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WELCOME

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.

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WELCOME

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  1. WELCOME

  2. 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.

  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

  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

  9. Building New Roads…Not Filling Potholes

  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 thecommunity • Action with and by thecommunity • Planning driven by thecommunity • Partnerships to strengthen thecommunity

  13. Local Public Health System

  14. Philanthropist Churches Community Centers Nursing Homes Home Health Doctors Employers Economic Development Local Public Health System Police EMS Corrections MCOs Health Department Parks Schools Elected Officials Hospitals Mass Transit Environmental Health Civic Groups CHCs Fire Tribal Health Laboratory Facilities Drug Treatment Mental Health

  15. Who’s in Charge? 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

  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 SystemWhat organizations provide the activities indicated in each of 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. 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

  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.

  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. MAPP – Next Steps Identification of Strategic Issues

  47. 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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