Michigan Nonprofit Association

By Maria Gajewski

Graduate Student, Grand Valley State University

Definition

The Michigan Nonprofit Association (MNA) is a membership organization that serves the entire nonprofit sector in the state of Michigan. It provides a variety of direct services to members, advocates on issues of public policy that affect the sector, provides training and technical assistance to nonprofit employees and volunteers and promotes research (MNA 2002). Its mission is "to promote the awareness and effectiveness of Michigan's nonprofit sector and advance the cause of volunteerism and philanthropy in the state" (MNA 2001).

Historic Roots

The Michigan Nonprofit Association technically came into being in 1990 and was then known as the Michigan Nonprofit Forum. However, MNA traces its roots to a meeting convened in August 1988 by Russell G. Mawby, Chief Executive Officer and Chairman of the Board of the W.K. Kellogg Foundation (MNA 2000). This meeting included representatives from ten statewide nonprofit organizations. Its purpose was to discuss pressing issues related to the future of the state's nonprofit sector.

The 1980s were a challenging time for nonprofit organizations. After many decades of rapid growth in government spending for social services, the Reagan administration had greatly slowed the rate of funding growth. Many nonprofits had come to rely on state and federal grants to support their programs and were now faced with finding other sources of revenue (Salamon 1999).

At the same time, organizations such as Independent Sector and regional associations of nonprofits (RANs) were forming to give nonprofit organizations a unified voice (Egner 2002). The discussion at Dr. Mawby's meeting raised the issue that many nonprofit subsectors (such as foundations and arts organizations) had their own common associations. However, nonprofits in Michigan lacked a single voice with which to address issues affecting the entire sector (MNA 2000). Michigan Nonprofit Forum was created to provide a "communications conduit" to educate legislators, educators and the business community about this sector (Orosz 2002).

As stated in the appropriation recommendation:

This proposed project will support the institutionalization, for the first time in Michigan's history, of a coalition among the leading organizations in the state's independent sector. These organizations represent the leadership of health, education, social service and arts… and will unite them in efforts to promote the common good of the entire sector. Such an achievement will place Michigan among only a handful of states… that have established formal mechanisms to advance the efficiency of their nonprofit sector. (Orosz 1990)

MNF, as it was then known, initially had a membership base of other associations such as the Council of Michigan Foundations, Michigan Council of the Arts and Michigan League for Human Services. The direction of the Forum involved roundtable discussions and dialogues among leaders in the sector (Orosz 2002). A five-part plan of action was proposed that limited the Forum's activities to 1) Meetings among sector organizations on important issues, facilitating education and action; 2) A clearinghouse using technology to disseminate information of import to Michigan nonprofits and a hub for scholars and researchers working on nonprofit issues; 3) Public policy information; 4) Capacity-building activities such as building a database of available training opportunities; and 5) Assuming responsibility for holding the grantmaker/ grantseeker forums that had begun in the state in 1989 (Orosz 1990). As MNF stated in its first annual progress report, its founders did not intend to create a "large, staffed organization that would provide extensive direct training and assistance to nonprofits" (MNF 1991).

This structure was quite limiting, especially in the area of public policy work and advocacy. Originally, MNF required a unanimous vote from its trustees to take a position on any public policies (Ibid.). This greatly constricted the amount of advocacy in which the organization could partake. Also, a neutral forum/think tank structure caused a great deal of difficulty in sustaining funding (Egner 2002).

As far as initial funding, MNF was founded through a three-year grant from the Kellogg Foundation, as well as support from the original member organizations (MNF 1991). However, this was only sufficient to maintain a two-person permanent staff, with the assistance of a revolving complement of student interns (Ibid.). The first annual progress report shows that insufficient staffing limited the accomplishments of the Forum. These problems, coupled with ineffective early leadership, meant that MNF would have to change if it was to survive.

The Forum's watershed year was 1995. In that year, the organization changed its name to the Michigan Nonprofit Association, which signaled its transition from a neutral forum to a membership organization providing direct services to its members (MNA 2000). At the time, nonprofits were facing challenges in retaining employees who sought more lucrative work in the for-profit sector. MNA began providing services such as group health insurance, which made health coverage accessible to smaller organizations, and an annual salary survey, so nonprofits could assure that their salaries were competitive with other organizations (MNA 2002).

