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Stakeholder Analysis for Community- First Public Safety

As part of a policy memo for the mayor and St. Paul city council, 1) include a stakeholder analysis as detailed as possible for the “Community-First Public Safety” case study, and 2) answer Leonard’s three questions for the proposed community-first public safety program as best you can based on the available material/information.

Create a stakeholder Analysis for Community- First Public Safety this includes the process of identifying these people before the project starts, grouping them according to their level of participation, interest and influences in the project. Determining how best to involve and communicate each of the stakeholders groups throughout.

Example: So interest, influences work the needs, concerns, and expectations

These 3 question must be answered in the stake analysis

Do we have the capacity to carry out this program based on money, people, skills, authority space and knowledge ?

Do we have the support of the people or organizations whose support ( or opposition) to this program is relevant to our carrying if we move forward ?

Meaning will the program be supported by the constituencies whos support is relevant.

Would the operation of this action , program, initiative create (net) public values.

Sample Answer

Stakeholder Analysis for Community-First Public Safety

Introduction:

This stakeholder analysis examines the various individuals and groups with a vested interest in the proposed Community-First Public Safety program in St. Paul. Understanding their needs, concerns, and potential influence is crucial for successful implementation

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Police Department:<br> – Rank-and-file officers<br> – Police leadership	– Job security and clear roles within the program<br> – Adequate training and resources for new approaches<br> – Concerns about potential loss of authority	– High influence due to expertise and union power	– Collaborative planning with police leadership and unions<br> – Open communication about program goals and potential impact on officers’ roles<br> – Opportunities for training and skill development
Mental Health Professionals:<br> – Therapists<br> – Social workers<br> – Addiction specialists	– Increased access to mental health services for the community<br> – Funding and support for their work	– Moderate interest, high potential influence on program effectiveness	– Collaboration on program design and service delivery<br> – Involvement in training first responders and community members for mental health crisis intervention
Social Service Agencies:<br> – Youth programs<br> – Housing organizations<br> – Domestic violence shelters	– Increased funding and collaboration to address root causes of crime	– Opportunity to expand services and support community needs	– Moderate interest, high potential influence on program success
Business Community:<br> – Chamber of Commerce<br> – Small business owners	– Safe environment for customers and employees<br> – Potential reduction in crime-related losses	– Moderate interest, moderate influence	– Collaboration on neighborhood safety initiatives<br> – Communication about program goals and expected benefits for businesses
Media:<br> – Local news outlets<br> – Social media influencers	– Informative and engaging stories about the program	– Potential to shape public perception	– Moderate influence
Federal and State Government:<br> – Grant funding agencies<br> – Regulatory bodies	– Alignment with national and state public safety priorities	– Potential funding opportunities	– Moderate interest, high potential influence on program feasibility

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Addressing Leonard’s Questions:

Capacity:

Money:A thorough assessment of current city budget allocations and potential grant funding opportunities is needed.
People:Evaluating existing personnel within the city and social service agencies may reveal gaps requiring additional staffing or training.
Skills:Evaluating the expertise within the city and collaborating with external partners can address any skill shortages.
Authority:Legal review and collaboration with relevant stakeholders are crucial to ensure the program operates within legal and regulatory frameworks.
Knowledge:Conducting pilot programs and gathering data from existing community-first initiatives in other cities can provide valuable knowledge.

Support:

Community engagement efforts like town halls, surveys, and focus groups can gauge public support.
Addressing concerns of police and unions through open communication and collaborative planning is essential.
Building partnerships with mental health professionals and social service agencies demonstrates a comprehensive approach to public safety.

Public Value:

The program’s success will hinge on its ability to demonstrably reduce crime, improve community relations, and address the root causes of crime.
Evaluations should assess crime rates, community trust in law enforcement, and utilization of social services.

Conclusion:

A comprehensive stakeholder analysis and ongoing communication are essential for the successful implementation of the Community-First Public Safety program. By considering the needs, concerns, and potential influence of each stakeholder group, the City of St. Paul can build a program with broad support and a high probability of achieving its public safety goals.

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Stakeholder Analysis for Community- First Public Safety

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