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HomeMy WebLinkAboutCommunity Health Board - 2022.6.3 CHB Packet Supporting Documents - 06/03/2022 2022 Legislative Action Priorities Building Public Health Emergency Preparedness (PHEP) Infrastructure LPHA supports state-level investment in Public Health Emergency Preparedness to ensure strong future response to emergencies and health threats. Responding to disasters and emergencies—whether health focused or not—is a core responsibility of Minnesota’s local public health departments. The COVID-19 pandemic has revealed the need to have a strong infrastructure that can support a robust response to emergencies, both through planning and response. Currently, Minnesota’s Public Health Emergency Preparedness (PHEP) activities are funded by grants from the federal government, with no state-level investment. Past proposals to redistribute PHEP funds and a series of funding cuts highlight the vulnerability of federal funding and have compromised local public health’s ability to respond to emergencies such as COVID-19. Although there has been increased federal investment due to COVID-19, historically, federal funding has been cut drastically (from nearly $16 million in 2002 to $9.2 million in 2019) and funding expectations were not realigned to reflect the cuts. Responding to Public Health Workforce Needs LPHA supports a focus on and investment in the public health workforce. The COVID-19 pandemic has exposed gaps in Minnesota’s public health workforce. Since 2008 local health departments across the United States have lost more than 20% of their workforce, more than 50,000 jobs. In Minnesota, approximately 35 percent of local public health leadership has retired or left for other positions since April 2020. A significant increase in investment in the public health workforce is needed to ensure there is a robust workforce to provide crucial public health services into the future. Programs such as loan forgiveness, support of a public health AmeriCorps program, and investment in training and recruitment of public health workers will be key in recruiting and retaining a robust public health workforce in the years to come. Supporting Minnesota’s Local Public Health Infrastructure LPHA supports a significant, statewide increase in funding to support local public health foundational capabilities. Foundational public health capabilities are skills that need to be available in health departments so the public health system can work as a whole. Currently, the capacity of Minnesota’s local health departments varies widely across the state. Foundational capabilities need to be in place in each health department across the state, so they are always ready to serve their community and achieve equitable health outcomes. Local health departments should have a baseline of organizational competencies such as assessment and surveillance of health threats, emergency preparedness and response, infectious disease prevention and control, communications, development of community partnerships, administrative competencies, and expert staff they can leverage to protect public health. Investing in prevention and a strong local public health infrastructure pays off by saving health care and other public program costs, such as those from corrections and child protection. Addressing Community Health Needs LPHA supports policy and funding to address post-COVID-19 community health needs. Local public health plays an important role in addressing social determinates of health that have a direct link to poor health outcomes. COVID-19 has deeply impacted people in our state, further exacerbating existing health inequities. Local public health will continue to serve a leading role in addressing ongoing community needs such as housing challenges, food insecurity, violence, higher rates of addiction, and mental health challenges. About the Local Public Health Association of Minnesota The Local Public Health Association of Minnesota (LPHA) is a voluntary, non-profit organization that works to achieve a strong local public health system through leadership and collective advocacy on behalf of Minnesota’s county, city and tribal local public health departments. The Association represents more than 230 public health directors, supervisors and community health services administrators throughout the state. LPHA is an affiliate of the Association of Minnesota Counties. Local Public Health Association of Minnesota | 125 Charles Avenue, St. Paul, MN 55103-2108 | 651-789-4354 | www.lpha-mn.org A new framework for governmental public health in Minnesota Time to strengthen public health in Minnesota Governmental public health has a unique responsibility for protecting and promoting the health of the public. While Minnesota’s nationally recognized state-local public health partnership has served Minnesotans well since it was established in 1976, many state and local health officials have serious concerns about their ability to fulfill that responsibility. A number of challenges have left us all at risk—increasing demands on decreasing resources, the changing role of public health from providing direct services to broader population- based prevention activities, new health threats, disparities in health status, decreasing