Since 1995, MNA has continued to expand its membership base and the services it provides. In addition, it amended its bylaws to give it more freedom to participate in public policy advocacy (Egner 2002). Stabilization in leadership has led to steady growth for MNA in budget, profile and partnerships. Future direction as laid out in a recent strategic plan calls for MNA to become a recognized leader in the nonprofit sector, advocating on behalf of the sector with media, government and business (MNA 2001).

Importance

The Michigan Nonprofit Association has grown in recent years to become a major voice for the nonprofit sector in Michigan. In 2001, MNA had over 600 nonprofit organization members and has set a goal of reaching 1000 members in the next three years (MNA 2001). It is now a major provider of conferences and training in Michigan, with as many as 700 attendees at its major conferences (Ibid.).

Member services not only include a cost-saving insurance program (health, liability, and other needed coverage), but also a comprehensive package of training and information. MNA provides members with monthly funding opportunities, public policy alerts, job listings and a series of publications intended for the nonprofit sector and public policy makers who affect the sector (MNA 2002). The recent revival of Michigan in Brief, a current guide to issues of concern in public policy, and other public policy information highlight MNA's increase in advocacy work. The guide is available through MNA's Web site.

The rapid advance of technology and recent demands that nonprofits conduct themselves in a more business-like manner have led MNA to offer a new menu of training and technical assistance programs. One new initiative is the Emerging Leaders Program, which trains nonprofit employees who have been involved in the sector for less than five years (MNA 2001). Other programs are planned for new executive directors and long-time executive directors (Ibid.).

Advocating on issues of importance to the entire nonprofit sector remains a major focus for MNA. Because Michigan has adopted term-limits for most of its state offices, educating legislators and public policy staff takes on new importance. Also, current budget difficulties create new challenges for state and federally funded agencies (similar in magnitude to the 1980s). Traditional private foundations look for different ways of funding nonprofit organizations in a time of shrinking government (Egner 2002). All of these challenges will require education and a unified voice. MNA is the only organization in Michigan currently positioned to represent the interests of the entire sector on these issues.

Ties to the Philanthropic Sector

The Michigan Nonprofit Association was created to serve all facets of the philanthropic sector in Michigan. Since its founding, MNA has worked to establish partnerships with many types of organizations for the advancement of the sector as a whole. These partnerships have been especially evident in the areas of volunteerism and public policy advocacy.

In 1994, Volunteer Centers of Michigan merged into MNA, as a result of former Michigan Governor George Romney's "Campaign for Volunteerism" and economic difficulties faced by VCM (MNA 2000; Egner 2002). In 1995, Michigan Campus Compact, an organization focused on philanthropy at the collegiate level, also merged into MNA (MNA 2000). This focus on volunteerism expanded in 1999, when MNA, VCM, Michigan Campus Compact and the Michigan Community Service Commission unveiled the ConnectMichigan Campaign to establish a $20 million endowment to promote volunteering and fulfill the late Governor Romney's visions that centers for volunteerism be as familiar "as the post office" (MNA 2000). Once fully endowed, the ConnectMichigan Alliance took over responsibility for the Volunteer Centers of Michigan and the Michigan Campus Compact (Orosz 2002).

The Council of Michigan Foundations has had a relationship with MNA since its founding. The relationship produced the Michigan Public Policy Initiative in 1997 (MNA 2000). According to MNA, "MPPI was formed to educate newly elected, term-limited legislators and to position the nonprofit sector as a partner with public and private leaders to work together to share the burden of solving pressing social issues facing Michigan's citizens" (MNA 2000).

Key Related Ideas

• Advocacy
  
  
• Capacity building: "the development of an organization's core skills and capabilities, such as leadership, management, finance and fundraising, programs and evaluation, in order to build the organization's effectiveness and sustainability" (The California Wellness Foundation, 2003).
  
  
• Regional Association of Nonprofits (RANs)
  
  
• Volunteerism

Important People Related to the Topic

David O. Egner is president of the Hudson-Webber Foundation.

Dorothy A. Johnson served as the Council of Michigan Foundations' president for twenty-five years. In addition to a number of distinguished awards, Ms. Johnson has served on a number of boards including the W.K. Kellogg Foundation and the Corporation for National Service, nominated as director by President Clinton (White House Conference 2003). In 1992, the Dorothy A. Johnson Center for Philanthropy and Nonprofit Leadership was established in her name at Grand Valley State University.

Dr. Russell G. Mawby is past chairman and chief executive officer of W.K. Kellogg Foundation and has served on the board of trustees of numerous institutions, including Michigan State University, the Council of Michigan Foundations, and the Michigan Community Service Commission (MCSC 2003).

