Oregon: Round 1 - State-Level Field Network Study of the Implementation of the Affordable Care Act

This report is part of a series of 21 state and regional studies examining the rollout of the ACA. The national network ---- with 36 states and 61 researchers ---- is led by the Rockefeller Institute of Government, the public policy research arm of the State University of New York, the Brookings Institution, and the Fels Institute of Government at the University of Pennsylvania.Oregon has taken an overwhelmingly affirmative response to the ACA, as evidenced by its enthusiastic development and implementation of Cover Oregon and its decision to expand Medicaid. In fact, it is one of six states to receive a Model Testing award from the Centers for Medicare & Medicaid Services, which will support continuing efforts to transform its health care delivery system through innovative methods

Rubrics as a Foundation for Assessing Student Competencies: One Public Administration Program’s Creative Exercise

Since implementation of the Network of Schools of Public Policy, Affairs, and Administration (NASPAA) standards for accreditation in 2009, public administration programs have been developing programmatic competencies that reflect NASPAA’s universal standards. Likewise, myriad efforts have analyzed data related to student and program progress toward achievement of these competencies. This article adds to that conversation by recounting the approach to assessing competencies used in the Department of Public Administration at Portland State University. There, newly developed rubrics reflect each of the department’s 10 competencies to examine whether students are acquiring the desired knowledge and skills. This article discusses the development and design of the rubrics as well as elements of gaining faculty and student input in the process

Beyond “Psychic Income”: An Exploration of Interventions to Address Work-Life Imbalances, Burnout, and Precarity in Contemporary Nonprofit Work

Nonprofit scholars and practitioners alike adhere to a long-held assumption that nonprofit work is, and will remain, inherently meaningful work. The long-term marketization of the nonprofit sector coupled with the influence of the COVID-19 pandemic has undercut this narrative. Our research on meaningful nonprofit work indicates that while many nonprofit workers do find their work meaningful, pay, flexibility, and work/life balance are increasingly important to them. This commentary suggests that nonprofit leaders can no longer presume that workers motivated by prosocial values will seek out and stay with nonprofit work, satisfied with the “psychic income” that comes from doing good work. Nonprofits must be managed and led differently such that they center workers’ contemporary needs and desires. Organizational and public policy initiatives around pay equity and flexible work can support such a transition for the nonprofit sector

Toward a Care-Centered Approach for Nonprofit Management in a Neoliberal Era

Traditionally the nonprofit sector has played a dual role in American society, providing venues for both civic engagement and care for those who are unable to participate fully in either democratic governance or the marketplace. As the nonprofit sector becomes increasingly marketized, some scholars have developed “counter-discourses” that seek to reassert the civic role of nonprofits. These counter-discourses are vital to maintaining the sector’s civic role and thus for civil society; however, they neglect the caring role played by nonprofits. Moreover, they neglect the role that caring plays in civic engagement. Drawing on feminist care ethics, this article seeks to remedy this oversight by developing a counter-discourse of care for the nonprofit sector, to reassert a nonprofit management practice that engages in and values care. The article concludes with an exploration of practices and strategies to realize a counter-discourse of care

The Hybridization of Meaningful Nonprofit Work: an Exploratory Study of the Effects of Marketization on Nonprofit Managers\u27 Sense of Meaningfulness in Work

Nonprofit work is oftentimes viewed as inherently meaningful work, but the world of nonprofit work is changing by becoming increasingly marketized. These changes are impacting nonprofit workers’ conception and experience of meaningful work. Drawing from scholarship on neoliberal marketization, enterprise culture, and meaningful nonprofit work, this exploratory study examines how an increasingly marketized work environment is influencing nonprofit managers’ experience of meaningful work. Findings from interviews demonstrate that nonprofit managers conceive of and experience meaningful work in expected ways (e.g., through serving others). At the same time, findings indicate that their experience of meaningful work evokes elements of enterprise culture. These findings suggest that meaningful nonprofit work is becoming hybridized such that it evokes both prosocial and neoliberal market values. This in turn necessitates a reconsideration of the motivations of nonprofit workers as well as our understanding of the mechanisms by which the nonprofit sector is becoming marketized

Creating Meaningfulness in Public Service Work: A Qualitative Comparative Analysis of Public and Nonprofit Managers\u27 Experience of Work

