Mergers Workbook II-Electronic Worksheets

Electronic Worksheets
The Nonprofit Mergers Workbook Part II

Unifying the Organization after a Merger
By La Piana Associates
WORKSHEET 1 Outcome Targets
List the “big-picture” outcomes your merging or newly merged organization aims to achieve through this
merger. Use this list to measure your progress throughout the next weeks, months, and even years of
organizational integration.
Note: The ten outcomes listed below are attributes of a healthy, strong, and well-integrated organization—
the type of organization you seek to create through your merger integration process. These should be
among the outcomes you list.
Some Common Outcome Targets
1. A cohesive governing body capable of leading the merged entity forward in a unified manner.
2. A single executive director who is supported by the board and staff.
3. A merged vision statement and mission statement expressed in a sound strategic plan that is
supported by the entire organization.
4. A clear management structure representing the best skills of the pre-merger management teams.
5. An evolving, integrated organizational culture that staff feel connected to.
6. A sound, realistic budget and budget-monitoring system.
7. A unified human resources management system, including a single set of personnel policies and a
unified and equitable compensation system.
8. A method for measuring the success and outcomes of the organization’s efforts.
9. A coordinated set of high-quality, effective programs aligned with the new organization’s
mission.
10. A combined information system that meets management’s needs.
What other outcomes are you committed to achieving?
From The Nonprofit Mergers Workbook Part II: Unifying the Organization after a Merger by La Piana Associates.
Copyright © 2004, La Piana Associates.
If you have any questions about the use of the human resources contact Bill Coy at [email protected] or 510-325-1900.
Published by Fieldstone Alliance, www.FieldstoneAlliance.org. All rights reserved.
WORKSHEET 2 Evaluating Board Policies and Practices
Is this true for Do we want it to

either or both be true for the
pre-merger merged Is this a priority
organizations? organization? issue? (Rank
Characteristic/Practice (Yes/No) (Yes/No) A, B, C)
Selection & Composition

The board is composed of persons vitally interested
in the work of the organization.
The board is representative of the diverse
community we serve (race, age, gender, sexual
orientation, other?)
There is a balance of new and experienced board
members to guarantee both continuity and new
thinking.
Board members have the right combination of
skills (fundraising, management, fiscal, legal)
necessary to carry out the board’s work.
There is a limit to the number of consecutive terms
a member can serve (no life terms).
The organization has a pool of potential board
members identified for future service.
The organization develops future board members
through the use of volunteers on committees.
There is space on the board for new board members
to join the newly merged organization.
Orientation & Training

There is a statement of agreement outlining the
duties and responsibilities of board members that
all board members sign.
The board understands its legal liability.
The organization supplies a board manual to all
board members that includes, but isn’t limited to,
descriptions of current programs, a list of board
members, budget and funding information, bylaws,
and personnel policies.
The organization makes certain that all board
members understand the conflict of interest policy
and confidentiality statement (if applicable).
The organization makes training opportunities
available to board members to increase skills
related to their board responsibilities.
The organization provides an orientation for new
board members.
There is a plan to expose board members to the
range of programs, activities, sites, and services of
the newly merged organization.
The board has a mentoring or other similar process
to help new board members get to know the ropes
and understand how to fit in.
Structure & Organization of the Board

The board has a simple, concise set of bylaws that
describes the duties of board members and officers,
as well as the procedures by which the board
conducts its business.
The board has a mechanism (such as an executive
committee) for handling matters that must be
addressed between meetings.
The board elects a chairperson to provide
leadership and coordinate the ongoing work of the
board and its committees.
The board has the appropriate active committees
(for example, fundraising, personnel,
nominating/board development, long-range
planning) with specific assignments and
responsibilities.
Committee assignments are reviewed and evaluated
periodically.
Working relations between the board chair and the
executive director are strong and productive.
Board and staff members are clear about their
respective duties and responsibilities.
Working relations between the staff and board are
characterized by mutual respect and rapport.
The Board at Work

