprofit professionals will receive continuing professional development.  
  3. Participants will increase their knowledge and appreciation of communities and individuals served by the nonprofit community through interaction with community and nonprofit leaders.
Long-Term Success
  1. Alliance alumni will succeed as nonprofit professionals and continue to be connected to the Alliance.  
  2. Participants will develop an inclusive Alliance collaborative spirit. 
  3. Participants will be more connected to the Alliance National network and nonprofit sector.  
  4. Participants will expand their knowledge and preparation for leadership in the nonprofit sector.
Program Success Monitored By Benchmarks, measurements, and tracking are part of each component of AMI.  The online database system maintains records.  Evaluations of participants measure satisfaction, learning, involvement, and participation.  The number of participants who are returning Alliance alumni, nonprofit professionals, or faculty also measures AMI's success.
Examples of Program Success

  1. AMI 2016 Houston was attended by 430 students from 35 Alliance campuses.  Overall, there were over 500 total attendees.
  2. Students generated over 2,500 service-learning hours for Houston area nonprofit organizations through the case study experience.
  3. 215 students participated in career interviews.
  4. 60 students from eight Alliance campuses presented 22 posters on nonprofit research or best practices in Alliance student associations. 

Description The Career Development Award program is designed to eliminate the barrier of an unpaid internship by providing $2,000 in internship stipends for students completing the requirements of the CNP credential. A key objective of the program is to promote diversity of the nonprofit workforce.
Program Budget $1,005,000.00
Category Education, General/Other Vocational Education
Population Served Adults, ,
Short-Term Success For the 2015-2016 school-year, the Alliance will awarded 39 internship stipends for students seeking the CNP.  Students obtaining the awards are required to complete their CNP, thus, helping increase the total number of CNPs entering the workforce and helping increase the diversity of CNPs in the workforce.
Long-Term Success
By promoting and helping facilitate student internships at nonprofit organizations, the long-term Alliance goals are the following: 
  1. Illustrate the unique experiential and educational value of internships.  
  2. Encourage nonprofits to utilize internships as a valuable staff recruitment tool much like the government and for-profit sectors do. 
  3. Demonstrate the value of paid internships as a way to attract qualified interns. 
  4. Increase the diversity of the nonprofit sector workforce.
Program Success Monitored By Program results are monitored by an annual independent evaluation team that utilizes surveys, interviews, and focus groups of Career Development leaders, a comparison group of Alliance students who are not participating in the Career Development Award, Alliance program campus directors, and internship site supervisors.  The Career Development Award program includes a separate longitudinal study of college graduates entering the nonprofit sector workforce.  While still in development, the Alliance presently envisions a study that would evaluate the impact of competitive internship stipends and scholarships on recruiting and retaining nonprofit professionals.  This study would be conducted through the year 2017 and would largely utilize the same survey population from the process evaluation noted above.
Examples of Program Success

To date, the Alliance has selected a diverse body of over 1,000 students as Career Development Program  leaders.  All told, 46 percent of Career Development Program leaders selected to date are minority students, 50 percent are Caucasian, and 3 percent did not identify their race/ethnicity. From 2014-2015, $58,500 was awarded in stipends. 

The Alliance is working to change the world in ways that ensure nonprofit organizations have the talented workforce they need to fulfill their missions.  The Alliance's commitment to offering alternate pathways to the credential is an extension of our initiative to strengthen the pipeline to nonprofit careers. 
Currently, Alliance students must be enrolled in an undergraduate or graduate program to obtain the credential. Our objective for the 2016 fiscal year is to launch an alternative way to earn the credential. We hope to sign new partners and engage our current ones to offer continuing education that will allow current professionals, veterans and service members to gain the missing pieces they need to fulfill the ten competencies linked to the credential. 
Category Education, General/Other Educational Delivery
Population Served US, ,
Short-Term Success
  1. Partner with veteran-serving organizations to open access to the credential to veterans and their families.
  2. Receive an increased number of inquiries from current professionals.
  3. Partner with more community college programs and enhance online access to the credential. 
Long-Term Success
  1. Increase number and variety of academic institutions offering the CNP.
  2. Increase number and diversity of CNPs through the alternate pathways option.
  3. Enhance programming to ensure candidates have successful careers in the sector.
  4. Increase overall brand awareness.
Program Success Monitored By The annual number of CNPs awarded through alternate pathways indicate success of this program, as well as the number of CNPs who have secured employment at a nonprofit organization as a result of this initiative and the CNP credential.
Examples of Program Success The program has yet to be launched but we are receiving very positive feedback from interested individuals and organizations. 
The Alliance provides a critical link between talented professionals interested in careers in the nonprofit sector and employers interested in hiring passionate and prepared employees. One important way we do this is through CNP Launch, a cloud-based employment matching system that connects students and CNPs to job and internship openings at our national and local nonprofit partners. At any given time, CNP Launch features more than 4,000 nonprofit internship and employment opportunities.

