ERIC ED350407: Building Coalitions.

58 Pages·1992·1.5 MB·English

by  ERIC

DOCUMENT RESUME
CE 062 038
ED 350 407
Building Coalitions.
TITLE
Ohio State Univ., Columbus. Cooperative Extension
INSTITUTION
Service.
PUB DATE
92
58p.; Developed by the Ohio Center for Action on
NOTE
Coalition Development for Families and High Risk
Youth.
Information Analyses (070)
PUB TYPE
MF01/PC03 Plus Postage.
EDRS PRICE
At Risk Persons; Community Action; Community
DESCRIPTORS
Services; Conflict Resolution; *Cooperative Programs;
*Coordination; Cultural Differences; Evaluation;
Extension Education; Fund Raising; Goal Orientation;
Grantsmanship; Group Dynamics; High Risk Students;
Needs Assessment; NetworLs; Organization;
Organizational Communication; Organizational
Effectiveness; Postsecondary Education; Private
Financial Support; Private Sector; *School Community
Relationship; Secondary Education; Youth; Youth
Programs
IDENTIFIERS *Coalitions
ABSTRACT
This series of 16 fact sheets provides information on
topics related to coalition development. Each ends with a summary and
list of references. The fact sheets cover the following topics:
(1)
understanding of the terms and some reasons for building coalitions;
(2) a coalition facilitator guide with information on the role and
qualities of the facilitator and on factors that inhibit coalitions;
(3) the principles that relate to effective coalition functioning;
(4) a process for coalitions to develop a course of action for
establishing realistic goals/objectives and a method to establish
(5) recommendations for
realistic goals set by the coalition;
communication, including group facilitation skills and cohesiveness
(6) communication and methods of
and the decision-making process;
(7) evaluating the collaboration process;
communication;
(8)
(9) needs assessments;
fundraising and grant writing;
(10)
(11) the structure or
suggestions for mobilizing the community;
construction of a coalition; (12) "turf issues" as one source of
organizational tension and suggestions to avoid and solve turf
(13) the problem-solving process; (14) coalitions that are
battles;
truly culturally diverse and serve diverse populations;
(15)
networking; and (16) how to tap private sector resources. (YLB)
Reproductions supplied by EDRS are the best that can be made
from the original document.
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The Ohio Center For Action On Coalition Development
Introduction
indirect. Some partners may benefit more than
This is the first in a series of fact sheets
others. It is essential that each partner recognize
compiled by The Ohio Center for Action on
that the benefits will outweigh the costs of
Coalitions and lays the groundwork for future
participation. (Dluhy 1990)
fact sheets.
Advantages and
Advantages
The advantages of collaborating most fre-
Disadvantages
quently are: more effective and efficient delivery
Collaboration with other youth-serving
of programs. professional development im-
organizations can be an effective and rewarding
proved communication, elimination of duplica-
method of reaching young people. But. collabo-
tion, increased use of programs, improved public
rating with other groups is a double-edged sword
image. better needs assessment, consistency of
with both advantages and disadvantages. Both
information and increased availability of re-
should he weighed before entering a collabora-
sources.
tive effort. If the benefits don't outweigh the
Collaboration can open a vast complement of
costs, collaboration should not take place.
resources to the innovative administrator new
The advantages of entering a collaborative
staff skills, knowledge, equipment and facilities,
effort may he immediate or long term. direct or
and services. These may he available at other
Definitions
Network
Alliance
Individuals or organizations
Individuals or organizations
who share information, ideas, resources or
working together in a common effort for a
goals to accomplish individual or group
common purpose to make more effective
and efficient use of resources. a coalition.
goals.
Networking
Coalition
Individuals or organizations Individuals or organiza-
working together in a common effort for a tions sharing information. ideas. resources
or services to accomplish individual or
common purpose to make more effective
group goals.
and efficient use of resources, an alliance.
Partner
Collaboration
The process of individu-
An individual or organization
working with others to accomplish a
als or organizations sharing resources and
common goal with a shared sense of
responsibilities jointly to plan. implement
purpose and sharing responsibility for the
and evaluate programs to achieve common
outcome.
goals.
Partnership
Cooperation
Individuals or organiza- Individuals or organiza-
tions working together in a side-by-side
tions associating to accomplish a common
effort to accomplish a common goal with a
tioai.
Coordination
shared sense of purpose and a shared
Individuals or organiza-
responsibility for the outcome.
tions working together to accomplish a
common goal.
"PERMISSION TO REPRODUCE THIS
U S. DEPARTMENT OF EDUCATION
()nice of Educations. Research and irnorn.ement
M t.-ERIAL HAS BEEN GRANTED BY
MIMS
ED` CATiONAL RESOURCES INFORMATION
CENTER 'ERIC!
