By Thomas A. McLaughlin(auth.)

Clear, useful, step by step counsel throughout the nonprofit merger process

utilizing real-world examples, case experiences, and enduring frameworks, Nonprofit Mergers and Alliances, moment Edition deals transparent, functional, step by step advice in the course of the merger and alliance improvement method.

From assessing feasibility and making plans for implementation to post-merger integration, this ground-breaking paintings issues out pitfalls and gives insightful remark in each bankruptcy.

  • Provides a complete framework for designing and enforcing potent collaborations of every kind
  • Offers the instruments had to successfully collaborate with capability companions
  • Shows how nonprofit mergers are essentially diversified from for-profit mergers-and why board individuals 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 the right way to make their manner during the merger approach with no repeating Wall Street's blunders

Insightful and real looking, Nonprofit Mergers and Alliances, moment Edition equips you with the instruments and data you want to create potent collaborations.Content:
Chapter 1 a sound Strategic choice for the longer term (pages 1–4):
Chapter 2 The Freestanding Nonprofit and different Rugged Individualists (pages 5–15):
Chapter three common sense of built-in carrier supply (pages 17–23):
Chapter four determining to Collaborate (pages 25–32):
Chapter five retaining id (pages 33–36):
Chapter 6 The position 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 types of Collaboration: Merger by means of administration corporation (pages 83–92):
Chapter thirteen versions of Collaboration: Alliances (pages 93–97):
Chapter 14 types 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? find out how to make a decision (pages 131–145):
Chapter 18 First part of a Merger: Feasibility evaluation (pages 147–173):
Chapter 19 moment part of a Merger: Implementation making plans (pages 175–204):
Chapter 20 3rd section 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 resources for Nonprofit Mergers and Alliances, Second Edition

Example text

Nonprofits typically spend the vast majority of their revenues on personnel. Moreover, outright spending on products and services is a much smaller amount of the revenue stream, say, 20 percent of the total. But that 20 percent includes many different types of products and services, each of which would have to be handled separately to gain economic leverage.

On-theground workers can then target supporters or potential consumers far more efficiently. In recent years, presidential campaigns have developed this technique into a highly refined function. Investments in Information Technology Integrating all those services requires a lot of computing capability, and this changes many nonprofits’ management style, for two reasons: 1. Nonprofit managers are not accustomed to using technology very much. They can even be technology averse on a personal level, though less so than in the past.

Direct service employees more often think of an identity that derives from their consumers, coworkers, and the physical work environment. The name of the overall corporate entity may or may not be important to them. All of these differing views of identity have one thing in common: None of them needs to change automatically as the result of a merger. In fact, in cases where the identity of an organization has developed sufficiently so as to be recognized as a brand name, changing the identity may not be a good thing.

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