budgets, and hiring challenges—to name a few. A framework for governmental public health in Minnesota A group of local and state public health leaders developed a framework for what Minnesotans should expect from their state and local public health partnership. This framework outlines a set of foundational public health responsibilities that are grounded by a core value: where you live should not determine your level of public health protection. The framework also recognizes that diseases and disasters do not distinguish geographic boundaries. The framework is intentionally forward-looking and focused on what should be instead of what is. The framework represents the work governmental public health must do, and the important work governmental public health does, to meet the unique needs of communities across the state. Moving forward: An invitation Responding to concerns and strengthening public health in Minnesota is a top priority of the State Community Health Services Advisory Committee (SCHSAC). SCHSAC laid out three phases of work:  Define foundational public health responsibilities  Explore and test new models of delivery  Adopt a plan for system transformation With the completion of a framework that outlines the foundational public health responsibilities, we are ready to move into phase two. SCHSAC, along with MDH’s Commissioner of Health, acknowledges that it is time to reimagine how we carry out the important work of public health in Minnesota moving forward. Implementing this framework will not become reality without broad, statewide participation of public health leaders and decision-makers at the state and local level. Next steps include:  Share the framework and foundational public health responsibilities  Refine and clarify the foundational public health responsibilities, including roles and expectations  Establish a leadership council to provide direction for strengthening the public health system  Identify and test new ways of doing business  Determine the gap between our current state and the foundational public health responsibilities A NE W FR A M EW O R K F O R GO V E RN ME N TA L P UB L I C HE A L TH IN M I N NE S O TA 2  Foundational capabilities represent the foundation: All houses need a strong foundation in order for the rest of the house to function properly.  Foundational areas represent the rooms: We expect a house will have a kitchen, bathroom, bedrooms, etc.  Protections and services unique to a community’s needs represent the unique needs and decisions of each homeowner, like furniture, paint color, fixtures, etc. They are still very important, but are not the same in every house. Foundational public health responsibilities Governmental public health must carry out the foundational public health responsibilities, and the foundational responsibilities must be present in every community across the state in order to efficiently and effectively promote and protect the health of all people in Minnesota. Foundational capabilities Foundational capabilities are the knowledge, skills, and abilities needed to successfully implement the basic public health protections key to ensuring the community’s health and achieving equitable health outcomes. The foundational capabilities include:  Assessment and planning: The ability to examine the health of the community, identify priorities, and implement a plan to address those priorities  Communications: The ability to reach the public effectively with timely, science-based information  Community partnerships: The ability to connect and align community resources and partners to advance the health of all members of the community A NE W FR A M EW O R K F O R GO V E RN ME N TA L P UB L I C HE A L TH IN M I N NE S O TA 3 Data and epidemiology: The ability to track the health of a community through data, case-finding, and laboratory tests, with particular attention to those most at risk Health equity: The ability to identify and respond to health inequities to assure the highest level of health for all populations through policies, programs, and strategies that respond to cultural factors affecting health Leadership: The ability to lead internal and external stakeholders to consensus and action Organizational management: The ability to apply business practices that assure efficient use of resources, achieve desired outcomes, and foster a continuous learning environment Policy development: The ability to translate public health science into appropriate policy and regulation Preparedness and response: The capacity to respond to emergencies of all kinds—from natural disasters to bioterrorist attacks Foundational areas Foundational areas are those basic public health, topic-specific responsibilities aimed at improving the health of people and communities. The foundational areas include: Infectious disease prevention and control: Preventing and controlling the spread of infectious disease, and assuring that everyone is protected from infectious disease threats Environmental health: Preventing and reducing exposure to environmental hazards, and supporting healthier built and natural environments Prevention and population health improvement: Preventing harm and improving health across the lifespan through policy, systems, and environmental change