1. WELCOME

2. Objectives
To describe the steps involved in Organizing for Success and Partnership Development—the first phase in the MAPP process
To share stories from the field that illustrate how some communities have approached the first phase of MAPP
To provide an opportunity to have questions about MAPP implementation answered
After describing what this training will achieve, state:
By the end of this training, participants will NOT:
Feel 100% confident that they can begin implementing the MAPP process tomorrow. MAPP is challenging. This training will not answer all of your questions or ease all of your concerns. It will get you a step closer. From here, getting more familiar with the process, speaking with other current users, and contacting NACCHO along the way are the best methods for moving through the process.

3. MAPP provides… a framework, guidance, structure, and best practices…
for developing healthy communities.
Based on this philosophy, MAPP provides a framework for collective action.

4. 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.
More formally, MAPP stands for Mobilizing for Action through Planning and Partnerships.
MAPP is a community-wide strategic planning process for improving public health, as well as an action oriented process to help communities prioritize public health issues, identify resources for addressing them, and take action.

5. This is one of 2 models showing how the MAPP process works – and is an especially good image for connecting to communities. The phases of MAPP are shown along a road that leads to “A Healthier Community”. The 4 MAPP Assessments are shown on the main road and represent the core activities in the process. MAPP is a way to define your interim goals between where you are and “A Healthier Community.” It also helps prioritize, set realistic action plans to get there, and celebrate your successes along the way. One challenge with this image is that it makes the MAPP process look linear when it’s actually cyclical.
Put another way, using MAPP is like taking a trip. MAPP can help you figure out where you want to go, how to get there, and who needs to be in the car. You may need to pick up extra people along the way to help you reach your destination. And, by the time you get there, MAPP may have helped you figure out an even better destination.

6. MAPP Overview
This is the second, more academic model that describes how the MAPP process works. The four assessments shown in a circle around the process illustrate how the assessments drive the process.
The Organize for Success and Partnership Development phase allows communities to plan a MAPP process that builds commitment, engages participants, uses their time well, and results in a plan that can be implemented successfully. During this phase, initiators begin to design the process and build interest and support from partners.
Then, all partners and the broader community develop a shared vision, and values for the community. The visioning process is a collaborative and creative approach that leads to a shared community vision and common values. This phase defines where the community is going and what the process will look like.
The next step is the real “meat” of the MAPP process – the four assessments. In these assessments, the community identifies:
1) Community Themes and Strengths or “what is important to community members and what assets do we have?”; This assessment is about identifying community assets and strengths, it shouldn’t focus on community perceptions of health status.
2) Forces of Change or “what is occurring or might occur that will affect the community or public health system?”; This assessment is similar to a business SWOT analysis – it looks at the external forces you can’t control but impact your ability to do your work – these can be “good” or “bad.”
3) Community Health Status Assessment or “what does our data tell us about our health status?” and
4) Finally, the Local Public Health System Assessment, also known as the National Public Health Performance Standards (NPHPS) Local Instrument which tells us about the capacity of our local public health system and its ability to provide the 10 Essential Public Health Services.
After conducting the four assessments, the community uses the information from the assessments to Identify Strategic Issues, Formulate Goals and Strategies, and lastly, conduct the Action Cycle in which action plans are implemented and evaluated.
The Identify Strategic Issues phase uses the information gathered from the four assessments to determine the strategic issues for the community. Essentially, the community looks across the data to see what data themes emerge, and asks: “what are the big picture issues that once addressed, will help our community reach its vision?”
In Formulate Goals and Strategies, specific goals are devised for each of the strategic issues identified in the previous phase.
The Action Cycle includes planning, implementation, and evaluation (who, what, when, where, and evaluation).

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 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.

