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Literature Review on Effective Coalitions Summary of Key Findings: Continuous Communication

BY CHARLES LEVINSON AND SHEYLA PIERRE

For the Overtown Children & Youth Coalition

“The greatest single resource of a coalition is its membership.”

Table 1. Classification System for Communication:

Who • All coalition members • Community stakeholders beyond the coalition

What • What gets measured gets done • Deliberate and explicit articulation of assets as well as needs • Feedback and evaluation from coalition members regarding participation and coalition as a whole • Common language (stems from strategic plan) • Clarify member roles

Where • Online, ex. Wiki page • Email • Meetings

When • Energy and enthusiasm must be capitalized on when at its peak • Communication outlets must be ready for when opportunities arise • Communication outside of meetings can lead to trust-building and innovation

Why • Effective communication is key to a successful coalition • Keep all members updated and equal parties in coalition • Coalitions are built on trust, and trust is built on information sharing

How • Communication should be action oriented! • Designate members to keep Wiki updated and/or to email regularly • Create time for feedback, reflection, and necessary conversation • Implement evaluations on a bi-monthly basis • Avoid hierarchy and formation of cliques

Table 2. Other Considerations:

Predictors of Sustainability Barriers • Leadership • Membership diversity • History of collaboration • Structure • Resource diversity • Sustainability plans • Community buy-in & engagement

• Governance challenges • Structural issues • Lack of funding • Turf battles • Leader and member turnover • Shifting priorities

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Table 3. Building Capacity

Coalition Members Coalition as a Whole • Skills/knowledge to work collaboratively • Commitment in action as well as name • Ability to articulate what you bring (e.g., time, access,

relationships, reputation, expertise) • Ability to articulate what you want • Ability to weigh the value of coalition membership against

resource expenditure • Willingness to share resources • Willingness to openly identify conflicts between individual

organization and coalition • Willingness to share power/credit • Willingness to speak as one • Willingness to explore alternative approaches • Willingness to dedicate staffing at a high enough level to

make decisions • Willingness to dedicate staffing to implement assigned

tasks • Strategic use of coalitions to fill critical gaps and leverage

resources • Willingness to commit to the coalition for an extended

(relevant) period of time • Understanding of how your issue fits into a broader

network of issues

• Ability to capitalize on opportunity entails: Leadership capacity: the ability of organizational

leaders to create and sustain a vision, inspire, model, prioritize, make decisions, provide direction and innovate, all in an effort to achieve the organizational mission.

Adaptive capacity: the ability of a nonprofit organization to monitor, assess, and respond to internal and external changes.

Management capacity: the ability of a nonprofit organization to ensure the effective and efficient use of organizational resources.

Technical capacity: the ability of a nonprofit organization to implement all of the key organizational and programmatic functions.

• Healthy organizational culture “Unity without uniformity” Collaboration between members outside the

coalition

References Arnaud, N. & Mills, C. E. (2012). Understanding interorganizational agency: A communication perspective. Group & Organization Management. 37(4). 452-485.

Developing a conceptual framework to assess the sustainability of community coalitions post-federal funding.

Hays C. E., Hays, S. P., DeVille, J. O., & Mulhall, P. F. (2000). Capacity for effectiveness: the relationship between coalition structure and community impact. Evaluation and Program Planning, 23, 373–379.

Marullo S., Edwards B. (2000). From charity to justice: The potential of university-community collaboration for social change. American Behavioral Scientist, 43, 895-912.

Raynor, J. (2011). What makes an effective coalition?. TCC Group.

Selsky, J. W. (1991) Lessons in community development: An activist approach to stimulating interorganizational collaboration. Journal of Applied Behavioral Science. 27. 91-115.

White, J. A. & Wehlage, G. (1995). Community collaboration: If it is such a good idea, why is it so hard to do? Educational Evaluation and Policy Analysis. 17. 23-28.

Thank You!

Charles Levinson, Intern Masters in Community and Social Change Student, University of Miami, School of Education

Sheyla Pierre, Intern

Masters of Social Work Student, Barry University, School of Social Work

FOR MORE INFORMATION ABOUT THE OVERTOWN CHILDREN & YOUTH COALITION

CONTACT: Saliha Nelson, Chairwoman PH 305-205-465 or EMAIL: saliha@urgentinc.org