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Success Factors in Nonprofit Mergers - Minnesota Council of ...

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<strong>Success</strong> <strong>Factors</strong><br />

<strong>in</strong> nonpr<strong>of</strong>it mergers<br />

<strong>Factors</strong> proven to make nonpr<strong>of</strong>its mergers more likely to succeed<br />

F<strong>in</strong>ancial stability and service preservation follow<strong>in</strong>g merger<br />

The study began with the hypothesis that mergers could be beneficial <strong>in</strong> strengthen<strong>in</strong>g<br />

the f<strong>in</strong>ancial stability and preserv<strong>in</strong>g the services <strong>of</strong> nonpr<strong>of</strong>it direct service organizations.<br />

Study results <strong>in</strong>dicate that the best predictors <strong>of</strong> f<strong>in</strong>ancial stability follow<strong>in</strong>g merger are:<br />

• Strong work<strong>in</strong>g relationships among executives prior to merger<br />

• Collaborations or partnerships between organizations prior to merger<br />

• The <strong>in</strong>clusion and support <strong>of</strong> non-adm<strong>in</strong>istrative staff <strong>in</strong> plann<strong>in</strong>g and implementation<br />

• Opportunities for funders to participate and give <strong>in</strong>put <strong>in</strong>to merger plann<strong>in</strong>g<br />

In addition, study results <strong>in</strong>dicate that the best predictors <strong>of</strong> the preservation or<br />

expansion <strong>of</strong> services follow<strong>in</strong>g merger are:<br />

• Strong work<strong>in</strong>g relationships among executives prior to merger<br />

• Opportunities for organizations consider<strong>in</strong>g merger to exam<strong>in</strong>e the f<strong>in</strong>ancial and<br />

legal <strong>in</strong>formation about their potential merger partner(s)<br />

• The development <strong>of</strong> cost shar<strong>in</strong>g agreements for expenses related to the<br />

merger process<br />

• The support and <strong>in</strong>clusion <strong>of</strong> non-adm<strong>in</strong>istrative staff dur<strong>in</strong>g the merger process<br />

<strong>in</strong>clud<strong>in</strong>g the use <strong>of</strong> staff meet<strong>in</strong>gs to address merger tasks<br />

• Opportunities for funders to participate <strong>in</strong> and give <strong>in</strong>put <strong>in</strong>to merger plann<strong>in</strong>g<br />

Conclusions<br />

Taken together, these f<strong>in</strong>d<strong>in</strong>gs suggest that significant benefit can be achieved through<br />

the exploration and careful consideration <strong>of</strong> merger as an option for many types <strong>of</strong><br />

nonpr<strong>of</strong>its. Study respondents have made it clear that, although this is both challeng<strong>in</strong>g<br />

and sometimes stressful work, it may be worth pursu<strong>in</strong>g <strong>in</strong> the <strong>in</strong>terest <strong>of</strong> a greater<br />

community good.<br />

Study results clearly <strong>in</strong>dicate that mergers may work best when organizations have some<br />

history <strong>of</strong> partnership and openness, when non-adm<strong>in</strong>istrative staff members and funders<br />

have <strong>in</strong>put and <strong>in</strong>volvement <strong>in</strong> the process, and when there is transparency <strong>in</strong> both legal<br />

and f<strong>in</strong>ancial matters.<br />

In difficult economic times, and <strong>in</strong> times when the demand for health and human services<br />

is expand<strong>in</strong>g, it appears that mergers can contribute to the stability <strong>of</strong> the nonpr<strong>of</strong>it<br />

environment and, at the same time, preserve and sometimes expand services.<br />

<strong>Success</strong> <strong>Factors</strong> In <strong>Nonpr<strong>of</strong>it</strong> <strong>Mergers</strong> 13 MAP for <strong>Nonpr<strong>of</strong>it</strong>s & Wilder Research 2012

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