This toolkit is a supplement to the "Working Together Works" Coalition Building Workshop

1. Coalition Building
Abbreviated Toolkit
(This toolkit supplements the materials covered in the
“Working Together Works” – Coalition Building Workshop)
Developed by:
©2013 The Weathers Group. All rights reserved.

2. Table of Contents:
1. Glossary of Common Terms
2. Member Agreement
3. Do’s and Don’ts
4. c-Harmony Relationship Checklist
5. Types of Relationships
6. Crossing the Stakeholder R.I.V.E.R.
Pg 3
Pg 5
Pg 6
Pg 7
Pg 9
Pg 10
©2013 The Weathers Group. All rights reserved.

3. Glossary of Common Terms
Term
Advocacy
Capacity
Chairperson
Coalition
Facilitator
Goal
Individual member
Lead Agency
Member Organization
Definition
The act or process of pro-actively supporting a cause through education,
awareness, and information.
The knowledge, skills, ability and resources to fulfill your mission
The chairperson has the primary responsibility as spokesperson for the coalition.
He or she may sign letters and act as the primary liaison between the community
and the coalition. The chairperson does not necessarily have to be from the lead
agency. Frequently, the chairperson also acts as the facilitator.
A formal arrangement for collaboration between groups or sectors of a community,
in which each group retains its identity, but all agree to work together toward a
common goal.
The facilitator is responsible for running the coalition's meetings. This person
should be knowledgeable in group dynamics and comfortable with the task of
including disparate members in group interactions, fostering group discussion, and
resolving disagreements within the group. As with the chairperson, the facilitator
does not necessarily have to be from the lead agency.
A broad-based, mission-related statement of what the organization hopes to
achieve and is qualitative in nature.
Individual members are those people who do not represent a specific organization
within the coalition. They often join the coalition for reasons of personal or
professional interest in the issue.
The lead agency convenes the coalition and assumes significant responsibility for
its operation. However, the lead agency does not control the coalition. The "lead
agency" should recognize the amount of resources necessary to initiate and
maintain the coalition and the importance of respecting the differences between
the coalition's and the lead agency's perspectives.
Member organizations are those organizations that participate in coalition activities
and send a designated representative to coalition meetings. In some coalitions,
"member" is an official designation; some organizations may choose to become
official members and others may participate on an ad hoc or informal basis.
Mission Statement
A declaration of an organization’s core or fundamental purpose.
It describes “what” you do and “who” you do it for.
It answers the question – “Why do we exist?”
Objectives
Objectives are specific, measurable statements of what will be done to achieve
goals within a specific time frame. (Specific, Measurable, Achievable, Relevant,
and Time-Bound)
Outcomes
Desired changes or end results, normally relating to attitudes, knowledge, skills,
behaviors, or conditions.
Representatives
Representatives are staff from member organizations that are selected to
participate in the activities and meetings of the coalition. Ideally, these people have
an interest in the problem, and their activities on the coalition comprise part of their
regular job responsibilities.
Staffing
Staffing refers to the support functions necessary to make the coalition work (e.g.
planning meetings, preparing agendas). Staffing is typically a responsibility of the
lead agency.
A steering committee is a small subgroup of the coalition that takes primary
Steering committee
©2013 The Weathers Group. All rights reserved.

