Don't Leave Major Gifts on the Table This Year-End

As nonprofits gear up for year-end appeals, there's another fundraising priority that deserves just as much attention – closing major gifts already in play and renewing support from donors who haven't yet made their annual commitments.

These gifts won't materialize on their own. They require intentional outreach, thoughtful follow-through, and a compelling case for what's ahead. Here's where I'd focus your attention before December 31.

Start with the gifts already in play.

Every development team should have a clear picture of the major gifts currently in conversation. Who has received a proposal? Who has expressed interest but hasn't committed? Who has been cultivated throughout the year but hasn't yet been asked?

Pull that list together and identify what needs to happen to move each relationship forward. Some donors may need additional information or a conversation with leadership. Others may need someone to make the ask. Distinguish between gifts that can realistically close before December 31 and those that need more time, and prioritize your outreach accordingly. The goal isn't to rush decisions, but to make sure promising opportunities don't stall because of a lack of follow-through.

Don't overlook the donors who haven't renewed.

Compare your major donor giving from last year to this year. Who made a significant gift in 2025 but hasn't yet renewed in 2026? Which longtime supporters have reduced their giving? Are there donors who typically make their commitments earlier in the year but have gone quiet?

Before reaching out, review each donor's history. Was their previous gift intended as annual support or a one-time contribution? Have they been engaged throughout the year? What do you know about their interests and priorities?

These relationships deserve personal attention, not a mass appeal. Thank donors for what their previous support made possible, share what's ahead, and invite them to renew their commitment. Don't assume that a donor who hasn't given has decided not to. Sometimes, they just haven't been asked.

Create a plan for the final weeks of the year.

Build a simple year-end major gifts action plan that identifies your highest-priority prospects, outstanding renewals, the next step for each relationship, who's responsible, and when that action needs to happen.

Review it weekly through the end of the year. Pay attention to what's moving, what's stalled, and where additional support might help. The last thing you want is to arrive in mid-December and realize that several important donor conversations never happened.

Make the ask about what's possible next year.

Your year-end major donor messaging should look forward. Focus on what you're working toward in 2027, the problems you're uniquely positioned to address, and the impact you know is possible with the right resources.

What opportunities are emerging that your organization is prepared to pursue? What challenges are the communities you serve facing? What could you accomplish with additional investment that might otherwise remain out of reach?

Use this year's accomplishments as evidence of what's possible, then connect your vision to a tangible funding need. Help donors understand how their support can advance your plans, and don't be afraid to make a specific ask. If someone gave $25,000 last year, consider whether there's an opportunity to invite them to renew at $35,000 to support an ambitious new priority. Help donors see themselves as partners in what comes next.

Get your leadership and board involved.

Closing major gifts isn't the development team's responsibility alone. Your executive director, senior leadership, and board members can play an important role, particularly when they have existing relationships with donors.

Identify where personal outreach from leadership could make a difference. Perhaps a board member can reconnect with a longtime supporter, or your executive director can speak directly with a donor considering a significant investment.

Make these assignments intentional. Give people the context they need, clarify the purpose of the outreach, and establish a timeline for follow-up. Board members, in particular, need support and active management to be effective fundraisers. Equip them with talking points, background on the donor, suggested language for making the ask, and a clear understanding of what you're requesting. Then follow up regularly to help move conversations forward, address any hesitations, and make it as easy as possible for them to take action.

Finish the year by starting a conversation about the future.

Some donors will make their commitments before December 31. Others will need more time, and that's okay. A thoughtful conversation now can lead to a significant gift in January, a deeper partnership later in the year, or a relationship that grows over time.

As you prepare your year-end campaigns, don't lose sight of the people who have already demonstrated a meaningful commitment to your mission. Make the time to reconnect, invite them into your vision for the coming year, and give them a reason to feel excited about what your organization is building.

Your year-end major donor conversations shouldn't feel like the end of an annual cycle. They should feel like the beginning of a conversation about the future. The goal is both to close out the year with dollars raised and enter the next one with the relationships, commitments, and resources to accomplish what comes next.