Access to health services: Working as an active partner with medical, oral, and behavioral health care to improve health care quality, reduce health care costs, and improve population health Protections and services unique to a community’s needs There are many protections and services beyond the foundational public health responsibilities that are crucial to achieving population health goals. These protections and services are critical to a specific community’s health. This work is very important, but unique to a given community. These can be provided at the state and/or local level by governmental public health or other partners. Example: Foundational public health responsibilities, protections and services unique to a community’s needs Foundational public health responsibilities Unique protections and services Governmental public health promotes immunizations to prevent the spread of disease in all communities. This is a foundational public health service. There are many resources within the community where citizens can receive immunizations. Therefore, governmental public health may not need to provide this service. In a community without ample providers, it may be important and valuable for public health to provide this unique protection or service. Governmental public health is responsible for monitoring the rates and locations of radon in homes. Governmental public health is also responsible for providing accurate information to citizens about the dangers of radon and radon exposure. Providing radon test kits to citizens is not a foundational public health responsibility. In areas where radon is prevalent, governmental public health may provide radon kits and testing as a unique protection or service. A NE W FR A M EW O R K F O R GO V E RN ME N TA L P UB L I C HE A L TH IN M I N NE S O TA 4 Foundational public health responsibilities Unique protections and services Governmental public health must know data and emerging trends related to maternal and child health in the community—such as infant mortality rates, rates of disparity in birth outcomes, infant mortality and child health, and other indicators of the health of mothers and children. Providing home visiting services to at-risk families is not a foundational public health responsibility. While vital and important to communities, there may be other providers in the community that are able to provide family home visiting services. In many communities, the only provider of this unique protection or service is governmental public health. Governmental public health is responsible for knowing the demographics of people receiving WIC services, knowing where WIC services are available, and knowing if there are enough providers of WIC services to meet the community’s needs. In communities where there are no agencies available to provide WIC services, it is important for public health to do so. In some communities there may be providers who are able to provide this cost-effective, evidence-based prevention service, and there may be no need for public health to serve as a WIC provider. Governmental public health is responsible for knowing the youth smoking rates in communities and providing information to state and local policy makers about the impact of policies such as raising the tobacco age on youth smoking and the long- term health implications. Compliance check of local tobacco retailers may be provided by governmental public health, but could be provided by local law enforcement. Local public health may provide the unique protection or service of providing smoking cessation classes, but there may be other providers of this service in the community. Governmental public health is responsible for working with hospitals, clinics, and other health system partners to identify services that are needed in the community to meet the health care needs of the elderly, mentally ill, or disabled. Other providers in the community (hospitals, home care agencies) can provide home care services to the elderly, mentally ill, or disabled. In places where other providers are not available, public health may provide this unique protection or service. Governmental public health must conduct an assessment of the health of their communities and the state. The significant impact of opioid use on the overall health of the community is identified through the assessment process. Governmental public health is not responsible for treating people with addiction. Opioid treatment services may be available in area hospitals or treatment programs. Governmental public health would work with local stakeholders to know about the availability of those services. Governmental public health must know the rates of measles in their communities and in the state. Governmental public health is responsible for conducting disease investigations to find the source of the outbreak, and providing accurate information to the community on preventing further spread. Providing medical treatment to a child with measles is not a governmental foundational public health responsibility. Minnesota Department of Health Center for Public Health Practice 625 Robert Street N PO Box 64975 St. Paul, MN 55164-0975 651-201-3880 health.ophp@state.mn.us www.health.state.mn.us June 2019. To obtain this information in a