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Asking the Tough Questions: Self-Assessment toward Growth versus Responsible Closure
Vignetta Charles, PhDSenior Vice President, AIDS United
Robert Cordero, MSWPresident & Chief Program Officer, BOOM!Health
Monique TulaDirector of Capacity Building, AIDS United
John Gatto, MSWVice President of Community Health, JRI
NCIHC
AIDS United is providing funds and technical assistance to: • Help the HIV/AIDS sector demonstrate its relevance, • Create seamless prevention, care and treatment service
models,• Ensure the sector viability in the midst of vast changes in
healthcare policy, financing and service delivery models.
These investments change not only community-based organizations, but entire health service delivery systems.
Sector Transformation Program Description
Merge, go, grow
Head in the Sand Ego / Identity Funds Time
Barriers to Transformation
Okay, this is better for the communities I serve, but: Will my organizational identity
change? What happens to my staff? What happens to my job?
Tough Questions?
Amazing Panelists
Robert Cordero, MSWPresident & Chief Program Officer
BOOM!Health
John Gatto, MSWVice President of
Community HealthJRI Health
Monique TulaDirector of Capacity
BuildingAIDS United
Where do I begin?
John Gatto, MSWVice President of Community HealthJRI Health
Leading vs. Managing: Bridging the Gap
Managers LeadersDo things right. Do the right thing.
Oversee current processes. Create future.
Achieve balance. Promote change.
Think about execution. Think about big ideas.
Comfortable with control. Welcome risks.
Focus on bottom line. Focus on big picture.
Focus on what to do. Focus on where to go.
See problems as needing resolution ASAP.
See problems as opportunities.
Interaction Institute for Social Change, 2012
Results
-Completion of the task-Achievement of the goal
Relationship
-How people experience each other-How people relate to the organization-How people feel about their involvement and contribution
Process-How the work get done-How the work is managed-How the work is monitored and evaluated
Dimensionsof
Success
Dimensions of Success
Smart People Have Already Answered This!
“Too many kings can ruin an army.”-Homer
“If you fail to honor your people, they will fail to honor you.
A leader is best when people barely know he exists,when his work is done, his aim fulfilled,
they will say ‘We did it ourselves!’”-Lao Tzu
What about Me?
Am I putting the greater good above personal and organizational ego?
Will integration really result in a stronger, more flexible, & effective organization?
Will redirecting resources really advance the mission & result in improved community outcomes?
Mission over empire-building
Trust your due diligence process Trust your instincts Expect buyer’s remorse Set your measurements for success &
measure!• Fiscal efficiency• Improved use of resources• Continuity of services• Improved client outcomes• Improved sustainability
The Morning After
John Gatto, MSWVice President of Community Health
JRI Health
John
Merge, Go, or Grow…
Robert Cordero, MSWPresident & Chief Program OfficerBOOM!Health
Clear, achievable mission? Comprehensive services? Measurable impact? Solid fiscal management? Adapting to changes in funding? Succession plan? Alignment with the policy environment?
All of the above? OR None of the above?
Sustainable?
Take care of your employees. Take care of your clients. Tell your donors and partners. Pay your debts or negotiate settlements. Document your work. Celebrate and recognize your staff, board,
and volunteers. Complete required paperwork.
Or put the egos aside…
Go?
Go?
Engage the board(s). Seek the right partner. Get outside help. The clients must be the primary focu. Tackle the tough issues first, including mission alignment &
culture. Respect the past but focus on the future. “Form follows function”: service model? Integrate senior staff. Steward the brand(s). Role of funders.
When successful, a merger or partnership can lead to growth, sustainability, and better services.
Merge or Partner?
Grow!
Grow!
Grow!
The Bronx is BOOM!ing:https://
www.youtube.com/watch?v=TrsCWm9V7Fs
BOOM!
