By Lia Sullivan

November 21, 2024

Addressing and combatting food insecurity requires a coordinated approach across all sectors, including nonprofit organizations, government agencies, and private corporations. Although these varying groups may approach the cause differently, there is a shared goal of increasing food security. This analysis was influenced by my experience working in a nonprofit addressing food insecurity as well as the United States Department of Agriculture (USDA) in the Food and Nutrition Service. My experiences gave me valuable insights into the stark differences between government and nonprofit organizations. in understanding, approaching, and solving food insecurity between government and nonprofit organizations.  

The mission of the USDA Food and Nutrition Service is stated as, “To increase food security and reduce hunger in partnership with cooperating organizations by providing children and low-income people access to food, a healthy diet and nutrition education in a manner that supports American agriculture and inspires public confidence.”  They administer 15 federal assistance programs including SNAP (Supplemental Nutrition Assistance Program), school meals, CACFP (Child and Adult Food Care Program), WIC (Supplemental Nutrition Assistance Program for Women, Infants, and Children), TANF (Temporary Assistance for Needy Families). My responsibilities included reviewing and editing resources that program administrators used to properly procure and serve food that aligns with the nutritional standards set by the agency. This opportunity allowed me to gain experience in the federal processes that go into the nutrition programs that serve and assist millions of Americans.  

The nonprofit organization I worked with aimed their mission as, “Striving to eliminate hunger in the nation’s capital while enhancing the nutrition, health, financial stability, and overall well-being of low-income residents in the District.” Their main focuses are on D.C. resident participation in federal nutrition programs, improving public policies, and educating the public on the reality of hunger’s existence within the District. My responsibilities were increasing SNAP and WIC participation by creating relationships with residents and producing educational content. This role gave me first-hand experience with the communities directly affected by food insecurity and allowed me to see how the policy created by our government affects Americans every day.  

The differences I noted between the two experiences varied, from how the meetings were conducted to how they defined activism. Within the USDA, meetings were highly structured, with a specific focus on compliance with federal regulations and guidelines. I found the weekly staff meetings to be lively, with a lot of small talk and team activities. On the contrary, the nonprofit team meetings were centered around community intervention with little to no small talk and few team connection activities. These differences were notable for me, as they showed the discrepant level of urgency in the line of work between the two sectors.  This could be attributed to numerous factors, including different standards and regulations each organization is held to. Nevertheless, it shined light on the importance of nonprofit organizations supporting USDA policy.  

Additionally, the difference in staffing retention and burnout between the two organizations was striking. Throughout my year at the nonprofit, I saw many team members resign from positions due to the stress and emotional toll that comes with aiding underserved communities. Furthermore, there were few to no employees who had been with the organization for over four years.  In my year with the organization, I witnessed the reinstating of three different presidents and the resignation of two. Whereas in the USDA, most employees had high tenure, with some even reaching 20-25 years in the agency. This difference in retention is a common problem, in the nonprofit sector. With limited funding and resources, staff often are forced to take on responsibilities beyond their original job description, working long hours to meet deadlines, and to keep up with the needs of District residents. In the government, however, there are strict guidelines in place limiting hours worked by each employee and the duties they are permitted to perform, helping keep their retention rate high.  

 Beyond job loss from burnout, I also witnessed the nonprofit organization’s largest layoff period in its history. Essential positions such as communications and public relations coordinators, government affairs specialists, and others were released from the organization due to large budget cuts. Additionally, other employees were forced to take furlough days to keep their jobs afloat. In contrast, job stability within the government sector was a promising factor for prospective employees. The federal government, the largest employer in the United States, provides comprehensive benefits and job security. 

Overall, both organizations play vital roles in supporting and combatting food insecurity nationwide. The government creates vital policies and budgets to support the “boots on the ground” and educational information that nonprofit organizations work tirelessly to implement. Through these experiences, I was able to see the varying factors that go into supporting our neighbors who experience food insecurity every day.  Having worked at a nonprofit before the USDA allowed my work through the government to remain grounded in the experiences of those we are seeking to help. Therefore, policymakers and direct service providers should better collaborate in hopes of making these efforts more effective.  

Lia Sullivan is an MA student in the Sociology and Research Program at American University.

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