Katrina Miller-Stevens

Colorado College
Economics & Business

14 E. Cache La Poudre St.
Colorado Springs, Colorado

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Dr. Miller-Stevens' research interests include exploring governance practices of nonprofit boards of directors, examining the value and belief systems of founders of benefit corporations, identifying methods of collaboration between nonprofit, public, and private sector organizations, advancing policy theory, and examining influence mechanisms of the nonprofit sector on public policy.

Neill-Harris, K., Resnick, S., Wilson-John, W., Miller-Stevens, K, Vandecar-Burdin, T., and John C. Morris. 2015. "Assessing Partnerships Between the Military and Civilian Agencies to Meet Transitioning Service Members’ Needs." Armed Forces & Society.
Abstract: This study examines partnerships between the military and local communities by exploring communication channels of the U.S. military and civilian agencies that provide services to transitioning military members. This article reports on a study conducted in 2013 in the Hampton Roads, Virginia area, designed to determine the degree to which the military enters into partnerships with civilian service providers. We find that navy agencies in Hampton Roads do work with community partners, but the military is more directive than one might imagine in a true partnership, leading to “uneasy” partnerships. Additionally, there are important structural and organizational barriers that prevent true partnerships from developing between navy agencies and the community providers.
Diaz-Kope, Luisa and Katrina Miller-Stevens. 2014. "Rethinking a Typology of Watershed Partnerships: A Governance Perspective." Public Works Management & Policy (1-20).
Abstract: As the paradigm shift from command-and-control statutes to collaborative partnerships increases, public administrators, policy makers, and watershed stakeholders will become more dependent on collaborative partnerships to solve complex environmental problems. This article explores watershed management partnerships and suggests a new typology of collaboration built on the variable of governance. The typology categorizes three types of watershed partnerships as interagency governance, cross-sector governance, and grassroots governance. Understanding the strengths and weaknesses of watershed partnerships through the lens of governance structure will enhance public administrator and policy makers’ abilities to provide the best approach for addressing a particular watershed goal.
URL: http://pwm.sagepub.com.proxy.lib.odu.edu/content/early/2014/02/19/1087724X14524733.abstract
Machado, J., Miller-Stevens, K., and Stephanie Jannou-Menefee. 2016. "Nonprofit Collaborative Advocacy: An Exploratory Study of State Nonprofit Associations." John C. Morris & Katrina Miller-Stevens, eds. Advancing Collaboration Theory: Models, Typologies, and Evidence (pp. 199-218). London, UK: Routledge Publishing.
Fitzpatrick, J.L. and Katrina Miller-Stevens. 2009. "A Case Study of Measuring Outcomes in an MPA Program." Journal of Public Affairs Education 15 (1):17-31.
Abstract: Many MPA programs are struggling to identify ways to evaluate their outcomes. This paper describes the development and implementation of a method for assessing student learning outcomes in the MPA program at the University of Colorado Denver. The multi-method approach makes use of rubrics to examine whether students demonstrate the desired knowledge and skill, and student surveys to describe students' perceptions of their abilities in the same areas. Means for gaining faculty commitment to the process and making use of the information for program improvement are discussed.
URL: http://www.jstor.org/stable/40215834
Morris, J.C., and Katrina Miller-Stevens. 2016. "The State of Knowledge in Collaboration." John C. Morris and Katrina Miller-Stevens, eds. Advancing Collaboration Theory: Models, Typologies, and Evidence (pp. 3-13). London, UK: Routledge Publishing.
Katrina Miller-Stevens. 2016. "Policy design." Stephen L. Schechter, ed. American governance. Detroit, MI: Macmillan.
Chapman, D., Miller-Stevens, K., Morris, J.C., and Brendan O’Hallarn. 2015. "Social media as a tool for nonprofit advocacy and civic engagement: A case study of Blue Star Families." Hugo Asencio and Rui Sun, eds. Cases on strategic social media utilization in the nonprofit sector (pp. 66-93). Hershey, PA: IGI Global.
Miller-Stevens, K. & John C. Morris. 2016. "Future Trends in Collaboration Research." John C. Morris & Katrina Miller-Stevens, eds. Advancing Collaboration Theory: Models, Typologies, and Evidence (pp. 276-287). London, UK: Routledge Publishing.
