madison county mapp committee march 12, 2008
DESCRIPTION
Madison County MAPP Committee March 12, 2008. Introductions. MAPP Team Name, Agency, Interest for being on MAPP Team Expectations Assets and Contributions. Meeting Objectives. Share update of activities from the Visioning Sub-committee - PowerPoint PPT PresentationTRANSCRIPT
Madison County
MAPP CommitteeMarch 12, 2008
Introductions
MAPP Team Name, Agency, Interest for being on MAPP Team Expectations Assets and Contributions
Meeting Objectives
Share update of activities from the Visioning Sub-committee
Provide in-depth information about the four assessment components
Establish assessment subcommittees and review charge
Agenda
Welcome & Agenda Review Introductions Visioning Subcommittee - Update The Four Assessments - Presentations Assessment Subcommittees Meeting Resources – Survey Closing Adjourn
Visioning Visioning
Sub-committeeSub-committee
Visioning Visioning
Sub-committeeSub-committee
Community Themes
&
Strengths
Local Health SystemHealth Status
Forces of Change
The Four Assessments
The Four Assessments
National Public Health Performance Standards Program (NPHPSP)
Local Public Health System Assessment
MAPP (Mobilizing for Action through
Planning & Partnerships)
Includes 4 assessments:
1) Community Health Status Assessment
2) Community Themes and Strengths Assessment
3) Forces of Change Assessment
4) Local Public Health System Assessment = (National Public Health Performance Standards Program)
National Activities
What is the Public Health System Assessment?
Providing performance standards for public health systems and encouraging their widespread use;
Engaging and leveraging national, state, and local partnerships to build a stronger foundation for public health preparedness;
Promoting continuous quality improvement of public health systems; and
Strengthening the science base for public health practice improvement.
Incorporates 4 Concepts:
GOAL:GOAL:
A tool designed to assess and improve the quality of public health practice and performance of public health systems by:
1. Monitor health status
2. Diagnose and investigate health problems
3. Inform, educate and empower people
4. Mobilize communities to address health problems
5. Develop policies and plans
6. Enforce laws and regulations
7. Link people to needed health services
8. Assure a competent workforce
9. Evaluate health services
10. Conduct research for new innovations
Defines all of the health activities that are required in a community health system
1. The 10 Essential Services as a Framework
SchoolsSchools
Community Community CentersCenters
EmployersEmployers
TransitTransit
Elected Elected OfficialsOfficials
DoctorsDoctors
EMSEMS
Law Law EnforcementEnforcement
Nursing Nursing HomesHomes
FireFire
CorrectionsCorrections
Mental Mental HealthHealth
Faith Instit.Faith Instit.
Civic GroupsCivic Groups
Non-ProfitNon-Profit
OrganizationOrganizationss
Neighborhd.Neighborhd.
Orgs.Orgs.
LaboratoriesLaboratories
Home HealthHome Health
CHCsCHCs
HospitalHospitalss
Tribal HealthTribal Health
Drug Drug TreatmentTreatment
Local Public Local Public Health Health AgencyAgency
2. Focuses on the Public or Community Health System
3. Optimal Level of Performance
Each performance or model standard represents the “gold standard”
4. Stimulate Quality Improvement
Standards should result in identification of areas for improvement
““What gets measured gets done.” What gets measured gets done.”
If you don’t measure results, you can’t tell success from failure.
If you can’t recognize failure, you can’t correct it.
If you can’t see success, you can’t learn from it
Link results to an improvement process
10 Essential Services
Definition of Essential Service
Example of Model Standard & Ratings
Model or “gold”
Standard
Measurement Questions
Key Steps in the Process
How is the NPHPSP Implemented?
Identifying, Recruiting & Orienting Participants
Key questions: Who plays a role in the public health system or
providing the Essential Services? What expertise is needed? How many people should participate? A lot of work! (Phone calls, letters, promotional
activities)
Orient to NPHPSP, 10 Essential Services, Health System and purpose of assessment Importance of participation
Planning and preparation is key to commitment and success
Facilitator & Recorder Roles
Facilitator Review model standards, questions and obtain response decision Strong skills in leading group discussions Lead a group to consensus (manage disagreements,
draw out dissenting opinion) Validate participants and get input from everyone Recognize and manage dominant personalities and those that need to
be drawn out Keep focus on health “system” Keep process moving Trusted, assertive, patient, neutral Identify early and orient
2 Recorders: Record group responses to measurement questions Record key issues and qualitative information that shape group responses Assist the facilitator to manage time Parking lot issues
Retreat
Generally 1-2 days
Advantages: Short timeframe Maintains
momentumDrawbacks: Requires time
commitment Can be
overwhelming
Small Group Activities
Advantages: Allows for
expertise, as needed
Less overwhelmingDrawbacks: Less cross-learning Less consistency in
response development
Series of Meetings
Advantages: Allows for expertise,
as needed Gets the work done in
small pieces Allows for more
dialogue which is keyDrawbacks:
Participation changes with meeting attendance
Process may seem to “drag on”
Meeting Structure
Create a Comfortable Environment Stick to the timeframe
Process for Facilitating Discussions & Voting
1. Walk through questions one by one with follow up voting with color-coded cards
2. Discuss model standards for set period of time with follow up voting using color-coded cards
3. Discuss model standard for set period of time with facilitator and recorder judgment on responses
Oneida County Experience: Discussed EPHS & Model Standard Smaller groups discuss and score some of the
questions Planning team judgment on responses for remaining
questions.
