Getting Started Workbook Strategy VI: Preparation for Initial Coalition Meeting

Getting Started Workbook

Actions in this Section

1. Provide the core work group with a first meeting guide, which includes tools for mission statement and group goals development, and general coalition tips
2. Provide tools for planning, running, and maintaining effective meetings

Tools in this Section

Tips for Success:

• Make it a goal that people leave the first coalition knowing it was a valuable use of their time
• Facilitating a successful meeting means carving out plenty of time for planning and preparation.
• Bring energy and enthusiasm to your first meeting.  This will set the stage for your efforts.
• Encourage input on the issue from participants during the first meeting. Be prepared to validate personal stories. 
• Make sure every voice is heard.  This might require calling on the quiet members and facilitating more vocal members. 
• Keep members active (but not too active).  There is a fine line between keeping members engaged with responsibilities an overloading their already full schedules.
• Recognize members often.  The coalition and its members should be attributed with success and the coalition coordinator should allow that to happen (even if much of the work is completed by the coordinator). 
• Meetings should start and end on time and be productive. 
• Don’t overload agendas….it is easy to do

Coalition Tips

Framing the Process (At the First Meeting)

First impressions are strongest, and your first meeting can set the stage for success or struggle.  For this reason, it is important to have clearly defined purposes, goals, and desired outcomes for the first meeting-know what it is you’re trying to accomplish.

The best meetings are those with a clear set of questions to be answered and an established process that lets everyone at the meeting have a say in answering those questions.  At the end of the meeting you should have an agreed upon set of operating principles that each representative can take back to his or her group.

1. Bring interested groups together.  Carefully select those groups that will be invited to meet together.  Identify yourself as the first meeting facilitator in the initial call or letter.  (It is anticipated that a facilitator will be elected at the first meeting.  You may wish to make that clear to those attending when you write or call them.)  Ask each individual to come prepared by bringing their address card file, appropriate newsletters, organization membership books that include their mission statements and plans for action, and telephone books to find agency phone numbers.

2. Prepare a written agenda.  Tell people what you will be doing at the first meeting, who will be speaking on what topic, and how long the meeting will last.  Attach a list of invited participants.

3. Describe the problem.  Early in the meeting have a speaker accurately and succinctly describe the problem in your community that the coalition will address.  Choose a speaker who can speak with authority and do so in a compelling manner.  This is the speech that will convince others to join your effort.

4. Work through a team building exercise.  Pair those attending with someone they do not know.  Ask them to introduce themselves briefly by telling the other person at least one and no more than three groups they belong to, and a skill or talent they have.  Ask each pair to introduce their partner using the other person’s name, where that person is from, groups the person belongs to, and a skill or talent the person possesses.  Comment on the number of groups mentioned, the various skills named, and how this is a beginning to build an effective coalition.

5. Solicit their involvement.  Once informed, it is time to solicit their participation in the effort, whether they want to do a one-time project or collaboration, develop an individual on-going partnership, or commit to forming a coalition.  Ask them if they want to help and what form that would take.  It is helpful to openly discuss the pros and cons of each of these strategies, as well as other potential problems that could arise by forming partnerships and coalitions.

6. Ask them to make a specific commitment.  One way to get involvement is to ask for a specific commitment.  Ask them what their group could do on its own to help the effort, without additional outside resources.  Or, you may want to give them a list of suggested programs they can do within their own groups; and, ask them to commit to adopting one or more of them.

7. Develop a mission statement for the coalition.  Begin to outline the mission of this coalition.  The facilitator may need to further develop the statement and send it to attendees for comments at the second meeting.

8. Elect a facilitator for future meetings and develop and agenda.  Identify who will continue as facilitator.  The facilitator should offer to invite other organizations to join in the coalition at the next meeting.  When inviting groups to join the coalition, define the issue in a way that appeals to their self-interest.  Make committee assignments to coordinate an agenda for the next “real” meeting of the coalition.

9. Follow-up after the meeting: stay in touch.  Rapid follow up after the first meeting will convey the right message-that you are serious about this work, time is of the essence, and you want their group to stay involved.

10. Send a brief summary of the first meeting.  Attach an attendance list, decisions made about involvement, the list of commitments each group made, and a reminder of the next meeting date and location.  You may also want to send some program ideas.  If time permits, call attendees to thank them for attending and ask what they thought of the meeting.  It is extremely important in the beginning to stay in touch.  Don’t just say “good-bye” at the first meeting and not speak with them until the second one.  That’s the quickest way to lose new members.

