Merging Missions

I remember my HR mentor, Chantal Sheehan, asking me if I'd ever thought my idea would work as a program for another nonprofit.

"I have, yes," I told her.

"And how would you feel about that?" she asked.

"I would be okay with that."

Because, really, what if my idea as a whole didn't work on it's own, but as a part of something else? It could be absorbed into something big like the Boys and Girls Club or a smaller organization like Phoenix Youth at Risk.

In the interest of the current economic downturn, I think it would behoove me to look at the possibility of a merger. In a post I read on Blue Avocado, guest blogger David La Piana states:

If your organization is, alas, weak, (unable to find or keep an executive director, unable to maintain an active board, or too small to compete effectively in a particular market), you might seek to merge into a larger organization that has what you lack or with other smaller organizations with whom you can develop the necessary strengths.

If you are ready to grow (want to augment a continuum of services; want to create a program from scratch, need to increase market share, or hope to reduce competition), you are probably a strong nonprofit and see mergers or other partnerships as ways to further grow the organization.

If you think a merger might enhance your mission and services (reduce consumer confusion, lower overhead and put more dollars into direct service, increase political clout by speaking with one stronger voice), you might partner with others with whom you have a significant mission, program, or identity overlap.

Something to think about, I suppose.