Michigan Nonprofit Association: 2022 Annual Report

KELLEY KUHN

PRESIDENT & CEO

IMPACT MAKING AN

Nonprofit

eadership changes for an organization aren’t always seamless. Often, they put an organization into an in-between time when a new leader finds their footing and the organization tries to learn about the new leader. But that was not the case for the Michigan Nonprofit Association (MNA) after Donna Murray-Brown’s departure last year. This transition proved to be seamless as Kelley Kuhn, one of MNA’s own, became the new President and Chief Executive Officer (CEO). Kuhn has been with MNA for over 15 years, previously serving as Vice President and supporting several MNA leaders in that time.

“This year already had a lot of good work in process,” Kuhn says. “Sometimes leadership transitions can be tough on an organization, and we were very fortunate and lucky (that the) work was able to continue on.”

Kuhn has enjoyed getting to work with existing partners in her new capacity as President and CEO, as well as being able to work more closely with the

Lstate legislature. In many ways, she says, her eyes are now open to the work the President and CEO truly does, something she could only learn by doing. The weight and significance of her seat at the table are not lost on her.

Nonprofits couldn’t ask for a better advocate than Kuhn, who has spent her entire career in the nonprofit sector and is its strongest advocate and cheerleader. “Being what I consider to be the loudest, most excited cheerleader on behalf of nonprofits (is the most rewarding part of this new role),” says Kuhn. “I feel like that’s my No. 1 role in this position, to bring knowledge and understanding about the amazing work of nonprofits and be the biggest advocate and cheerleader on their behalf. And I’m extremely passionate and care deeply for Michigan’s nonprofits.”

The leadership team surrounding Kuhn is also a vital part of this seamless transition. While the President and CEO is often the face of a statewide association, Kuhn recognizes the experience and expertise of the team surrounding her and has made it one of her goals to lift up her team members and ensure they are seen as faces of MNA as well.

New Michigan

Association President and Chief Executive Officer looks to make her mark on the organization

Other goals she plans to focus on over the next several years include rolling out the MI Nonprofit Relief Fund and educating stakeholders across the state on the pivotal role nonprofits play in the community all the time, not just in crisis, while speaking to nonprofit leadership fatigue and how to keep organizations motivated.

“I feel like my mark on the history of this organization would be achieved if nonprofits got recognized as critical parts of the economy and were seen in that way,” says Kuhn.

MI NONPROFIT RELIEF FUND OFFERS STABILITY TO NONPROFITS

One of the ways MNA has sought to bring recognition to Michigan nonprofits is through federal funding. Throughout the COVID-19 pandemic, nonprofits have not only continued to serve their communities, but have stepped up in many ways during the most critical times. However, most of the assistance and pandemic funding were geared towards small businesses, not necessarily nonprofits.

“Small businesses suffered, and they deserve the help they got. But so did nonprofits,” says Joan Gustafson, MNA External Affairs Officer. “That’s why we worked so hard to get a dedicated program for nonprofits, so they wouldn’t have to compete with small business, and for MNA to be able to administer the program with our regional grant makers and regional nonprofits throughout the state.”

Led by Gustafson, MNA worked with the Michigan Legislature and the Governor’s office to create and fund the MI Nonprofit Relief Fund for small nonprofits to receive general operating dollars from federal funds. The program received $50 million in funding. Nonprofits with operating budgets of $1 million or less can apply to receive dollars to be used directly toward their operating expenses, without requirements for the nonprofit to set up new programming or complete in-depth evaluations.

MNA specifically targeted funding for operations, due to the significant need it had been seeing for some time, especially

“I feel like my mark on the history of this organization would be achieved if nonprofits got recognized as critical parts of the economy and were seen in that way.”

once the pandemic hit. Through surveys and conversations with organizations and members from across the state, MNA saw one of the hardest-hit areas for nonprofits during the pandemic was the ability to raise operating-fund dollars. Most of these dollars for things such as human resources, technology, or basic expenses were raised previously through in-person events. These fund dollars are necessary to help nonprofits stabilize from the effects of the pandemic and continue to operate and serve their communities.

Working alongside the Michigan Department of Labor and Economic Opportunity (LEO), MNA has created a simple and straightforward application form for nonprofits to apply to MNA for funding. “While MNA has its strengths, like our network and understanding our community and understanding our nonprofits, the regulatory and compliance lift with these funds is steep,” says Gustafson. “LEO is doing most of that, but they’re letting us run the program the way we want, to make sure we can get all the dollars out we need to the nonprofits that need them the most.”

The application process will officially launch at the beginning of 2023, and MNA will be communicating to nonprofits with more specifics on the application process and criteria.

NONPROFITS EDUCATE POLICY MAKERS AT MNA’S LEGISLATIVE DAY

Securing the MI Nonprofit Relief Fund (a $50 million relief program for charitable nonprofits which will be administered by MNA) through the legislature was one way that MNA ensured nonprofits weren’t forgotten when it came to providing funding and assistance in Michigan. Another way MNA made sure nonprofits weren’t forgotten was continuing to have the ear of politicians. Getting to know and working with the legislature is one area Kuhn is committed to even more in her new role at the helm of the organization. But this area is also a part of the education and programming that MNA provides its members.

