Jordan
Forum Replies Created
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In my experience, if the grant specifies how funds can be allocated to particular staff or expenses, those restrictions would generally be treated as grant conditions. It’s also worth checking the grant agreement and your organization’s accounting policy to confirm the correct treatment.
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Jordan
MemberAugust 14, 2026 at 6:14 pm in reply to: Donation for the design, construction and outfitting of a new buildingIn my view, the release should generally follow the purpose of the donor restriction. Amounts can be released as eligible construction and outfitting costs are incurred rather than waiting until the building is placed in service. The key FASB guidance is ASC 958-205-45-9. This addresses the release of donor-imposed restrictions when the specified purpose or time restriction is satisfied.
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Jordan
MemberAugust 14, 2026 at 3:16 pm in reply to: Recommendations for nonprofit social enterprise accounting servicesCongratulations on completing the REDF Accelerator! It’s a great way to strengthen your QuickBooks Online setup. Project tracking could make grant reporting and financial decision-making much easier. I suggest you look for a nonprofit accounting professional. It should be a professional who understands social enterprises and fund accounting, rather than a general bookkeeping service.
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Jordan
MemberAugust 13, 2026 at 5:24 pm in reply to: What you need to do today in response to funding freeze threatI agree that sharing real experiences from the nonprofit sector is valuable. This is because policymakers need to understand how these decisions affect organizations and the communities they serve. Staying connected with the National Council of Nonprofits and state-level associations can give nonprofits a stronger voice while helping them prepare for future policy changes.
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Jordan
MemberAugust 10, 2026 at 9:43 am in reply to: How to create an effective pricing model for a retreat center?From my experience, creating a pricing model isn’t easy. But doing some basic things can help achieve the objectives. I would recommend using a full-cost pricing model that separates direct costs like meals, rooms, facilities, and program staff from allocated overhead. Then calculate the total cost per participant and add a reasonable margin or subsidy factor, depending on whether the program is intended to break even or generate revenue. A simple spreadsheet with these categories can make it much easier to adjust pricing when attendance, staffing, or venue costs change.