THREATS: • What obstacles do you face? • Are your unit functions changing? • Are there financial considerations that will be a threat to the merger? • Can any of the identified weaknesses threaten the merger? • Develop and clearly define merger goals (i.e. cost savings, new revenue streams, improved rankings, increased grant funding potential, teaching efficiencies, etc.) Form Committees to Analyze Current Unit Functions It is recognized that units have different ways of operating which create unique cultures. The leadership team must be aware of these cultural differences and develop mechanisms for addressing issues that arise when integrating these different cultures. It is strongly recommended that protocols be established for making decisions and resolv- ing problems. Clear communication and use of these protocols will continue the process of building trust and transparency. • Form committees with members from all merging units • List processes and functions that are important to each of the merging units and form appropriate committees to work on these functions. (Potential new committees may include: – undergrad and grad programs, faculty (promotion and tenure, teaching, workloads, etc.), – inventory and facilities, technology, – student support (advising, recruitment, etc.), and finance) – Identify committee leaders Since financial issues can be complex, a few additional guidelines are provided here. • Collect a snapshot of financial data for all units involved at an agreed upon date and format. – Request unit budget data from central administration for all units involved. Identify all financial resources and liabilities by funding source (accounts, budget lines, funding for general education, special funding, funding for all employees, including employee types). – Include foundation and donor assets as well as other financial data unique to units. Develop and Implement Communication Plan Communication needs to happen throughout proposal development and merger im- plementation. Information will need to be distributed to various people involved in the process at different times. A clearly defined communication plan is helpful for creating a culture of trust and open- ness about the merger.