One program it does this through is Legislative Day. This annual event is typically held in-person at the Capitol in Lansing. “It’s an opportunity to get in front of policymakers and educate them on the nonprofit sector,” says Gustafson. “What are our challenges? What are our priorities? Things they can do to make our lives easier?”

The event serves a dual purpose — not only to educate legislators about the work nonprofits do and the challenges they face, but to help educate nonprofits on how to be their own advocates and work with policymakers to address the concerns in their communities.

Legislative Day is split into two parts: a program in the morning, followed by six or seven legislative visits in the afternoon where attendees meet face-to-face with legislators and get a chance to voice some of the issues they are facing.

Due to ongoing concerns over the pandemic, the 2022 event was held virtually, with Michigan Lt. Gov. Garlin Gilchrist II as the keynote speaker and a bipartisan panel that featured legislators who have been strong champions of nonprofits. While attendance for this virtual event might have been a concern at the onset, the event was as well, if not better, attended than the in-person event has been in the past. In fact, MNA saw an increase in the number of participants who attended the legislative visits.

COMMITMENT TO COLLABORATION IN DEIJ EFFORTS

Throughout 2021-2022, MNA remained committed to its diversity, equity, inclusion, and justice (DEIJ) efforts for the nonprofit sector, both at a high level and in a granular application.

At a high level, MNA is ensuring that the organization stays committed to its DEIJ core values and that it forms and executes all its work both internally and externally through this lens.

MNA. “We are constantly using (our DEIJ efforts) as a lens to examine how we operate in terms of staff but also how we operate externally, working with partners, making sure that we are inviting historically left-out groups to the tables that we are always invited to, recognizing that their exclusion is the result of a history of disenfranchisement.”

This lens informs everything MNA does, from creating surveys, analyzing and reporting on feedback, and creating educational or conversational opportunities to discuss these topics. The organization has recognized that collaboration is best in its commitment to DEIJ. MNA conducted three surveys in 2022, and each time it committed to a “do no harm” philosophy in creating the surveys. The first was a leadership survey of nonprofits in the city of Detroit to find out who was leading these organizations in terms of racial demographic and gender identity. MNA recognized the potential risks involved in not only creating such a survey, but also in gathering and reporting on the results.

Following that survey, MNA did a similar survey of statewide nonprofit leaders.

MNA gathered a committee of other nonprofit leaders across the state to assist in the survey design, asking questions on everything from what should be asked to how it should be asked to what data might come from the questions.

“We had a statewide committee of leaders representing different populations and nonprofits throughout the state of Michigan, from the U.P. to the west side to help us design the survey itself,” says Tsai. “What are the questions that we should ask? How can we do this in a way that is in partnership with communities? Do these racial categories capture the depth and breadth

of living experiences? What are some other questions we should be asking? Really co-creating that survey with people. Taking into consideration lots of different voices.”

MNA also worked closely with the Johnson Center for Philanthropy and Data Driven Detroit to assist in creating the surveys. MNA formed a second committee to help communicate about the survey to nonprofits, understanding that different nonprofits in their respective geographic locations would need to be communicated with differently instead of through of a one-size-fits-all approach.

Once the results came in, MNA took this collaborative spirit a step further, sharing the results with respondents first to get

“It is definitely a journey for us,” says Nellie Tsai, Social Innovation Officer of

additional feedback, and then hosting three focus groups to look at the results.

The third survey MNA completed this year was related to compensation and benefits — how much

nonprofits are paying employees, the benefit packages they are providing, etc. While results of the city of Detroit leadership survey are already out, MNA is finalizing results of the other two surveys and will share them at

the end of the year, with webinars planned to discuss the findings and how they relate to each other.

Collaboration in DEIJ focused cohorts

Another area where MNA expanded its DEIJ efforts was in the two cohorts it gathered for meetings in 2022. The first was the White Anti-Racism and Accountability Cohort, which examined what it means to be a white leader, what it means to be white, and how that identity has informed ways of navigating the world and how it impacts others. The other was the Claiming Our Space Cohort, which was for Black, Indigenous, and People of Color (BIPOC) leaders to be in community with each other, acknowledging the heaviness of the work they carry.

Cohort sizes were relatively small — around 12 to 18 individuals in

each — to ensure conversations took a deep dive. Each cohort met six times over six months, for a total of two hours per meeting, and was assisted by partners at Grand Valley State University in going over the curriculum. Participants were encouraged to provide feedback both during the sessions and at the end of the process, with feedback informing the topics being discussed as the sessions progressed.

“You get really rich conversation (by limiting the size of the cohort), and because you have a consistent participation, you know who’s going to be in the virtual room each time,” says Tsai. “It allows you to build on

conversations in a way that is meaningful, and you can really deepen relationships that way.”

