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
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
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
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
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;
- Seek out opportunities to collaborate. Don't be surprised to
find allies in unusual places.
- Practice participatory management...Eliminate any organization
process that controls rather than empowers your staff.
- Welcome change. Encourage your staff to innovate, take risks,
and be creative.
- Let your mission infuse all your work. Keep it in mind with every
decision you make. Re-evaluate it frequently, and modify it if
- Work constantly to explain your mission to the public in terms
people can understand and act upon.
- 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.
- Be future-oriented. Be alert to changes in the environment that
signal new trends. Read those trends into the future.
- Consciously build a set of norms and values that everyone in your
organization respects and follows. Maintain the highest integrity
in all your relationships.
- 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.
- Embrace diversity and the valuable perspectives offered by a
- Encourage your staff, donors, and collaborators to share your
belief that together you can make a difference.
- Be passionate about your organization's vision. Share that
passion with everyone you meet.
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
Dr. Beale suggests that organizations can manage diversity
- Acknowledge and manage (not repress) our own feelings, attitudes
- Commit to develop/refine interpersonal and multicultural
- Understand (not necessarily accept) and assist others in
appropriately managing their feelings, attitudes and behaviors;
- Teach, coach and mentor others to consistently develop their
interpersonal and multicultural skills.
You can use the power you have within your organization to build
diversity into core management value systems. Here are some
- Being flexible.
- Understanding that cultural differences exist. For example,
not all cultures communicate in the same ways.
- Acknowledging your own stereotypes and assumptions.
- Treating people equitably but not uniformly. For example, not
all cultures like to receive praise in the same way, so you would
choose different ways in which to praise people so that you are
sensitive to these differences.
- Encouraging constructive communication about differences.
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.
- Change policies to better accommodate others. For instance,
your organization can change personnel policies to extend benefits
to domestic partners.
- Involve diverse groups into the active leadership of the
- Ensure that the strategic planning process includes diverse
groups and examines goals for diversity within the
- Provide a flexible work environment. For instance, you can
provide flexible hours, job sharing and providing or subsidizing
child care to better accommodate workers such as single mothers,
two-worker households, and low-income workers.
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.
- Get accounts receivable off your desk and into the bank.
- Avoid penalties and late charges. Pay taxes and bills on
- Make a payment schedule and stick to it
- Maintain facilities and equipment on a regular basis. Deferred
maintenance is expensive.
- Review insurance coverage and costs annually. Get new bids at
least every three years.
- Avoid duplication of efforts and documents: assign staff
responsibilities in job descriptions, route and share records and
- Determine your unit cost, e.g., service cost per hour, client,
- Salaries and benefits are a major cost. Enforce productivity
standards and conduct employee evaluations at least annually. Use
volunteers at every opportunity.
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.
Here are some helpful steps from the Grassroots Fundraising Journal
to help strengthen the structure of your organization's fund development arm:
Source: Kim Klein, "Loosing Your Funding: How to Cope",
Grassroots Fundraising Journal, vol. 13, No. 1, February 1994, p.3-7.
- 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.
- 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)
- 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
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.
- Use one visual on the front cover - research shows that one
large photo is more effective than several small ones.
- Placing the cover headline below the visual will increase your
readership by 10 percent. Treat the cover like an ad.
- Using headlines which give accurate news can increase reader
recall by over 21 percent. For example: 1 to 10 women still
employed one year after completion of Jobs for Women program.
- By using quotes in headlines, subheadings or text, you can
generate up to 28 percent more recall.
- The Question and Answer approach helps to acknowledge and
overcome reader resistance.
- Next to text on the cover, captions in brochures are the best-read item in brochures.
Source: "Creating Successful Brochures", Communication
Briefings, Vol. 13, No. 9, July 1994, p.8.
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.]
Thanks for visiting The Grants and Related Resources Home Page.
This site is continuously updated and expanded, so check back soon for the latest changes.
If you have any comments, notice any glaring inaccuracies, or would like to forward any relevant
information concerning this Home Page, please send e-mail to:
This page has been visited
times since June 1, 1996.
Jon Harrison : Page Editor
Funding Center Supervisor
Social Sciences Collections Coordinator
Michigan State University Libraries
E. Lansing, MI 48824-1048
Voice mail: (517) 432-6123, ext. 123
Fax: (517) 432-8050
Last revised : 07/11/96