WELCOME

Mobilizing for Action through Planning and Partnerships: what is it and why should we care? National Association of County & City Health Officials

Overview What is MAPP Overview of the Process Stories from the Field Importance to You

History of MAPP Created in 2001 by a workgroup of local public health practitioners & national partners MAPP advances the thinking behind APEXPH. 9 Demonstration Sites Since then, about 700 organizations have utilized the MAPP process Several communities in their 2nd and even 3rd iteration of MAPP

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.

MAPP Overview

MAPP Overview

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 successfully implemented

Visioning Vision and values statements provide focus purpose direction

The Four Assessments Forces of Change Local Public Health System Community Themes & Strengths Community Health Status

Needed Knowledge and Skills   CHSA CTSA LPHSA FOC Members Epidemiologists, Data Enthusiasts & Data Collectors LPHS Partners, Community Residents, Health Educators, Public Health Nurses LPHS Partners Leaders in the Community "Movers & Shakers" Knowledge Data management, analysis, reporting, technology, validation Community assets, resident issues, quality of life, Qualitative methods Distribution and use of local public health services, Facilitation skills Major local, state & national policy issues, demographic trends, future events

Identify Strategic Issues, Formulate Goals & Strategies

Action Cycle Evaluate Plan Implement

Organizing for Success MAPP Steering Committee Visioning LPHS Partners & Greater Community LPHSA Sub-committee CHSA Sub-committee CTSA Sub-committee FOCA Sub-committee Assessments Identify Strategic Issues Steering Committee, LPHS Partners, Greater Community Formulate Goals and Strategies Action Cycle Goal 1 Sub-committee Goal 2 Sub-committee Goal 3 Sub-committee Goal 4 Sub-committee Goal 5 Sub-committee

3 Common Challenges Resource limitations Staff Time Financial Loss of momentum System partners leave implementation to LHD

Ensuring Success Leadership support Focus on system throughout process Leveraging partner resources (e.g. business community) Neutral facilitators Clear goals, objectives, action plans, and accountability Money follows good planning

MAPP as a Framework Organizational or Community Visions NPHPSP Assessment Qualitative data on Community Perceptions Community Health Assessment Priority Areas Strategies Pubic Health Activities 18

MAPP is Unique Not just an assessment process Not just a planning process Not just an agency process

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, long-term, system-wide PARADIGM SHIFT. However, saying that MAPP isn’t unique doesn’t tell the whole story either. MAPP isn’t just a short-term project that has a beginning and an end. MAPP changes the way public health is practiced in your community. Therefore, once you’re finished a cycle of MAPP, the effects of the process should continue to positively impact the community. MAPP is not a planning process for the LHD, it results in a plan for the entire public health system. Another way of saying this is: MAPP is really a journey, not a destination. MAPP is a complete, long-term, system-wide paradigm shift. MAPP is a shift in how we think about public health activities and planning with and through our communities.

The MAPP Paradigm Shift Ask: Why is MAPP such a paradigm shift? MAPP is a paradigm shift in how we think about public health planning. It is a shift from operational to strategic planning; from a focus on the agency to a focus on the community and the entire public health system; from needs assessment to an emphasis on assets and resources; from a medically or service oriented model to a model that encompasses a broad definition of health; and from an “agency knows all” perspective to the belief that “everyone knows something.” 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.’

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

What Does a Community-Driven Process Look Like? “There is a critical difference between going through the empty ritual of participation and having the real power needed to affect the outcome of the process.” (Sherry Arnstein, 1969: “A Ladder of Citizen Participation,” pg. 1)

A Ladder of Citizen Participation Citizen Control Degrees of Citizen Power Degrees of Tokenism Degrees of Non-Participation Delegated Power Partnership Placation Consultation Informing Therapy Manipulation

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

Bringing Local Initiatives Together Is the coxswain doing her job? Are we all rowing together? Are we moving toward our agreed upon destination? Do we have the information we need to get to our destination? 27

Benefits: A.K.A. What’s in it for You? MAPP can incorporate planning and assessment needs of a variety of program areas. MAPP assessments provide useful data for your program. MAPP provides strategic direction to ensure that programs and partners are aiming for shared goals. MAPP helps create better community oriented programs. MAPP enables programs to develop stronger project proposals.

“A reputation for capability was created and reputation is priceless.” More benefits… “The process served to build networks and reinforce partnerships in the community.” it served to eliminate competition, definitely made for more collaboration – much of this due to MAPP.” “A reputation for capability was created and reputation is priceless.” “I would recommend it; it helps to define critical issues and strategies.”

So, what do you want from me… Identifying and Leveraging Partners Supporting the Assessments Helping to Identify Strategic Issues Thinking how the information (assessments, strategic issues) might change the way you approach your programs What else?

Discussion What words that describe the MAPP process particularly stand out in your mind? What do you like about the process? Why do you like those aspects? What concerns you about the process? Why are you concerned about those aspects of the process? What else do you need to better understand the process?

NACCHO Staff Contacts Julia Joh Elligers, MPH Mary Kate Allee, MPH Program Manager, NACCHO jjoh@naccho.org (202) 507-4234 Mary Kate Allee, MPH Senior Analyst, NACCHO mallee@naccho.org (202) 507-4190 Alexandra Hart Program Assistant, NACCHO ahart@naccho.org (202) 507-4214