Nonprofit Mergers and Alliances
, by McLaughlin, Thomas A.Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
- ISBN: 9780470601631 | 0470601639
- Cover: Hardcover
- Copyright: 6/8/2010
Everything you need to know about mergers and alliances in the nonprofit arena
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.
Acknowledgments | p. xiii |
Introduction | p. xv |
A Valid Strategic Option for the Future | p. 1 |
Government's Retreat | |
The Freestanding Nonprofit and Other Rugged Individualists | p. 5 |
Why Nonprofit Services Are Fragmented: A Story | |
A Nonprofit's Economics Are Part of Its Strategy | |
Logic of Integrated Service Delivery | p. 17 |
Applications of Integrated Service Delivery | |
Elements of Integration | |
Deciding to Collaborate | p. 25 |
Rescue Mergers | |
Merger from Strength | |
Deciding to Collaborate as a Function of Larger Forces | |
Preserving Identity | p. 33 |
Nonphysical Components of Organizational Identity | |
What Is Not Part of "Identity"-and What Is | |
The Role of Funders | p. 37 |
What Funders Can Do | |
Funding Collaborations | |
Models for Funding Collaborations | |
Quality Assurance through Foundations | |
C.O.R.E. Continuum of Collaboration | p. 47 |
Our Model | |
Applying the C.O.R.E. | |
Economic-Level Collaboration | p. 53 |
Sharing Information | |
Bidding Jointly | |
Joint Purchasing | |
Responsibility-Level Collaboration | p. 57 |
"Circuit Riders" | |
High-Integration Collaboration Models | |
A Cautionary Note | |
Operations-Level Collaboration | p. 61 |
Shared Training | |
Joint Programming | |
Joint Quality Standards | |
Corporate-Level Collaboration: Merger | p. 65 |
Authority Is Concentrated | |
Official Start Dates May Be Anticlimactic | |
What It Means to Merge | |
The Essence of a Nonprofit Merger | |
Advantages and Disadvantages of a Merger | |
Models of Collaboration: Merger by Management Company | p. 83 |
Structure | |
Control and Governance | |
Advantages of a Management Company | |
Disadvantages of a Management Company | |
Faulty Integration in a Management Company Model | |
Models of Collaboration: Alliances | p. 93 |
Structure | |
Models of Collaboration: Partnerships with and between Nonprofits | p. 99 |
Structure | |
Control and Governance | |
Special Considerations | |
Partnerships with For-Profit Companies | |
Limited Liability Companies | |
Merger Myths | p. 107 |
We Will Save Administrative Costs | |
There Will Be Massive Job Cuts | |
We Will Lose Our Identity | |
Let Us Figure Out the Structure First | |
Shhh | |
Only Failing Organizations Merge | |
Increase in Mergers Is a Product of an Economic Downturn | |
First Steps | p. 113 |
Geographic Proximity | |
Absence of a Permanent CEO | |
Nonoverlapping Markets | |
Industrializers and Prototypers | |
Compatibility of Services | |
Special Assets | |
Role of Culture | |
Role of Class | |
Quick Culture Check | |
Building Trust | |
Seeds of Trust: Disclosure, Consultation, and Collaboration | |
Merger or Alliance? How to Decide | p. 131 |
Corporate Control | |
First Phase of a Merger: Feasibility Assessment | p. 147 |
Informal Phase of a Collaboration | |
Role of Consultants | |
Form a Collaboration Committee | |
Why Due Diligence? | |
What Is a Due Diligence Investigation? | |
Governance | |
Finances | |
Assets | |
Liabilities and Obligations | |
Some Financial Red Flags | |
Valuations | |
Carrying Out the Valuation | |
Pro Forma Financials, Including Cash Flows | |
Regulatory Filings | |
Human Resources Information | |
Assess the Feasibility | |
Second Phase of a Merger: Implementation Planning | p. 175 |
Form Subcommittees 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... | |
Creating the Formal Agreement | |
Merger Announcement (Create a Splash) | |
Third Phase of a Merger: Integration | p. 205 |
Time Required for Integration | |
Common Sources of Resistance | |
The Seven of Alliance Development | p. 219 |
Categories of Alliances | |
Seven Tasks of Alliance Development | |
Initiate, Explore, and Analyze | |
Synthesize and Plan | |
Establish Shared Objectives | |
Develop Working Committee Structure | |
Gain Quick Victories | |
Secure Institutionalize Buy-in | |
Implement and Evaluate | |
Postscript and Conclusion | p. 251 |
About the Author | p. 253 |
Index | p. 255 |
Table of Contents provided by Ingram. All Rights Reserved. |
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