Use of Consultants as Adjunct Faculty in Graduate Nonprofit Management Programs

Abstract

Rapid growth in graduate nonprofit management programs has led to widespread reliance on adjunct faculty, many of whom work as consultants to nonprofit organizations. This article reviews the extent to which consultants are hired to teach the nonprofit curriculum and suggests reasons for the prevalence of consultants in graduate nonprofit degree programs. It then examines the advantages of using consultants as adjunct faculty and possible incompatible incentives between the university and the consultant. The article concludes with a review of accreditation guidelines, noting gaps in the regulation of master's degree concentrations, and recommends monitoring strategies to maintain quality of instruction when adjuncts are employed.

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