Starting a Group

Before starting a group, find out what's already going on in your community.

People organize groups every day to address problems as varied as toxic pollution, lack of civil rights protections, excessive military spending, denial of free speech, low minimum wages, and corrupt campaign financing.

But, before deciding to start a new group, it's helpful to find out if a group already exists with a similar purpose to what you have in mind. Check with activists in your area, see if there is a directory which lists progressive groups in your community or region, browse the web, review lists of organizations at the closest library, and look for posters on local bulletin boards.

If there are established organizations doing the work you want to do, it might be better to join that local group. Another option is to start a local chapter of a state or national organization. However, even if there are other like-minded organizations around, you may have a different set of priorities or wish to use different strategies.

Whatever the situation, it is helpful to talk to other grassroots organizers to learn what has already been done on the issue and what has and has not worked. After this background work, you may decide to start a group or local chapter.

The Initial Meeting

Start small, write a mission statement, brainstorm other potential members, plan a follow-up meeting.

To start a group, first arrange a meeting for a small group of people you know or who share your interests and concerns. Make this group as diverse in terms of race, class, gender, sexual orientation, ability, age, etc. as possible. Don't wait until later meetings to try to make the group more diverse; start from the very beginning.

This group needs to agree on the mission of the proposed organization. In a few sentences a mission statement should include: (1) what problem is being addressed and how it can be solved, and (2) what you will do to solve it, where you do it, why you do it, how you do it, and who you represent. This statement can be reviewed and revised if the group decides it needs to update its focus, but it's helpful to have it broad enough so that it won't need to be changed very often.

The importance of achieving your goals through organizing is crucial. Many groups form to offer services to their community or to speak for (instead of with) those who experience the problem. That leaves most people as passive "clients" who are not encouraged or even allowed to take action and responsibility for solving their problems. People can gain power and control over their own lives most effectively if they are an active part of the organizing process.

A housing organization was unclear about the difference between providing services to tenants and organizing them. The staff thus did a little of both, considering them to be the same thing.

A man from a building to which an organizer had been assigned, came into the office. After being interviewed about his problem, he was advised to go to Legal Assistance and get a lawyer. The man said, "That's too much hassle," and he left. The organizer remarked, "See, that's why we can't ever get anything going in the building, nobody cares enough to do anything." The organizer didn't make the distinction between an individual problem requiring a lawyer, and a building-wide issue that could be addressed by organizing. More to the point, the organization as a whole made no such distinction because, in its underlying model, its function was neither clearly service nor clearly organizing. As long as it was "housing," they did it.

Had there been a clear organizing model, the staff member would not have made a referral. Instead, she would have gone back to the building with the man, talked to the other tenants, and seen who had the same problem. Even if the problem was an individual matter such as non-payment of rent, if many other people were also behind, the tenants might have tried to negotiate a payment plan in exchange for improved conditions. If legal action to improve building services was required, the action should have been brought by all the tenants, not one individual. If all else failed, then helping the man to get a lawyer would have been appropriate.

--Kim Bobo, Jackie Kendall, and Steve Max, Organizing for Social Change (P. 44).
Reprinted with permission of Seven Locks Press.

Think about potential members of your group. Consider your community - is it urban, suburban, rural? Are the people primarily unemployed, working class, middle class, wealthy? What is the racial, religious, and ethnic make-up? Is it politically aware? Do the people living there feel a sense of community?

For the purposes of the organization, think about who the constituency is, that is, the individuals and groups who will most likely support the cause you are concerned about . Is it religious groups, educators, people on welfare, teens? Who shares an interest in the issue; how does the issue touch different peoples' lives? Who might we be forgetting to include that we don't normally interact with? Find out why each member of the initial group decided to come; it will help everyone understand the variety of reasons that get people involved. From this discussion, make a list of potential supporters and all the concerns you share with each one. This can help you to plan a more persuasive approach to people.

With a constituency and community in mind, plan a follow-up meeting that is open to the general public. Set a date, find a meeting location, and plan publicity. Members of the initial group should take responsibility for these tasks, plus decide who will facilitate the meeting, take notes, open and set up the room, write the agenda, bring refreshments, etc. You may wish to choose a working name for the first meeting and then let the larger group decide on a permanent name for the group.

Inform people of the open meeting at least two weeks in advance, through letters, postcards, email notices, newspaper announcements, or flyers. Begin creating a list of individuals and organizations who might support the new group and make sure they all receive a notice. Follow this up with phone calls to your most likely or desired people, no more than a week before the meeting. This gives you an opportunity to explain the issues and take note of people's concerns. Childcare, as well as carpooling or providing transportation, will make it easier for some people to attend and will increase the chances of a good turn-out.

Establishing the Group

Create a group structure, pick a name, divide up tasks, set up a financial and record-keeping system.

The purpose of the open meeting and follow-up meetings will be to establish the structure which will develop and carry out the goals of the organization. Based on the mission statement, you will want to set some specific tasks for the immediate future. In order to carry them out, you will need to decide on individuals or committees to work on a budget, fundraising, publicity,action planning, etc.

