Is it a Merger or an Acquisition?
If your nonprofit explores combining with another organization, one of the many considerations will be how to structure the arrangement. Will it be a merger or an acquisition?
We provide a quick overview of each option below. If you’re responsible for the financial statements for an organization involved in a merger, acquisition, joint venture, or shared services agreement, it’s important to read FASB ASU 2010-07, Not-for-Profit Entities: Mergers and Acquisitions, and consult with your accounting professionals.
Nonprofit Merger Definition
Although the word “merger” is used a lot, nonprofit mergers are relatively rare. ASU 2010-07 defines a merger of not-for-profit entities as:
The key is that the governing bodies of each entity cede control to create a new entity. Let’s say, for example, that Organization A and Organization B combine to create new nonprofit, Organization C. Most of Organization A’s board members are on the board of the new organization. This would be an acquisition, not a merger.
There are no clear-cut rules for this, and it requires careful reading of legal documents and thorough understanding of the accounting treatment. It’s important to work with experienced professionals to determine the best approach.
The accounting treatment for a merger applies the carryover method: Organization A’s financial position plus Organization B’s financial position equals Organization C’s financial position.
Here’s an example:
|Assets||Liabilities||Net Assets (Book Values)|
|Organization A||$3 million||$2 million||$1 million
|Organization B||$5 million||$4 million||$1 million|
|$8 million||$6 million||$2 million|
The new entity, Organization C, will have the combined assets, liabilities, and net assets of Organization A and Organization B as of the date the merger becomes effective.
Nonprofit Acquisition Definition
Acquisitions are more common than mergers. ASU 2010-07 defines an acquisition by a not-for-profit entity as:
In other words, in an acquisition one entity takes over another. The accounting treatment is significantly different than the treatment for a merger and involves these steps:
- Identify the acquirer
- Identify the acquisition date
- Identify special items
- Recognize goodwill acquired or a contribution received
While it’s not necessary to identify which type of arrangement you want to enter into when you’re starting the merger or acquisition process, you should be mindful of the different accounting treatments as you go forward.
CapinCrouse is experienced at assisting nonprofit organizations through mergers and acquisitions, from conducting due diligence to helping structure the deal. Please contact us to learn more about how we could assist you.
As Managing Partner, Fran leads the firm and guides the implementation of strategic plans and objectives. He is also involved in client acquisition meetings, significant board meetings, and representing the firm nationally. Fran has more than 30 years of experience providing audit and management consulting services to a variety of nonprofit entities, including colleges and universities. Fran previously led the New England Higher Education and Not-for-Profit Practice at Grant Thornton and was partner-in-charge of the not-for-profit practice at CCR LLP. His expertise includes strategic planning, budgeting, financial statement preparation, exempt-organization tax filing, real property sales and leases, board training, and enterprise risk management (ERM) training.