Tanya Beer Center for Evaluation Innovation 2016 GIH Policy Forum Coalitions are networks in action where members Agree upon purpose Share decisionmaking Aim to influence an external audience ID: 689962
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Slide1
Lessons on Effective
Coalitions
Tanya BeerCenter for Evaluation Innovation2016 GIH Policy ForumSlide2
Coalitions are “networks in action” where members:Agree upon purpose
Share decision-makingAim to influence an external audienceMaintain autonomyA coalition is a means to an end, not an end in itself.
Research from the TCC GroupSlide3
Shared Purpose
Goal Destination(What is the coalition trying to achieve?)Value Proposition(Why is the coalition the right approach?)Minimize transaction costs
Maximizing social utilitySeek internal stability re: inclusionNear term, specific and tactical
Connected to organizations’ own work
Common lens on expectations
When either of these evaporates, let the coalition die.Slide4
Clarity about the
value proposition
Organization Coalition
Access, influence, credibility with critical audiences
Advocacy skills & expertise
Time
Coalition
Policy Goal
Counterbalance to widespread or powerful opposition
Pressure from multiple points and constituencies
Political cover for decisionmakers
Coalition
Organization
Strategic contribution to organizational mission
Gap filling
Reciprocating relationships/capital
Coalitions with clarity at all of these levels demonstrate more trust, transparency, and satisfaction.Slide5
1
Leadership
Coalition Capacities
Goal Destination
(What is the coalition trying to achieve?)
Value Proposition
(Why is the coalition the right approach?)
Rules,
procedures,
and decision-making that fit the situation
Bridge gaps and provide cohesive direction
Action-oriented rather than only purpose oriented
Strategic
membership that’s context driven
Create cohesion
Common Funder Error
Inattention to power dynamics within coalitionsSlide6
2
Adaptive Capacity
Coalition Capacities
Systematic environmental monitoring
Shared political analysis
Effective planning grounded in action
Ability to re-configure approach rapidly
Evaluating success & members
Flexible resourcing
Promote inter-member Collaboration
Common Funder Error
Restricting use of funds or requiring detailed plansSlide7
3
Management Capacity
Coalition Capacities
Communication that
’
s frequent
and
productive
Cultivating membership engagement
Deliver on reciprocity
Task/goal focused
Clarity of member/staff roles
Conflict management
Careful record-keeping
Common Funder Error
Confusing bureaucratic process with competence
Common ErrorSlide8
4
Technical Capacity
Coalition Capacities
Membership Diversity
Coalition Staffing
Policy/Advocacy Expertise
Tangible Non-Human Resources
Resource Development Skills
Common Funder Error
Pushing coalition to hire staff who are “doers”Slide9
Seven Deadly Sins of Coalitions
Debate to DeathSocial OrientationAvoidance of ConflictLack of Technical ExpertiseTurn it Over to the StaffNo Ongoing Role for Members
Fight over Recognition
8
.
Holding on when purpose is gone
9. Confusing your purpose with theirs
For
funders
in particular
10. “Over-
coalitioning
” a communitySlide10
1
Leadership
2
Adaptive Capacity
3
Management Capacity
4
Technical Capacity
How does
your grantmaking approach enable or constrain the characteristics of effective coalitions?Slide11
For more…
www.tccgrp.comJared
Raynor at the TCC Group