Nonprofit mergers and alliances: a strategic planning guide
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York <<[u.a.]>>
Wiley
1998
|
| Schriftenreihe: | Nonprofit law, finance, and management series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 288 S. graph. Darst. 1 Diskette (9 cm) |
| Format: | Systemvoraussetzungen:. - Microsoft Word, Microsoft Excel, Microsoft PowerPoint |
| ISBN: | 0471180882 |
Internformat
MARC
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| 100 | 1 | |a McLaughlin, Thomas A. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Nonprofit mergers and alliances |b a strategic planning guide |c Thomas A. McLaughlin |
| 264 | 1 | |a New York <<[u.a.]>> |b Wiley |c 1998 | |
| 300 | |a XXVI, 288 S. |b graph. Darst. |e 1 Diskette (9 cm) | ||
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| 490 | 0 | |a Nonprofit law, finance, and management series | |
| 538 | |a Systemvoraussetzungen:. - Microsoft Word, Microsoft Excel, Microsoft PowerPoint | ||
| 650 | 0 | 7 | |a Nonprofit-Organisation |0 (DE-588)4293729-2 |2 gnd |9 rswk-swf |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-018478731 | ||
| 883 | 1 | |8 1\p |a cgwrk |d 20201028 |q DE-101 |u https://d-nb.info/provenance/plan#cgwrk | |
Datensatz im Suchindex
| _version_ | 1804140501326102528 |
|---|---|
| adam_text | Contents
Preface xxi
Acknowledgments xxv
PART ONE: DECIDE TO MERGE
Chapter 1: The Preferred Strategic Option
of the Future 3
The Industrial Age 5
Nonprofits Reflect For-Profits 6
The Information Age 7
The Freestanding Nonprofit and
Other Rugged Individualists 8
Why Nonprofit Services Are
Fragmented: A Story 9
Chapter 2: Achieving Economic Size 13
An Illustration 13
Economics Are a Part
of Strategy 15
Industry 16
Government Regulation 17
Labor Markets 17
Geography 18
Use of Capital 18
xi
xii Contents
Appendix 2A: Low on Cash and Options
(Case Study with Responses) 23
Chapter 3: The Logic of Integrated Service Delivery 29
Applications of Integrated Service
Delivery 30
The Elements of Integration 32
Trust 32
Information as a Strategic Tool 33
Massive Investments in Information
Technology 35
More Standardized Services 36
Fewer Employees 38
Chapter 4: Deciding to Collaborate 41
Board Concerns 45
Concern for Mission 45
Loss of Identity 47
Loss of Services 47
Other Board Behaviors 48
Uncorking the Bottle 49
PART TWO: THE C.O.R.E. OF NONPROFIT
COLLABORATION
Chapter 5: Toward Common Definitions 53
Our Model 54
Defining the C.O.R.E. 55
Chapter 6: Applying C.O.R.E. 59
Changing Economics 59
Sharing Information 60
Bidding Jointly 61
joint Purchasing 62
Contents x|f|
Management Services
Companies 63
Sharing Responsibility for
Management Tasks 64
Adopting the Same Standards 64
Sharing Managers 65
Compatible Information
Systems 66
Sharing Administrative Tasks 68
Integrating Operational
Structure 69
Shared Training 70
Joint Programming 71
Joint Quality Standards 72
Integrating Marketing 74
Shared Marketing 76
Shared Contracting 77
PART THREE: STRUCTURING THE COLLABORATION
Chapter 7: Selecting a Partner and Building Trust 85
First Steps 85
Characteristics of a Compatible
Partner 87
Absence of a Permanent Executive
Director 87
Nonoverlapping Markets 88
Geographic Compatibility 89
Compatibility of Services 90
Special Assets 92
Making the Approach 93
Analyzing the Culture 94
The Role of Class 97
A Quick Culture Check 99
Building Trust 99
xiv Contents
The Tools of Trust: Disclosure,
Consultation,
and Collaboration 100
Disclosure 100
Consultation 102
Collaboration 102
The Role of a PreMerger
Agreement 103
Chapter 8: Merger or Alliance? How to Decide 105
Corporate Control 106
Speed 108
Corporate Independence 108
Management Flexibility 109
Antitrust 110
Collective Bargaining 112
Liability 116
Geography 116
Reimbursement 117
Management Clarity 117
Bond Covenants 118
Local Realities 119
Salary and Benefits 119
Regulatory Policies 120
Chapter 9: Models of Collaboration: Merger 123
What it Means to Merge 123
The Essence of a Nonprofit
Merger 124
Structure 125
Control and Governance 125
Tools for Determining Size 126
Contents xv
Place a Cap on Total Size;
Reduce Membership
through Attrition 12 7
Staggered Terms 127
Ancillary Boards 129
Board Composition 129
Advantages and Disadvantages
of a Merger 130
Special Considerations 132
The Takeover Merger 132
Merger of Equals 133
Chapter 10: Models of Collaboration: Merger
by Management Company 135
Structure 136
Control and Governance 136
Advantages of a Management
Company 139
Disadvantages of a Management
Company 141
Special Considerations 142
Vertical Integration 142
Chapter 11: Alliances 143
Structure 143
Control and Governance 146
Advantages
and Disadvantages 147
Chapter 12: Partnerships with Nonprofits 149
Structure 151
Control and Governance 151
Special Considerations 152
xvi Contents
Partnerships with For-Profit
Companies 153
PART FOUR: SEVEN STEPS TO A SUCCESSFUL
NONPROFIT MERGER
Chapter 13: Organizing a Planning Structure 159
An Integrated Parallel Process 160
Assembling the Planning
Committee 162
Subcommittees 163 i
Administrative Systems 164
Collective Bargaining 164
Communications 165
Compensation Planning 165
Executive Director Selection 165
Financial Planning—Cash Flow,
Budgets, Banking 165
Fundraising 166
Information Technology 166
Organizational and Corporate
Structure 166
Professional Development 166
