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Graham Whitney Skylark Charity Support Network Providing pro bono support to small/medium size charities wishing to me

Graham Whitney Skylark Charity Support Network Providing pro bono support to small/medium size charities wishing to merge or collaborate. Notes Skylark been running 15 years Senior Management Consulting Professionals plus 15 Associates Provides: Process method for mergers Challenge

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Graham Whitney Skylark Charity Support Network Providing pro bono support to small/medium size charities wishing to me

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  1. Graham Whitney Skylark Charity Support NetworkProviding pro bono support to small/medium size charities wishing to merge or collaborate • Notes • Skylark been running 15 years • Senior Management Consulting Professionals plus 15 Associates • Provides: • Process method for mergers • Challenge • Independence • Project Management • Support for Senior Leadership • Why have mergers got such a bad name in the 3rd Sector? • Loss of independence control? • Failure? • Merger can be an important strategic option Perspective on Mergers in the Charity Sector www.skylarknetwork.org.uk Further information: graham@skylarknetwork.org.uk

  2. Mergers….what are the drivers? • Notes • Reducing costs is a catalyst but is insufficient to justify a merger • Changing needs of beneficiaries & requirement from funders are real drivers • Clear articulation of “Size of the prize” is critical Other Suppliers/ New Entrants Funders Buyers of Services Beneficiaries A positive strategic option

  3. Mergers….at the right life stage of development • Notes • After a growth period, charities typically go through a transition • Merger can be an option to lift the charity to the next stage of growth • Where are you ? Where is your partner? • “Two drunks don’t make a good team” • 170,000 charities is not wrong but consolidation is needed in fragmented sectors to allow space for start ups to bring new ideas & energy The “S “ Curve

  4. Mergers…made by people thinking outside the box Trustees CEO Trustees CEO • Notes • Trustees have a responsibility for their beneficiaries not just their charity • Scanning externally and identifying possible merger candidates is a new role for Trustees • Putting their beneficairies before their own position is the hallmark of a true leader Beneficiaries

  5. Notes • How to do a merger is intimidating but can be achieved by using a clear process • Using good professional advice • Having independent support Mergers….breaking it down into steps The Skylark Merger Framework A four stage approach to mergers within the charity sector IV II I III Stage Merger Strategy Feasibility Integration Planning Integration/ Execution Guided by the Business Strategy determine a short-list of target merger candidates. Exploring the potential benefits and risks of merging. What opportunity would the merger deliver both parties? Are the charities’ cultures compatible? Detailed Integration planning: How will the charities come together? How will the transition be handled? Formal due diligence. Implement the agreed plan, review and measure associated short and long term benefits. Transition NewCo to be fully up and running as ‘business-as-usual’. Joint agreement to pursue Agreement in principle of ‘How’ they will come together NewCo fully up and running END OF STAGE MILESTONES GO/ NO-GO joint decision

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