Mobilizing for Action through Planning and Partnerships (MAPP)

National Association of County and City health Officials logo In 2008, the Partnership for a Healthier Fairfax initiated a process known as “Mobilizing for Action through Planning and Partnerships (MAPP),” a community-driven strategic planning process for improving community health developed by the National Association of County & City Health Officials (NACCHO). The MAPP process helped inform the development of the Community Health Improvement Plan (CHIP). The MAPP process includes six phases:

Phase 1: Organize for Success/Partnership Development (August 2008 – continues today)

  • Convene a planning group to identify stakeholders for the Partnership for a Healthier Fairfax Community Coalition and prepare for the work ahead.

Phase 2: Visioning (February – May 2010)

Phase 3: The Four MAPP Assessments (August 2008 – June 2011)

  1. Local Public Health System Assessment (LPHSA): Evaluated the collective performance of all the organizations and entities that contribute to the public's health. (August – November 2008)
  2. Forces of Change Assessment: Identified trends, factors and events that were likely to influence community health and quality of life, or impact the work of the local public health system.  (May 2010 – September 2010)
  3. Community Themes and Strengths Assessment: Gathered input from community members to develop a meaningful understanding of the issues they feel are important. (May 2010 – January 2011)
  4. Community Health Status Assessment: Analyzed data on health status, quality of life and risk factors in the community.  (September 2010 – June 2011)
    1. Community Report (The Community Report provides a summary of the more detailed comprehensive Technical Report)
    2. Technical Report

Phase 4: Identify Strategic Issues (July 2011 – March 2012)

  • Identify and define the most critical issues that must be addressed for the community to achieve its vision:
    • Access to Health Services: Obtaining good primary, oral and behavioral health care is a challenge for some people in our community. Cultural and language barriers make navigating the complex health care system difficult. Improved coordination of health care delivery within our community will help everyone navigate the system. Implementing strategies to achieve social and emotional wellness will improve the well-being of many within our community.
    • Data: We can make smarter decisions about improving the health of our community if we can see the big picture. While many organizations collect health-related data, not all of it is openly shared. The Partnership for a Healthier Fairfax recognizes the value of a coordinated approach to data management, analysis and reporting across the local public health system. Data sharing through a viable network allows us to identify health threats sooner and in the process of evaluating individual populations.
    • Environment and Infrastructure: The health of our community is determined in part by our environment. We must implement policies to create the physical environments that support active living. The Partnership for a Healthier Fairfax is focusing on the need for health considerations in environmental policy, urban planning, development and transportation. We must support policies and environments that prevent chronic diseases.
    • Healthy Lifestyles: Leading a healthy lifestyle means making the healthy choice the easy choice. As a community, we must understand what environments affect positive health outcomes. For example, we encourage restaurants to offerhealthy menu options and for people to utilize walking paths, parks and other recreation.
    • Health Workforce: The Fairfax community faces a challenge: our healthcare workforce is aging at a rate faster than we are turning out new graduates in the field. In addition to a shortage in medical and other professions, our population needs a diverse workforce that can meet the needs of everyone in our community. The Partnership for a Healthier Fairfax is working to engage various sectors to help us identify and implement strategies to ensure a robust health workforce in the future.

Phase 5: Formulate Goals and Strategies (January – May 2013)

  • Develop goals and strategies to address each strategic issue.

Phase 6: The Action Cycle (June 2013 – Ongoing)

  • Plan actions, implement strategies and evaluate efforts on an ongoing basis.

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