# How to judge if mergers are successful

- Link: https://fundraising.co.uk/2016/04/12/judge-mergers-successful/
- Published: 2016-04-12T10:22:09+01:00
- Author: Howard Lake

**We often hear people from business and government castigating charities for wasting
resources because they are all separate organisations. **

This argument might have some merit if charities were public sector organisations,
but actually charities are subject to market forces like companies in the private
sector. A charity that can appeal to a slightly different segment of the market 
will be able to raise new funds and so increase the overall pie, not just take donations
away from another charity’s slice. We have seen in recent years how social media
has introduced younger people to giving and to causes – this has been additional
income to the sector.

## What can charity mergers fix?

But there is a problem in the charity world that could be fixed by mergers – this
is the confusion caused by several charities existing for the same cause. There 
may be some cost savings, but this should not be the key driver or outcome. The 
savings are often exaggerated at the point when a decision has to be made to promote
a merger, so it’s as well to be clear on this. It is unlikely that there will be
significant savings beyond some salaries at senior management level. If this is 
the case, then use it to your advantage and communicate early to staff that you 
do not anticipate redundancies.

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## Three successful mergers

The real problem is confusion and a perception by potential donors that their money
may be wasted. The case for merger for many charities is to overcome the marketing
and communication barriers created by having too many charities that sound similar.

The case for mergers is particularly strong for medical charities and we have recently
seen the **merger of Breast Cancer Campaign and Breakthrough Breast Cancer to form
Breast Cancer Now**. They are treading in the footsteps of Cancer Research Campaign
and the Imperial Cancer Research Fund which combined to form Cancer Research UK.
This is now one of the largest fundraising charities.

The positive effect on fundraising has been repeated for CLIC Sargent, now reporting
£25m of income several years after a **merger of CLIC and the Malcom Sargent Cancer
Fund**. The project manager for the merger anticipated a dip in fundraising performance
because he thought donors to each charity would be wary of the change. However, 
the supporters understood the need for merger and donations increased rapidly – 
no dip in performance.

Another example is **The Brain Tumour Charity which was created by merging three
charities**. Before the merger, the combined income of the charities was £3.3m. 
Three years later, the gross income of the new merged charity was more than double
that amount.

Because merger talks have the potential to disrupt work and make people anxious,
it is best to conduct the talks within a short timeframe. Uncertainty may delay 
or jeopardise new projects and demoralise staff. Get a project board together and
task them with coming up with a decision within a fixed timescale. If you decide
not to merge, this may still be a good decision and should not be dragged out.

 

_**[Kate Sayer](https://fundraising.co.uk/2016/04/12/judge-mergers-successful/Ka********@*************co.uk)
[⌊Kate Sayer, Sayer Vincent⌉](https://fundraising.co.uk/2016/04/12/judge-mergers-successful/Ka********@*************co.uk)**
is a Partner at Sayer Vincent. She is [@KateSayer1](https://twitter.com/KateSayer1)
on Twitter._

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