Components of an Effective Coalition

Clear Organizational Structure

• To be effective, coalitions require:
  • a strong and stable organizational structure that clarifies roles and procedures, and adequately addresses task and maintenance function.
  • a formalized set of structures and practices, such as written roles and procedures (e.g., bylaws).
  • management strategies, such as effective communication, conflict resolution, perception of fairness, and shared decision-making.
• Organizational effectiveness is related to positive work climate, higher member satisfaction, better communication among committee members, stronger linkages with community organizations, and less conflict.
• Effective leadership, opportunities for leadership development, and staff support are frequently identified as the most essential elements of an effective coalition.
• Effective leaders are open, task-oriented, and supportive of the group.

Membership Capacity to do the Work

• Key coalition members must have a clear understanding of the coalition development process and a basic knowledge of prevention planning and concepts.
• The community must have an appropriate level of readiness to ensure ownership and commitment to act on substance abuse issues.
• Adequate time and staff support are necessary for effective coalition development, planning, and activities.
• Coalitions require a common vision, high quality communication, strong relationships both internally and externally, targeted outcomes, and human and financial resources to be effective.

Sustainability

To be sustained over time, coalitions must:

• Develop and employ a process for leader succession and recruitment of new members.
• Provide recognition and renewal to coalition members to increase energy and reduce burnout.
• Continuously integrate the coalition’s goals and strategies into the missions of their own organizations.
• Develop diversified funding streams to ensure balance and commitment to coalition activities and actions.

References

Butterfoss, F. D., Goodman, R. M., & Wandersman, A. (1996). Community coalitions for prevention and health promotion: Factors predicting satisfaction, participation, and planning. Health Education Quarterly, 23(1), 65–79.           

Center for Prevention Research and Development. (2006) Evidence-Based Practices for Effective Community Coalitions. Champaign, IL: Center for Prevention Research and Development, Institute of Government and Public Affairs, University of Illinois.

Florin, P., Mitchell, R., Stevenson, J., & Klein, I. (2000). Predicting intermediate outcomes for prevention coalitions: A developmental perspective. Evaluation and Program Planning, 23, 341–346.

Foster-Fishman, P. G., Berkowitz, S. L., Lounsbury, D. W., Jacobson, S., & Allen, N. A. (2001). Building collaborative capacity in community coalitions: A review and integrative framework. American Journal of Community Psychology, 29(2), 241–261.

Kegler, M. C., Twiss, J. M., & Look, V. (2000). Assessing community change at multiple levels: The genesis of an evaluation framework for the California Healthy Cities Project. Health Education & Behavior, 27, 760-779.

Kegler, M. C., Steckler, A., McLeroy, K., & Malek, S. H. (1998). Factors that contribute to effective community health promotion coalitions: A study of 10 Project ASSIST coalitions in North Carolina. Health Education and Behavior, 25(3), 338–353.

Merzel, C., & D’Afflitti, J (2003). Reconsidering community-based health promotion: Promise, performance and potential. American Journal of Public Health, 93, 557-574.

Prestby, J.E., Wandersman, A., Florin, P., Rich, R., & Chavis, D. (1990). Benefits, costs, incentive management and participation in voluntary organizations: A means to understanding and promoting empowerment. American Journal of Community Psychology, 18, 117–149.

Developed under the Substance Abuse and Mental Health Services Administration’s (SAMHSA) Center for the Application of Prevention Technologies contract. Reference #HHSS277200800004C. For training and/or technical assistance purposes only.