Forming a Community Coalition

The only way to effectively reduce preventable childhood injuries in your community is by working together as a community. This means organizing individuals and organizations with an interest in solving the childhood injury problem. This group of individuals and organizations is a community coalition.

By definition, a coalition is an organization of individuals representing diverse organizations, factions or constituencies who agree to work together in order to achieve a common goal. There are many reasons to form a coalition rather than tackling the problem alone. Few organizations have the resources and the expertise to develop and implement a comprehensive educational program such as Risk Watch without assistance.

In years past, a common approach was to use the resources of a single organization to tackle several different problems. In some cases, the problems were addressed adequately. In other cases, the solutions were simply bandages rather than effective treatments.

A much more effective approach is to bring the resources of many different organizations together to solve a single problem.

There are many common elements of successful coalitions:

• They are formalized and well-organized. There is a structure to the coalition and a leadership function is clearly established. Generally, there are statements of purpose and operating rules.
• They have clear mission statements. The vision and the goals of the coalition are articulated in writing and frequently communicated to coalition members and to the community.
• They have members who can offer specific skills. Generally, coalition members bring wisdom, wealth, work or influence. Wisdom is the expertise needed to solve the problem or to manage and organize the coalition. Wealth is the access to resources: human, financial and in-kind resources. Work is the time to get the necessary tasks completed. Influence is the ability to convince others (individuals and organizations) to act or contribute to the goal of the coalition.
• They have members who cooperate for the common goal, even if their individual missions may not be completely compatible. The focus is on the common goal and vision rather than on achieving individual agendas. Remember: a common cause unites, agendas divide.
• They are recognized by the community. In other words, people in the community know why the coalition exists and understand its mission.
• They are not planning groups – they are action groups. Successful coalitions meet in order to plan for action and then carry out the action plan.
• They are “short on talk and long on action.” In short, they get things done.
• They ensure that all participants benefit from their coalition involvement. This is key to coalition sustainability.

Successful coalitions require a lot of work. But the pay offs are tremendous. The benefits of forming and maintaining an effective coalition include:

• pooling of resources so that the whole is greater than the sum of its parts.
• forming a “synergy” which gives energy to the cause.
• creating credibility for your coalition’s mission.
• greater achievements than would be possible by a single organization. This adds to the coalition’s credibility and helps motivate coalition members.
• the reduction of individual workloads.
• enhancing the effectiveness of Risk Watch by reaching more children with more services.

Working in a coalition can also create some limitations and challenges. Coalitions require a formal investment of time and resources on the part of members and their individual organizations. It is not possible to simply attend meetings and create community change. Because of this commitment, some people may be hesitant to get involved.

Coalition members may be willing to make a short-term investment in your mission, but may not be willing to sign-up for life. This means that your coalition must get the maximum benefit from each person while they are active members. It also means that the coalition leader must be effective at recruiting new members to rejuvenate the coalition and at creating coalition sustainability.

As your coalition grows (and effective coalitions will grow), it becomes more difficult to manage the coalition process and keep all members involved and productive. Without good leadership and mutual accountability, a few people may end up doing all the work. To overcome this problem, it is important that your coalition have a structure, job descriptions and operating rules so that each member, new and old, clearly understands what he or she is expected to contribute. Each member must be kept active and interested through recognition and rewards (e.g. lunches).

Forming a Coalition

Your coalition should be formed around a mission, not a program. Even though your coalition has a goal of implementing Risk Watch in your local schools, your mission should be the prevention of childhood injuries. If your mission was to implement Risk Watch, your members may lose focus and enthusiasm once the program is up and running. There is much less chance of internal conflict if your coalition is formed on the cause of childhood injury prevention. With that said, let’s look at the general steps for forming a coalition.

Step 1: Collect local and regional data on childhood injuries.

In the first unit of this manual, we talked about the importance of understanding the nature and scope of the childhood injury problem, especially at the local level. The best place to start is with your local or regional public health department. Another source is your local hospital or provincial/territorial health ministry/department.

It is essential that you have a thorough understanding of the injury problem in your area. You will be asked a lot of questions regarding the seriousness of the problem. Seldom do people make a commitment to a minor problem. You must be able to give specific data and the consequences of the injuries in terms of human suffering and financial loss. The Economic Burden of Injury, a document released in November 1998, provides compelling statistics on the economic impact, both human and monetary, of injuries to the citizens of Canada. In the years following its release, similar studies for most provinces have been produced. All the Economic Burden Studies are available to view or print from www.smartrisk.ca (click on the Researchers tab). Another good source for information is CIHI, the Canadian Institute for Health Information at http://secure.cihi.ca/cihiweb/splash.html.

