Prioritising effective marketing and brand management

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For organisations managing multiple groups, importance should be placed on maintaining a determined set standard operating procedures and targets which individual groups should be held responsible for achieving. In the eyes of the community and local municipality this provides accountability and legitimacy. 

Challenge

Dysfunctional and failing groups have the possibility to the tarnish the image of the organisation and cause disappointment to external audiences.[1] This type of management creates a hierarchical relationship which in some instances some members and member groups can find restricting and sometimes overly controlling.

Solution

Seyfang & Haxeltine offer several solutions focused on the operation of the organisation:[1]

  • Establish a steering committee that makes operational decisions and performs other management tasks
  • Adopt and maintain openness and transparency within the coalition.
  • Ensure that directly linked or supported initiatives have met certain criteria before representing the name of the organisation.
  • Offer codified learning through specific programme training that is required for accreditation. The training should cover practical matters (i.e., how to set up and facilitate a steering group, run participative workshops, facilitate, etc.) and ideological issues (i.e., the organisation's perspective on climate change, resilience and community resilience, theories of social change, shared methodologies for collaboration, IT skills, accounting, etc.), but should also be flexible enough to accommodate people’s arising training needs.[1]

Moore et al. (2015: p. 77, Table 1) make one important note for those organisations with groups operating in multiple locales: it is important to disseminate and maintain the priniciples of the organisation, but also to ensure their adaptability to the contexts they operate in through the co-generation of knowledge and engagement of local networking platforms.[2]

Examples

Related Patterns

References

  1. 1.0 1.1 1.2 Seyfang, G. & A. Haxeltine. 2012. Growing Grassroots Innovations: Exploring the Role of Community-Based Initiatives in Governing Sustainable Energy Transitions. Environment and Planning C: Government and Policy 30(3):381–400. doi: 10.1068/c10222.
  2. Moore, Michele-Lee, Darcy Riddell, and Dana Vocisano. 2015. “Scaling Out, Scaling Up, Scaling Deep: Strategies of Non-Profits in Advancing Systemic Social Innovation.” Journal of Corporate Citizenship 2015(58):67–84. doi: 10.9774/GLEAF.4700.2015.ju.00009.