WELCOME

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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

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MAPP provides…

• a framework,• guidance,• structure, and • best practices…

for developing healthy communities.

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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.

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MAPP Overview

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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.

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The MAPP Paradigm Shift

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Three Keys to MAPP

• Strategic Planning• Community Driven

Process• Focus on the Local

Public Health System

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Beginning the Process

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Bringing Local Initiatives Together

Are we moving toward our agreed upon destination?

Is the coxswain doing her job?

Are we all rowing together?

Is everyone here? Who’s missing? Does everyone know

why they are in the boat?Did everyone bring

their oars?

Do we have the information we need to get to

our destination?

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Phase 1: Organize for Success

• 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?

Or…plan your party.

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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

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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 Managed14

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?

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Step 2: Identify & Organize Participants

• Who needs to be at our party?

• Who else?• Who else?• Who aren’t we thinking

of?

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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?

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Step 4: Assess Resource Needs

• Dollars• Staffing• Meeting space• Printing• Costs for data

collection• etc...

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http://www.communityhlth.org/communityhlth/resources/cbmap.html19

Step 5: Conduct the Readiness Assessment

• Are we really ready yet?

• What will it take to get ready?

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Step 6: Determine How the Process Will be Managed

• Project proposal• Master

calendars• Meeting

agendas

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Step 7: Evaluation

• Process evaluation• Evaluation planning

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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.

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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.

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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

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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?

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MAPP Steering Committee

LPHS Partners & Greater Community

LPHSA Sub-

committee

CHSA Sub-

committee

CTSA Sub-

committee

FOCA Sub-

committee

Goal 1 Sub-

committee

Goal 2 Sub-

committee

Goal 3 Sub-

committee

Goal 4 Sub-

committee

Goal 5 Sub-

committee

Organizing for Success

Visioning

Identify Strategic Issues

Formulate Goals and Strategies

Action Cycle

Assessments

Steering Committee, LPHS Partners, Greater Community

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Clearinghouse Tools

• Sample Budget

• Committee Applications

• Sample Invitation Letters

• Committee Organizational Chart

• Committee Process Evaluation

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Organizing for SuccessPractical Advice from East Tennessee

NACCHO WebinarOctober 21, 2010

Stephanie WelchCommunity Development and Planning Director

Knox County Health Departmentstephanie.welch@knoxcounty.org(865) 215-5297

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

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East Tennessee Region• 15 Rural Counties• Total population approx.

600,000

Knox County• One of six “metro” TN

counties• Population 430,000

Public Health in Tennessee:A Centralized/Decentralized Hybrid

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

Knox County• Issue-Specific Coalitions

– 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

Context Comparisons

East Tennessee Region• 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

Knox County• Moderate level of

community organization and capacity– Mostly issue-specific

• High level of health department capacity

• HD priorities influenced by local governing body

Organizing for Success inEast 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

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

Steps to OrganizeEast 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

Lessons Learnedin 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

Organizing for Successin 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 email messages

Messaging and Partner Recruitmentin Knox County

Staff• We all play a role in

public health• Improved effectiveness

and efficiency of work• Partnership will improve

client services• Learn new skills

Community Partners• 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

Bringing Local Initiatives Together

Steps to OrganizeKnox County

1. Organizational strategic plan

2. Hired 1 FTE to facilitate MAPP

3. Leader training – MAPP and Dialogue

4. Formed Health Dept core group– Medical Dir, Deputy Dir, and Directors of Finance,

Communications, Epidemiology, Nursing, Planning

5. Health Dept staff education

6. Conducted two assessments:– Community Themes and Strengths– Community Health Status

Steps to OrganizeKnox County

7. Community-wide meeting– Over 300 invitees (100+ attended)– Presented MAPP overview and “draft” assessment

findings– Guest presenter from another MAPP community

8. Formed Community Leadership Team

9. Leadership Team selected chair, vice-chair

10.Visioning

11.Formed subcommittees: – Local Public Health Systems Assessment– Forces of Change Assessment

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….

Executive Team

Local Public Health System Assessment

Forces of Change

Assessment

Strategic Issues

Communications? Leadership Team

Community Partnership

ChairVice-Chair

Subcommittee Chairs

OUR VISIONBuilding a diverse, vibrant community that nurtures good health and quality of

life  

OUR MISSIONA community approach to better health

Lessons Learnedin 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

NACCHO Staff Contacts Julia Joh ElligersProgram Managerjjoh@naccho.org(202) 507-4234

Mary Kate AlleeSenior Analystmallee@naccho.org(202) 507-4190

Alex HartProgram Assistantahart@naccho.org(202) 507-4214

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Partner Contact Information

Stephanie WelchDirector, Community Development & PlanningKnox County Health Departmentstephanie.welch@knoxcounty.org(865) 215-5297

Leonadi WardConsultantDialogue for New Awareness leonadi@pacbell.net(818) 371-8859

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Upcoming Webinar

Community Health Status and Community Themes & Strength Assessment

Friday, November 19, 2010 2pm-3:30pm EST

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