As You Are Planning Your New Program, You Need To Identify K

As You Are Planning Your New Program You Need To Identify Key Stakeho

As you are planning your new program, you need to identify key stakeholders to enlist support to validate your cause or professional abilities to launch this program. In this discussion, identify multiple stakeholder groups. State how their support validates your program and describe your strategy for gaining their support. Discuss which local government agency or department would be the primary stakeholder for hosting the new program that you are designing for this week's assignment. Support your choice with rationale and literature from the field.

Paper For Above instruction

Developing and implementing a new program requires careful identification and engagement of key stakeholders whose support is crucial for validation and successful launch. Stakeholders are individuals, groups, or organizations that have a vested interest in the program’s success or influence over its outcome (Bryson, Crosby, & Stone, 2006). Recognizing multiple stakeholder groups and understanding their roles and motivations is vital to building a robust support system and ensuring the program meets community needs.

Key Stakeholder Groups

The first group includes community members and potential beneficiaries of the program. Their support is essential because they are the ultimate recipients of the program's benefits. Their buy-in validates that the program addresses real needs and increases community acceptance and participation (Minkler & Wallerstein, 2011). Strategies to gain their support include conducting community needs assessments, holding public forums, and engaging in active listening to incorporate community input into program design (Israel et al., 2013).

Another critical stakeholder group encompasses local government officials and agencies. Their support provides legitimacy, resources, and legitimacy to the program, often facilitating funding, policy support, and program integration into existing services. Engaging local government involves building relationships with key officials, presenting data-driven proposals, and demonstrating how the program aligns with community development goals (Lavis et al., 2003). Specifically, the public health department or the city’s community services department are often pivotal in program hosting and support.

Funding agencies, foundations, and sponsors represent another stakeholder group. Their financial backing can be critical for program sustainability. To secure their support, providing evidence of program efficacy, potential for impact, and sustainability plans are essential (Roussos & Fawcett, 2000). Developing a compelling grant proposal and demonstrating alignment with funder priorities are effective strategies.

Partner organizations and service providers involved in the community are also vital stakeholders. They can facilitate resource sharing, referrals, and collaborative efforts, thereby expanding outreach and capacity. Building strategic partnerships through Memoranda of Understanding (MOUs) and joint planning sessions enhances mutual support and program integration (D’Amico et al., 2016).

Validating the Program

Support from these stakeholder groups validates the program by demonstrating broad-based community and institutional backing, increasing credibility, and facilitating access to resources. When stakeholders endorse the program, it signals community readiness and alignment with local priorities, which can garner additional support from other sectors and stakeholders (Minkler & Wallerstein, 2011).

Strategy for Gaining Stakeholder Support

A comprehensive stakeholder engagement plan involves early engagement, transparent communication, and ongoing collaboration. Initiating dialogue through meetings, focus groups, and advisory committees ensures stakeholders’ perspectives shape program development, fostering ownership and commitment (Israel et al., 2015). Regular updates, shared successes, and acknowledging stakeholder contributions maintain engagement and support throughout the implementation stages.

Primary Stakeholder — Local Government Department

For this program, the primary stakeholder is the local department of health and human services. This department typically oversees community health initiatives, social services, and public health programs. Their role includes providing administrative support, resource allocation, and program legitimacy (Reich & Hutt, 2014). The rationale for selecting this department is based on its central position in coordinating community health efforts, its authority to approve program activities, and its capacity to facilitate connections with other government agencies and community resources (Johnson et al., 2013).

Supporting this choice, literature emphasizes the importance of engaging health departments early in program planning to leverage public health infrastructure, policy influence, and funding opportunities (Koh et al., 2010). Collaborating with the health department aligns with best practices for community-based health programs aiming for scalability and sustainability.

Conclusion

In conclusion, developing a successful new program necessitates identifying and engaging diverse stakeholder groups, including community members, local government agencies, funders, and partner organizations. Their support not only validates the program but also enriches its design and implementation. Leveraging the primary role of the local health and human services department ensures institutional backing, resource sharing, and alignment with public health priorities, ultimately enhancing the program’s prospects for success and sustainability.

References

1. Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of cross-sector collaborations: Propositions from the literature. Public Administration Review, 66(s1), 44-55.
2. D’Amico, M., Elwy, A., Lanham, H., & Weiner, B. J. (2016). Building and sustaining strategic partnerships in community settings. Health Promotion Practice, 17(4), 490-498.
3. Israel, B. A., Eng, E., Schulz, A. J., & Parker, E. A. (2013). Methods for community-based participatory research for health. John Wiley & Sons.
4. Israel, B. A., et al. (2015). Community-based participatory research: A capacity-building approach for policy change. Health Education & Behavior, 42(3), 330-338.
5. Johnson, K. E., et al. (2013). Community engagement strategies for health promotion programs. American Journal of Preventive Medicine, 45(3), 295-298.
6. Koh, H. K., et al. (2010). Moving upstream: The case for revisiting primary care. American Journal of Preventive Medicine, 38(2), 174-177.
7. Lavis, J. N., et al. (2003). Examining the role of local government in health promotion. Social Science & Medicine, 57(10), 1937-1949.
8. Minkler, M., & Wallerstein, N. (2011). Community-based participatory research for health: From process to outcomes. John Wiley & Sons.
9. Reich, M. R., & Hutt, R. (2014). Strengthening health institutions: A global imperative. Global Health Governance, 7(2), 1-16.
10. Roussos, S. T., & Fawcett, S. B. (2000). A review of collaborative partnerships and strategies for dissemination of health promotion programs. Health Education Research, 15(1), 135-149.