8. The MAPP Paradigm Shift
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; In operational planning we’re often operating within our silos. We’re asking ourselves, “are we doing things right?” Whereas, in strategic planning we’re working in crosscutting teams and asking ourselves, “are we doing the right things?”
From a Needs Assessment to Emphasis on Assets and Resources: Needs assessments are often approached in a top-down way, sometimes providing interventions without checking to see if there really is a need. There is a needs assessment in MAPP; however, it also focuses on assets, we don’t want to undermine our community’s assets when trying to address a need. International Development, Africa Example: In a community in x country in Africa, the women had to walk several miles to access water. Community development specialists came to the community, observed this need and decided to build a well within their community so that the women could access water where they lived. What the development specialists didn’t realize was that these women deeply valued their time walking together to and from the well. Because of their culture’s gendered power structure, these walks were where the women could talk openly amongst themselves about politics, relationships and the community – this time together was an important asset. So again, we don’t want to undermine local assets when trying to address challenges.
from a focus on the agency to a focus on the community and the entire public health system;
Medically Oriented Model to a Broad Definition of Health: In a medically oriented model, the focus is to treat the disease. In a broad definition of health, we try to figure out what the underlying issues are and attack them from that angle. For example, in strip mall communities, lacking physical activity may be leading to high rates of diabetes and heart disease. Approaching this problem with a broad definition of health, we may want to work with city planners to address land-use issues and find creative ways to increase physical activity.
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 the collective wisdom to create a healthier community.
Such a paradigm shift means that MAPP is a “new way of doing business”.

9. Three Keys to MAPP Strategic Planning Community Driven Process
The MAPP paradigm shift happens through the three keys to MAPP.
The first key is strategic thinking. MAPP is unique because it provides a framework for using multiple sources of data in developing a strategic plan. Again, strategic planning is crosscutting, big picture and asks, “are we doing the right things?”
5. Strategic thinking. A strategy is a plan for action. When you’re engaged in strategic thinking, you’re not simply reacting to a situation, but planning how to control it to gain the outcome you want. That means setting goals, analyzing the situation, and setting a course of action that’s likely not only to allow you to reach your goals, but to put you in a
position to continue moving forward when you do.
Strategic thinking gives you the freedom to be proactive – to choose the future you want and work toward it – rather than simply reacting to what happens and hoping that things will go in the right direction. Systems thinking informs strategic thinking, providing the understanding of the systems that bear on the situation so that you can determine the strategy most likely to change things in the direction of a healthier community.
See Chapter 17, Section 2, Thinking Critically, for another perspective on both systems and strategic thinking.
The second key to MAPP is that MAPP is a community driven process. MAPP relies on participation from a wide range of individuals, groups, and constituencies in the community. Since the community drives the process, the process has credibility, ensures ownership, and creates sustainability over time. MAPP as a community-driven process can also create greater advocacy for public health.
*We like to use the term community-ownership rather than community buy-in. The term buy-in implies we are trying to sell something. If we bring the community in on the front-end, have the community help design and participate in the process (deciding which questions to ask, identifying strategic issues etc.) then we don’t have to sell them something. They have been part of the process from planning to implementation – you are just the convener and facilitator.
The third key to making MAPP successful is the use of a broad definition of the Local Public Health System. This recognizes that public health is provided by more than just the LHD. Other organizations such as hospitals, businesses, faith organizations, and community-based organizations play a critical role in assuring the public’s health.
Summarize: MAPP is a radical new approach to public health. In fact, MAPP has the potential to put the “public” back in public health.
RESPONSE TO FAQ: “What do I do if my community is disinterested/apathetic/unmotivated?” In responding to the question, emphasize the message that "People always care about something, it just may not be what we want them to care about" and remind them, "If we're finding that everyone is disinterested, maybe we're just not listening very well." This sentiment will come in handy in the messaging exercise as well – learning how to message to different groups. The core concept is, “What does X individual/group/organization care enough about to act?” (ABCD Workshop)
Mobilizing communities is about 1) recognizing we need each other; 2) building trustworthy relationships; and 3) providing opportunities to act that make sense to community members (ABCD Workshop)
Opinions vs. Motivation - e.g. I have an opinion that neighborhood clean-ups are important and that someone should organize and implement them; however, I'm not going to participate. VS.  I have an opinion that educational opportunities for young people are critical to their success AND I will organize/participate in related activities (ABCD Workshop). The value of listening to the community, targeting messages for involvement, and recognizing that not everyone will want to be involved in all phases of MAPP, some folks may only be interested in participating in the FoC assessment or helping to design the Visioning event - and that's okay.
Strategic Planning
Community Driven Process
Focus on the Local Public Health System

10. Beginning the Process
Now that you’ve heard a little about the philosophy behind MAPP, we’re going to present some of the details behind implementing the process. The first phase, Organize for Success and Partnership Development, is the foundation for the rest of the process.

