Jamie Levine Daniel

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https://hdl.handle.net/1805/30167

Addressing Inequity and Othering in our Classrooms and Communities (aka How I went from studying organizations to starting one)

Dr. Jamie Levine Daniel is an associate professor at the Paul H. O’Neill School of Public and Environmental Affairs at Indiana University-Purdue University Indianapolis. Her research interests include nonprofit capacity, nonprofit finance, organizational identity, and public service delivery. Her initial focus on addressing antisemitism in the classroom led her to a broader research focus on equity and justice in process, policy, and process that involves knowledge co-creation with community partners.

Dr. Levine Daniel has a strong commitment to teaching her students how to demonstrate cultural competency, gain valuable communication and analysis skills that can be used beyond the classroom. She strives to provide inclusive environments for her students to feel comfortable in the growing and learning processes.

Dr. Levine Daniel's translation of research into creating more equitable and inclusive communities is another excellent example of how IUPUI's faculty members are TRANSLATING their RESEARCH INTO PRACTICE.

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Now showing 1 - 10 of 21

Pantries and Policy Implementation: Using Nonprofit Priorities to Understand Variation in Emergency Food Assistance
(Sage, 2018-01) Fyall, Rachel; Levine Daniel, Jamie; School of Public and Environmental Affairs
Public and nonprofit actors have long partnered to carry out emergency food assistance, particularly through the use of nonprofit food pantries. Although nonprofit pantries fulfill an important function in policy implementation, they differ with respect to specific mission and organizational priorities. To what extent do organizational priorities explain variation in emergency food? Our analyses examine this question using survey data from 95 nonprofit food pantries associated with a Midwestern Foodbank, administrative records, and census tract-level data. Findings indicate that the priorities of nonprofit pantries help explain variation in food assistance provided by pantries, even after taking into consideration measures of need, accessibility, capacity, and processes. Our results imply that policymakers may be better equipped to meet community food needs by knowing more about the organizational priorities of nonprofit service providers.
Beyond Cans and Capacity Nonprofit Roles and Service Network Objectives in an Emergency Food Network
(Wiley, 2017) Levine Daniel, Jamie; Moulton, Stephanie; School of Public and Environmental Affairs
Many essential public services are provided through networks of community‐based nonprofit organizations. Previous research has demonstrated that simply providing additional resources to these organizations is insufficient to better address demands for public services. We also know little about how and why these organizations adopt network‐level objectives related to service provision. In this analysis, we expand the focus of service provision beyond capacity to incorporate the unique roles that define the very existence of nonprofit organizations, and how these roles affect organizational behavior with respect to service network objectives. We use focus group, survey, and administrative data from one hundred community‐based nonprofit organizations in an emergency food service network to explore the relationships among capacity, roles, and specific program objectives.
The Scale of Mission-Embeddedness as a Nonprofit Revenue Classification Tool: Different Earned Revenue Types, Different Performance Effects
(SAGE, 2018-08-01) Levine Daniel, Jamie; Kim, Mirae; School of Public and Environmental Affairs
Nonprofits rely on earned revenue to remain sustainable. Prior studies have generally aggregated all earned revenue and evaluated its influence on financial sustainability. Our study takes a different approach, assessing the effects of three different types of earned revenue on an immediate program outcome. We use Cultural Data Project data from 2,000 arts and culture nonprofits from 2004-2012. We find that embedded and integrated earned revenue are linked to better program outcomes while external earned revenue is related to poorer program outcomes. Results depend on type (performing vs. visual arts) and funding structure (donative vs. commercial).
Creative Placemaking: Building Partnerships to Create Change
(Midwest Public Affairs Conference, 2019) Levine Daniel, Jamie; Kim, Mirae; School of Public and Environmental Affairs
Arts, artists, and creative strategies can be critical vehicles for planning to achieve social, economic, and community goals. Creative placemaking is one type of arts-led planning that incorporates both stakeholder participation and community goals. Yet, questions exist around who participates in the creative placemaking process and to what end. Our study discusses a case where a state-sponsored workshop brings people from diverse backgrounds together to facilitate community development and engagement through creative placemaking. In particular, the event discussed in this study highlights how a one-shot intervention can reshape perceptions of creative placemaking held by planners, non-planners, artists, and non-artists. Our study also shows that while pre-workshop participants tended to identify resource-based challenges, post-workshop participants focused more on initiating collaborations and being responsive to community needs. The different attitudes before and after the state-sponsored workshop demonstrate the importance of facilitating stakeholder understanding and engagement for successful creative placemaking.
The Intersection of Nonprofit Roles and Public Policy Implementation
(Taylor & Francis, 2019-05-02) Levine Daniel, Jamie; Fyall, Rachel