Miller-Stevens, K., Henley, T., and Luisa Diaz-Kope. 2016. "A New Model of Collaborative Federalism from a Governance Perspective." John C. Morris & Katrina Miller-Stevens, eds. Advancing Collaboration Theory: Models, Typologies, and Evidence (pp. 148-174). London, UK: Routledge Publishing.
Morris, J.C., and Katrina Miller-Stevens (Eds.). 2016. Advancing Collaboration Theory: Models, Typologies, and Evidence. London, UK: Routledge Publishing.
Abstract: The term collaboration is widely used but not clearly understood or operationalized. However, collaboration is playing an increasingly important role between and across public, nonprofit, and for-profit sectors. Collaboration has become a hallmark in both intragovernmental and intergovernmental relationships. As collaboration scholarship rapidly emerges, it diverges into several directions, resulting in confusion about what collaboration is and what it can be used to accomplish. This book provides much needed insight into existing ideas and theories of collaboration, advancing a revised theoretical model and accompanying typologies that further our understanding of collaborative processes within the public sector.
URL: https://www.routledge.com/products/9781138811492
Diaz-Kope, L., Miller-Stevens, K., and John C. Morris. 2015. "Collaboration Processes and Institutional Structure: Reexamining the Black Box." International Journal of Public Administration, published online, 1-9.
Abstract: Building on previous models of collaboration processes, this article expands and revises the antecedent-process-outcome framework used to explain collaboration. The article discusses why this framework needs to be expanded to include the element of institutional structure. We propose a modified framework to explain collaboration that includes a typology of citizen-based, agency-based, and mixed partnerships. Furthermore, the article draws from the expansive body of literature on watershed collaboration to propose additional antecedents that influence institutional structures and, in turn, alter the process patterns in the collaboration “black box.”
DOI: 10.1080/01900692.2014.949755
Chapman, D.C., Miller-Stevens, K., Morris, J.C., and Brendan O'Hallarn. 2015. "A new model to explore nonprofit social media use for advocacy and civic engagement." First Monday (Communication Journal), 20(10), published online.
Abstract: Non-profit organizations are actively using social media platforms as a way to deliver information to end users, yet little is known of the internal processes these organizations follow to implement this tool. We present a case study of one non-profit organization, Blue Star Families, Inc., that is actively engaged in advocacy and civic engagement. We offer a new model to explore non-profit organizations’ use of social media platforms by building on previous models and frameworks developed to explore the use of social media in the public, private, and non-profit sectors.
URL: http://journals.uic.edu/ojs/index.php/fm/article/view/5912
DOI: http://dx.doi.org/10.5210/fm.v20i10.5912
Miller-Stevens, Katrina, Ward, Kevin D., and Katharine A. Neill. 2014. "Public Service Motivation Theory in a Nonprofit Context: An Exploratory Study of Nonprofit Board Member Motivations." Journal of Nonprofit Education and Leadership 4 (2): 162-178.
Abstract: This exploratory study examines examines the utility of using public service motivation to explain individual motivations to participate on nonprofit boards of directors. High-ranking members of nonprofit organizations and boards of directors were convened in a roundtable discussion to explore the motives of their board members. Using the rational, normative, and affective bases of motivation, it was reported that affective motives appear to be an important driver for individuals joining nonprofit boards, while both rational and affective motives are important in the decision to continue to serve. It was also suggested that a service ethos early in life is an important antecedent in both the attraction and retention of most board members. The findings will help nonprofit administrators and boards better understand the underlying motivational constructs of board members, thus resulting in improved board governance practices. The study illustrates that public service motivation theory is particularly relevant for explaining board member motives.
Miller-Stevens, Katrina, Taylor, Jennifer A., and John C. Morris. 2014. "Are We Really on the Same Page? An Empirical Examination of Value Congruence Between Public and Nonprofit Managers." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, published online.
