Outcomes vs Outputs: Understanding The Challenge of Nonprofit Marketing & Communications
- Erin Ratliff
- Jun 22
- 9 min read
Updated: Jul 4
"Nearly every problem in nonprofits comes back to Communications. Can't fill your event? Donors aren't renewing? Staff feels out of the loop? Board doesn't understand the mission? Legislators won't move on your bill? It all goes back to Communications."
Nick Friend
After spending years in both the for-profit and nonprofit sectors, I've come to an unpopular conclusion: nonprofit communications is often harder than traditional marketing.
The problem I've observed and experienced first-hand is that many organizations are trying to communicate impact before they've learned how to communicate trust.
In a sector built on solving complex social problems, we spend enormous amounts of time talking about what we do and surprisingly little time explaining why it matters. We count activities, celebrate outputs, and chase visibility, yet often struggle to answer the simplest question a donor, funder, volunteer, or community member might ask: What changed because of this work?
That question sits at the heart of nonprofit communications—and it's what makes the work fundamentally different from traditional marketing.
How do you measure success? How do you know if the needle is moving? It is simply sales or likes, or more complex indicators like influence, behavior change, community engagement, policy shifts, and long-term impact.
The Wisdom of Nonprofit Work
From my experience, nonprofit comms is one of the very best ways to learn it all in this industry. You are often thrown into the deep end without a lifejacket, but the payoff is massive. You get to see the immediate impact of your work in a way the corporate world rarely offers.
Working in nonprofits teaches you how to do more with less, manage competing priorities with limited resources, build buy-in across diverse stakeholders, and deliver results that actually matter for the greater good of the community, or the planet.
Of course, there are dark sides. The unsustainable wages and the overwork culture all create a revolving door of talent. That's why it's imperative to invest in the people behind the mission!
In nonprofit marketing, you’re often selling a problem people wish didn’t exist, and then asking them to give money to solve it.
Nonprofit marketers are chronically underestimated. The ask is harder, the proof is harder, and the budget is smaller.
Common Communications Mistakes
10 ways your organization is making communication harder than it needs to be:
Everyone on your team explaining the organisation slightly differently.
The programs and offerings make sense individually, but not together.
The website says what you do, but not what it all adds up to.
Every proposal and grant feels like starting from scratch
You have strong stories, but they don’t create a larger narrative.
You have good evidence of impact, but no clear argument for why it's important
The mission statement keeps getting softened until it says almost nothing.
You are trying to say everything at once, because the work is complex and no one wants to leave anything out.
You haven’t decided what you specifically want to be known for.
You're assuming the audience already understands why the work matters to them
You lead with your programs, jargon, and acronyms instead of connecting the work to the audience's values, concerns, and lived experience.
You're trying to lump together Communications, Marketing and fundraising altogether as one.
When these mistakes are made (often due to top-down leadership) then comms gets blamed because the copy on your websites or grants is unclear, wordy and hard to follow.
Stop asking Communications to solve problems for the organization that haven't even been clarified or discussed by leadership.
Clarity Is Power
It’s imperative that organizational leaders and teams get clear and unified on the following questions in order to advance the mission and publish clear and cohesive communications:
What do we believe?
What is the bigger change we are working towards?
How do our programs and offerings connect?
What is our evidence actually proving?
What do we want people to understand, feel, remember and do?
When these questions are answered, then it's so much easier for every website page, social post, proposal, presentation, grant, speech, or report to be crafted and land in the way it's supposed to.
Internal misalignment creates confusion which manifests as external misalignment. As soon as organizations recognize this and commit to solving it, everything shifts. Instead of chasing the wrong attention, they begin to attract the right engagement.
Clear communication starts with clear thinking. It's not that you haven't found the right words. It's that you haven't agreed on the exact purpose and strategy behind them.
Comms is Not Dev
When I first stepped into nonprofit comms, I was young, starry-eyed, and passionate about making a tangible difference. A decade in the trenches later, that core joy of helping others is still there, but the rose-colored glasses have come off. There are glaring administrative patterns across the nonprofit sector.
The biggest mistake I've seen is putting Marketing and Communications directly under the Development umbrella, which puts revenue building and strategic spending ahead of long-term organic growth and building brand awareness.
This is problematic for a few reasons. First, because fundraising and marketing are fundamentally different disciplines requiring entirely different skill sets.
A development professional is trained to look at the world through a transactional lens, while a marketing professional is trained to look with an expansive birds-eye-view involving everything from brand positioning to audience segmentation to long-term reputation management.
Marketing and comms professionals deserve their own autonomy and budget so the org can constantly be building new pipelines and funnels of new followers, donors, and supporters.
"For nonprofits, real communications strategy and infrastructure starts with one question: what does your organization need people to understand, believe, and feel in order to advance your mission over the next three to five years? "
Gremesha Session
Reminder: Development and Comms should be a partnership of equals. This is because Marketing is not a sub-genre of fundraising; it is its prerequisite. To build sustainable, long-term growth, organizations must give communications experts the resources they need to drive brand strategy and growth.
The Nature of the Ask
Traditional marketing must sell products or services, whereas nonprofit comms must inspire meaningful action.
There's a big difference there.
In the business world, marketers are typically promoting something people already want. Whether it's a product, service, convenience, experience, or solution, there is usually a direct and tangible exchange of value. The customer understands what they are receiving in return for their money, and the marketer's job is to clearly communicate why their offering is better than the alternatives.
Nonprofits operate under a very different set of circumstances. Most nonprofit organizations are not selling products. They are asking people to care about issues they may never personally experience. They are asking donors to invest in outcomes they may never directly benefit from and to trust organizations they may never interact with beyond a website, newsletter, or annual report.
