Listening from the Street--Why Fundraisers Belong at the Strategy Table
In a recent Chronicle of Philanthropy article, the author argues that too many nonprofits treat their fundraisers as order takers rather than strategic partners. It’s a costly mistake. When done right, fundraising is not just about securing gifts — it’s about translating between the community, the donor, and the mission.
The best fundraisers don’t spend their days only writing proposals or managing databases.
They’re “on the street” — listening to donors, understanding motivations, sensing skepticism, and translating the values and aspirations that make philanthropy meaningful. This work gives them a unique window into how the nonprofit is perceived, what messages resonate, and where there is disconnect between the organization’s internal story and the external experience.
If leadership is willing to listen, these insights are pure strategic gold.
Too often, fundraisers are invited into the process after the big decisions have been made — after the campaign theme is set, after the new program is launched, or after the board has approved a strategic plan. At that point, they’re expected to “go raise the money.” But if they were involved earlier, they could share what they’re hearing directly from donors: what parts of the mission inspire confidence, what causes hesitation, and what language feels authentic versus forced.
This is what the Philanthropy article calls the “translation role” — fundraisers as interpreters of meaning between donors and mission. They are the ones who can say, “Here’s what the community thinks we do well,” or, “This is where our message is unclear.” That real-world feedback should inform everything from program design to messaging strategy.
In an environment where 36 percent of nonprofits ended last year in deficit and more than half have three months or less in cash reserves, organizations can’t afford to keep fundraising disconnected from strategy. The people closest to donors and communities hold essential intelligence about perception, trust, and engagement — the very factors that determine long-term sustainability.
Empowering fundraisers to contribute to strategy isn’t about hierarchy or titles; it’s about making better decisions. It means inviting them to planning tables, valuing their observations, and redefining success beyond dollars raised. It means listening as a strategic function, not a soft skill.
Nonprofits that embrace this shift gain a deeper understanding of their stakeholders, develop more resonant messages, and build stronger relationships rooted in trust. Those that don’t risk designing strategies in a vacuum — well-intentioned but detached from the realities of how their work is actually experienced.
The next time a fundraiser comes back from a visit or a call, don’t just ask, “Did they give?” Ask, “What did you learn?” That answer might be worth far more than the gift itself.
