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Showing posts with label Merger. Show all posts
Showing posts with label Merger. Show all posts
Friday, March 6, 2015
Upcoming Events & Webinars
Tuesday, February 28, 2012
Announcing Launch of NYMAC, the New York Merger, Acquisition, and Collaboration Fund
The New York Merger, Acquisition, and Collaboration Fund was launched, which is a new initiative to encourage and enable mergers, acquisitions, and other types of formal, long-term collaborations between nonprofit organizations working in New York City. NYMAC will provide vital support to a diverse set of nonprofit organizations as they navigate a very challenging operating environment, supporting leaders willing to make difficult mission-driven decisions, and encouraging innovation and best practices in the nonprofit sector. The official launch date for NYMAC is March 2012.
NYMAC will support organizations that already have a serious interest either in coming together in some way, or in exploring how they might, and will make grants to help cover a portion of the one-time costs required to explore or complete the transaction. As a neutral, credible, and experienced outside party willing to invest time and money, NYMAC will work constructively and confidentially with the funders, boards, and leaders of the organizations considering a transaction as a catalyst for sensible action. In addition to making grants in support of particular transactions, NYMAC will work with foundations, government agencies, and umbrella groups to encourage New York's nonprofits to more proactively explore the various ways in which they might collaborate with one another.
NYMAC brings together a unique cross section of individuals and institutions, including The Altman Foundation, The Clark Foundation, The Heckscher Foundation for Children, The Lodestar Foundation, The Robert K. Steel Family Foundation, and SeaChange Capital Partners, who have provided the initial resources to support the first few years of activity. Doug Bauer, executive director of The Clark Foundation said, "As one of the major funders of capacity building and management training in New York City, we are proud to be an investor in NYMAC. We look forward to seeing it play a major role in assisting nonprofits in making wise choices about their future and the future of those they serve."
NYMAC is organized by SeaChange Capital Partners, a nonprofit organization with deep experience as a funder of nonprofit collaborations on a national basis.
More information is available at www.nymac.org
NYMAC will support organizations that already have a serious interest either in coming together in some way, or in exploring how they might, and will make grants to help cover a portion of the one-time costs required to explore or complete the transaction. As a neutral, credible, and experienced outside party willing to invest time and money, NYMAC will work constructively and confidentially with the funders, boards, and leaders of the organizations considering a transaction as a catalyst for sensible action. In addition to making grants in support of particular transactions, NYMAC will work with foundations, government agencies, and umbrella groups to encourage New York's nonprofits to more proactively explore the various ways in which they might collaborate with one another.
NYMAC brings together a unique cross section of individuals and institutions, including The Altman Foundation, The Clark Foundation, The Heckscher Foundation for Children, The Lodestar Foundation, The Robert K. Steel Family Foundation, and SeaChange Capital Partners, who have provided the initial resources to support the first few years of activity. Doug Bauer, executive director of The Clark Foundation said, "As one of the major funders of capacity building and management training in New York City, we are proud to be an investor in NYMAC. We look forward to seeing it play a major role in assisting nonprofits in making wise choices about their future and the future of those they serve."
NYMAC is organized by SeaChange Capital Partners, a nonprofit organization with deep experience as a funder of nonprofit collaborations on a national basis.
More information is available at www.nymac.org
Sunday, August 7, 2011
Nonprofits agree to merger: really not that rare
Crain's NY Business reported about a recent nonprofit merger, calling it a rare occurence. This actually isn't the case as many nonprofits pursue mergers and collaborations, especially with increasing economic pressures.
The article reports that: In an unusual move for the nonprofit world, Creative Center: Arts in Healthcare will become a program of University Settlement.
The Creative Center: Arts in Healthcare, a small nonprofit that finds artists to work with seriously ill people, is merging with University Settlement, a New York social services agency.
Under the terms of the agreement, The Creative Center will disband as its own 501(c)3 and become a program of University Settlement. Its longtime executive director, Robin Glazer, will continue to run the program as a University Settlement employee.
Mergers are rare in the nonprofit world. Even agencies that run similar programs like to stay in control. Ms. Glazer said that University Settlement approached her about coming under its umbrella a couple of years ago in the height of the recession. Though The Creative Center—which has an operating budget of $350,000—wasn't in financial trouble, Ms. Glazer wanted more stability for her nonprofit. University Settlement has an operating budget of about $21.5 million.