Public service work and public-serving institutions are evolving by incorporating neoliberal modes of working more and more. Contemporary research oftentimes neglects to account for these changes in how we understand public service work, however. This article draws on the meaningfulness in work and public service motivation literature to explore how public service workers are making sense of their work and work environments to create meaningful work experiences under evolving conditions. The findings from 45 interviews with public and nonprofit managers are presented and compared. The changing world of work has implications for how public and nonprofit workers narrate and find meaningfulness in work but not what they find meaningful about their work. The findings suggest that both public and nonprofit workers create positive meaningfulness in work but in dissimilar ways. The findings also suggest that organizational leaders play a substantial part in workers’ meaningfulness-making process. The findings hold theoretical and practical implications for understanding the role workplaces and organizational leaders play in workers’ experience of meaningful public service work

The Dissonance of doing Good : Fostering Critical Pedagogy to Challenge the Selective Tradition of Nonprofit Management Education

Nonprofit management classrooms are filled with students who yearn to “do good” in the world and yet, in practice, they confront a dissonance between their vision of doing good and the realities of nonprofit work. This dissonance is in part created by contemporary nonprofit management education (NME) through the development and perpetuation of a selective historical tradition of the nonprofit sector which mythologizes the sector and its work. These traditions and myths of the nonprofit sector are based squarely in white American and Eurocentric values and downplay the histories of people of color and thus perpetuate whiteness as central to nonprofit norms and practice. We present a critical reading of these histories in an effort to help educators and students reclaim and reimagine the histories of the nonprofit sector and offer tenets of a critical pedagogy that emphasizes historical consciousness and a praxis of emancipation so that nonprofit educators and students can re-envision nonprofit theory and practice in the future

Investigating the Marketization of the Nonprofit Sector: A Comparative Case Study of Two Nonprofit Organizations

It has been well documented in recent years that nonprofits are becoming increasingly marketized. What is less well understood from this body of research is the variation of marketization in the nonprofit sector and how it is made manifest in nonprofit organizations. This article aims to fill this gap in knowledge by recounting the results of a comparative case study of two nonprofits. We examine their marketization through a multifaceted theoretical framework that allows us to document the marketization comprehensively and to posit some preliminary explanations as to why this variation is occurring. Our findings indicate that one organization is adopting a strong entrepreneurial orientation while the other is integrating its traditional community orientation with more professionalization. The differentiation witnessed in the case organizations suggests that marketization is best understood as a situated process that may in part be explained by varying strategic responses to institutional pressures

Re-Envisioning the Role of Big Data in the Nonprofit Sector: A Data Feminist Perspective

Use of big data in the nonprofit sector is on the rise as a part of a trend toward “data-driven” management. While big data has its critics, few have addressed fundamental ontological and epistemological issues big data presents for the nonprofit sector. In this article, we address some of these issues including most prominently the notion that big data are value neutral and divorced from context. Drawing on data feminism, an intersectional feminist framework focusing on critically interrogating our experience with data and data-driven technologies, we examine the power differentials inherent in the construction of big data and challenge the claims, priorities, and inequities it produces specifically for nonprofit work. We conclude the article with a call for nonprofit scholars and practitioners to employ a data feminist framework to harness the power of big (and small) data for justice, equity, and co-liberation through nonprofit work

Exploring the Gendered Dimensions of Meaningful Non-Profit Work Under Marketised Conditions

Neoliberal marketisation is altering the nature of non-profit work, leaving workers to navigate a ‘double bind’ of mission- and market-based values. Some feminist scholars suggest these dynamics are particularly challenging for female workers. Drawing on a larger study of meaningful non-profit work and neoliberal marketisation as well as on contemporary critical and feminist scholarship, this exploratory study examines how neoliberalism’s entrepreneurial subject manifests along gender lines among non-profit managers. Data from interviews with 28 non-profit managers demonstrate that while both men and women evoke elements of neoliberalism’s entrepreneurial subject, female managers wrestle more with conflicting discourses of market and mission values and rhetoric as well as sociocultural expectations around gender, resulting in a ‘triple bind’. This article suggests that neoliberal market discourses are impactful in the manner suggested by feminist scholarship but not necessarily totalising nor deterministic