Setting the Mission Statement and Goals

Whether at the first meeting or a subsequent meeting, once the decision is made to form a coalition, you need to develop a written statement about this new entity.  This document should spell out the purpose, goals, and mission statement for the coalition.

Begin by explaining that coalitions are successful at accomplishing many goals that reach beyond the ability of any single member.  Describe various functions a coalition might serve.  A coalition can have a number of functions: information sharing, coordination of services, community education and awareness, and advocacy.  Then pose the questions: For what purpose does this group exist?  Write down their responses and decide which to adopt.

Next, set some goals for the coalition.  What does this group specifically want to achieve?

Third, develop a mission statement.  The mission statement should be short, simple and specific.  It should combine aspects of the purposes and goals already listed, and written in a way that clarifies the purpose of the group, and guides and focuses your organization through its growing pains.  The mission statement will eventually be used to educate and persuade the community, the media, and future coalition members about your purpose and cause.
Finally, choose a couple of activities that have a likelihood of early success.  This will help get the coalition going and strengthen them for the more difficult tasks.  You need to make the members feel good about their participation in the group by actually accomplishing some stated goals.

Creating a Structure
                                 
At some point after the coalition formation, you must decide how the coalition will make decisions, develop working or standing committees, and determine its leadership.  At a minimum, the coalition needs to have a steering committee and make a decision about who the spokesperson(s) will be for the coalition.

One way to brainstorm about which working groups or committees to form is to create a wish list of projects to undertake.  Following are some ideas:

• Develop a speakers’ bureau to increase public awareness, target specific groups to educate and potentially recruit members to the coalition.  The speakers’ bureau could be directed by one of the service organizations or a combination of the individuals.
• Create a long-range marketing/promotion plan integrating existing activities and new ones suggested by coalition members.  The plan may include special events to increase public awareness, gain publicity, and increase volunteerism.
• Target private sector and businesses to join the coalition.
• Solicit money for coalition activities or other programs that the coalition feels are important.  This may also include cash and in-kind contributions.  This committee may also create a generic sponsorship package and wish list.
• The coalition can establish its priorities from the wish list and develop committees from the final list of projects the coalition wants to do.  Each individual can choose one or several committees on which to work.

Maintaining Coalitions

There are several things you can do to help maintain interest and participation in the coalition:

• Communicate to or make sure that each member is communicated to about the activities of the coalition: newsletters, conference calls, mailings, regular meetings, etc.
• Share power and leadership.
• Address coalition trouble early.  Acknowledge problems, do not be in denial.
• Hold regular meetings of the entire coalition and other meetings with a purpose.
• Perform evaluations and assessments.
• Recognize and reward achievement and successes; hold award ceremonies.
• Remember to say thank you often.

The following will help sustain a coalition.

• Stay focused on your mission.
• Keep the demands on members simple and realistic.
• Develop clear roles and expectations for members.
• Provide ongoing opportunities for members to interact socially within the coalition.
• Focus on the assets you have to work with as opposed to the deficits that you face.
• Encourage members to see the coalition as a resource that can help them do their job more effectively.
• Plan activities that demonstrate the impact of your group.
• Give recognition to coalition members as often as possible.
• Legitimize the need for each individual to reevaluate their role periodically.
• Look for ways to recruit new members.

Some Helpful Do’s

• Be inclusive.  Do not limit the types of organizations and individuals to approach for membership.
• Understand the needs and concerns of each prospective member and organization.  Make sure everyone understands what you are 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.  Do not expect everybody to drop everything to join your coalition.
• 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.  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 is also important.  Make sure that everyone’s opinions and views are counted.  The facilitation process should lead to members “buying in” to the coalition’s goals, because people feel their contributions are valued.

Some Helpful Don’ts

• Don’t be demanding.  Appreciate everyone’s contribution.
• Don’t be impatient.  Democracy works, but it takes time.
• Don’t be confusing.  State plans clearly and concisely.
• Don’t lecture.  You are not in a classroom
• Don’t waste time; people’s lives are too busy.
• Don’t forget reminders.  When sending out a meeting notice, follow up with a phone call the day before the meeting to remind people.
• Don’t forget newsletters, minutes, and regular up-dates.

Recognition

One of the most frequent problems in coalitions involves the giving and receiving of credit.  At times, the fighting and jockeying over who gets recognition for what often seems petty.  Some may feel that this is something that groups need to be cured of, and that the proper attitudes will make it go away.  But quite to the contrary, these problems are rooted in a basic survival instinct.  They will never go away, nor should they.

