Michigan Women's Foundation, 17177 North Laurel Park Dr., Suite 445, Livonia, MI 48152
telephone: (734) 542-3946; fax: (734) 542-3952; http://comnet.org/mwf
Center for Women, 25 Sheldon Blvd., SE, Grand Rapids, Michigan 49503
telephone: (616) 742-2389; fax: (616) 459-8460

Michigan Women's Foundation
Women's Road Map
MWF's Management Assistance Newsletter
July/August 1994

Women's ROADMAP is Back!

Thanks to support from the Chrysler Fund, the Michigan Women's Foundation will again be able to provide you with this bimonthly publication aimed at providing manageable bits of information and resources so that you can better help Michigan's women and girls.

The Michigan Women's Foundation was established in 1986 and is one of over 60 women's funds in the United States. It was established to increase support and provide additional resources for programs targeted to Michigan's women and girls. We accomplish this through distributing grants annually, through working with Michigan's foundations to increase support for programs targeted to women and girls, and through providing technical assistance to women's and girls' nonprofits so that you can better use and gather resources.

We encourage you to comment and help shape this newsletter so that it meets your needs. Please feel free to contact our office with topics you would like to see covered in the the newsletter, with ideas for making the information more useful to you and with any other input you can offer.


You, Too, Can Be A Path Setter... To prepare your organization for the next century follow these guidelines modeled by path setting organizations:

  1. Seek out opportunities to collaborate. Don't be surprised to find allies in unusual places.
  2. Practice participatory management...Eliminate any organization process that controls rather than empowers your staff.
  3. Welcome change. Encourage your staff to innovate, take risks, and be creative.
  4. Let your mission infuse all your work. Keep it in mind with every decision you make. Re-evaluate it frequently, and modify it if necessary.
  5. Work constantly to explain your mission to the public in terms people can understand and act upon.
  6. Encourage staff members to try new things without fear of being punished for mistakes. Define mistakes as experiences to learn from rather than to avoid.
  7. Be future-oriented. Be alert to changes in the environment that signal new trends. Read those trends into the future.
  8. Consciously build a set of norms and values that everyone in your organization respects and follows. Maintain the highest integrity in all your relationships.
  9. Be accountable and accessible. Gladly share information about your operations. If you are doing something you don't want to disclose, you shouldn't be doing it.
  10. Embrace diversity and the valuable perspectives offered by a multicultural organization.
  11. Encourage your staff, donors, and collaborators to share your belief that together you can make a difference.
  12. Be passionate about your organization's vision. Share that passion with everyone you meet.
This article was published in the September/October 1993 issue of NONPROFIT WORLD on page 27, and is reprinted by permission. NONPROFIT WORLD is published by The Society for Nonprofit Organizations, 6314 Odana Road, Suite 1, Madison, WI 53719; (608-274-9777).

Leadership Opportunity...Applications for the 1995 Michigan Women's Leadership Project will be mailed to you soon. A joint venture between the Michigan Women's Foundation and the University of Michigan's Center for the Education of Women, it is designed to increase the influence nonprofits have in their communities, enhance leadership and management skills of Executive Directors, and build strong networks of leaders. Barbara Orr, Executive Director of the Mitten Bay Girl Scout Council and 1994 participant, states "the Leadership Project brought together a network of female CEOs to discuss and problem solve management dilemmas, combine resources, and strategically impact issues affecting women and girls." The Project involves a commitment by the Executive Director to attend three, three-day seminars focusing on individual, organizational and community leadership. The Project also offers on-site, individualized consultation for each participant organization. A reasonable fee is charged. For more information, contact MWF.


Valuing and utilizing differences is a focus for the workforce of the 1990s. In the workshop series for the 1994 Michigan Women's Leadership Project, Dr. Ruby Beale, University of Michigan, suggests the responsibility which leaders, board members, directors and staff have in making the workplace multiculturally competent:

  1. Acknowledge and manage (not repress) our own feelings, attitudes and behaviors;
  2. Commit to develop/refine interpersonal and multicultural competence skills;
  3. Understand (not necessarily accept) and assist others in appropriately managing their feelings, attitudes and behaviors; and
  4. Teach, coach and mentor others to consistently develop their interpersonal and multicultural skills.
Dr. Beale suggests that organizations can manage diversity through: You can use the power you have within your organization to build diversity into core management value systems. Here are some suggestions: Resources: Tia Freeman-Evans, "The Enriched Association: Benefiting from Multiculturalism", Association Management, Vol. 46, No.2, February 1994, p. 52-56; Barbara Jorgensen, "Diversity: Managing a Multicultural Work Force", Electronic Business Buyer, Vol. 19, No. 9, September 1993, p. 70-76; Michelle Neely Martinez, "Recognizing Sexual Orientation is Fair and Not Costly", HRMagazine, Vol. 38, No. 6, June 1993, p. 66-72.


