Transcript Module 1: MAPP - What and Why?

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
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•
•
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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
Local Public Health System
Police
EMS
Community
Centers
Home Health
Churches Corrections
MCOs
Health
Department
Parks
Schools
Elected
Hospitals
Officials Nursing Mass Transit
Doctors
Homes
Philanthropist
Environmental
Civic Groups
Health
CHCs
Fire
Tribal Health
Economic
Laboratory
Drug
Mental
Employers
Development
Facilities
Treatment
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 activityFocus Area A – CDC BT grant
program
The Local Public Health System
What 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
MAPP Objectives
• What is the Organize for
Success and Partnership
Development phase of
MAPP?
• How does Visioning
happen?
Organize for Success
Or…plan your party.
• 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?
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
Development
Plan 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
•
•
•
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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
Objectives
• Describe how to
conduct the four
MAPP
assessments and
explain their
importance.
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.
MAPP – Next Steps
Identification of Strategic Issues
MAPP – Next Steps
Strategies and Goals
Action Cycle Planning
Clinton, Essex and Franklin
Counties MAPP Newsletters
Action Cycle Planning 2006