Competency 5 Reflection: Participating in and Contributing to the Policy Process in the Nonprofit Sector

The ability to participate in and contribute to the policy process is an essential competency for nonprofit leaders. Nonprofit organizations play a critical role in shaping public agendas, influencing decision-makers, and ensuring that community needs are represented within democratic governance. My coursework in PAD 6142 (Policy Advocacy Plan) and PAD 5146 (Policy Process Assignment) strengthened my understanding of how nonprofits engage in advocacy, the legal and ethical frameworks that shape their participation, and the strategies organizations use to influence public policy. Together, these assignments helped me understand not only how nonprofits can participate in the policy arena, but how they must do so responsibly, strategically, and in alignment with their mission and 501(c)(3) status.

Understanding Policy Advocacy and Ethical Boundaries

The Policy Advocacy Plan developed in PAD 6142 required applying both legal guidance and ethical considerations to outline appropriate policy engagement for the United Foundation of Central Florida (UFCF). In the policy memo, I emphasized the distinction between permissible issue-based advocacy and prohibited campaign intervention, drawing directly from IRS regulations governing 501(c)(3) organizations (Serrano-O'Neil, 2023). This assignment reinforced a foundational reality for nonprofit leaders: engaging in the policy process must always be done within the legal and ethical boundaries intended to protect public trust and organizational integrity.

Developing the policy memo involved meticulously analyzing IRS guidelines, distinguishing between permissible and prohibited activities, and translating these rules into clear and accessible language for staff, volunteers, and stakeholders. The memo clearly stated that UFCF can advocate for issues related to education, food security, mentoring, and healthcare equity, but it cannot endorse candidates or use organizational resources for partisan activities. This aligns with guidance from the Center for Lobbying in the Public Interest (CLPI, n.d.), which emphasizes that nonprofits can and should participate in public policy as long as they avoid campaign-related activities to maintain their tax-exempt status.

This assignment deepened my understanding of public service ethics, particularly the delicate balance between fulfilling community advocacy needs and safeguarding organizational credibility. It also highlighted the significance of transparency and having well-defined internal policies to guide staff behavior. Scholars like Berry (2001) and Rees (2001) reinforce that nonprofits strengthen democratic governance when they engage ethically, maintain public trust, and prioritize community needs in their policy efforts. By drafting a formal political engagement and advocacy policy, I gained a clearer understanding of how nonprofits can effectively articulate their role in the policy process while upholding ethical standards and protecting the trust placed in them by the public.

Analyzing the Policy Process and Methods of Advocacy

The PAD 5146 Policy Process Assignment further strengthened my understanding of how nonprofits participate in policymaking by exploring key advocacy mechanisms: staying power, policy expertise, and being organized for action (Serrano-O'Neil, 2022). These concepts, drawn from Berry (2001), Grace (2005), Rees (2001), and others in the assignment, illustrate how nonprofits influence policy both directly and indirectly.

Staying power refers to the long-term presence nonprofits maintain in communities, which gives them credibility and influence. In my assignment, I connected this concept to UFCF’s work in Pine Hills, where the organization’s consistent engagement enhances its ability to shape conversations around youth programming, community safety, and educational equity. Grace’s (2005) point that partnerships must be built around addressing real community needs reinforced how staying power is tied to trust and relevance.

Policy expertise was another mechanism examined in the paper. Organizations like the Children’s Home Society of Florida cultivate expertise through long-term experience and research, positioning themselves as credible voices on issues such as child welfare and community-school models. This aligns with Rees’ (2001) observation that nonprofits influence policy most effectively when they develop deep subject-matter knowledge and can present data-driven recommendations. Through my coursework and professional roles, I have seen how expertise elevates an organization’s ability to contribute meaningfully to policy debates.

Organizing for action—the third mechanism—focuses on a nonprofit’s ability to mobilize supporters, coordinate grassroots advocacy, and act strategically. In the PAD 5146 paper, I used Moms Demand Action as a key example of a nonprofit that excels in organized advocacy, combining research, mobilization, and public education to influence policy outcomes. This mechanism reinforces what Montilla and Reid (n.d.) argue: nonprofits do not simply respond to policy environments but actively shape them by mobilizing communities and influencing public will.

This assignment helped me understand that advocacy is not a single act but a strategic, multi-layered process. It also clarified that nonprofits participate in policymaking not only through formal testimony or lobbying but through programmatic work, research, community partnerships, and public education. This understanding has directly influenced my leadership approach, particularly in designing UFCF’s civic engagement and student leadership initiatives.

Integrating Policy Engagement into Nonprofit Leadership

Taken together, these assignments demonstrated how nonprofits operate at the intersection of community need and public decision-making. They helped me develop a more sophisticated understanding of how organizations contribute to democratic governance through advocacy, research, service delivery, and community mobilization. They also reinforced that responsible policy participation requires ethical decision-making, legal awareness, and adherence to a public service perspective.

In my professional practice, I have applied these lessons through the creation of internal advocacy guidelines, careful communication with stakeholders, and strategic engagement with local government partners. UFCF’s involvement in community initiatives—such as educational equity efforts, youth mental health collaborations, and civic literacy programs—reflects a policy-informed leadership approach grounded in ethical advocacy. These efforts show how nonprofits contribute to long-term community resilience and policy change while avoiding partisan activity.

Ultimately, Competency 5 strengthened my belief that advocacy is not optional for nonprofit leaders; it is inherent to the role. Nonprofits give voice to community concerns, elevate marginalized perspectives, and influence systems that shape public life. My coursework helped me develop the analytical, ethical, and strategic tools needed to engage effectively in the policy process while honoring the legal boundaries and public service values that guide nonprofit work. These skills will continue to shape my leadership practice as I move forward in my career, especially as I seek to lead organizations that pursue sustainable, equitable, and community-centered change.

References

Berry, J. M. (2001). Effective nonprofit advocacy. Urban Institute Press.

Center for Lobbying in the Public Interest. (n.d.). Make a difference for your cause.

Grace, K. S. (2005). Effective development and fundraising partnerships. Wiley.

Montilla, M. D., & Reid, E. (n.d.). Exploring organizations and advocacy. 2(1), 109.

National Council on Aging. (n.d.). How to advocate as a nonprofit for older Americans.

Rees, S. (2001). Effective nonprofit management: Guidance and strategies. Jossey-Bass.

Evidence Documents (Unpublished)

Serrano-O’Neil, J. (2022). Public policy memo [Unpublished manuscript].

Serrano-O’Neil, J. (2022). Advocacy within the modern nonprofit [Unpublished manuscript].