I receive so many interesting questions each month and three follow:
If we are transferring programs and not merging, do we need a partnership consultant?
As with so many things, it depends on the situation. If the organizations are small and only one or two programs are being moved to another organization, you probably do not need outside help. The exception might be if the two leaders want to engage someone for a brief planning project in anticipation of the shift or if one or both are uncomfortable with the dynamics. But if the organizations are larger, and the program transfer involves several complicated issues, outside assistance may be helpful. A merger consultant can facilitate the process, but an attorney should be consulted to make governance suggestions and draft the agreements.
Can we just work on a project together and see how it goes before forming a steering committee?
Of course, this is an option and it might be indicated if the two leaders have not worked together in the past and want to get a sense of values and work styles. But in most cases, the leaders already know each other well enough to recommend to their boards that discussions proceed. Delaying the launch of formal negotiations may indicate trust issues and other unstated concerns. A delay may also result in the elimination of an intriguing possibility because one or both partners may be contacted by another nonprofit in the meantime. As quickly as things move in human services circles these days, most good leaders know they cannot wait too long.
Do we need outside help before we begin the formal process?
You may. If your board members have questions or want to hear about nonprofit trends and typical explorations, it would be helpful to have a neutral person speak to them. Or, you and your partner may want help in planning the steps and outlining the process before the boards vote. In some cases, a consultant can help identify missteps, saving time and money. What matters is that the CEOs understand what is ahead and are comfortable.
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