different format, call: 651-201-3880. Page 1 of 2 Awarded Projects: Minnesota Infrastructure Fund 16 projects will help Minnesota's public health system learn new ways to fund and structure our work in community partnerships, communications, data and epidemiology, and health equity In partnership with the Local Public Health Association of Minnesota (LPHA) and the State Community Health Services Advisory Committee (SCHSAC), the Minnesota Department of Health is pleased to announce 16 projects that will build foundational public health capabilities and inform our collaborative efforts to strengthen Minnesota's public health system. These projects will build capacity in key areas, help us learn how to do the work of public health in new and effective ways, and generate valuable insights into how to best fund and structure Minnesota's public health system for the 21st century. Awarded projects: You can find a full description of each project at: MDH: Infrastructure Fund. • Bloomington, on behalf of the cities of Bloomington, Edina, and Richfield Operationalize equity through a community-city collaboration to address health and healing • Carlton-Cook-Lake-St. Louis Pilot a regional planning and communications team that will strengthen the jurisdiction's ability to measure, evaluate, and communicate • Carver Pilot an Office of Community Engagement and Equity to fund and partner with local nonprofit organizations to promote equity, community engagement, and opportunity for all residents Page 2 of 2 • Countryside (Big Stone, Chippewa, Lac qui Parle, Swift, Yellow Medicine counties) Develop and test and modernized communications and marketing infrastructure, in partnership with community leaders, in a rural and multi-county jurisdiction • Des Moines Valley (Cottonwood, Jackson counties) Pilot a consultation model for building data capacity and strengthening community partnerships • Goodhue Work across jurisdictions on joint, mutually beneficial projects to enhance data capabilities • Hennepin Test and establish methods to become a trauma-informed, healing organization through community partnerships and by assessing policies, procedures, and systems • Horizon (Douglas, Grant, Pope, Stevens, Traverse counties) Design a public health communications strategy for the 21st century by contracting with experts and community connectors • Le Sueur-Waseca Build communications capacity and explore how community health workers can help carry out and support strategic communications • Metro area data project: Hennepin, on behalf of Anoka, Carver, Dakota, Hennepin, Ramsey, Scott, and Washington counties; and the cities of Bloomington, Edina, Minneapolis, and Richfield Develop infrastructure to better share data between health systems and local public health departments, and pilot the use of electronic health record data for informing community health assessment • North Country (Clearwater, Hubbard, Lake of the Woods counties) Build communications capacity in a rural area through cross-jurisdictional sharing • Olmsted Explore the feasibility of a regional model for population health data collection and analysis • Partnership4Health (Becker, Clay, Otter Tail, Wilkin counties) Increase capacity in data and epidemiology across jurisdictions while building data-sharing and disease reporting relationships across state borders • Polk-Norman-Mahnomen, on behalf of Mahnomen, Marshall, Norman, Pennington, Polk, and Red Lake counties Create a regional environmental health partnership to strengthen services and explore factors that make for successful cross-jurisdictional work • Quin County (Kittson, Marshall, Pennington, Red Lake, Roseau counties) Increase data capacity in a small, rural area, including considering how to identify high-risk populations in similar jurisdictions with small populations • St. Paul-Ramsey Increase access to accurate, culturally specific, and linguistically appropriate public health information and health care services that align with the community's needs Partnership4Health Community Health Board Joint Powers Agreement Amendment SECTION IV - Governing Board Composition. Appointment of Terms A. The CHB shall be governed by a six five-member board, with the members of that board appointed as follows: 1. One county commissioner and one alternate shall be appointed from each of the four represented counties, those being Becker, Clay, Otter Tail, and Wilkin Counties. 2. OneTwo At Large community members from two separate representative countiesone county who may be recommended by the respective Public Health Director and will be-appointed by the county board. Appointment of all members to the CHB shall be by the respective appointing authority, and shall be made by July l, 2014 and by January 3 I " of each year thereafter. C. Terms: Terms for county commissioners on the Community Health Board shall be one year with no term limit. Term for At Large community members, shall be a three-year term and this will be rotated between the 4 counties. The three-year rotation schedule will be in the following order: Wilkin, Otter Tail, Clay and Becker. Alternate terms for the two at large community members will allow for consistent guidance and leadership. Approved by: 1 SCHSAC Executive Committee: Take-Home Notes MAY 12, 2022 VIRTUAL MEETING (9:30-11:30 AM) Action Items ▪ All: Consider attending the Orientation to MDH for new public health leaders on June 8, 2022 (1:00- 4:30 PM) (https://www.health.state.mn.us/communities/practice/resources/training/2206mdhorientation.ht ml) ▪ All: After June full SCHSAC meeting, jot down what went well and what you are thinking—this will help form agendas for future meetings. ▪ All: Ask your health department if they have considered a public health AmeriCorps member (Public Health AmeriCorps [https://americorps.gov/about/what-we-do/public-health-americorps]). 