11. Bringing Local Initiatives Together
Is the coxswain doing her job?
Are we all rowing together?
Do we have the information we need to get to our destination?
Are we moving toward our agreed upon destination?
Before jumping into the first phase of MAPP, I want to revisit this slide presented earlier this morning.
MAPP not only serves as a means for bringing together the collective wisdom of the community, it also ensures that the community is moving toward a common vision.
The process helps ensure that everyone is rowing in unison. However, it is important to ask throughout the process several important questions to ensure that MAPP is efficient and effective…
1. Are we moving toward our agreed upon destination, i.e. our vision?
2. Do we have the information we need to get to our destination, i.e. do we have all the data we need to plan and implement change?
3. Is the coxswain doing her job, i.e. is the lead organization effectively facilitating and guiding the process?
4. Are we all rowing together, i.e. is the system and community working together?
We want to make sure that individual agendas aren’t undermining the community’s process
5. Is everyone here? Who’s missing?
6. Does everyone know why they are in the boat? I.e., does everyone know their role in the process?
7. Did everyone bring their oars? Is everyone prepared to work? Or are there people in the boat that are dead weight?
These last three questions can be addressed through the first phase of MAPP…
Is everyone here? Who’s missing?
Does everyone know why they are in the boat?
Did everyone bring their oars?

12. Phase 1: 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?
Organizing for success is like planning a party or a wedding.
One of the first tasks, which can also be the most contentious, is creating the guest list. Your guest list will include:
Close friends and family
People you don’t really know, and
People you don’t like, but who are a part of your family.
Similarly, your MAPP process should include:
Your close system partners—those you regularly partner with
Organizations and people that you know you should partner with, but have yet to make connections
Organizations and people that you might not necessarily like, but who are a part of the local public health system
It’s also important to be clear about what the guests will do at the wedding.
What is on the agenda… What will the ceremony and reception look like?
Do guests know when and where to show up? Do you need to arrange for transportation?
Does your wedding party understand their roles?
Julia’s itinerary example
Overall, you want the event to go smoothly and make sure that your guests leave with a positive feeling about the union. Similarly in the MAPP process, you want your community and system partners to have a clear understanding of their roles in the process and leave with a positive impression of what MAPP can help them accomplish.

13. Phase 1: 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
The goal of Organizing for Success is to plan a process that:
Builds commitment—ownership
Engages participants—involves educating the community and system partners
Uses participants’ time well—requires planning and preparation
Ultimately, this first phase should result in a plan that can be implemented successfully
This phase requires time and energy. It is the foundation for the rest of the process, and should be revisited to ensure the sustainability of the process.
MAPP communities have found that the Organize for Success phase of the MAPP process has taken longer than originally anticipated, but that the time spent on the front end yields positive results.

14. 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
The MAPP Web site and Handbook outlines the six steps of Organizing for Success.
These steps are especially important because they lay the foundation for a successful MAPP process, both in terms of participants and planning.
Walk through the six steps.

15. Step 1: Determine the Need
Why should we do MAPP?
Who is driving it?
What do we want to get out of it?
What might get in our way?
The first step in MAPP is to gain a clear understanding of why such a process is needed. This understanding helps focus planning efforts and assists the recruitment and sustained involvement of participants. It answers the questions:
Why should we do MAPP?
Who is driving it?
What do we want to get out of it?
Fulfilling or responding to an RFP/grant
Improved, comprehensive data collection method and data set
Reinvigorate stalled processes
Create an LHD
Improve community partnerships
What might get in our way?
When NACCHO staff provide technical assistance to locals, we ask a series of questions that attempt to identify obstacles to implementation such as:
Does public health have a lot of political support? What does the political climate look like?
Are there any tensions among partners? Are there a lot of competing interests and agendas?
What planning and assessment activities has your community conducted in the past? What efforts can you build on?
*It’s important to think-through challenges up-front to strategize how to effectively overcome them.
MAPP is not right for everybody, all the time, right now – maybe there’s a huge community initiative already occurring in your community, maybe leadership support isn’t where it needs to be or internal capacity is too limited to begin the process right now, that’s okay.
Resource:
Worksheet on page 17 of Handbook