“(We) came at this merger from a position of strength and collaboration, and recognized that even excellent small and scrappy nonprofits are at risk in the current environment,” she said. “We wanted to ensure that all our excellent work would continue.”
The Creative Center was founded in 1994, and serves around 20,000 people a year. Through a grant from Lance Armstrong's Livestrong Foundation, its programs are being replicated in 22 hospitals around the country. In its new home at University Settlement, Ms. Glazer expects the program to expand.
“We are thrilled to welcome this high-quality program into the University Settlement family, bringing additional skills, services and reach to our wide range of programs,” said Michael Zisser, CEO of University Settlement, in a statement.
The article reports that: In an unusual move for the nonprofit world, Creative Center: Arts in Healthcare will become a program of University Settlement.
The Creative Center: Arts in Healthcare, a small nonprofit that finds artists to work with seriously ill people, is merging with University Settlement, a New York social services agency.
Under the terms of the agreement, The Creative Center will disband as its own 501(c)3 and become a program of University Settlement. Its longtime executive director, Robin Glazer, will continue to run the program as a University Settlement employee.
Mergers are rare in the nonprofit world. Even agencies that run similar programs like to stay in control. Ms. Glazer said that University Settlement approached her about coming under its umbrella a couple of years ago in the height of the recession. Though The Creative Center—which has an operating budget of $350,000—wasn't in financial trouble, Ms. Glazer wanted more stability for her nonprofit. University Settlement has an operating budget of about $21.5 million.
“(We) came at this merger from a position of strength and collaboration, and recognized that even excellent small and scrappy nonprofits are at risk in the current environment,” she said. “We wanted to ensure that all our excellent work would continue.”
The Creative Center was founded in 1994, and serves around 20,000 people a year. Through a grant from Lance Armstrong's Livestrong Foundation, its programs are being replicated in 22 hospitals around the country. In its new home at University Settlement, Ms. Glazer expects the program to expand.
“We are thrilled to welcome this high-quality program into the University Settlement family, bringing additional skills, services and reach to our wide range of programs,” said Michael Zisser, CEO of University Settlement, in a statement.
Wednesday, March 9, 2011
Nonprofits Discuss Collaboration
More than 140 people representing over 70 nonprofit organizations converged on Bethel Woods Center for the Arts for a watershed summit that organizers hope will translate into more efficient and less costly organizations.
The day-long schedule of panel discussions and group brainstorming sessions drew executive directors, board members and representatives from organizations providing services ranging from arts education to support for people with developmental disabilities.
If nothing else, they heard one clear message: that collaboration could help nonprofits not only survive but thrive amid a retreat in giving by private donors and governments that is likely to endure.
"If we're all going to survive, we have to find new ways to collaborate and work together," said Sullivan County Legislature Chairman Jonathan Rouis, who has been pushing for a summit since 2009.
Summit organizers hope the face time and brainstorming will eventually spur collaborations or resource-sharing that could prevent the duplication of services and save money.
"The goal really was to take nonprofits off their islands," said Amanda Speer, Cornell Cooperative Extension's family and youth development team coordinator and chair of the summit's organizing committee.
"Before any of the ships start sinking, how do we work together to keep each other afloat," she said.
Jonathan Drapkin, Pattern for Progress president and chief executive officer and former Gerry Foundation executive director, laid out the challenges facing nonprofits as private and public funding shrinks.
He cited Greene and Columbia counties, which share a community college, and the merger of three school districts into the Sullivan West School District as examples of successful collaborations.
"Either you try to be the masters of your own fate or you wake up and find that fate has taken its own course," said Drapkin.
Darrin Raynor, assistant executive director for New Hope Community Inc., said he attended in hopes of sharing ideas and finding out about different organizations. "The opportunity to see the other organizations and hear what they have to say is priceless," he said.
Elena Goyanes, a board member for Catskill Arts Society, said, as she ate lunch, that she was already thinking of ways she could work with some of the groups represented at the summit.
"It's stirring thoughts of how we can further reach out into the community," she said.
From the Times Herald-Record online.
