1. WELCOME
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2. Clinton, Essex and Franklin Counties
MAPP – What is it?
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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.
The MAPP acronym stands for Mobilizing for Action through Planning and Partnerships.
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4. Vision for MAPP’s Implementation
Communities achieving improved health and quality of life by mobilizing partnerships and taking strategic action.
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5. Sound Abstract? You’re right You’re not alone!
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6. MAPP Overview Organize for Success and Partnership Development
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Visioning
Four MAPP Assessments
Identify Strategic Issues
Formulate Goals and Strategies
The Action Cycle

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.
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8. 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.’
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9. Building New Roads…Not Filling Potholes
MAPP helps public health and communities
identify the potholes
determine where new roads need to be built.
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10. Three Keys to MAPP Strategic Thinking Community Driven Process
Focus on the Local Public Health System
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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
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12. 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.
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13. 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.
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14. 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
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Environmental Health
Civic Groups
CHCs
Fire
Economic Development
Tribal Health
Employers
Laboratory Facilities
Drug Treatment
Mental Health

15. Who’s in Charge? Before MAPP After MAPP MAPP:
begins as a Public Health-led process
transforms into a community-owned process.
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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?
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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.
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18. Bringing Local Initiatives Together
MAPP is the process that gives unified direction to the various initiatives in a local community.
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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
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20. 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.

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

23. MAPP Objectives
What is the Organize for Success and Partnership Development phase of MAPP?
How does Visioning happen?
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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?
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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.
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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
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27. Core Group Roles
A small group of individuals from lead agencies that are responsible for organizing the MAPP process and moving it forward
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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
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29. Visioning Vision and values statements provide focus purpose direction
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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.
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31. MAPP - Nuts and Bolts The Four Assessments
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The Four Assessments

32. Objectives
Describe how to conduct the four MAPP assessments and explain their importance.
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33. The Four Assessments Community Themes and Strengths
Local Public Health System
Community Health Status
Forces of Change
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34. Community Themes and Strengths Assessment
Identifies
Themes that interest and engage the community,
Perceptions about quality of life
Community assets
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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
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36. Community Themes and Strengths Assessment
Steps
Establish a subcommittee.
Implement activities to identify community themes and strengths.
Compile the results.
Sustain community involvement.
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37. Local Public Health System Assessment
Measures the capacity of the local public health system to conduct essential public health services
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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.
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39. Community Health Status Assessment
Analyzes Data about
Health status
Quality of life
Risk factors
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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.
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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
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42. Forces of Change Assessment
Identifies forces that are occurring or will occur that will affect the community or the local public health system.
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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.
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.

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.
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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.
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46. Identification of Strategic Issues
MAPP – Next Steps
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Identification of Strategic Issues

47. Strategies and Goals Action Cycle Planning
MAPP – Next Steps
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Strategies and Goals
Action Cycle Planning

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