Step 2: Recruit the right people for your coalition’s “core action group”.

Your coalition needs to start small. A few people can make decisions and take action more effectively at the beginning. Your core action group should have a representative from each of the following organizations: the fire department; the police department or local law enforcement agency; a health organization (hospital, public health department, or school nurse); a school administrator (principal or curriculum director); and a classroom teacher from a school where Risk Watch is to be implemented.

Also consider any community agencies that have a specific mission to prevent childhood injuries. These groups will be critical later in the life of your coalition. When recruiting, seek members with personal and professional credibility. If possible, get members who have authority within their organizations. This way, they can formally bring the resources in their organizations to your coalition.

Recruiting coalition members who are trustworthy and credible is essential for gaining community support. When a member makes a commitment on behalf of the coalition or his/her individual organization, the coalition and the community must be able to count on that person. Find a way to stay in touch with coalition members (e.g. phone calls, newsletters) to maintain the sense of belonging.

Note: Across Canada, the concern has been raised about the challenges of creating coalitions in very small communities. One community leader (police, fire, health worker) can get the ball rolling. Interested parents or businesses could then form the core of the community coalition, enabling a local focus and opportunities for necessary fundraising. This group, in turn, could invite participation or advice from injury prevention experts, as required, for assistance.

Step 3: Create a formal structure for your coalition.

Your coalition should create a vision statement, a mission statement, a structure and operating rules. This is one of the most important steps in terms of your coalition’s future growth and viability.

Your vision statement communicates the future results of your coalition. It is a statement that describes the “pay off” of your efforts and programs. For example, your vision could be, “A community free from preventable childhood injuries.” This picture gives members and the community a glimpse of what is possible. Your vision statement must be obtainable, must be written as part of your formal coalition documents and must be communicated frequently.

Your mission statement outlines (in simple, understandable language) the reason that your coalition exists. Your mission statement should be specific. It should not be a flowery paragraph or contain clichés or slogans. If someone from your community reads your mission statement, he/she should have a clear understanding of why your coalition has been established and what it hopes to accomplish. The following are examples of three organizations’ mission statements:

Safe Communities: Dedicated to making Canada the safest country in the world to live, learn, work and play…one community at a time.

The Canadian Standards Association (CSA): As a solutions-oriented organization, we work in Canada and around the world to develop standards that address real needs, such as enhancing public safety and health. Advancing the quality of life. Helping to preserve the environment. Facilitating trade.

The Canadian Health Network (CHN): To support Canadians in making informed choices about their health, by providing access to multiple sources of credible and practical e-health information.

The structure of your coalition is your basic framework. For example, your coalition should have a clearly identified leader. This person may be called the chair, the president, the chief executive, etc. There must be someone who is responsible for managing the funds, recording decisions and assignments, etc. This person can be called the secretary or treasurer. There should also be expectations outlined for each coalition member. This structure is essential for orderly operation.

The operating rules of your coalition may also be called by-laws or policies and procedures. These rules identify how meetings are managed, the roles and responsibilities of members, the requirements for membership, etc. Potential members will look closely at these rules to determine how well your coalition is organized. These rules may seem excessive but there are people in your community who could be beneficial to your mission. These people are generally used to working in professional arenas with well-organized and well-managed organizations. They will look for the same in your coalition.

Your coalition’s structure and operating rules do not have to be refined from the beginning. However, their development must be a priority. Community leaders with a potential interest in supporting or joining your coalition will scrutinize how it is organized. If the perception is that it is disorganized or just a bunch of “do-gooders” meeting once a month, they will avoid making a commitment. If they see a well-organized group of community members who have a clear vision for the future, an outlined mission and a structured coalition, they will give serious consideration to supporting or joining your coalition.

This is the time for your coalition to establish your initial goals and objectives. Your objectives should be small so that your initial efforts will be successful. This is essential.

Your successes are going to be used to gain support from the community and expand Risk Watch. You are going to use enthusiasm from your small victories to build motivation and momentum within your coalition.

When you develop your coalition’s initial objectives, include evaluation methods to determine if they have been achieved. These methods may include pre- and post-test scores in Risk Watch classrooms or the number of smoke alarms, bike helmets, etc., distributed by your coalition. This information will be useful later when you market your program to the community, educational leaders and potential resource providers. You must be able to prove your success. Simply saying you’re making a difference is not enough – you need proof.

To support your objectives, your coalition needs to establish an implementation plan. This is where coalition members from the local school district are invaluable. They can provide the guidance you need to gain the support of teachers and school decision-makers and help your coalition achieve a successful implementation. Your implementation effort must be small – plan to introduce Risk Watch in just a few classrooms at each grade level. Your plan must identify the specific site(s) of your implementation effort, the resources you will need, your evaluation methods and a timeline. Your plan must be specific. This is your only opportunity to have a successful beginning.

