the club merger presented by tom goodman, m.ed.. in the beginning…. the idea the decision
TRANSCRIPT
The Club Merger The Club Merger
Presented by Presented by
Tom Goodman, M.Ed.Tom Goodman, M.Ed.
In the beginning….In the beginning….
The Idea
The Decision
The IdeaThe Idea
Presidents of three clubs decided to Presidents of three clubs decided to visit the idea of merging…coming visit the idea of merging…coming togethertogether
They began to research the idea and They began to research the idea and hired a consultant to provide some hired a consultant to provide some direction and expertisedirection and expertise
They were dissatisfied with their They were dissatisfied with their individual club situations, as they individual club situations, as they existed, for various reasonsexisted, for various reasons
The IdeaThe Idea
The consultant provided research on The consultant provided research on the merger process for a variety of the merger process for a variety of businessesbusinesses
What are the reasons that What are the reasons that businesses merge?businesses merge?
In other words…WHY MERGE?In other words…WHY MERGE?
Why Merge?Why Merge?
Groups merge to improve the quality Groups merge to improve the quality of their business…to create a better of their business…to create a better organizationorganization
Groups merge to eliminate Groups merge to eliminate competition between each othercompetition between each other
Groups merge to be more Groups merge to be more competitive with other groups (clubs)competitive with other groups (clubs)
Why Merge?Why Merge?
Groups merge to have more political Groups merge to have more political power (with the state association; power (with the state association; with the league, etc.)with the league, etc.)
Groups merge to get BIGGERGroups merge to get BIGGER• Larger pool of players…parity in playing Larger pool of players…parity in playing
levels; more talent levels; more talent • Larger staff…parity in coaching levels; Larger staff…parity in coaching levels;
more talentmore talent
Why Merge?Why Merge?
Groups merge to share resourcesGroups merge to share resources
• HumanHuman Resources Resources• Physical Physical ResourcesResources• FinancialFinancial Resources Resources
Why Merge?Why Merge?
•HumanHuman Resources Resources
Technical staffTechnical staff … technical expertise … technical expertise• TD, Program Directors, Coaches, RefereesTD, Program Directors, Coaches, Referees
Administrative staffAdministrative staff … administrative … administrative expertiseexpertise
• Office manager, Scheduler, Bookkeeper, RegistrarOffice manager, Scheduler, Bookkeeper, Registrar
Why Merge?Why Merge?
•PhysicalPhysical Resources Resources
Programming (Rec, Jr. Academy, Programming (Rec, Jr. Academy, Academy, etc.)Academy, etc.)
Facilities (Land/fields, offices, indoor Facilities (Land/fields, offices, indoor complex, etc.)complex, etc.)
Why Merge?Why Merge?
•Financial Financial ResourcesResources FeesFees
OtherOther• Fund-raisingFund-raising• SponsorshipsSponsorships• DonationsDonations• GrantsGrants• LoansLoans
Why Merge?Why Merge?
ConsolidateConsolidate resources: resources: • OfficesOffices• StaffStaff
KeepKeep human resources: human resources:• PlayersPlayers• CoachesCoaches• AdministratorsAdministrators• RefereesReferees
Why these clubs? Why these clubs?
Club A (2500 players), Club B (2500 Club A (2500 players), Club B (2500 players) & Club C (3500 players) wanted players) & Club C (3500 players) wanted to merge for all of the right reasons…to merge for all of the right reasons…
Let’s move forward in the process…Let’s move forward in the process…
Could the clubs agree on the vision?Could the clubs agree on the vision?
Yes!Yes!
The VisionThe Vision
Develop a full service soccer club Develop a full service soccer club with superior resources…human, with superior resources…human, physical and financial physical and financial
Deliver cutting edge programming Deliver cutting edge programming that provides players and staff the that provides players and staff the challenge and the opportunity to challenge and the opportunity to reach their potentialreach their potential
Why these clubs?Why these clubs?
Could these clubs agree on the infra-Could these clubs agree on the infra-structure?structure?
Yes!Yes!