16. Step 2: Identify & Organize Participants
The second step in this phase is to identify and organize your participants.
It’s important to seek broad representation from local public health system partners, other community organizations, and community residents.
Invited participants should include both the formal community leaders and the informal leaders and “community-connectors” (ABCD Workshop)
And it’s not just about the number of partners at the table
Becky Rayman’s story of inviting a lot of people who didn’t know why they were invited
It’s important that their roles in the LPHS are clearly understood and they know what the MAPP process is about.
WORKSHEET P. 105
Organization, individual, EPHS
It’s also good to think about how MAPP aligns with their organization’s mission
One MAPP coordinator met one-on-one with partners to discuss how engaging in this process would help them achieve their individual organization’s goals
As in all the steps of this phase, it’s important to revisit this step because organizations and people change.
Montgomery County, MD Example: Earlier this year, Julia worked for 4 months in the Montgomery County Health Department helping them Organize for Success. Julia worked with George Washington University graduate students to identify potential partners for Montgomery County’s MAPP process. Students identified a list of potential partners, obtained contact information and identified their mission/goals and crafted messages to help organizations understand their role in the public health system. For example, messaging to a Realtor might include highlighting their knowledge of the community in terms of assets and challenges and the culture of different neighborhoods. GWU students also created form letters to help the County reach out to these potential partners.
Paul Wiesner, Dekalb County, GA Example: In Dekalb County, GA, Paul Wiesner, one of the founders of MAPP, was the new health officer when the community began their process. Paul began his tenure at the LHD by asking his entire staff to give him a list of 5 “movers and shakers” in the community that they felt he should connect with. In the end, he had a list of more than 200 individuals. Paul contacted nearly every individual and met with him/her and asked two questions: “What are your greatest concerns about the community?” and “What do you think of the LHD.” From this networking process several people emerged as the leaders for the MAPP Steering Committee – a local architect and a local reverend.
San Antonio Example: San Antonio branded their MAPP process and then worked to connect people with the brand and promote a sense of pride in being part of the process. Message: It’s not about numbers, it’s about commitment.
Resource:
WORKSHEET P (Participant Selection Worksheet)
Who needs to be at our party?
Who else?
Who aren’t we thinking of?

17. Step 3: Design the Planning Process
What will the process entail?
How long will it take?
What results are we seeking?
How will we know we are finished?
Who will do the work?
The third step in this phase is to design the planning process, or plan to plan!
It answers the questions:
What will the process entail?
How long will it take?
What results are we seeking?
How will we know we are finished?
Who will do the work?
HANDBOOK P —Just an example. The timeline should be tailored to your community. It is also important that the timeline be realistic.
It shouldn’t be too ambitious such that people feel rushed. Creating the timeline should not be treated as a checklist with inflexible deadline dates. At the same time, the process shouldn’t be drawn out and should not waste time otherwise the process will loose momentum.
The timeline should not be created solely by the lead agency. All the key partners involved in planning the process should be involved.
e.g. One health department created a demanding timeline that required a large commitment up front of all the partners involved in the process. This was communicated before the partners had a really good understanding of the MAPP process. The demanding timeline created frustration among community partners before there was a clear understanding of what the process would entail.
It is also important to include time for celebration in the timeline. Because the MAPP process takes time, it is important to celebrate interim outcomes such as the community’s vision, a report of community data, the creation of a CHIP.
E.g. San Antonio’s branding, video, t-shirts
E.g. distribution of vision taro cards
Resource:
HANDBOOK P (example timeline)

