I have the ability to articulate and apply a public service perspective emphasizing the role of civil society in democratic governance.

Competency 4 Reflection: Public Service Perspective in the Nonprofit Sector

A public service perspective is central to nonprofit leadership. It emphasizes service to community, ethical stewardship, civic engagement, and collective responsibility within democratic governance. This competency reflects the values that motivate nonprofit professionals and volunteers to advance the common good. My work in PAD 5145 (Volunteer Motivation Literature Review) and PAD 6237 (Governance Case Study) strengthened my understanding of the ethical foundations of nonprofit work, particularly the relationship between civic engagement, volunteerism, accountability, and the role of civil society in democratic life. Together, these assignments allowed me to analyze how values, ethics, and motivations intersect within nonprofit organizations and how leaders must articulate and demonstrate a public service perspective in both practice and decision-making.

Volunteer Motivation and Civic Engagement

The Volunteer Motivation Literature Review in PAD 5145 explored the psychological, social, and civic factors that drive individuals to participate in community service. Reviewing theories by Clary et al. (1998), Lee and Brudney (2009), and Unger (1991) helped me understand how volunteering is not only a personal choice but also a fundamental democratic function. Volunteers contribute to the health of civil society by strengthening social networks, mobilizing community resources, and enhancing the capacity of organizations to address public problems. In the literature review, I highlighted the distinction between service-learning, volunteerism, and civic duty (PAD5145 Volunteer Literature Review), noting that volunteer motivations are deeply tied to public service values.

One of the most important concepts I explored was social embeddedness—the extent to which volunteers feel connected to the communities they serve. Lee and Brudney (2009) argue that civic engagement is strongest when volunteers see themselves as part of a shared democratic project, a theme reflected in the literature on descriptive representation and political participation. In my paper, I drew parallels to my own scholarship on Black political participation, showing how representation, identity, and community ties influence engagement (PAD5145 Volunteer Literature Review). This connection helped me see volunteerism as more than an operational function within nonprofits; it is a vehicle through which citizens actively shape their communities.

Furthermore, Clary et al.’s (1998) functional approach to volunteerism emphasizes that motivations—whether altruistic, social, protective, or career-oriented—still contribute collectively to the public good. Even motivations that begin as extrinsic can mature into intrinsic, value-driven commitments, reinforcing the public service ethos. This mirrors democratic theory, where individual interests and collective benefit often intersect. In my volunteer management experience at UFCF, I have seen volunteers shift from self-focused motivations (such as networking or recognition) to deeply values-driven commitments once they experience firsthand the impact on youth and families. This transition reflects how public service perspectives evolve through engagement.

The literature review strengthened my belief that nonprofit leaders must understand volunteer motivations not only to design effective programs but also to cultivate civic responsibility. Volunteers are essential actors in democratic governance, and their engagement is both a reflection and reinforcement of civil society’s strength.

Ethics, Accountability, and Democratic Governance

The PAD 6237 Governance Case Study further developed my understanding of the public service perspective through the lens of codes of ethics, accountability frameworks, and governance structures within nonprofits. This assignment required applying the ASPA Code of Ethics and the AFP Code of Ethics to real-world governance dilemmas, integrating principles of transparency, integrity, fairness, and stewardship (PAD 6237 Governance Case Study).

The ASPA Code of Ethics emphasizes advancing the public interest, strengthening social equity, and acting with integrity—principles that align directly with nonprofit missions. In the Governance Case Study, I used these standards to evaluate issues such as board member accountability, ethical fundraising, stakeholder trust, and public-facing transparency. The case analysis demonstrated how nonprofit leaders must uphold ethical standards not only for internal governance but also to maintain legitimacy in the eyes of the communities they serve.

The AFP Code of Ethics was equally important in shaping my understanding of ethical stewardship. In the case study, I applied AFP principles to assess donor relations, resource allocation, and fundraising practices (PAD 6237 Governance Case Study). These guidelines emphasize responsible use of resources, donor intent, and truthfulness in communications—areas where nonprofit leaders must be especially vigilant. Ethical fundraising is a cornerstone of public trust, and adhering to these standards supports democratic accountability by ensuring that nonprofits act as responsible stewards of resources meant to serve the community.

This assignment reinforced the idea that civil society organizations play an essential role in democratic governance by providing services, mobilizing citizens, and advocating for public interests. Nonprofits fill gaps, address inequities, and empower marginalized communities—functions that strengthen democratic representation. For example, the case study highlighted how breakdowns in governance or transparency can damage public trust, diminishing the organization’s ability to serve as a legitimate community voice. Conversely, strong governance practices enhance nonprofits’ ability to advocate effectively and equitably.

Integrating Public Service Values Across Assignments and Practice

Together, the Volunteer Motivation Literature Review and Governance Case Study highlight the dual nature of the public service perspective: it is both motivational and structural. Volunteers embody public service through their actions, while nonprofit leaders institutionalize public service values through ethical governance, accountability, and transparency.

These lessons align closely with my professional experience at the United Foundation of Central Florida. Leading a youth-centered organization requires balancing community needs, donor expectations, and ethical responsibilities. Understanding volunteer motivations helps create inclusive, empowering programs that strengthen civic identity. Applying ethical frameworks ensures that decisions reflect fairness, respect stakeholder trust, and advance community well-being.

The public service perspective also extends to advocacy. Nonprofits do not simply deliver services—they amplify community voices, influence policy, and ensure democratic participation for groups traditionally excluded from decision-making. The assignments in Competency 4 helped me articulate how nonprofits act as essential institutions within civil society, bridging the gap between communities and governance systems.

Ultimately, this competency helped solidify my belief that nonprofit leadership is inherently a public service role. It carries responsibilities not only to clients and donors but also to the democratic fabric of the community. By grounding my work in ethical principles, community motivations, and civic engagement, I am better prepared to lead organizations that contribute meaningfully to democratic governance and the public good.

References

American Society for Public Administration. (2013). ASPA Code of Ethics.

Association of Fundraising Professionals. (2014). AFP Code of Ethical Standards.

Clary, E. G., Snyder, M., & Stukas, A. A. (1998). Volunteers' motivations: Findings from a national survey. Nonprofit and Voluntary Sector Quarterly, 25(4), 485–505.

Haski-Leventhal, D., et al. (2019). Net-cost analysis and volunteer value creation. Nonprofit Management & Leadership.

Lee, Y., & Brudney, J. L. (2009). Rational volunteering: A benefit–cost approach. International Journal of Sociology and Social Policy, 29(9/10), 512–530.

Unger, L. S. (1991). Altruism as a motivation to volunteer. Journal of Economic Psychology, 12(1), 71–100.

Worth, M. J. (2023). Nonprofit management: Principles and practice (6th ed.). SAGE Publications.

Evidence Documents (Unpublished)

Serrano-O’Neil, J. (2022). Volunteer motivation literature review paper [Unpublished manuscript].

Serrano-O’Neil, J. (2024). Governance case study final paper [Unpublished manuscript].

PAD 5145 Volunteerism in Nonprofit Management

Evidence: PAD 5145 Volunteer Motivation Literature Review

PAD 6237 Ethics and Governance in Nonprofit Management

Evidence: PAD 6237 Governance Case Study, United Foundation of Central Florida