LifeSpan... A Community Service

News

LifeSpan has bracelets for sale, $2.00 each!

They can be purchased at our Main Office Monday - Friday from 8am - 5pm

4/1/10 - Jim Roberts                                    5/4/10 - Chad & Karrie Beilfuss

4/6/10 - Barb and Brian Freysinger                 5/6/10 - Mark & Ammika Philo

4/8/10 - May Bako                                       5/11/10 - Patricia Monk

4/13/10 - William Cunningham                      5/13/10 - E. Potter

4/15/10 - Jeff Dillan                                    5/18/10 - Matt Brown

4/20/10 - Neale Maske                                 5/20/10 - B.J. Wright

4/22/10 - John Dawson                                 5/25/10 - Michael Hazeres

4/27/10 - Matt Brown                                    5/27/10 - Katie & Arron Morrow

4/29/10 - Matt Brown                                    May Jackpot! 5/27/10 - Gary & Kimberly Sturgill

April Jackpot! 4/29/10 - Hydraulic Systems

6/1/10 - Bob & June Lennard                            7/1/10 - Kelly Schuler

6/3/10 - Matt Brown                                        7/6/10 - Matt Brown

6/8/10 - Doug Cunningham                               7/8/10 - Winnie Jeremy

6/10/10 - Randy Masters                                  7/13/10 - William Davis

6/15/10 - Karen Sager                                      7/15/10 - E. Potter

6/17/10 - Chad & Karrie Beilfuss                        7/20/10 - Matt Brown

6/22/10 - Patti & Dan Richardson                       7/22/10 - William Davis

6/24/10 - Chad & Karrie Beilfuss                        7/27/10 - Jim O'Connor

6/29/10 - Rick Penchoff                                    7/29/10 - Matt Brown

June Jackpot! 6/29/10 - Eric Burdick                    July Jackpot! 7/29/10 - Barb Smith - Rapid Refill

8/3/10 - Gary Applegate

8/5/10 - Ann & Mike Maske

8/10/10 - B.J. Wright

8/12/10 - Jan VanOrder

8/17/10 - Kevin & Dee Pitts

8/19/10 - Charles Cooke

8/24/10 - Rod Scott

Thank you to everyone who helped make our Subway Day (July 19, 2010) a success!!

Updated information on our up-coming FUN fundraising events!!

    * A LifeSpan sponsored GOLF OUTING and Dinner! - New Date!!  Sunday, September 19, 2010

                    Registration is at 2:30pm, Tee-off at 3pm.  Dinner alone is available for $10 per person.

       * LifeSpan Sponsored Poker Nights at The Garage Bar and Billiards - August 26 - 29, 2010

         * 2nd Annual LifeSpan PIG ROAST! This year's going to be packed with MORE FUN! - Sept. 24, 2010

            * LifeSpan Bowling Scotch Doubles Tournament Saturday, October 23, 2010, at Summit Lanes!

               * LifeSpan Sponsored Poker Nights at The Garage Bar and Billiards - November 18 - 21, 2010

LifeSpan...A Community Service once again held it's Annual Christmas Party for Community Friends in December of 2009, and it was a huge success!!  The delicious roasted chicken dinner was prepared on site at the St. Joe's Church in Jackson, and was made possible through the many donations from the wonderful people and businesses of Jackson, MI.  Gifts were given to all who attended, once again, by Santa Claus himself!

Yet again, LifeSpan's staff and friends generously donated many hours of preparation, assistance during, and clean-up after the heart warming event.  Many thanks to everyone who donated their time, treasures, and love.

WHAT’S IN A NAME!?

Potential Development Homes, Inc. has completed a 16 month process of exploring and negotiating a successful merger with Community Respite Center, Inc.  Now, as of January 1, 2007 – the work begins!  PDH has changed its name temporarily to PDH/CRC, Inc.  After the cultural and corporate blending has been established, the newly merged corporations will emerge as a new corporation all together.  PDH/CRC, Inc. is searching for a new, refreshing name.  This is no small task.  All stakeholders will have a chance to submit their suggestion for a name.  (A prize will be awarded for the winning suggestion!)  The name needs to be easy to say and descriptive.  PDH/CRC, Inc. has the ability to serve people throughout their lifetime:

• We help families maintain their natural rhythm of life by permitting a caregiver to take time to care for themselves
• We help people learn skills to become more self-reliant
• We care for people in their own homes so they can remain in their own home
• We provide a warm, safe place to live – full of opportunities for self-exploration and growth
• We help people learn, find and keep a job that holds meaning for them
• We help people learn about and be a part of the community in which they live

Stay tuned…. 

Why merge? 

The notion of mergers among nonprofit organizations "used to be an 'm-word' I didn't dare say in public," says Thomas McLaughlin, a management consultant to non-profits at Grant Thornton in Boston. 

Previously, non-profit organizations usually merged because one of the organizations was having financial trouble.  But now, experts say mergers are losing their stigma and becoming an appealing strategic approach to non-profit survival and positioning in the 21^st century.  Non-profits that merge (thoughtfully) can more easily pursue their missions by combining forces.  In a time of shrinking federal and state funding for human services and increased competition for funds, grants and donations, funders and other stakeholders are looking for efficiencies and economies of scale.  It stands to reason that merged organizations will attract more grants and other donations than they would have standing alone.

