Responses

Speak In first Person

Respond to at least two of your peers’ initial posts. Make sure you choose at least one post that focuses on stakeholders that are different from yours. Include the following details in your response:

• Identify at least one type of stakeholder that your peer did not include in their initial post, and explain why considering this stakeholder type is important.
• Explain the risks of not involving stakeholders in program planning. If your peer has already discussed some risks in their initial post, identify at least one other risk that they did not or elaborate further on a risk that they did identify.

June Discussion:

Hey Class,

      Involving stakeholders in program planning is crucial because they bring different perspectives that help shape a well-rounded approach. Internal stakeholders, such as employees, managers, and board members, play a key role because they understand the organization’s daily operations, challenges, and goals. Their input ensures that the program aligns with the organization’s mission and resources. External stakeholders, including patients, community members, policymakers, and funding agencies, provide valuable insights into how the program impacts those outside the organization. Their involvement helps tailor the program to meet community needs and regulatory requirements (CDC, 2021).

      Including stakeholders in the planning process ensures that their feedback continuously improves program design and implementation. It also increases their investment in the program’s success, making them more likely to support evaluation efforts and act on recommendations. This buy-in can lead to better resource allocation, policy support, and long-term program sustainability.

      To assess each stakeholder’s influence and importance, I would consider their level of power and interest. A stakeholder analysis matrix can help categorize them based on their decision-making authority and how much they are affected by the program. For example, high-power, high-interest stakeholders—such as hospital executives or major funders—require close collaboration, while low-power, high-interest stakeholders—like patients—should still be kept informed and engaged to ensure their needs are addressed (Bryson, 2018).

Reference

Centers for Disease Control and Prevention. (2021). 
Program evaluation for public health programs: A self-study guide. Retrieved from 

https://www.cdc.gov/eval/guide/index.htm

Bryson, J. M. (2018). 
Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). John Wiley & Sons.

Shanice Discussion:

Good Day Class!

Internal stakeholders in program planning are persons or groups within the company, such as employees, managers, and board members, who have direct engagement or interest in the program. These individuals or groups are considered to constitute internal stakeholders. Their impact can guide the program’s goals, resources, and course of action. Employee comments on program design, for instance, can guarantee that the program fits operational reality; board members’ opinions can help to drive strategic alignment with the objective of the company. Since their demands, expectations, and comments may affect program effectiveness, external stakeholders like consumers, suppliers, partners, and the community also play a very important part. Their presence is essential to guarantee the program is relevant, viable, and sensitive to outside needs and situations. Including both internal and outside stakeholders helps one to have a more complete awareness of possible hazards, possibilities, and effects on the program (Bryson, 2018).

Utilizing methods for stakeholder analysis, such as a power-interest grid, may be an extremely efficient method for determining the extent of each stakeholder’s influence and relevance in the situation. This approach helps classify stakeholders according to their degree of interest in the results of the program and their degree of authority to affect choices. High power and highly interested stakeholders should be given top priority so that their issues are regularly handled and they are always involved. While those with high power but low interest may be watched with regular check-ins to assure alignment, those with lower power but great interest may need regular updates. Dynamic stakeholder management and regular assessment help one to adjust to evolving demands and impact (Freeman, 1984).

Reference

Bryson, J. M. (2018). 
Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (5th ed.). Jossey-Bass.

Freeman, R. E. (1984). 
Strategic Management: A Stakeholder Approach. Pitman Publishing