We are keeping a close eye on cash flow, to be honest. Tapping into a line of credit can be a common fallback, although it is certainly not ideal. I think the key is maintaining open communication with funders and having a contingency plan ready. It is rather like keeping an umbrella handy even when the sun is shining. You may not need it, but you… Read more

Finding that figure can be a bit of a treasure hunt, can it not? The simplest approach is to check your previous year’s filed tax return, particularly the section that details revenue and expenses. Another option is to look at the board-approved operating budget for the current year. If that is what the form is requesting, they are usually looking… Read more

There is plenty to unpack in this discussion. Excel remains perfectly capable for many smaller organisations, particularly when the system is kept tidy. Reimbursement delays can put real pressure on cash flow, so reserves and a mix of funding sources can provide some breathing room. I also like the point about unrestricted funding. Sometimes… Read more

The point about board members forgetting financial information really resonates. Short dashboards and occasional refreshers can probably do more than another forty-page report. Recruiting people with finance knowledge helps too, but training should not be overlooked. We often ask board members to bring passion and then expect them to understand… Read more

Hello Wade. This certainly looks like encouraging news for many nonprofits. The increase to a 15 percent de minimis rate is particularly interesting. I think the changes around reimbursement could also make a meaningful difference. Having access to funds sooner can ease some of the cash flow pressure smaller organisations face when managing… Read more

Mary Ellen, you have described the migration rather perfectly. Moving from Desktop to QBO can certainly feel like trying to teach an old dog several new tricks at once. One thing I would consider is separating payroll from the migration as early as possible. A dedicated payroll or HRIS solution could make that part of the process much easier to… Read more

This looks like a classic case where the sample policy is a starting point rather than the final word. The distinction between an “interested person” and a “disqualified person” shows why nonprofit leaders need to look beyond sample forms and understand the underlying rules. Using a narrower definition could potentially create problems,… Read more

The pandemic really demonstrated how valuable operating reserves can be when circumstances suddenly change. The stories shared here show that reserves are not only for emergencies; they can give organisations the flexibility to invest in staff, adapt programmes, and make thoughtful decisions under pressure. Using reserves to raise minimum wages is… Read more

Thank you for asking. Restricted fund accounting is one topic I would put near the top of the list, especially when an organisation is juggling several grants at once. A practical session on tracking grant expenses and preparing reports could be quite valuable. I would also welcome something on indirect costs and recent Single Audit requirements.… Read more

That is a tricky one. Paying staff every two weeks can be convenient, particularly where there are hourly employees, but it also means two additional payroll runs each year. Giving managers an extra week for approvals could make the process considerably calmer. Personally, I would favour that option because the schedule remains straightforward… Read more

Based on what I have seen, local CPA associations and accounting firms can be excellent starting points. Try contacting their community engagement teams and asking whether they can circulate a board opportunity among staff or retired members. LinkedIn can also help you approach finance directors directly. A clear role description should explain… Read more

A $1 lease sounds rather lovely, but there can still be strings attached. The arrangement could change if the property owner’s circumstances or priorities change, so having a backup plan would be wise. I would also make sure the agreement clearly covers maintenance, termination, and renewal. Keeping some financial breathing room could make an u…

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To me, this essay makes a fair point. When a smaller group of very wealthy donors carries an increasing share of the fundraising burden, it can be difficult to sustain over the long term. There is value in finding ways to make giving feel accessible and meaningful to a broader range of people. A healthier giving culture should ideally include…

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What an interesting discussion. In my experience, choosing the right finance stack comes down to separating the essential features from the nice-to-have ones. The best combination will depend on the organisation’s size, budget and technical capacity. For many small to medium nonprofits, tools such as QuickBooks Online, Divvy and Martus could p… Read more

One thing I’d add is that ratios are most useful when you track them over time, rather than treating a single number as a verdict on the organisation. For example, LUNA can tell you quite a bit about short-term financial flexibility. I’d also be cautious about judging overhead without considering what the organisation actually delivers.

I’d say yes, you can fundraise specifically for an event, but the wording of the appeal matters. If donors are told their gifts must fund that event, I’d treat those amounts as donor restricted and track them separately. If it’s simply the organisation’s chosen use, they’re generally unrestricted.

Yes, that could potentially be a condition, but the wording of the grant agreement matters. Under ASC 958-605, specific requirements around qualifying expenses can create a barrier to entitlement, particularly where funds must be returned if those requirements aren’t met.
If it is conditional, I’d generally expect revenue to be recognised as the… Read more

I’d lean towards recording the organisation’s share as revenue and the winner’s share as a liability, rather than treating the entire pot as revenue and the payout as an expense. The key is whether the organisation has control of the full proceeds or is holding part for the winner. I’d confirm the treatment with your accountant, particu… Read more

I think outsourcing some of the bookkeeping is a good option, especially with a volunteer board. You could also ask local accounting firms about nonprofit services. Whatever route you choose, I’d keep clear separation of duties and board oversight around cash and payments.

I’d be interested in seeing examples of this as well. Digital transactions introduce a few extra considerations around authorisation, documentation and audit trails. A policy that keeps those controls clear while remaining practical would be especially useful.

Enter the historical cost or other basis (purchase price plus improvements). For property that cannot be sold, report the cost basis and note any restrictions on Schedule D or Schedule O. This keeps your filing transparent and compliant.

Your suspicion is understandable. Anti-DEI executive orders are creating a chilling effect in the private sector. Banks are de-risking by avoiding nonprofits with DEI missions, even stable ones. Corporations are retreating from DEI, and the FTC is using antitrust arguments against them. Connect with other nonprofits to find a processor willing to…

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Your mission dictates your revenue sources. Diversify within your lane. A hospital bills for services. A museum charges admission. A community centre relies on grants. Stay aligned to avoid mission drift. That is the rule.