Coalition Building Toolkit


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This toolkit is a supplement to the "Working Together Works" Coalition Building Workshop

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Coalition Building Toolkit

  1. 1. Coalition Building Abbreviated Toolkit (This toolkit supplements the materials covered in the “Working Together Works” – Coalition Building Workshop) Developed by: ©2013 The Weathers Group. All rights reserved.
  2. 2. Table of Contents: 1. Glossary of Common Terms 2. Member Agreement 3. Do’s and Don’ts 4. c-Harmony Relationship Checklist 5. Types of Relationships 6. Crossing the Stakeholder R.I.V.E.R. Pg 3 Pg 5 Pg 6 Pg 7 Pg 9 Pg 10 ©2013 The Weathers Group. All rights reserved.
  3. 3. Glossary of Common Terms Term Advocacy Capacity Chairperson Coalition Facilitator Goal Individual member Lead Agency Member Organization Definition The act or process of pro-actively supporting a cause through education, awareness, and information. The knowledge, skills, ability and resources to fulfill your mission The chairperson has the primary responsibility as spokesperson for the coalition. He or she may sign letters and act as the primary liaison between the community and the coalition. The chairperson does not necessarily have to be from the lead agency. Frequently, the chairperson also acts as the facilitator. A formal arrangement for collaboration between groups or sectors of a community, in which each group retains its identity, but all agree to work together toward a common goal. The facilitator is responsible for running the coalition's meetings. This person should be knowledgeable in group dynamics and comfortable with the task of including disparate members in group interactions, fostering group discussion, and resolving disagreements within the group. As with the chairperson, the facilitator does not necessarily have to be from the lead agency. A broad-based, mission-related statement of what the organization hopes to achieve and is qualitative in nature. Individual members are those people who do not represent a specific organization within the coalition. They often join the coalition for reasons of personal or professional interest in the issue. The lead agency convenes the coalition and assumes significant responsibility for its operation. However, the lead agency does not control the coalition. The "lead agency" should recognize the amount of resources necessary to initiate and maintain the coalition and the importance of respecting the differences between the coalition's and the lead agency's perspectives. Member organizations are those organizations that participate in coalition activities and send a designated representative to coalition meetings. In some coalitions, "member" is an official designation; some organizations may choose to become official members and others may participate on an ad hoc or informal basis. Mission Statement A declaration of an organization’s core or fundamental purpose. It describes “what” you do and “who” you do it for. It answers the question – “Why do we exist?” Objectives Objectives are specific, measurable statements of what will be done to achieve goals within a specific time frame. (Specific, Measurable, Achievable, Relevant, and Time-Bound) Outcomes Desired changes or end results, normally relating to attitudes, knowledge, skills, behaviors, or conditions. Representatives Representatives are staff from member organizations that are selected to participate in the activities and meetings of the coalition. Ideally, these people have an interest in the problem, and their activities on the coalition comprise part of their regular job responsibilities. Staffing Staffing refers to the support functions necessary to make the coalition work (e.g. planning meetings, preparing agendas). Staffing is typically a responsibility of the lead agency. A steering committee is a small subgroup of the coalition that takes primary Steering committee ©2013 The Weathers Group. All rights reserved.
  4. 4. Strategic Planning Strategy Sustainability SWOT Analysis Tactics Turf Values Statement Vision Statement responsibility for the coalition's overall direction. Typically, the steering committee will include the coalition chairperson and a representative from the lead agency. The steering committee may also include subcommittee chairpersons and representatives from other organizations that have a major commitment to the coalition's objectives. Steering committees sometimes plan meetings and may provide decision making between regular coalition meetings. The process of developing and following a roadmap that sets and guides direction from where you are to where you want to be. The effective use of resources to execute a plan of action and all of the interrelated activities necessary to achieve a desired goal. Adequate resources to continue your mission. A strategic planning tool that examines the internal (strengths and weaknesses) and external (opportunities and threats) environment of an organization to identify key issues and determine strategies. Detailed maneuvers or actions taken to achieve objectives. The means by which a strategy are carried out. Turf refers to the "territory" an organization feels is rightly its own. Areas of turf include geographic areas, specific issues, and funding sources. Frequently, "turf battles" - disagreements over who will work in a particular region or who will apply for a particular grant - arise in coalitions. A listing of the Non-negotiable principles we will not compromise that guide our decision-making. Shared beliefs that shape an organization’s culture and priorities. An inspirational statement that provides an aspirational image of the future. A broad, but brief, description of the desired future. ©2013 The Weathers Group. All rights reserved.
