Charity: An alliance of equals?
A charity, small in terms of personnel and infrastructure, yet big in terms of income, was approached by a larger charity, with similar aims in terms of social impact. The smaller of the two charities was unclear about its options in terms of merging.
The client decided that, although it was not averse to merging with another charity, on this occaions it was not the right merger partner for the larger charity.
A review was undertaken by us of the strategic options open the charity, bearing in mind that competition was coming not just from other charities but also from the for-profit sector. The charity also undertook a programme of internal due diligence - particularly focusing on its own culture as well as the culture that worked for its beneficiaries. The impact of a merger was also analysed - upon all its stakeholders.
Why the project was successful:
Says one of the trustees: We through it was all about finances. By merging could we share costs and provide a better service? But we were then encouraged to take a broader 'market approach' to what we offer and we were able to look at other sectors including for-profits with whom to partner. Our internal due diligence also led us to see that our culture was key for our beneficiairies and for their success. We were able to retain our raison d'etre whist still thinking about our options for growth. It was a stimulating process working with Sara and her team.