InfrastructureInfrastructureOrganizational ChartOrganizational Chart
Board
GM
DF&A. TD
Dir. Sr. Academy
Dir. Jr. Academy
Dir’s Academy
U13+ Comp. and Dev.
U9 – U12 Comp. and Dev.
U5 – U8 Dev.
Administration
Acctg, Reg., Rosters, Sched.
Sales/ Marketing
Facilities and Equipment
Why these clubs?Why these clubs? Could these clubs agree on the Human Resources?...Could these clubs agree on the Human Resources?...
NO!
Human Resources?Human Resources?
Board?Board? Top Management?Top Management?
Why these clubs?Why these clubs? Could these clubs agree on Financial Resources?...Could these clubs agree on Financial Resources?...
NO!
Financial resources?Financial resources?
How to merge the assets?How to merge the assets? What to pay top management?What to pay top management?
Why these clubs?Why these clubs?
Club C decides not to be Club C decides not to be part of the mergerpart of the merger !
The DecisionThe Decision
The Boards of Club A and Club B meet and The Boards of Club A and Club B meet and determine that they should merge…they determine that they should merge…they can agree on the vision, the infra-can agree on the vision, the infra-structure, the human resources, the structure, the human resources, the physical resources and the financial physical resources and the financial resources. resources.
How to communicate to the memberships?How to communicate to the memberships?
The CommunicationThe Communication
The idea and the decision must be The idea and the decision must be communicated to the memberships…communicated to the memberships…
• Mailings and EmailsMailings and Emails• Website informationWebsite information• Meetings and presentations Meetings and presentations
The Final DecisionThe Final Decision
The memberships of The memberships of Club AClub A & & Club BClub B vote to merge!vote to merge!
YAHOO!YAHOO!
Let’s do itLet’s do it
Execution
Organization
Programming
ExecutionExecution
The Board is formed…The Board is formed…• 5 current members from 5 current members from Club AClub A• 5 current members from 5 current members from Club BClub B• 1 neutral member with no club affiliation1 neutral member with no club affiliation
Board Make-up…Board Make-up…• Board members selected to give equal Board members selected to give equal
influence and power to both old clubs…instead influence and power to both old clubs…instead of looking at the new entity as ONE New Club of looking at the new entity as ONE New Club working togetherworking together
ExecutionExecution
The Board hires the consultant as the The Board hires the consultant as the General Manager (GM) in April, 2006 General Manager (GM) in April, 2006 to execute the mergerto execute the merger
GM job description very clear on GM job description very clear on paperpaper
Board responsibilities unclear…board Board responsibilities unclear…board members fall back to past practicesmembers fall back to past practices
Defining the ClubDefining the Club
Determine club’s name Determine club’s name
Determine club’s new colors Determine club’s new colors
Determine club’s new logoDetermine club’s new logo
Defining the ClubDefining the Club
Determine, review and evaluate current sponsorships, Determine, review and evaluate current sponsorships, equipment and insurance providersequipment and insurance providers
Bring new equipment/gear sponsor on boardBring new equipment/gear sponsor on board
OperationsOperations
Review financial records of both Review financial records of both clubsclubs
Determine best way to combine the Determine best way to combine the assets of the two clubsassets of the two clubs
Prepare budget for the new clubPrepare budget for the new club
Organization Organization
GM develops a quality professional GM develops a quality professional relationship with the current Technical and relationship with the current Technical and Administrative staff Administrative staff
GM Observes and Evaluates the current GM Observes and Evaluates the current technical and administrative stafftechnical and administrative staff
GM appoints the Technical DirectorGM appoints the Technical Director
GM appoints the Director of Finance & GM appoints the Director of Finance & AdministrationAdministration
StaffingStaffing
TD hires Program DirectorsTD hires Program Directors
Director of Finance & Administration Director of Finance & Administration hires program & office administratorshires program & office administrators
Program Directors hire coaching staffProgram Directors hire coaching staff
Relationship BuildingRelationship Building
Develop quality, professional Develop quality, professional relationships with town/city facilities relationships with town/city facilities managers.managers.
