Nonprofit Mergers and Alliances

Praise for Nonprofit Mergers & Alliances Second Edition
"Having just gone through a nationwide restructuring of our entire council network—280 mergers in a little over three years—we can affirm that Tom McLaughlin is right on target. His clear, practical, thorough guidebook would be of significant value to any nonprofit considering a merger. Tom challenges our sector to dig deeper into more effective ways to deliver our mission, and he gives us the tools to make that happen."—Kathy Cloninger, Chief Executive Officer, Girl Scouts of the USA
"Tom McLaughlin′s book Nonprofit Mergers and Alliances, Second Edition is a must–read for all nonprofit executive and volunteer board leaders. It is a beacon of common sense and hope in the nonprofit sea of ineffective insanity, limited resources, and obstacles that challenge scalable and sustainable mission execution. Tom provides both the knowledge necessary for quality analysis and assessment of nonprofit mergers and alliances as well as the successful tools for implementation based on his successful experience in the field."—T. Charles Pierson, Big Brother, President and CEO, Big Brothers Big Sisters of North Texas
Everything you need to know about mergers and alliances in the nonprofit arena
Using real–world examples and case studies, easy–to–use checklists, and analytical tables, Nonprofit Mergers and Alliances, Second Edition offers clear, practical, step–by–step guidance through the merger or alliance process, from preliminary considerations to actual implementation. The book offers insightful commentary and a real–world orientation for nonprofit leaders contemplating some form of collaboration.
Take a look inside for concrete guidance on:
Understanding how to evaluate your own organization
Choosing the right partner
Deciding what form of collaboration to pursue
Why nonprofit mergers ar e fundamentally different from corporate mergers
Based on the author′s extensive work in nonprofit collaborations, Nonprofit Mergers and Alliances, Second Edition equips you with the tools to navigate the still new field of nonprofit merger and alliance development, as well as to effectively manage the new entities created.

Spis treści:
Acknowledgments.
Introduction.
Chapter One The Preferred Strategic Option of the Future.
Chapter Two The Freestanding Nonprofit and Other Rugged Individualists.
Why Nonprofit Services Are Fragmented: A Story.
An Illustration.
A Nonprofit′s Economics Are Part of Strategy.
Chapter Three The Logic of Integrated Service Delivery.
Applications of Integrated Service Delivery.
The Elements of Integration.
Chapter Four Deciding to Collaborate.
Rescue Mergers.
Merger from Strength.
Deciding to Collaborate as a Function of Larger Forces.
Chapter Five Preserving Identity.
The Non–Physical Components of Organizational Identity.
What is Not Part of ′Identity′ – and What is.
Chapter Six The Role of Funders.
Funders Role in Collaboration.
Funding Collaborations.
Joint Funding Pools.
Chapter Seven The C.O.R.E.™ Continuum of Collaboration.
Our Model.
Applying the C.O.R.E.
Chapter Eight Economic Level Collaboration.
Sharing Information.
Bidding Jointly.
Joint Purchasing.
Chapter Nine Responsibility Level Collaboration.
′Circuit Riders′.
High Integration Collaboration Models.
A Cautionary Note.
Chapter Ten Operations Level Collaboration.
Shared Training.
Joint Programming.
Joint Quality Standards.
Chapter Eleven Corporate Level Collaboration.
Authority is Concentrated.
It′s All Different.
The Anti–Climax.
What it Means to Merge.
The Essence of A Non profit Merger.
Advantages and Disadvantages of a Merger.
The Takeover Merger.
Merger of Equals.
Models of Collaboration; Merger by Management Company.
Advantages of a Management Company.
Disadvantages of a Management Company.
Faulty Integration at the Operations, Responsibility, and Economic Levels.
Partnerships With and Between Nonprofits.
Partnerships With For–profit Companies.
Limited Liability Companies.
Chapter Twelve Merger Myths.
We’ll Save Administrative Costs.
There will be massive job cuts.
We′ll lose our identity..
Let′s figure out the structure first.
Shhhh Don′t tell anyone.
Only failing organizations merge.
The Increase in Mergers is a Product of an Economic Downturn.
Chapter Thirteen First Steps.
Geographic Proximity.
Absence of a Permanent Executive Director.
Non–Overlapping Markets.
Industrializers and Protoypers.
Compatibility of Services.
Special Assets.
The Role of Culture.
The Role of Class.
A Quick Culture Check.
Building Trust.
The Seeds of Trust: Disclosure, Consultation and Collaboration.
Chapter Fourteen Merger or Alliance? How to Decide.
Corporate Control.
Chapter Fifteen The First Phase of a Merger: Feasibility Assessment.
The Informal Phase of a Collaboration.
The Role of Consultants.
Form a Collaboration Committee.
Why Due Diligence?
What is a Due Diligence Investigation?
Governance.
Finances.
Assets.
Liabilities and Obligations.
Specific Financial Red Flags.
Carrying Out the Valuation.
Pro Forma Financials, Including Cash Flows.
Regulatory Filings.
Human Resources Information.
Decide the Feasibility.
Chapter Sixteen The Second Phase of a Merger: Implementation Planning.
Form Sub–Committees of the Collaboration Committee.
Internal Communication.
External Communication.
Some Sample Collaboration Committee Structures.
Who Will be the Boss?
Some Tools to Accomplish a Leadership Transition.
Once the Selection is Made . . .
Structure of the Merged Entity.
Creating the Formal Agreement.
The Merger Announcement (Create a Splash!).
Chapter Seventeen The Third Phase of a Merger: Integration.
Time Required for Integration.
Common Sources of Resistance.
Chapter Eighteen 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: Institutionalize Buy–in.
Task Seven: Implement and Evaluate.
Chapter Nineteen Post Script and Conclusion.
About the Author.
Index.

Nota biograficzna:

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.

Okładka tylna:

Praise for Nonprofit Mergers & Alliances Second Edition
"Having just gone through a nationwide restructuring of our entire council network—280 mergers in a little over three years—we can affirm that Tom McLaughlin is right on target. His clear, practical, thorough guidebook would be of significant value to any nonprofit considering a merger. Tom challenges our sector to dig deeper into more effective ways to deliver our mission, and he gives us the tools to make that happen."—Kathy Cloninger, Chief Executive Officer, Girl Scouts of the USA
"Tom McLaughlin′s book Nonprofit Mergers and Alliances, Second Edition is a must–read for all nonprofit executive and volunteer board leaders. It is a beacon of common sense and hope in the nonprofit sea of ineffective insanity, limited resources, and obstacles that challenge scalable and sustainable mission execution. Tom provides both the knowledge necessary for quality analysis and assessment of nonprofit mergers and alliances as well as the successful tools for implementation based on his successful experience in the field."—T. Charles Pierson, Big Brother, President and CEO, Big Brothers Big Sisters of North Texas
Everything you need to know about mergers and alliances in the nonprofit arena
Using real–world examples and case studies, easy–to–use checklists, and analytical tables, Nonprofit Mergers and Alliances, Second Edition offers clear, practical, step–by–step guidance through the merger or alliance process, from preliminary considerations to actual implementation. The book offers insightful commentary and a real–world orientation for nonprofit leaders contemplating some form of collaboration.
Take a look inside for concrete guidance on:
Understanding how to evaluate your own organization
Choosing the right partner
Deciding what form of collaboration to pursue
Why nonprofit mergers are fundamentally different from corporate mergers
Based on the author′s extensive work in nonprofit collaborations, Nonprofit Mergers and Alliances, Second Edition equips you with the tools to navigate the still new field of nonprofit merger and alliance development, as well as to effectively manage the new entities created.