1. Vignetta Charles, PhD Senior Vice President, AIDS United Robert Cordero, MSW President & Chief Program Officer, BOOM!Health Monique Tula Director of Capacity Building, AIDS United John Gatto, MSW Vice President of Community Health, JRI

2. NCIHC

3.  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.

4. Merge, go, grow

5.  Head in the Sand  Ego / Identity  Funds  Time

6. 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?

7. Robert Cordero, MSW President & Chief Program Officer BOOM!Health John Gatto, MSW Vice President of Community Health JRI Health Monique Tula Director of Capacity Building AIDS United

8. John Gatto, MSW Vice President of Community Health JRI Health

9. ManagersLeaders Do 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.

10. Interaction Institute for Social Change, 2012 Resul ts -Completion of the task -Achievement of the goal Relationsh ip -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 Dimensions of Success

11. 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

12.  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?

13.  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

14. John Gatto, MSW Vice President of Community Health JRI Health jgatto@jri.org www.jri.org

15. Robert Cordero, MSW President & Chief Program Officer BOOM!Health

16.  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?

17.  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…

19.  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.

23.  The Bronx is BOOM!ing: https://www.youtube.com/watch?v=TrsCWm9V7Fs

24. Robert Cordero, MSW President & Chief Program Officer BOOM!Health rcordero@boomhealth.org www.boomhealth.org @boomhealthnyc

25. Monique Tula Director of Capacity Building AIDS United

26.  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”

27. Leadership VisionPeopleInputs Management ImplementationProcessOutputs

28.  Creating new organizational structure  Integrating teams  Merging programs  Combining systems & data  Updating personnel manual  Arranging office space  Expanding IT

29.  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

30.  But successful implementation depends on real-time decision making informed by on- the-ground events

31.  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” 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. 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.

32.  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

33.  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

34.  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

35.  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

36. Monique Tula Director of Capacity Building AIDS United MTula@aidsunited.org www.aidsunited.org

38. ResourceAuthorDescription Sector Transformation and Organizational Sustainability 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

39. ResourceAuthorDescription Merging Wisely David La Piana/Stanfo rd 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’tNonprofit 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

40. ResourceAuthorDescription 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

41. ResourceAuthorDescription 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