• City ACity A Parks and Rec Department (city Parks and Rec Department (city & school fields and a Sports Park)& school fields and a Sports Park)
• City BCity B Parks and Rec Department (city Parks and Rec Department (city park fields and a Sports Complex)park fields and a Sports Complex)
OperationsOperations
Review current reporting/meeting Review current reporting/meeting structure and procedures; institute structure and procedures; institute consistent reporting/meeting structure and consistent reporting/meeting structure and proceduresprocedures
Evaluate current technical programming Evaluate current technical programming and administrative policies and and administrative policies and procedures… procedures… • coaching/player curriculum coaching/player curriculum • operations manualoperations manual
OperationsOperations
Meet the membership through personal Meet the membership through personal field visits and informational meetings field visits and informational meetings ((keep lines of communication openkeep lines of communication open))
OperationsOperations
Evaluate current field and office Evaluate current field and office facilities. Consolidate office space…facilities. Consolidate office space…centralized office…centralized office…
• City ACity A Office Office Neighborhood office 1Neighborhood office 1stst level storefront level storefront
• City BCity B Office Office Corporate office in office buildingCorporate office in office building
CommunicationsCommunications
Develop a marketing plan to Develop a marketing plan to positively communicate potential positively communicate potential programming and staff programming and staff changeschanges to to the club’s membershipthe club’s membership
Coordinate try-outs (and scouting) to Coordinate try-outs (and scouting) to form the first merged select teams form the first merged select teams for the Fall 2006 seasonfor the Fall 2006 season
ProgrammingProgramming
Introduce and implement the Introduce and implement the following programs:following programs:
• Jr. Academy (U5-U8 players)Jr. Academy (U5-U8 players)
• Academy (U9-U12 players)Academy (U9-U12 players)
• Sr. Academy (U13-U18 players)Sr. Academy (U13-U18 players)
ProgrammingProgramming
Introduce and implement special Introduce and implement special programs:programs:
• Samba Program (U8 players)Samba Program (U8 players)• Predator Program (U9-U10 players)Predator Program (U9-U10 players)• Camp ProgramCamp Program• Coaching Education programCoaching Education program
ProgrammingProgramming
Bring Referee staff together from Bring Referee staff together from both clubs and determine consistent both clubs and determine consistent programming & organization for the programming & organization for the new club new club
TD appoints Director of RefereesTD appoints Director of Referees
ResultResult
Fall 2006…The kids are playing in the Fall 2006…The kids are playing in the colors and under the name of the colors and under the name of the New New ClubClub
Fall 2006…The coaches are coaching Fall 2006…The coaches are coaching in the colors and under the name of in the colors and under the name of the the New ClubNew Club
ResultResult
Fall 2006…the refs are officiating for Fall 2006…the refs are officiating for the the New ClubNew Club
Fall 2006…the parents are watching Fall 2006…the parents are watching
Lessons LearnedLessons Learned
• Board Make-up…Board Make-up…
Enthusiastic peopleEnthusiastic people Commitment to the visionCommitment to the vision No personal agendasNo personal agendas Complimentary skills and talents Complimentary skills and talents
Lessons LearnedLessons Learned
• Clear, Consistent and Frequent Clear, Consistent and Frequent Communication with…Communication with…
BoardBoard StaffStaff MembershipMembership Community leaders and personnel Community leaders and personnel
Lessons LearnedLessons Learned
• Administration…Administration…
Develop and utilize a “best practices” Develop and utilize a “best practices” operations manual operations manual
Consolidate offices without delayConsolidate offices without delay
Lessons LearnedLessons Learned
• Human resources…Human resources…
Assess needs quickly and assign staff Assess needs quickly and assign staff appropriatelyappropriately
Ensure staffing is appropriate for the size of Ensure staffing is appropriate for the size of the program the program
ConclusionConclusion
There are many challenges to the merger There are many challenges to the merger process. The success of a merger can process. The success of a merger can only be achieved through securing the only be achieved through securing the right resources…right resources…
HumanHuman
PhysicalPhysical
FinancialFinancial