It is always a good thing whenever you can consolidate services and do more by spending less!

What are the benefits?

There are many ways in which a merger can produce tangible benefits. They include:

• Improved service to consumers:
  • Better integration of existing services
  • Offering a more complete continuum of services
  • Improved prospects for offering a new service
  • Utilizing the respective strengths of each organization to enhance the service delivery capabilities of both
• Stronger strategic positioning, i.e. stronger positioning for the future:
  • Improved perception and/or awareness within the community
  • Increased market share
  • Stronger competitive capabilities to ward off threats 
  • Increased political clout to advocate for the needs of people and the organization
  • Based on the growing trend of funding sources that support mergers as a means to buttress providers and/or to reduce the number of providers in each community
• Greater financial stability and flexibility
  • Create operational efficiencies that save money
  • Take advantage of greater financial institutional relationships
  • Increase eligibility for grant/research dollars
  • Expand the fund raising base
• Non-financial strengthening of the organization
  • Acquire intangible assets, such as committed board members, that can be redirected to the broader agenda of the combined entity and an expectation of longevity and security
  • Combined history which results in strategic wisdom
  • Combined operational / administrative infrastructure strengths of each organization to the new entity
• Improved conditions for staff
  • More to offer in terms of growth and development
  • Create more varied career options for employees
  • Change of staff compensation patterns

What role does the board play?

The board is the ultimate decision-maker in the merger process.  Decision-making requires the ability to separate real problems from perceived problems that are based mostly on fears or speculation, plus the ability to remain objective. Throughout the process, the boards of both organizations must fulfill their fiduciary responsibilities and preserve the public’s trust by acting in the best interests of the organization and the community.

It is up to the board and the board alone, to determine whether to complete the merger, and under what terms a merger will be acceptable. The specific responsibilities of the board as a whole, and thus of every board member, are:

• Conduct good faith discussions with the other organization regarding merger possibilities
• Decide whether the likely benefits of the merger outweigh the drawbacks by performing due diligence
• Develop and approve the Letter of Intent
• Appoint a responsible party to obtain and coordinate the information obtained
• Participate in discussions regarding information obtained
• Develop and approve the final Plan of Merger Agreement
• Throughout the process, protect the public's interest in the organization

These responsibilities are made especially challenging because of the need to embrace change in order for a merger to occur. Ultimately, a merger will result in a reduction of the combined number of board seats, a change in the level of responsibility for some board members (e.g. officers), a change in the public identity of one or both organizations, and other changes that may be perceived as undesirable by some board members or staff.

The board and key staff must take an active role in the merger in order for it to succeed. What is required of all participants is open-minded exploration of the possibilities with a commitment to finding a true win / win solution.

What is the role of staff?

Active support by the executive staff of each organization is paramount to the process. Indeed, it is difficult to complete a merger without the unequivocal support of the Executive Director of the surviving corporation.   

Specific responsibilities of the Executive Director include:

• Serve as a member of the Board Committee assigned to facilitate the merger activity, accepting the duties outlined by the committee
• Take a leadership role in seeking solutions to issues that are raised
• Coordinate the gathering of information as needed for the merger process (board minutes, financial data, grants, contracts, regulations, and so on). This is particularly important in the due diligence stage
• Execute the implementation plan, once the merger is consummated

After the merger process has begun, it is up to the Executive Director and leadership staff, from both organizations, to implement as painless a merging as possible.  Even the best-planned non-profit mergers take a toll on staff members. Employees fear many things such as:

• Being laid off
• Salaries and benefits
• Who their supervisors will be
• Where their offices will be located
• Whether they'll have more or less responsibility
• Different job expectations
• Unfamiliar processes and procedures

It is the job of all leadership to maintain morale during this transitional time and assure staff by providing facts and a ready listening ear.  Fairness and consistency are important as well as involvement in decision-making.  Create a Communication and Transitional Teams and other teams to address specific areas of concern to staff.  Staff are the key to consumers receiving seamless services.

Another leadership challenge is staying in touch when the merged corporation is located in multiple locations.  Leadership must visit each site routinely to interact with staff during meetings and trainings.

A merged corporation can do many things to help employees get familiar with the organization.  A party celebrating the merger, involvement in quality teams and company fund raising events can get people together to talk about the merger and share ideas about the future of the merged corporation.

It can take up to three years for merged non-profit cultures to blend comfortably, says Mr. Coy of La Piana Associates. "It occurs when the organization's new combined staff has had a chance to work through one or two major issues…together, and they've created a new way of doing things."

Mergers are an increasingly important strategy for non-profits to improve their long-term stability and success in achieving their missions. It may not be easy, nor is it a fast fix for whatever challenges an organization may be facing. However, a solid agreement entered into for the right reasons and with realistic expectations can provide a host of benefits that more than justify the effort required by the merger process. The real winners will be the stakeholders and the communities served by the organization! 

Barb Freysinger

Executive Director

May 2007

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Last modified: 08/26/10