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The  Skylark Merger Framework The  Skylark Merger Framework

The Skylark Merger Framework - PowerPoint Presentation

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Uploaded On 2018-03-17

The Skylark Merger Framework - PPT Presentation

A four stage approach to mergers within the charity sector Guided by the Business Strategy determine a shortlist of target merger candidates Merger Strategy Feasibility Integration Planning Integration Execution ID: 654288

integration merger amp stage merger integration stage amp planning list candidates strategy financial short iii governance plan benefits execution

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Presentation Transcript

Slide1

The

Skylark Merger Framework A four stage approach to mergers within the charity sector

Guided by the Business Strategy determine a short-list of target merger candidates.

Merger Strategy

Feasibility

Integration Planning

Integration/ Execution

Exploring the potential benefits and risks of merging. What opportunity would the merger deliver both parties? Are the charities’ cultures compatible?

Detailed Integration planning: How will the charities come together? How will the transition be handled? Formal due diligence.

Implement the agreed plan, review and measure associated short and long term benefits. Transition NewCharity to be fully up and running as ‘business-as-usual’.

Joint agreement to pursue

A

greement in principle of ‘Can’ they will come together

GO/ NO-GO

j

oint decision

NewCharity

fully up and running

I

II

III

I

V

END OF STAGE MILESTONES

Introduction

A clear and agreed process, with outcomes and decision points defined at the end of each stage, provides an invaluable “route map” to help Boards of Trustees, Chairs, CEOs and senior staff navigate their way through a merger effectively and efficiently. The four main phases of

The Skylark Merger Framework provide the key generic steps which can then be tailored to the specific circumstances of your merger.

StageSlide2

Key

Proces

s Steps

Outputs

Determine merger strategic requirement(s)

Analyse known candidates

Develop a broader potential list

Select short list of targets

Determine approach strategy

Strategic merger requirement(s)

Ideal merger candidate

criteria

Target candidate short-list(s) by strategic requirement

Merger Strategy

Feasibility

Integration Planning

Integration/ Execution

I

II

III

I

V

Guided by

the Business Strategy determine a short-list

of target merger candidates.

Determine the strategic requirement(s) of a merger eg. broaden geographic footprint, extend services to beneficiaries or reach new client groups, acquire additional assets. Generate a list of known or ideal candidates to meet these strategic requirements and use the characteristics of the ideal candidates to produce criteria for target merger candidates. Produce

a long list of possible candidates by applying these criteria to the Charity Commission Database and other sources to possible merger targets. Filter the long list to a short list of target candidates by strategic requirement. The Skylark Merger Framework Stage I: Merger Strategy

StageSlide3

Topic areas

Possible Outcomes

Vision & Benefits

Service Continuity

Leadership,

Governance and working arrangements

Operations

Legal & Financial Due-diligence, Options and Risks

Agreement on a draft Memorandum of Understanding (MOU) and a decision in principle to pursue a merger; move to Stage III: Integration Planning

OR

Some form of collaboration

OR

End of discussions

Merger Strategy

Feasibility

Integration Planning

Integration/ Execution

I

II

III

I

V

This stage aims to assess

the advantages and feasibility of the merger providing the CEOs and Boards of Trustees enough detail to secure to a

“decision in principle” to merge. The opportunity and any major issues are determined by answering questions within five topic areas. The Skylark Merger Framework Stage II: Feasibility

Stage

Exploring the potential benefits and risks of merging. Testing for major issues, such as: Are the charities’ cultures compatible? What opportunity would the merger deliver both parties? Is the proposed merger feasible?Slide4

Integration

Workstream

s

Outputs

Leadership, Governance, Organisation, People & Culture

Service & Beneficiaries

Financial

Legal

Communications & Branding

Facilities, IT & Systems

Project management & Service Continuity

Detailed project plan and status updates

Completed MOU

Financial and legal Due

D

iligence reports

Business Plan covering all organisational/operational areas with financial implications

Agreed Legal Model and steps to achieve

Merger StrategyFeasibility

Integration PlanningIntegration/ Execution

I

IIIII

IV

Detailed Integration planning: How will the charities come together? How will the transition be handled?

This stages undertakes legal and financial due diligence, confirms interim leadership positions and governance, builds a NewCharity business plan and develops a detailed implementation plan with costs and resourcesThe Skylark Merger Framework Stage III: Integration Planning

StageSlide5

Key

Process

Steps

Outputs & Outcomes

Merger Strategy

Feasibility

Integration Planning

Integration/ Execution

I

II

III

I

V

Implement

the agreed plan, review and measure associated short and long term benefits. Transition

NewCharity

to be

established and ‘business as usual’ (BAU) at steady state. Establish the foundation for transformation and realising benefits of the merger.

Stage

The

Skylark Merger Framework Stage IV: Integration/ Execution

This stages undertakes TUPE consultation, establishes interim leadership positions and governance, delivers changes to governance, organisation, ways of working, technology, infrastructure and estates

Leadership, Governance, Organisation, People & Culture and HRService & Beneficiaries, Communications & Branding

Financial & Commercial Facilities IT & SystemsProject management & Service Continuity

Agreed Go/No Go decisionTransitioned organisation

Decommissioned Estate/InfrastructureNew financial/commercial mechanisms in place