NONPROFIT MERGERS & ALLIANCES
If you′re looking for a straightforward, authoritative and reader–friendly guide to mergers and alliances in the nonprofit world, Nonprofit Mergers and Alliances, Second Edition covers everything you need to know. From the context for nonprofit mergers and the forces that shape their use, to why failure to merge can be disastrous for everyone nonprofit merger expert and author Thomas McLaughlin guides you and your board members smoothly through the merger process.
Well–rounded and up to date, the Second Edition includes real–world examples and case studies, as well as clear, practical, step–by–step insight on:
- Why you should consider a merger or alliance before it′s necessary
- The C.O.R.E. model, a merger/alliance analysis framework
- Why it′s in your nonprofit′s best interest to collaborate
- Nuts–and–bolts advice on partner selection
- Step–by–step guidance through merger and alliance processes
Filled with easy–to–use checklists and analytical tables, Nonprofit Mergers and Alliances, Second Edition helps you monitor the entire merger and alliance process, make the right decisions, anticipate problems, and find solutions quickly to ensure the successful continuation of your organization′s mission in the immediate future as well as for years to come.
Chapter 1 A Valid Strategic Option for the Future.
Chapter 2 The Freestanding Nonprofit and Other Rugged Individualists.
Why Nonprofit Services Are Fragmented: A Story.
A Nonprofit′s Economics Are Part of Its Strategy.
Chapter 3 Logic of Integrated Service Delivery.
Applications of Integrated Service Delivery.
Elements of Integration.
Chapter 4 Deciding to Collaborate.
Merger from Strength.
Deciding to Collaborate as a Function of Larger Forces.
Chapter 5 Preserving Identity.
Nonphysical Components of Organizational Identity.
What Is Not Part of "Identity" and What Is.
Chapter 6 The Role of Funders.
What Funders Can Do.
Models for Funding Collaborations.
Quality Assurance through Foundations.
Chapter 7 C.O.R.E. Continuum of Collaboration.
Applying the C.O.R.E.
Chapter 8 Economic–Level Collaboration.
Chapter 9 Responsibility–Level Collaboration.
High–Integration Collaboration Models.
A Cautionary Note.
Chapter 10 Operations–Level Collaboration.
Joint Quality Standards.
Chapter 11 Corporate–Level Collaboration: Merger.
Authority Is Concentrated.
Offi cial Start Dates May Be Anticlimactic.
What It Means to Merge.
The Essence of a Nonprofit Merger.
Advantages and Disadvantages of a Merger.
Chapter 12 Models of Collaboration: Merger by Management Company.
Control and Governance.
Advantages of a Management Company.
Disadvantages of a Management Company.
Faulty Integration in a Management Company Model.
Chapter 13 Models of Collaboration: Alliances.
Chapter 14 Models of Collaboration: Partnerships with and between Nonprofits.
Control and Governance.
Partnerships with For–Profit Companies.
Limited Liability Companies.
Chapter 15 Merger Myths.
We Will Save Administrative Costs.
There Will Be Massive Job Cuts.
We Will Lose Our Identity.
Let Us Figure Out the Structure First.
Only Failing Organizations Merge.
Increase in Mergers Is a Product of an Economic Downturn.
Chapter 16 First Steps.
Absence of a Permanent CEO.
Industrializers and Prototypers.
Compatibility of Services.
Role of Culture.
Role of Class.
Quick Culture Check.
Seeds of Trust: Disclosure, Consultation, and Collaboration.
Chapter 17 Merger or Alliance? How to Decide.
Chapter 18 First Phase of a Merger: Feasibility Assessment.
Informal Phase of a Collaboration.
Role of Consultants.
Form a Collaboration Committee.
Why Due Diligence?
What Is a Due Diligence Investigation?
Liabilities and Obligations.
Some Financial Red Flags.
Carrying Out the Valuation.
Pro Forma Financials, Including Cash Flows.
Human Resources Information.
Assess the Feasibility.
Chapter 19 Second Phase of a Merger: Implementation Planning.
Form Subcommittees of the Collaboration Committee.
Some Sample Collaboration Committee Structures.
Who Will Be the Boss?
Some Tools to Accomplish a Leadership Transition.
Once the Selection Is Made . . ..
Creating the Formal Agreement.
Merger Announcement (Create a Splash).
Chapter 20 Third Phase of a Merger: Integration.
Time Required for Integration.
Common Sources of Resistance.
Chapter 21 The Seven Stages of Alliance Development.
Categories of Alliances.
Seven Tasks of Alliance Development.
Task One: Initiate, Explore, and Analyze.
Task Two: Synthesize and Plan.
Task Three: Establish Shared Objectives.
Task Four: Develop Working Committee Structure.
Task Five: Gain Quick Victories.
Task Six: Secure Institutionalize Buy–in
Task Seven: Implement and Evaluate.
Chapter 22 Postscript and Conclusion.
About the Author.
THOMAS A. MCLAUGHLIN is Vice President for Consulting Services for the Nonprofit Finance Fund, a national leader in financing nonprofits, strengthening their financial health, and improving their capacity to serve their communities. He is nationally recognized as an expert in nonprofit mergers and alliances, having consulted nonprofits in over 200 such collaborations. He is contributing editor for the Nonprofit Times, for which he writes a monthly column, and is the author of Streetsmart Financial Basics for Nonprofit Managers, Third Edition (Wiley). He is also a member of the faculty at the Heller School for Social Policy and Management at Brandeis University.