Robert Cordero, MSWPresident & Chief Program Officer
BOOM!Health
[email protected] @boomhealthnyc
Robert
Beyond Due Diligence:Merging Programs and Teams
Monique TulaDirector of Capacity BuildingAIDS United
Room for efficiencies at the mid & senior program management level
Different approaches to service provision
Defending program needs with new administration
Turf wars “Us” vs “Them”
Complex post-merger environment
Leadership
Vision
People
Inputs
Management
Implementation
Process
Outputs
The role of the implementer
Creating new organizational structure Integrating teams Merging programs Combining systems & data Updating personnel manual Arranging office space Expanding IT
Where the rubber meets the road
Hard decisions=not service provision as usual
Which services were duplicated, over or under-funded, less than effective, or no longer relevant?
Vastly different data collection systems: which do we keep/let go of?
Seamless integration of services to prevent disruption for clients
The Challenge: Program Integration
But successful implementation depends on real-time decision making informed by on-the-ground events
Logic models are pretty…
Not just EDs & Boards of Directors:• Direct service• Senior and mid-level managers• Finance• Operations
Vastly different organizational cultures
Role confusion Fear of being “taken over”
The Challenge: Team Integration
Merging is more than two
organizations coming together: it’s about people coming together.
If trust is an issue, the deal won’t move forward.
Who: senior level of program directors from both organizations
Purpose: improve efficiency, reduce duplication, create seamless integration of services
Responsibilities: • Sort through & solve arising issues• Workflow analysis• Plan for future• Advocate for program staff
The Solution: Service Integration Team
Shifting people to new sites Adjusting areas of responsibility Creating opportunities for staff to
take on new or revised roles New funding opportunities that work
across program areas• HIV testing linkage to care workforce
development
Bringing the silos together
Communication is key but so is balance!• Weekly directors’ meetings• Regular program team meetings• Monthly all program staff meetings• Coordinated messages from directors• Value of good, consistent data
Lessons learned
Know in advance whether the organizational culture will support the vision
No matter how hard you try to avoid it, you lose people along the way… and it never gets easy
Lessons learned
Tools and Resources
Resource Author Description
Sector Transformation and Organizational Sustainability
(Webinar)
National Center for Innovation in HIV Care (Vignetta Charles)
-Overview of sector transformation in the world of ASOs-Cursory discussion of models of merging, growing, and closing (Merge, Go, or Grow)-Information on resources and grants for sector transformation
Nonprofit Mergers & Alliances
(Book)
Thomas A. McLaughlin
- Understanding how to evaluate your organization- Choosing the right partner- Deciding what form of collaboration to pursue- Why nonprofit mergers are fundamentally different from corporate mergers
Tools and Resources
Tools and ResourcesResource Author Description
Merging Wisely
David La Piana/Stanford Social Innovation
Review
- Why nonprofits should merge- Potential merger situations and examples- Potential cost of merging- Collaborating/Promoting Partnerships
Nonprofit Collaborations: What CEOs & Funders Say Works – and
Doesn’t (webinar)
The Bridgespan
Group
- Types of Collaboration- Bridgespan: surveyed nonprofits and foundations to evaluate barriers, best practices and the desire for collaboration- Also included examples of mergers and lessons learned
Tools and ResourcesResource Author Description
Nonprofit M&A: More Than a Tool for Tough Times
The Bridgespan
Group
- Market Characteristics that encourage strategic M&A- Examples of successful mergers
Strategic Restructuring for Nonprofit Organizations
Amelia Kohm and David La
Piana
- Benefits/Costs/Challenges of Strategic Restructuring Partnerships- Future impact of Strategic Restructuring on the Nonprofit Sector
Tools and ResourcesResource Author Description
Forging Nonprofit Alliances
Jane Arsenault
- Conducting Exploratory Negotiations with Possible Partners- Discovering Strategic Opportunities- Integrating Corporate Cultures- Joint Ventures/partnerships/Mergers- Finalizing Definitive Agreements and Planning the Transition
Program Sustainability Assessment Tool
George Warren Brown
School of Social Work (University
of Washington St. Louis)
- Environmental Support- Funding Stability- Partnerships - Organizational Capacity- Program Evaluation- Program Adaptation- Communications- Strategic Planning