  5. 5. __________________________________ Coalition Coalition Member Agreement As a member of ___________________________, I am fully committed and dedicated to the mission and have pledged to carry out this mission. I understand my duties and responsibilities, which include the following: I am expected to actively participate in the development and implementation of all plans and strategic efforts. I am expected to participate in professional development opportunities offered to coalition members. I accept the coalition’s bylaws and operating policies and understand that I am accountable to the other members of the coalition. I am expected to demonstrate the character and competency consistent with being a member of this coalition. I will give what is for me a significant personal financial donation. I may give this as a one-time donation each year, or I will pledge to give certain amounts several times during the year. I will dedicate a minimum of ___________ hours per month toward the work of this coalition. . I will actively engage in recruiting members and in fund raising for the coalition. This may include individual solicitation, undertaking special events, writing email appeals, etc. I am making a good faith agreement to do my best to raise support for this coalition. I will attend coalition meetings and be available for phone consultation. I will attend and support the major coalition events. If I am unable to meet my obligations as a coalition member, I will inform the Chair immediately. Coalition Member Signature/Date: ___________________________________________ Coalition Chair Signature/Date: _____________________________________________ ©2013 The Weathers Group. All rights reserved.
  6. 6. Coalition Do’s and Don’ts Do: Be inclusive – don’t limit the types of organizations and individuals to approach for membership, based upon your personal interests. If it’s a “community” coalition, invite the community stakeholders, even those who have a different opinion than you. Develop relationships beyond your comfort zone. Define coalition purpose, structure, and processes. Use technology (i.e. Social Media) to your benefit. Understand the needs and concerns of each prospective members and organizations. Make sure everyone understands what the coalition is trying to accomplish and how you think they can help. Larger organizations usually need time to plan and include coalition activities within their current work. Be patient -- this seems to be a recurring theme, but a necessary one. Be very clear about the roles and responsibilities of the coalition. People need to understand what is expected of them. They can help develop a work plan, but that should be included in their roles and responsibilities. Ambiguity only leads to confusion and this can cause people to drop out of the coalition. Develop specific activities for members to accomplish. The best way to keep people involved and motivated is to give them responsibilities to fulfill and make sure their tasks are short and sweet. Ask for ideas, suggestions, and help. When asking for help and assistance, the organizer or leader needs to be a facilitator, not a speaker. That individual also needs to make sure all coalition members offer their views, and that people who might be shy are called upon to give their opinions. Keeping track of every suggestion. Make sure that everyone’s opinion and view is counted. Let people know their opinions are valued and their contribution is important. . Keep the lines of communication open. Consistently keep your members informed and up-todate. Don’t: Allow funding to de-rail your coalition efforts and cause mission drift. Expect everybody to drop everything to join your coalition. Trick people into serving on your coalition. Tell them the Good, the Bad and the Ugly up front. Be demanding – you can make anyone do anything. Patience is a virtue in Coalition building. Violate the trust of members and/or the community at large. Confuse people -- state plans clearly and concisely. Lecture -- you are not in a classroom. If you’re facilitating this effort, you need to listen more than you talk. Waste time -- people are too busy. Forget reminders - when sending out a meeting notice, follow-up with a phone call the day before the meeting to remind people. Forget newsletters, minutes, and regular updates. ©2013 The Weathers Group. All rights reserved.
