Many Canadian non-profits were considering amalgamation as part of a strategic process before COVID-19 hit and even more are now exploring this as a possible option as the pandemic crisis continues. Regardless of the reasons behind a possible merger, a merger can be fraught with pitfalls and difficulties. Communications must address the highly emotional aspects of a merger, as often one brand is being subsumed by another organization. If a merger is a progression of an existing partnership, teams will have a sense of the people, process and technology considerations. This can help avoid some of the uncertainty and upheaval that can leave people feeling anxious instead of igniting a spirit of collaboration and innovation. There are numerous recent examples of mergers that were announced early on in 2020
- The Children’s Wish Foundation of Canada and Make-A-Wish Foundation of Canada announced their planned merger late last year
- As did Prostate Cancer Canada and the Canadian Cancer Society. In such a competitive marketplace, this followed an earlier merger of the Breast Cancer Society and CCS in 2017.
- A more local Toronto example is the merger of Fred Victor and the Toronto Christian Resource Centre (CRC). They began their amalgamation process in June 201, after extensive planning, with a target date of January 1, 2020.
As more and more teams explore potential amalgamations with partners, here are some of the key considerations any integration team will need to carefully plan for as they look to map out a communications plan to support any merger or amalgamation.
10 Key Communications Considerations
- Creating common technology – Integration will not occur on its own. Making time for team building as they draft a new blueprint for communications platforms / technology that will support the goals of the new organization will be key. Early engagement will help build familiarity, trust and identify any training needs or obstacles well before implementation plans. Teams will begin to compare consumer databases and segmentation practices that will help clearly identify the similarities or differences in their marketing communications and fundraising practices.
- Re-Branding – Will start with a brand audit and focusing on a clear mission, vision and set of shared values that will inspire stakeholders / community. Typically these occur every 5-7 years and so most marketing communication teams will be familiar with the process and can build on the strengths and opportunities identified. Teams may identify an opportunity to create a new name or require research to determine which name / assets are too valuable to not continue with.
- Communication Policies – Again there are great ways to involve teams early on in the planning. Social Media policies, Crisis Communication plans all need to be merged and there are likely learning opportunities are teams compare notes and discuss.
- Intellectual Property (e.g. donor lists, photo databases, marketing research, etc.) – Like many of the legal aspects of a merger, the teams will need to list all their assets and identify the legal processes a merger will entail.
- Communication Contracts / service agreements (e.g. media tracking, email deployment, etc.) – Listing all the contractual agreements and timing considerations is also an early planning process that can identify what external experts will need to be engaged or even perhaps what cost savings might be negotiated as contracts are combined.
- Relocation – Often a major factor affecting individuals and can be the cause of much anxiety. Again by involving staff as the team create a “needs assessment” can help both identify where there are large cultural differences, wasted resources or emerging / new needs. Again, ensuring there is ample time to plan will limit a move’s impact on operations and ensure there isn’t a negative impact on staff morale with the unavoidable disruptions.
- Dedicated Internal Communications – ensure you dedicate resources to this critical role – it isn’t something HR or others should be doing part-time or as an after-thought. Considering bringing in a contracted / dedicated resource to support this critical need. Building trust is essential in mergers and volunteers / staff must buy into the process and be willing to participate in the necessary changes. Keeping people informed and involved with clear, open communications throughout the process will calm their anxiety and secure their support.
Many of these early planning steps will help identify the true costs and timelines for any potential amalgamation. Celebrating a new strategic plan and vision for integration will also help create momentum and support as teams ramp up to the formal announcement of the legal change.
- Donor / Stakeholder Engagement – Without a clear communication and engagement plan, many donors who are even pushing for a merger can be lost in the transition. Some can get frustrated with the time a merger takes or like staff / volunteers anxious about the process, people and technology changes that are being made or that are not clearly communicated. Every individual stakeholder must clearly understand the new “Case for Support” or the vision moving forward and how they play a critical part in the success of the new organization. With careful planning for legal and privacy regulations, it also presents an opportunity to engage lapsed donors or deepen the connection with loyal donors. Plans should ensure one-to-one communications with each donor.
- External Communications – And only once a thoughtful, detail plan is mapped out should the team brainstorm around a year-one integrated communications plan. With a clear understanding of the stages and timing of the merger, teams can work back to the best time to engage stakeholders and ensure the actions they will need to take can be communicated effectively. By keeping them at the centre of all communications planning, teams will ensure the actions from re-securing permissions around privacy to getting them to shift to a different communications platform (e.g. Follow us on this new social media platform) will be proactive vs. reactive. Teams will also need to reinforce with consistent and compelling messages – it is often recognized plans include communicating five times more than normal. Teams must also be prepared to be hyper-responsive and open to feedback / listening. As the implementation begins, teams will need to continue learning about change management and building trust – as there are sure to be bumps along the road.
- Measure and Assess – A thoughtful review of a completed non-profit merger might start with the following questions:
- How well did members of the board of directors explain the rationale to donors?
- Did staff, partners and stakeholders embrace the merger, fight it, or walk away?
- Was the community supportive, or did activists, watchdogs, journalists or elected officials publicly criticize the plans?
- Did the organizations’ brand reputation take a hit or did it get stronger with the merger activity?
- Was media coverage favourable, neutral or damaging?
Teams can also ask these questions of those who have experience with mergers as they begin to plan. Don’t hesitate to seek expert advice and set aside time to learn from others. There are numerous articles, webinars, eBooks and podcasts to help frame your thinking.