Nonprofit and Public Management Center

The Nonprofit and Public Management Center (NPM) is a collaborative effort between the Ford School, the Ross School of Business, and the School of Social Work. NPM serves as an intellectual center at the University of Michigan that seeks to seed and support innovative research collaborations, teaching innovations, and practice-based partnerships in order to best serve the needs of mission-driven organizations and bring best practices to bear on the field of nonprofit and public management.

The NPM works in partnership with the Ross School's newly-launched Center for Social Impact (CSI). CSI administers student programming and leadership opportunities. Through the CSI, students from the Ford School, the School of Social Work, and the Ross School have access to a wide array of student programming and leadership opportunities through a variety of hands-on activities in collaboration with mission-driven organizations. These opportunities include a board fellows program, student advisory board, summer internships, and other co-curricular activities.

In 2014-2015, NPM was a proud co-sponsor of the following events:

November 21, 2014
The 2014 Ford Case Collective

This inaugural student-led initiative partnered with Mayor Nathan Triplett of the City of East Lansing to offer solutions to problems with urban parking. Students engaged in workshops on design thinking and pitched creative solutions for the East Lansing Community.

February 16, 2015
Can You Be an Entrepreneur in Government?

Shelley Metzenbaum, Founding President, The Volcker Alliance (former Associate Director for Performance and Personnel Management at the White House Office of Management and Budget 2009-2013).

Dr. Metzenbaum discussed the excitement of working in government and how one person can make a difference using the tools of outcomes-focused goals and measurement to illuminate, motivate, and communicate.

Dr. Metzenbaum is founding President of the Volcker Alliance, launched in May 2013 to rekindle intellectual, practical, and academic interest in the implementation of policy and to rebuild trust in government. Previously, she served as Associate Director for Performance and Personnel Management at the U.S. Office of Management and Budget. Prior to that, she served as Associate Administrator for Regional Operations and State/Local Relations at the U.S. Environmental Protection Agency, Undersecretary of Environmental Affairs in Massachusetts, and Director of Capital Budgeting in Massachusetts. Metzenbaum is an internationally recognized leader in public sector performance and evidence-based management.

Sponsored by University of Michigan Center for Local, State, and Urban Policy (CLOSUP)
Co-sponsored by NPM, Center for Social Impact, Domestic Policy Corps, Citizens Research Council of Michigan, and the Center for Michigan

March 18, 2015
Fiscal Policy Space: Changing the Discourse from City Fiscal Condition to City Fiscal Behavior

Michael Pagano, Dean and Professor of Public Administration, University of Illinois at Chicago

To effectively address the fiscal challenges confronting cities, we cannot assume that that there is a mythical ‘average’ city or ‘best practice’ to prescribe, nor can we assume that cities are created with the same set of responsibilities and legal authority. Meaningful comparative research can be used to develop a framework that city leaders can use to learn from each other and that better informs other public policy makers and government officials. We call the framework “The Fiscal Policy Space of Cities.” The FPS comprises five key attributes that constrain and frame city fiscal choices and behavior. The attributes are: the intergovernmental system; the underlying economic base; locally imposed legal constraints; citizen and customer demand/need for services; and local political culture.

Data from 100 cities over a 20-year period are collected and analyzed to cluster cities by similar FPS position, to analyze fiscal policy actions that were adopted, to assess the extent to which the shape of their FPS changed over the past two decades, and to change the national political discourse about the state of city finances.

Michael A. Pagano is Dean of the College of Urban Planning and Public Affairs at the University of Illinois at Chicago, professor of public administration, elected Fellow of the National Academy of Public Administration, and former co-editor of Urban Affairs Review (2001-14). He is Project Director of an annual conference, the UIC Urban Forum, designed to address contemporary urban problems. He has published five books, including Metropolitan Resilience in a Time of Economic Turmoil, Cityscapes and Capital and The Dynamics of Federalism, and over 80 articles on urban finance, capital budgeting, federalism, transportation policy, infrastructure, urban development and fiscal policy; since 1991, he has written the annual City Fiscal Conditions report for the National League of Cities and is currently the Principal Investigator, with Christopher Hoene, of a 3-year project funded by the John D. and Catherine T. MacArthur Foundation to research city fiscal behavior and city financial adaptations during the Great Recession.

Sponsored by:
University of Michigan Center for Local, State, and Urban Policy (CLOSUP)

Co-sponsored by:
Center for Social Impact
Citizens Research Council of Michigan

March 18, 2015
Michigan Partners Fund (MPF) at the 8th Annual Gramlich Showcase of Student Work

The founding board members of the Michigan Partners Fund (MPF), a core NPM project, were invited presenters at the Gramlich Showcase, as exemplars of top student work at Ford during the past academic year. These students, who were all members of Megan Tompkins-Stange's Philanthropic Foundations in the Public Arena course in 2014, have spent the year conceptualizing, designing, and executing a student-directed philanthropic fund focused on Southeastern Michigan.