WELCOME _______________________________________________________________

Clinton, Essex and Franklin Counties 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. The MAPP acronym stands for Mobilizing for Action through Planning and Partnerships. _______________________________________________________________

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

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

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

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. _______________________________________________________________

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.’ _______________________________________________________________

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

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

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 _______________________________________________________________

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. _______________________________________________________________

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. _______________________________________________________________

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

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

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? _______________________________________________________________

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. _______________________________________________________________

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

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 _______________________________________________________________

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.

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.

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

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

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? _______________________________________________________________

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. _______________________________________________________________

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 _______________________________________________________________

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

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 _______________________________________________________________

Visioning Vision and values statements provide focus purpose direction _______________________________________________________________

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. _______________________________________________________________

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

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

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

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

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 _______________________________________________________________

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

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

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

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

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. _______________________________________________________________

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 _______________________________________________________________

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

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.

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. _______________________________________________________________

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. _______________________________________________________________

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

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

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