Reset provides the student an opportunity to investigate a specific natural disaster topic, apply graduate-level critical thinking to the presentation of t

Reset provides the student an opportunity to investigate a specific natural disaster topic, apply graduate-level critical thinking to the presentation of t

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Reset provides the student an opportunity to investigate a specific natural disaster topic, apply graduate-level critical thinking to the presentation of the information, and synthesize appropriate current research for your selected topic. The Research Paper utilizes professional health care knowledge and skills and applies those proficiencies to the context of quality improvement and risk management by developing a natural disaster strategic plan for community health: Mobilizing for Action Through Planning and Partnerships (MAPP) Process. 

To prepare for this assignment, review attachment. 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.

Write a ten- to twelve-page paper that details your completed strategic planning process. In your paper,

Summarize steps 1 through 4 of      MAPP process when dealing with your selected nature disaster.
Integrate steps 5 and 6 of MAPP      process when dealing with your selected nature disaster.
Construct at least three      quality and/or risk management concepts, measures, and tools.
Create quality initiatives that      reduce organizational risk and support patient safety.

The Research Paper: MAPP Strategic Planning and Risk Management: Part III final paper

· Must be ten to twelve double-spaced pages in length APA 7…

· Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.

· Must use at least ten scholarly and/or peer-reviewed sources published in the past 5 years.

o .

· Must document any information used from sources in APA 7 Style 

· Must include a separate references page that is formatted according to APA 7 Style. 12/13/21, 1:02 AM Print,28&content=content&clientToken=a0f8e5eb-2663-48f8-83bf-c206e926efcc&np=28 1/5

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
(�ig31) , MAPP is a community-wide
strategic planning tool developed speci�ically for public health by the National Association of County and
City Health Of�icials (NACCHO) and the Centers for Disease Control and Prevention (CDC). A work group
of local health of�icials, 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

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

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

• Community Themes and Strengths Assessment: Identi�ies 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.

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

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

4. Identifying Strategic Issues: Similar to the “identi�ication 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 identi�ied 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 �inal 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 �inal step in the MAPP process is similar
to operations planning and implementation in an organization.

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Strategic planning is a formal process used to establish an organization’s goals and the strategies for
achieving them. Strategic planning involves an assessment of an organization’s status, a de�inition of
where it wants to be, and a de�inition of the set of actions needed to implement change (or maintain its
current position). Organizational missions or visions should create stretch goals for organizations to
signi�icantly improve the quality of their outputs and/or their performance. The strategic choices made
by a health organization must be consistent with its mission, vision, and values. Once the strategic choices
are made, they become the basis upon which to develop operational plans. As a result of the strategic
planning process, strategies are developed to ensure that all of the efforts of the health organization and
its resources are aligned to serve the identi�ied needs. Healthy People 2020 helps public health
organizations align their strategic priorities with those of the US government. MAPP is one strategic
approach that is useful in public health planning at the community level.

Systems Thinking about Strategic Planning
Strategic planning can work well when the future is somewhat predictable. What about when the
environment is so complex or dynamic that managers are unable to see very far down the road?

Under such conditions, strategic planning in its traditional form may not be useful, but organizations
are not helpless. To the extent that the future is emergent rather than predictable, McDaniel, Jordan,
and Fleeman (2003) urge that organizations cultivate creativity and learning. To do so, scenario
planning is one popular technique. Scenario planning means imagining a range of different futures
that are plausible and thinking through strategic responses to them. Although each scenario is
plausible, no single speci�ic scenario is actually likely to ensue. However, the scenario planning process
alerts the organization to build �lexibility into its strategic actions.

Another useful management style in uncertain environments is mindfulness. Mindfulness means
paying close attention to the way that events are noticed and interpreted as well as being open to new
information and ways to notice and interpret. Encouraging an open system and listening to feedback
from stakeholders, including employees and customers, are ways for managers to be more mindful of
change in their organizational environments.


Brett skipped lunch. Instead, he made a telephone call to a Dr. Lombard. Dr. Lombard’s Internet
biography said that he directed the public health program at the university and was an expert in
planning. After exchanging pleasantries, Brett asked Dr. Lombard the same question that he had posed to
Stan and Ollie. The response he received was quite different. Dr. Lombard explained the MAPP process
and its applications. He invited Brett to come to his of�ice to discuss how to use MAPP for designing his
cardiovascular health program.

After spending the afternoon with Dr. Lombard, Brett returned to his of�ice.

He met Stan and Ollie in the hall. “How was your lunch?” asked Ollie as he left the building to go

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That night, Brett started his application for admission to Dr. Lombard’s public health program.

Begun, J. W., and K. B. Heatwole. 1999. Strategic cycling: Shaking complacency in healthcare strategic

planning. Journal of Healthcare Management 44 (5): 339–51.
Fairview Health Services. 2010. Our mission, vision, and values.
( (accessed December 6, 2010).

McDaniel, R. R., M. E. Jordan, and B. F. Fleeman. 2003. Surprise, surprise, surprise! A complexity
science view of the unexpected. Health Care Management Review 28 (3): 266–78.

NACCHO. 2010. MAPP basics: Introduction to the MAPP process.
( (accessed November
24, 2010).

US Department of Health and Human Services. 2010. Healthy People 2020 brochure.
( (accessed
December 6, 2010).


Begun, J. W., and A. A. Kaissi. 2005. An exploratory study of healthcare strategic planning in two
metropolitan areas. Journal of Healthcare Management 50 (4): 265–74.

Ginter, P. M., W. J. Duncan, and S. A. Capper. 1991. Strategic planning for public health practice using
macroenvironmental analysis. Public Health Reports 106 (2): 134–41.

Ginter, P. M., and L. E. Swayne. 2006. Moving toward strategic planning unique to healthcare. Frontiers
of Health Services Management 23 (2): 33–7.

Kaissi, A. A., and J. W. Begun. 2008. Strategic planning processes and hospital �inancial performance.
Journal of Healthcare Management 53 (3): 197–208.

Zuckerman, A. M. 2006. Advancing the state of the art in healthcare strategic planning. Frontiers of
Health Services Management 23 (2): 3–15.

Harrison, J. P. 2010. Essentials of strategic planning in healthcare. Chicago, IL: Health Administration

Mintzberg, H. 1994. The rise and fall of strategic planning. New York: Free Press.
Porter, M. E. 1980. Competitive strategy: Techniques for analyzing industries and competitors. New York:

Free Press.
Swayne, L. E., W. J. Duncan, and P. M. Ginter. 2008. Strategic management of health care organizations.

6th ed. San Francisco: Jossey Bass.
Zuckerman, A. M. 2005. Healthcare strategic planning. 2nd ed. Chicago: Health Administration Press.

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Web Sites
• American Public Health Association: (
• Fairview Health Services: (
• Healthy People: (
• National Association of County and City Health Of�icials:


• National Association of Public Hospitals and Health Systems:

• SWOT Analysis:

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