Work to Maintain the Organization Over the Long-Term

It is important to understand the ways that grassroots organizations come into being, how they continue their work in the community, and when and why they cease to exist. Some groups may disband because they are no longer needed, or because they have evolved into another organization. However, many grassroots organizations fail to consider -- or to address -- four important needs over the long-term:

1. strong leadership
2. member renewal
3. financial and other resources
4. effective partnering

Good leaders are the key to community organizing, and leadership identification and development is critical to the future success of the participation program. Often, community leaders do not recognize themselves as such; the planner's role may be one of nurturing. In some communities, a local nonprofit organization or city department is created for this purpose.

James MacGregor Burns describes leadership this way:

"Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations -- the wants and needs, the aspirations and expectations -- of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers' values and motivations."

While many interest groups get together just for discussion, the long-term vitality and effectiveness of an organization depends as much on "talking" as it does on "acting." If participating members do not believe there has been progress or do not achieve even small successes, then the group begins to shrink to a few diehards for whom meeting attendance has become a way of life.

There are several ways to renew and retain the interest of members.

3. Financial and Other Resources

One of the biggest challenges for community groups and for government-community partnerships is resource development, especially funding. The Community Toolbox  lists several strategies for financial sustainability:

4. Effective Partnering

Given limited resources, grassroots organizations can achieve far more if they pool their interests and energies with other groups and agencies. Such partnerships may be difficult to forge because of the risks and power-sharing that are required. Even so, partnerships are now seen as a more effective way to address public economic, social and environmental problems.

Partnerships should be formed when the time is "ripe", that is, when the partnership is perceived to be in the interests of the involved parties. Oftentimes, the window of opportunity is open for only a very short time, so timing is critical.

Partnering can be accomplished in a number of ways, such as networking or collaborating.

Cases

References & Links
The Citizens Handbook: A Guide to Building Community in Vancouver
Vancouver Citizens Committee
   Fundraising
   Keeping People
   Leading
   Meeting