MAPP CASE STUDY 3
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).
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).
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