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WELCOME _______________________________________________________________.

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Presentation on theme: "WELCOME _______________________________________________________________."— Presentation transcript:

1 WELCOME _______________________________________________________________

2 Clinton, Essex and Franklin Counties
MAPP – What is it? _______________________________________________________________ Clinton, Essex and Franklin Counties

3 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. The MAPP acronym stands for Mobilizing for Action through Planning and Partnerships. _______________________________________________________________

4 Vision for MAPP’s Implementation
Communities achieving improved health and quality of life by mobilizing partnerships and taking strategic action. _______________________________________________________________

5 Sound Abstract? You’re right You’re not alone!

6 MAPP Overview Organize for Success and Partnership Development
_______________________________________________________________ Visioning Four MAPP Assessments Identify Strategic Issues Formulate Goals and Strategies The Action Cycle

7 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. _______________________________________________________________

8 The MAPP Paradigm Shift
MAPP is a way of bringing everyone’s collective wisdom together. By gathering all of the assets and resources within the community, the community is able to determine how best to use all of the wisdom to create a healthier community. Such a paradigm shift means that MAPP is a ‘new way of doing business.’ _______________________________________________________________

9 Building New Roads…Not Filling Potholes
MAPP helps public health and communities identify the potholes determine where new roads need to be built. _______________________________________________________________

10 Three Keys to MAPP Strategic Thinking Community Driven Process
Focus on the Local Public Health System _______________________________________________________________

11 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 _______________________________________________________________

12 Community Driven Process
Mobilizing and engaging the community Action with and by the community Planning driven by the community Partnerships to strengthen the community When community members with different points of view come together they: support creative solutions sustain the effort build actions on collective wisdom assemble resources from throughout the community. _______________________________________________________________

13 Local Public Health System
The local public health system includes: public private voluntary entities individuals and informal associations. All of these contribute to public health services. _______________________________________________________________

14 Local Public Health System
Home Health Police Community Centers Churches EMS Corrections MCOs Health Department Parks Schools Doctors Nursing Homes Elected Officials Philanthropist Hospitals Mass Transit A Public Health System includes: Healthcare providers like hospitals, physicians, community health centers, mental health labs, and nursing homes Public safety such as police, fire, and EMS Human services and charity organizations such as food banks, public assistance agencies, transportation providers Education and youth development organizations like schools, faith institutions, youth centers, and other groups Recreation and arts-related organizations Economic and philanthropic organizations _______________________________________________________________ Environmental Health Civic Groups CHCs Fire Economic Development Tribal Health Employers Laboratory Facilities Drug Treatment Mental Health

15 Who’s in Charge? Before MAPP After MAPP MAPP:
begins as a Public Health-led process transforms into a community-owned process. _______________________________________________________________ Before MAPP After MAPP

16 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? _______________________________________________________________

17 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. _______________________________________________________________

18 Bringing Local Initiatives Together
MAPP is the process that gives unified direction to the various initiatives in a local community. _______________________________________________________________

19 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 _______________________________________________________________

20 The Local Public Health System What organizations provide the activities indicated in each of the 10 Essential Services? During this activity you will discuss who in the community offers the services associated with some of the 10 Essential Services. As a group, determine what activities are associated with one of the Essential Services ( #3, #4 or 5, or #7) and who in the community does this activity. See Appendix A for the 10 Essential Services.

21 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.

22 Organize for Success and Visioning
MAPP - Nuts and Bolts _______________________________________________________________ Organize for Success and Visioning

23 MAPP Objectives What is the Organize for Success and Partnership Development phase of MAPP? How does Visioning happen? _______________________________________________________________

24 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? _______________________________________________________________

25 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. _______________________________________________________________

26 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 _______________________________________________________________

27 Core Group Roles A small group of individuals from lead agencies that are responsible for organizing the MAPP process and moving it forward _______________________________________________________________

28 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 _______________________________________________________________

29 Visioning Vision and values statements provide focus purpose direction

30 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. _______________________________________________________________

31 MAPP - Nuts and Bolts The Four Assessments
_______________________________________________________________ The Four Assessments

32 Objectives Describe how to conduct the four MAPP assessments and explain their importance. _______________________________________________________________

33 The Four Assessments Community Themes and Strengths
Local Public Health System Community Health Status Forces of Change _______________________________________________________________

34 Community Themes and Strengths Assessment
Identifies Themes that interest and engage the community, Perceptions about quality of life Community assets _______________________________________________________________

35 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 _______________________________________________________________

36 Community Themes and Strengths Assessment
Steps Establish a subcommittee. Implement activities to identify community themes and strengths. Compile the results. Sustain community involvement. _______________________________________________________________

37 Local Public Health System Assessment
Measures the capacity of the local public health system to conduct essential public health services _______________________________________________________________

38 Local Public Health System Assessment
Steps Establish a subcommittee. Review Essential Services. Complete the performance measures instrument. Develop a list of challenges and opportunities. _______________________________________________________________

39 Community Health Status Assessment
Analyzes Data about Health status Quality of life Risk factors _______________________________________________________________

40 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. _______________________________________________________________

41 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 _______________________________________________________________

42 Forces of Change Assessment
Identifies forces that are occurring or will occur that will affect the community or the local public health system. _______________________________________________________________

43 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. State: The Forces of Change assessment focuses on forces that are broader than the community. There are many uncontrollable factors that have an impact on the environment in which the LPHS operates including trends, legislation, funding, shifts, and politics.

44 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. _______________________________________________________________

45 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. _______________________________________________________________

46 Identification of Strategic Issues
MAPP – Next Steps _______________________________________________________________ Identification of Strategic Issues

47 Strategies and Goals Action Cycle Planning
MAPP – Next Steps _______________________________________________________________ Strategies and Goals Action Cycle Planning

48 Clinton, Essex and Franklin Counties MAPP Newsletters
_______________________________________________________________ Action Cycle Planning 2006

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