Transcript WELCOME Objectives • To describe the steps involved in Organizing for Success and Partnership Development— the first phase in the MAPP process • To.

WELCOME
1
Objectives
• To describe the steps involved in Organizing
for Success and Partnership Development—
the first phase in the MAPP process
• To share stories from the field that illustrate
how some communities have approached the
first phase of MAPP
• To provide an opportunity to have questions
about MAPP implementation answered
2
MAPP provides…
•
•
•
•
a framework,
guidance,
structure, and
best practices…
for developing healthy communities.
3
MAPP is:
• A community-wide
strategic planning
process for improving
public health.
• A method to help
communities prioritize
public health issues,
identify resources for
addressing them, and
take action.
4
5
MAPP Overview
6
Paradigm Shift
• MAPP is a journey, not a
destination.
• MAPP is a shift in how we
think about public health
activities and planning with
our communities.
• MAPP is a complete, longterm, system-wide
PARADIGM SHIFT.
7
The MAPP Paradigm Shift
8
Three Keys to MAPP
• Strategic Planning
• Community Driven
Process
• Focus on the Local
Public Health System
9
Beginning the Process
10
Bringing Local Initiatives Together
Is the coxswain
doing her job?
Are we all rowing
together?
Are we moving
toward our
agreed upon
destination?
Is everyone here?
Who’s missing?
Did everyone bring
their oars?
Do we have the
information we
need to get to
our destination?
Does everyone know
why they are in the boat?
11
Phase 1: 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?
12
Phase 1: 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
13
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
14
Step 1:
Determine the Need
• Why should we do
MAPP?
• Who is driving it?
• What do we want to
get out of it?
• What might get in
our way?
15
Step 2: Identify & Organize
Participants
• Who needs to be at our
party?
• Who else?
• Who else?
• Who aren’t we thinking
of?
16
Step 3: Design the
Planning Process
• What will the
process entail?
• How long will it
take?
• What results are
we seeking?
• How will we know
we are finished?
• Who will do the
work?
17
Step 4: Assess
Resource Needs
•
•
•
•
•
Dollars
Staffing
Meeting space
Printing
Costs for data
collection
• etc...
18
http://www.communityhlth.org/communityhlth/resources/cbmap.html
19
Step 5: Conduct the
Readiness Assessment
• Are we really ready
yet?
• What will it take to
get ready?
20
Step 6: Determine How the
Process Will be Managed
• Project proposal
• Master
calendars
• Meeting
agendas
21
Step 7: Evaluation
• Process evaluation
• Evaluation planning
22
Good Evaluation…
• Is not an afterthought or something that is done only
if there is extra money.
• Measures progress and identifies reasons for
celebration.
• Informs continuous improvements.
• Doesn’t have to be difficult.
• Doesn’t happen only during
the action cycle—evaluation
should be considered at every
phase of the process.
23
Phase 1 Process Evaluation
Did we fulfill phase 1 objectives?
Ask the community, did we…
• Ensure that the appropriate participants
were included?
• Educate participants on the activities that
will be undertaken, their responsibilities,
how long it will take, and the results that are
expected?
If the community answers no, ask…
• Who else needs to be included?
• What about the process remains unclear?
These questions should be asked and
addressed throughout the process.
24
Phase 1 Process Evaluation
Ask the community, did we…
• Structure a planning process that
engages participants as active partners?
• Structure a planning process that uses
participants' time well?
• Structure a planning process that builds
commitment?
• Set a tone of openness and sustained
commitment among participants?
• Structure a planning process that results
in a realistic plan?
Continuously assess what can be improved
as the community moves forward in the
process
25
Preparing for Outcome Evaluation
• If we implement MAPP successfully, what will the
process look like?
• What do we expect to achieve after one iteration of the
MAPP process?
–Increased community engagement
–Stronger partnerships
–Better system efficiency
–More system resources
–Less system redundancies
–Return on investment
–Improved health
• How will we know we’ve successfully met our
expectations?
26
Organizing for
Success
MAPP Steering
Committee
Visioning
Assessments
Identify Strategic
Issues
Formulate Goals
and Strategies
Action Cycle
LPHS Partners & Greater Community
LPHSA
Subcommittee
CHSA
Subcommittee
CTSA
Subcommittee
FOCA
Subcommittee
Steering Committee, LPHS Partners, Greater Community
Goal 1
Subcommittee
Goal 2
Subcommittee
Goal 3
Subcommittee
Goal 4
Subcommittee
Goal 5
Subcommittee
27
Clearinghouse Tools
• Sample Budget
• Committee
Applications
• Sample Invitation
Letters
• Committee
Organizational Chart
• Committee Process
Evaluation
28
Organizing for Success
Practical Advice from East Tennessee
NACCHO Webinar
October 21, 2010
Stephanie Welch
Community Development and Planning Director
Knox County Health Department
[email protected]
(865) 215-5297
Overview
• Context Considerations for MAPP in East
Tennessee Regional Health Office and
Knox County Health Department
– Compare and contrast
• Messaging and partner recruitment tips
• Steps to organize for success
• Lessons learned
Public Health in Tennessee:
A Centralized/Decentralized Hybrid
81
74
63
83
11
22
03
19
95
17
41
57
38
68
39
20
51
79
24
35
55
89
59
36
91
50
02
64
52
East Tennessee
Region
•15 Rural Counties
•Total population approx.