18. Step 4: Assess Resource Needs
Dollars
Staffing
Meeting space
Printing
Costs for data collection
etc...
The fourth step in this phase is to assess your resource needs. Dollars are an important resource. But you’ll also need to think about staffing, time commitments from volunteer participants, meeting space, printing costs, information gathering, data collection.
You may need to be creative about how you garner these resources.
Think about in-kind donations (food, meeting spaces)
Upcoming grant opportunities
Partners have resources that you might not be aware of
Community benefit (In some states, non-profit hospitals are required by law to set aside a certain percentage of money for community health efforts)
For example, in Montgomery County, MD, there was no food budget for the full day NPHPSP assessment. One of the partners donated money for food, also some communities have written letters to their local grocery store, aligning with their mission and highlighting the free advertising opportunity, to solicit food donations for these types of community events. CAUTIONARY NOTE: As an LHD, it’s a felony to ask for food from an organization that the LHD regulates – be careful, perhaps have a partner organization take the lead on soliciting food donations).
It’s also important to remember that some resources come later in the process.
Resource:
HANDBOOK, page 20-1 (guidance on creating a budget)

20. Step 5: Conduct the Readiness Assessment
Are we really ready yet?
What will it take to get ready?
Once you have determined the need, developed a clear picture of what your process will look like, it is important to ask,
Are we really ready?
The fifth step in this phase is the readiness assessment.
HANDBOOK P. 16
Strong champions
Participants are willing and available
There is agreement about what the process will entail
Basic resources are available
Support outweighs opposition
From Demo Sites and Evaluation: Leadership matters – Does the support for MAPP outweigh the opposition?
Nashville story
MAPP is not for everyone right now. Communities can begin by working to develop the concept of a LPHS in the community – perhaps do the NPHPSP first. When the community is ready, it can build up to a full MAPP process.
Resource:
Handbook Page 16 (Readiness Assessment)

21. Step 6: Determine How the Process Will be Managed
Project proposal
Master calendars
Meeting agendas
The final step in this phase is to figure our how MAPP will be managed and what will the division of labor look like as it moves forward. This is the time to create a project description, master calendar, meeting agendas, division of labor.
It’s good to think creatively about how work will be completed. (e.g., if your community is planning to use subcommittees, what will they look like?)
For instance, meetings don’t have to be in-person. In addition to conference calls, there are also a lot of different, inexpensive web interfaces.
In addition, some communities have used existing popular events such as county fairs, community celebrations, health fairs to collect assessment data and convene a group of community representatives.
It’s also important to keep in mind that the onus is not on LHD staff. A core planning group or steering committee should help delineate these details.
Resource:
HANDBOOK P (Matrix of Participation and Roles: this outlines the roles of the core team, the broader community, the MAPP steering committee, and subcommittees during each of the phases of MAPP).

22. Step 7: Evaluation
Process evaluation
Evaluation planning

23. Good Evaluation…
Is not an afterthought or something that is done only if there is extra money.
Measures progress and identifies reasons for celebration.
Informs continuous improvements.
Doesn’t have to be difficult.
Doesn’t happen only during the action cycle—evaluation should be considered at every phase of the process.
Good evaluation:
Is not an afterthought or something that is done only if there is extra money.
Measures progress and identifies reasons for celebration.
Informs continuous improvements.
Doesn’t have to be difficult.
Doesn’t happen only during the action cycle—evaluation should be considered at every phase of the process.

24. Phase 1 Process Evaluation
Did we fulfill phase 1 objectives?
Ask the community, did we…
Ensure that the appropriate participants were included?
Educate participants on the activities that will be undertaken, their responsibilities, how long it will take, and the results that are expected?
If the community answers no, ask…
Who else needs to be included?
What about the process remains unclear?
These questions should be asked and
addressed throughout the process.
Process Evaluation Questions for Phase 1:
Ask the community, did we…
Ensure that the appropriate participants were included?
Educate participants on the activities that will be undertaken, their responsibilities, how long it will take, and the results that are expected?
If the community answers no, ask…
Who else needs to be included?
What about the process remains unclear?
These questions should be asked and addressed throughout the process.

25. Phase 1 Process Evaluation
Ask the community, did we…
Structure a planning process that engages participants as active partners?
Structure a planning process that uses participants' time well?
Structure a planning process that builds commitment?
Set a tone of openness and sustained commitment among participants?
Structure a planning process that results in a realistic plan?
Continuously assess what can be improved as the community moves forward in the process

26. Preparing for Outcome Evaluation
If we implement MAPP successfully, what will the process look like?
What do we expect to achieve after one iteration of the MAPP process?
Increased community engagement
Stronger partnerships
Better system efficiency
More system resources
Less system redundancies
Return on investment
Improved health
How will we know we’ve successfully met our expectations?

