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Community Health Analysis MPH607

Community Health Analysis MPH607. Lesson 2A MAPP Assessments: Community Themes and Strengths Assessment Forces of Change Assessment. Objectives . Understand the purpose of the CTSA and FOCA assessments in the MAPP process.

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Community Health Analysis MPH607

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  1. Community Health AnalysisMPH607 Lesson 2A MAPP Assessments: • Community Themes and Strengths Assessment • Forces of Change Assessment

  2. Objectives • Understand the purpose of the CTSA and FOCA assessments in the MAPP process. • Describe the aspects of strategic planning that relate to these MAPP assessments. • Identify methods for conducting the CTSA • Become familiar with the Windshield Survey and Photo VOICE • Identify methods for conducting a FOCA • Explain how the assessments are used in the MAPP process

  3. MAPP Assessments Overview • Four MAPP Assessments • Community Themes and Strengths • “What is important to our community?” • Local Public Health System • “How are the Essential Services being provided?” • Community Health Status • “How healthy is are our residents?” • Forces of Change • What is occurring or might occur that affects the health of our community or LPHS?”

  4. Strategic Planning Model: S. W. O. T. Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . . External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles . Possible Pitfalls Advantages • Easy to understand • Apply to any organization • Needs to be • specific • honest about weaknesses

  5. S.W.O.T. and MAPP • Community Themes and Strengths (CTSA) • SWOT~ Strengths and Weaknesses • Emphasis on internal aspects of the community • Focus on Assets vs. Needs • Forces of Change (FOCA) • SWOT~ Opportunities and Threats • Focus on external factors impacting the community • Gauge environment in which change is occurring • Potential support or barrier to implementation efforts 

  6. Conducting the CTSA • Approaches: • Community discussions/meetings: • Focus group (small 8-10) • Community dialogue (medium 20) • Community forum/town hall (large >50) • Surveys/interviews • Organization/key informants (small) • Community leaders (medium/large) • Residents (large) • Other: • Walking/windshield survey • ‘Drive-through’ assessment • Photovoice • Pictorial/photo assessment of community assets and weaknesses

  7. Conducting the CTSA • Group processes • Focus group/dialogue/town hall • Need good facilitator • May want an external person • Don’t want to lose control of the conversation • Not a community “gripe” session • Identify goals of the forum • Tailor to invitees/those expected to attend • Keep length reasonable – too long.. so long!

  8. CTSA Approaches • Interviews and Surveys: • Identify individuals/target audience • Decide on format – in person, mail, telephone • Need to formulate questions ahead of time • Pilot test tools prior to using them • Consider barriers – language/literacy/education • Keep length reasonable – too long …so long!

  9. Conducting the CTSA Walking/windshield Survey An observational survey of aspects of the community. May include photos, narrative, data, notes. • GeneralWhat is the condition? • Boundaries • Housing type, condition • Signs of decay and/or pollution  • Parks, recreational areas  • Transportation - roads/public transit • Health and social service agencies • Economics - industry/employers • Protective servicespolice/fire • Religion  - types, numbers • Schools - types, numbers • Subjective feelingHow do you feel, being in the community? • Problem identification/ community needs  • Community Strengths 

  10. Conducting the CTSA PhotoVOICE: Voicing Our Individual and Collective Experience • It entrusts cameras to the hands of people to enable them to act as recorders, and potential catalysts for action and change, in their own communities. 1. Selecting – choosing those photographs that most accurately reflect the community's concerns and assets 2. Contextualizing – telling stories about what the photographs mean This occurs in the process of group discussion. 3. Codifying – identifying the issues, themes, or theories that emerge • http://www.photovoice.com

  11. “SWOT” Results: CTSA • CTSA: • Present community perceptions of health status • Identify issues not evident in health status data • Can be used to validate/refute data findings • Assets: serve as a source of potential resources for planning and action phase

  12. Compile the Results of the CTSA • Summarize the Results • Identify Assets (Strengths) and Issues (Themes) • Keep a running list of ideas, comments, quotes, and themes while the activities are being implemented. • Note possible solutions to identified problems or innovative ideas for providing public health services.

