Shows nonprofit managers and board
Table of Contents
Acknowledgments xiii
Introduction xv
Chapter 1 A Valid Strategic Option for the Future 1
Government’s Retreat
Chapter 2 The Freestanding Nonprofit and Other Rugged Individualists 5
Why Nonprofi t Services Are Fragmented: A Story
A Nonprofi t’s Economics Are Part of Its Strategy
Chapter 3 Logic of Integrated Service Delivery 17
Applications of Integrated Service Delivery
Elements of Integration
Chapter 4 Deciding to Collaborate 25
Rescue Mergers
Merger from Strength
Deciding to Collaborate as a Function of Larger Forces
Chapter 5 Preserving Identity 33
Nonphysical Components of Organizational Identity
What Is Not Part of “Identity”—and What Is
Chapter 6 The Role of Funders 37
What Funders Can Do
Funding Collaborations
Models for Funding Collaborations
Quality Assurance through Foundations
Chapter 7 C.O.R.E. Continuum of Collaboration 47
Our Model
Applying the C.O.R.E
Chapter 8 Economic-Level Collaboration 53
Sharing Information
Bidding Jointly
Joint Purchasing
Chapter 9 Responsibility-Level Collaboration 57
“Circuit Riders”
High-Integration Collaboration Models
A Cautionary Note
Chapter 10 Operations-Level Collaboration 61
Shared Training
Joint Programming
Joint Quality Standards
Chapter 11 Corporate-Level Collaboration: Merger 65
Authority Is Concentrated
Offi cial Start Dates May Be Anticlimactic
What It Means to Merge
The Essence of a Nonprofi t Merger
Advantages and Disadvantages of a Merger
Chapter 12 Models of Collaboration: Merger by Management Company 83
Structure
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 93
Structure
Chapter 14 Models of Collaboration: Partnerships with and between Nonprofits 99
Structure
Control and Governance
Special Considerations
Partnerships with For-Profi t Companies
Limited Liability Companies
Chapter 15 Merger Myths 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
Chapter 16 First Steps 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
Chapter 17 Merger or Alliance? How to Decide 131
Corporate Control
Chapter 18 First Phase of a Merger: Feasibility Assessment 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
Chapter 19 Second Phase of a Merger: Implementation Planning 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)
Chapter 20 Third Phase of a Merger: Integration 205
Time Required for Integration
Common Sources of Resistance
Chapter 21 The Seven Stages of Alliance Development 219
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 251
About the Author 253
Index 255
