Riley
Forum Replies Created
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Hello. This is one of those questions where there is no universal answer. I think asking donors to cover transaction fees can work if the option is clearly explained and remains voluntary. Some donors will happily do it because they want more of their intended gift to reach the charity. However, it can make smaller donations feel unnecessarily complicated. I would test the approach with your own donor base and see how people actually respond.
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This survey looks quite intriguing. The focus on an ecosystem approach to programme design is certainly an interesting take, particularly when organisations can so easily become stuck in their own silos. I will take a look at the questions. Ultimately, the value of research like this depends on how well its insights translate into the real world. Collaboration and co-creation with diverse partners sounds ideal, but making those partnerships genuinely effective can be challenging. I hope the research explores that practical side as well.
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Michael, I admire the proactive approach to staff welfare in such a difficult situation. At this stage, financial decisions shift from growth to stewardship and fulfilling outstanding obligations. The board needs a clear picture of what is owed to staff, creditors, and others, along with any remaining reporting requirements. Having a proper plan for the organisation’s remaining assets is equally important. It is a difficult moment, but careful planning can help ensure the closure is handled with the same dignity as the organisation’s service.
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Under accrual accounting, deferred revenue may be appropriate when the organisation has not yet earned the full amount. Recognising everything upfront could distort the results for both the current and future years. Keeping the timing clear can make financial reporting much easier to understand.
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I would probably keep these responsibilities separate. A board treasurer is generally better placed to provide oversight than to handle routine bookkeeping. Having the same person reviewing and entering transactions can make internal controls harder to maintain. Keeping the treasurer focused on reviewing reports and financial oversight seems like a more sensible arrangement.