There are regularly scheduled board meetings at
least four times a year.
Meetings begin and end on time per an agreed-on
schedule.
There is adequate preparation and distribution of
material including agendas and study documents in
advance of board meetings.
Board meetings are characterized by open
discussion, creative thinking, and active
participation by all.
Board meetings deal primarily with policy
formulation; program, financial, and long-range
planning; financial review; and evaluating the work
of the organization.
Minutes of board and committee meetings are
written and circulated to the members.
Committees are active and complete assigned tasks
in a timely manner.
The board is aware of matters of community, state,
and nationwide concern within our field of
advocacy.
Individual members of the board accept and carry
out assignments within the area of their talents,
expertise, and/or interest.
Board members make a generous financial
contribution (self-defined) to the organization on an
annual basis.
All board members are involved in some aspect of
fundraising for the organization.
The board conducts an annual review of its own
organization and work.
New leadership is emerging consistently from the
board and its committees.
WORKSHEET 3 Cultural Audit Survey
Distribute this survey to staff, volunteers, board members, and other key constituents from each of the
merging organizations. Follow up with a few focus groups and a limited number of interviews with long-
term members of each organizational community. Collect and compile the results from each of these
processes, and use them to initiate a series of discussions on the culture you want in the merged
organization.
To build a new organization, it is important to better understand the cultures of the organizations that are
merging. Describe your own experience of the following factors in your organization’s culture before the
merger. This information will be used anonymously to assemble a picture of what people valued most
about their organizations going into the merger.
Name of (pre-merger) organization:
Heroes: Who are the organization’s founders, supporters, and advocates; those people who have shaped
the organization through their own contributions, vision, and leadership?
Values: What values, beliefs, traits, and qualities does the organization hold most dear?
Verses: What “words of wisdom” or quotes relay a sense of the organization’s values, or of how things
really work in the organization?
Traditions: What recurring events or activities bring people in the organization together? Which of these
do you appreciate the most?
Turmoil: What conflicts or issues have polarized or confused the organization over the years?
Stories: What incidents or events are especially significant to the organization?
Victories: What are some of the organization’s finest moments? What successes and achievements are
people in the organization most proud of?
Losses: What prominent failures or events caused people in the organization to experience grief together?
Self-perception: What is the “identity” of the organization? As a group, how do members of the
organization perceive it?
WORKSHEET 4 Managerial Culture Index
Incompatible managerial cultures can hinder a merger. Clarity about managerial culture will lead to less
conflict and a more intentional creation of a new way to manage and lead.
Rate the managerial culture of your pre-merger organization on the following scales. Then, along with the
executive director of the newly merged entity and other members of the management team, discuss what
the team would like the managerial culture of the merged organization to be, and what types of actions
and structures would support that culture. A key outcome of this process is to create a managerial mindset
that is both intentional and appropriate to the organization.
Emphasis on results Emphasis on methods
1 2 3 4 5 6 7 8 9 10
Information is shared Information is withheld

1 2 3 4 5 6 7 8 9 10
Affirmation is explicit Affirmation is implicit

1 2 3 4 5 6 7 8 9 10
Correction is for education Correction is punitive

1 2 3 4 5 6 7 8 9 10
Connections are clear and integrated Functions tend to be independent

1 2 3 4 5 6 7 8 9 10
Learning is integrated into the work Learning is spontaneous

1 2 3 4 5 6 7 8 9 10
Communication is valued and encouraged Communication is haphazard

1 2 3 4 5 6 7 8 9 10
Accountability is valued Creativity and initiative are valued

1 2 3 4 5 6 7 8 9 10
Management views impact Management views intention

1 2 3 4 5 6 7 8 9 10
Diversity of opinion is valued Conformance with the group is valued