Here are some suggestions on Internal Money Management from Discover Total Resources: A Guide for Nonprofits, published by Mellon Bank Corporation (1991):

Analyze your internal financial situation. Have you cut unnecessary expense? Are you making money with the money you have? Have you tied sharing costs with other organizations? Good internal money management not only saves money, it also tells potential donors that you'll use their money wisely.

Operating Economy. The first way to make money is to eliminate waste. Employees, volunteers, board members, everyone closely associated with your organization can suggest ways to cut costs. Place a suggestion box within easy access. Award a monthly prize for the best idea. If your situation is critical, ask a management expert to volunteer as a consultant until your problems can be resolved.

Other money savers:

Cost Sharing. Cost sharing possibilities include joint purchase of goods, equipment, and services; shared office space, equipment and services; group purchase of medical and other insurance. Example: Louise Child Care Center in Pittsburgh acts as bulk purchasing agent for over 55 child care providers, at an average savings of 15-30%. Individual agencies select items for the catalogs of five suppliers. The Center consolidates and places orders quarterly, and sorts deliveries. Agencies pick up orders that eh Center, paying their share of the total, plus 5% handling.

Reprinted with permission from Discover Total Resources, Mellon Bank Corporation, 1991, p.5

You can receive a free copy of this 43 page resource guide through contacting Community Affairs, Mellon Bank, One Mellon Bank Center, Pittsburgh, PA 15258-0001, (412)234-3275.

Fund Development

Here are some helpful steps from the Grassroots Fundraising Journal to help strengthen the structure of your organization's fund development arm:

  1. Form a strategy team. This should be a team of 7 to 10 people who are enthusiastic and committed to the organization and are willing to volunteer a specified number of hours per month. Some members should be board members, however, there is no prerequisite of having experience in fundraising.

  2. Train the strategy team in fundraising. Because members of the team may lack fundraising skills, it is important to train them. The skills are easy and can be learned in a session which lasts 3 hours to a day. You can sometimes find good consultants who will donate their time, or you may have to hire someone. Make sure that any consultant, whether they be volunteer or paid, meets your needs as an organization -- that they are "not only a skilled fundraiser, but also enthusiastic, flexible and able to understand and respond to your organization's particular situation"(p.5)

  3. Draft a Plan. Identify diverse and likely sources of income (individual donors, special events, fees for services, sale of products, sale of information, training/education programs, honoraria, grants, churches, loans). Include both short and long term prospects for funding, and make sure that the plan includes a variety of sources rather than choosing one or two large sources. Some things you may wan to consider when evaluating sources of funding are: how much time will be needed to raise money, who will contact the source, is there any "front money" required, is there any special knowledge required and where can it be obtained, what are the costs associated with obtaining money and what the realized gain will be, what strings are attached, and will it help build stability.
Source: Kim Klein, "Loosing Your Funding: How to Cope", Grassroots Fundraising Journal, vol. 13, No. 1, February 1994, p.3-7.

Public Relations

Here are some tips for creating more successful brochures from 24 Sure-Fire Techniques to Spark Up Brochures:

For a free copy of this special report, write Board Report, P.O. Box 300789, Denver, CO 80203.

Source: "Creating Successful Brochures", Communication Briefings, Vol. 13, No. 9, July 1994, p.8.

Et Cetera

Looking for the right consultant? Succeeding With Consultants: Self-Assessment for the Changing Nonprofit by Barbara Kibbe and Fred Setterberg might be of help. The 80 page book describes the process of defining the problem, interviewing consultants and sustaining a relationship with them. It is available through the Society For Nonprofit Organizations' Resource Center [(800) 424-7367 -- $19 for members, $23 for nonmembers, plus $4.50 for shipping.]

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