Mergers are taboo in the charity sector. They’re more often viewed as an admission of failure than a successful outcome of strategic thinking.
But this needn’t be the case. Different charity merger models offer a range of options. And with the right strategy and approach, you can boost your scale and performance, achieving significant social impact.
We’ve been researching how mergers could help charities achieve their mission.
Key tools, resources and commentary on charity mergers
Merger has a negative reputation in the charity sector. It shouldn't. This research, based on interviews with 50 charities, has found that mergers can be a powerful tool achieving more for causes. It sets out the different models of merger available, dispelling the myth that mergers are always takeovers and makes clear recommendations to charities, funders and regulators to enable more mergers to happen.
Charity mergers are a divisive topic—viewed by some as a silver bullet, others as taboo. But both camps often overlook the myriad of reasons mergers can happen, and the form such consolidation takes. Showcasing early findings from our ongoing mergers research, Oliver Carrington looks to inject some nuance back into the discussion.
We need to improve the health of our conversations about mergers. Here Oliver Carrington talks through the different types of mergers that can help a charity at various stages of its development, giving real-world examples along the way.
Organisations often only go public on mergers once the bumps have been ironed out and the deal is done. But this makes it very difficult for others to learn from the process. We recently spoke to the CEOs of two charities who are considering a merger, and are bucking the trend by talking about it openly. Read what insights they have to share.
NPC’s briefing paper for trustees following our seminar exploring the process of charity mergers.
Reflections from Iona Joy, Head of Charities, as we launch new research on merger in the charity sector.
Charity mergers are often viewed as a last resort at the brink of closure, rather than as a smart strategic move made from a position of strength. Having experienced a merger first-hand, Oliver Carrington highlights the positive side of the process, arguing that there should be more of them happening in the voluntary sector.
A recent survey showed that just 3% of charities said they had considered merging. However, whilst mergers are never a straightforward solution they can make charities more effective, improving their ability to help vulnerable people.