Stakeholder Relationships and Alliance Discussion Essay Paper
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Section 7 & 8
STAKEHOLDER RELATIONSHIPS AND ALLIANCES
All key stakeholders for the Lewisville Community Health Coalition have been clearly identified. All individuals, organizations and entities that contribute to the mission and continuation of the program are regarded as key stakeholders. In the future, the stake holders will continue to grow as the program reaches more and more youth, families, schools and communities. Other stakeholders will remain constant such as facilitators, medical personnel, education personnel and donors/ sponsors/volunteers for the program. The expectations and requirements of all members are provided in a definition of role presentation. The main focus of each player is to build the relationships that are essential to keep the program in play. Stakeholders are expected to report any anomalies to designated personnel as to allow the proper implementation of changes. All stakeholders will complete surveys for satisfaction overall. Al policy changes will be distributed accordingly to ensure changes are kept at the forefront of the organization. As the community is a core stakeholder for the program, it will be imperative for the organization to run itself as a fluid community keeping the relationships between stakeholders transparent and unstrained. Stakeholders will be consulted before any changes are implemented, especially in an area that will affect them significantly.
RISK FACTORS AND REGULATORY COMPLIANCE
The risks that will face the organization will be combatted with pre-planning and solid effort to ensure their effects are minimal. Compliance with parents’ wishes will be essential as not to violate the student relations and consent. The goal is to promote health and reduce liability for the organization from a health standpoint. A part of risk management is also to minimize potential loss of sponsors, donors and investors. Maintaining communication between stakeholders is key in regulatory compliance.
The board of directors will be in charge of ensuring regulatory compliance throughout the program. There will be regulation on operational compliance, financial compliance, personnel compliance and security compliance. As the program deals with the well-being of minors, security is of the utmost importance. HIPPA compliance is also important and extends to all relations held with medical personnel on staff.
The board of directors will meet monthly to discuss and remedy any ethical issues or short comings befalling the organization with cause for further damage. Any changes decided upon will be done so with majority vote and will be implemented immediately. These updates shall be disseminated throughout the ranks of the organization accordingly.
Maintenance of tax exempt status is a priority for the organization. Any potential loss of this status will be prioritized and eliminated before the status is changed.
Health and Safety
All employees will be CPR and First Aid trained. There will always be a designated emergency personnel member present at school sites. Maintaining health and safety standards set forth by school grounds is mandatory.
HIPPA and other privacy issues
All HIPPA guidelines and regulations will be followed without deviation.
STAKEHOLDER RELATIONSHIPS AND ALLIANCES
A stakeholder is considered one who has control of the non-profit because he or she is in position to exercise influence over the organization’s conduct1. Paws for a Cure is in the process stage of developing more key stakeholders. Currently, Paws for a Cure internal stakeholders include, board of directors, volunteers, and staff. PAWS for a Cure is in the developing stage of obtaining external stakeholders. External stakeholders will play a big part in this organization. Paws for a Cure would like to develop key relationships and partnerships with local organizations to build awareness in the community. Stakeholders will be chosen based on experience and skills. Paws for a Cure wants stakeholders able to make this non-profit organization a success. Additionally, Paws for a Cure expects stakeholders to present ideas to the board and generate additional support for this organization. Paws for a Cure is expected to obtain external stakeholders such as, funders, faith-based organizations, local business alliance, government officials, and advocacy organizations for veterans and active service members.
Strengths would include: An experienced board of directors, staff, and volunteer system. Paws for a Cure has developed a strong relationship with local mental health professionals, psychiatric doctors, and the Department of Veterans Affairs in Salem, Virginia.
Weaknesses include: Lack of external stakeholders. An inability to develop relationships with local government officials, and local non-profit organizations in the community to raise awareness and have others become involved and engaged.
Paws for a Cure is focused on developing a quarterly meeting with stakeholders to provide a financial and meta-analysis report on the organization. Growth and success will be based upon the number of individuals served each month and the demand for the service. Policy changes and legal matters will be discussed and approved by stakeholders. Stakeholders will bridge the gap of the organization’s weaknesses. Paws for a Cure will advocate and develop relationships through organized non-profit local meetings and board members will initiate lunch meetings to develop external stakeholders for the organization.
Stakeholders will be expected to uphold the mission of Paws for a Cure. Therefore, stakeholders will be expected to provide a reality check and have transparency with Paws for a Cure. This will help relationships amongst each other in the company to grow and flourish. Lastly, stakeholders will be brief on each matter that poses a concern or threat to this organization
RISK FACTORS AND REGULATORY COMPLIANCE
Several risk factors are involved in this organization. Service members and veterans are faced with physical, emotional, and mental changes caused by war and situations experienced in the military. The current uneven access to appropriate mental health services that returning U.S. veterans encounter echoes the disparities in access to quality mental health services for the general population2. This causes damages to personal relationships of service members and veterans. This is why this organization is an essential part in this community. Paws for a Cure has a team equipped to handle different mental health conditions. This enables our staff to work closely with clients to ensure the proper care is taken care of and their need is heard. Staff at Paws for a Cure is confident in our service dogs to know the needs of each client will be met and their daily lives will be impacted.
The priority for this organization is to alleviate the daily struggles each client may face. This is considered to be high priority when handling a client’s need. Business and financial priorities are next. Lastly, community priorities will be handled on a coordinated basis through a volunteer committee. Paws for a Cure would like to develop a routine that works for each client by the end of the first month. This will help the organization establish the weaknesses, gaps, and successes. By the end of the year, the organization would like to see the demand for this service to increase by 75%. The achievement of this goal would lead the organization to hire more staff and rely on stakeholders to keep relationships in the community fluid.
Risks to Paws for a Cure:
Corporate This will be handled by the board of directors to ensure all tasks are handed out to the appropriate stakeholder. This will help guarantee operations can be run smoothly.
Taxation; Tax exemption status will be maintained to ensure the loss of this is not at risk.
Superannuation; This will be made available to all staff members.
Employing staff; Recruitment and hiring staff will be the responsibility of head staff members.
Health and safety; Health and Safety of the organization will be the responsibility of board members to ensure health and safety code are followed. Quarterly safety meetings will be held and staff members will be briefed if any changes occur before then.
Trade practices; This will be developed and handled by stakeholders and the executive director. Tasks may be delegated else where if needed or if experience is not there. Experienced partners with the organization may be asked to become involved.
Intellectual property rights and HIPAA and other privacy issues; This will be handled by the organization’s lawyers. Staff members, and stakeholders will have a well understanding on HIPPA laws and rights. A HIPPA test will be required by all staff members.
Environmental issues; This will be addressed with board members and staff members will be briefed on the handling of an issue if one were to arise.
Environmental and social impacts and regulatory compliance. Regulatory compliance is expected of staff members, board of directors, and stakeholders in a professional manner. This will impact the environmental and social impacts of the organization in the community. The board of directors will be expected to handle tough situations involving these type of impacts.