Millions of “worthy causes” today press their suits. Last issue we studied the concept of donating to causes related to your own interests and talents. Our giving should be an extension of our own values.

By following this principle, we can far more easily determine, “How dedicated and self-sacrificial is this organization?” “Administrative expense” has a way of consuming an amazing proportion of donated income—and donors should take stock of how much donated money actually reaches its intended purpose.

Empire Building
Donors must also ask, “Does this organization have the internal discipline (usually a function of a probing, independent board neither closely allied nor dependent on the organization’s executives) to stay on course and avoid the pitfalls of wasteful empirebuilding?

Most “nonprofit corporations” that accept donated funds are created by visionaries unaccustomed to handling large sums of money.

For these men and women, the enticement of handling money—anybody’s money—to the tune of four, five, six, and even seven figures can lead to intoxication for acquiring land, fine buildings, extravagant equipment, and costly conveyances.

In my 29 years as a writer and journalist, I have found this to be the norm rather than the exception. Yes, we’re all human, and waste is a product of human frailty. But feeding the empire-building addictions of nonprofit entrepreneurs is clearly not the best way for donors to create lasting legacies.

Fortunately, the organization known as Adventist Today Foundation was created by—and its president and executive team consists entirely of— nonemployees, non-salaried representatives of high educational achievement and considerable moneymanaging experience—themselves some of its most sacrificial donors.

Adventist Today Foundation, for example, does not need a compound of high-tech computers and presses, private offices, boardrooms, and clustered dwellings. Not only would such a plan isolate it from the “real world” it serves, it would create massive, unnecessary overhead that donors and subscribers would have to bear. And that just wouldn’t be right.

Corporate Indebtedness
Another question worth asking is this: Does the organization in question have true freedom to carry forward its stated purpose, or is it beholden to behind-the-scenes forces?

Many organizations become ossified—set in their ways—out of antiquated loyalty to a set of limiting practices laid down by long-retired founders. This may sound like abject heresy, at first gasp. But let’s face it, unless organizations adapt constantly to new times and opportunities, they will soon find themselves using most of their resources in repeating an endless ritual of diminishing returns.

What worked great in 1975 or 1985 probably doesn’t work very well today—yes, the principles of long ago may be sound, but the application needs to be fine-tuned in a fast-changing world. With time, many nonprofit organizations wax conservative, afraid to weather the discontent of a few prominent donors who may be uncomfortable with any methods they consider risky or new. Symptoms of such organizations include a “dreadful sameness” in their newsletters and programs—a lack of ingenuity and creativity.

At Adventist Today, we work very hard to remain on the cutting edge of independent enterprise. We are not “embedded” with the corporate church or any other independent organization about which we report. We have no financial ties whatever with them—nor do we align ourselves with them through cross-pollinated boards. It’s the only way we can remain flexible and responsive, while retaining our credibility with those who support us.

That’s one reason why we’re free to constantly expand our coverage, moving well beyond the confines of North America, holding up a mirror to the Adventist culture, without fear or favor.

Adventist Today is neither fearful of empires, nor building its own. We know that’s the way our advisors and donors want us to be.

p.22 adventist today | vol. 13 issue 6