Salem Reiner

Aligning mission-driven capital projects and community development can unlock funding, partnerships, and long-term impact for nonprofits.

Introduction – Seeing the Bigger Picture

While nonprofits may be familiar with seeking grants, tax credits and other subsidies, there is often untapped potential in aligning a capital project with broader community and economic development initiatives. This alignment is more than a feel-good partnership — it can help advance a project by using planned actions and investments to secure net new financial, political, and social capital from those investing in community development work.  

By positioning a mission-driven real estate project as a contributor to local economic growth, workforce development, neighborhood revitalization, or other civic priorities, nonprofit leaders can open the door to funding and additional resources that may otherwise remain out of reach. 

That reframing, combined with thoughtful early-stage planning and documentation, can shift the project into a space where public agencies, community development financial institutions (CDFIs), community development corporations (CDCs), private developers, and philanthropic stakeholders see the success of the nonprofit’s project as important to the success of the broader community development plan. 

This alignment is more than a feel-good partnership. 

Positioning Your Project as Equity 

The actions, resources, and investments made by the nonprofit can be positioned as “equity” in the eyes of community and economic development investors. This framing helps attract complementary resources, including direct funding, technical assistance, and introductions to new partners who can bring fresh capacity to the table for both the nonprofit project owner and those supporting the associated economic development initiative. 

 Equity from the nonprofit project owner in this context is not limited to cash but may include letters of intent or other forms of commitments from funders. It might include existing property holdings or site control, design and pre-development work already funded by the nonprofit, or in-house expertise and community relationships that directly support the goals of the broader development effort while also serving the interests of the nonprofit project owner. 

When positioned effectively, these contributions can attract partners and co-investors. For example, if a nonprofit arts organization is developing a cultural center in a disinvested neighborhood, its commitment to the space can be leveraged to attract city funds earmarked for cultural tourism, private investment to improve the surrounding retail environment, or philanthropic dollars aimed at creative placemaking. 

 

Actions, resources, and investments can be positioned as “equity.”

Investing in Mutual Benefit 

Another way to unlock new support is by deliberately investing resources in both the nonprofit’s own real estate project and in community or economic development initiatives that intersect with it. This approach sends a strong message: the nonprofit is committed to mutual benefit, not just self-interest.  

A nonprofit expanding its programs could serve as an anchor tenant in a larger development, enabling a developer to secure financing that allows the project to proceed. It could contribute to streetscape improvements in front of its property. Its clients could become customers of nearby retail establishments, or potentially affordable housing residents. By doing so, the nonprofit positions itself as a co-architect of the broader economic vision, rather than as an isolated project owner. 

This dual investment yields expanded influence through participation in decisions about infrastructure, zoning, and public resource allocation. It can also create access to pooled resources that come with broader initiatives, and it strengthens relationships with stakeholders whose support may be critical to receiving necessary approvals and potentially over the life of the project. 

Maximizing Public–Private Partnership Potential 

Many of the most successful collaborations between nonprofits and community/economic development entities are rooted in public–private partnership (PPP) principles. These partnerships combine public policy goals, private capital, and nonprofit mission into a single project framework. 

The benefits can be substantial: access to tax incentives or expedited permitting, risk sharing among multiple parties, and an instant credibility boost from being part of a vetted partnership. 

To maximize the benefits of PPP, nonprofits should enter discussions with a clear understanding of how their project serves not only their own mission but also the broader economic and civic priorities of the public sector and private stakeholders. This means mapping mission objectives directly to publicly stated goals — such as workforce development targets, neighborhood revitalization, or sustainability benchmarks — and being ready to articulate these connections in both technical and narrative terms.  

Nonprofits should be prepared to demonstrate how their project will deliver measurable outcomes directly connected to broader community economic development goals, for example, through job creation, improved community services, engaging youth, or increased economic activity in a target area. 

Equally important is the ability to navigate the often-complex governance and decision-making structures of PPPs. This may require flexibility in design, phasing, and even operational models to accommodate multiple stakeholders’ needs. 

Be prepared to demonstrate how your project will deliver measurable outcomes. 

Building credibility early is key: securing endorsements from civic leaders, aligning with existing master plans, and presenting professionally-prepared documentation can help a nonprofit stand out as a serious, capable partner. This is also the time to gently reach out to gauge preliminary interest about engagement from elected officials and government staff, potential funders (including community development corporations), anchor institutions, and those investing in nearby community and economic development initiatives.  

