[Riley]

Linking salary increases to a three-year average exchange rate sounds reasonable, but local inflation and cost of living are also important factors. In my view, a market-based approach, perhaps using local housing or salary benchmarks, could provide a fairer picture. An Employer of Record may also be able to provide useful country-specific data. The aim should be a consistent approach that remains fair to staff.

[Riley]

Keeping hard copies of every past grant application can quickly take up a surprising amount of space. From my perspective, electronic storage is generally a practical option unless a funder specifically requires paper originals. A well-organised cloud folder with clear naming and retention rules can make documents much easier to find when needed.

[Riley]

The dip in donations is a bit concerning, though a fantastic opportunity is often undervalued. We have gotten a bit lazy talking at people rather than with them. What I think will be best is genuine relationship building and intentionality with every supporter. The outcome usually involves more consistent funding and advocates if we listen well.

[Riley]

Based on my experience with donor databases, the boss’s approach misses the relationship. Thanking only the administrator is like thanking the postman for a birthday card. Hard credit the fund, soft credit the individual, and send a warm personal note to the donor who directed the gift. Just skip tax-deductible language and benefits talk to keep the IRS happy.

[Riley]

I think overhead percentage is only one small part of the picture. Reserves, revenue diversity, debt, cash flow and transparency can tell donors much more about financial resilience. I’d also look at whether the numbers make sense alongside the organisation’s mission and activities.