4. Strategic Planning
Strategy
Sustainability
SWOT Analysis
Tactics
Turf
Values Statement
Vision Statement
responsibility for the coalition's overall direction. Typically, the steering committee
will include the coalition chairperson and a representative from the lead agency.
The steering committee may also include subcommittee chairpersons and
representatives from other organizations that have a major commitment to the
coalition's objectives. Steering committees sometimes plan meetings and may
provide decision making between regular coalition meetings.
The process of developing and following a roadmap that sets and guides direction
from where you are to where you want to be.
The effective use of resources to execute a plan of action and all of the interrelated
activities necessary to achieve a desired goal.
Adequate resources to continue your mission.
A strategic planning tool that examines the internal (strengths and weaknesses) and
external (opportunities and threats) environment of an organization to identify key
issues and determine strategies.
Detailed maneuvers or actions taken to achieve objectives.
The means by which a strategy are carried out.
Turf refers to the "territory" an organization feels is rightly its own. Areas of turf
include geographic areas, specific issues, and funding sources. Frequently, "turf
battles" - disagreements over who will work in a particular region or who will apply
for a particular grant - arise in coalitions.
A listing of the Non-negotiable principles we will not compromise that guide our
decision-making.
Shared beliefs that shape an organization’s culture and priorities.
An inspirational statement that provides an aspirational image of the future. A
broad, but brief, description of the desired future.
©2013 The Weathers Group. All rights reserved.

5. __________________________________ Coalition
Coalition Member Agreement
As a member of ___________________________, I am fully committed and dedicated to the mission and have pledged
to carry out this mission. I understand my duties and responsibilities, which include the following:
I am expected to actively participate in the development and implementation of all plans and strategic efforts.
I am expected to participate in professional development opportunities offered to coalition members.
I accept the coalition’s bylaws and operating policies and understand that I am accountable to the other
members of the coalition.
I am expected to demonstrate the character and competency consistent with being a member of this coalition.
I will give what is for me a significant personal financial donation. I may give this as a one-time donation each
year, or I will pledge to give certain amounts several times during the year.
I will dedicate a minimum of ___________ hours per month toward the work of this coalition. .
I will actively engage in recruiting members and in fund raising for the coalition. This may include individual
solicitation, undertaking special events, writing email appeals, etc. I am making a good faith agreement to do
my best to raise support for this coalition.
I will attend coalition meetings and be available for phone consultation.
I will attend and support the major coalition events.
If I am unable to meet my obligations as a coalition member, I will inform the Chair immediately.
Coalition Member Signature/Date: ___________________________________________
Coalition Chair Signature/Date: _____________________________________________
©2013 The Weathers Group. All rights reserved.

6. Coalition Do’s and Don’ts
Do:
Be inclusive – don’t limit the types of organizations and individuals to approach for
membership, based upon your personal interests. If it’s a “community” coalition, invite the
community stakeholders, even those who have a different opinion than you.
Develop relationships beyond your comfort zone.
Define coalition purpose, structure, and processes.
Use technology (i.e. Social Media) to your benefit.
Understand the needs and concerns of each prospective members and organizations. Make
sure everyone understands what the coalition is 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. 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 for members to accomplish. 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. Make sure that everyone’s opinion and view is counted.
Let people know their opinions are valued and their contribution is important. .
Keep the lines of communication open. Consistently keep your members informed and up-todate.
Don’t:
Allow funding to de-rail your coalition efforts and cause mission drift.
Expect everybody to drop everything to join your coalition.
Trick people into serving on your coalition. Tell them the Good, the Bad and the Ugly up front.
Be demanding – you can make anyone do anything. Patience is a virtue in Coalition building.
Violate the trust of members and/or the community at large.
Confuse people -- state plans clearly and concisely.
Lecture -- you are not in a classroom. If you’re facilitating this effort, you need to listen more
than you talk.
Waste time -- people are too busy.
Forget reminders - when sending out a meeting notice, follow-up with a phone call the day
before the meeting to remind people.
Forget newsletters, minutes, and regular updates.
©2013 The Weathers Group. All rights reserved.