27. 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
Organize for Success:
The MAPP Steering Committee leads this phase
The steering committee can include people (20+ can be cumbersome), this can be a group that is already convened; however, it should be just the LHD staff.
Entails getting people knowledgeable about the process to the point where they see how it will benefit the community and them personally as members of the community.
Visioning:
Visioning should include the LPHS partners and the broader community
The Assessments:
Each of the subcommittees should be driving the assessments with input from the broader community.
Identify Strategic Issues:
The steering committee, LPHS partners and broader community should all be a part of reviewing the assessment data and identifying strategic issues
Formulate Goals and Strategies:
The steering committee should be at the core of the formulate goals and strategies process, incorporating input from the LPHS partners and broader community.
Action Cycle:
The action cycle will be lead by the individual coalitions that form to address the community’s strategic issues.
“If you want to go fast, go alone. If you want to go far, travel together.” – African Proverb
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

28. Clearinghouse Tools Sample Budget Committee Applications
Sample Invitation Letters
Committee Organizational Chart
Committee Process Evaluation
In addition to the resources available through the MAPP Web site, there are also resources that were created by MAPP users available through the Clearinghouse/Toolbox.

29. Organizing for Success Practical Advice from East Tennessee
NACCHO Webinar
October 21, 2010
Stephanie Welch
Community Development and Planning Director
Knox County Health Department
(865) 29

30. Overview
Context Considerations for MAPP in East Tennessee Regional Health Office and Knox County Health Department
Compare and contrast
Messaging and partner recruitment tips
Steps to organize for success
Lessons learned 30

31. Public Health in Tennessee: A Centralized/Decentralized Hybrid14 69 34 82 81 63 74 83 56 13 46 76 37 07 85 90 44 67 25 10 42 87 29 11 80 32 19 95 30 22 71 65 01 86 45 03 43 47 21 18 15 94 93 75 73 78 49 17 41 08 53 88 05 39 68 89 04 38 57 60 72 20 51 12 02 16 59 54 62 31 61 77 64 79 24 35 55 36 91 50 28 33 06 52 26 58 70
East Tennessee Region
15 Rural Counties
Total population approx. 600,000
Knox County
One of six “metro” TN counties
Population 430,000

32. East Tennessee Region Community Health Councils
Broad community representation
Experience with community health improvement planning
Led by community members
Health Department Support
One strategic planning director for 15 county region
Additional community health staff, each assigned 4-5 CHCs
Graduate students provided support for specific projects
Reporting relationship with State DOH 32

33. Knox County Issue-Specific Coalitions Health Department Support
Formed from community health improvement planning process
No overarching community planning partnership in existence
Health Department Support
Extensive epidemiology capacity
Dedicated staff support (1 FTE) for MAPP
Existing organizational strategic plan indicating need for MAPP 33

34. Context Comparisons East Tennessee Region Knox County
High level of community organization and capacity
Moderate to low level of health department capacity
Enhanced by students in the field
HD priorities influenced by State DOH
Moderate level of community organization and capacity
Mostly issue-specific
High level of health department capacity
HD priorities influenced by local governing body
Capacity includes staffing, funding, expertise, organizational support 34

35. Organizing for Success in East Tennessee Region
Started where interest was high
CHCs asking “what’s next?”
Built on previous community health improvement planning
Evaluation and celebration of previous efforts
Relied on existing CHC infrastructure
Formed subcommittees
Focused on Dialogue skills – staff and community partners
MAPP was viewed as a continuation of existing work – bringing things to the next level 35

36. Messaging and Partner Recruitment in East Tennessee Region
Leading the way
Examples of previous success – take it to the next level
More efficient use of time
Data for grant writing
Presented a “new way” of interacting using Dialogue
Used existing CHC meetings 36

37. Steps to Organize East Tennessee Region
Establish regional MAPP committee
Representatives from each county
Identify interested CHCs
Start with evaluation and celebration
Four counties identified
Training: MAPP and Dialogue
Establish CHC subcommittees
Complete readiness checklist 37

