"And now for something completely different." (Shout out to Monty Python fans).
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In this discussion I am not discussing behemoths such as the Red Cross or American Bar Association. They will have their own CM resources or can engage consultants if needed. The biggest hurdle for new consulting CM's is building a resume and client list. Instead, I am looking at medium or tiny associations staffed by volunteers and operating with limited financial resources. What are some reasons for this?
- Proximity
- Makes financial sense for survivability
- Increase volunteers
- Expand audience or membership
- Common goals
As in any merger/acquisition, there is an endless list of possible motivations.
The first hurdle they face is that their leadership are volunteers. Secondly, the leadership may only be a few individuals. Third, there can be no financial pool from which to engage help.
Most likely, managing this effort is being led by volunteers with no experience as Change Managers. You need to sell the concept of merging to them. They may not even be aware that there is such a discipline. The ideal solution is to take this on as a pro-bono task.
As an example, there is in almost every community, some historical sites. Some are completely independent. Some might be local government assets. Some might be supported by a non-profit group whose mission is to raise funds for the site if it is underfunded. An efficiency, would be to merge these sites or supporting groups, increasing their pools of volunteers and members.
Finances could either be merged or separate or some combination of the two if there are targeted donations. I would recommend that a separate overarching leadership be created with members from each groups Boards and rotating the top officer.
You should advise that By-Laws be adjusted to be as uniform as possible to keep conflict to a minimum. Where things can't be combined procedurally, move them to policies or SOP's.
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Frank Gorman, Former ACMP Board Member, Transformation Consultant
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