An organization’s ability to raise money, recruit members, build power, attract staff, develop leaders, and fulfill its mission depends on the amount of public credit it receives, particularly in the media.  Coalitions that lose sight of “giving credit where credit is due” do not last long.

When the issue of the coalition is of secondary importance to a particular member group, then the issue of giving credit is less of a problem.  But when the issue of the coalition is also the main issue of the member group, then the issue of giving credit is a thorny one.  The coalition’s strategy needs to be structured so that there are actions the affiliates do jointly as a coalition, and others that the coalition helps member groups do in their own names.  Groups join coalitions to gain power, not to give it away.

Evaluation

There are several questions to ask of the coalition on a regular basis, at least once each year.  The same questions should be asked after work is completed on each project.  Does the coalition work well and is it effectively reaching its goals?  Were there unintended results of coalition efforts?  Were they positive or negative?  Be open to the possibility of dissolving the coalition, some cannot be repaired.  Evaluation is critical and an on-going process.

Meeting Tools

Examples of the following tools can be found on subsequent pages.  

1. Running an Effective Meeting
   How to prepare for the meeting, develop an agenda, things to consider when facilitating, concluding and following the meeting, and some effective meeting characteristics.
   
   
2. How to Plan an Effective Meeting
   Some questions to think through before you hold a meeting. 
   
   
3. Meeting Agenda Design
   Template to follow for designing a meeting agenda that includes pre-meeting tasks, time estimates for items, who is responsible for what, etc.
   
   
4. Meeting Assessment Checklist
   A checklist to complete to ensure well-run meetings, realistic expectations and increased productivity for the group.
   
   
5. Meeting Evaluation
   Examples of ways to record participants’ comments at the conclusion of a meeting.
   
   
6. Coalition Meeting Assessment
   An assessment tool to allow coalition members to voice their opinions of how well the group is functioning.

Preparing for the Meeting

• Define the purpose, objectives, and outcomes
  What do you expect to result from this meeting?

• Determine what type of meeting is necessary (face-to-face, conference call, etc.) 
  Not every meeting needs to be face-to-face. Consider the logistical needs of meeting participants and the functional needs of the meeting.

• Set time and place based on mutual availability
  When and where is best for the majority of meeting participants?

• Select meeting participants
  Make sure all of the key players are a part of the process.

• Make invitations
  Participants should receive a formal written invitation. Additional personal invitations to key participants can also ensure meeting success.

Developing an Agenda

• Develop a thorough agenda
  A well-constructed agenda keeps the meeting on task and moving. In developing the agenda, you should also consider the most appropriate forms of participation (i.e. brainstorming, small group work, large group discussion, etc.). Ideally, the agenda should include the following:
  • Meeting time
  • Date
  • Location
  • Who called meeting
  • Purpose and desired outcomes
  • Agenda items
  • Desired outcomes for each agenda item
  • Persons responsible for each item
  • Time allotted to each item
  • Required materials and necessary preparation
  • Breaks
  • Ground Rules

• Disseminate agenda and necessary materials in advance of meeting
  Participants should have a copy of the agenda and meeting materials far enough in advance so they can prepare for the meeting.
  

Facilitating a Meeting

Opening the Meeting

• Start and end on time
  Punctuality counts when people are on a schedule.
  
  
• Do introductions and provide nametags or table tents if appropriate
  A meeting is greatly enhanced if you assure that everybody knows each other’s names.  People do not like to admit they have forgotten somebody’s name, so nametags and tents assure that names are not a problem.
  
  
• Establish expectations
  Restate the purpose, objectives and outcomes for the meeting.
  
  
• Review and revise agenda
  Give participants a chance for input on the content and process of the meeting before you begin.
  
  
• Assign roles
  Take time before or at the beginning of the meeting to recruit a facilitator, recorder, note-taker and other roles as needed.
  
  
• Determine what notes should be taken and to whom they should be sent
  Notes serve three primary purposes: providing information for people not attending, keeping an historical record, and recording action steps. Decide which of these is relevant and take notes accordingly.
  
  
• State ground rules
  State up front what the parameters of the meeting (i.e. decision-making process, group authority, conduct, budget constraints, etc.)

Encouraging Participation

• Utilize participation techniques
  How can the collective ideas and insights of meeting participants best be gathered?
  
  
• Maintain meeting focus
  Keep participants on time and on task.
  
  
• Develop action steps
  Identify specific actions to be taken, who will take them, and by when they will be completed.
  
  

Concluding the Meeting

• Review action steps to be completed
  Who is going to perform action steps?  When will action steps be complete?

• Final comments
  Give participants a chance to provide closing comments on the content of the meeting.

