Community Health Analysis MPH607
description
Transcript of Community Health Analysis MPH607
Lesson 2A
MAPP Assessments: Community Themes and Strengths
Assessment Forces of Change Assessment
Understand the purpose of the CTSA and FOCA assessments in the MAPP process.
Describe the aspects of strategic planning that relate to these MAPP assessments.
Identify methods for conducting the CTSA◦ Become familiar with the Windshield Survey and
Photo VOICE Identify methods for conducting a FOCA Explain how the assessments are used in
the MAPP process
Four MAPP Assessments◦ Community Themes
and Strengths◦ “What is important to our
community?”◦ Local Public Health
System “How are the Essential
Services being provided?”◦ Community Health Status
“How healthy is are our residents?”
◦ Forces of Change What is occurring or
might occur that affects the health of our community or LPHS?”
Matt H. Evans, [email protected]
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
Needs to be • specific• honest about weaknesses
Advantages Possible Pitfalls
Community Themes and Strengths (CTSA)◦ SWOT~ Strengths and Weaknesses◦ Emphasis on internal aspects of the community
Focus on Assets vs. Needs
Forces of Change (FOCA)◦ SWOT~ Opportunities and Threats◦ Focus on external factors impacting the community
Gauge environment in which change is occurring Potential support or barrier to implementation efforts
Approaches:◦ Community discussions/meetings:
Focus group (small 8-10) Community dialogue (medium 20) Community forum/town hall (large >50)
◦ Surveys/interviews Organization/key informants (small) Community leaders (medium/large) Residents (large)
◦ Other: Walking/windshield survey
‘Drive-through’ assessment Photovoice
Pictorial/photo assessment of community assets and weaknesses
Group processes◦ Focus group/dialogue/town hall◦ Need good facilitator
May want an external person Don’t want to lose control of the conversation Not a community “gripe” session
◦ Identify goals of the forum Tailor to invitees/those expected to attend
◦ Keep length reasonable – too long.. so long!
Interviews and Surveys:◦ Identify individuals/target audience◦ Decide on format – in person, mail, telephone◦ Need to formulate questions ahead of time
Pilot test tools prior to using them Consider barriers – language/literacy/education Keep length reasonable – too long …so long!
Walking/windshield SurveyAn observational survey of aspects of the community. May include photos, narrative, data, notes.
General What is the condition? Boundaries Housing type, condition Signs of decay and/or pollution Parks, recreational areas Transportation - roads/public transit Health and social service agencies Economics - industry/employers Protective services police/fire
Religion - types, numbers Schools - types, numbers Subjective feeling How do
you feel, being in the community?
Problem identification/ community needs
Community Strengths
PhotoVOICE:Voicing Our Individual and Collective Experience
◦ It entrusts cameras to the hands of people to enable them to act as recorders, and potential catalysts for action and change, in their own communities.
1. Selecting – choosing those photographs that most accurately reflect the community's concerns and assets
2. Contextualizing – telling stories about what the photographs mean This occurs in the process of group discussion.
3. Codifying – identifying the issues, themes, or theories that emerge
http://www.photovoice.com
CTSA:◦ Present community perceptions of health status◦ Identify issues not evident in health status data◦ Can be used to validate/refute data findings◦ Assets: serve as a source of potential resources for
planning and action phase
Summarize the Results◦ Identify Assets (Strengths) and Issues (Themes)
◦ Keep a running list of ideas, comments, quotes, and themes while the activities are being implemented.
◦ Note possible solutions to identified problems or innovative ideas for providing public health services.
The Foundation for Building Stronger
Communities
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
A “need” is defined as a gap or discrepancy between an existing state of affairs (what is) and the desired or preferred results (what should be)
What Is? What Should Be?
A Need“Gap Between A & B”
A B
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
When we start with an assessment of local needs, we convey a message that communities and the people who reside within them are fundamentally deficient
Leaves impression that local people are unable to take charge of their lives and their community’s future
Deficiency models don’t tend to focus on the development of plans to mobilize the entire community
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
NEEDS ASSETS
focuses on deficiencies focuses on effectiveness
results in fragmentation of responses to local needs
builds interdependencies
makes people consumers of services; builds dependence
identifies ways that people can give of their talents
residents have little voice in deciding how to address local concerns
seeks to empower people
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Asset-Based: Uncovers talents/skills found in the community right now
Internally Focused: Relies on the community’s assets, not on those found outside of it
Relationship Driven: Seeks to build linkages among local people, institutions, and organizations
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
People
Informal Organizations
Formal Institutions
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Everyone has talents, skills and gifts relevant to community activities
Each time a person uses his/her talents, the community is stronger and the person more empowered
Strong communities value and use the skills that residents possess
Such an approach contributes to the development “of” the community
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Identify the various type of community activities the individual has participated in
Assess the kind of community work the person would be willing to do in the future
This latter information serves as the “raw material” for community building
PEOPLE
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Every community has institutions that carry out important community functions
These are persistent, on-going activities that meet the social needs of local residents
The vitality of communities is dependent on these functions being carried out
So what are these major institutions? Just remember the word KEEPRA !!
INSTITUTIONS
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
KinshipEconomic
Education
Political Religious Associations
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Potential source of: Facilities Materials and equipment Purchasing power Employment Courses Teachers Financial capacity Parent/adult involvement Youth
Every community has individuals who have organized as a groups of for the purpose of pursuing some common goal
These organizations are informal in nature (example: don’t have officers or by-laws)
Often carry out three key roles:• decide to address an issue/problem of common
interest• develop a plan to address the issue• carry out the plan to resolve the problem
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Church groups: prayer group, stewardship committee, youth group, service group
Community Celebrations: Annual Fair, Art and Crafts Festival, July 4th Parade
Neighborhood groups: crime watch, homeowner’s association
Sports Leagues: bowling, basketball, soccer, fishing, baseball
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
Examine printed materials• newspapers• community directories
Contact local institutions• Schools• Churches• Parks and recreation • Libraries
Contact individuals who seem to know what is going on in their community or neighborhoods
Find out the activities of these informal groups
SOURCE: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf
During this phase, participants engage in brainstorming sessions aimed at identifying forces.
Forces are a broad all encompassing category that include trends, events, and factors.◦ Trends are patterns over time - population
migration or aging.◦ Factors are discrete elements – economic
conditions, political landscape, innovations ◦ Events are one-time occurrences, such as a
natural disaster, or the passage of new legislation.
◦Approaches Brainstorming sessions Can also incorporate into CTSA approaches
surveys, interviews, group processes
◦Determine scope/impact Conduct research on current issues
What is the evidence that this is a “force”.
◦ Identify potential THREATS and OPPORTUNITIES posed by each FORCE of CHANGE
FOCA Results Identify external support/barriers to improvement
efforts May not be issues that local community can change
◦ Tabled until strategy phase◦ Then:
Issues identified in the other MAPP assessments reviewed in light of the forces of change
Discuss the associated threats and opportunities. Ensures that strategic issues are relevant to the
changing environment.
CTSA and FOCA correspond to a SWOT analysis.CTSA and FOCA help to engage the community
◦ CTSA: assessing perceived community health problems and potential resources
◦ FOCA: examines major factors usually external to the community which impact health
CTSA information provides an initial snapshot of what the community feels is important
FOCA provides an environmental scan of CTSA and FOCA identify issues, resources and gaps
that will be considered in planning strategies