All charities start small, compassionate, and full of hope. The way it should be! But, as they grow, they develop a disease that I call Uncontrollable Detachment Syndrome.
This is how it develops. When a charity is in it’s infancy, it’s usually a few people directly working to alleviate poverty in a specific location. Whenever you contribute money to this small group, you know they will be meticulous with every dollar they spend and will make sure it’s delivered with love and compassion.
This usually works well, and leads to the next phase: growth. New donors come on, and the small group of people start to expand their team and the number of locations they serve. While initially exciting, this soon turns stressful. How do they make sure donor money continues to be used efficiently? How do they make sure their employees have the same passion and care that the founders do?
That small team has to start making compromises “for the greater good.” They start saying to themselves, “Sure, this employee might only be in it for the money, but at least he’ll do some good. And besides, without him, how am I supposed to manage the new region we’ve expanded to?”
And little by little, compromise by compromise, the once compassionate charity is now a self-centered organization. As expansion continues, headquarters are established in Stateside air-conditioned offices. The people originally running the small, compassionate operation are now totally removed from the beneficiaries of their organization. New layers of management are added, and so are new departments. People who were once directly loving and serving the poor are now trying to figure out who would be a good fit for the vacant social media coordinator position.
I’m familiar with this progression because I started my own 501c3 charity back in 2014. The goal was to build houses for orphans and widows. Every time someone donated a house for $800, we would send the donor a personalized video thanking them. People loved the concept, it started to catch on, and we built over 100 houses.
Then I began experiencing the pressures of growth. I had to start worrying about funding a vehicle, expanding to new regions, etc. As I peered into the future, I didn’t like what I was seeing. So I kept that charity small. It still exists today, and we continue to build a handful of houses every month. But that’s it. That’s what’s in the best interest of the recipients, and I don’t ever want that to change.
But I do want to change traditional charity. And that’s why I started DonorSee. DonorSee was never just about helping people see where their money goes. Ultimately, it’s about fixing the charity sector. And, as currently constructed, traditional charity models works against themselves.
The bigger they get, the more they suffer from Uncontrollable Detachment Syndrome. In other words, the more growth a charity experiences, the more removed the people running it become from the beneficiaries. The result is mismanaged and unkept corners of their organization which lead to massive inefficiency, wastefulness and even fraud.
DonorSee was designed to keep charity small, always. That way, no matter how many donation dollars go through DonorSee, or how many locations it serves, it will always maintain the small and compassionate feel of a startup charity.
In fact, the more users we get, the better we get. Competition for new donor dollars spurs on more compelling and impactful projects. So using DonorSee isn’t just the best way to give money now, it’s also an investment in the continued improvement of revolutionizing humanitarian aid.
And when I say that DonorSee is a revolution, I mean “revolution” in the truest sense of the word. We are upending how things have been done for decades, and you can expect resistance.