Year-End Success Guide
As the calendar year winds down, nonprofit leaders face both opportunity and responsibility. Year-end is not only a natural point of reflection but also a critical window to strengthen your organization’s financial health, reinforce governance, and set clear direction for the year ahead.
Whether you lead as a CEO, Executive Director, Senior Pastor, or CFO, the close of the year is a strategic moment. Here are key areas every leader should review to ensure the organization ends well and enters the new year prepared.
Budgets
A budget should be more than a document approved and filed away — it is a living tool for leadership. As you finalize next year’s budget:
Cast vision: Align spending with strategic goals.
Select your budget philosophy: Choose whether to build from zero, hold flat with adjustments, or use another approach that fits your reality.
Clarify decision-making: Decide who will develop drafts (e.g., department leaders) and what review path it will follow (leadership team → finance committee → full board).
Identify metrics: Determine what will drive success and how you’ll measure progress.
Plan adjustments: Decide what activities need to shift to reach goals.
Review revenue: Evaluate what was received this year and anticipate changes.
Anticipate costs: Factor in personnel adjustments, insurance increases, and other rising expenses.
When treated as a year-round guide, budgets become a tool for accountability and decision-making rather than a static document.
Board Meetings
Boards carry essential responsibilities at year-end. Ensure your board is scheduled and equipped to address:
Approval of the upcoming year’s budget
Housing allowance and compensation packages (where applicable)
Policy updates for the coming year
Review and amendments to governing documents
Strong governance now prevents rushed decisions later. This is also a natural moment to thank board members for their service and refocus them on the mission for the year ahead.
Fundraising
Year-end giving represents a disproportionate share of annual contributions for many nonprofits. Even if your fiscal year does not close on December 31, the generosity of the holiday season cannot be overlooked.
Consider these questions as you shape your year-end approach:
How do you typically communicate with donors? Stay consistent with what works while ensuring your message feels timely and heartfelt.
What projects could you highlight? Choose initiatives that both close the current year strong and create momentum for the year ahead.
Does a Giving Tuesday effort make sense? For some organizations it’s essential, for others it may distract from larger initiatives.
Examples include special holiday food drives, missionary children’s gifts, or community projects that resonate with your base. The goal is not simply to raise funds, but to connect generosity to mission in a way that honors both your donors and those you serve.
Accounting & Compliance
Don’t overlook the technical details that ensure compliance and operational health. Leaders should confirm their teams are on top of:
Payroll: Verify year-end runs, bonuses, withholdings, and benefits are accurate.
Tax forms: Ensure vendor and employee data is ready for 1099s and W-2s.
Inventory counts: Complete counts for supplies, resale items, or program materials.
Reconciliations: Bank, receivables, and payables should be up to date.
Audit readiness: Documentation should be clean and easily accessible.
You don’t need to complete these tasks yourself, but you do need to ensure someone is responsible and deadlines won’t be missed.
Other CxO Considerations
Beyond the core areas, strong leaders also take time to:
Strategic Planning: Reflect on the year’s wins and lessons to refine direction.
Staff & Volunteer Care: Express appreciation through recognition, bonuses, or personal notes. Retention in January often begins with gratitude in December.
Communications: Share a year-end message, holiday greeting, or vision-casting update.
Risk & Compliance: Review insurance coverage, renewals, and key contracts.
Technology & Systems: Clean up donor and financial databases; confirm backups are secure.
Leadership Transitions: Plan for board succession and invest in emerging leaders.
These are not extras — they are the practices that move an organization from simply closing the books to cultivating long-term health.
Conclusion
Year-end is not just about wrapping things up; it’s about positioning your organization for the future. By giving attention to budgeting, governance, fundraising, compliance, and leadership priorities, you ensure your mission enters the new year with clarity and strength.
If you’re recognizing areas where a second set of eyes or a strategic partner could help, I’d welcome a conversation. Together we can develop a plan that closes this year with confidence and builds momentum for the next.
