Moving Beyond Why And What: The Strategic Shift To The How Of Philanthropy

Created By: Katy Beth Cassell
December 17, 2024

In traditional philanthropy, the focus has long been on answering two fundamental questions: Why does this cause matter? What does the organization do? These questions have shaped the backbone of campaigns, proposals, and donor communications. The goal was to convince donors that a cause was worth supporting by outlining the problem’s urgency and explaining the organization’s approach. However, as I reflect on my work with our partners this past year and think back on my fundraising experiences, I’ve come to realize that these narratives alone are insufficient to build sustainable partnerships. Donors, particularly those in the next generation of wealth-holders, no longer want to be passive funders. Instead, they want to understand how the organizations they support approach problem-solving, how they engage in partnerships, and how their dollars translate into scalable, systems-level change. 

Moving the focus from why and what to how is a subtle but critical evolution that requires fundraisers to shift from being storytellers to strategic thought partners. Here’s how to implement this approach more deliberately and effectively in the year ahead. 

The Hidden Risk of Overemphasizing the Why and What 

Many nonprofits build their case for support around two pillars: establishing why their mission is vital and presenting their unique solution. While this approach works in explaining the organizational story, it often keeps donors at arm’s length, positioning them as observers of the problem and solution rather than active participants. 

This dynamic can inadvertently send the message that the organization knows exactly what needs to be done and only requires the donor’s financial support. As a result, these engagements become transactional: donors contribute, organizations report back, and the relationship remains a cycle of ask and response. This transactional nature is even more pronounced in major gift fundraising, where the scale of the investment demands a more nuanced approach. 

To elevate the donor experience, we must engage in a deeper dialogue that shifts the conversation to how we work together. For example, instead of asking a major donor to contribute to a capital campaign because the reason the project matters is apparent and the organization’s needs are defined, organizations can invite donors to think about how their gift could shape a model for broader community impact. This approach shifts the power dynamic and invites donors to participate in designing strategies and solutions. 

Shifting to the How: Building Strategic Partnerships 

The “how” is fundamentally about redefining a donor’s role in the organization’s work—from financier to strategic partner. This reframing positions donors as co-creators of the change they seek to make, elevating their engagement from simply responding to a need to actively shaping the impact of their investment. 

1. Shaping the Narrative: From Outcome to Approach 

When nonprofits focus solely on outcomes, they risk oversimplifying the complexities of social change. For example, instead of focusing a solicitation on “we built 200 affordable homes last year,” consider a conversation around how your organization’s innovative model integrates affordable housing with workforce development and financial literacy. This subtle shift gives donors a glimpse into the organization’s strategic approach, emphasizing the value of process over product. 

This approach can be particularly powerful for donors who are seeking to maximize the long-term impact of their philanthropy. By understanding how the organization thinks, experiments, and iterates, they gain confidence that their investment is contributing to a strategy designed for scale and sustainability, rather than a series of one-off results. 

2. Elevating the Donor’s Role: From Supporter to Strategic Advisor 

The “how” in philanthropy also emphasizes creating meaningful opportunities for donors to influence the organization’s approach. This could be through advisory councils or thought leadership initiatives. By inviting donors to help shape not just the outputs, but the strategic framework, organizations can create a more equal partnership where the donor’s expertise and networks are valued just as much as their financial contribution. 

For instance, consider a foundation with a deep background in data-driven grantmaking. Instead of merely asking for their support, an organization might engage them in a conversation about how to build better impact measurement tools and how to use data to drive more effective program implementation. This deepens the donor’s engagement and leverages their unique skill set to advance the organization’s mission. 

3. Building for the Future: How to Position the Organization as a Platform for Impact 

The “how” also requires organizations to consider themselves as platforms for broader social change, not just as service providers. For instance, instead of saying, “We are working to close the literacy gap in underserved communities,” consider positioning your organization as a platform for testing and scaling innovative educational models. This nuanced shift invites the donor to think about how their investment can leverage partnerships, advocacy, and capacity-building to create change beyond just one program or community. 

This is particularly compelling for donors who are increasingly interested in cross-sector approaches and systems change. By focusing on how the organization facilitates collaboration and drives thought leadership, you are positioning your nonprofit not just as a recipient of funds but as a leader in the broader movement. 

Implementing the How: Advanced Strategies for Fundraisers 

Fundraisers and other nonprofit leaders must go beyond narrative shifts and embed the “how” into their overall donor engagement strategy. Consider these advanced approaches: 

• Dynamic Strategic Engagement Plans: Develop multi-year engagement plans that map out specific “how” moments, such as co-authored thought pieces or collaborative site visits. These plans should be tailored to each major donor’s unique interests and expertise, showing them precisely how they can influence different aspects of the organization’s work over time. 

• Leveraging Data for Strategic Conversations: Use data for impact reporting and to spark strategic discussions. For instance, donors can be invited to explore how certain programmatic approaches are performing and how adjustments could increase effectiveness. Presenting data as a tool for co-learning rather than simply a performance metric invites donors to think critically about the organization’s strategy. 

Orr Group brings a sophisticated approach to donor engagement, designing effective fundraising plans that are rooted in your values, culture, organizational assets, and potential for growth. Learn how we can partner with your nonprofit to amplify your philanthropic impact.

Katy Beth Cassell is a Director at Orr Group. Katy Beth partners with Orr Group’s clients to create and implement efficient, capacity-building fundraising plans to meet goals. She brings expertise in developing strategies for the cultivation, solicitation, and stewardship of high-net-worth individual donors.