Thursday, June 3, 2010
NYCON CEO speaks at Forum on Strategic Alliances & Partnerships
The blog, Done by People, by Joe Brown, Principal and Founder of Slope Resources, LLC, offered the following recap of the "A Conversation with NYS Comptroller Thomas P. Di Napoli and Panel Discussion on Strategic Alliances & Partnerships."
On Monday, I had the opportunity to attend a highly informative and engaging forum which brought together government and nonprofit representatives to discuss the topic of strategic alliances and partnerships among nonprofit organizations. While the discussion focused on New York State’s nonprofit sector, the challenges, considerations, and ideas discussed are applicable to organizations nationwide. In the absence of a video or audio recording of the session, I wanted to share this detailed recap and my impressions of the session.
The event was sponsored by the Community Foundation for the Greater Capital Region and the New York Council of Nonprofits (NYCON) and held at the headquarters of New York State United Teachers (very nice digs, by the way) in Latham, New York, a few miles northeast of Albany.
Karen Bilowith, President and CEO of the Community Foundation for the Greater Capital Region, presided over the session. The approximately 75 attendees included representatives of various nonprofits, including arts, cultural, health, and human services organizations, as well as a number of funders and consultants (including yours truly). Following Ms. Bilowith’s welcoming comments, New York Secretary of State Lorraine Cortés-Vázquez provided brief opening remarks. Ms. Cortés-Vázquez assured the attendees that “most in government” recognize the importance of the nonprofit sector and rules and regulations pertaining to the sector should not be so onerous as to provide disincentives for staff, board members, and volunteers to participate.
I’m from the government, and…
Ms. Cortés-Vázquez then introduced the session’s keynote speaker, New York State Comptroller Thomas P. DiNapoli. The Office of the State Comptroller has responsibility for the review, approval, and payment of the state’s contracts with nonprofit organizations. Mr. DiNapoli noted the importance of the nonprofit sector to the state and its economy, citing 2006 statistics that the state’s approximately 24,000 nonprofits reported revenue of $133 billion and employed nearly 1.2 million people, or 17% of the state’s workforce. He quantified the state’s contractual bonds with the sector as consisting of nearly 31,000 active contracts totaling $14.6 billion, as of June 2009. Read more here.
The balance of the session was devoted to presentations and discussion by a panel consisting of:
■Doug Sauer, who has served as Chief Executive Officer of New York Council of Nonprofits (NYCON) since 1980. NYCON’s membership represents approximately 1,600 charitable nonprofit organizations across New York State.
■Cristine Cioffi, who is a partner in the law firm of Cioffi • Slezak • Wildgrube P.C., but spoke primarily in her role as Chair of the Board of Trustees of Ellis Medicine, an organization which resulted from the recent merger of three nonprofit hospitals in Schenectady County.
■David W. Palmquist, who as Manager of the New York State Museum’s Chartering Program, oversees the chartering of museums, historical societies, and similar cultural organizations with educational purposes across the state.
The panelists responded to questions posed by Ms. Bilowith, as well as several questions from audience members.
Doug Sauer
While all three of the panelists presented interesting perspectives on the potential of various collaborative models for nonprofit organizations, I was particularly impressed by Mr. Sauer’s insight and candor on a number of fronts. Early in his presentation, he discussed the recent proliferation of nonprofits, describing the creation of thousands of new organizations each year, many of which are not active, and the resultant saturated environment. (I was reminded of a recent article in the Chronicle of Philanthropy, which noted that the number of nonprofit organizations nationwide has increased by 90% to 1.2 million since 1996). Read more here.
On Monday, I had the opportunity to attend a highly informative and engaging forum which brought together government and nonprofit representatives to discuss the topic of strategic alliances and partnerships among nonprofit organizations. While the discussion focused on New York State’s nonprofit sector, the challenges, considerations, and ideas discussed are applicable to organizations nationwide. In the absence of a video or audio recording of the session, I wanted to share this detailed recap and my impressions of the session.
The event was sponsored by the Community Foundation for the Greater Capital Region and the New York Council of Nonprofits (NYCON) and held at the headquarters of New York State United Teachers (very nice digs, by the way) in Latham, New York, a few miles northeast of Albany.