This Document nas Ocen reproduced as
ieceivea Iron, Ire person or organization
Introduction
o.g.nalino rt
Minor cnanoes nave been "ode to improve
reoroOuction ouliify
Points of vie. 0 -ooniOnsState0.515,5
A4 TO THE EDUCATIONAL RESOURCES
'none oo not necessarily iroreseni official
INFORMATION CENTER (ERIC)."
OERI position or policy
Due to limitations of resources.. some groups
agencies. Combining the resources of two or
who would be valuable partners are unable to
services
more agencies can help to deliver more
cooperate. Devoting resources to a collaborative
for the same money or the same services for less
effort may take away from other high priority
duplicate
money. The economics of scale, fewer
projects.
will
programs and improved cost-benefit ratios
Sometimes a coalition may take a position
make the delivery of programs more effective
that is inconsistent with the policy of one of its
and efficient. (Rossi 1982)
partners. This may cause the partner to be
Staff members will grow professionally by
uncooperative. ineffective or to withdraw from
meeting with colleagues from other agencies.
the coalition.
They will be exposed to new methods and ideas
During a crisis with a partner or the coalition.
that may benefit them. They may be made aware
cooperation among members may decrease.
of new resources that are available and how to
Member organizations are sometimes faced with
obtain them for their programs.
changes within their organization such as budget
Improved communication between agencies
short-
cuts. changes in administration or other
will result in all partners providing more consis-
term changes that affect their commitment.
Shared
tent and reliable information to the client.
Withdrawal of support by a key member or
information can mean increased use of programs
outside pressures from individuals or groups who
and more public support. Agencies can share
disagree with or don't understand the coalition's
information about policy and legislative issues
the
purpose may cause a crisis. This may strain
that effect their clientele groups. A better under-
partnership.
standing of work done by others may help when
directing clients who need critical information.
Summary
Better communication between agencies will
provide a better evaluation of the total impact of
This fact sheet provides an understanding of
programs.
the terms and some reasons for building coali-
Coordinated needs assessment can be a
tions. It is intended to help individuals to better
benefit of collaboration. Service providers who
by the
use the .series of fact sheets developed
work together can identify gaps in programs.
Ohio Center for Action on Coalitions. Comments
They also can see critical widespread problems
and ideas for improvement of this series are
and rate issues for the most efficient use of
welcomed.-
available resources.
Disadvantages
References
Some disadvantages of collaborations are:
Some
Black, Terry R. "Coalition Building
turf protection and mistrust. slow decision-
Suggestions." Child Welfare (May-June 1983).
making, limited resources, diverted resources
Dluhy. Milan J. Building Coalitions in the
from priority issues, an assumed position contrary
Human Services. Newbury Park. California: Sage
to policy and decreased level of cooperation
Publications. 1990.
among collaborators during a crisis.
Et ling, Arlene. "Multiplying Partnerships."
Turf protection and mistrust are complex
Journal of Extension (Fall 1986).
issues that must he overcome. If a collaborator
McLendon. Ellawese B. "Networking Opens
doesn't trust his or her partners. he or she will
Doors" Journal of Extension (Spring 1988).
There
not he as open and receptive to new ideas.
"Partnerships for the Future." Conference
will not be a willingness to share resources and
Proceedings. Department of Social and Health
burdens.
Services. Washington State. April 1987.
If the group must reach a consensus to act on
Rossi. Robert J.. et al. Agencies Working
an issue. it may take time. Many partners may not
Together. A Guide to Coordinating and Planning.
be able to go forward without approval of a
Beverly Hills. California: Sage Publications. 1982.
higher authority or more study. Depending on
Wisconsin State Department of Public In-
how well the group communicates or how often
struction. Planning for State Solutions to the
it meets, decision by consensus could make
Problems of Youth at Risk. Final Report. Fall
acting on a problem slow and ineffective.
1988. Bulletin No. 92H. Madison. Wisconsin:
Wisconsin State Department of Public Instruction.
January 1989.
Introduction
2
3
Ohio Cooperative Extension Service
1992 The Ohio State University
The Ohio State University
Building Coalitions is developed by The Ohio Center For Action on Coalition Development for
Families and High Risk Youth. Richard Clark. Ph.D.. Director.
Authors
Daney Jackson, Graduate Associate. The Ohio Center For Action on Coalition Development,
Ohio Cooperative Extension Service. The Ohio State University.
William Maddy, Administrative Assistant. The Ohio Center for Action on Coalition Development,
Ohio Cooperative Extension Service. The Ohio State University.
