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By Thomas A. McLaughlin(auth.)
Clear, functional, step by step counsel in the course of the nonprofit merger process
utilizing real-world examples, case experiences, and enduring frameworks, Nonprofit Mergers and Alliances, moment Edition deals transparent, useful, step by step suggestions throughout the merger and alliance improvement strategy.
From assessing feasibility and making plans for implementation to post-merger integration, this ground-breaking paintings issues out pitfalls and gives insightful observation in each bankruptcy.
- Provides a complete framework for designing and imposing potent collaborations of all types
- Offers the instruments had to successfully collaborate with power companions
- Shows how nonprofit mergers are essentially various from for-profit mergers-and why board contributors want to know this
- Focuses at the wishes of the nonprofit zone, together with cultural compatibility and compassionate administration practices
- Shows nonprofit managers and board participants easy methods to make their manner in the course of the merger method with no repeating Wall Street's blunders
Insightful and life like, Nonprofit Mergers and Alliances, moment Edition equips you with the instruments and information you want to create potent collaborations.Content:
Chapter 1 a sound Strategic choice for the long run (pages 1–4):
Chapter 2 The Freestanding Nonprofit and different Rugged Individualists (pages 5–15):
Chapter three good judgment of built-in carrier supply (pages 17–23):
Chapter four finding out to Collaborate (pages 25–32):
Chapter five protecting id (pages 33–36):
Chapter 6 The function of Funders (pages 37–45):
Chapter 7 C.O.R.E. Continuum of Collaboration (pages 47–51):
Chapter eight Economic?Level Collaboration (pages 53–56):
Chapter nine Responsibility?Level Collaboration (pages 57–60):
Chapter 10 Operations?Level Collaboration (pages 61–64):
Chapter eleven Corporate?Level Collaboration: Merger (pages 65–81):
Chapter 12 versions of Collaboration: Merger through administration corporation (pages 83–92):
Chapter thirteen types of Collaboration: Alliances (pages 93–97):
Chapter 14 versions of Collaboration: Partnerships with and among Nonprofits (pages 99–106):
Chapter 15 Merger Myths (pages 107–111):
Chapter sixteen First Steps (pages 113–130):
Chapter 17 Merger or Alliance? how you can make a decision (pages 131–145):
Chapter 18 First section of a Merger: Feasibility evaluate (pages 147–173):
Chapter 19 moment section of a Merger: Implementation making plans (pages 175–204):
Chapter 20 3rd part of a Merger: Integration (pages 205–218):
Chapter 21 The Seven phases of Alliance improvement (pages 219–249):
Chapter 22 Postscript and end (page 251):
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Additional info for Nonprofit Mergers and Alliances, Second Edition
Sample text
A new employee in a large nonprofit must give his or her name to the human resource person upon being hired. Payroll will ask for it a second time, and it is not out of the question for that same employee to have to furnish that same information at least one or two more times to others, ranging from the pension plan, to the dental benefits administrator, and even to the parking lot manager. Why can the employee not give the information once and expect all pertinent details to be transferred automatically to appropriate others?
For example, one special education provider sought to become part of a larger organization for three distinct reasons: 1. The board and the CEO felt that they had reached the limits of their ability to provide access to a comprehensive range of services for the youth attending the program. 2. Special education policy makers in their state were clearly trying to integrate special education more tightly with public education and with social service providers. 3. The CEO was nearing retirement age and wanted to ensure the continued health of the program she had created.
These are now your interests in a merger or alliance. If the positives can be achieved and the negatives either avoided or mitigated, the board should feel confident about approving the collaboration. Nonprofit Mergers and Alliances, Second Edition by Thomas A. McLaughlin Copyright © 2010 Thomas A. McLaughlin 5 C H A P T E R Preserving Identity I f there is a common concern voiced by organizations considering a merger, it is lost identity. This fear is nearly universal, especially with smaller organizations.