Another important element in Step 3 is to establish your coalition’s “identity”. Much of this will be accomplished with your vision statement, mission statement and structure. But it must go beyond that. You must create name recognition. * Think about the most successful community coalitions. When you hear about the Canadian Red Cross or the Heart and Stroke Foundation of Canada, you know what they stand for and what they do. You want this same recognition for your coalition, even if it is only at the local level.

*Note: If your coalition decides to incorporate or register for charitable tax status in order to give tax receipts to donors, you need to obtain legal advice from a lawyer experienced in working with not-for-profit organizations. These decisions may impact on name choices and other organizational matters.

Set up interviews with the local media. Seek their help in telling your story. Use coalition letterhead for all of your correspondence. (Note: the Risk Watch “watch” logo on the cover of this manual is available from the NFPA at the following website: www.riskwatch.org. Click on Advocate Aids and then on Download Risk Watch Graphics. Use this logo to create letterhead, flyers, etc.) Conduct a community event to kick-off your coalition activities. Participate in a speakers’ bureau so that you have the opportunity to go and talk to local clubs and associations. Get the word out. Tell it from the mountain tops! Tell it from the fields and parks! Tell it in the meeting halls!

One of the most challenging tasks you will face is developing and maintaining an effective, cohesive coalition. You may or may not have experience with this type of process. If you do not, seek out leaders of other coalitions and non-profit agencies in your community and get their guidance. But be careful when selecting mentors. Make sure they have guided successful organizations, have credibility in the community and have the time to spend with you for more than cursory advice. If possible, borrow the structure, operating rules, etc., from other successful coalitions and non-profit organizations. Review the documents to make sure they will work for your community. Many times, structure and operating rules are created with the needs of a specific community or organization in mind.

Step 4: Recruit the members necessary to achieve your initial objectives.

Once you have established your initial objectives, it is time to seek out support and additional coalition members. You should seek out members who have wisdom, wealth, work or influence. For example, if you need money, recruit a member who has financial resources or who can influence others to get the funds.

When you have identified potential members, make sure they are suitable for your coalition. Do they have a history of supporting injury prevention or health-related issues? Do they represent an organization whose mission or philosophy is supportive of your mission? Do they have the time, credibility, and skills needed? Will their association with your coalition create a positive or negative public perception?

When you ask someone to join your coalition, be prepared to answer some questions:

• What is the injury problem in our community?
• Why is the implementation of Risk Watch an objective for your coalition?
• What are your coalition’s vision statement, mission statement, structure and operating rules?
• What are the specific skills that your coalition needs?
• What are the benefits of joining the coalition? (What’s in it for me?)
• What kind of responsibilities will I have?
• What authority will I have for taking action and making decisions?
• How long do you expect me to be a member of your coalition?
• Will I be expected to solicit funds or other resources?
• How much time will I be asked to commit?

When you are discussing membership with someone, do not act like the survival of your coalition depends upon that person joining. While you may feel this way, it sends the wrong message (i.e. your coalition is on the verge of destruction). Focus on the strength and the positive future of your coalition. Your potential member should feel that he or she is joining a solid team with a clear vision. People want to join a winning team.

Step 5: Implement your plan.

Sounds easy. Should be easy, too. But sometimes it is harder than it sounds. Why? Generally, poor planning or too much focus on planning and not enough focus on action.

During your implementation, seek constant feedback from everyone involved: teachers, coalition members, etc. When an issue arises, resolve it as soon as possible. Make note of these issues for future reference. You may need to change the structure of your coalition, modify your operating rules, or obtain more resources. Learn from your mistakes.

Don’t forget to say “thank you” often to those who are doing the work. They should feel important. If you help them feel they are a valued members of the team, they will continue to work hard. If they feel that no one cares about their contribution, they will lose interest and the work of your coalition will be affected.

Step 6: Evaluate and modify the process, the program and your coalition.

Once your implementation effort is complete, you will have a good idea about what needs to be changed or improved. Don’t expect your implementation to go without a problem – difficulties will arise and challenges must be overcome. Use the information you gathered during the implementation to make changes where needed. Your coalition will have grown and new members may be able to provide valuable advice. Listen to them! Take time to evaluate how the partnership is functioning and how teachers are handling the program. Use what you have learned to prepare for the future.

Step 7: Create coalition sustainability.