All educational programs and activities conducted by the Ohio Cooperative Extension Service are available to all potential
clientele on a nondiscriminatory basis without regard to race. color, creed. religion, sexual orientation. national origin, sex,
age, handicap or Vietnam-era veteran status.
6/92-1M-97832
Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914. in cooperation with the U.S.
Department r;f Agriculture, Keith Smith, Acting Director of the Ohio Cooperative Extension Service, The Ohio State
University.
Introduction
3
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The Ohio Center For Action On Coalition Development
Coalition Facilitator Guide
the objective of the group. Being alert and
Coalitions and collaborations don't just
sensitive to the fine line between diver-
happen. They come about because of a common
sionary and related, helpful discussion.
problem and goal. But, it still takes a person (or
Discussing controversial issues thoroughly.
small group of persons) to provide the impetus
Rather than pushing things through,
to bring a group together and start things mov-
attempt to reach a consensus.
ing.
Being aware of decision-making processes
This person (or persons) may or may not
and those used by other coalition mem-
also assume the role of facilitator.
bers.
The facilitator conducts meetings, is able to
bring diverse ideas together, also helps the group
Qualities of Facilitators
in working toward mutually identified and
achievable goals. Also, the facilitator should be
If the coalition is to succeed, the
cilitator
perceived by the coalition participants as trusted
must recognize the usefulness and importance of
and neutral.
sharing with others across and within systems.
Qualities of a successful facilitator are:
Role of the Facilitator
A positive mental attitude, especially when
people predict failure before the project is
The most important role of the facilitator is to
given a chance to succeed.
lay the groundwork for trust to grow as the
Strong commitment to the goals of the
partnership develops. Openness and informality,
group.
the absence of "power plays," and sharing ideas
Ability to listen and reflect on what was
help create on-going relationships. The facilitator
presented.
builds a foundation of trust and commitment by:
Neutrality. If controversial issues arise, he
Teaching people to think in new ways
or she needs to ensure everyone in the
about sharing information and resources.
group has equal opportunity to express
Establishing brainstorming sessions to
their views in an atmosphere of comfort
allow all ideas to flow without worrying
and confidenc.-.
about methodology.
Awareness of what is not being said and
Helping tie together various comments.
how to have it stated.
questions and concerns raised in discus-
Awareness of when to facilitate and when
sion.
Being sure everyone is aware of decisions
t,_, participate.
Ability to "seize the moment." When to
being reached.
conclude the discussion and move to the
Involving the "quiet" people during the
next step by consensus.
meetings.
Good interpersonal communication skills
Being process and goal oriented. Keeping
including equal treatment and listening.
the meetings and discussion focused on
Coalition Facilitator Guide
A lip for the Facilitator
Factors Which Inhibit
Coalitions
Keep a journal. It can:
Track the process of coalition develop-
Competitiveness.
ment. It will help analyze. compare and
Dominating rather than shared leadership
determine overall progress.
that discourages group decision making.
The abilities of the facilitator can deter-
Inflexibility in scheduling meetings and
mine the success of a coalition group.
activities.
Walking the tightrope of neutrality, devel-
Lack of understanding about how schools
oping trust, and guiding the group toward
and community agencies operate.
consensus goals will go a long way
Hidden agenda for personal advancement.
toward having a successful coalition.
Cynicism about the advantage of informa-
tion sharing.
References
Time constraints and pressure to "push
things through" without giving adequate
Miller, S. M. Coalition Etiquette; Ground Rules
time for discussion and to work through
for Building Unity, Boston University.
conflicts.
Robinson, Estelle R. and Aleta You Mastny.
More emphasis on talking than listening.
Linking Schools and Community Services: A
Preferring to do things alone rather than
Fall of 83, vol.
Practical Guide, Social Policy
spending time negotiating.
14. No. 2. Rutgers University. 1989.
Prescribing actions for a partnership
(coalition) from the top down.
Lack of procedure for making decisions
and solving disagreements when they
emerge.
Ohio Cooperative Extension Service
The Ohio State University
© 1992 The Ohio State University
Building Coalitions is developed by The Ohio Center For Action on Coalitions for Families and
High Risk Youth. Richard Clark, Ph.D., Director.
Authors
Charles H. Bell, Associate Professor, District Specialist, 4-H, Ohio Cooperative Extension Service,
The Ohio State University.
Penne Smith, County Extension Agent. 4-H, CNRD/Chair, Ohio Cooperative Extension Service,
The Ohio State University.