Program Budget $40,000.00
Category Employment, General/Other Employment, General/Other
Population Served US, ,
Short-Term Success

The Alliance has tested and vetted CNP Launch over the past year and a half. In the process of gathering more stakeholder feedback and technology upgrades, the Alliance is planning phase three of CNP Launch. It will completely revamp the system but will still include the automated internship and job aggregation process. Currently, over 3,000 jobs and internships are listed in CNP Launch. 

Long-Term Success

This program is designed to support all Certified Nonprofit Professionals (CNPs) and all future students. Due to the comprehensive internship and job database and the ease of use each individual experiences, this program will increase placements in the nonprofit sector. Currently the Alliance has struggled to track placement results when our CNPs graduate. With this system, in year one we will place 15% of our CNPs with an ambitious goal to place 50% of our CNPs in the future. Additionally this program increases retention of talent in the nonprofit sector due to the varied employment opportunities at the entry, mid and senior level of all nonprofits. Nonprofit organizations have already celebrated this program and our nonprofit partnerships have grown 34% since the program launched. We anticipate nonprofit partnership to grow from 12 to 25 in 3 years because of the program offerings.

Program Success Monitored By

When students apply for positions, the system requires them to keep their interview statuses up to date, and to keep the Alliance informed of their progress. CNP Launch is connected to our credentialing system which allows job-seekers the opportunity to request a “CNP endorsement” from the Alliance for each position they apply for. This benefit gives our CNPs and students an edge in a competitive job market. Because the system is new resources have been developed to teach students and CNPs how to use the system. If a student does not return to CNP Launch to update the results of their job search, the Alliance has a robust LinkedIn project to track CNPs' career trajectory throughout the next decade. Using these systems we can monitor the student experience and advocate for our graduates. For nonprofits, a survey is generated for each position that is posted in CNP Launch.

Examples of Program Success

A second tutorial video was created to include instructions on elements from phase two of CNP Launch, revealed last year. Many students and CNPs have been placed in jobs and internships in the nonprofit sector due to CNP Launch. The system now has an option for the national office to endorse CNPs to their potential employers. In 2016-2017, we will be offering the opportunity for non-partners to pay for individual job postings, thereby expanding the options for students and CNPs. 

CEO Comments

The Nonprofit Leadership Alliance was established in 1948 by former Kansas City mayor, H. Roe Bartle, based on the need for a pipeline of talented and prepared nonprofit professionals. Understanding that the most essential determinant of a nonprofit organization’s success is the quality of its workforce, Bartle set out to create an innovative leadership development program that would ensure nonprofit organizations have access to the talent they need to achieve their respective missions. The idea being, raise the professionalism and capacity of nonprofit leaders, raise our collective quality of life.

Now, nearly 70 years later, the nonprofit sector is at a new crossroads. Today’s nonprofit professionals are aging and moving on to other stages in life. Every day in the U.S., 10,000 Baby Boomers turn 65. The drain of talent is immense and unsustainable. At the same time, growth in nonprofit employment continues to soar.

The solution to this drain of talent lies in the generations that follow -- the Millennials and GenZ. Studies of these groups show that, although they are the most service-focused generations in our history, nonprofit careers are overlooked by too many best-and-brightest candidates because of lack of information.

Although a team of highly-skilled employees can be the greatest asset bolstering a nonprofit organization's ability to achieve its mission, the nonprofit sector is fragmented and devotes a small percentage of its budget to talent recruitment and training. Solutions require philanthropic support.

The Alliance takes a two-pronged approach to addressing this critical need:

  1. Expose young adults and professionals to the countless career opportunities available in the nonprofit sector.
  2. Develop well-prepared leaders who have the hard and soft skills necessary for nonprofit employment success.

The Alliance's leadership development program is well researched and workforce tested. Recent independent research from LinkedIn determined that our Certified Nonprofit Professionals are seven times more likely to rise to director or higher level, compared to their peers. In addition, they stay in the nonprofit sector, on average, 50 percent longer.

Philanthropic support directed to the Alliance offers a tremendous return on investment.

