Contractors vs. Staff in Nonprofit Fundraising, Marketing, and Communications: What Each Role Should (and Should Not) Do
Nonprofit leaders today are being asked to do more with less. More goals, more accountability, more urgency, and fewer people or resources to get the work done. Turning to contractors, consultants, and volunteers is often a practical and necessary choice.
At the same time, many leaders wonder whether they are structuring that support the right way. Are donor relationships protected? Is staff authority clear? Is the organization staying compliant while still moving forward?
This article clarifies best practices for nonprofit staffing models and outlines what contractors can appropriately support and what staff must retain ownership of across fundraising, marketing, and communications.
Why Clear Roles Matter in Nonprofit Fundraising and Communications
Fundraising and communications are built on trust with donors, funders, regulators, and the broader community. Contractors can meaningfully expand capacity, but certain responsibilities must remain with staff to protect that trust.
Clear role definition helps nonprofits:
Maintain donor confidence and continuity
Ensure ethical, legal, and data privacy compliance
Strengthen accountability and decision-making
Ensure consistent brand expression
Reduce staff burnout and role confusion
When roles are clear, everyone works more effectively and with greater confidence. Below is more information on specific roles across various fundraising, marketing, and communications functions.
Fundraising
Prospect Research and Donor Data Management
What Contractors Can Do
Contractors and volunteers can:
Conduct donor and funder research
Compile prospect lists
Enter data into the CRM
Run reports for staff review
These activities extend capacity without shifting control.
What Nonprofit Staff Must Do
Staff must:
Set prospecting priorities
Approve prospect assignments and moves
Ensure compliance with privacy laws and internal policies
Ownership of donor data always rests with the organization.
Donor Cultivation and Relationship Management
How Contractors Can Support Cultivation
Contractors and volunteers may:
Help host cultivation events or tours
Provide testimonials or peer connections
Assist with scripted follow-up communications
Share staff-approved content
Why Staff Must Own Donor Relationships
Staff are responsible for:
Managing major donor relationships
Designing cultivation strategies
Coordinating internal engagement
Aligning outreach with organizational priorities
Donor relationships are long-term institutional assets and must remain with staff.
Fundraising Solicitation and Major Gift Asking
Appropriate Contractor Support
Contractors can:
Prepare proposals and case materials
Role-play solicitation conversations
Participate in meetings as a peer or board support
Responsibilities That Must Stay with Staff
Staff and leadership must:
Make the formal ask
Determine gift amounts and timing
Approve and customize proposals
By keeping the formal ask with staff, it helps to guarantee that the donor relationship remains with the organization, not an outside contractor.
Donor Stewardship and Gift Acknowledgment
Stewardship Support Contractors Can Provide
Contractors may assist with:
Drafting thank you notes
Developing impact stories and stewardship content
Supporting donor recognition and engagement events
Stewardship Responsibilities Staff Must Retain
Staff must:
Personally thank major donors
Review and sign acknowledgment letters
Ensure accurate receipting and compliance
Oversee recognition and naming policies
Grant Writing and Grant Reporting
Contractor Roles in Grant Work
Contractors can:
Draft proposal narratives
Compile attachments and supporting data
Prepare grant reports
Staff Responsibilities
Staff must:
Approve final proposals and budgets
Submit all grant applications and reports, and serve as the official organizational signatory
Ensure compliance with funder requirements
Marketing and Communications
Marketing and communications directly influence fundraising success, donor trust, and public perception. Because messaging shapes giving decisions and long-term relationships, nonprofits must be just as intentional about marketing roles as they are about fundraising roles.
What Marketing and Communications Contractors Can Do
Contractors can provide execution support and specialized expertise, including:
Drafting emails, newsletters, appeals, blog posts, and website copy
Writing and designing campaign messaging and donor-facing materials
Creating visual assets, reports, and collateral
Managing content calendars and publishing staff-approved communications
Supporting digital campaigns, email marketing, and website updates
Producing videos, photography, and storytelling assets
Providing expertise in branding, SEO, analytics, and marketing platforms
These services increase capacity and quality without requiring permanent staff expansion.
What Nonprofit Staff Must Do
Staff must retain ownership of strategy, voice, and accountability, including:
Setting marketing and communications strategy
Establishing messaging priorities aligned with fundraising and organizational goals
Approving all external-facing content
Ensuring alignment with mission, values, donor intent, and brand standards
Managing donor communications tied to stewardship and fundraising strategy
Managing community engagement on the organization’s social channels
Serving as the final authority on tone, positioning, and reputational risk
Preserving institutional knowledge and narrative continuity
Marketing is not just content production. It is a leadership responsibility tied to trust and credibility.
Strategy, Oversight, and Accountability
Strategic Support Contractors Can Offer
Contractors may provide:
Consulting and assessments
Technical expertise and training
Benchmarking and best practices
Strategic Ownership That Belongs to Staff
Staff are responsible for:
Setting fundraising and communications goals and priorities
Managing performance, timelines, and portfolios
Integrating fundraising and marketing with the organizational budget
Reporting progress to leadership and the board
Contractors vs. Staff in Nonprofit Fundraising and Communications: The Bottom Line
If this feels complex, that is because it is. Nonprofit fundraising and communications sit at the intersection of relationships, accountability, compliance, and capacity. There is no one-size-fits-all approach.
The most resilient organizations are not those that avoid contractors or rely on them too heavily. They are the ones that intentionally design roles, protect staff ownership of relationships and decisions, and engage contractors as trusted partners with clear boundaries.
When everyone understands where they add value and where responsibility ultimately sits, fundraising and communications become more effective and far more sustainable.
Reach out if you want to explore how contractors can support your mission while protecting what must remain internal.
For the past 25 years, Dani Beam has helped nonprofits at local, regional, and global levels find sustainable solutions to tricky growth and funding issues. She works with leaders and teams to optimize their approach to fundraising, strategic planning, marketing, and more! Dani is passionate about helping motivated people build vibrant and effective nonprofit organizations—so they can make a meaningful impact in the world!