All educational programs and activities conducted by the Ohio Cooperative Extension Service are available to all potential
clientele on a nondiscriminatory basis without regard to race. color, creed, religion, sexual orientation, national origin, sex,
age, handicap or Vietnam-era veteran status.
6/92-1M-97832
Issued in furtherance of Cooperative Extension work. Acts of May 8 and June 30. 1914, in cooperation with the U.S.
Department of Agriculture, Keith Smith, Acting Director of the Ohio Cooperative Extension Service, The Ohio State
University.
Coalition Facilitator Guide
2
6
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UNIVERSITY
Coalitions
The Ohio Center For Action On Coalition Development
Coalition Functioning
A Committee in Disguise
member should have input into goals,
Starting and maintaining a coalition is no big
methods and decisions, as well as
mystery. It is similar to starting and maintaining a
discussion.
committee where there is a need and people
Ownership
Feeling a part of the
interested in finding a solution. The United States
coalition and responsiblity for some
started as a coalition of colonies with a need
action is an important result of partici-
(problem) and people interested in finding a
pating in the decision-making pro-
solution.
cess.
Delegation
Delegate to each entity
Though the functions of a committee and a
a part they can control. That provides
coalition are very similar, the word "committee"
an opportunity for individual accom-
may need to be avoided. Negative comments
plishments as well as contributes to
have often been made about committees. For
the overall success of the coalition.
example: "The camel is just a horse put together
Efficient, Effective Meetings
by a committee." "The fewer committee meetings
Keep the meetings moving toward the
the better." "Too much of my day is used up in
agreed goals. Each should show
useless committees."
progress toward the overall target(s)
Elements for Success
and participants should recognize this
progress when they leave.
Common Goals
What is the
Process and Pattern
Establish a
expressed need (or "problem equals
format for conduct of meetings and
.
.") the group agrees is a priority.
decision-making early in the develop-
.
What is the desired change? These
ment of the coalition.
need to be understood by all in-
Shared or Situational Leadership
volved.
It is important that many persons
Communication
Use common
or groups share leadership responsi-
language that everyone can under-
bilities.
stand. Avoid professional jargon. Each
While attention to group goals and objectives
member needs to know what is
is essential. developing and maintaining commit-
taking place and what is expected.
tees and coalitions is also an interpersonal
For example. minutes of meetings
process. This requires close attention to group
should he distributed to all members.
process and skills.
Each Member is Important to the
Coalition
Each participant should
SUM/nary
be able to perceive themselves as an
The principles that relate to effective coalition
important part of the whole, contrib-
functioning coincide with the principles of
uting to its success.
Opportunity to Participate
effective committee functioning.
Each
Coalition Functioning
7
Lippitt, Ronald and Jon Van Till, "Issues.
References
Imperatives, Potentials," Journal of Voluntary
Benard, Bonnie. "Collaboration Fosters Cre-
Action Research (July- December 1981).
ative Problem Solving." Western Center News
Schindler-Rainman, Eva, "Toward Collabora-
(March 1991).
Risks We Need to Take." Journal of
tion
Lippitt, Ronald and Jon Van Till, "Can We
Volunteer Action Research (July-December 1981).
Achieve a Collaborative Community ?," Journal of
"Treatment: Building Child Service Partner-
Voluntary Action Research (July-December
ships," Children and Teens Today (December
1981).
1990).
Ohio Cooperative Extension Service
The Ohio State University
1992 The Ohio State University
©
Building Coalitions is developed by The Ohio Center For Action on Coalition for Families and
High Risk Youth, Richard Clark, Ph.D., Director.
Authors
Charles H. Bell, Associate Professor, District Specialist, 4-H, Ohio Cooperative Extension Service,
The Ohio State University.
Development,
Penne Smith, County Extension Agent, 4-H. Community and Natural Resource
Chair. Ohio Cooperative Extension Service, The Ohio State University.
All educational programs and activities conducted by the Ohio Cooperative Extension Service are available to all potential
origin, sex,
clientele on a nondiscriminatory basis without regard to race, color, creed, religion, sexual orientation, national
age, handicap or Vietnam-era veteran status.
6/92-1M-97832
Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in cooperation with the U.S.
Department of Agriculture, Keith Smith, Acting Director of the Ohio Cooperative Extension Service, The Ohio State
University.
Coalition Functioning
2
8
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The Ohio Center For Action On Coalition Development
Coalition Goal Setting
Your Road Map to Success
Characteristics of Goals
Before you start a trip, you may need a road
map to tell you how to get to your destination. A
It is important that members of the coalition
coalition also should have a plan for how they
keep certain characteristics in mind as they
want to meet their goals. This fact sheet will help
develop goals. As each is developed, put it to the
develop your plan as a coalition, to be success-
test. Does it include the following characteristics?
ful.
