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TCE Board Presentation February, 2006

Evaluating the. Initiative. Informing Evaluations of MAPP. TCE Board Presentation February, 2006. Oakland, CA - Seattle, WA. Presentation Overview. About PPH Intersection of PPH and MAPP Developing and using intermediate indicators. PPH Initiative. Public Health Departments (14).

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TCE Board Presentation February, 2006

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  1. Evaluating the Initiative Informing Evaluations of MAPP TCE Board Presentation February, 2006 Oakland, CA - Seattle, WA

  2. Presentation Overview • About PPH • Intersection of PPH and MAPP • Developing and using intermediate indicators

  3. PPH Initiative Public Health Departments (14) 39 Partnerships PPH Approach • Program Office • Grants Management • Technical Assistance • Communication • Policy • Evaluation Community Groups (39, 2-3 per health dept)

  4. Goals of PPH Initiative 5 goal areas • Community group internal capacity building • Health department internal capacity building • Partnership development • Community health improvement • Policy and systems change

  5. Multiple Levels to Consider

  6. Key PPH Accomplishments • Successful models for public health partnerships • Policy change activities supported partnerships • Partnership efforts are being sustained • Health departments learning new ways of working with community

  7. MAPP & PPH:The Connection • 8 PPH jurisdictions completed some or all of MAPP • PPH funded MAPP (minimal) • PPH partnership key to to implementation of MAPP in PPH sites

  8. MAPP & PPH: Comparison • Both start with partnerships and end with improved health • Both emphasize the health department working with community • Both need to accommodate the specific contexts of a health department jurisdiction (demographics, geography, politics) • MAPP emphasizes assessment process and planning, PPH emphasized program development and policy change

  9. Developing Intermediate Indicators • Used logic models and case studies (descriptive data) • Looked at intermediate steps and ideal pathways • Emphasized progress and change • Looked at contribution rather than attribution

  10. No paid staff • No office • Little/no resident engagement • Unclear decision making structures Goal 1: Strengthening Internal Capacities of Community Group • Skilled, stable leadership • Clear, appropriate governance structure • Funding to sustain programs • Ability to engage and mobilize the community • Methods for building residents skills • Strong alliances with other organizations

  11. Limited awareness of the benefits of working with community • No support for staff to work with community • Limited opportunities for residents to give input on planning and programs Goal 2: Enhance health department capacities to work with communities • Organizational culture committed to working with community • Workforce policies support staff working with community • Multiple ways for residents to have input • Resources dedicated to building residents skills

  12. No/negative prior relationship between HD and community group • Lack of trust • No shared understanding of the purpose of the partnership • No formalized structures for partnership Goal 3: Create sustainable partnerships • Partnership viewed as positive and mutually beneficial • Structures in place to facilitate working together • Proven ability to share resources and jointly implement activities • Ability to sustain partnership

  13. Limited ability to carry out community health improvement activities • Activities that focused on agency interventions, health education, and service delivery • Limited programs or activities Goal 4: Develop programs, services and/or activities aimed at improving health • Partnership working jointly to implement sustainable activities and programs that have the potential to improve the health of the community • Ability to address multiple community health issues and/or the broad determinants of health

  14. No experience with policy and systems change activities • No resident advocacy skills • Little understanding of the meaning and purpose of policy and systems change Goal 5: Develop policies that support improved health • Partnership has successfully changed and/or enforced local policies • Partnership has an experienced and savvy constituency to mobilize around community health issues • Policy is integral part of health improvement strategies

  15. Policy & Systems Changes

  16. Summary • A number of connections between MAPP and PPH • Intermediate indicators allow documentation of change • Evaluation of community-based efforts need to focus on contribution rather than attribution • Contribution and linkages based on logic modeling and descriptive documentation

  17. Contact Information Clarissa Hsu Group Health Community Foundation 1730 Minor Ave, Suite 1500 Seattle, WA 98101 206-287-4276 Hsu.c@ghc.org Websites: http://www.ghcfoundation.org/fhealth.html http://partnershipph.org/

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