Public & Nonprofit Orgs

Civil Society Capacity for Public Action: Lessons for Leadership Development in Social Change Organizations. (Capacidad de la Sociedad Civil para la Acción Pública Local: Lecciones sobre el desarrollo de Liderazgos en Organizaciones para el Cambio Social)

Civil Society Capacity for Public Action: Lessons for Leadership Development in Social Change Organizations. (Capacidad de la Sociedad Civil para la Acción Pública Local: Lecciones sobre el desarrollo de Liderazgos en Organizaciones para el Cambio Social)
Ospina Bozzi, S. 2015. Civil Society Capacity for Public Action: Lessons for Leadership Development in Social Change Organizations. (Capacidad de la Sociedad Civil para la Acción Pública Local: Lecciones sobre el desarrollo de Liderazgos en Organizaciones para el Cambio Social). In CLAD (ed) 20 Años de Congresos del CLAD: Aportes a la Reforma del Estado y la Administración Pública en Iberoamérica. 2015. Caracas: CLAD/AECID. Pp. 155-168. (In Spanish)

Ospina Bozzi, S.
02/04/2016

A Deficit Model of Collaborative Governance: Government-Nonprofit Fiscal Relations in the Provision of Child Welfare Services

A Deficit Model of Collaborative Governance: Government-Nonprofit Fiscal Relations in the Provision of Child Welfare Services
Journal of Public Administration Research and Theory, 25(4): 1031-1058.

Nicole Marwell and Thad Calabrese
12/01/2015

Much existing scholarship on nonprofit organizations’ receipt of government funds appears to assume that there is something highly problematic about this relationship. Although rarely articulated in these studies, the concern about the negative effects of government funding turns on a view of nonprofits that privileges their private character. In this paper, rather than examining how public funds constrain private action, we inquire about how government deploys private organizations, via the mechanism of government funding, to secure a public good.  Using a case study of the nonprofit child welfare sector in New York State, we theorize a deficit model of collaborative governance in which nonprofits have been deputized by the state to secure children’s social rights but do not receive sufficient resources to cover the costs of securing those rights. Then, we connect this theory to organization-level financial management practices that pose challenges to the nonprofits of both survival and service quality. This nonprofit organizational instability concerns the state insofar as it threatens the securing of individuals’ social rights.

A Cascade of Failures: Why Government Fails, and How to Stop It

A Cascade of Failures: Why Government Fails, and How to Stop It
Brookings Institute, Center for Effective Public Management, Washington D.C., July 2014.

Light, Paul C.
07/14/2014

In this research paper, Paul C. Light writes that the “first step in preventing future failures is to find a reasonable set of past failures that might yield lessons for repair.” To meet this goal, Light asks four key questions about past federal government failures: (1) where did government fail, (2) why did government fail, (3) who caused the failures, and (4) what can be done to fix the underlying problems?

Three-Part Harmony

Three-Part Harmony
Public Administration Review. Volume 74 (January/February 2014) pp 112-113. doi: 10.1111/puar.12167

Glied, Sherry and Schachter, D.R.
02/21/2014

This is a commentary to an article in Public Administration Review about Danish public service employee motivation. The piece that we commented on noted that there are two dimensions for how Danish public service employees can choose to do their work, and that these motivations can shift over time: the author identified public service work being done either through direct service production/delivery or through service regulation/policy. Almost all possible public service jobs in Denmark are in governmental agencies.

Evidence-Based Management: Implications for Nonprofit Organizations

Evidence-Based Management: Implications for Nonprofit Organizations
Nonprofit Management and Leadership, Spring 2014, 24(3): 417–424. doi: 10.1002/nml.21097

Kovner, A. R.
01/09/2014

The article reviews evidence-based management and its implications for practice and teaching. My focus is on strategic decision making in nonprofit organizations. Evidence-based management is a process that includes framing the question, finding evidence, assuring accuracy, applicability, and actionability of evidence until the evidence is the best available.

Investigations Done Right and Wrong: Government by Investigation, 1945-2012

Investigations Done Right and Wrong: Government by Investigation, 1945-2012
Brookings Institution Press, 2013.

Light, Paul
12/03/2013

Surveying the 100 most significant Congressional and presidential investigations of executive branch breakdowns between 1945 and 2012, Paul Light offers insight into those qualities that compose an “investigation done right.” Light’s research provides data into the quantity and quality of investigatory efforts in the modern era, as well as what these patterns reveal about what investigators can do to increase the odds that their work will pay off in improved government performance and more effective public policy.

 

Flying under the radar? The state and the enforcement of labor laws in Brazil

Flying under the radar? The state and the enforcement of labor laws in Brazil
Oxford Development Studies

Coslovsky, Salo
09/16/2013

In recent years, developing countries have deregulated, privatized and liberalized their economies. Surprisingly, they have also retained or even strengthened their labor regulations. These contrasting policy orientations create a novel challenge without obvious solutions. To understand how developing country states can ensure reasonable levels of labor standards without compromising the ability of domestic firms to compete, this paper examines how labor inspectors and prosecutors intervened in four troublesome industries in Brazil. It finds that regulatory enforcement agents use their discretion and legal powers to realign incentives, reshape interests, and redistribute the risks, costs and benefits of compliance across a tailor-made assemblage of public, private and non-profit agents adjacent to the violations. By fulfilling this role, these agents become the foot-soldiers of a post-neoliberal or neo-developmental state.

Beyond Foundation Funding: Revenue-Generating Strategies for Sustainable Social Change

Beyond Foundation Funding: Revenue-Generating Strategies for Sustainable Social Change
RCLA Report; February 2013

Jennifer Dodge, Amparo Hofmann-Pinilla, Angela Beard and Caitlin Murphy
02/05/2013

As social change organizations diversify their funding to be less reliant on foundations, they are finding creative ways to adapt traditional strategies and experiment with new ones. This report from RCLA and the Mertz Gilmore Foundation offers specific revenue-generation strategies and examples of nonprofits putting them into practice to offer immediate, actionable guidance for social change organizations, funders and technical assistance providers.

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