Making A Merger Happen – The core components and key steps in a merger process
This article is a follow on article to the article that discussed the need to do a rigorous evaluation of the merger prospect before engaging in a formal process. In this article, we discuss the core elements and steps to be taken when you are engaged in a formal merger process.
The management of management and the development and adherence to good governance principles is a collective responsibility of the Board, the CEO and the Management team.
Before you do a Merger Process have a read at this article to make you are ready for it. It is of vital importance that before you formally engage in merger discussions, that the board and management go through the following evaluation checklist.
A short article highlighting the seven signs that show your Board is in need of a spring clean.
Kevin Smyth and Derek O’Reilly in conversation about what makes a good Chair in the nonprofit sector. This short video explores the attributes of a good Chair including: achieving consensus; managing time; accepting feedback; reviewing the manager and driving board evaluation.
In developing this free handbook, Carmichael sought to reflect the principles and standards of the Charities Governance Code but it can be used by any non-profit organisation. This handbook is a template and it should be amended/tailored to reflect your own charity or other non-profit.
This unforeseen rapid pace of change requires a rapid and agile response. Charities will need to plan on how best to prepare and deal with this unprecedented crisis. The implications of difficult times, like COVID-19, will create a financial crunch and charities should now do what they can to prepare for this.
The activities and actions listed below, are a few things you may want to consider.
Ever wondered are your board meetings being executed to their full potential? Agendas and minutes of board meetings are important. Boards or committees of any size need them to put structure and discipline on meetings that may otherwise be too informal and unfocused. See attached article.
In challenging times it is important that boards maintain a proactive role in providing oversight and support to the organisation and its beneficiaries. Now is the time to think creatively about the things we CAN do rather than focusing on things that are outside our control.
This guidance document has been developed by Carmichael to help charities that are implementing the Charities Governance Code to complete the Compliance Record Form. The document is for guidance only and organisations should complete their own Charities Governance Code Compliance Record.