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WELCOME
MAPP – What is it?
Clinton, Essex and Franklin Counties
MAPP is:
• A community-wide strategic planning tool for improving public health.
• A method to help communities prioritize public health issues, identify resources for addressing them, and take action.
Vision for MAPP’s Implementation
Communities achieving improved health and quality of life by mobilizing partnerships and taking strategic action.
Sound Abstract?• You’re right
• You’re not alone!
MAPP Overview
Paradigm Shift
• MAPP is a journey, not a destination.
• MAPP is a shift in how we think about public health activities and planning with and through our communities.
• MAPP is a complete, long-term, system-wide PARADIGM SHIFT.
The MAPP Paradigm Shift
Building New Roads…Not Filling Potholes
Three Keys to MAPP
• Strategic Thinking
• Community Driven Process
• Focus on the Local Public Health System
Strategic Thinking• Requires broad-scale
information gathering• Encourages exploration of
alternatives• Places emphasis on future
implications of present decisions
• Facilitates communication and participation
• Accommodates divergent interests and values
Community Driven Process
• Mobilizing and engaging the community
• Action with and by the community
• Planning driven by the community
• Partnerships to strengthen the community
Local Public Health System
MCOs
Home Health
Parks
Economic Development
Mass Transit
Employers
Nursing Homes
Mental Health
Drug Treatment
Civic GroupsCHCs
Laboratory Facilities
Hospitals
EMS Community Centers
Doctors
Health Department
Local Public Health System
Churches
Philanthropist
Elected Officials
Tribal Health
Schools
Police
Fire
Corrections
Environmental Health
Who’s in Charge?
Before MAPP After MAPP
MAPP Objectives
• How is MAPP different from other tools?
• What are the benefits of MAPP?
• How can MAPP help bring together past or current local initiatives?
• How does MAPP fit in with national initiatives?
Benefits of MAPP
• Creates a healthy community and better quality of life.
• Increases visibility of public health.
• Anticipates and manages change.
• Creates a stronger public health infrastructure.
• Builds stronger partnerships.• Builds public health leadership.• Creates advocates for public
health.
Bringing Local Initiatives Together
MAPP Connects with National Frameworks and Initiatives
• NPHPSP is used within MAPP to assess the local public health system
• MAPP can help to address Healthy People 2010 objectives.
• Essential Services framework ensures a comprehensive picture of public health
• MAPP is a potential activity- Focus Area A – CDC BT grant program
The Local Public Health SystemWhat organizations provide the activities indicated in
each of the 10 Essential Services?
The 10 Essential Services• Monitor health status to identify community health problems.• Diagnose and investigate health problems and health hazards in the
community.• Inform, educate, and empower people about health issues.• Mobilize community partnerships to identify and solve health
problems.• Develop policies and plans that support individual and community
health efforts.• Enforce laws and regulations that protect and ensure safety.• Link people to needed personal health services and assure the
provision of health care when otherwise unavailable.• Assure a competent public health and personal health care
workforce.• Evaluate effectiveness, accessibility, and quality of personal and
population-based health services.• Research for new insights and innovative solutions to health
problems.
MAPP - Nuts and Bolts
Organize for Success and Visioning
• What is the Organize for Success and Partnership Development phase of MAPP?
• How does Visioning happen?
MAPP Objectives
Organize for Success
• Who will make the best guests?• What should they bring?• Whom do you have to invite?• What’s happening during the
party?• What do you want everyone to
say after the party?• What does your MAPP
Committee do?
Or…plan your party.
MAPP COMMITTEE ROLES
• MAPP Committee (Com) – this committee provides guidelines through the entire process. This should be a broad group comprised of representatives from many sectors, including community residents.
• Subcommittee (Sub) –the subcommittee should include representation from the MAPP Committee. They complete the work of the 4 MAPP Assessments.
Organize for Success/Partnership DevelopmentPlan a MAPP process that • Builds commitment
• Engages participants
• Uses participants’ time well
• Results in a plan that can be implemented successfully
• Develop a Core MAPP Group
Core Group Roles
• A small group of individuals from lead agencies that are responsible for organizing the MAPP process and moving it forward
6 Steps to Organize for Success/Partnership Development
• Determine the Need• Identify and Organize
Participants• Design the Planning Process• Assess Resource Needs• Conduct Readiness
Assessment• Determine How the Process
Will Be Managed
Visioning
Vision and values statements provide
• focus
• purpose
• direction
Steps in Visioning Process
• Identify other visioning efforts
• Design the visioning process
• Conduct the visioning process
• Formulate the vision statement and common values
• Keep the vision and values statements alive.
MAPP - Nuts and Bolts
The Four Assessments
• Describe how to conduct the four MAPP assessments and explain their importance.
Objectives
The Four Assessments
• Community Themes and Strengths
• Local Public Health System
• Community Health Status • Forces of Change
Community Themes and Strengths Assessment
Identifies• Themes that interest
and engage the community,
• Perceptions about quality of life
• Community assets
Community Themes and Strengths Assessment
Gathering community input from• Focus groups• Surveys• Windshield surveys• Town hall meetings• Informal discussions with
community• Most importantly… community
participation on committee and throughout process
Community Themes and Strengths Assessment
Steps
• Establish a subcommittee.
• Implement activities to identify community themes and strengths.
• Compile the results.• Sustain community
involvement.
Local Public Health System Assessment
Measures the capacity of the local public health system to conduct essential public health services
Local Public Health System Assessment
Steps • Establish a
subcommittee.• Review Essential
Services.• Complete the
performance measures instrument.
• Develop a list of challenges and opportunities.
Community Health Status Assessment
Analyzes Data about• Health status• Quality of life• Risk factors
Community Health Status Assessment
Steps• Establish a
subcommittee.• Collect data for the core
indicators.• Select additional data
indicators.• Organize and analyze
data.• Establish a system to
monitor indicators.• Identify challenges and
opportunities.
Community Health Status Assessment
11 Suggested Categories of Data• Demographic Characteristics• Socioeconomic Characteristics• Health Resource Availability• Quality of Life• Behavioral Risk Factors• Environmental Health
Indicators • Social and Mental Health • Maternal and Child Health• Death, Illness and Injury• Infectious Disease• Sentinel Events
Forces of Change Assessment
Identifies forces that are occurring or will occur that will affect the community or the local public health system.
Forces of Change Assessment
Focuses on issues broader than the community including:• Uncontrollable factors
that impact the environment in which the LPHS operates
• Trends, legislation, funding shifts, politics, etc.
Forces of Change Assessment
Steps
• Identify a facilitator and location and design the session.
• Hold a brainstorming session and develop a list of forces of change.
• Identify possible impacts for each force.
Collectively the Four Assessments• Provide insight on the gaps
between current circumstances and vision.
• Serve as the source of information from which the strategic issues, strategies, and goals are built.
Identification of Strategic Issues
MAPP – Next Steps
Strategies and Goals
Action Cycle Planning
MAPP – Next Steps
Action Cycle Planning 2006
Clinton, Essex and Franklin Counties MAPP Newsletters
