Richard Badenhausen has offered a generous range of ways to think about "the economy of honors" and has concluded with a call for honors leaders to be aggressive in seeking appropriate funding from the upper administration. He passes over, however, the need to be equally aggressive in raising money from private donations, seeming to worry that pursuing "endowment support" runs the "ancillary cost" of "framing the educational experience primarily in economic terms." He also refers to some honors administrators as spending their time "watching endowment returns if [they] are lucky enough to benefit from such support." In response to Badenhausen, Larry Andrews urges a baby step toward economic self-empowerment, if not self-sufficiency: developing an all-purpose fund of small donations, usually held by the institution's foundation, that can be tapped for any need that promotes the learning experience of the students and the stability of the program. Sometimes called a "discretionary" fund, this pool of spendable dollars grows from small donations, usually from honors alumni. If the program is well-established and mature, it has a significant pool of alumni approaching or exceeding mid-career status. Even young programs, however, quickly establish an annual pool of new alumni, even if they lack much earning power and labor under student-loan debt. Andrews concludes that developing a discretionary fund does not mean the abandonment of ongoing efforts to secure appropriate and stable support from the upper administration, nor should possession of such a fund--or even an endowment, for that matter. Working to implement and then increase such a fund, however, offers not only a source of support for small projects but also a sense of empowerment.