MAPP STRATEGIC PLAN

Running Head: MAPP STRATEGIC PLAN case study PART I 1

MAPP STRATEGIC PLAN case study PART I 6

MAPP Strategic Plan Case Study Part I

MAPP Strategic Plan Case Study Part I

Introduction

All healthcare organizations deal with competition for limited resources and have the ability to use those resources to produce better consumer quality and value. The use of strategic planning is necessary for an organization to develop the direction of the company’s future and the fulfillment of the company mission. Not doing so would result in lost opportunities to obtain knowledge of the market and the organization’s ability to properly serve. Strategic planning keeps an organization stimulated and fresh with ideas and has an emphasis on improvement as it relates to the competition. Mobilizing for Action through Planning and Partnerships (MAPP), is a community-based planning process designed to improves public health services and results in a community. This paper will analyze the first three steps of the MAPP plan initiatives and apply three concepts.

There are many natural disaster possibilities that can be experienced and effective planning is required to overcome them. In most healthcare facilities, managers and employees are required to help local communities cope with health emergencies. Some healthcare facilities have a direct role in preparing a community for emergencies and assist communities in the recovery process. Disasters that may occur in a community can be categorized based on the source of the cause such as natural or human caused (Fallon, Begun, & Riley, 2013).

Some natural disasters include hurricanes, floods, tornados, earthquakes, and volcanic eruptions. On the other hand, a human caused disaster might include train derailments, chemical spills or release, aircraft crashes, bombings, and terrorist attacks. Response to these disasters require effective management approaches as well as adequate resources. It is therefore, always important to evaluate a vast range of resources available at local, state, and national levels regarding disaster vigilance preparation, reaction, recovery, and other concerns. Health and emergency response officials, therefore, have to design plans that reflect particular needs as well as possible vulnerabilities.

Effective designs are important in addressing the challenges after a disaster. Successful planning always involves a list of specific disasters that occur in certain areas, estimating the personnel and resources necessary to respond to an anticipated disaster. It is also important to know the contingencies to help in protecting against any unanticipated emergencies such as an infectious disease or biological terrorism.

In order to completely recover from disasters, strategic planning has been used within communities to help victims especially in relation to public health and safety. Mobilizing for Action through Planning and Partnerships (MAPP) is one of the natural disaster strategic plans used for community health. MAPP is used in implementing a strategic planning process prior to a disaster and leverages resources of other planning efforts within a community to make it easier them to recover after a disaster. It also projects the needs in making the community a more safe place by ensuring that health improvements are not missed (McLees, Nawaz, Thomas, & Young, 2015). MAPP is strategic planning that is always aided by leaders of public health and is used to assist communities in applying strategic judgment to set priorities on issues related to public health. Communities rely on this strategic process when identifying the available resources that can be utilized to address any health concerns. MAPP is an interactive process which is used for enhancing the efficiency, effectiveness, and performance of local, state and national public health (Stoto, Nelson, Savoia, Ljungqvist, & Ciotti, 2017).

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Communities have relied on MAPP when developing improvements to public health services and improving disaster outcomes in local communities. MAPP assesses all levels of an organization such as a community, self-governed organizations, charitable organizations, and individuals that participate in public health activities in the communities. MAPP also assesses the strengths, needs, and desires that are helpful in driving the strategic process. MAPP is more concerned with the external environment assessment. This is important in the identification of available opportunities for public health organizations to have access to resources aligned to their needs and assets. The MAPP process acts in response to external situations by preparing for and managing change, setting up long term directions towards improving health in the community. MAPP utilizes assessment tools when determining the health status and perception of the community with regards to public health needs (Nelson, Essien, Loudermilk, & Cohen, 1997).

According to the National Association of County and City Health Officials (NACCHO), the process of MAPP is involving six steps (Fallon, Begun, & Riley, 2013).

Organize the process of success

The first step of the MAPP process is organizing for success. This step organizes the planning process and cultivates partnerships. It is completed through determining the necessity of pursuing the MAPP process and consists of identifying as well as organizing participants, determining the assets needed for the planning process, and developing a management structure for the MAPP process.

Visioning

In this step, stakeholders are engaged in a collective, innovative process of developing a shared vision of the community with some general values. Vision usually results from inclusive as well as a collaborative process whereby the voices of all the sectors and groups are considered. This process is important in uniting a community as well as creating clear hopes and goals shared by the community as a whole. The visioning process involves the identification of other visioning efforts and creating the necessary connection. In this case, a joint vision which takes into consideration the concerns of a community or healthy community aspects is developed.

Visioning also involves designing the visioning process and making a decision on how it can be managed. Community visioning includes large numbers of individuals that represent the entire community. This aspect includes all voices as well as mobilizes the community as a whole in support of the MAPP process. An advisory committee is a key leadership group in the visioning process that always involves members of the MAPP committee and other community leaders. It is always easier to manage because it involves fewer people (about 10 to 20 individuals).

Conducting community assessments

The four community assessments offer some information concerning the internal as well as the exterior environmental trends applicable to a community. The assessment examines community themes and strengths and the process identifies local community interest, perceptions of the quality of life, and assets. The next step is local public health system assessments and during this process, there is an examination of the ability of a community health system to carry out some important public health services activities. Next, is an evaluation of public health status involving an analysis of health status data, quality of life, and threatening factors. The final assessment process in this step involves the assessment of the forces of change. In this assessment process, there is an identification of the varying external forces and the dynamics within the community and the local public health system.

References

Fallon, F. L., Begun, J. W., & Riley, W. (2013). Managing health organizations for quality and performance. Sudbury, MA: Jones & Barlett Publishers.

McLees, A. W., Nawaz, S., Thomas, C., & Young, A. (2015, April). Defining and Assessing Quality Improvement Outcomes: A Framework for Public Health. Retrieved June 15, 2018, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4355721/

Nelson JC, Essien JD, Loudermilk R, Cohen D. (1997). The public health competency handbook: optimizing individual and organizational performance for the public’s health. Gaithersburg (MD): Aspen Publishers.

Statement of Policy. (2016, January). Retrieved June 15, 2018, from NACCHO.org https://www.naccho.org/uploads/downloadable-resources/12-12-MAPP.pdf

Stoto, M. A., Nelson, C., Savoia, E., Ljungqvist, I., & Ciotti, M. (2017, October 01). A Public Health Preparedness Logic Model: Assessing Preparedness for Cross-border Threats in the European Region. Retrieved June 15, 2018, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5750449/