Many nonprofit organizations implement policy through service delivery. In addition, these nonprofits serve other roles in their communities. Policy implementation strategies that overlook the many roles nonprofits play may misunderstand implementation challenges or fail to maximize the benefits of public-nonprofits partnerships. We aim to inform policy implementation by presenting a narrative that explores the intersection of these nonprofit roles and policy implementation through nonprofit service delivery. We situate this focus on nonprofits as policy implementers within a framework of nonprofit roles. We present commentary that integrates policy implementation and nonprofit roles by focusing on four themes: nonprofit role simultaneity, service delivery/policy implementation perceptual asymmetry, nonprofit roles over time, and network participation. Accounting for this multidimensionality can help government actors facilitate partnerships that enable service delivery while also recognizing what nonprofits do independent of their formal arrangements with governments.
Revenue Embeddedness and Competing Institutional Logics: How Nonprofit Leaders Connect Earned Revenue to Mission and Organizational Identity
(Taylor & Francis, 2019) Levine Daniel, Jamie; Galasso, Matthew; School of Public and Environmental Affairs
The increasing reliance on earned revenue displayed by nonprofits in the US has raised mission-related organizational identity concerns. However, the effect of a market-driven activity on mission-driven service may vary based on revenue embeddedness: the activity’s connection to the organization’s mission. This study draws on the competing logics of isomorphism and resource dependence to examine how the pursuit of earned revenue affects the organization’s perception of its mission and projection of identity. The authors examine how leaders use language to connect market to mission, presents additional dimensions of embeddedness, and offers propositions for future research.
Talking about antisemitism in MPA classrooms and beyond
(2019) Levine Daniel, Jamie; Fyall, Rachel; Benenson, Jodi
On October 27, 2018, a gunman killed eleven people attending Shabbat services in the Tree of Life synagogue in Pittsburgh, PA. For many—both Jews and non-Jews—this tragedy served as a wake-up call about the persistence of antisemitism in the United States today. MPA curricula and public affairs research have rarely addressed contemporary antisemitism, yet we argue for including conversations about antisemitism in MPA classrooms. This article serves as a resource for the public affairs teaching community so our colleagues can feel prepared and empowered to address antisemitism in their classrooms
Organizational sensegiving: Indicators and nonprofit signaling
(Wiley, 2019) Levine Daniel, Jamie; Eckerd, Adam; School of Public and Environmental Affairs
Resource acquisition depends upon the agreement between an organization's sense of identity and the perceptions of organizational identity held by resource providers. To smooth the flow of resources and buffer against potential issues, organizations seek to manage external perceptions and, to the extent possible, control their organizational identity. Using exploratory factor analysis, we examine the data from 300 GuideStar profiles to develop a sense of how nonprofit organizations “give sense” to resource providers and attempt to manage their organizational identity. We find evidence of three sensegiving strategies. We then use a seemingly unrelated regression model to examine the relationship between these strategies and revenue outcomes, finding evidence that (a) nonprofit organizations demonstrate intentional sensegiving, and (b) different sensegiving approaches are related to different income streams.
Is “overhead” a tainted word? A survey experiment exploring framing effects of nonprofit overhead on donor decision
(SAGE, 2021) Qu, Heng; Levine Daniel, Jamie; School of Public and Environmental Affairs
Nonprofit overhead ratios (i.e. proportion of funds spent on fundraising and/or management) have long been used as a proxy for nonprofit efficiency. Prior studies find that donors negatively respond to charities with higher overhead. Using a survey experiment, we explore whether providing different types of information about overhead alleviates this donor aversion. When asked to choose between two organizations as donation recipients, donors preferred the organization with lower overhead. However, when presented with information that described the purpose of higher overhead as building long-term organizational capacity, an increased proportion of donors chose to give to the organization with higher overhead. Omitting the word “overhead” further increased the proportion of donors choosing the organization with higher overhead. This study adds to our understanding of overhead aversion and has practical implications for nonprofits that rely on voluntary private contributions to achieve their missions.
Competition and Collaboration in the Nonprofit Sector: Identifying the Potential for Cognitive Dissonance
(2021) Curley, Cali; Levine Daniel, Jamie; Walk, Marlene; Harrison, Nicky
Nonprofits compete with collaborators and collaborate with competitors regularly. Collaboration, a long-standing normatively preferred strategy for nonprofits, is utilized as modus operandi without thought to the potential unintended consequences. While competition, long deemed a dirty, word for nonprofits is a necessary but undesirable reality, avoided without consideration to the potential benefits. Nonprofits leaders may not be willing to explicitly acknowledge the use of competition as an operational strategy, which makes room for cognitive dissonance to impact the study of nonprofits. This piece identifies impacts of cognitive dissonance offering direction for future research exploring the interactive nature of competing with collaborators.

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