Working Together | Big Brothers Big Sisters of Canada & Boys and Girls Club of Canada

Chapter 9: Deep Partnering And Merger Processes

Introduction

This final chapter is not meant to be a complete manual on how to partner and merge. Such manuals are beginning to emerge as more experience is gained. However, the time is not yet ripe to write the complete guide.

What is offered here are some steps to consider in looking at deep partnering and merging⁵³.

Being Clear About Why

The first step is to be as clear as possible about why your organization is looking at deep partnering or merging. This is largely an internal conversation among your Board members and managers, but it may also help to talk with some of your key supporters to gather their perspectives.

The questions you should address are:

What do we hope to gain through deep partnering or merging?

What differences will it make to our organization, our clients, and our community?

What strengths and unique contributions would we bring to a deep partnership or merger? Why would other organizations want to partner with us?

What challenges might we face in partnering or merging?

What are our fears in looking at deep partnering or merging? What are we afraid of losing?

What is our “bottom line” in looking at deep partnering or merging? What must we gain? What must be protected?

While this first initial internal conversation is important, do not be surprised if further questions surface, and your answers change, as you actually begin a conversation with another organization. Partnering or merging needs to be an open journey, much like developing a new deep relationship between two persons.