The document discusses how to build an effective coalition. A coalition involves individuals or organizations working together for a common purpose to make better use of resources. Coalitions should be started to address urgent issues, empower communities, or provide important services. They are most needed when dramatic events occur, new information is available, funding becomes available, or an outside threat emerges. Coalitions work best when they include stakeholders, community leaders, and policymakers. The process of starting a coalition involves convening a planning group, developing a vision, recruiting members, holding initial meetings, and following up.

1. Building A Coalition

2. What is Coalition??
A coalition, consists of individuals or
organizations Working together in a common
effort for a Common purpose to make more
effective and efficient use of resources.

3. Why Start a Coalition
To address an urgent situation
To empower elements of the community
To actually obtain or provide services
To bring about more effective and efficient
delivery of programs

4. When should we start a coalition?
When dramatic or disturbing events occur in a
community.
When new information becomes available.
When new funding becomes available.
When there's an outside threat to the
community.
When a group wishes to create broad, significant
community change.

5. Who Should be a part of
Coalition?
 STAKEHOLDERS.
 COMMUNITY OPINION LEADERS.
 POLICY MAKERS.

6. Start a Community Coalition
1. Convene a Planning Group
2. Develop an Initial Vision
3. Identify and Recruit Coalition Members
4. Hold first meeting
5. Follow up

7. Case summary
 Nonattendance, low student performance.
crime, and high teacher turnover.
Create an after school program
Effectively integrate organizations
Group development

8. Introduction
The case focus on non profit social organization
called The Woodson foundation who want to
build a cohesive coalition among its stake holders
who are the Washington DC school and The
NCPIE.

9. Objectives
Improve students’ performance and
outcomes.
Reducing crime
Increasing students attendance.
Decreasing teachers turnover ratio.

10. Primary Problem
Stakeholder who are participating in
the implementation of the plan for the
new system has its own goal which is
opposing to one another.

11. Secondary Problem
The secondary problem identified is forming
teams that would spearhead the operations.
Two teams to be formed which are the
development team which would design the
program and program teams and the executives
who would lead the new program.

12. Dynamics of Groups and Teams
Group: Two or more individuals, who have come
together to achieve particular objectives.
Formal group: Designated work group design by
organization structure.
Informal group: Appear in response to a need for
social contract.

13. Dynamics of Groups and Teams
Team: Two or more individuals with
complimentary skills working together to
accomplish common goal.

14. Dynamics of Groups and Teams
Problem-Solving Teams
Self-Managed Work Teams
Cross-Functional Teams
Virtual Team
Multi Team System

15. Group Development
5 stage of group development
• Forming - Members feel much uncertainty
• Storming-Lots of conflict between
members
• Norming Stage -Members have developed
close relationships and cohesiveness.

16. Group Development
• Performing Stage - The group is finally fully
functional.
• Adjourning Stage - Characterized by concern with
wrapping up activities rather than performance

17. Conflicts and Similarities
Looking that the current situation of Woodson
foundation, how the three participating groups
interest are different from each other, they
would be consider to be in Storming stage.

18. Solutions
Building a team that can effectively work
together.
Work cohesively, productively, and efficiently
together.
Define role for each groups and each group
members should have a set of expected behaviors
pattern.

19. Solutions
Manage diversity more effectively.
The leaders should be able to present an
effective message for generating motivation,
inspiration and enthusiasms.

20. Conclusion
So it is too clear to articulate our analysis that
the given case study is about how to solve a
communal problem through building up a
factual coalition.