Securing political support is crucial for the success of strategic planning projects, especially in public health initiatives that involve diverse stakeholders. The Sexual Violence Prevention Unit of Minnesota’s Health Department embarked on a five-year strategic planning project focusing on the primary prevention of sexual violence. The project’s success relied heavily on developing strong political support among internal and external stakeholders.
Background and Strategic Objectives
The initiative aimed to create a strategic plan for the primary prevention of sexual violence and mobilize a broad range of individuals and organizations. The project was driven by two primary factors:
Recognition by the U.S. Centers for Disease Control that sexual violence is a key health issue, accompanied by grants for developing primary prevention plans.
Minnesota’s established leadership in sexual violence prevention, marked by collaboration with the Minnesota Coalition Against Sexual Violence (MNCASA) and other stakeholders.
Identifying and Recruiting Stakeholder Participation
The process began with the formation of a steering committee comprising project leaders from the health department, OD consultants, and community members. The committee conducted interviews with representatives from various stakeholder groups, coalitions, and state agencies. These interviews revealed a need for broad involvement, particularly from underrepresented groups such as communities of color, immigrant communities, LGBTQ+ groups, and youth.
The steering committee, with the help of the unit administrator, compiled a diverse list of 80 stakeholders to invite to a strategic planning retreat. Invitations were sent via email, and personal contacts and follow-up reminders ensured high participation.
Strategic Planning Retreat
A two-day strategic planning retreat was proposed to address the strong desire for collective action voiced by stakeholders. The retreat was designed to get the “whole system in the room,” facilitating comprehensive and inclusive planning discussions.
Despite logistical challenges such as costs, travel issues, and finding a suitable meeting site, the retreat successfully brought together 50 attendees who collaborated to create the strategic plan’s framework. Participants worked in a large-group OD process to identify and prioritize six action strategies.
Mobilizing Commitment and Sustaining Momentum
Following the retreat, the OD consultants developed a proposed action structure based on the identified priorities and incorporated feedback from the steering committee into the strategic plan. This plan was then handed over to the health department staff for implementation.
An essential aspect of sustaining momentum was the appointment of Patty Wetterling, a well-known state leader in sexual violence prevention, as the head of the unit. Wetterling’s background and advocacy work brought credibility and drive to the project, ensuring continued commitment and leadership.
Conclusion
The strategic planning project in Minnesota’s Sexual Violence Prevention Unit illustrates the importance of developing political support to drive change. Engaging a broad range of stakeholders, utilizing large-group interventions, and maintaining strong leadership were key factors in the project’s success.
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At OrgEvo Consulting, we specialize in strategic planning and change management to address complex social and health issues. Our services include stakeholder engagement, large-group interventions, and developing actionable strategies to drive meaningful change. Contact us to learn how we can support your organization in achieving its goals.
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