[Quinn]

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 an interesting example because it can address an immediate need while supporting longer-term retention. The wider lesson is that reserves are best built during good times. Having that cushion gives leadership more room to make decisions based on mission rather than simply survival.

[Quinn]

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. Those are areas where a few real examples could go a long way.

[Quinn]

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 without adding more payroll work.

[Quinn]

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 the expected time commitment and responsibilities. Offering a committee role first can also give both sides a chance to see whether the arrangement works.

[Quinn]

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 unexpected change much easier to manage.