Executive Director/CEO
Executive Director Mrs. Susan Tomlinson Schmidt MPA, CNP
Term Start July 2014
Co-CEO/Executive Director
Term Start
Compensation Last Year
Former CEOs
Mr. Michael Cruz Feb 2011 - June 2014
Dr. Kala Stroup Jan 2002 - Oct 2009
Senior Staff
Title Vice President of Marketing and Development
Paid Full-Time Staff 13
Paid Part-Time Staff 0
Volunteers 300
Paid Contractors 0
Retention Rate 86%
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation Yes
Non-Management Formal Evaluation Frequency Annually
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan Yes
Management Succession Plan Yes
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower Policy Yes
Document Destruction Policy Yes
The Nonprofit Leadership Alliance educates, prepares, and certifies the next generation of nonprofit leaders in partnership with nearly 40 colleges and universities and 13 national nonprofit organizations. Local academic partners include Rockhurst University and Missouri Valley College.  National nonprofit partners include, Camp Fire, Boy Scouts of America, Fair Trade, Catholic Charities and The YMCA. 
National Human Services Assembly (formerly National Assembly of Health and Human Service Organizations) - Member2004
Chamber of Commerce2010
Nonprofit Connect of Greater Kansas City2011
Government Licenses
Is your organization licensed by the government? No
CEO Comments
Alliance executive staff members serve specific constituencies.  The Campus Partners Executive works with affiliated colleges and universities to strengthen nonprofit leadership academic programs.  The Nonprofit Partners Executive works with national and local nonprofit executives to strengthen their connections to campus-based Alliance programs.  The CNP Relations Executive ensures that students and alumni maintain a high-quality experience. The Executive Staff with support from the Development Coordinator works to maintain strong relationships with existing donors and friends and builds new connections to raise funds to support Alliance programs and operations. The Director of Marketing and Communications produces public relations and marketing aimed at advancing the mission of the Nonprofit Leadership Alliance.  
Board Chair
Board Chair Mr. Jimmie Stark
Company Affiliation Retired, PricewaterhouseCoopers
Term Apr 2014 to June 2017
Board Members
Ms. Amber Allred J.D.Wounded Warrior Project
Dr. Robert Ashcraft Arizona State University
Mr. Corey Biggs Hallmark Cards, Inc.
Mr. William Conway Mutual of America
Mr. Errol Copilevitz Copilevitz & Canter
Mr. Matt Dunne Google
Ms. Debbie Espinosa CNPBuro Happold Engineering Firm
Dr. Muriel Howard American Association of State Colleges and Universities
Mr. Kent Johnson YMCA of the USA
Mr. Irv Katz Human Services Assembly
Mr. Joseph R. King CNPKids Matter International
Ms. Heidi Kraemer IBM
Dr. Stephanie Krick University of Central Florida
Mr. David R. Mercer Retired, YMCA of the USA
Mr. Don Munce National Research Center for College & University Admissions
Mr. Mike Paul PricewaterhouseCoopers
Mr. James H. Pendleton Retired, Consultant
Mr. Mike Rhodes Beacon Education Resources
Mr. Jimmie T. Stark Retired, PricewaterhouseCoopers
Mr. Jim Terry Boy Scouts of America (retired)
Ms. Cathy Tisdale Camp Fire
Ms. Heather Troth CNPMissouri Valley College
Ms. Lisa Young Boy Scouts of America
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 1
Caucasian 20
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 15
Female 8
Unspecified 0
Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 75%
Written Board Selection Criteria? Yes
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 75%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 4
Standing Committees
Board Governance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Program / Program Planning
Strategic Planning / Strategic Direction
Fiscal Year Start July 01, 2016
Fiscal Year End June 30, 2017
Projected Revenue $1,711,234
Projected Expenses $1,711,234
Endowment Value $4,204,050
Spending Policy Percentage
Percentage 5
IRS Letter of Exemption
Foundation Comments
  • FYE 6/30/2016, 2015, 2014: Financial data reported using IRS Form 990. 
  • Foundation/corporate revenue line item may include contributions from individuals. 
Detailed Financials
Expense Allocation
Fiscal Year201620152014
Program Expense$1,007,552$836,517$745,221
Administration Expense$404,891$357,000$349,129
Fundraising Expense$200,271$145,467$158,004
Payments to Affiliates------
Total Revenue/Total Expenses0.670.721.23
Program Expense/Total Expenses62%62%60%
Fundraising Expense/Contributed Revenue133%84%79%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$4,644,335$5,132,716$5,642,683
Current Assets$269,333$765,466$1,128,909
Long-Term Liabilities$256,682$0$0
Current Liabilities$268,170$170,777$173,926
Total Net Assets$4,119,483$4,961,939$5,468,757
Short-Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities1.004.486.49
Long-Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets6%0%0%
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar Amount --Individual Donor $62,657 --
Second Highest Funding Source & Dollar Amount --Anonymous $25,000 --
Third Highest Funding Source & Dollar Amount --Sprint Foundation $15,000 --
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Name Nonprofit Leadership Alliance
Address 1801 Main Street
Kansas City, MO 64108
Primary Phone (816) 561-6415102
CEO/Executive Director Mrs. Susan Tomlinson Schmidt MPA, CNP
Board Chair Mr. Jimmie Stark
Board Chair Company Affiliation Retired, PricewaterhouseCoopers
Year of Incorporation 1961
Former Names
American Humanics, Inc.