Karen Bilowith, President and CEO of the Community Foundation for the Greater Capital Region, presided over the session. The approximately 75 attendees included representatives of various nonprofits, including arts, cultural, health, and human services organizations, as well as a number of funders and consultants (including yours truly). Following Ms. Bilowith’s welcoming comments, New York Secretary of State Lorraine Cortés-Vázquez provided brief opening remarks. Ms. Cortés-Vázquez assured the attendees that “most in government” recognize the importance of the nonprofit sector and rules and regulations pertaining to the sector should not be so onerous as to provide disincentives for staff, board members, and volunteers to participate.
I’m from the government, and…
Ms. Cortés-Vázquez then introduced the session’s keynote speaker, New York State Comptroller Thomas P. DiNapoli. The Office of the State Comptroller has responsibility for the review, approval, and payment of the state’s contracts with nonprofit organizations. Mr. DiNapoli noted the importance of the nonprofit sector to the state and its economy, citing 2006 statistics that the state’s approximately 24,000 nonprofits reported revenue of $133 billion and employed nearly 1.2 million people, or 17% of the state’s workforce. He quantified the state’s contractual bonds with the sector as consisting of nearly 31,000 active contracts totaling $14.6 billion, as of June 2009. Read more here.
The balance of the session was devoted to presentations and discussion by a panel consisting of:
■Doug Sauer, who has served as Chief Executive Officer of New York Council of Nonprofits (NYCON) since 1980. NYCON’s membership represents approximately 1,600 charitable nonprofit organizations across New York State.
■Cristine Cioffi, who is a partner in the law firm of Cioffi • Slezak • Wildgrube P.C., but spoke primarily in her role as Chair of the Board of Trustees of Ellis Medicine, an organization which resulted from the recent merger of three nonprofit hospitals in Schenectady County.
■David W. Palmquist, who as Manager of the New York State Museum’s Chartering Program, oversees the chartering of museums, historical societies, and similar cultural organizations with educational purposes across the state.
The panelists responded to questions posed by Ms. Bilowith, as well as several questions from audience members.
Doug Sauer
While all three of the panelists presented interesting perspectives on the potential of various collaborative models for nonprofit organizations, I was particularly impressed by Mr. Sauer’s insight and candor on a number of fronts. Early in his presentation, he discussed the recent proliferation of nonprofits, describing the creation of thousands of new organizations each year, many of which are not active, and the resultant saturated environment. (I was reminded of a recent article in the Chronicle of Philanthropy, which noted that the number of nonprofit organizations nationwide has increased by 90% to 1.2 million since 1996). Read more here.
Monday, July 20, 2009
More towns and villages consider merging services
The Times Herald-Record reported on the debate of savings versus services around consolidation in local government and associated entities. As the article relates:
Maybrook Village Clerk Tina Johnson gets lots of compliments. Residents walk into Village Hall just to say thanks for the snowplowing and street sweeping.
But at tax time, they're not so congenial.
"It is a common refrain we hear all the time. 'We hate our taxes, but we love our services,'" said Scott Sittig, a senior research associate with the Center for Governmental Research in Rochester.
Sittig spends his days crunching numbers on proposed government consolidations in New York. With more than 10,000 local taxing agencies, this state also has the nation's second-highest tax burden, according to The Tax Foundation, and a mind-boggling system of overlapping special districts and governments.
In Orange County, there are 302 local governments with taxing power, including municipalities, school districts and special districts that tax for water and sewer.
In Montgomery alone, there are four fire districts, 22 elected board members, 100 full- and part-time police officers in four departments, and a town and three village governments whose 2009 budgets add up to almost $29 million.
It's just the type of place where consolidation could equal lower taxes and higher efficiency.
"Where there is clear overlap of governments, it makes a lot of sense to look at eliminating layers," Sittig said.
Easier said than done
In the last two years, more than 20 mid-Hudson localities have talked merger and efficiency, although none have acted. Read more here about the barriers and a new law Gov. Paterson has signed that should make consolidations easier.
Maybrook Village Clerk Tina Johnson gets lots of compliments. Residents walk into Village Hall just to say thanks for the snowplowing and street sweeping.
But at tax time, they're not so congenial.
"It is a common refrain we hear all the time. 'We hate our taxes, but we love our services,'" said Scott Sittig, a senior research associate with the Center for Governmental Research in Rochester.