7. c-Harmony Relationship Checklist
Each of the following factors influences the collaborative relationship process. After reading a brief description
for each indicator place an X in the box that best reflects your opinion of how your effort is performing and
progressing.
Indicators
Strongly
Agree
Somewhat
Agree
1. Organizational Visions are congruent.
2. Organizational Missions are complimentary.
3. Organizational Values are aligned.
4. Organization’s programs and initiatives are
complimentary.
5. Relationship goals are clear.
6. Each entity brings something of value to the
table.
7. Roles, Responsibilities, and Expectations
have been clearly identified, documented,
and agreed upon.
8. Risks and Rewards have been identified,
considered, and weighed.
9. A signed memorandum of agreement has
been developed, approved, and signed by
both parties.
10. Leadership is open, forward thinking, and
willing to question the status quo.
11. Leadership is engaged, enthusiastic, and
supportive of this effort.
12. There is a primary point of contact dedicated
to this effort. (This effort compliments their
current work.)
13. The mission of the organization(s) is greater
than the ego(s) of the key decision makers.
14. Staff is engaged, enthusiastic, and supportive
of this effort.
15. There is a spirit of high-trust.
16. An existing or impending specific issue will be
addressed.
17. Common target audience
18. Market reach and penetration will improve.
19. Outputs and deliverables have been
determined.
©2013 The Weathers Group. All rights reserved.
Neither
Agree or
Disagree
Somewhat
Disagree
Strongly
Disagree

8. Indicators
Strongly
Agree
Somewhat
Agree
Neither
Agree or
Disagree
Somewhat
Disagree
Strongly
Disagree
X1 =
x 2=
x3
x 4=
x 5=
20. Outcomes have been established.
21. Success indicators and measures have been
established.
22. Access and availability of resources (human,
in-kind, financial, physical, environmental) is
increased.
23. Community image is enhanced by this effort.
24. There is an exit strategy for terminating the
collaboration, alliance or partnership.
Sub Total:
Grand Total
________________________________
Score: 0 – 50: Healthy and Strong
51 – 75: Viable, but in need of some attention
76 – 100: Critical, in need of urgent care
100 – 125: Terminal, imminent demise
©2013 The Weathers Group. All rights reserved.

9. Types of Relationships
Community Linkages - Choices and Decisions
Levels
Purpose
* Dialog and common
understanding
Networking * Clearinghouse for
information
* Create base of support
Structure
* Loose/flexible link
* Roles loosely defined
* Community action is
primary link among members
Process
* Low key leadership
* Minimal decision making
* Little conflict
* Informal communication
* Central body of people as
communication hub
* Match needs and provide
* Semi-formal links
Cooperation coordination
* Roles somewhat defined
or Alliance * Limit duplication of services
* Links are advisory
* Ensure tasks are done
* Group leverages/raises
money
* Facilitative leaders
* Complex decision making
* Some conflict
* Formal communications
within the central group
* Central body of people
Coordination * Share resources to address consists of decision makers
common issues
* Roles defined
or
* Merge resource base to
* Links formalized
Partnership create something new
* Group develops new
resources and joint budget
* Autonomous leadership but
focus in on issue
* Group decision making in
central and subgroups
* Communication is frequent
and clear
Coalition
* Share ideas and be willing
to pull resources from
existing systems
* Develop commitment for a
set period of time
* Accomplish shared vision
and impact benchmarks
Collaboration * Build interdependent
system to address issues
and opportunities
* All members involved in
decision making
* Roles and time defined
* Links formal with written
agreement
* Group develops new
resources and joint budget
* Shared leadership
* Decision making formal with
all members
* Communication is common
and prioritized
* Consensus used in shared
decision making
* Roles, time and evaluation
formalized
* Links are formal and
written in work assignments
* Leadership high, trust level
high, productivity high
* Ideas and decisions equally
shared
* Highly developed
communication
*Source: Community Based Collaborations- Wellness Multiplied 1994, Teresa Hogue, Oregon Center for Community
Leadership
©2013 The Weathers Group. All rights reserved.

10. Crossing the STAKEHOLDER
R.I.V.E.R.
Issue: _____________________________________________________
Organization/
Role
Interest
Values
Individual:
©2013 The Weathers Group. All rights reserved.
Expectations
Rights