MAPP Handbook - The National Association of County and City ...

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Step 3 — Develop an understanding about why an issue is strategic Participants should discuss each issue to confirm that it is truly strategic. This discussion will help to separate strategic issues from other problems, such as those that may be more operational in nature, or those that might be easily remedied with the provision of additional resources. Strategic issues are more challenging than this. Participants must understand the context of issues in order to best determine how they should be addressed. This understanding should provide insight into the dynamics of each issue. As reflected in the example above, each of the findings identified in the four MAPP Assessments point to one aspect affecting an issue. By considering findings from multiple assessments together, the understanding of the issue is likely to be more comprehensive. Record information about each issue under question two of the “Strategic Issues Identification Worksheet” at the end of this section (page 78). User Notes: Step 4 — Determine the consequences of not addressing an issue Strategic issues have significant consequences for the community and the public health system. Failure to address these issues may eventually result in the realization of an external threat, lost opportunities, the lingering or worsening of an identified problem, and ultimately failure to achieve the community vision. Consider each strategic issue and ask, “What are the consequences of not addressing this?” The consequences of each strategic issue should be specified in part three of the “Strategic Issues Identification Worksheet” at the end of this section (see page 78). T IPS from the Field: • Take time to organize assessment findings at the beginning of this phase. • Balance the need for information with the need to be concise. • Be open to issues that may not at first seem clearly related to health. • This activity can be effectively done in a retreat-like atmosphere. 74
Phase 4: IDENTIFY STRATEGIC ISSUES User Notes: Step 5 — Consolidate overlapping or related issues At this point, a large number of strategic issues may have been identified. In order to provide a manageable focus for developing strategies, these issues should be consolidated. Examine all the issues identified from the worksheets together. How are they related? Do they share causes or influences that make them strategic? What are the consequences of not addressing them? Can strategic issues be combined without losing a key perspective? It is suggested that a community should have no more than twelve strategic issues; the fewer, the better. User Notes: Phase 4: IDENTIFY STRATEGIC ISSUES 75
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Healthier
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A chieving Healthier Communities th
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The 10 Essential Public Health Serv
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MAPP IN A NUTSHELL MAPP includes tw
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How Do the MAPP Components Relate?
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Phase 1: ORGANIZE FOR SUCCESS / PAR
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• What broad, cross-sectorial par
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Step 4 — Assess resource needs an
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Readiness Assessment Worksheet Crit
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Organizing the Planning Effort: Bar
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Organizing the Planning Effort: Str
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MAPP Phase / Description of Activit
Page 26 and 27: Phase 2: VISIONING T The second pha
Page 28 and 29: Step 3 — Conduct the visioning pr
Page 30 and 31: Step 5 — Keep the vision and valu
Page 32 and 33: Vision Brainstorming and Developmen
Page 34 and 35: Phase 3: THE FOUR MAPP ASSESSMENTS
Page 36 and 37: THE COMMUNITY THEMES AND STRENGTHS
Page 38 and 39: T ips from the field: • Stay with
Page 40 and 41: Community Themes and Strengths Asse
Page 42 and 43: Information Gathering Mechanisms fo
Page 44 and 45: The LPHSA uses the local public hea
Page 46 and 47: Step 2 — Discuss the 10 Essential
Page 48 and 49: User Notes: Step 5 — Summarize ke
Page 50 and 51: Additional tips for conducting the
Page 52 and 53: Question 2: How can we structure th
Page 54 and 55: Identifying Priorities Importance (
Page 56 and 57: Example Briefing Sheet for One of t
Page 58 and 59: COMMUNITY HEALTH STATUS ASSESSMENT
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Page 62 and 63: Finally, the community health profi
Page 64 and 65: Step 7 — Summarize key findings E
Page 66 and 67: Other Data Considerations The follo
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Page 70 and 71: Step 4 — Summarize key findings T
Page 72 and 73: Forces of Change Brainstorming Work
Page 74 and 75: Phase 4: IDENTIFY STRATEGIC ISSUES
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Page 80 and 81: Strategic Issues Identification Wor
Page 82 and 83: Phase 5: FORMULATE GOALS AND STRATE
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Page 86 and 87: Step 5 — Select and adopt strateg
Page 88 and 89: Strategy Development Worksheet 1. B
Page 90 and 91: Phase 6: THE ACTION CYCLE T he Acti
Page 92 and 93: Step 2 — Develop objectives and e
Page 94 and 95: Step 5 — Implement and monitor ac
Page 96 and 97: Step 7 — Focus the evaluation des
Page 98 and 99: Tip Sheet Description of Terms Used
Page 100 and 101: SOME THOUGHTS ABOUT MAPP... Benefit
Page 102 and 103: TIP SHEET 1 Matrix of Organized Par
Page 104 and 105: MAPP Phase Local Public Health Syst
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Page 108 and 109: TIP SHEET 3 Guidance for Participan
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Page 112 and 113: The Importance of Community Partici
Page 114 and 115: Finding a Good Facilitator Facilita
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Page 118 and 119: TIP SHEET 7 Conducting a Community
Page 120 and 121: TIP SHEET 8 Quality of Life Questio
Page 122 and 123: TIP SHEET 9 Example Community Healt
Page 124 and 125: TIP SHEET 10 Presenting Data The MA
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TIP SHEET 11 TECHNIQUES FOR BRAINST
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Vignettes from MAPP Users
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was a partnership process with cons
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should be and again public health c
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VIGNETTE San Antonio,TX 2001-2004 O
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Community Vision: A safe, healthy a
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Forces of Change Assessment: During
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Both the November and December meet
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140 User Notes:
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