While businesses are focused on converting attention into revenue, nonprofits are focused on converting awareness into trust, engagement, advocacy, and change. The tools may look similar on the surface, but the outcomes are fundamentally different.
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Using the same communication strategy for both often misses the mark because the purpose behind the communication is entirely different.
At its core, nonprofit communications is not selling a product. It is building trust and inspiring action.
The Real Product Is Trust
In many ways, trust is the nonprofit sector's most valuable asset—and also its most difficult product to communicate.
In order for a nonprofit to succeed, trust must be earned repeatedly.
Donors need confidence that their contributions will be used responsibly.
Community members need confidence that programs are effective.
Partners need confidence that collaboration will create meaningful results.
Policymakers need confidence that the organization is credible and informed.
Yet despite these unique challenges, nonprofit organizations often evaluate communications using the same metrics and frameworks employed by businesses.It's easy to become preoccupied with social media growth, impressions, website traffic, and engagement rates.
While those metrics can provide useful information, they are rarely the most important indicators of success.
The real question is not whether people saw the message. The real question is whether anything changed because of it.
The Sector's Obsession With Activity
This tendency to focus on activity rather than outcomes extends far beyond communications. In fact, it may be one of the nonprofit sector's most persistent challenges.
Most organizations have become highly skilled at reporting what they do.
Annual reports proudly announce the number of families served, meals distributed, workshops conducted, or volunteers mobilized. Grant reports are filled with outputs and participation numbers. These figures are important because they demonstrate effort and reach. However, they often stop short of answering the question that donors, funders, and communities care about most: What difference did it make?
There is a significant difference between reporting activity and reporting impact. Telling me that 1,200 families participated in a program explains what happened. Telling me that food security among those families increased from 29 percent to 81 percent demonstrates why the program mattered. One statistic measures effort. The other measures change.
Reminder: Donors and partners are not investing in activities. They are investing in outcomes. And the organizations that can clearly articulate those outcomes build stronger relationships, greater credibility, and more sustainable support over time.
"The problem isn't your strategic plan. It's the invisible gap between the plan and what your team actually does on a Tuesday at 2pm. That gap is where meetings become status theater, progress is explained instead of seen, the loudest fire beats out top priority, and good people burn out."
Chris Wehbe
The Contradictions We Don't Talk About
Unfortunately, the nonprofit sector often makes this work more difficult than it needs to be.
We routinely demand evidence of impact while underfunding the systems necessary to measure it.
We encourage innovation but penalize failure.
We ask organizations to address deeply rooted social challenges while providing short-term funding cycles that prioritize immediate results.
We talk about sustainability while scrutinizing investments in infrastructure, operations, and staffing.
These contradictions create enormous pressure on nonprofit leaders and communications professionals alike. Teams are expected to demonstrate transformative impact while operating with limited resources, lean staffing structures, and competing stakeholder demands.
The result is that communications often become reactive rather than strategic.
The newsletter goes out because it has to.
The social media post gets published because someone remembered.
The annual report is assembled because the board expects it.
Beware of the time when Communication becomes another task on the checklist rather than a strategic function that advances the mission.
Make sure your marketing efforts have a clear direction and purpose. When content is created just for the sake of looking busy, rather driving an action,then you're just spinning your wheels and creating empty noise.
Comms Is A Strategic Partner, Not A Service Department
Too often, communications teams are brought in after the decisions have been made, the campaign has been designed, or the event has been planned. Their role becomes promoting initiatives rather than helping shape them.
The most effective communicators contribute long before a message is written or a social media post is scheduled. They help organizations understand their audiences, anticipate stakeholder concerns, identify opportunities, and craft narratives that align with broader strategic goals.
Communications is not just about visibility and aesthetics. It is also about strategy: ensuring the right people hear the message, understand it, care about it, and act on it.
Reminder: When communicators are excluded from strategy conversations, organizations lose one of their most valuable tools for creating impact.
Social Media Is a Tool, Not A Strategy
For nonprofits, social media should support organizational goals—not become one. Many organizations continue to view social media success through the lens of pure visibility. They celebrate growing follower counts, viral posts, and increasing engagement rates without connecting those metrics to mission outcomes.
A post that receives hundreds of likes but generates no new donations, partnerships, registrations, advocacy actions, or community engagement may be performing well on the platform while failing the mission. Conversely, a post that reaches a smaller audience but inspires meaningful action is doing it's job and delivering real ROI.
Here’s the truth: If social media is operating without consistency and a strategy, it won’t help your organization advance it's actual mission.
For nonprofits, the most important social media question is not "How many people saw this?" It is "What happened because they saw it?"
While visibility has value, visibility alone does not create impact.
Why This Work Matters More Than Ever
People don't invest in organizations because they understand every program, every metric, or every line item in a budget. They invest because they believe in the problem and the work.
The job of nonprofit communications is to earn and sustain that belief.
And in a sector where trust is both the most valuable asset and the hardest thing to measure, that may be the most important work of all.
When nonprofit comms succeeds, it does more than promote an organization.
It helps people understand complex issues.
It builds relationships across communities.
It amplifies voices that might otherwise go unheard.
It shifts antiquated or oppressive social systems
It creates accountability.
It mobilizes action.
In an era defined by information overload, shrinking attention spans, and declining trust in institutions, this type of work has never been more important.
Erin Ratliff is a holistic marketing mentor and creative consultant specializing in organic growth + visibility for heart-led soul-preneurs who value personal and planetary health.
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