  13. Asset Mapping:Uncovering Local Assets The Foundation for Building Stronger Communities SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  14. Understanding Needs • A “need” is defined as a gap or discrepancy between an existing state of affairs (what is) and the desired or preferred results (what should be) What Is? What Should Be? A B A Need “Gap Between A & B” SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  15. Starting With Needs: Is it Putting the Cart Before the Horse? • When we start with an assessment of local needs, we convey a message that communities and the people who reside within them are fundamentally deficient • Leaves impression that local people are unable to take charge of their lives and their community’s future • Deficiency models don’t tend to focus on the development of plans to mobilize the entire community SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  16. Needs vs.. Assets SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  17. Features of Asset-Mapping • Asset-Based: Uncovers talents/skills found in the community right now • Internally Focused: Relies on the community’s assets, not on those found outside of it • Relationship Driven: Seeks to build linkages among local people, institutions, and organizations SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  18. The Three Key Arenas for Uncovering Community Assets People Formal Institutions Informal Organizations SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  19. Asset Mapping BeginsWith People • Everyone has talents, skills and gifts relevant to community activities • Each time a person uses his/her talents, the community is stronger and the person more empowered • Strong communities value and use the skills that residents possess • Such an approach contributes to the development “of” the community SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  20. Community Skills PEOPLE • Identify the various type of community activities the individual has participated in • Assess the kind of community work the person would be willing to do in the future • This latter information serves as the “raw material” for community building SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  21. Mapping Local Formal Institutions INSTITUTIONS • Every community has institutions that carry out important community functions • These are persistent, on-going activities that meet the social needs of local residents • The vitality of communities is dependent on these functions being carried out • So what are these major institutions? Just remember the word KEEPRA !! SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  22. Community Institutions Kinship Economic Education Political Religious Associations SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  23. Example: Schools as a Community Asset Potential source of: • Facilities • Materials and equipment • Purchasing power • Employment • Courses • Teachers • Financial capacity • Parent/adult involvement • Youth

  24. Informal Organizations: Another Vital Resource • Every community has individuals who have organized as a groups of for the purpose of pursuing some common goal • These organizations are informal in nature (example: don’t have officers or by-laws) • Often carry out three key roles: • decide to address an issue/problem of common interest • develop a plan to address the issue • carry out the plan to resolve the problem SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  25. Some Examples of Informal Organizations • Church groups: prayer group, stewardship committee, youth group, service group • Community Celebrations: Annual Fair, Art and Crafts Festival, July 4th Parade • Neighborhood groups: crime watch, homeowner’s association • Sports Leagues: bowling, basketball, soccer, fishing, baseball SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  26. Doing an Inventory of Local Informal Organizations • Examine printed materials • newspapers • community directories • Contact local institutions • Schools • Churches • Parks and recreation • Libraries • Contact individuals who seem to know what is going on in their community or neighborhoods • Find out the activities of these informal groups SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

  27. Forces of Change Assessment • During this phase, participants engage in brainstorming sessions aimed at identifying forces. • Forces are a broad all encompassing category that include trends, events, and factors. • Trends are patterns over time - population migration or aging. • Factors are discrete elements – economic conditions, political landscape, innovations • Events are one-time occurrences, such as a natural disaster, or the passage of new legislation.

  28. Forces of Change Assessment • Approaches • Brainstorming sessions • Can also incorporate into CTSA approaches • surveys, interviews, group processes • Determine scope/impact • Conduct research on current issues • What is the evidence that this is a “force”. • Identify potential THREATS and OPPORTUNITIES posed by each FORCE of CHANGE

  29. “SWOT” Results: FOCA • FOCA Results • Identify external support/barriers to improvement efforts • May not be issues that local community can change • Tabled until strategy phase • Then: • Issues identified in the other MAPP assessments reviewed in light of the forces of change • Discuss the associated threats and opportunities. • Ensures that strategic issues are relevant to the changing environment.

  30. Summary CTSA and FOCA correspond to a SWOT analysis. CTSA and FOCA help to engage the community • CTSA: assessing perceived community health problems and potential resources • FOCA: examines major factors usually external to the community which impact health CTSA information provides an initial snapshot of what the community feels is important FOCA provides an environmental scan of CTSA and FOCA identify issues, resources and gaps that will be considered in planning strategies

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