{"product_id":"nonprofit-mergers-and-alliances-isbn-9780470601631","title":"Nonprofit Mergers and Alliances","description":"\u003cb\u003eClear, practical, step-by-step guidance through the nonprofit merger process\u003c\/b\u003e  \u003cp\u003eUsing real-world examples, case studies, and enduring frameworks, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e offers clear, practical, step-by-step guidance through the merger and alliance development process.\u003c\/p\u003e \u003cp\u003eFrom assessing feasibility and planning for implementation to post-merger integration, this ground-breaking work points out pitfalls and offers insightful commentary in every chapter.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides a comprehensive framework for designing and implementing effective collaborations of all kinds\u003c\/li\u003e \u003cli\u003eOffers the tools needed to effectively collaborate with potential partners\u003c\/li\u003e \u003cli\u003eShows how nonprofit mergers are fundamentally different from for-profit mergers-and why board members need to know this\u003c\/li\u003e \u003cli\u003eFocuses on the needs of the nonprofit sector, including cultural compatibility and compassionate management practices\u003c\/li\u003e \u003cli\u003eShows nonprofit managers and board members how to make their way through the merger process without repeating Wall Street's mistakes\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eInsightful and realistic, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e equips you with the tools and knowledge you need to create effective collaborations.\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 A Valid Strategic Option for the Future 1\u003cbr\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGovernment’s Retreat\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 The Freestanding Nonprofit and Other Rugged Individualists 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Nonprofi t Services Are Fragmented: A Story\u003c\/p\u003e \u003cp\u003eA Nonprofi t’s Economics Are Part of Its Strategy\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Logic of Integrated Service Delivery 17\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApplications of Integrated Service Delivery\u003c\/p\u003e \u003cp\u003eElements of Integration\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Deciding to Collaborate 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRescue Mergers\u003c\/p\u003e \u003cp\u003eMerger from Strength\u003c\/p\u003e \u003cp\u003eDeciding to Collaborate as a Function of Larger Forces\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Preserving Identity 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNonphysical Components of Organizational Identity\u003c\/p\u003e \u003cp\u003eWhat Is Not Part of “Identity”—and What Is\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 The Role of Funders 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Funders Can Do\u003c\/p\u003e \u003cp\u003eFunding Collaborations\u003c\/p\u003e \u003cp\u003eModels for Funding Collaborations\u003c\/p\u003e \u003cp\u003eQuality Assurance through Foundations\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 C.O.R.E. Continuum of Collaboration 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOur Model\u003c\/p\u003e \u003cp\u003eApplying the C.O.R.E\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Economic-Level Collaboration 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSharing Information\u003c\/p\u003e \u003cp\u003eBidding Jointly\u003c\/p\u003e \u003cp\u003eJoint Purchasing\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Responsibility-Level Collaboration 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“Circuit Riders”\u003c\/p\u003e \u003cp\u003eHigh-Integration Collaboration Models\u003c\/p\u003e \u003cp\u003eA Cautionary Note\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Operations-Level Collaboration 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eShared Training\u003c\/p\u003e \u003cp\u003eJoint Programming\u003c\/p\u003e \u003cp\u003eJoint Quality Standards\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Corporate-Level Collaboration: Merger 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAuthority Is Concentrated\u003c\/p\u003e \u003cp\u003eOffi cial Start Dates May Be Anticlimactic\u003c\/p\u003e \u003cp\u003eWhat It Means to Merge\u003c\/p\u003e \u003cp\u003eThe Essence of a Nonprofi t Merger\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of a Merger\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Models of Collaboration: Merger by Management Company 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003eControl and Governance\u003c\/p\u003e \u003cp\u003eAdvantages of a Management Company\u003c\/p\u003e \u003cp\u003eDisadvantages of a Management Company\u003c\/p\u003e \u003cp\u003eFaulty Integration in a Management Company Model\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Models of Collaboration: Alliances 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Models of Collaboration: Partnerships with and between Nonprofits 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003eControl and Governance\u003c\/p\u003e \u003cp\u003eSpecial Considerations\u003c\/p\u003e \u003cp\u003ePartnerships with For-Profi t Companies\u003c\/p\u003e \u003cp\u003eLimited Liability Companies\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Merger Myths 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWe Will Save Administrative Costs\u003c\/p\u003e \u003cp\u003eThere Will Be Massive Job Cuts\u003c\/p\u003e \u003cp\u003eWe Will Lose Our Identity\u003c\/p\u003e \u003cp\u003eLet Us Figure Out the Structure First\u003c\/p\u003e \u003cp\u003eShhh\u003c\/p\u003e \u003cp\u003eOnly Failing Organizations Merge\u003c\/p\u003e \u003cp\u003eIncrease in Mergers Is a Product of an Economic Downturn\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 First Steps 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeographic Proximity\u003c\/p\u003e \u003cp\u003eAbsence of a Permanent CEO\u003c\/p\u003e \u003cp\u003eNonoverlapping Markets\u003c\/p\u003e \u003cp\u003eIndustrializers and Prototypers\u003c\/p\u003e \u003cp\u003eCompatibility of Services\u003c\/p\u003e \u003cp\u003eSpecial Assets\u003c\/p\u003e \u003cp\u003eRole of Culture\u003c\/p\u003e \u003cp\u003eRole of Class\u003c\/p\u003e \u003cp\u003eQuick Culture Check\u003c\/p\u003e \u003cp\u003eBuilding Trust\u003c\/p\u003e \u003cp\u003eSeeds of Trust: Disclosure, Consultation, and Collaboration\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Merger or Alliance? How to Decide 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCorporate Control\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 First Phase of a Merger: Feasibility Assessment 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInformal Phase of a Collaboration\u003c\/p\u003e \u003cp\u003eRole of Consultants\u003c\/p\u003e \u003cp\u003eForm a Collaboration Committee\u003c\/p\u003e \u003cp\u003eWhy Due Diligence?\u003c\/p\u003e \u003cp\u003eWhat Is a Due Diligence Investigation?\u003c\/p\u003e \u003cp\u003eGovernance\u003c\/p\u003e \u003cp\u003eFinances\u003c\/p\u003e \u003cp\u003eAssets\u003c\/p\u003e \u003cp\u003eLiabilities and Obligations\u003c\/p\u003e \u003cp\u003eSome Financial Red Flags\u003c\/p\u003e \u003cp\u003eValuations\u003c\/p\u003e \u003cp\u003eCarrying Out the Valuation\u003c\/p\u003e \u003cp\u003ePro Forma Financials, Including Cash Flows\u003c\/p\u003e \u003cp\u003eRegulatory Filings\u003c\/p\u003e \u003cp\u003eHuman Resources Information\u003c\/p\u003e \u003cp\u003eAssess the Feasibility\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Second Phase of a Merger: Implementation Planning 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForm Subcommittees of the Collaboration Committee\u003c\/p\u003e \u003cp\u003eInternal Communication\u003c\/p\u003e \u003cp\u003eExternal Communication\u003c\/p\u003e \u003cp\u003eSome Sample Collaboration Committee Structures\u003c\/p\u003e \u003cp\u003eWho Will Be the Boss?\u003c\/p\u003e \u003cp\u003eSome Tools to Accomplish a Leadership Transition\u003c\/p\u003e \u003cp\u003eOnce the Selection Is Made . . .\u003c\/p\u003e \u003cp\u003eCreating the Formal Agreement\u003c\/p\u003e \u003cp\u003eMerger Announcement (Create a Splash)\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Third Phase of a Merger: Integration 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTime Required for Integration\u003c\/p\u003e \u003cp\u003eCommon Sources of Resistance\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21 The Seven Stages of Alliance Development 219\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCategories of Alliances\u003c\/p\u003e \u003cp\u003eSeven Tasks of Alliance Development\u003c\/p\u003e \u003cp\u003eTask One: Initiate, Explore, and Analyze\u003c\/p\u003e \u003cp\u003eTask Two: Synthesize and Plan\u003c\/p\u003e \u003cp\u003eTask Three: Establish Shared Objectives\u003c\/p\u003e \u003cp\u003eTask Four: Develop Working Committee Structure\u003c\/p\u003e \u003cp\u003eTask Five: Gain Quick Victories\u003c\/p\u003e \u003cp\u003eTask Six: Secure Institutionalize Buy-in\u003c\/p\u003e \u003cp\u003eTask Seven: Implement and Evaluate\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22 Postscript and Conclusion 251\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout the Author 253\u003c\/p\u003e \u003cp\u003eIndex 255\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eTHOMAS A. M\u003csmall\u003eC\u003c\/small\u003eLAUGHLIN\u003c\/b\u003e 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\u003ci\u003e Nonprofit Times\u003c\/i\u003e, for which he writes a monthly column, and is the author of \u003ci\u003eStreetsmart Financial Basics for Nonprofit Managers, Third Edition\u003c\/i\u003e (Wiley). He is also a member of the faculty at the Heller School for Social Policy and Management at Brandeis University.     \u003c\/p\u003e\u003cp\u003e\u003cb\u003eNONPROFIT MERGERS \u0026amp; ALLIANCES\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eSECOND EDITION\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eIf you're looking for a straightforward, authoritative—and reader-friendly—guide to mergers and alliances in the nonprofit world, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e covers everything you need to know. From the context for nonprofit mergers and the forces that shape their use, to why failure to merge can be disastrous for everyone—nonprofit merger expert and author Thomas McLaughlin guides you and your board members smoothly through the merger process. \u003c\/p\u003e\u003cp\u003eWell-rounded and up to date, the \u003ci\u003eSecond Edition\u003c\/i\u003e includes real-world examples and case studies, as well as clear, practical, step-by-step insight on: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eWhy you should consider a merger or alliance \u003ci\u003ebefore\u003c\/i\u003e it's necessary\u003c\/li\u003e \u003cli\u003eThe C.O.R.E.™ model, a merger\/alliance analysis framework\u003c\/li\u003e \u003cli\u003eWhy it's in your nonprofit's best interest to collaborate\u003c\/li\u003e \u003cli\u003eNuts-and-bolts advice on partner selection\u003c\/li\u003e \u003cli\u003eStep-by-step guidance through merger and alliance processes\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eFilled with easy-to-use checklists and analytical tables, \u003ci\u003eNonprofit Mergers and Alliances, Second Edition\u003c\/i\u003e helps you monitor the entire merger and alliance process, make the right decisions, anticipate problems, and find solutions quickly to ensure the successful continuation of your organization's mission in the immediate future as well as for years to come.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989697839333,"sku":"NP9780470601631","price":49.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470601631.jpg?v=1761785149","url":"https:\/\/k12savings.com\/products\/nonprofit-mergers-and-alliances-isbn-9780470601631","provider":"K12savings","version":"1.0","type":"link"}