A fascinating non-profit merger, supported by Beyond Business, consultants to businesses and non-profits.

1. Better, together
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A Merger of Value and Values
A Merger of Value and Values
A unique example of
a non‐profit merger
fit
in Israel

2. The background
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1.7 million people live in poverty in Israel (over 700,000 are children).
Most of these are suffering from food insecurity. Current levels of support
for the food insecure reach only a small proportion of those affected.
Over 350 non profit organizations provide food to the needy in
Over 350 non‐profit organizations provide food to the needy in
Israel. These organizations operate independently with no overall
coordination and compete for resources and available food. Most
organizations purchase food to supply the needy at retail prices.
i ti h f dt l th d t t il i
It was apparent that leadership was necessary , to create more efficient
and more effective support for the food insecure. This could be done by
merging resources and creating a
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new, dynamic umbrella organization.

3. The merger
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Leading and largest source of food and
development support for non‐profits in
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Israel, dedicated to alleviating food
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insecurity.
Food rescue Central food
and gleaning of
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agricultural fields capacity building

4. Table to Table : the food rescue partner
Established in 2003 by Joseph Gitler who served
as Chairman and CEO
Volume of food
Primary operations:
• Food rescue from Catering Services and other
sourced:
cooked food suppliers. over 12 million lbs
over 12 million lbs
• Gleaning of fruit and vegetables from
agricultural fields.
in 2009, distributed
• Collection from Food Companies of food surplus to over 170 non‐
or unsalables.
profits of all types all
Resources: over Israel supplying
• 60 salaried staff approximately 600 regular
60 salaried staff, approximately 600 regular
volunteers, and over 50,000 occasional
the food insecure
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volunteers per year. population.
• Complete logistics infrastructure including
Complete logistics infrastructure including
warehousing, trucks and equipment.

5. Leket ‐ Israel Foodbank : The food purchase partner
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Established in 2007 at the initiative of the Forum
to Address Food Insecurity in Israel
y Volume of food
Primary operations: purchased:
• Central purchasing operation for food non‐profits over 4 million lbs
• N t iti
Nutritional training and awareness programs for
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non‐profit agencies in 2009 at a value
• Food safety guidance, audits and support for non‐ over $3 million of
profit agencies
profit agencies
• Capacity building for non‐profits (supplying (mainly) dry foods
refrigerators, storage equipment etc) on behalf of 77 non‐
Resources: profits of all types
profits of all types
• 3 salaried staff, with no regular volunteers, using all over Israel.
outsourced logistics and supporting functions.

6. Why the merger made sense
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• Shared vision by the leadership of both merger partners.
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• Common overall objectives and values by both merger
partners.
• Complementary activities to alleviate food insecurity.
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• Ability to share infrastructure and resources, delivering
logistics and overheads economies of scale and savings.
logistics and overheads economies of scale and savings
• Greater presence and leverage with food suppliers and food
donors.
• Stronger appeal to donors due to higher levels of efficiency.
• Stronger voice for advocacy.

7. Full service integrated operation
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• Improved • Logistics
environmental infrastructure
impact
Agricultural
Purchasing
Gleaningg
Meals Packaged
Rescue foods
Collection
• Capacity
Capacity
Building, • Advocacy
Nutrition and
Safety support

8. Preparing the merger
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• Due diligence and strategic review of both organizations :
• Mission and Values, Strategy and Goals
• Structure and Processes
Structure and Processes
• Stakeholders
• SWOT
• Interviews with Board members and all key people in both organizations
Interviews with Board members and all key people in both organizations
• Agreement of goals, structure and people
• Board involvement in creating new Vision and Mission statements
Board involvement in creating new Vision and Mission statements
• Selecting the right people
• Internal meetings with all departments to review all core activities
• Development of Scorecard of key metrics and detailed workplans
Development of Scorecard of key metrics and detailed workplans
• Agreement of merger process and timetable
NB: Due diligence and strategic review prepared by external consultant, who supported the
NB: Due diligence and strategic review prepared by external consultant, who supported the
merger process.

9. First stage merger plan
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10. Initial Learnings
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• Ensure alignment and clarity of leadership of both organizations
• Select people carefully – maintain continuity as far as possible but be aware of up‐
Select people carefully maintain continuity as far as possible but be aware of up
skilling requirements.
• Listen to EVERYONE – make balanced decisions after hearing all views.
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• Do what’s right – don’t let ego and personal interests get in the way.
• Align merged team around common vision and common goals.
• Manage the process – someone has to have a finger on the pulse
• Develop stretch goals, clear metrics and a reporting process.
• Ensure all communication materials are prepared early.
• Excite external stakeholders with new possibilities.
• Keep listening. Keep moving forward.

11. It’s all about people !
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• Make key decisions quickly and deliberately:
• Involve many in discussions, but ensure decisions are made quickly and efficiently with a
small “cabinet” of active Board Members and key staff.
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• Align the people:
• It is important to define a new marketing language and speak with “one voice”.
• This applies to all members of merged organizations, even if one was the dominant merger
partner.
• People need to be coached and mentored to ensure alignment with the new message.
• Communicate:
• Constant, open communication to all internal and external stakeholders – staff, donors,
food non‐profits, farmers, food suppliers etc.
• Involve volunteers:
• Volunteers are important and must be involved in the planning process.
• Volunteers are harder to involve as they are not dependent on the organization for their
salary as are staff employees, and may be less available.
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• It is important to retain the spirit and drive of all the people

12. Heading for a better future, together
• Better reach:
Increase meals provided via Leket Israel to the food insecure from 10 million to
Increase meals provided via Leket Israel to the food insecure from 10 million to
over 30 million meals per year in the next 5 years.
• Better leadership:
Better leadership:
Use food support as a basis to leverage other social benefits including educational
activities, community empowerment programs and more.
• Better influence:
Stronger advocacy regarding government policy on food insecurity and poverty.

13. Thank you!
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www.leket.org
info@leket.org