2-4 Review Mobilizing for Action through Planning and Partnerships (MAPP) process described in Chapter 3 of the required textbook. You take on the role of

2-4 Review Mobilizing for Action through Planning and Partnerships (MAPP) process described in Chapter 3 of the required textbook. You take on the role of the administrator of a health care facility in your area. You also identify a nature disaster such as earthquakes, floods, hurricanes, tornados, wildfires, winter storms, or any combination thereof.APA 7 format 
Write a three- to five-page paper that details your strategic planning. In your paper,

Analyze steps 1 and 2 of MAPP process when dealing with your selected nature disaster. [NOTE: There is a discrepancy between this requirement and rubric. You are required to complete steps 1 and 2 in week 2. You will continue to work on steps 3 and 4 in week 4.]
Propose at least three quality and/or risk management concepts, measures, and tools when dealing with your selected nature disaster.
Support your response with a minimum of two scholarly and/or peer-reviewed sources that were published in the last 5 years.

The MAPP Strategic Planning and Risk Management: Part I assignment

Must be three to five double-spaced pages in length..
Must use at least two scholarly and/or peer-reviewed sources published in the past 5 years. 3.5 STRATEGIC PLANNING FOR COMMUNITY
HEALTH: MOBILIZING FOR ACTION THROUGH
PLANNING AND PARTNERSHIPS
Mobilizing for Action through Planning and Partnerships (MAPP) is a strategic planning process for
improving public health services and outcomes in local communities. Similar to the organizational
strategic planning model in Figure 3–1
(http://content.thuzelearning.com/books/Fallon.9852.17.1/sections/24#fig31) , MAPP is a community-wide
strategic planning tool developed specifically for public health by the National Association of County
and City Health Officials (NACCHO) and the Centers for Disease Control and Prevention (CDC). A
work group of local health officials, CDC representatives, community representatives, and public
health experts developed MAPP between 1997 and 2000. MAPP “helps communities improve health
and quality of life by identifying and using their resources wisely, taking into account their unique
circumstances and needs, and forming effective partnerships for strategic action” (NACCHO 2010).

The MAPP process assesses all levels of organizations, including public, private, and voluntary
organizations, as well as individuals, involved in public health activities in the community. This
assessment creates a complete picture of the resources available to the local public system. MAPP is
based on a community-driven and community-owned approach designed to assess and enhance a
community’s strengths, needs, and desires, which will in turn drive the strategic process (NACCHO
2010).

Compared to the strategic planning steps outlined in this chapter, the MAPP model places a greater
emphasis on the external environmental assessment in order to identify opportunities for public health
organizations to more effectively secure resources, align needs and assets, respond to external
circumstances, anticipate and manage change, and establish a long-term direction for improving the
health of the community. MAPP uses assessment tools to determine the health status and community
perceptions of health needs.

MAPP Process
The MAPP process includes six steps (NACCHO 2010):

1. Organizing for Success: This step involves organizing the planning process and developing
partnerships.

2. Visioning: The visioning step engages stakeholders in a collaborative, creative process of
developing a shared community vision with common values.

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3. Conducting Community Assessments: Four community assessments provide information
about internal and external environmental trends relevant to the community:

• Community Themes and Strengths Assessment: Identifies local community interests,
perceptions about quality of life, and assets.

• Local Public Health System Assessment: Appraises the capacity of the local public health
system to conduct essential public health services.

• Community Health Status Assessment: Analyzes data about health status, quality of life, and
risk factors.

• Forces of Change Assessment: Identifies changing external forces and dynamics of the
community and the local public health system.

4. Identifying Strategic Issues: Similar to the “identification and evaluation of major strategic
issues and options” step in the planning model presented earlier, in this step, participants
develop a prioritized list of the most important issues facing the community based on the results
of the four MAPP assessments and the shared community vision.

5. Formulating Goals and Strategies: In this step, participants take the strategic issues identified
in the previous phase and formulate goal statements and broad strategies for addressing issues,
resulting in the development and adoption of an interrelated set of strategy statements.

6. Action Cycle: In this final step, the local public health system develops and implements an
action plan for addressing priority goals and objectives. The plans are implemented and
evaluated, with ensuing adjustments in the earlier steps as necessary. The final step in the MAPP
process is similar to operations planning and implementation in an organization.

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