Appendix 2
Mobilizing for Action through Planning and Partnership
(MAPP)
MAPP stands for Mobilizing for
A
ction
through Planning and Partnerships. MAPP is a tool that was developed by
the
National Association
of County and City Health Officials (NACCHO) as a guide for
communities
to use as a
strategic approach to improving health and quality of life of the community. MAPP has been recognized
nationally
by the Public Health
Accreditation
Board (PHAB) as a model for assessing the health of a community and for the
community health improvement planning process (PHAB, 2014). MAPP takes a community from assessment through
the process of planning strategies to address health and well‐being of the community.
The following overview of MAPP is drawn from the MAPP user
handbook developed by NACCHO and is available at
h
tt
p://www.naccho.org/topics/infrastructure/Mapp
Figure 1 displays the MAPP model. The 6 Steps of MAPP
are in the center of the model, and the four MAPP
assessments are shown in the four outer arrows of the
model.
Figure 1
The success of MAPP depends heavily on the
organization
and partnership that provides the
direction
for MAPP.
The partnership that acts as a steering committee for MAPP includes a broad range of
perspectives, expertise,
groups and sectors, and activities within the community. The partnership comes together and affirms the
necessity of undertaking the MAPP process and assures that the partnership itself reflects the diversity and
composition
of the community. The partnership also supervises the MAPP process, including setting a
timeline
and work plan,
identifies
and secures resources to carry out MAPP, and manages the MAPP process through all
six steps. The partnership provides the overall
direction
and guidance for the MAPP process.
After the partnership has established the basic
organization
for undertaking MAPP, it develops a statement of
its vision and common values that reflects a shared picture of the future of a healthy community. Through
visioning, the partnership will decide on shared values such as respect, commitment, teamwork, and
inclusiveness. The visioning process is an important time
for the partnership to
identify
the common values
and shared sense of purpose that will sustain it through the MAPP process and will be reflected in the
vision statement. The importance of the vision and values statement is reflected in its inclusion on all MAPP
materials and it’s
in
all MAPP meetings.
Each of the four map assessments is
identified
above. The MAPP process begins with the Community Health Status
Assessment. Although each assessment provides important
information
regarding the community’s health, it is the
collection
of
information
from all four MAPP assessments that generates a complete “picture” or findings about the
health and well‐being of the community. The key findings from each of the assessments are considered in the next
step of MAPP ‐
identifying
strategic issues that must be addressed to attain the vision of a healthy community.
The partnership reviews the key findings of the four MAPP assessments within the context of the MAPP vision
and values statement. Strategic issues are those challenges that emerge from considering the key findings from
all of the MAPP assessments together. The partnership
identifies
the most prominent assessment findings and
undertakes a
prioritization
process to generate and
identify
the
critical
issues that must be addressed in order
to meet the vision of a healthy community; these
critical
issues are the Strategic Issues that will be the focus
of the next two steps of MAPP.
In this step, the partnership
continues
the MAPP process by developing goals and
identifying
strategies that
provide a general direction for addressing each of the strategic issues that were
identified
in the previous MAPP
step. The partnership again considers its vision and values statement, because goals and strategies are based on
the partnership’s shared picture of a healthy community. A goal is a broad statement of what the partnership
believes would be the result or long‐term outcome when the strategic issue is addressed in ways that exemplify
the values and contributes to a healthy community. Strategies are the general steps that the partnership believes
should be taken to achieve the goal. (Specific
activities
for each strategy are planned, implemented, and
evaluated in the next step of MAPP‐ the
Action
Cycle.) The goals and strategies link the current picture of the
community’s health, which was the basis for the findings from the four MAPP assessments, and the future or
vision of the community’s health.
The
Action
Cycle begins with planning the specific
activities
that are the
means of
executing
the strategies
identified
by the partnership for
meeting
the goal,
implementing
the
activities,
and the
effectiveness
of the
activities
in
meeting
the stated
objectives
and goal. The planning process
of the
Action C
ycle includes establishing
objectives
and
identifying
responsible
parties
for each objective. It is important to note that this
step of MAPP generally moves beyond the partnership to include other
organizations
or
entities
in the community who will be part of developing
and
executing
the
Action
Cycle, from planning through
implementation
and
evaluation.
The
Action
Cycle is the basis of the community health
improvement plan (CHIP), which is defined as a long‐term
systematic
plan to address issues
identified
in the community health assessment
(PHAB, 2014).
References:
National Association
of County and City Health Officials. (n.d.). Achieving healthier
communities
through MAPP: A User’s
Handbook. Retrieved from http://www.naccho.org/topics/infrastructure/mapp/upload/MAPP_Handbook_fnl.pdf
Public Health
Accreditation
Board. (2014, July). Public Health
Accreditation
Board standards and measures ‐ Version 1.5
Ret
rieved from http://www.phabboard.org/accreditation
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ocess/public
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