1 2 3 4 5 6 7 8 9 10
WORKSHEET 5 Planning for the Announcement
Listed below are the key stakeholders for a typical organization. For each group, identify the stakeholders’ information
interests and needs, potential concerns and questions, who will contact them about the merger decision, how they will
be contacted, when they will be contacted, what information they will be given, and what supplementary materials (if
any) they will receive. The people responsible for contacting the stakeholder should also be responsible for capturing
any questions and concerns that come up, documenting these, and channeling them back to the integration team for
evaluation and response.
How contacted?
In-person When?
Who will contact? contact is Board first, then
Information Specific Key stakeholders should be preferred; management,
interests concerns/ contacted by board member telephone is next then staff before What information?
Stakeholder /needs questions or executive director best option all others What messages?
Management
Staff
Volunteers
Clients
/customers
Funders /donors
Community
leaders
Members of the
press
Collaborators
/partners
Government
agencies
Other:
How contacted?
In-person When?
Who will contact? contact is Board first, then
Information Specific Key stakeholders should be preferred; management,
interests concerns/ contacted by board member telephone is next then staff before What information?
Stakeholder /needs questions or executive director best option all others What messages?
Other:
Other:
Other:
WORKSHEET 6 Guiding Principles for Communication
What guiding principles will the new organization adopt for communication during the integration
process, and beyond? Use the information in Chapter 5 to help you think through your priorities.
Some examples might be “All communications will be courteous and respectful.” “Any staffing changes
will be communicated to staff prior to external parties.” “Communication will be collaborative.” “Sharing
of information will be encouraged.” “People will have the information they need to get their jobs done
and to make informed decisions.”
Write your organization’s guiding principles below. Make your list concise, concrete, and manageable;
ideally, you will identify no more than ten principles.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
WORKSHEET 7 Talking Points
Listed below are important talking points for a newly merged organization. Record your responses in the
spaces provided, and then work on refining them. Be both honest and enthusiastic in your answers—the
talking points are an ideal place to convey the excitement and promise of your merger.
Lead statement:
The rationale for the merger or (brief) case statement:
The vision and mission of the merged organization:
The value each merging organization brings to the table:
The population served by the new organization:
How the community will benefit from the merger:
The strengths of the new organization:
The changes that are anticipated (to the extent they are known):
How changes will be handled (in accordance with guiding principles):
What will not change (to the extent that this is known):
When further decisions will be made:
Whom to contact (where to go) for more information:

Name:
Title:
Phone number:
E-mail address:
Web site:
WORKSHEET 8 Feedback Mechanisms
How will you obtain feedback regarding the effectiveness of the integration progress, and the concerns or
questions that your various stakeholders might still have? For each stakeholder group in the chart below,
indicate how you will learn of their questions, comments, and concerns. Indicate how often you will
solicit feedback from each group, and who will be responsible for collecting that feedback and reporting it
back to the integration team.
Method(s) of Collecting Feedback

(surveys, focus groups, one-on-one or
group meetings, telephone “hotline,”
telephone calls, e-mail communication,
chat rooms, electronic bulletin boards, Frequency of Responsible
Stakeholder suggestion boxes, etc.) Collection Person
Board members
Management
Staff
Volunteers
Clients and customers
Funders and donors
Community
leaders
Members of
the press
Collaborators
Government
agencies
Others (define)

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What are some common outcomes organizations aim to achieve through a merger?

What are some common outcomes organizations aim to achieve through a merger?

What characteristics and practices are important to evaluate for the board of the merged organization?

What characteristics and practices are important to evaluate for the board of the merged organization?

Electronic Worksheets

The Nonprofit Mergers Workbook Part II

WORKSHEET 1 Outcome Targets

What other outcomes are you committed to achieving?

Is this true for Do we want it to

Selection & Composition

Orientation & Training

Structure & Organization of the Board

The Board at Work

Stories: What incidents or events are especially significant to the organization?

Information is shared Information is withheld

Affirmation is explicit Affirmation is implicit

Correction is for education Correction is punitive

Connections are clear and integrated Functions tend to be independent

Learning is integrated into the work Learning is spontaneous

Communication is valued and encouraged Communication is haphazard

Accountability is valued Creativity and initiative are valued

Management views impact Management views intention

Diversity of opinion is valued Conformance with the group is valued

The rationale for the merger or (brief) case statement:

The vision and mission of the merged organization:

The value each merging organization brings to the table:

The population served by the new organization:

How the community will benefit from the merger:

The strengths of the new organization:

How changes will be handled (in accordance with guiding principles):

When further decisions will be made:

Whom to contact (where to go) for more information:

Method(s) of Collecting Feedback

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