Groups often shy away from formal structure because it seems hierarchical, that is, promoting unequal power among the members; but structure is like the frame of a house which gives shape to a pile of lumber. You cannot build a lasting or useful organization without it. By having a clear structure, roles of responsibility and authority are mapped out. A group process is established as the approved way to make decisions and take actions. Any model will have strengths and weaknesses; however, if you don't put a structure of some sort in place, one will happen on its own that may not be according to the wishes of the group.

One kind of group that has its own special rules and procedures is a labor union. Unlike other grassroots non-profit groups, formation of unions is governed by special state or federal laws. The initial goal in organizing a union is a positive vote by workers to form a union and its recognition by the owners and managers of the business or institution. After that, unions can get involved not only in workplace problems but in other issues as well.

In the spring of 1993, the Communications Workers of America were in the final stages of a five year effort to organize 1700 clerical and technical workers on the campus of Indiana University. Although nearly half the full-time staff qualified for food stamps and other forms of public assistance, a large share of workers were not responding. Organizers needed a creative way to juice up the energy of the election, appeal to disinterested workers, and turn out the vote in big numbers.

Their answer: Elvis Presley. Organizers hired a professional Elvis impersonator and rewote a series of Elvis songs to carry the union message, including "Heartbreak Payroll" and the Vegas crooning song, "Now or Never," which became the theme of the campaign.

The pro-union Elvis was featured on billboards and radio ads and went along on work site visits. Workers who wouldn't look up from their desks in the past would chase him down the hall to sign their union literature. The campus was a buzz with "Elvis sightings." On election eve, he was also the featured guest at a huge get out the vote rally. The union won by a landslide, 1005 to 250."

--The Activist Cookbook: Creative Actions for a Fair Economy.
Reprinted with permission of United for a Fair Economy--see www.ufenet.org

The group should settle on a name and may want to choose officers to carry out certain functions. One or more persons (Coordinator, President, Steering Committee, or other title) should take on the role of following up to be sure tasks are happening on time and deadlines are being met, and to coordinate the work among different committees. One central contact person is important, and having a back-up for them is always a good idea. A Clerk or Secretary may be responsible for maintaining the membership list and a Treasurer for overseeing the finances.

Knowing the interests, skills, and past experiences of group members can aid in deciding what these members do. Someone with past financial experience might be the treasurer, for example. Publicity for the group, heading up committees, and coordinating mailings or phone calling are all roles that, if possible, should be taken.

If the group receives and spends money, it needs a system of financial records which should be set up as soon as possible. If it decides to open a bank or credit union account, it is not necessary to incorporate as a non-profit organization. An individual member can use their own Social Security number to open an account, or the group can use an Employee Identification Number obtained from the Internal Revenue Service (IRS Publication SS-4).

When a group's goals are expected to take a long time to accomplish, with small steps along the way, a more formal, written structure may be needed to keep the group on track over a long period. This could mean having a Board of Directors, with by-laws, paid staff, local chapters, or formal coalition-based models. Or it could mean a membership-at-large group with elected officers who hold regular meetings to pursue the group's goals.

Some kind of an office may have to be established for central contact and information gathering, perhaps in someone's home or in a rented space. If the group is accumulating a lot of information, it will be necessary to develop a file system that makes sense, whether on paper or computer. Timelines and calendars posted on the walls can be helpful for reminding people of deadlines, meetings, and events. Regular communication with potential and active group members is crucial in activating them and maintaining their involvement.

Encouraging Democratic Participation

Set up procedures to make sure all members are participating; encourage group diversity.

Since one of our goals as community organizers is to have all people participate in the decisions that effect them, all members should have the opportunity to participate in a group's decision-making process. The results of oppression in our society lead some people to dominate discussions and others to sit quietly. If a few people dominate the meeting, the facilitator and other members can use some of the following suggestions to help equalize the participation:

• Agree that no one will speak twice until everyone has had the chance to speak once
• Go around the room and invite every person to state an opinion on a key question
• Alternate between men and women
• Take an informal vote, or "straw poll," if necessary, to see how the group is feeling
• Ask if people need a break
• Break up into smaller groups and then report back to the whole group
• Ask people from groups who don't usually get heard to speak first.

From time to time it's important for a group to ask who should be at the table, but isn't. And the group should not ask why they don't come, but ask instead what the group could do differently to make it a more welcoming place. Many people think that a lack of diversity can be addressed through outreach or encouragement, when really what a group needs to do is take a good hard look at itself.

If one of our organizing goals is to build democratic institutions and give greater power to all citizens, then the means--all parts of the process--we use ought to be democratic as well. Or, as Mohandas Gandhi said, organizers must "be the change you wish to see in the world." This includes giving up or sharing power and control, encouraging others to take on leadership in organizations, and, in general, to "walk our talk" as much as possible.

"Be the change you wish to see in the world." -Gandhi

Regular Meetings

Pick a good location and make sure you have all the materials you need.

Meeting as a group on a regular basis will strengthen your organization. Meetings provide an opportunity to discuss plans and needs. They should be both fun and productive.

