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Chapter 9: Deep Partnering And Merger Processes

The Special Case Of Small And Large Organizations

Creating a partnership or a merger between a small organization and a much larger one is typically quite different from creating a partnership or a merger between two roughly equal sized organizations. In reality, the larger organization does not change much. It absorbs the smaller organization, respecting the differences and interests.

The processes in this situation tend to be much less of a mutual conversation than a consideration of the different interests of each party.

The smaller organization is, likely, looking for a “home”, access to the more sophisticated governance and management skills and experiences of the larger organization. The Board members and staff have to look at a trade off between protecting their unique history, values, and identity, and gaining increased capacities and sustainability through becoming part of the larger organization.

The Board members and managers of the larger organization will look more at the risk issues. Their organization, likely, has much less to gain from the merger; and, potentially, more to lose. They will want to focus on due diligence, identifying the potential risks (for example: financial deficits, staff grievances, staff qualifications, and program quality) of the smaller organization.

Even though this situation can be quite different, and the discussions seem somewhat unequal, it is still important for smaller organizations to consider this as a viable option for their future.

Big Brothers Big Sisters - Boys and Girls Club Partnership Issues

If you are hoping to develop a deep partnership between a Big Brothers Big Sisters agency and a Boys and Girls Club, or perhaps even merge the two, there are likely several questions that are running through your mind about this specific relationship. For instance, which organization’s policies will govern the partnership? As a merged organization, will you have to affiliate with both National organizations?

To assist you in examining these issues, turn to Chapter 4, which poses a number of key questions that ought to be addressed by Big Brothers Big Sisters agencies and Boys and Girls Clubs that are planning to work together. It would also be helpful to take inspiration and guidance from the case stories throughout this workbook that demonstrate how Big Brothers Big Sisters and Boys and Girls Clubs can successfully work together.

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Chapter 9: Deep Partnering And Merger Processes
> Introduction
> Looking for Potential Partners
> Initiating a Partnering Conversation
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> The Special Case of Small & Large Organizations
Preface

An Outline Of The Workbook
Part 1
Thinking About New Programs

Chapter 1: Getting Started With A Dream

Chapter 2: Developing Big Brothers Big Sisters And Boys And Girls Clubs Programs

Chapter 3: Taking A Deeper Community Approach

Chapter 4: Key Considerations For Big Brothers Big Sisters Programs And Boys And Girls Clubs Working Together
Part 2
Thinking About Program Sustainability

Chapter 5: Planning For Program Sustainability

Chapter 6: Planning For An Organizational Home
Part 3
Thinking About Organizational Sustainability


Chapter 7: Organizational Sustainability
Part 4
Thinking About Partnering And Merging

Chapter 8: Working Together

Chapter 9: Deep Partnering And Merger Processes
Appendixes
This project is funded in whole by the Government of Canada