Sittig spends his days crunching numbers on proposed government consolidations in New York. With more than 10,000 local taxing agencies, this state also has the nation's second-highest tax burden, according to The Tax Foundation, and a mind-boggling system of overlapping special districts and governments.
In Orange County, there are 302 local governments with taxing power, including municipalities, school districts and special districts that tax for water and sewer.
In Montgomery alone, there are four fire districts, 22 elected board members, 100 full- and part-time police officers in four departments, and a town and three village governments whose 2009 budgets add up to almost $29 million.
It's just the type of place where consolidation could equal lower taxes and higher efficiency.
"Where there is clear overlap of governments, it makes a lot of sense to look at eliminating layers," Sittig said.
Easier said than done
In the last two years, more than 20 mid-Hudson localities have talked merger and efficiency, although none have acted. Read more here about the barriers and a new law Gov. Paterson has signed that should make consolidations easier.
Tuesday, May 26, 2009
Some cities look to save money by merging nonprofits
The San Francisco Examiner features a story about the mayor's call for nonprofit mergers. As more and more cities, counties, and states look at options like this, what are the factors being examined? Is the true impact of the nonprofit community understood? The article below offers few details about why the City arrived at this decision. As the article relates:
The City lacks a clear vision and plan for the $500 million it spends annually on nonprofit organizations that provide vital services to residents, according to a new report.
That assessment comes as nonprofits face an uphill battle to survive during the recession, and as demand for charity increases. More than half the 804 nonprofits that received financial aid from The City last fiscal year provide health and human services to residents.
San Francisco is also facing a projected $438 million deficit for next fiscal year — a deficit that will result in layoffs, service cuts and decreases in contracts with nonprofits.
Now, a survey commissioned by Mayor Gavin Newsom suggests that struggling nonprofits should merge with others or completely shut down. The report’s authors also want nonprofits to find funding from more than one source and will complete a plan that lays out future priorities for nonprofits.
The report also calls for better oversight of organizations that receive public money.
“City departments should more assertively implement, monitor and take action on corrective action plans for nonprofits with grave performance and compliance issues,” the report said.
San Francisco organizations that receive 100 percent of their funding from taxpayers are most at risk in a down economy, said Sandra Hernandez, CEO of the San Francisco Foundation, which co-authored the report with City Attorney Dennis Herrera.
The San Francisco Foundation is an umbrella organization that grants funds to a variety of smaller nonprofits.
Charity arms
A new report suggests some city nonprofits would be better off merging or shutting down entirely.
7,093: Registered nonprofits in The City
54,000: San Franciscans employed by nonprofits
804: Nonprofits contracted by The City in 2007-08
$483 million: Amount spent by The City on nonprofits
$58 million: Amount spent by The City on indirect costs
The City lacks a clear vision and plan for the $500 million it spends annually on nonprofit organizations that provide vital services to residents, according to a new report.
That assessment comes as nonprofits face an uphill battle to survive during the recession, and as demand for charity increases. More than half the 804 nonprofits that received financial aid from The City last fiscal year provide health and human services to residents.
San Francisco is also facing a projected $438 million deficit for next fiscal year — a deficit that will result in layoffs, service cuts and decreases in contracts with nonprofits.
Now, a survey commissioned by Mayor Gavin Newsom suggests that struggling nonprofits should merge with others or completely shut down. The report’s authors also want nonprofits to find funding from more than one source and will complete a plan that lays out future priorities for nonprofits.
The report also calls for better oversight of organizations that receive public money.
“City departments should more assertively implement, monitor and take action on corrective action plans for nonprofits with grave performance and compliance issues,” the report said.
San Francisco organizations that receive 100 percent of their funding from taxpayers are most at risk in a down economy, said Sandra Hernandez, CEO of the San Francisco Foundation, which co-authored the report with City Attorney Dennis Herrera.
The San Francisco Foundation is an umbrella organization that grants funds to a variety of smaller nonprofits.
Charity arms
A new report suggests some city nonprofits would be better off merging or shutting down entirely.
7,093: Registered nonprofits in The City
54,000: San Franciscans employed by nonprofits
804: Nonprofits contracted by The City in 2007-08
$483 million: Amount spent by The City on nonprofits
$58 million: Amount spent by The City on indirect costs
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