Political Advocacy in the Context of “Show Me Your Papers”: How Do Human Service Administrators Respond to Policy Upheaval?

This study focuses on the political advocacy of human service administrators following implementation of a highly restrictive state immigration law. It tests hypotheses to assess whether factors associated with the political advocacy of human service administrators generally are also associated with advocacy at a time of policy crisis. Findings suggest that few human service administrators engaged in immigration-related advocacy, and that those who did advocate were those most likely to perceive organizational benefit for doing so. The findings raise questions about the conditions under which human service administrators will advocate for social benefit in an organizational or individual role.     

Interorganizational Partnerships as a Strategy for Lobbying: Nonprofit Administrators’ Perspectives on Collaborating for Systems-Level Change

Participation in coalitions has been identified as a policy advocacy behavior for nonprofit organizations, although few studies have examined nonprofit leaders’ perceptions of coalition building as a strategy for lobbying. This study conducted focus groups and in-person interviews with nonprofit administrators to explore how interorganizational collaboration is utilized to address their organizations’ policy advocacy goals. The findings indicate that nonprofit administrators view their participation in coalitions as a means of achieving several policy advocacy goals, including increasing their capacity to lobby and protecting them from exposure as lobbyists. Implications for practice and research are provided.     

Understanding Nonprofit Advocacy in Non-Western Settings: A Framework and Empirical Evidence from Singapore

Research on nonprofit advocacy in non-Western settings is still rather limited. In this article, we address this limitation by examining the advocacy practices of nonprofit charitable organizations in Singapore, a non-liberal democratic city-state in Southeast Asia with a history of colonial rule. We ask the following questions: What are the key environmental and organizational factors that influence the scope and intensity of advocacy activities of nonprofit organizations? In particular, what is the effect of the political context on the advocacy strategies and tactics among these organizations? To answer these questions, we present a three-factor explanatory model of nonprofit advocacy incorporating cause, capacity, and context. The research methodology entails a survey of nonprofit executives from a random sample of Singapore human and social service organizations. Our findings shed light on how the various aspects of the political context—perceived opportunities and threats from government intervention and dependence on government funding—shape nonprofit advocacy in a non-Western setting.     

Proactive or Protective? Dimensions of and Advocacy Activities Associated with Reported Policy Change by Nonprofit Organizations

Nonprofit and voluntary associations have a long history of defending the rights of their members, clients, and the public. Despite a burgeoning literature on advocacy by nonprofit organizations, few studies attempt to answer a central question: what factors influence nonprofit success in achieving the changes they aim to affect? Using original data from nearly 400 US nonprofits, we examine the extent to which they were involved in changing public policy, the nature of this engagement, and advocacy activities, organizational characteristics and relationships with others associated with reported policy change. More than three quarters of respondents reported having enacted, stopped, or modified policy. Nonprofits more often reported proactively changing policy when working in partnership and reactively stopping or modifying policy when facing opposition groups. Providing expertise and attending meetings was associated with reported policy change, whereas placing opinion ads was not.     

“The advancing of management”: Cross‐sector agents and rationalization of nonprofits in Eastern China

This study examines and extends former theoretical argument of nonprofit rationalization in the Chinese context. Based on a survey study of 179 nonprofit organizations across Zhejiang province of Eastern China, we find that nonprofits led by individuals with prior business experience and with more extensive business networking are more likely to adopt rationalized rules and practices. Moreover, the results indicate support for the mediation effect of business networking on the relationship between prior experience and rationalization. We also find the moderation effects of management training on the direct effect of prior business experience and on business networking, as well as the indirect effect of prior business experience on rationalization via business networking. Our findings contribute to explaining the formation of rationalization in the Chinese nonprofit sector and provide implications for future research, practice, and policy.     

Advances in Research on Nonprofit Advocacy and Civic Engagement

Nonprofits are collective endeavors that supply a bewildering range of products and services, including some of value to their immediate members only. Many also advocate policy positions on issues of direct interest to themselves, their clients and beneficiaries, and/or the broader community. There is substantial variation in their advocacy strategies, the scope of policy goals they embrace, and the types of individuals they engage in such activities. Consequently, there are also differences in whether and how nonprofit advocacy activities reduce inequalities, enhance civic participation, and promote deliberative democracy. This symposium interprets and theorizes about emerging nonprofit challenges by showcasing research of nonprofit advocacy and civic engagement scholars. Collectively, the papers demonstrate the vibrancy of the field of nonprofit civic engagement and advocacy and identify important areas for future research to capture the complexity of nonprofits as actors guided by both instrumental and normative goals, serving organizational and social missions, and reducing some types of inequalities but creating new ones.     

