Why Long-Term Audit Relationships Often Serve Nonprofits Better

Many nonprofit organizations — especially those that have been around for some time — have a long-standing rule to rotate audit firms once every three years. Sometimes, it’s even written into the bylaws. Even though this was once considered best practice, it’s no longer the norm — nor is it recommended.

While auditor independence and objectivity remain critical, hiring a new firm every few years is no longer viewed as best practice in insolation; particularly when organizations already receive high-quality, value driven services. Let’s talk about why this has fallen out of favor, and the ways in which nonprofits ultimately benefit when they keep auditors long-term.

Why was the three-year audit rotation so common?

In the US, there has never been a legal requirement for nonprofits to rotate audit firms. But historically, particularly from the 1980s through the early 2000s, many nonprofit boards voluntarily adopted a three-year rotation cycle. 

At that time, familiarity was seen as a risk. The rationale was that long audit firm tenures led to more familiarity between auditors and nonprofit management — and good rapport could impair independence.

To put it more simply, the three-year rule just felt better. It was rooted in public perception.

While Generally Accepted Accounting Standards (GAAS) and the AICPA Code of Professional Conduct require auditors to maintain independence in fact and in appearance, ultimately, routine, frequent rotation — particularly when driven by policy rather than performance — often led to less efficient audits and increase risk. This was proven over time, and eventually, public perception shifted.

What happens if you change audit firms too frequently?

Frequently changing audit firms was once thought to strengthen oversight, but in practice, it often creates new challenges for nonprofits. When organizations shift audit firms too frequently, some of the following problems crop up:

Audits become less efficient — and more costly.

Onboarding a new audit firm every few years is inherently inefficient. It takes time for auditors to learn the organization’s systems, revenue streams, regulatory requirements, and donor restrictions. Nonprofits — particularly those that are short-staffed and operating on tight budgets — don’t have the time to repeatedly bring new auditors up to speed, and doing so often diverts resources away from its mission.

First-year audits pose more risk.

New audits come with steep learning curves, increasing the chance of missing key details. As audits grow more complex—particularly as new technology demands enhanced testing procedures and greater technical judgment—engaging an audit firm that is not equipped to keep pace with evolving technology only heightens the risk in a first-year engagement.

Anecdotal evidence data supports this experience. In a 2003 report by the GAO, which was when the three-year rule first started to be questioned, 79% of large audit firms and Fortune 1000 public companies surveyed were concerned that changing firms increased the risk of audit failure — that learning about a company’s “operations, systems, and financial reporting” in one year was difficult. Though nonprofits were not part of this survey, they also started to see that their audits got smoother and easier a few years in.

Audit firm tenure has little to do with independence.

The logic that shorter tenure leads to less familiarity and therefore better independence isn’t sound. In practice, independence comes from structure and oversight. Auditors maintain independence in many ways, including:

• Restricting non-audit services: Auditors don’t perform non-attest services (like bookkeeping or designing internal controls) for the organizations they audit.
• Providing written confirmation of independence: Firms evaluate their relationships with clients, confirm no independence violations exist, and communicate that in writing to boards.
• Working directly with the audit committee: Nonprofit audit committees — who are comprised of individuals independent of management — communicate directly with auditors. This reduces the risk of undue influence between auditors and management.
• Internally enforcing ethical standards: Auditors are bound by ethical standards for their industry, and they face real consequence for violations. Quality auditors enforce independence rules internally and keep record of their findings.
• Rotating the internal team: Firms can keep a fresh set of eyes on the audit by rotating lead partners or senior team members. This provides fresh perspective without forfeiting firm knowledge about the organization.

What are some valid reasons for switching audit firms?

Just because the three-year audit rotation rule is out doesn’t mean there’s no legitimate reason to switch firms. Beyond independence and compliance, nonprofits should expect their auditors to provide timely communication, respect staff capacity, and offer insight that strengthens governance. Sending RFPs is still a good idea if:

You’re experiencing service issues.

If your auditor isn’t quality, it of course makes sense to seek another. If your auditors are pushing back audit deadlines, sending reports late, requesting information with urgent turnaround times, are poor communicators, or have frequent turnover of staff that negatively affects the engagement, you are well within your rights to consider a higher-quality firm.

Engagement fees have gone up significantly.

If your audit fees have increased over the years without a corresponding change in scope or complexity, it may be reasonable to ask questions or explore alternatives. That said, fees alone should never be the sole driver of change. As audits become more complex, experience, technology, and industry expertise matter often come at a cost. While it’s important to confirm that your fees are reasonable, it’s equally important to consider the value you receive and whether your audit firm is truly equipped to support your organization.

Your employees feel disrespected.

Your auditors should respect your staff and their capacity. Yes, your employees are required to assist with data collection during the audit, but your auditor should respect their time. If your workers feel like a means to an end rather than an important part of the process, it’s ok to consider a new relationship.

Your auditors are not adding value.

Even when a firm does the work correctly, another firm may still be a better fit. You’re well within your rights to find a firm that sees you as a partner rather than just a client. Auditors must remain independent, but that doesn’t mean they can’t add value. For example, a value-add audit firm might:

• Proactively identify risks.
• Hear your concerns about the current economic or political climate.
• Educate themselves about your industry and institution.
• Offer practical recommendations to shore up weak points rather than simply reporting findings.
• Act in alignment with your organization’s mission and uphold your code of ethics.

Build relationships with auditors you trust.

Rotating audit firms for its own sake rarely delivers value. That said, long‑term audit relationships only work when the auditor is proactive, respectful, and deeply invested in the nonprofit’s mission.

Nonprofits are often best served by building a sustained relationship with an audit firm that understands their operations, funding model, and governance structure — and that continues to earn their trust year after year. When auditors provide timely communication, respect staff capacity, and bring thoughtful insight beyond basic compliance, the audit becomes more than an annual requirement.

In those cases, a long‑term auditor can serve as a true accountability partner and sounding board for leadership and the board. When that level of service and engagement is missing, however, nonprofits should feel empowered to reassess. Strong governance isn’t about how often you rotate audit firms or avoiding change — it’s about ensuring your auditor continues to meet the organization’s evolving needs.

Choosing the right audit partner is about more than compliance—it’s about trust, insight, and long-term value. Reach out to Meaden & Moore today to start a conversation about how we can support your organization’s evolving needs.