The Art of Not Knowing The Art of Not Knowing EverythingEverything

The Role of Paid Staff in CoalitionsThe Role of Paid Staff in Coalitions

Featuring the Sad, Sad Stories of . . .Featuring the Sad, Sad Stories of . . .

Paul EvensenPaul Evensen Shannon WeatherlyShannon WeatherlySenior Vice PresidentSenior Vice President Policy AnalystPolicy AnalystCommunity Systems GroupCommunity Systems Group Office of National Drug Control Office of National Drug Control PolicyPolicy

Introducing…Introducing…Paul EvensenPaul Evensen

Former Coalition Leader Evaluator Trainer/Speaker/Facilitator Perpetual Student (will he ever graduate?!)

Shannon WeatherlyShannon Weatherly Former Coalition Leader Policy Analyst/DFC Doer/Contract Nerd Mental Health Counselor Yoga Instructor

ObjectivesObjectives

1. Clarify the appropriate roles of paid staff in coalition work.

2. Highlight the benefits of engaging in healthy role development for staff (. . . .and share our personal history of traps, mistakes, and lessons learned.)

Group DiscussionGroup Discussion

In your DFC-funded coalition:In your DFC-funded coalition:

What is the current role of paid staff? Are coalition members clear about the role of

staff? Has their been a specific conversation? Does your job description address the issue

directly? What expectations did coalition members have

when your coalition transitioned from “all volunteer” and “unfunded” to DFCSP grantee?

Group DiscussionGroup Discussion

In your DFC-funded coalition:In your DFC-funded coalition:

How much of the coalition’s current work relies solely on paid staff to get done?

What is working about the current role of paid staff?

What is NOT working about the current role of paid staff?

If You Hear Nothing Else If You Hear Nothing Else Today….Today….

Hear this…Hear this… YouYou cannot cannot and and should notshould not do this alone. do this alone.

There is danger is being the only “doer”. You do not have to know everything.

The coalition is not about you.The coalition is not about you. Perfect the art of “facilitating from behind.” Be prepared to receive little or no credit for

your hard work. Make peace now with the fact that you have the

world’s most rewarding and yet, thankless job.

Paid Staff Should Not…Paid Staff Should Not…(do anything Shannon and Paul did including the (do anything Shannon and Paul did including the

following)following) Plan and facilitate all coalition meetings

Do everything because “it’s easier that way”

View members (or allow members to see

themselves) as advisors and not doers

Make unilateral decisions about the coalition’s

work

Allow themselves to become known as the only

expert in the coalition

Paid Staff Should Not…Paid Staff Should Not…

Always be the spokesperson for the coalition

Be the primary architect of planning products

Be the primary implementer or act alone

Deny members a chance to act or take any

action a member should have or could have

taken

Repeat any of the other major mistakes made

by Shannon and Paul . . .

Consequences of the “Should Consequences of the “Should Not’s”Not’s”

The coalition becomes all about you

Removes responsibility/input from members

Excludes the greater community

The coalition IS the paid staff

Sets up your coalition for failure if you leave

Shuts down the very process that is a

coalition & creates stagnation

Consequences of the “Should Consequences of the “Should Not’s”Not’s”

Members will leave because they have

no “real” roles (does your coalition

really need one more advisor?)

The coalition will lose (or fail to gain)

real political power and influence

Staff will burnout

Paid Staff Should’s…Paid Staff Should’s…

Include members in the tiniest of details

Encourage their voice to be heard

Match member skills, interests, and desires to

tasks

Align resources and skills with members to

succeed in their task or role

Support and problem solve with members to

achieve results

Paid Staff Should’s…Paid Staff Should’s…

Connect and facilitate efforts behind-the-

scenes

Educate the community on the real role of

coalition

Ensure the “pay off” is there for the

member’s participation

Let members lead in big and small ways

Facilitate the creation of leaders

Consequences of the Consequences of the Should’sShould’s

More people are able to do the coalition’s

work

Members feel valued and stay involved

Creativity flourishes

Leaders lead and new ones are created

Leads to community change and outcomes

Consequences of the Consequences of the Should’sShould’s

Increases community buy-in and input

More likely to obtain local resources because

of varied community involvement

If you leave, your coalition lives on and

(hopefully) never skips a beat

Decreases staff burnout and turnover

How to Quickly Re-Define How to Quickly Re-Define the Role of Paid Staffthe Role of Paid Staff

Start with Meeting ManagementStart with Meeting Management Who sets the agenda for coalition meetings? Who facilitates the coalition’s meetings? Who makes decisions about meetings? Who communicates about/before/after/in-

between meetings?

Paid staff role(s) before, during and in between meetings?

How to Quickly Communicate How to Quickly Communicate Paid Staff’s Appropriate RolePaid Staff’s Appropriate Role

Use Shannon and Paul as “an excuse.” To raise the issue. To have an immediate conversation about paid

staff and volunteer roles.

They have to be told: Paid staff (you) can shock them with the news

that they are doers, or You can find a “proxy advocate.” Who is best

to send this message to the coalition?

How to Quickly Communicate How to Quickly Communicate Paid Staff’s Appropriate RolePaid Staff’s Appropriate Role

Don’t do stuff! [No, we don’t mean go on

strike!] Do not enable an unhealthy role for paid staff.

Be willing to let things go undone: So that the process can “correct itself.”

So that members have to weigh the consequences of

current action plans, assignments, and roles.

So that there is accountability.

We Got a DFC Grant!!We Got a DFC Grant!!Now What?Now What?

What is a coalition? What is a coalition? A community problem solving process that is larger than

any one person.

What is process?What is process?What groups do over & over again that become the norm,

habit, or expectation.

Habits form the routines, business model, Habits form the routines, business model, and way of doing things in a coalition.and way of doing things in a coalition.They are beyond staff & can be done with or without paid

staff. Written: By-laws, rules, regulations Unwritten: What the coalition naturally does

Coalition + Active Membership = Coalition + Active Membership = ProcessProcess

The process of a coalition:The process of a coalition: Cannot be done alone

Is not a table of people who care

Remains no matter who is/is not present

Creates a safe environment for creative

problem solving that involves everyone

Is facilitated by a humble, relaxed, and largely

behind-the-scenes paid staff

You Have Things that Are You Have Things that Are WorkingWorking

You got the grant, so…You got the grant, so… Where are you seeing progress already?Where are you seeing progress already? Can you find the “there” there and use it Can you find the “there” there and use it

as model for other parts of the coalition’s as model for other parts of the coalition’s work?work?

Does my team even understand Does my team even understand “coalition”? What can I do to help them “coalition”? What can I do to help them learn?learn?

Some Final ThoughtsSome Final Thoughts

Assessing & shaping your management Assessing & shaping your management style over time is essential.style over time is essential.

Choosing to not stand in the way, but to Choosing to not stand in the way, but to facilitate movement.facilitate movement.

If it’s about you, then you’re in the way.If it’s about you, then you’re in the way. Don’t act out of fear, but don’t be afraid to Don’t act out of fear, but don’t be afraid to

act.act. You are not alone. Connect with your You are not alone. Connect with your

members, community, State & Federal members, community, State & Federal friends.friends.

Questions?Questions?

Shannon WeatherlyShannon WeatherlyP: 202.395.6774P: 202.395.6774

E: E: sweatherly@ondcp.eop.gov

Workshop materials also available Workshop materials also available at: www.ondcp.gov/dfcat: www.ondcp.gov/dfc