2022 SCHSAC Calendar Executive Committee ▪ Moving to 9:30 to 11:30 every other month, on second Thursday of the month ▪ July 14, 2022 ▪ September 8, 2022 ▪ November 10, 2022 ▪ Likely continue EC meetings as virtual meetings so everyone can attend Full SCHSAC membership ▪ June 9, 2022: Hybrid meeting at Wilder Foundation in St. Paul. SCHSAC members and alternates can come in person, along with one person from local public health agencies. All others will attend virtually. Present Members Sheila Kiscaden, Tarryl Clark, Paul Drotos, Joan Lee, Mandy Meisner, Gordy Wagner, Bill Adams, Terry Lovgren, De Malterer, Shelley Fredrickson, Lester Kachinske, David Lieser, Mitchel Lentz Staff Chelsie Huntley, Becky Sechrist, Ann March, Mary Manning, Kim Milbrath, Allie Hawley March Take-home points Approve agenda and chairs’ remarks (Sheila Kiscaden, SCHSAC Chair) We welcome you to be an active member of SCHSAC. This is a team conversation and a team update, where you come to get information. SCHSAC EXEC. COMMITTEE: NOTES FOR 12 MAY 2022 VIRTUAL MEETING 2 SCHSAC Business (Sheila Kiscaden, SCHSAC Chair and Tarryl Clark, SCHSAC Vice-Chair) New Center for Public Health Practice Supervisor Michelle Gin will be the new Planning and Communication Unit Supervisor in the MDH Center for Public Health Practice. She will begin on June 8th and has a background in environmental health at both MDH and Ramsey County. There will be a transition period as Michelle and Becky work together. Debrief April meeting Request that after the next full SCHSAC meeting Executive Committee members jot down what went well and what you are thinking. Executive Committee members have an active role in shaping full SCHSAC meetings. Engagement with legislators ▪ We started mapping out the contacts that SCHSAC members have with the legislature, but it will take a while—especially with so many changes this fall. ▪ If you are considering talking to elected officials; this is a good time to check in, but we are not setting expectations. Executive member reports at upcoming district meeting and Board of Health meetings ▪ We would like you to attend your regional AMC meeting to discuss what’s happening in public health and SCHSAC (e.g., what is SCHSAC, report out on Infrastructure Fund Innovation Grants, the need to restructure public health in the future). We will have talking points for you by June 1st—the first district meeting. ▪ Tarryl will request meeting staff to make 2-3 minutes available on the agenda at each of the following meetings: . SCHSAC EXEC. COMMITTEE: NOTES FOR 12 MAY 2022 VIRTUAL MEETING 3 Infrastructure Grants (Kim Milbrath, MDH) ▪ Grantees have been selected. You can read about them here: Infrastructure Fund (https://www.health.state.mn.us/communities/practice/systemtransformation/infrastructurefund.h tml). ▪ Next steps: ▪ Local public health will get staffed up. ▪ MDH Center for Public Health Practice will provide technical assistance to help with collaboration, problem-solving, and bringing in content experts to consult. ▪ Take lessons learned back to the rest of the system and to SCHSAC. ▪ Pull grantees together in the fall to do an in-person launch of pilots. ▪ We’ll keep finding ways to keep SCHSAC and the Executive Committee in the loop. System Transformation Leadership Team Update (Sheila Kiscaden, SCHSAC Chair and Tarryl Clark, SCHSAC Vice-Chair) We have a System Transformation Core Leadership Team made up of leaders from SCHSAC, LPHA, and MDH that has been meeting about twice per month. The leadership team is looking for input from SCHSAC about how we can have continuity between SCHSAC and the Core Leadership Team and what representation from SCHSAC should be on the Core Leadership Team. Below are updates from the Team. Timeline We have a basic timeline that we will revisit as the Executive Committee. This will help guide what to take to the broader SCHSAC membership. We will share the timeline at the June SCHSAC meeting. See email attachment. Vision Statement The Leadership Team created a vision statement for the work. See attached for additional details. We envision a public health system in Minnesota in which state, local, tribal, and community health agencies work together as a system, sharing access to information, and making timely strategic decisions through shared power. Together, the Minnesota Public Health System prevents disease, protects wellbeing, and improves the health of all residents regardless of where they live. We strengthen the state and local public health system so that it: ▪ Builds Cross-Sector and Community Partnerships ▪ Advances Health Equity ▪ Operates Inclusively & Sustainably ▪ Leverages Data Other projects underway ▪ Assessment: We’re