Why Nonprofit CEOs Must Be Community Relationship Champions

In today’s rapidly evolving nonprofit landscape, the role of the CEO extends far beyond internal leadership and operational oversight. The CEO is the most influential figure in a nonprofit’s management structure — responsible for setting the vision, leading staff, managing finances and maintaining key relationships, according to Community Rec Magazine. But one responsibility stands out as increasingly vital: building and sustaining strong community relationships.

The CEO’s Role in Community Engagement

A nonprofit CEO has to be more than a strategic leader — they must be a visible, trusted presence in the community. Antioch University emphasizes that successful nonprofits address local needs, fill service gaps and provide innovative and needed services. They are essential through programs and initiatives, to help build community capacity, promote civic engagement and support economic development. These outcomes are only possible when the CEO is deeply connected to the communities they serve.

This means attending local events, joining service clubs, serving on community boards and cultivating partnerships that align with the organization’s mission, according to the Association of Fundraising Professionals. Allow the community to engage with your nonprofit and its leadership by hosting events and advocacy campaigns to highlight your mission and vision. You can also offer ways, like organization visits, for community members to learn more about your organizational priorities, strategic plans, services and impact. CEOs who are active in their communities not only raise the nonprofit’s profile but also open doors to collaborative opportunities that benefit both the organization and its stakeholders.

How to Map Out Your Community Network   

Funding for Good outlines 10 core responsibilities of a nonprofit CEO, including leadership, fundraising, board development and community relations. Among these, community engagement is not just a task — it’s a strategic imperative. CEOs must build and maintain relationships with donors, peers, media and civic leaders. These connections are the foundation for long-term sustainability and growth.

In my own career — spanning roles such as the president of a hospital foundation and the national director of philanthropy — I’ve seen firsthand how a CEO’s community involvement can make or break development efforts. When a CEO is actively engaged, it amplifies the work of the entire team.

To be effective, CEOs should work with their teams to identify key community-based organizations, corporations, foundations and individuals aligned with the nonprofit’s mission, vision, values and strategic goals. Prioritize relationships that offer the greatest potential for mutual benefit and provide your nonprofit long-term time, talent and treasure.

Key areas of involvement might include:

• United Way agencies.
• Chambers of commerce.
• Local and state government leaders.
• Community foundations.
• Faith-based organizations.
• Hospitals and healthcare systems.
• Service clubs (e.g., Rotary, Kiwanis).
• Corporate leaders and major employers.
• Media outlets.
• Educational institutions.
• Major donors and philanthropic partners.

A Community-Connection Case Study

At The Salvation Army Indiana Division, our CEO’s commitment to community engagement has led to transformative partnerships. Here are just a few examples:

• CenterPoint Energy and its foundation provided grants for seasonal utility assistance programs.
• The city of Indianapolis funded the continuum of care initiative through government grants.
• Emergency Rental Assistance Program enabled rental support and eviction prevention via federal government grants.
• Other government grants at various levels provided social services, including housing, food assistance and financial aid.
• Kiwanis Club of Indianapolis provided funding for kettle matches and operational program priorities.
• Kroger and Walmart offered grants to support critical services and permitted on-site kettle donation activity.
• Lilly Endowment granted funds for COVID-19 relief, disaster relief and sustainability.
• United Way of Central Indiana supported major building renovations

These successes didn’t happen by chance — they were the result of our CEO’s intentional, long-term relationship-building within our community. Your nonprofit was established to meet community needs, too, but your CEO must make the case for support to represent your organization. 

This process takes time and personal commitment from the CEO. When I joined The Salvation Army, I made it a priority to introduce our CEO to every hospital CEO in the community. We created materials, a script and a game plan for successful visits. Our goal was for the community organizations to establish a positive dialogue with us. 

This approach can work for your organization too. Encourage your CEO to dedicate a portion of their weekly schedule to community engagement. Start small, be consistent and measure the impact.

Nonprofit CEOs are not just administrators — they are ambassadors. Their ability to build and nurture community relationships directly influences the organization’s reach, relevance and resilience. In a sector built on trust and collaboration, there is no substitute for authentic, sustained engagement.

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.