While the cohorts did a lot of meaningful work, this deepening of relationships was one of the most important results that came out of the cohorts. Participants overall felt that personal connections were formed and that MNA is more than just a statewide association.

MNA will continue to examine data and results from these surveys and cohorts to continue to shape its own practices and principles, as well as its member organizations, and will continue conversations on these important topics.

“We are constantly using (our DEIJ efforts) as a lens to examine how we operate in terms of staff but also how we operate externally, working with partners, making sure that we are inviting historically left-out groups to the tables that we are always invited to, recognizing that their exclusion is the result of a history of disenfranchisement.”

AN INNOVATIVE EXPERIENCE

Redesigned MNA website offers improved experience to members

One other way MNA sought to add a more personal experience for its nonprofit members was through the overhaul of the MNA website. With greater use of online and virtual experiences due to the pandemic, MNA realized its website needed to meet the growing and changing needs of its members and began the redesign process in 2021.

MNA partnered with a website design company that specializes in creating websites for nonprofits, ensuring that the needs unique to the sector would be recognized and met. The new site is now live and offers a more engaging and innovative experience for members and visitors

alike. Along with having access to an expanded blog and videos, members now can more easily access tools and resources, including the new Compensation and Benefits Report and MNA’s DEI assessment among other items. “We invite our members and the public to take a moment to view our programs, explore membership, browse our library of new videos, blogs and vlogs,” says Tammy Pitts, MNA’ s Chief Communications Officer. “Learn about the great advocacy work that we’re doing to support Michigan’s nonprofit community.”

MICHIGAN NONPROFIT ASSOCIATION

2021-2022

Fiscal Year Financials

REVENUE DOLLARS

% OF TOTAL REVENUE

Grant Revenue $908,254 22.64%

Contributions............................................................................... $1,007,109 ................................... 25.11%

Membership Dues ...................................................................... $273,876 ...................................... 6.83%

Program Fees & Sponsorship .................................................... $910,189 ...................................... 22.69%

Sublease Revenue $450,536 11.23% Payroll protection program loan forgiveness ......................... $460,521 ...................................... 11.48% Investment Income ..................................................................... $(59,415) ...................................... (1.48)% Misc. Income $60,330 1.50%

Total Revenue...........................................................................$4,011,400

PROGRAM SERVICES DOLLARS

% OF TOTAL REVENUE

Educational Services ................................................................... $2,751,698 ................................... 56.64%

Public Policy ................................................................................. $251,433 ...................................... 5.18%

Nonprofit Outreach $538,718 11.09%

Public Grants ............................................................................... $540,523 ...................................... 11.13%

Volunteerism ............................................................................... $131,775 ...................................... 2.71%

Sub Total: Program Services ...................................................$4,214,147 .................................. 89.75%

Administration............................................................................. $643,372 ...................................... 13.24% Fundraising .................................................................................. $646 .............................................. 0.01%

Total Expenses .........................................................................$4,858,165

MNA B oard of Directors 2021–2022

N. Charles Anderson, President & CEO, Detroit Urban League

Carolyn Bloodworth, Secretary/ Treasurer, Consumers Energy Foundation

Melanie Brim, President, Michigan Health Council

Kyle Caldwell, President, Council of Michigan Foundations

Bridget Clark Whitney, Founding CEO, Kids’ Food Basket

Todd Culver, CEO, Incompass Michigan

Scott Dzurka, Vice President, Public Sector Consultants

Jennifer Goulet, Executive Director, WonderFool Productions

Virginia (Ginna) Holmes, Executive Director, Michigan Community Service Commission

Rich Homberg, President & General Manager, Detroit Public Television

Kimberly R. Houston, Principal, KHP Consultants, LLC

Phillip Knight, Executive Director, Food Bank Council of Michigan

Paul Long, President & CEO, Michigan Catholic Conference

Scott Schropp, Managing Director –Global Wealth Management, The Illes Schropp Group

Ruthanne Sudderth, Senior Vice President, Public Affairs and Communications, Michigan Health & Hospital Association

Lorna Utley, Vice President, Marathon Cable

Jenee Velasquez, Executive Director, Herbert H. & Grace A. Dow Foundation

Kate White, President and CEO, Kate White & Associates

MNA Staff

Jen Fiandt, Customer Experience Manager

Joan Gustafson, External Affairs Officer

Beckie Hawes-Baggett, Chief Operating Officer

Adam King, Technology Director, MNA Technology Services

Kelley Kuhn, President and CEO

Mariah McAnallen, Communications & Brand Manager

Tammy Pitts, Chief Communications Officer

Mark Shaw, Consulting Manager, MNA Technology Services

Alex Silva Santos, IT Systems and Consulting Manager, MNA Technology Services

Nellie Tsai, Social Innovation Officer

Deanna Tocco, Office Administrator

Zahna Woodson, Business Intelligence & Operations Director

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