looking at the softer side of how the system operates: practices, systems, how we follow statute/framework (or how we don’t). We’ll reach out to county commissioners, SCHSAC members, and local public health to learn more about how do they actually do their work, and does that fit in the current policy framework? SCHSAC EXEC. COMMITTEE: NOTES FOR 12 MAY 2022 VIRTUAL MEETING 4 ▪ Other consultants: Bringing on to help with communications, message research, and support for how we do systems change better. ▪ Cost and capacity assessment: We don’t want differences in public health services across zip codes. We will look at how are we in fulfilling public health responsibilities across the state? What resources are we currently using to try to fulfill those responsibilities? What resources do we need in place to fully do these? Debrief Orientation (Sheila Kiscaden, SCHSAC Chair) ▪ General agreement that the orientation was helpful and there is need to add in a regional component. ▪ Orientation for new public health leaders on June 8th: Learn more at Orientation to MDH for new public health leaders (https://www.health.state.mn.us/communities/practice/resources/training/2206mdhorientation.ht ml). You are invited to attend in person. There will be a presentation from the lab director, networking, and a presentation from American Indian Health Director Jackie Dionne to discuss state- tribal relationships. Mentorship and Study Groups Update (De Malterer, Le Sueur-Waseca & Kim Milbrath, MDH) Mentorship A survey to assess mentorships will be sent. MDH will share the information gathered through the survey with the Executive Committee. We will have more information about mentorships at the June SCHSAC meeting. Study Groups We will send out a two-page article about using data before the June SCHSAC meeting. The meeting will include a 15–20-minute small-group discussion about the article. Fall Event (Sheila Kiscaden, SCHSAC Chair) ▪ Rather than having the usual Community Health Conference in the fall, we are hoping to have an in- person meeting to engage SCHSAC, local public health leaders, and key MDH staff in a deeper conversation about the future of public health. ▪ We may bring in a national speaker or thought leader to discuss what Minnesota may want to keep in mind as we move forward. ▪ Other topics could include the Infrastructure Fund, SCHSAC’s role, building understanding of the foundational capabilities, etc. ▪ The goal is to include some fun as well. ▪ There is general consensus among the Executive Committee to have some form of a fall event. If you have strong reservations about the event, please alert Sheila or Tarryl. ▪ We will refine the date, audience, and timing at future meetings. SCHSAC EXEC. COMMITTEE: NOTES FOR 12 MAY 2022 VIRTUAL MEETING 5 Planning June 9 SCHSAC meeting (Sheila Kiscaden, SCHSAC Chair) The June 9th SCHSAC meeting will be a hybrid meeting at the Wilder Foundation in St. Paul. SCHSAC members and alternates can come in person, along with one person from the community health board. All others will attend virtually. Below is the rough agenda outline: ▪ Presentation to the Commissioner of Health ▪ MDH Update: COVID, legislature, and updates from division directors including health equity ▪ Workgroup Updates: Environmental Health Continuous Improvement Board (EHCIB), Infectious Disease Continuous Improvement Board (IDCIB), and Public Health Emergency Preparedness Oversight Group (PHEP) ▪ Review MDH Organizational Chart ▪ Review Fall Agenda ▪ Study Groups ▪ Discussions about the state-local partnership, future of public health in Minnesota and COVID learnings Minnesota Department of Health State Community Health Services Advisory Committee (SCHSAC) 651-201-3880 health.ophp@state.mn.us www.health.state.mn.us/schsac May 24, 2022 To obtain this information in a different format, call: 651-201-3880. 1 State Community Health Services Advisory Committee (SCHSAC) take-home points: April 15, 2022 Upcoming Meetings Full SCHSAC Membership Next meeting: June 9, 2022 (still determining timing). It will be a hybrid meeting at the Wilder Center in St. Paul. Due to social distancing, in-person invitations will be limited to three people from each community health board: SCHSAC member, SCHSAC alternate, and either CHS administrator or health director. Others can attend virtually. Executive Committee ▪ May 12, 2022 (9:30-11:30 AM) ▪ July 14, 2022 (9:30-11:30 AM) ▪ September 8, 2022 (9:30-11:30 AM) ▪ November 10, 2022 (9:30-11:30 AM) For the most current meeting dates for full membership and the Executive Committee, visit: Meetings and materials for SCHSAC members (https://www.health.state.mn.us/communities/practice/schsac/members/meetings.html). Action Items ▪ Connect with elected officials: Share what is vital in your community to ensure policies and funding align with needs related to health. ▪ Poll about mentorship: If you expressed interest at the February meeting about participating in the SHCSAC mentorship program, respond to the poll Kim Milbrath will send out soon. ▪ Help with study groups: If you are interested in helping facilitate study groups about public health topics, contact De Malterer (de.malterer@co.waseca.mn.us). Commissioner’s Remarks (Jan Malcolm) ▪ COVID Update: We are in a much better