Book on Nonprofit Mergers and Alliances offers step-by-step guide to nonprofit collaborations
Expert Thomas A. McLaughlin Releases Second Edition of
"Nonprofit Mergers and Alliance" as Interest in Collaborations Heats Up
New York–June 8, 2010– Nonprofit Finance Fund found in a 2010 "State of the Sector Survey" that 52% of nonprofits engaged in program collaboration last year, and 4% of nonprofits intend to merge in 2010. At a time when more nonprofits are engaging in mergers and collaborations, a renowned expert is releasing the second edition of his step–by—step guide on the topic.
In the 2nd edition of NONPROFIT MERGERS AND ALLIANCES (June 2010), Thomas A. McLaughlin, nonprofit consultant and merger expert, offers clear, practical insight into the merger and alliance processes – from preliminary considerations to actual implementation for nonprofit organizations. The new edition reflects the most up–to–date thinking on nonprofit mergers and alliances, current examples, and insights into how economic uncertainty impacts decisions about collaborations. It is written for nonprofit professionals and board members who want to strengthen their organizations' management practices and improve their ability to serve communities
"Nonprofit mergers are often thought of as a form of rescue or a last–minute decision made out of despair, but those are myths," said Thomas McLaughlin, book author and Vice President for Consulting Services at Nonprofit Finance Fund. "The single most compelling reason to merge nonprofits or develop an alliance is to tap complementary strengths and better fulfill a common mission."
Using real–world examples and case studies,McLaughlin offers guidance for all stages of the merger and alliance development processes and provides a comprehensive framework for designing and implementing effective collaborations. The book includes a discussion of reasons to collaborate, an in–depth look at McLaughlin's proprietary framework for identifying and implementing nonprofit alliances or mergers of any level, and advice on partner selection.
McLaughlin also demonstrates that nonprofit mergers are fundamentally different from for–profit mergers and addresses the stigmas and preconceptions that can prevent nonprofits from embracing collaborations as tools for strategic advancement.
"Merger and alliances have gotten a bad rap in the nonprofit sector," said McLaughlin. "Years of watching for-profit mergers play out with negative repercussions have created a stigma which has carried over to the nonprofit sector–and unfairly so. Nonprofit mergers are fundamentally different from corporate mergers, and can greatly strengthen nonprofit organizations and the communities they serve. Moreover, significant growth in most mature nonprofit sectors will be virtually impossible for the foreseeable future except through mergers and alliances, so it is critical that those considering either process do so in the right way."
Thomas McLaughlin has spent much of his career guiding nonprofits through financial management and organizational collaborations and has consulted to more than 200 mergers and alliances. The content of this book has been shaped by his 35 years of experience as a nonprofit manager, trade association executive, and management consultant.
ABOUT THE AUTHOR
THOMAS A. McLAUGHLIN is Vice President for Consulting Services for the Nonprofit Finance Fund, a national leader in financing nonprofits, strengthening their organizational and financial health, and improving their capacity to serve their communities. He is nationally recognized as an expert in nonprofit mergers and alliances, having consulted to nonprofits in over 200 such collaborations. He is also nationally recognized as an expert in nonprofit financial management and organizational restructuring.
Mr. McLaughlin has over 35 years of nonprofit experience as a nonprofit manager, trade association executive, and management consultant. Among his previous positions, Mr. McLaughlin served as an executive with two major Massachusetts social service agencies and as Associate Director of the Massachusetts Council of Human Service Providers. He is currently on the management faculty at the Heller School for Social Policy and Management at Brandeis University where he teaches mission-based management MBA and international development students.
Mr. McLaughlin is a contributing editor for The NonProfit Times, for which he writes a monthly column. He is also the author of Streetsmart Financial Basics for Nonprofit Managers; the third edition was released in March 2009. Mr. McLaughlin serves on the Board of Directors of the Massachusetts Council of Human Service Providers and has served on other nonprofit boards as well. Mr. McLaughlin is also a member of the New England Aquarium's Stranded Animal Emergency Response Team.
|ABOUT THE BOOK |
Nonprofit Mergers & Alliances, Second Edition
Thomas A. McLaughlin
Published by Wiley (www.wiley.com)
"Having just gone through a nationwide restructuring of our entire council network–280 mergers in a little over three years–we can affirm that Tom McLaughlin is right on target. His clear, practical, thorough guidebook would be of significant value to any nonprofit considering a merger. Tom challenges our sector to dig deeper into more effective ways to deliver our mission, and he gives us the tools to make that happen."
–Kathy Cloninger, Chief Executive Officer, Girl Scouts of the USA
"Tom McLaughlin's book, Nonprofit Mergers and Alliances, is a must-read for all nonprofit executive and volunteer board leaders. It is a beacon of common sense and hope in the nonprofit sea of limited resources and obstacles that challenge scalable and sustainable mission execution. Tom provides both the knowledge necessary for quality analysis and assessment of nonprofit mergers and alliances, as well as the tools for implementation based on his successful experience in the field."
–T. Charles Pierson, Big Brother, President and CEO, Big Brothers Big Sisters of North Texas
Tricia McKenna or Crystal Noble
Louder Than Words for Nonprofit Finance Fund