MAPP Case Study

Running head: MAPP CASE STUDY 1
MAPP Case Study
Student name
Community health is of significance in any society since it contributes to the overall well-
being of each member of the targeted community. One of the community health improvement
tools is the Mobilizing for Action through Planning and Partnerships (MAPP) strategy. The
strategy offers a number of benefits for the provision of optimal health and strategic planning.
Some of the benefits include creation of better quality of life in the community, enhanced
visibility of public health in the community setting, the improved anticipation and management
of change, creation of a robust public health infrastructure, and improved engagement between
the healthcare service providers and the members of the public (NACCHO, 2018).
Review of Steps 1-3
Step 1
The first step in the MAPP Strategic Plan Initiative is organizing for success (Fallon,
Begun, & Riley, 2013). Organizing for success encompasses the emphasis on community-driven
and community-owned approach in the public health management process. The public health
organization, through this step, assesses the desires of the community, its needs, and its strengths
in creating a framework for providing an initiative that is driven by the community (NACCHO,
2018). The step enables the community members to have a say in what the organization is to do
for them in terms of strategy development, and such a move creates an environment for success
since the community would readily accept the initiative. An organization which takes this first
step would have stronger connections with the community members and will be well-positioned
to meet them at their points of need. Furthermore, the organization would access the communal
wisdom and knowledge needed to address the concerns of the members (NACCHO, 2018).
Step 2
The second step in the MAPP tool is visioning, which involves the engagement of the
stakeholders in creating a shared community vision and value set (Fallon, Begun, & Riley,
2013). This process relies on the previous experiences that the organization has had and the
lessons learned from the community in times past (NACCHO, 2018). The collective vision,
created through collaborations and creativity, enhances the cohesiveness of the community and
the facility as elaborated in the first step. It also enables the public health facility to identify the
measures through which the community would like to see their needs met and gives it a chance
to align the needs with the resources or assets (Fallon, Begun, & Riley, 2013).
Step 3
The third step in the MAPP Process is the conduction of community assessments. In this
step, the public health institution performs four assessments that enable it to understand the
internal and external trends that are relevant to the community (Fallon, Begun, & Riley, 2013).
The assessments investigate the community themes and strengths, the local public health system,
the community health status, and the forces of change (Fallon, Begun, & Riley, 2013). Through
these assessments, the institution gains an understanding of the quality of life, interests, and the
assets that the members of the community have at their disposal. They also enable the
organization to analyze the ability of the local public health system to provide the essential
services to the community (Fallon, Begun, & Riley, 2013). The assessments also enable the
facility to understand the quality of life among the community members and identify the external
change factors (Fallon, Begun, & Riley, 2013).
Quality Management
One of the quality management tools to use in the process is systems thinking. It allows
the public health organization and the community to develop the vision as a unit in
correspondence to the second step (NACCHO, 2018). Systems thinking also allows both parties
to understand the interrelationship between the community and public health services and
promotes the development of the vision of a healthy community (NACCHO, 2018). Therefore,
systems thinking enables the collaboration of all the stakeholders in the development of a vision
that the entire community would easily accept.
The second quality management concept that can be applicable in the MAPP process is
the total quality management (TQM) effort. TQM refers to the continuous effort that the
management of the institution and its workforce work together to ensure that there is long-term
customer satisfaction and loyalty (MSG, 2018). The customers, in this case, are the members of
the community who need to identify with the institution’s vision and mission to inspire success.
The third quality/risk management concept is the cost of quality (COQ). COQ entails the
costs associated with the provision of poor quality of services (, 2018). Such costs can
be classified as an internal or external failure, appraisal, and prevention costs. The cost of quality
methodology would enable the institution to understand how much its resources are utilized for
activities aimed at preventing poor quality of public health services (, 2018). It can use
the processes of quality planning and quality assurance to uphold the quality standards of the
public health organization.
MAPP is a tool tailored towards the improvement of the quality of public health services.
It takes six major steps, the first three of which are included in the review of the tool. The first
three steps include organizing for success, visioning, and conducting community assessments. In
these steps, some of the quality/risk management concepts that are applicable include systems
thinking, total quality management, and cost of quality. These tools help the management to
spearhead the implementation of the MAPP tool in an efficient manner in the community.
References (2018). Cost of Quality (COQ). Retrieved from
Fallon, F. L., Begun, J. W., & Riley, W. (2013). Managing health organizations for quality and
performance. Burlington, MA: Jones & Bartlett Learning.
MSG. (2018). Total Quality Management - Meaning and Important Concepts. Retrieved from
Management Study Guide (MSG):
NACCHO. (2018). MAPP Basics - Introduction to the MAPP Process. Retrieved from National
Association of County and City Health Officials (NACCHO):

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