Submitting Responses for a CDC Report
1. Electronic Submission of responses to CDC:
2. Automated analysis begins after all data is submitted
3. Report is available within 2 hours4. Respondent accesses final report and
downloadable data files from web scores for all Essential Services model standards several charts and graphs displaying the data raw data any data limitations
Oneida County Results
Summary of Performance on Model Standards
1.3 Maintenance of Population Health Registries
1.2 Access to and utilization of current technology
1.1 Population-based community health profile
Monitor Health Status
2.4 Laboratory support for investigation of health threats
2.2 Plan for public health emergencies
Diagnose and investigate Health Problems
Model Standar
d Not Met
Model Standard
Partially Met
Model Standard
Substantially Met
Model Standard
Met
EPHS
Get results to participants immediately – build on momentum
Reminder!
Data from the assessments reflects the system system
performanceperformance and are not intended to judge or compare
organizations and public health agencies. This assessment is intended to assist in quality
improvement.
Participant Comments & Lesson Learned
Pros/Positives: Interactive process that engaged
broad spectrum of participants Visuals and presentation of
materials very helpful Facilitation Structured in a way that sparked
good discussions Well-organized ; focused with clear
expectations Small group discussions were non-
threatening Combination of large group and
small group discussions and activities
Networking opportunities; learning about different organizations
Better understanding of the “public health system”
Expanded membership of the Health Coalition
NPHPSP TOOLS
Several resources to assist with each step of the process
User Guide Frequently-Asked-Questions, that can help you
to think about the entire process. Lessons Learned from Other Counties/States
Recommendations for structuring participation Sample Orientation Presentations Sample Recruitment and Follow-up Letters Time and costs Other Helpful Hints
Performance Improvement Resource Guides Monthly Teleconference for users of the NPHPSP
–Program Partners and Nationwide Users
The Community Themes and Strengths AssessmentThe Community Themes
and Strengths Assessment
Answers the question
“What is important to community members and what assets do
we have?”
Benefits Community members become more vested in
the process when they have a sense of ownership in and responsibility for the outcomes. This occurs when their concerns are genuinely considered.
The impressions and thoughts of community residents help pinpoint important issues and highlight possible solutions.
The themes and issues offer additional insight into the findings uncovered in other assessments.
Three Levels of Information
Open discussion to elicit community concerns, opinions, and comments
Perceptions regarding community quality of life
A map of community assets
Gather Information Meetings Focus groups Forums Door to door/intercept surveys Mail surveys Interviews
Utilize existing community groups and organizations
Promote broad participation Select the best combination of techniques
What’s important?
Focus on:opportunities vs. problems investment vs. charitypeople vs. programscommunity organizations vs.
government agenciescitizens vs. “clients”
Help to organize and identify key themes Assists in addressing cross-cutting issues
from other assessmentsUseful for reporting back to MAPP
CommitteeGuides work when identifying strategic
issues
Findings
Ensure community involvement and empowerment is sustained
Document conversations, discussions and meetings
Develop a master list of contacts
Health Health Status Status
AssessmentAssessment
Health Health Status Status
AssessmentAssessment
Answers the questions:
How healthy are our residents?
What does the health status of our community look like?
Information regarding health status, quality of life, and risk factors in the community
Basis for analyzing and identifying community health issues
Useful for comparison to peer communities, state and national data.
Data Collection
Identify and collect data for core indicators Access existing databases, recent assessments
or reports Organizational or Agency data State, National, and local data Identify new data sources/needs (social
determinants) Tailor to local needs and or issues Identify and partner with research organizations Build on what community has already done
Health Profiles
Based on data analysis and findings Life-course based, e.g., Adult Health Profile Develop visual aids that display data in an
understandable and meaningful way Recognize and appreciate difference between
data are statistically significant and those that are important to the community
Disseminate and share with community
Monitoring
Establish a system to monitor the indicators over time
Ensures continuing health monitoringEstablishes baseline data upon which
future trends can be identifiedInstrumental in identifying the results of
the MAPP process and evaluating success of MAPP activities
Findings
Provides a list of key challenges and opportunities related to community health status
Identify major health problems or high risk behaviors, cross-cutting issues, and opportunities for improving trends
Top 10-15 issues examined during strategic issue development
Summarized reports & profile development
Forces Forces of Changeof ChangeForces Forces of Changeof Change
Answers the questions:
“What is occurring or might occur that will affect the community or public health system?”
“What specific threats or opportunities are generated by these occurrences?”
Forces of Change…
State and federal legislation, Rapid technological advances, Changes in the organization of health care
services, Shifts in economic forces Migration in and out of community Changing family structures One-time events e.g. disaster Discrete elements – e.g., proximity to a major
waterway or highway
Identifying Forces of Change
Brainstorm to identify forces MAPP Committee Small groups Community forum (s)
Newspaper clippings, national demographics, reports, recent events, etc.
Develop list and discuss Consolidate like forces Identify threats and opportunities Summarize and report findings
Assessment Sub-CommitteesAssessment Sub-CommitteesAssessment Sub-CommitteesAssessment Sub-Committees
Review project summaries and charge
Identify subcommittee members and appoint chairperson
Meeting Resources Survey
Meeting Resources Survey
Closing: What worked? What can be
improved? Next Meeting – April 9 Agenda for next meeting
Adjourn