I Do Not Fear for God’s Church

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I Do Not Fear for God’s Church

Randy Robinson at the NAD headquarters; photo by Dan Weber

Randy Robinson, treasurer for the Seventh-day Adventist Church in North America (NAD), recently spoke with Kimberly Luste Maran, an associate director of communication for the NAD, about his role, and how the division is functioning during the COVID-19 pandemic. The interview was conducted entirely online.

Kimberly Luste Maran: I’m thankful that we’re able to talk through cyberspace as our office family serves virtually. This is a time of great uncertainty, change, and adaptation. How are you doing?

Randy Robinson: By God’s grace, so far my wife Denise and I are well. We are communicating regularly with Denise’s parents, to make sure they are OK. They live just a few minutes from us. We also touch base with our two sons and their wives, making sure everyone is well where they live. These are very interesting times! I appreciate much more now the ability to move around freely since that privilege has been significantly restricted. I pray that all of our members are well and safe, and I am grateful that so far, my family is safe.

You are the treasurer for the Seventh-day Adventist Church in North America. In a nutshell, how do you analyze the finances of the division; what criteria do you use in figuring out the financial health of this organization?

Before I get into a detailed explanation, I want to say my job sits on two foundational realities. First, I am responsible to God for how I do my job. And second, I would not be here without the faithfulness of God’s people and their investment in the Seventh-day Adventist Church!

Getting current, accurate, and regular financial reports is the critical requirement. The NAD treasury team does an awesome job of providing me with that information. I evaluate the financial health of the NAD on a monthly basis. That includes digesting the monthly interim financial statements, comparing actual performance with the budget, and recommending adjustments as necessary. Without getting into the financial weeds, there is one metric that I pay particular attention to: the number of days of cash we have on hand. That is an indicator that tells us, if all income stopped today, how long can we do business. I recommend that every organization know that indicator, and monitor it on a regular basis. If that is healthy, it will prove invaluable when difficult times come, similar to what we are facing now. By the way, the NAD indicator is currently healthy!

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