The meeting site should take into account the needs of the members - is it physically accessible for older people and wheelchairs, centrally located and easy to find, comfortable and familiar for the constituency of the group, an adequate size? Is there a room for childcare, do you need a kitchen? If cost is a factor, many libraries, places of worship, schools, union halls, financial institutions, and community centers have rooms that they allow non-profit groups to use for free or a small charge. If you meet at someone's home, be sure it's a large enough setting for the numbers expected and accessible for people who have difficulty moving around.

Materials needed for a meeting include an agenda, newsprint or flip chart and tape to hang paper on the wall, blackboard or easel, scrap paper, pens, markers, refreshments, and necessary documents or audiovisual aids such as graphs or pictures. A sign-in sheet for names, addresses, telephone numbers, and email is a good way to be sure you are keeping track of new members and building a contact list.

Meeting Format and Agenda Setting

Divide up tasks, stay on time, make an effective agenda, and run the meeting in a way that works for people.

It is important to start and end meetings on time; people are more likely to come back to well organized meetings. If you haven't already done so, ask for volunteers for meeting tasks. If people don't know each other, go around and give names and any other useful information but keep it brief and to the point.

Note: There need to be opportunities for active group members to know each other and develop group solidarity. This can be done during meeting, by sharing food before or after the meeting, or other kinds of socializing.

Review the agenda at the beginning of the meeting to allow for additions, corrections, or clarification. A workable agenda is key to a good meeting and should be created by the group or a subcommittee, preferably at the end of the previous meeting. Put the agenda items into categories such as business, new ideas, announcements, and discussion topics. Amounts of time for each agenda item should be included. Allow enough time for everything.

Begin with quick decisions and announcements; be careful that new items don't get in the way of major business. Keep the difficult issues for the longest part of the meeting, nearer the beginning, and the easier, lighter items for the end when everyone is tired. Try to limit the meeting to no more than one and a half or two hours, leaving time to plan for the next meeting and divide up responsibilities.

Schedule in a ten or fifteen minute break if the meeting is more than an hour, or check with people after 45 minutes to see if they need a break. Have refreshments if possible, or even a potluck meal before or after the meeting. Ask the group to evaluate how they think the meeting went, what problems came up, what improvements could be made, what went well, and how the facilitator did.

In a new group, or one dealing with complicated issues, a Facilitator or Chairperson may be selected to make sure the group sticks to the agenda. The focus of a Chair or Facilitator is the process of the meeting, not the content. If the Facilitator has strong opinions about an agenda item, someone else should take over the task while that topic is being discussed. One way to develop facilitation skills in the group is to provide regular training sessions and to rotate the role of facilitator so that many or all members can practice the skills. As more people become familiar with the job, it may not be necessary to have someone specifically appointed to the task. (See Resources section for information on meeting facilitation.)

A Notetaker is responsible for writing up the minutes of the meeting and getting them out to the members, with the date and time of the next meeting clearly noted. The minutes should start with the date and name of the group and list the people attending. The notetaker should ask the group to slow down or repeat certain points when necessary. Before a final agreement on any proposal, the notetaker should go over it carefully with the group to make sure the minutes are accurate.

Decision-Making and Group Process

Decide how the group will make decisions, such as majority rule or consensus.

A key task at this point is to agree on a decision-making process. The typical model for decision making is a majority vote, but a divided vote on an issue may leave those on the losing end unhappy, which could cause a split in the group. Most groups who rely on voting use a two-thirds or three-quarters majority in order to be sure of strong support for their decisions. People who object strongly can be invited to develop an alternative plan for the group to consider later or to withdraw their objections.

Group decisions are strongest when all members of a group find them to be acceptable, a process known as consensus. Consensus relies on gathering viewpoints and information, engaging in discussion, and putting ideas together in a way that respects everyone and gives birth to new and better thinking. A group can reach total consensus or agreement, but it may take patience and sometimes additional meetings. Groups who have received training in consensus, whose members have practiced using it, and who have a high degree of trust are often the most successful in using consensus. (See books on consensus decision-making in the Resources section.)

Introducing Proposals for Action

Brainstorm ideas, discuss and evaluate them, check for agreement, and make a plan to carry them out.

Some proposals may come from individual members, a small group, or a committee. Some may be the result of a brainstorming session, where the group generates as many ideas as possible on actions to take, followed by intensive discussion and evaluation by the whole group or a subcommittee. It will save the group time if, when you introduce a proposal, you try to cover all of the questions or issues you think will come up. Then have the group talk about the proposal, its strengths and weaknesses, and its relation to your goals. If improvements to the proposal come up in the discussion and everyone agrees, change it as you go along.

Check for agreement among the members. If there is unanimous support, the proposal is approved. Then move on to planning the logistics, or details, of the action or event. If the support is not unanimous, people who object should be asked to state their concerns.

A consensus model requires the proposal to be discussed and modified until it is at least acceptable to everyone (no strong opposition), but your organization must decide how much support will be needed to approve proposals. We believe it is best to use at least the beginning stages of consensus for any proposal.