Nonprofit Advocacy Tactics: Thinking Inside The Box?

As part of a social change agenda, nonprofit organisations engage in activities that contribute to debate and influence the development of public policy. This article presents the initial findings from a study investigating whether nonprofit organisations do participate in advocacy activities and if they do, how are they advocating and engaging in public debate without risking their current and future sources of funding. The key findings from the research have identified that the extent of advocacy by the nonprofit organisations studied has not diminished. A model, built on the findings from the literature on how nonprofit organisations approach advocacy, is applied to explain the advocacy activities by the case study organisations. These nonprofit organisations are identifying what they see to be the appropriate advocacy strategies to fit their organisational objectives, policies, funding sources and resources.     

BANANAS: providing child care services to a multi-ethnic community

BANANAS, Inc. is a nonprofit organization that has provided child care resource and referral services for over 35 years. BANANAS emerged as a grassroots effort initiated by a group of female volunteers who sought to build a network of women with children who needed childcare. As the organization developed, its leaders recognized and responded to additional needs, including resource and information sharing, workshops and classes, and political advocacy. Beginning as a collective, BANANAS has grown into a multifaceted service delivery and advocacy nonprofit operating with an annual budget of $12 million. This history of the agency reflects the development of a unique community-based effort, its challenges and rewards, and the multiple successes that this pioneering nonprofit has experienced.     

Advocacy Tactics and Policy Outcomes of Sex Offender Rights Organizations

Social movement organizations for sex offender rights work to reduce harm to registrants and their family members by influencing sex offender registration and community notification policies. This study draws on two theories of social movement organizations—organizational emergence and political opportunities—to investigate the capacity (i.e., structure, resources, knowledge and skills) of these organizations to bring about policy changes. Data were gathered using in-depth, telephone interviews with 19 leaders of state-level advocacy organizations in the United States. Two types of strategies emerged, distinguishing organizations as proactive or reactive in their approach to policy change. Proactive organizations contribute to policy amendment, development or adoption, whereas reactive organizations focus on blocking policy. These two types of organizations have similar tactical repertoires; however, more proactive organizations report the use of networking and coalition building and media stories, and more reactive organizations report the use of legislative testimony and research and policy analysis tactics. This study informs social work policy and practice by highlighting effective and ineffective tactics used by highly stigmatized advocacy organizations.     

What Drives Advocacy? An Exploration of Value,Mission, and Relationships

How advocacy is interpreted and how it fits into an organization’s strategy are areas in need of additional study. Moreover, because nonprofit organizations are believed to have advocacy-based missions that drive their activities and services, the connection between an organization’s mission and its advocacy activities also needs further study. In an effort to address these issues, the purpose of this qualitative study was to explore how advocacy is interpreted in the context of an organization’s mission and how advocacy activities are viewed within human service NPOs. Five themes were identified, all providing support for findings in previous advocacy research.     

Networking Modes and Performance in Israel's Nonprofit Organizations

The present article examines the relationship between networking modes and performance for 138 nonprofits in Israel. We draw upon the bridging and bonding concepts and social exchange theory and introduce the sharing and consulting networking modes to predict performance in terms of organizational growth in resources. We suggest that differences in networking modes (1) reflect variations in organizational size and age and (2) affect organizational growth in resources. We show that (1) the consulting networking mode is more frequent among managers of smaller and younger nonprofits, (2) sharing is characteristic of managers in older and larger nonprofits, (3) sharing has a strong effect on organizational growth, and (4) the sharing and consulting modes are better predictors of organizational performance than those of bonding and bridging. The results indicate that nonprofit growth in organizational resources is possible with networking when managers aspire to higher involvement in the networking process due to the scope and extent of goals.     

Leaning Out: Exploring Organizational Advocacy Activities From an Open Systems Perspective

This article explores the effect of organizational culture on engagement with advocacy activities, both traditional and electronic. The Competing Values Framework offers a model for understanding how organizations’ culture influences behavior. Using a sample of nonprofit providers from across the country, the author hypothesized that organizations that use electronic advocacy tools are more involved with advocacy activities of all types. A paper and pencil survey was used to collect data on organizational culture, advocacy tools and techniques, perceived effectiveness of the advocacy tools, policy goals, organizational sustainability goals as well as barriers and facilitators of electronic advocacy. The study used path modeling to describe the connections between organizational culture and engagement in advocacy activities. The article examines the barriers and facilitators of electronic advocacy, the penetration of electronic advocacy use in this sample of agencies and the perceptions of effectiveness associated with using these strategies; lastly, the implications of these findings for managers and organizational leaders are discussed.     