If a project is not an absolute “go” (very rarely the case for early-stage projects), demonstrating its structure and viability are essential. Finally, nonprofits should recognize that PPPs are long-term relationships. Maintaining trust, transparency, and consistent communication with pragmatic information throughout the project lifecycle will not only support the current initiative but also position the organization for inclusion in future public–private collaborations.  

Aligning Timelines and Communication Strategies 

Timing can make or break the integration of nonprofit projects into broader community or economic development initiatives. Aligning timelines means more than simply launching construction at the same moment as other projects. It involves coordinating a series of interdependent milestones, such as environmental reviews, permitting, zoning hearings, fundraising campaigns, and public announcements. When partners’ schedules are harmonized, momentum is easier to build and maintain, and the likelihood of delays or missed opportunities decreases substantially.  

Effective alignment starts early. Before finalizing a development schedule, nonprofit project leaders should meet with city planners, developers, anchor institutions, the parties leading the community development initiative(s), and community organizations to identify shared deadlines and interest along with potential bottlenecks.  

This process often reveals opportunities to bundle activities for efficiency, such as conducting joint community engagement or synchronizing infrastructure improvements to minimize disruption, and plan for longer-term actions (e.g., participating in a government capital bond). If a property is to be acquired, this is the time to ensure that the owner or responsible parties are agreeable, understand the timeline and process, and that there is open and pragmatic communication regarding the schedule and expectations. 

Communication continues to be foundational. A joint communication plan that evolves with the project ensures that all partners are telling a consistent, mutually reinforcing story about the project’s goals and benefits. A communications plan is designed as a focused and proactive tool to establish, reinforce, and manage messaging, and guide a coordinated response to unexpected matters. 

Communication can take the form of coordinated press releases, unified messaging on social media, shared talking points for public presentations and project hearings (remember, the media is likely there), and most importantly, one-on-one discussions with strategic persons – including  those that are neutral and against the project – to build multiple mini-project ambassadors.  

Presenting a unified front strengthens creditability and can help advance both nonprofit-led capital projects and broader community economic development strategies. 

Conclusion

Mission-driven capital projects gain strength when they are not viewed as isolated undertakings but as catalysts within broader communities and economic development ecosystems. By positioning internal commitments as equity, nonprofits can unlock new layers of financial and political capital while amplifying their mission impact. Dual investment strategies that benefit both the organization and its community help to create shared value and long-term alignment with civic priorities. 

Public–private partnerships, when approached with flexibility, credibility, and detailed documentation, provide opportunities for nonprofits to leverage diverse funding streams, reduce risks, and build durable coalitions. However, success requires more than just securing resources. It depends on aligning project timelines with external stakeholders, coordinating communications, and demonstrating measurable outcomes that serve both organizational and community goals. 

Ultimately, nonprofits that embed their projects within larger economic development initiatives do more than complete buildings; they build resilience, expand influence, and establish legacies of collaboration that continue to generate impact well beyond project completion. 

Key Takeaways:

  • Integration multiplies impact: Aligning nonprofit projects with economic development goals allows organizations to tap into new funding, resources, and political capital that extend beyond their internal capacity. 
  • Equity is broader than cash: Nonprofit commitments — such as property control, pre-development work, or community relationships — can be positioned as equity to attract co-investors and partners. 
  • Mutual benefit drives legitimacy: Projects that deliver value both to the organization and the community strengthen credibility, goodwill, and stakeholder buy-in. 
  • Public–private partnerships create leverage: Successful PPPs balance mission goals with public priorities and private investment, enabling access to incentives, reduced risks, and wider networks of support. 
  • Documentation and communication are foundational: Early, professional project documentation and coordinated messaging are essential to building trust, gaining approvals, and sustaining long-term collaboration. 
  • Timing matters: Coordinating development milestones and aligning communication strategies with broader initiatives can accelerate momentum and reduce project risk. 

 

References:

  • U.S. Economic Development Administration. (2021). Public–Private Partnerships: Best Practices in Real Estate Development. U.S. Department of Commerce. https://eda.gov 
  • Brinkerhoff, J. M. (2002). Government–nonprofit partnership: A defining framework. Public Administration and Development, 22(1), 19–30. Google Scholar link 
  • Gazley, B. (2008). Intersectoral collaboration and the motivation to collaborate: Toward an integrated theory. Nonprofit and Voluntary Sector Quarterly, 37(3), 389–415.  

 

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