Continue to be watchful for warning signs of coalition difficulties (e.g. weak group dynamics, member burnout, not enough win-win short-term objectives, inadequate planning or resources that result in ineffective outcomes). Identify challenges, maintain open communication and encourage collaborative solutions. Negotiate issues to create a power balance in decision-making among members and be flexible.

Attract new members as time goes on to add energy and enthusiasm to your coalition. Make sure they are welcomed and given an orientation so that they can take active roles on committees. Be inclusive and empower members by letting each one know that he or she has special skills to offer.

A coalition can be rejuvenated by providing training, encouraging attendance at conferences, bringing in guest speakers and arranging opportunities to discuss what is and what is not working.

Appreciate your accomplishments. Coalition work can be frustrating and exhausting at times. Maintain morale by celebrating and sharing successes, publicizing and awarding achievements, reexamining goals and objectives and taking occasional breaks from coalition business.*

*Adapted from Step7: Creating Coalition Vitality in ”Developing Effective Coalitions: An Eight Step Guide” by Larry Cohen, Nancy Baer and Pam Satterwhite, available in PDF from www.preventioninstitute.org. A version of this paper was published in Mary Ellen Wurzbach’s Community Health Education and Promotion: A Guide to Program Design and Evaluation (2nd ed. Gaithersburg,Md.:Aspen Publishers; 2002: 161-178).

Let’s review the steps for forming a coalition!

Step 1: Collect local and regional data on childhood injuries.
Step 2: Recruit the right people for your coalition’s “core action group”.
Step 3: Create a formal structure for your coalition.
Step 4: Recruit the members necessary to achieve your initial objectives.
Step 5: Implement your plan.
Step 6: Evaluate and modify the process, the program and your coalition.
Step 7: Create coalition sustainability.

There will probably come a time when you need to expand your coalition, but don’t take this step too soon. The larger your coalition, the more difficult it will be to facilitate action. You should expand your coalition only when:

• you are no longer able to meet the needs of your target audiences. For example, Risk Watch is a tremendous success and all the schools in your community want it next year. This may be ahead of your schedule, and if you are going to get it done, you will need more resources.
• your mission is not being achieved. You may be lacking resources, influence, or wisdom.
• other local organizations can benefit your mission.

It is not necessary to have an organization formally join your coalition in order to gain access to its resources. In some cases, a particular organization can be a coalition “partner” rather than a member. While coalition members participate in decision-making, partners are involved in program planning and delivery. Partners should NOT be involved in the decision-making process. In fact, many organizations and agencies prefer being partners rather than formal members – there are fewer obligations and responsibilities. In a sense, this is a win-win. The coalition gets the benefit of the partner’s resources, and the partner is able to participate in a valuable community effort without long-term obligations.

There may also be times when you want to reduce the size of your coalition. For example, there will be a time when Risk Watch is fully implemented or preventable childhood injuries have been dramatically reduced. You should consider reducing the size of your coalition if:

• your mission and objectives can be achieved with a smaller group.
• the size of the coalition makes it difficult to conduct business efficiently.
• your mission and objectives have been achieved.
• injury prevention education is institutionalized in your community.

Following are some tips for working within a coalition. Consider how each tip applies to your community.

1. Focus on your mission. As your coalition grows and more activities are implemented, it is easy to lose sight of your original mission. Review your mission and vision. Are you still on target?
2. Seek out champions, not simply members. You need champions on your coalition, not people who simply warm seats at your meetings. Coalition members must believe in the cause and be dedicated to the mission.
3. Create a sense of urgency. Your coalition is attempting to create significant change in your community. People must understand that time cannot be wasted. Action is required now – not next month or next year.
4. Communicate. Talk about your activities and actions with coalition members and the community. A lack of information causes rumours and second-guessing.
5. Say “thank you” often. The contributions of every coalition member are important. Express your gratitude. When appropriate, make it formal. Invite the media.
6. Listen. Humans have two ears and one mouth for a reason – listening is twice as important as speaking. Listen to feedback and recommendations. Pay special attention when members ask for help.

Summary

An effective coalition is the best way to make a positive change in your community. The coalition brings together the resources and momentum of the community and greatly enhances the ability of a few people to reduce preventable childhood injuries. It is a formula for success.

Leadership Tasks

Take the time to complete each task before moving on to the Unit Checklist. When possible, you should involve other members of your coalition in these tasks.

Identify a member from each of the following organizations to make-up your coalition’s “core action group”: fire department, police department, health professional, school administrator and classroom school teacher.

Conduct your first coalition meeting. During the meeting, establish a plan for formalizing the coalition.

Develop short-term objectives for your coalition. Be sure to include methods for evaluating each objective.

Create a draft plan for your Risk Watch implementation effort.