‘Nothing about us without us’: the emerging disability movement and advocacy in China

The disability movement and disabled persons’ self-help organizations (DPOs) are emerging in China, some of which succeeded in promoting policy and social changes with special strategies. Based on an original survey and interview, this article explains the development and survival strategies of China’s DPOs, and especially interprets some successful cases of social advocacy and policy advocacy in the emerging disability movement. It is hoped that scholars will pay more attention to the advocacy and public engagement of the disability community in non-western settings in the future.     

How nonprofit human service organizations manage their funding sources: key findings and policy implications

Major findings and policy implications on how nonprofit social service organizations manage their funding relations are summarized. Data from in-depth case studies of six medium-sized social service organizations with distinctive funding profiles yielded findings on the major contingencies associated with controlling fees, the volatility of donations, and the driving force of public funding relationships for funders (public and private), nonprofit managers, and the role of nonprofit organizations.     

Girls Incorporated of Alameda County at 50: a voice for girls (1958-2008)

Girls Incorporated of Alameda County is nonprofit human service organization that has delivered education, counseling, and advocacy services to girls aged 6 to 18 for 50 years. The organization began as a small, local girls club and has grown into a large multi-faceted service delivery organization attached to a national governing body. The history of Girls Incorporated of Alameda County introduces struggles in relation to external and internal factors that altered the way that the agency financed and managed and exemplifies the important role of nonprofit leadership. The organization's many accomplishments have also presented multiple challenges, particularly related to the changing roles of women in American society.     

Crisis and Disaster Counseling: Lesson Learned from Hurricane Katrina and Other Disasters

Social work education has a major role in preparing social workers to engage in policy practice intended to impact policies which can affect the well-being of their service users and address social problems. Legislative advocacy is one of these strategies. This article describes and evaluates an innovative 4-day intensive course on legislative advocacy for MSW students from two schools of social work, which took place within Israel’s parliament and drew upon elements of active and experiential learning. The evaluation study was based on a nonequivalent comparison group design with pretest (a month before the course)–posttest (4 months after the completion of the course) measurements. The study group consisted of the 29 students who participated in the intensive course while the comparison group consisted of 33 students who did not. The study, which employed quantitative tools along with open-ended questions, revealed that the course succeeded in accomplishing some of its desired outcomes. Compared to a group of their peers, the course enhanced the participants’ knowledge on the parliament and on legislative advocacy, their political interest, their perceived legislative advocacy skills, and the likelihood that they will engage in legislative advocacy in the future.     

Dialogic strategies and outcomes: An analysis of environmental advocacy groups’ Facebook profiles

Previous studies of advocacy groups’ Web sites suggest that the use of dialogic strategies could lead to greater dialogic communication. This study examined whether dialogic strategies utilized by environmental advocacy groups via their social networking profiles lead to greater dialogic engagement between organizations and visitors. This study offers the first examination of the relationship between the creation of an online space for dialogue and actual dialogic engagement by identifying and measuring six dialogic outcomes.     

Common Agency in Nonprofit Advocacy Organizations

Most theories of nonprofit organizations and nonprofit leadership recognize the multitude of stakeholders—including board members, donors and volunteers, funders, the media, and policy makers—that organizational leaders must contend with in doing their work. For nonprofits engaged in advocacy, demands from stakeholders may be even more challenging to meet. Although stakeholder theory recognizes the effect of various groups on an organization, it does not explain how leaders manage the preferences of their often‐competing stakeholders while they make choices for the organization. This study develops a common agency framework, evaluating the roles of three groups crucial to nonprofit advocacy organizations: the organization's board of directors, elected officials, and donors/members. The common agency framework is then illustrated with interviews with leaders of nonprofit advocacy organizations in California. Findings suggest that the leaders of these groups have a significant amount of discretion in guiding their organizations’ activities and operations.     

Missing in Action: Strategic Human Resource Management in German Nonprofits

Human resource (HR) management is important for human service nonprofits because they rely on the quality of their employees for the provision of their services. Using a typology of nonprofit HR architecture developed by Ridder and McCandless (Nonprofit Volunt Sect Q 29(1):124–141, 2010), we attempt to unpack the black box between performance and HR practices. To this end, we conducted semi-structured interviews with HR managers and young employees to investigate their perceptions of HR practices in their nonprofit organizations. Based on the findings, we extend the research on HR management in nonprofit organizations and caution that success or failure of implementing HR practices may be directly influenced by the external environment.