Goals must be:
This fact sheet will:
They should describe
Believable
Provide a process for coalitions to de-
situations or conditions that the coalition
velop a course of action for establishing
believes can be achieved. Avoid the "pie-
realistic goals/objectives.
in-the-sky" goals that members do not
Provide a method to accomplish realistic
believe nor find possible to do.
goals set by the coalition.
It should be possible to do
Attainable
the goals in the designated time.
Definitions
The goals should be capable
Tangible
of being understood or realized.
These terms are important to understand
On a Timetable
A completion date
as you work with coalition members to de-
should be included in the goal statement.
velop goals.
The goals must allow all
Win-Win
Goal/Objective
A specific result
members of tl--_ coalition to be successful.
desired in a certain amount of time.
After the goals have been established, allow
Component to do
Short-Term Goal
the members to review them before they are
over a short period. It also may lead to
written in final form. Input and acceptance is a
accomplishment of a long-term goal of
vital ingredient to successfully accomplishing the
the coalitions. Short-term goals may
group's goals.
include the individual goals of the
different organizations.
Establishing Coalition
Component to do
Long-Term Goal
Goals
over a long period. The long-term goal
should include the complete goals
By the time goal setting takes place members
decided by the coalition.
or organizations should have already participated
Group Goal
A goal determined by
in a needs assessment. From this, the group:
members of the coalition that will
Develops a list of priorities (worksheet on
further the cause of the group. It is
brainstorming).
blend of individual goals.
Shares what problems or needs are being
Individual Goal
A goal determined
addressed by their agency/ organization
by an individual coalition member that
( individual goals).
will he his or her contribution to the
Identities group goals. Finds new prob-
complete goal of the coalition.
lems to address and enhances present
work on problems.
Coalition Goal Setting
Goals are turned into action by working from
Group goals need to be a blend of individual
the long term to the short term. Decide what
goals. It is vital that all members of the coalition
must be done and in what order. Next decide
participate in goal development. This will:
what will he done during a specific period.
Help meet members' needs and interests.
Design small, specific "bite-size" programs and
Show how individual action can lead to
activities that support the short-term goals. If
group goals.
order is important, decide a sequence for your
Stimulate cooperation and commitment.
activities. These questions will help:
It is also important for all coalition members
Where does the group want to be in one
to:
year? Six montns?
Allow each group member to keep their
What "bite-size" programs or activities will
identity and specialties. Draw on each
move the coalition toward this position?
other's strengths.
40 What program or activity should be done
Not allow hidden agendas to jeopardize
at the next meeting?
the work of the coalition. Members should
be honest, up-front and willing to modify
Summary
their ideas for the goals of the coalition.
Recognize everyone for their involvement.
The general goal of a coalition is the positive
A coalition is a cooperative effort to
change in people and programs. By developing
address a problem and the same is true
sound goals. the coalition will have a road map
for the recognition.
that will enable you to address issues of today
and tomorrow.
Tkirning Goals Into
Action
References
Hartford, Margaret E. Groups in Social Work,
It is vital for the coalition members to write
New York: Columbia University Press, 1971.
the group's goals. Goals that are in one's head
Hull, Lorie. Goalsetting: Your Road Map to
are merely dreams, but written goals are a com-
Success. Cassette Recording No. 332. National
mitment.
Press Publications, Inc.
Ohio Cooperative Extension Service
© 1992 The Ohio State University
The Ohio State University
Building Coalitions is developed by The Ohio Center For Action on Coalitions for Families and
High Risk Youth, Richard Clark, Ph.D.. Director.
Authors
District 4-H Specialist. Ohio Cooperative Extension Service,
Charles Bell, Associate Professor,
The Ohio State University.
William Smith, Associate Professor, District 4-H Specialist. Ohio Cooperative Extension Service.
The Ohio State University.
Jeffrey King, Assistant Professor. Assistant State Specialist. Staff Development. Ohio Cooperative
Extension Service. The Ohio State University.
All educational programs and activities conducted by the Ohio Cooperative Extens'on Service are available to all potential
clientele on a nondiscriminatory basis without regard to race, color. creed, religion, sexual orientation, national origin, sex,
age, handicap or Vietnam-era veteran status.
6/92-1M-97832
Issued in furtherance of Cooperative Extension work, Acts of May 8 and June 30, 1914, in cooperation with the U.S.
Department of Agriculture. Keith Smith, Acting Director of the Ohio Cooperative Extension Service, The Ohio State
University.
Coalition Goal Setting
2
10