• Discuss need for additional meetings
  Is another meeting in order?

• Set dates, times and agenda items for the next meeting
  If possible, set meeting schedule for the long term to assure more complete participation.

• Assess meeting
  Get constructive critiques of the meeting and integrate recommendations into the process of the next meeting.

Following the Meeting

• Send out minutes in a timely fashion
  Make sure everybody who needs it has a record of the meeting.

• Follow up with key people who were not in attendance
  Who else needs to know about what happened in the meeting?

• Follow up with people responsible for action steps
  Friendly reminders and support help get the job done.

• Send out thank-you notes or calls to meeting participants
  Showing your appreciation for input lets others know the value of their participation.

Excerpted from Tools for Comprehensive School Health Programs: Running an Effective Meeting (pp. 1-3) with permission from the Wisconsin Department of Public Instruction, 125 South Webster Street, Madison, WI  53702; 800/243/8782. Retrieved December 2, 2003, from http://www.dpi.state.wi.us/dpi/dlsea/sspw/pdf/effectivemeeting.pdf

Effective Meetings Have the Following Characteristics

Desired Outcomes

• They are clear and agreed upon by members.

Agenda

• The process, content, and timeframe are clear.  The agenda is prepared.  The group agrees on the agenda.

Clear Roles

• Everyone’s role is clear.  People know what is expected of them.

Preparation

• Participants, leaders, and presenters are well prepared.

Room Set Up

• The room and seating arrangements support the meeting purpose.

Decision-Making Power

• Power issues and decision-making procedures are detailed ahead of time.

Unbiased

• The meeting leader shows no bias and is perceived as being neutral, fair, and firm.

Total Involvement

• The meeting leader involves and fully engages each meeting participant.

Real Issues

• The real issues are on the table and are honestly faced. Hidden agendas are brought into the open.

Process Tools

• The leader has good facilitation skills to help the group achieve its goals.

Diversity

• Diverse opinions are sought out and respected.

Responsibility

• Each participant takes responsibility for the success of the meeting.

Accountability

• Who, what, and when regarding items needing action are clearly established and assigned to group members with a completion date.

Evaluation

• At the end of the meeting, participants indicate that the meeting was a good use of their time.

This tool authored by:Vicki Thomas Corlett,
Prevention/Organizational Consultant, Human Potential, Ft. Collins, CO, 1999.

How to Plan for an Effective Meeting

Can you answer these questions?

• Why are you having a meeting?  What are the goals and/or expectations
• What type of meeting will it be?  Planning?  Problem solving?  Information sharing?
• Who should attend?
• What kind of involvement and participation do you want?
• How many people will be included?
• Where are you going to meet?
• What is the most effective room arrangement?
• What roles/responsibilities should individuals have during the meeting?
• Who will have the power and authority to make decisions?
• What methods and techniques of discussing, planning, problem solving and decision making are you going to use?
• How much time do you have?
• Will you provide refreshments?
• Do you have a sign-in sheet, including space for contact information?
• Will there be an agenda?
• Will there be presentations?  What equipment will you need?
• Will there be some kind of record of what took place at the meeting?
• What are the desired outcomes of the meeting?
• How are you going to determine tasks, deadlines and responsibilities?

Adapted from Communities for A Drug Free Colorado: A Community Team Training
[Participant training manual], p. 165,by Communities for A Drug Free Colorado.
Training conducted May 1–4, 1988, Colorado Springs, CO.

Meeting Agenda Design Sheet (for shared responsibility)

Purpose of the Meeting:

Desired Outcomes or Goals:

Ground Rules:

Meeting Type or Combination of Types:

Date, Timeframe and Location:

Pre-meeting

Time Estimate             Activities/Preparation             Person Responsible                 Needs
1.
2.
3.
4.

During Meeting

Order of Agenda         Person Responsible                 Process                                    Time Allocated
1.
2.
3.
4.

Facilitator____________        Recorder ________     Note Taker________

After Meeting

Follow-up actions: (Who? Will do What? By When?)
1.
2.

MEETING ASSESSMENT CHECKLIST

Often people come to meetings prepared to take action. If people do not feel heard or the meeting is not well run, you risk losing members of your group. Good preparation and a well-run meeting will help set up realistic expectations and increase productivity and satisfaction. Conducting periodic evaluations will help you analyze and improve the effectiveness of your meetings. Use this checklist to aid you and your members in the evaluation process.

Meeting was Properly Planned

1. Members were notified in advance in a timely manner of the meeting and location.
2. There was a prepared agenda.
3. Officers and committees were ready to report.
4. The meeting room was pre-arranged.