Gov. George W. Romney was a Republican politician who served as governor of Michigan from 1963-1969 and a candidate for Republican nomination for President in 1968. He served as U.S. Secretary of Housing and Urban Development (1969-1973). Governor Romney had a vision for the integral role that the nonprofit sector could serve in the lives of citizens and supported initiatives to make the sector more sound and viable.

Sam Singh serves as president and chief executive officer of the Michigan Nonprofit Association. Previously, Singh was president of the Volunteer Centers of Michigan. He has served on the board of directors of the Points of Light Foundation, Michigan Association of United Ways, and Capital Area Youth Alliance. Singh helped to establish Michigan's AmeriCorps program. He has served on the East Lansing City Council since the mid-1990s.

Related Nonprofit Organizations

ConnectMichigan Alliance's mission is "to promote and strengthen a life-long ethic of service and civic engagement through the support of community building initiatives (ConnectMichigan Alliance 2003).

Council of Michigan Foundations' mission "to enhance, to improve, and to increase philanthropy in Michigan is accomplished" by providing assistance to Michigan grantmakers (Council of Michigan Foundations 2003). Incorporated in 1975, CMF is a nonprofit association of foundations and corporations that provide grants for philanthropic purposes.

INDEPENDENT SECTOR is a national coalition of nonprofits, foundations and corporations whose aim is to strengthen, advance, and advocate for the nonprofit sector and encourage individual philanthropic commitment to the public good.

Michigan Campus Compact creates opportunities for Michigan college students to become involved in service-learning, service, and civic engagement with the aim of encouraging lasting civic engagement (Michigan Campus Compact 2003).

The Michigan Community Service Commission supports and funds initiatives that encourage Michigan citizens' involvement in volunteerism.

The W.K. Kellogg Foundation, established in 1930, provides grants in health, food systems and rural development, youth and education, and philanthropy and volunteerism. The Foundation is one of the country's largest, and is committed "to help people help themselves" by "applying knowledge to solve the problems of people" (W.K. Kellogg Foundation 2003).

Related Web Sites

MichiganNonprofit.com Web site (http://www.michigannonprofit.com) is a collaborative effort between MNA, Crain's Nonprofit News and the Accounting Aid Society of Detroit that is a news source for nonprofits.

Michigan Nonprofit Association's Web site, at http://www.mnaonline.org, provides information useful to any Michigan nonprofit. This includes resources, publications, training and special events, research, and public policy discussion.

The Michigan Public Policy Initiative on the MNA Web site, at http://www.mnaonline.org/aboutmppi.asp, includes information on current public policy issues and means of involvement, specifically in the areas of education, advocacy, research and partnership opportunities.

Bibliography and Internet Sources

The California Wellness Foundation. Definition of Capacity Building. [cited 5 January 2003]. Available from http://www.tcwf.org/pub_reflections/2001/april/pages/definition_of_capacity_building.htm.

ConnectMichigan Alliance. Homepage. [cited 4 January 2003]. Available from http://www.connectmichiganalliance.org.

Council of Michigan Foundations. Homepage. [cited 5 January 2003]. Available from http://www.cmif.org.

Egner, David O. Personal interview. 26 September 2002.

Michigan Campus Compact. Mission. [cited 5 January 2003]. Available from http://www.micampuscompact.org/.

Michigan Community Service Commission. Michigan Community Service Commissioners. [cited 5 January 2003]. Available from http://www.michigan.gov/mcsc/0,1607,7-137-6113_6904—-,00.html.

Michigan Nonprofit Association. [updated 2002; cited 18 September 2002]. Available from http://www.mnaonline.org.

—. Annual Report 2000-2001. Lansing, Michigan: MNA, 2001.

—. Yearbook 2000. Lansing, Michigan: MNA, 2000.

Michigan Nonprofit Forum. Annual Progress Report to the W.K. Kellogg Foundation. 1991.

Orosz, Joel. Appropriation Recommendation. W.K. Kellogg Foundation: 1990.

Orosz, Joel. Personal interview. 22 September 2002.

Salamon, Lester M. America's Nonprofit Sector: A Primer. New York: The Foundation Center, 1999. ISBN 0-87954-801-0.

White House Conference on Philanthropy. Conference Speaker Biography: Dorothy A. Johnson. [cited 5 January 2003]. Available from http://clinton3.nara.gov/Initiatives/Millennium/Philan/html/
bio_johnson.html#top.

W.K. Kellogg Foundation. [cited 6 January 2003]. Available from http://www.wkkf.org/.