Quinn
Forum Replies Created
-
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 manage. I would also resist the temptation to recreate your Desktop Chart of Accounts exactly. Adapting it to QBO’s structure may be less frustrating than trying to force the old system into a new one. It takes some adjustment, but it can be worthwhile.
-
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, particularly around executive compensation and Section 4958. I would favour a policy that clearly addresses the broader requirements, followed by professional review where necessary. This is one of those areas where double-checking the actual law is far better than discovering a gap after the fact.
-
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.
-
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.
-
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.
