How Strategic Partnerships Help Nonprofits Advance Their Mission

At PNC Bank, we have the privilege of serving thousands of nonprofit organizations across the country, providing investment management, custody, banking and lending solutions, and beyond. That scale gives us a panoramic view of what nonprofit leaders and boards are trying, changing and learning — often in real time. In the second quarter of 2026, we asked nonprofit leaders, “How do external partnerships help advance your nonprofit’s mission?”

1. Leveraging partners to expand your reach

A development executive at a community-focused, human services organization in Maryland described the organization’s partnership with a food bank and several local grocery stores as one of its most important external relationships. Food donations allow the organization to serve people whether or not they are already clients. Once individuals come in for food, it opens the door for staff to learn more about their broader needs — including housing, health and other support services — and connect them to additional resources.

Takeaway: Partnerships that meet an immediate need can also create a trusted entry point for deeper engagement. Food, transportation, housing support or other practical services may serve as the gateway to broader mission impact.

2. Turning volunteers into capacity, connection and future support

A leader at an East Coast, anti-trafficking nonprofit shared that a network of local churches has become one of the organization’s most powerful partnerships. Church members often want hands-on ways to help — hanging items, running errands, completing small projects or filling other practical gaps that save staff time and money. Over time, those volunteers often become more emotionally invested in the mission and may become donors as well.

Takeaway: Volunteers can be more than extra hands. When external partners are invited into meaningful, practical work, they can become long-term ambassadors, advocates and financial supporters.

3. Collaborating with peers to reduce costs and strengthen the field

Leaders from two Ohio arts organizations described the power of sharing resources among like-minded nonprofits in the same community. Through shared services — especially finance and accounting — organizations can create efficiencies while continuing to advance their individual missions. They also noted that other sectors, including human services, may benefit from similar collaborative models.

A leader at a Pennsylvania human services foundation described a local nonprofit consortium that meets monthly to share information, ideas and resources. In one simple but practical example, one nonprofit reused event materials from another organization for a themed fundraiser, creating a no-cost solution that saved money and reduced waste.

Takeaway: Peer collaboration does not always require a formal merger or complex structure. Shared services, resource exchanges and regular communication can create meaningful savings and operational leverage.

4. Partnering with government to streamline access and respond faster

The CEO of a large human services organization described a close partnership with the county department of human services. Together, they support a 24/7/365 information and referral system that serves as a front door for residents seeking help. The partnership enables data sharing, reduces duplication, shortens the path to services and allows both organizations to respond quickly in a crisis.

Takeaway: Government partnerships can be especially powerful when they reduce friction for the people being served. Shared data, clear referral pathways and coordinated response plans can improve both efficiency and impact.

5. Using associations and industry coalitions to amplify influence

The CEO of a Massachusetts behavioral health nonprofit described a trade association as one of the organization’s most powerful current relationships. Through that association, the nonprofit engages in advocacy, shares best practices, builds peer networks and receives technical assistance.

A global corporate foundation leader also cited an industry-wide fund focused on supporting survivor-serving nonprofits. The partnership allows companies in the same industry to collectively address an issue that intersects with their business and social impact priorities.

Takeaway: Coalitions and associations can help nonprofits do what may be difficult to do alone: advocate, learn from peers, build sector standards and address large-scale challenges through collective action.

6. Inviting vendors into mission-building

A Pennsylvania nonprofit advancement leader shared that the organization asks vendors — including professional service providers such as insurance partners — to participate in gala planning committees. Those vendors may contribute ideas, volunteer time and make connections to other resources the organization would not otherwise access. The leader noted that many nonprofits ask vendors for donations, but vendors can also be valuable volunteers and connectors.

Takeaway: Vendor relationships can create value beyond sponsorship dollars. Consider where vendors may have expertise, networks or project capacity that can support fundraising, events, operations or strategy. 

Closing Thoughts

Our conversations with nonprofit leaders this quarter made one thing clear: the most valuable partnerships often do far more than provide funding. They expand capacity, open doors to people in need and future supporters, strengthen advocacy, reduce duplication, create efficiencies and help nonprofits increase their impact.