Professional Credentialing 167
Program Integration 167
Space Usage 168
Some Sample Planning Committee
Structures 168
The Role of Consultants 170
Chapter 14: Mutual Learning 173
Why Due Diligence? 174
What is a Due Diligence
Investigation? 175
General Legal and Corporate
Matters 177
Contents xvii
Financial Condition 178
Assets 180
Liabilities and Obligations 181
Contracts, Licenses,
Accreditation 181
Human Resources Information 182
Pro Forma Financials, Including
Cash Flow 183
Regulatory Filings 183
Red Flags 184
Balloon Loan Payments
Coming Due 184
General Records Disarray 185
Indispensable Staff 185
Lapsed Insurance 185
Loss of (Pick One): License,
Accreditation, Large Donor,
Large Payer 186 ,
Maxed-Out Line of Credit 186 j
Nonfinancial Liabilities 186
Payroll Taxes Unpaid 187
Qualified Audit Opinion 187
Unacknowledged and Serious
CEO-Staff Conflict 188
Unexamined Accounts
Receivable 188
Un reported Litigation 188
Valuation 189
Present Value of Cash Flow 189
Comparable Value 190
Carrying out the Valuation 190
Chapter 15: Leadership Decisions 193
Strategies for Deciding Who Will be
the Boss 194
Some Tools to Accomplish
a Leadership Transition 196
Mediation and Negotiation 196
xviii Contents
Employment Contracts 197
Consulting Contracts 198
A New Corporation 198
Farewell Parties 198
Once the Selection
is Made... 199
Chapter 16: Structure of the Merged Entity 201
Formal Agreement 204
Chapter 17: Communications Strategies 207
Internal Communication 208
External Communication 211
Donors 211
Service Users 212
Purchasers of Services 212
The General Public, as Represented
by the Media 214
Communicating
with Regulators 216
Chapter 18: Implementation and Evaluation 219
Redefined and Reaffirmed
Mission 220
Name 221
Salary and Benefit
Discrepancies 221
Staffing Levels 223
Information Systems 224
Notes on Timetables 225
Chapter 19: Common Sources of Resistance 229
Board Members 230
Unions 233
Contents xjx
Middle Managers 233
Funding Sources 234
Banks 235
Regulators 235
PART FIVE: STRATEGIES FOR DEVELOPING ALLIANCES
Chapter 20: The Seven Stages of Alliance
Development 239
Categories of Alliances 240
Seven Tasks of Alliance
Development 241
Stage 1: Mutual Exploration
and Analysis 242
Deciding on a Purpose 245
Models of Alliances 246
Mutual Learning 247
Board Involvement 248
Stage 2: Synthesis and Tentative
Planning 249
Agreeing on Objectives 249
Discuss a Timetable 251
Board Involvement 252
Pick a Name 252
Stage 3: Working Committee Structure
Development 254
Governance 254
Resistance to Creating
Bureaucracy 254
Sophistication and Formality Reflect
the Membership 255
One Organization, One Vote 255
Charities and
Subcommittees 256
Operations 256
Responsibility 257
Economics 258
xx Contents
Stage 4: Quick Victories 260
Stage 5: Institutional Buy-In 261
Lack of Understanding of the Concept
of Alliances 262
Lack of Communication
about the Specific Alliance
being Proposed 263
Interruptions in Leadership 263
Lack of Demonstratable
Benefits 264
Stage 6: Workplan by Areas 265
Stage 7: Formalized Operational
Structure 268
Capital Investment 269
Liability 270
Market Advantage 270
About the Disk 271
Index 279
|
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV024504127 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T22:00:59Z |
| institution | BVB |
| isbn | 0471180882 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-018478731 |
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| physical | XXVI, 288 S. graph. Darst. 1 Diskette (9 cm) |
| publishDate | 1998 |
| publishDateSearch | 1998 |
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| publisher | Wiley |
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| series2 | Nonprofit law, finance, and management series |
| spelling | McLaughlin, Thomas A. Verfasser aut Nonprofit mergers and alliances a strategic planning guide Thomas A. McLaughlin New York <<[u.a.]>> Wiley 1998 XXVI, 288 S. graph. Darst. 1 Diskette (9 cm) txt rdacontent n rdamedia nc rdacarrier Nonprofit law, finance, and management series Systemvoraussetzungen:. - Microsoft Word, Microsoft Excel, Microsoft PowerPoint Nonprofit-Organisation (DE-588)4293729-2 gnd rswk-swf Nonprofit-Organisation (DE-588)4293729-2 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018478731&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | McLaughlin, Thomas A. Nonprofit mergers and alliances a strategic planning guide Nonprofit-Organisation (DE-588)4293729-2 gnd |
| subject_GND | (DE-588)4293729-2 |
| title | Nonprofit mergers and alliances a strategic planning guide |
| title_auth | Nonprofit mergers and alliances a strategic planning guide |
| title_exact_search | Nonprofit mergers and alliances a strategic planning guide |
| title_full | Nonprofit mergers and alliances a strategic planning guide Thomas A. McLaughlin |
| title_fullStr | Nonprofit mergers and alliances a strategic planning guide Thomas A. McLaughlin |
| title_full_unstemmed | Nonprofit mergers and alliances a strategic planning guide Thomas A. McLaughlin |
| title_short | Nonprofit mergers and alliances |
| title_sort | nonprofit mergers and alliances a strategic planning guide |
| title_sub | a strategic planning guide |
| topic | Nonprofit-Organisation (DE-588)4293729-2 gnd |
| topic_facet | Nonprofit-Organisation |
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