38. Lessons Learned in East Tennessee Region
Engage more Health Dept. staff
Identify a local facilitator and leader
Be realistic about resources – show success in one community before moving ahead with others
Graduate students are an excellent force multiplier – but need field supervisor 38

39. Organizing for Success in Knox County
Built on health department capacity
Formed “core team” of department directors
Assured internal infrastructure in place for sustaining long-term process
Started with staff education and engagement
Staff from throughout HD helped with assessments and partner recruitment
Engaged partners in a deliberate and inclusive manner
Carefully planned messages:
Presentations
Meeting agendas
Letters and messages 39

40. Messaging and Partner Recruitment in Knox County
Community Partners
Staff
We all play a role in public health
Improved effectiveness and efficiency of work
Partnership will improve client services
Learn new skills
MAPP is different from, but complementary to, other health improvement efforts
Better use of resources – bringing efforts together
Develop local measurements for health improvement
Appeal to competitive nature
We’ve done some of the work 40

41. Bringing Local Initiatives Together41

42. Steps to Organize Knox County
Organizational strategic plan
Hired 1 FTE to facilitate MAPP
Leader training – MAPP and Dialogue
Formed Health Dept core group
Medical Dir, Deputy Dir, and Directors of Finance, Communications, Epidemiology, Nursing, Planning
Health Dept staff education
Conducted two assessments:
Community Themes and Strengths
Community Health Status 42

43. Messaging for community43

44. Steps to Organize Knox County
Community-wide meeting
Over 300 invitees (100+ attended)
Presented MAPP overview and “draft” assessment findings
Guest presenter from another MAPP community
Formed Community Leadership Team
Leadership Team selected chair, vice-chair
Visioning
Formed subcommittees:
Local Public Health Systems Assessment
Forces of Change Assessment 44

45. Planning Your Meetings
Desired outcomes
Invitation list
Time, Date
Location
Food
Agenda
Go back to desired outcomes
Speakers
Facilitators for interactive components
Marketing materials
Meeting materials
Plan for follow-up BEFORE the meeting
Train facilitators…. 45

46. 46

47. 47

48. Community Partnership
Communications?
Leadership Team
Forces of Change Assessment
Executive
Team
Chair
Vice-Chair
Subcommittee Chairs
Local Public Health System Assessment
State:
Remember that the idea is for our community to have ownership in this process – we will be forming a partnership that will determine the name
It will take All of us to improve our community’s health…
Strategic Issues 48

49. 49

50. OUR VISION Building a diverse, vibrant community that nurtures good health and quality of life     OUR MISSION A community approach to better health
Miller County Georgia –
Small, rural county in SW Georgia
Hospital Chairperson (and local and national media outlets) credit MAPP process for keeping hospital open
It is the “in-kind” time donated by community partners, resulting in a major overhaul to the Hospital BOD, that was primarily cited as the reason the hospital was able to stay open.
State of Florida: Found in 2005 “Success Stories” report from Florida Health Officer to Governor Jeb Bush. MAPP is conducted by every county in Florida.
Used MAPP Assessments to create an interactive web-based system that allows users to access unique health data at the county level; used by communities to “plan and use health resources more effectively”.
Davidson County, TN: MAPP Demonstration Site
MAPP process resulted in work toward developing a more comprehensive system of sidewalks and greenways to promote physical activity. 50 50

51. Lessons Learned in Knox County
Organizing for Success requires a considerable investment of time
Messaging and communication is the most time consuming aspect
Dedicated staffing is useful
Be thoughtful and deliberate about how to engage partners and at what point in the process 51

52. 52 52

53. 53

54. NACCHO Staff Contacts Julia Joh Elligers Program Manager
(202)
Mary Kate Allee
Senior Analyst
(202)
Alex Hart
Program Assistant
(202)

55. Partner Contact Information
Stephanie Welch
Director, Community Development & Planning
Knox County Health Department
(865)
Leonadi Ward
Consultant
Dialogue for New Awareness
(818)

56. Upcoming Webinar
Community Health Status and Community Themes & Strength Assessment
Friday, November 19, pm-3:30pm EST