Abstract: Much attention has recently been paid to comparative work in the public and private sectors looking at work values, motivations, and the impact of government reform movements in organizations. Several studies have compared the public and private sectors in the dimension of values; but none have questioned the popular assumption that nonprofit and public managers share the same or a similar set of values or the value expectations they have for each other. This paper reports on the results of an empirical survey of public and nonprofit managers that compares their individual democratic, ethical, and professional values. In brief, the results lend strong support to the assumption that nonprofit employees share the same value set as their public sector counterparts; but their value sets do have statistically significant differences in the perceived level of importance of altruism, generosity, and individualism.
DOI: DOI 10.1007/s11266-014-9514-6
Miller-Stevens, Katrina and Matthew Gable. 2012. "Antecedents to Nonprofit Advocacy: Which is More Important – Governance or Organizational Structure?" Journal for Nonprofit Management 15 (1):21-39.
Abstract: Nonprofit advocacy is a common reality in today’s policy arena, but there is limited research on the antecedents to nonprofit advocacy activities. This study examines the impacts of two crucial facets of nonprofit organizations on advocacy: processes of governance, such as board activity; and organizational structure, such as staff and budget size, age, and membership. The study incorporates a nationwide survey of state nonprofit associations that are registered with the National Council of Nonprofits, interviews with leaders in these organizations, and a case study of an association influential in the policy arena. The authors explore nonprofit governance and organizational structure individually and in tandem by asking: Which is more important to nonprofit advocacy, governance or organizational structure?
URL: http://socialwork.rutgers.edu/Libraries/Nonprofit_Center/Edition_15_w_cover.sflb.ashx
Miller-Stevens, Katrina and Matthew Gable. 2013. "Lobbying in the Virtual World: Perceptions in the Nonprofit Sector." Nonprofit Policy Forum 4 (1):1-17.
Abstract: Electronic lobbying efforts have become an essential, yet profoundly underutilized strategy of nonprofit organizations to advance the representation of the underserved in policymaking. Through a survey and interviews of leaders and staff members in state nonprofit associations that are members of the National Council of Nonprofits, this study examines the use and perceived effectiveness of nonprofit electronic lobbying activities and the communication channels employed for this purpose, in addition to exploring social crises and technological barriers potentially limiting nonprofit adoption of these activities. The study concludes that state nonprofit associations actively utilize email as an electronic lobbying activity to reach policymakers, but the activity is rarely employed to disseminate information to the general public. Social media methods such as blogging and social networking sites are used less frequently, but they are often perceived as being highly effective as a grassroots lobbying activity.
URL: http://www.degruyter.com/view/j/npf.2013.4.issue-1/npf-2012-0002/npf-2012-0002.xml?format=INT
Diaz-Kope, Luisa, Lombard, John R., and Katrina Miller-Stevens. 2013. "A Shift in Federal Policy Regulating the Automobile Industry: Policy Brokers and the ACF." Politics & Policy 41 (4):563-587.
Abstract: The advocacy coalition framework (ACF) provides a means to explore complex policy issues and the dynamics of belief systems shared by multiple actors in the policy-making process. Using a single case study, this article expands the application of the ACF to the complex policy subsystem of the U.S. automobile industry during the 2009 auto bailout and subsequent bankruptcy of General Motors and Chrysler. We examine the development and actions of policy coalitions and further expand the ACF by exploring the role of policy brokers during the automobile crisis. We also examine whether policy brokers are politically neutral actors as previous research debates and what actions they take if compromise cannot be reached between competing coalitions.
URL: http://onlinelibrary.wiley.com/doi/10.1111/polp.12023/abstract

Substantive Focus:
Governance PRIMARY

Theoretical Focus:
Policy Process Theory PRIMARY
Agenda-Setting, Adoption, and Implementation SECONDARY