Meeting was Organized

1. The meeting started on time.
2. Guests were introduced and welcomed.
3. Agendas were available for all members.
4. The purposes for the meeting were made clear.
5. There was a transition from the last meeting.
6. One topic was discussed at a time.
7. One person had the floor at a time.
8. Discussion was relevant.
9. Chairperson summarized the main points of the discussion.
10. The meeting moved along at a reasonable pace.
11. Committee assignments were complete and clear.
12. Plans for the next meeting were announced.
13. All that was planned for the meeting was covered.

Participation in the Meeting

1. Members participated in discussion and voting.
2. The chairperson responded to questions.
3. The pros and cons of all issues were considered.
4. Members gave suggestions to committees.
5. Responsibilities were evenly distributed.
6. Members participated in planning the agenda for the next meeting.

The Value of the Meeting

1. Progress was made toward goals.
2. Something was learned.

Attitude of the Meeting

1. Attendance was good.
2. Everyone was on time.
3. Members were acquainted with one another and new members were introduced.
4. There was a “warm up” period before the meeting.
5. There was some humor during the meeting.
6. Members and officers helped one another when needed.
7. There was an atmosphere of free expression.

Adapted from “Meeting Evaluation Checklist” in Running Effective Meetings.
Retrieved August 29, 2003, from the University of Michigan, Student Activities and Leadership, Guidelines & Resources site: http://www.umich.edu/~salead/resources/

Meeting Evaluation: Recording Participants' Comments

One of the simplest ways to evaluate a meeting is to record participants' comments on a flip chart, using two columns.  Three examples are listed below:

From Facilitation Guide for People in Prevention—Beginning the Journey (p. 44),
by L. Walker, (in press), Norman, OK: Center for Substance Abuse Prevention’s
Southwest Center for the Application of Prevention Technologies,
College of Continuing Education, The University of Oklahoma.

Committee Meeting Assessment

© Tamas Consultants, Inc. 2000-2001

Purpose and Instructions

This assessment tool is an opportunity to voice your opinions of how well your decision-making group is functioning. It examines four areas: Task and Process in group dynamics, the creative use of constructive conflict, and how effectively the group is delegating responsibilities and doing its work between meetings. 

Please express your views openly: if you and your colleagues know what the members of the group think about its operations you will be more likely to have an effective and participatory decision-making and action-oriented group.

When all group members have entered their scores (from 0 - low to 10 - high) for each of the items, these scores should be entered on the Group Assessment Report Summary for study and discussion leading to improvement of the group's functioning.

Task

A group’s task is the stated purpose or outcome of the group’s interaction: the what of its activities, its results.

Process

A group’s process is the way it goes about its business, the how of its workings.  This aspect of a group’s operation is a key to its success.

Constructive Conflict

The constructive and creative use of conflict is essential for organizational survival and growth, particularly in diverse and turbulent contexts.

(Adapted from: Tjosvold, Dean, The Conflict-Positive Organization, 
New York: Addison Wesley, 1991.)

Delegation of Responsibility

The effectiveness of a group depends on how well it delegates responsibilities and supports members' activities from one meeting to the next. Members should feel free and confident they can carry out their responsibilities within clearly defined guidelines.

Group Assessment Report Summary

Each group member should circle the numbers representing their scores for the items above. Openly discussing members' scores will increase group effectiveness.

Group dynamics: Task
1. Clear objectives                        0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
2. Focus on outcomes                   0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
3. Results achievement                 0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
4. Sharing the load                       0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
5. Learning from experience          0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10

Group dynamics: Process
1. Common purpose/principles       0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
2. Role clarity                                0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
3. Climate                                     0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
4. Consultation                              0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
5. Listening                                   0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
6. Self-discipline                            0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
7. Detachment                               0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
8. Conflict                                     0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
9. Order                                        0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10

Constructive Conflict
1. Value diversity                           0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
2. Mutual benefit                            0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
3. Empowered                               0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
4. Take stock & reflect                   0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10

Delegation
1. Clear guidelines                         0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
2. Clear task definition                    0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
3. Available assistance                   0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10
4. Freedom, safety & support          0 … 1 … 2 … 3 … 4 … 5 … 6 … 7 … 8 … 9 … 10

From Committee Meeting Assessment (also available in Spanish and French),
retrieved December 4, 2003, from http://www.tamas.com/samples/samples.html
Copyright 2000-2001 by Tamas Consultants, Inc. (Box 1358 - 255 William Street Almonte Ontario K0A 1A0 Canada; 613-256-6767). Reprinted with permission.