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HOW TO BUILD AND SUSTAIN AN EFFECTIVE COALITION

HOW TO BUILD AND SUSTAIN AN EFFECTIVE COALITION. Bob Kaplan , Director: CAUSE – NY A division of the Jewish Community Relations Council of New York. Introduction. What is JCRC? ( 3 short points ) Describe RGK’s personal experience with coalition building.

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HOW TO BUILD AND SUSTAIN AN EFFECTIVE COALITION

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  1. HOW TO BUILD AND SUSTAIN AN EFFECTIVE COALITION Bob Kaplan, Director: CAUSE – NY A division of the Jewish Community Relations Council of New York

  2. Introduction • What is JCRC? (3 short points) • Describe RGK’s personal experience with coalition building. • “Housekeeping” issues (length of session, breaks, restrooms, etc)

  3. “Incremental, Achievable and Sustainable” The Coalition Mantra • Never create unreal or unachievable expectations • Always keep coalition or agency capacity in mind when planning

  4. Why Are We Here Today? • To understand the multiple purposes of coalitions and identify whether a coalition Is, or is not, appropriate for your organization’s goals • To plan the concrete steps that you will need to take before beginning your coalition • To implement the coalition with a solid grasp of how to avoid the pitfalls that cause many coalitions to fall apart, and • To sustain the coalition until its goals have been achieved.

  5. Why Build A Coalition? • To address a specific issue OR to establish a meaningful relationship • Several types of coalitions: • To respond to a crisis (September 11th, Crown Heights) • Intended to be temporary. • To address a discrete, non-emergency issue (local sanitation dumping) • Intended to be temporary. • To establish relationships in a non-threatening context- “Long-term quality of life” (Northern Queens Health Coalition) • Long-term intent. Goals may change over time to adapt to needs of coalition members (March of Dimes - polio to birth defects)

  6. What Kind of Coalition Should I Build? • Decide: Address symptoms only (e.g., post-Sept. 11th security concerns) or underlying cause (e.g., causes of disaffection leading to acts of terrorism)? • Factors to consider in making decision: • **Capacity** (what goal can the organization realistically achieve?) - e.g., Far Rockaway • Nature of situation (recurring, one-shot, short-term, long-term) • Resources available to address situation • Demographics (who involved / affected) • Develop a business plan / vision

  7. Who Should I Invite To Help Me Develop the Coalition? • N.B., This refers to the coalition’s “informal planning committee,” not to the ultimate roster of coalition members. Ideally, this committee will be made up of one to ten entities. • Make list of: • (1) Actual “stakeholders,” (North Shore Medical) or • (2) People who perceive themselves to be stakeholders. (Photo Op Leader) • “Will we need this group later on in order to achieve our goals?” If so, consider including. (Examples: Child Health Plus, New York Hospital/ Booth Memorial)

  8. ***WHAT MESSAGE DO WE WANT TO SEND?*** • Informal planning committee promotes common articulated vision • This is your most important inquiry - always. • Others will infer your message from every decision that you make.

  9. Building The Coalition: The Five Preliminary Steps • Decide who to invite to the first coalition meeting • Decide where to hold the meeting • Decide when to hold the meeting • Send out invitations to the meeting • Create an agenda for the meeting

  10. Building The Coalition: The Five Preliminary Steps • For each step: DO YOUR HOMEWORK

  11. Step 1: Decide Who To Invite • Use the same analysis described above re: creation of the informal planning committee • Beware of excluding groups that will be necessary players to achieve your goal • Groups representing institutional changes • Groups representing service changes (e.g., aging population, immigrants) • Make sure all stakeholders are represented • Determine coalition size: small (<12) or large • Have informal, “pre-meeting” meetings with key players if appropriate

  12. Step 2: Select the Location • Overriding inquiry: What message am I trying to send? Symbolism matters! • Whose turf? Possible “neutral” options: libraries, schools • Places to avoid: Religious institutions (can alienate), restaurants (expense) • Consider significance of site to target group (Example - Rockaway Beach Club) and stature of office (Example - City Hall) • Consider sensitivity / “cultural competence” issues (Example – house of worship) • Consider logistics (cost, parking, layout of room, room size (to look full), coffee / refreshments). If possible, avoid auditoriums.

  13. Step 3: Select the Date and Time • Overriding inquiry: What message am I trying to send? Symbolism matters! • Check calendar -- no conflict with religious or cultural holidays • Assess target audience before selecting time (shoot for uniformity of attendants): • Professionals - usually attend meetings during day (e.g., 10:00 a.m.) • Lay leadership - tend to prefer evening meetings • Breakfast meetings - usually well attended

  14. Step 4: Send Out the Invitations • Overriding inquiry: What message am I trying to send? Symbolism matters! • Send written invitations - conveys professionalism. • Select letterhead / stationery. • Consider creating new letterhead with coalition’s name. • Have a “hook” - e.g., listing names of influential sponsoring organizations to suggest worthwhile networking opportunities to attendants • Consider including printed information (e.g., articles) for background • Consider making confirmatory phone calls before meeting.

  15. Step 5: Create the Agenda and Draft Mission Statement • Mission statement (in draft form) • Should focus issues and goals but also avoid appearing that all decisions are final and have already been made • Restate common articulated vision • Less is better than more

  16. Step 5: Create the Agenda and Draft Mission Statement • Agenda for first meeting - should include introductions, ground rules, mission statement, governance (possibly), and action items / next steps • Consider sending out to key players (“insiders”) before first meeting

  17. Common Pitfalls in Pre-Coalition Stages • Lack of money • Too much money • Inviting the wrong leaders • No common articulated vision • Impatience • Not considering symbolism

  18. The First Coalition Meeting • “What’s In It For Me?” - make participants feel time spent was worth it (e.g., provide time for networking) • Obtain contact info / business cards for list • Designate pro temp chair (strong but diplomatic) • Follow agenda • Introductions • Ground Rules - **Mutual respect is most important.** • Finalize mission statement - if discussion exceeds 5-10 minutes, delegate to a committee of volunteers (e.g., Northern Queens Health Coalition vs. Greater Southern Brooklyn) • Obtain consensus re: target audience and geographic scope [need examples] • Determine who is missing • Take minutes and distribute post- meeting to all attendants. • Set next meeting - decide meeting frequency

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