  7. 7. c-Harmony Relationship Checklist Each of the following factors influences the collaborative relationship process. After reading a brief description for each indicator place an X in the box that best reflects your opinion of how your effort is performing and progressing. Indicators Strongly Agree Somewhat Agree 1. Organizational Visions are congruent. 2. Organizational Missions are complimentary. 3. Organizational Values are aligned. 4. Organization’s programs and initiatives are complimentary. 5. Relationship goals are clear. 6. Each entity brings something of value to the table. 7. Roles, Responsibilities, and Expectations have been clearly identified, documented, and agreed upon. 8. Risks and Rewards have been identified, considered, and weighed. 9. A signed memorandum of agreement has been developed, approved, and signed by both parties. 10. Leadership is open, forward thinking, and willing to question the status quo. 11. Leadership is engaged, enthusiastic, and supportive of this effort. 12. There is a primary point of contact dedicated to this effort. (This effort compliments their current work.) 13. The mission of the organization(s) is greater than the ego(s) of the key decision makers. 14. Staff is engaged, enthusiastic, and supportive of this effort. 15. There is a spirit of high-trust. 16. An existing or impending specific issue will be addressed. 17. Common target audience 18. Market reach and penetration will improve. 19. Outputs and deliverables have been determined. ©2013 The Weathers Group. All rights reserved. Neither Agree or Disagree Somewhat Disagree Strongly Disagree
  8. 8. Indicators Strongly Agree Somewhat Agree Neither Agree or Disagree Somewhat Disagree Strongly Disagree X1 = x 2= x3 x 4= x 5= 20. Outcomes have been established. 21. Success indicators and measures have been established. 22. Access and availability of resources (human, in-kind, financial, physical, environmental) is increased. 23. Community image is enhanced by this effort. 24. There is an exit strategy for terminating the collaboration, alliance or partnership. Sub Total: Grand Total ________________________________ Score: 0 – 50: Healthy and Strong 51 – 75: Viable, but in need of some attention 76 – 100: Critical, in need of urgent care 100 – 125: Terminal, imminent demise ©2013 The Weathers Group. All rights reserved.
  9. 9. Types of Relationships Community Linkages - Choices and Decisions Levels Purpose * Dialog and common understanding Networking * Clearinghouse for information * Create base of support Structure * Loose/flexible link * Roles loosely defined * Community action is primary link among members Process * Low key leadership * Minimal decision making * Little conflict * Informal communication * Central body of people as communication hub * Match needs and provide * Semi-formal links Cooperation coordination * Roles somewhat defined or Alliance * Limit duplication of services * Links are advisory * Ensure tasks are done * Group leverages/raises money * Facilitative leaders * Complex decision making * Some conflict * Formal communications within the central group * Central body of people Coordination * Share resources to address consists of decision makers common issues * Roles defined or * Merge resource base to * Links formalized Partnership create something new * Group develops new resources and joint budget * Autonomous leadership but focus in on issue * Group decision making in central and subgroups * Communication is frequent and clear Coalition * Share ideas and be willing to pull resources from existing systems * Develop commitment for a set period of time * Accomplish shared vision and impact benchmarks Collaboration * Build interdependent system to address issues and opportunities * All members involved in decision making * Roles and time defined * Links formal with written agreement * Group develops new resources and joint budget * Shared leadership * Decision making formal with all members * Communication is common and prioritized * Consensus used in shared decision making * Roles, time and evaluation formalized * Links are formal and written in work assignments * Leadership high, trust level high, productivity high * Ideas and decisions equally shared * Highly developed communication *Source: Community Based Collaborations- Wellness Multiplied 1994, Teresa Hogue, Oregon Center for Community Leadership ©2013 The Weathers Group. All rights reserved.
  10. 10. Crossing the STAKEHOLDER R.I.V.E.R. Issue: _____________________________________________________ Organization/ Role Interest Values Individual: ©2013 The Weathers Group. All rights reserved. Expectations Rights