600,000
88
26
58
01
47
18
73
33
32
30
45
15
05
72
61
77
29
78
53
04
16
31
28
65
93
90
87
08
60
12
25
71
21
75
67
82
06
54
46
37
07
80
43
94
49
44
34
13
76
85
42
69
14
56
62
70
Knox County
•One of six “metro” TN
counties
•Population 430,000
86
10
East Tennessee Region
• Community Health Councils
– Broad community representation
– Experience with community health improvement planning
– Led by community members
• Health Department Support
–
–
–
–
One strategic planning director for 15 county region
Additional community health staff, each assigned 4-5 CHCs
Graduate students provided support for specific projects
Reporting relationship with State DOH
Knox County
• Issue-Specific Coalitions
– Formed from community health improvement
planning process
– No overarching community planning partnership in
existence
• Health Department Support
– Extensive epidemiology capacity
– Dedicated staff support (1 FTE) for MAPP
– Existing organizational strategic plan indicating need
for MAPP
Context Comparisons
East Tennessee Region
• High level of community
organization and capacity
• Moderate to low level of
health department
capacity
– Enhanced by students in
the field
• HD priorities influenced
by State DOH
Knox County
• Moderate level of
community organization
and capacity
– Mostly issue-specific
• High level of health
department capacity
• HD priorities influenced
by local governing body
Organizing for Success in
East Tennessee Region
• Started where interest was high
– CHCs asking “what’s next?”
• Built on previous community health
improvement planning
– Evaluation and celebration of previous efforts
• Relied on existing CHC infrastructure
– Formed subcommittees
• Focused on Dialogue skills – staff and
community partners
Messaging and Partner Recruitment in
East Tennessee Region
• Leading the way
• Examples of previous success – take it to
the next level
• More efficient use of time
• Data for grant writing
• Presented a “new way” of interacting
using Dialogue
• Used existing CHC meetings
Steps to Organize
East Tennessee Region
• Establish regional MAPP committee
– Representatives from each county
• Identify interested CHCs
– Start with evaluation and celebration
– Four counties identified
• Training: MAPP and Dialogue
• Establish CHC subcommittees
– Complete readiness checklist
Lessons Learned
in East Tennessee Region
• Engage more Health Dept. staff
• Identify a local facilitator and leader
• Be realistic about resources – show
success in one community before moving
ahead with others
• Graduate students are an excellent force
multiplier – but need field supervisor
Organizing for Success
in Knox County
• Built on health department capacity
– Formed “core team” of department directors
– Assured internal infrastructure in place for sustaining long-term
process
• Started with staff education and engagement
– Staff from throughout HD helped with assessments and
partner recruitment
• Engaged partners in a deliberate and inclusive manner
• Carefully planned messages:
– Presentations
– Meeting agendas
– Letters and email messages
Messaging and Partner Recruitment
in Knox County
Staff
• We all play a role in
public health
• Improved effectiveness
and efficiency of work
• Partnership will improve
client services
• Learn new skills
Community Partners
• MAPP is different from,
but complementary to,
other health improvement
efforts
• Better use of resources –
bringing efforts together
• Develop local
measurements for health
improvement
• Appeal to competitive
nature
• We’ve done some of the
work
Bringing Local Initiatives Together
1.
2.
3.
4.
Steps to Organize
Knox County
Organizational strategic plan
Hired 1 FTE to facilitate MAPP
Leader training – MAPP and Dialogue
Formed Health Dept core group
–
Medical Dir, Deputy Dir, and Directors of Finance,
Communications, Epidemiology, Nursing, Planning
5. Health Dept staff education
6. Conducted two assessments:
–
–
Community Themes and Strengths
Community Health Status
Steps to Organize
Knox County
7. Community-wide meeting
–
–
–
Over 300 invitees (100+ attended)
Presented MAPP overview and “draft” assessment
findings
Guest presenter from another MAPP community
8. Formed Community Leadership Team
9. Leadership Team selected chair, vice-chair
10.Visioning
11.Formed subcommittees:
–
–
Local Public Health Systems Assessment
Forces of Change Assessment
Planning Your Meetings
•
•
•
•
•
•
Desired outcomes
Invitation list
Time, Date
Location
Food
Agenda
–
–
–
•
•
•
•
Go back to desired outcomes
Speakers
Facilitators for interactive components
Marketing materials
Meeting materials
Plan for follow-up BEFORE the meeting
Train facilitators….
Community
Partnership
Communications?
Leadership
Team
Forces of
Change
Assessment
Executive
Team
Chair
Vice-Chair
Subcommittee
Chairs
Local Public
Health System
Assessment
Strategic
Issues
OUR VISION
Building a diverse, vibrant community
that nurtures good health and quality of
life
OUR MISSION
A community approach to better health
Lessons Learned
in Knox County
• Organizing for Success requires a
considerable investment of time
– Messaging and communication is the most
time consuming aspect
• Dedicated staffing is useful
• Be thoughtful and deliberate about how
to engage partners and at what point in
the process
NACCHO Staff Contacts
Julia Joh Elligers
Program Manager
[email protected]
(202) 507-4234
Mary Kate Allee
Senior Analyst
[email protected]
(202) 507-4190
Alex Hart
Program Assistant
[email protected]
(202) 507-4214
54
Partner Contact Information
Stephanie Welch
Director, Community Development & Planning
Knox County Health Department
[email protected]
(865) 215-5297
Leonadi Ward
Consultant
Dialogue for New Awareness
[email protected]
(818) 371-8859
55
Upcoming Webinar
Community Health Status and
Community Themes & Strength
Assessment
Friday, November 19, 2010 2pm-3:30pm EST
56