place with tools and knowledge to manage COVID-19 as an ongoing health condition. SARS CoV-2 is not going away. We hope and expect it will become like ongoing circulating viruses with treatments and vaccines. The approach now is to reduce the severity of the impact of COVID. We are watching variants popping up all the time. BA.2 variant is now the dominant strain in MN. We have seen cases rising the last couple weeks but not dramatically. We expect to see cases increase for a bit but are hopeful with the degree of immunity we have (from vaccinations and infections) that we are in a good position to weather this. ▪ Future Public Health System: We have an opportunity to apply what we learned through COVID to create a stronger public health system together. We know so much more about how to leverage all SCHSAC TAKE-HOME POINTS: APRIL 15, 2022 2 parts of the system in a synergistic way. The 21st Century Public Health System Core Leadership Team is doing great work. The leadership team is made up of SCHSAC, LPHA, and MDH, and all are at the table as equals. This is not an MDH project—this is us working together to build a stronger public health system for future generations. ▪ MDH Bureau of Health Equity: MDH now has a Bureau of Health Equity, with Dr. Brooke Cunningham as Bureau Assistant Commissioner . Dr. Cunningham is inspiring everyone she talks to. We look forward to introducing her to you. Health Equity is something that truly is a goal for all of us. Health equity is about ensuring all have equal opportunity for optimal health without structural barriers (all ages, races, ethnicities, geographies, abilities). Health equity will be central to the future public health system. ▪ Legislative Update: ▪ Great salutations to SCHSAC workgroup on items around supporting children of incarcerated parents. Several of the recommendations made it into the Governor’s budget. ▪ The legislature adjourns on May 23. The House Health and Human Services omnibus bill has many components MDH is interested in, including significant investments in state, local, tribal, and public health and funding for workforce development (health care, public health workforce), drug overdose and substance use prevention, mental health issues, implementation of a suicide prevention help line, lead abatement, efforts to support children of incarcerated parents. At this point, the public health system and program requests are not in the Senate omnibus bills. Update: SCHSAC Meetings and Plan for Fall (Sheila Kiscaden) ▪ June SCHSAC Meeting: We will have a hybrid SCHSAC meeting at the Wilder Center in St. Paul on June 9, 2022. We are still determining the meeting time. Due to social distancing, in-person invitations will be limited to three people from each community health board: SCHSAC member, SCHSAC alternate, and either CHS administrator or health director. Others can attend virtually. ▪ Community Health Conference: Rather than a 400-500 person conference like in the past, we will have a deep dive conversation and planning session among SCHSAC, LPHA, and MDH about how to have a strong public health framework for the future. Discussion at the SCHSAC meeting highlighted how important it is to gather in person. Gathering in person is a way to help public health professionals process and heal from extremely demanding COVID response work. The hope is this modified fall event could also incorporate a wellness component. Update: Innovation Grants (Phyllis Brashler) ▪ Over the past month, a team of eight people (5 current or former LPH directors, 2 MDH representatives, 1 reviewer from the UMN School of Public Health) reviewed all infrastructure fund grant applications according to the following criteria: how activities build the foundational capabilities, demonstration of organizational need related to capabilities of focus, potential for system-level learning, and how health equity was considered. ▪ The review team selected 16 projects across the state for funding. Projects cover different types of geographies, CHBs, and organizational structures of local health departments. ▪ Connect with Phyllis (phyllis.brashler@state.mn.us) if you have specific questions about the grants. SCHSAC TAKE-HOME POINTS: APRIL 15, 2022 3 Member Orientation, Mentorship, and Study Groups (De Malterer) ▪ Orientation: There was a SCHSAC orientation prior to today’s meeting that covered the basics of where SCHSAC fits and what we do. There will be more grounding opportunities moving forward. ▪ Mentorship: We have the list of names of people interested in the mentorship opportunity. If you expressed interest in February, watch for a poll from Kim Milbrath about whether you want to be mentored or want to mentor. In June, mentors and mentees will be able to meet in person. ▪ Study groups: We will start study groups to help interested participants harvest the richness of what is happening in public health across town, the state, and nation. If you are interested in helping with study groups, contact De Malterer (de.malterer@co.waseca.mn.us). Minnesota Department of Health State Community Health Services Advisory Committee (SCHSAC) 651-201-3880 health.ophp@state.mn.us www.health.state.mn.us/schsac April 15, 2022 To obtain this information in a different format, call: 651-201-3880.