Wednesday, May 11, 2011
M&A: A Strategy for Nonprofit Survival?
Posted by Paul O'Grady
Nonprofits are competing for a smaller number of government grants during the economic recession significantly impacting and restricting not only the industry’s ability to expand services but also to continue providing existing ones. As a result, nonprofits of all sizes are spending more time evaluating whether they are providing services as efficiently as possible given the dollars at their disposal.
As boards are being forced to think more strategically about efficiency, M&As are becoming a strategy existing nonprofits can use to grow and expand services.
Federal and state agencies that provide funding to nonprofits also see M&A as an efficient model because it can reduce administrative overhead and channel more dollars to clients when services are consolidated.
As a result of the current economic environment, M&A is becoming more prevalent. The Bridgespan Group, a prominent nonprofit consulting organization that tracks the activity of nonprofits, found in a 2009 poll of nonprofit executive directors that 20% of the 117 respondents envisioned that M&A could play a role in their response to the economic downturn.
M&A can strengthen effectiveness, spread best practices, expand the reach of services to clients, and do it all while making the best use of scarce resources, the Bridgespan Group study found. Strong organizations can use it as a tool to expand market share and increase provided services, while others can leverage this structure to serve more people.
Avoiding duplication services is one of the key reasons to consider an M&A strategy. Across the country, there are multiple nonprofits providing similar services to small geographic areas. For example, more than 30 organizations provide child social services in Santa Clara County.
If nonprofit leaders envision growth while continuing to provide efficient services, and M&A is seen as an option, a careful analysis of any potential partner should include an evaluation of:
Size: Senior executives and board members need to evaluate whether their size indicates minimal growth potential or if a larger infrastructure may be too burdensome to realize expense efficiencies. Larger organizations can use M&A as an effective tool to reach out to other geographic areas while leveraging resources. Smaller nonprofits may realize that their allocation of expenses between program and general and administrative costs is too heavily weighted towards G&A and that and acquisition of their nonprofit by a larger one with more streamlined infrastructure may result in the delivery of services to a larger population. Whatever the decision, all nonprofits should be paying attention to how larger, smaller and similar size nonprofits are partnering around them.
Vision and Purpose of Mission: How a nonprofit is registered for tax purposes should also play a role in the determination of potential merger candidates, and any strategy should include consultations with legal counsel and the nonprofit’s tax advisor.
Resources: In any M&A plan, costs and consolidation issues are very important. There will be legal costs to help merge, consolidate and update articles of incorporation, as well as fees associated with filing required documents. Combined personnel resources including accounting and IT infrastructure are key considerations when evaluating the costs and benefits of potential merger. Professional advice will most likely be required help with systems integration and the financial accounting for the transaction.
Paul graduated from University College in Galway, Ireland, in 1989 with a Bachelor’s degree in Economics and Political Science. He joined Armanino in 1995. Paul heads up the nonprofit practice group at the firm and also serves on the firm’s Accounting Standards Technical Committee. Paul is a member of the AICPA and the California Society of CPAs. Paul also has extensive for-profit experience.