HomeMy WebLinkAboutCommunity Health Board - 1 11.18.22 Board Packet Supporting Documents - 11/18/2022
RESOLUTION 2021-2
EFFECTIVE 1-1-2023 THRU 12-31-2023
The Partnership4Health Community Health Board (P4H CHB), by virtue of its authority under
Minnesota Statutes 145A and by this Resolution of the Board adopted at a scheduled meeting of the
P4H CHB on October 18, 2022, hereby appoint and authorize the following persons to act on the
Board’s behalf effective January 1, 2023, and bind the Board for the following purposes:
A. To serve as the Board’s Community Health Services Administrator according to Minnesota Statue
145A.02, Subd. 2 to act on its behalf. The CHS Administrator shall communicate with the
Commissioner of Health between Board meetings, including receiving information from the
Commissioner and disseminating that information to the Board; provide information to the
Commissioner on the Board’s behalf; submit grant applications, sign, and execute contracts on
behalf of the Board for funding opportunities administered by the Department of Health and other
entities
Name: Kathy McKay, Clay County Public Health Director
Jody Lien, Otter Tail County Public Health Director
B. To serve as the Board’s Fiscal Agent to submit progress and financial reports in accordance with
funding contracts and to execute documents on behalf of the CHS Administrator when needed.
Name: Kathy McKay, Clay County Public Health Director
C. To serve as the Board’s representative on the State Community Health Services Advisory
Committee to advise, consult with, and make recommendations on the duties under 145.04 Subd.
1 a.
Name: ______________________________________
D. To delegate to each County Board within its jurisdiction to appoint a Medical Consultant to
provide advice and information, to authorize medical procedures through protocols, and to assist
the community health board and its staff in coordinating activities with local medical practitioners
and health care institutions.
E. To authorize each County Board and their respective Public Health Department within its
jurisdiction to continue to carry out duties to fulfill community health board responsibilities in the
delegation agreement approved by the Commissioner of Health March 15, 2015.
This resolution authorizes the above referenced appointees to act on behalf of and bind the Board to
the extent and for the purposes indicated in this resolution.
Resolution adopted date: November 18, 2022
_____________________________________________________
Frank Gross, Partnership4Health Community Health Board Chair
Partnership4Health CHB Officers
2020 2021 2022
2023
Officers/Decision Making
Chair Don Skarie Frank Gross Frank Gross
Vice Chair Frank Gross Wayne Johnson Wayne Johnson
Exec. Secretary Neal Folstad Neal Folstad Neal Folstad
SCHSAC Rep Doug Huebsch Bill Adams Bill Adams
SCHSAC Alt. Don Skarie Frank Gross Frank Gross
At Large Community
Member (1)
Bill Adams
Otter Tail
Bill Adams
Otter Tail
Bill Adams
Otter Tail
Cheryl Walter
Becker
At Large Community
Member (2) *new 2022
Clay
Kathy Anderson
Clay
Admin & Program Mgmt.
Administration Clay/ Otter Tail Clay/Otter Tail Clay/Otter Tail
Legal Otter Tail Otter Tail
Finance Clay Clay
Assessment & Planning HOLD All
Performance
Management
HOLD All
2017 2018 2019 2020 2021
Intergovernmental
Reimbursement for services 514,710$ 477,485$ 591,584$ 570,386$ 552,293$
State 1,314,535 1,196,520 1,467,400 1,848,388 2,201,863
Federal 2,421,257 1,957,355 1,336,121 1,628,525 2,543,901
Local 55,633 163,929 149,109 100,574 81,050
4,306,135$ 3,795,289$ 3,544,214$ 4,147,873$ 5,379,107$
Handout #1
PARTNERSHIP4HEALTH
Moorhead, Minnesota
Revenues - General Fund
December 31, 2021
$514,710 1,314,535 2,421,257 55,633 $477,485 1,196,520 1,957,355 163,929 $591,584 1,467,400 1,336,121 149,109 $570,386 1,848,388 1,628,525 100,574 $552,293 2,201,863 2,543,901 81,050 DOLLARSREVENUE TYPES
REVENUES -GENERAL FUND
2017 2018 2019 2020 2021
Grant Name Grant Period CHB Grants Clay Wilkin Otter Tail Becker
Blue Plus Dental 1/1/2023 - 12/31/2023 96,000 96,000
MN Public Health Infrastructure 4/1/2022 - 3/31/2024 165,716 117,491 19,475 19,250 9,500
Child and Teen Checkups - C&TC 1/1/2023 - 12/31/2023 317,867 150,393 16,168 121,583 29,723
Children and Youth with Special Needs - CYSHN *
Birth Defects (fee for service)7/1/2022 - 12/31/2023 0
City Readiness *7/1/2022 - 6/30/2023 16,500 16,500
COVID-19 Implementation *1/1/2023-12/31/2023 826,326 220,946 92,440 153,280 359,660
Environmental Health (AFDO) *0 0 0
Strong Foundations (replaces MIECHV and EBHV)1/01/2023 - 12/31/2023 966,000 181,782 32,036 489,992 262,191
Family Planning Special Projects (Mahube-Otwa) *7/1/2022 - 6/30/2023 7,555 7,555
Follow Along Program - FAP *10/1/2022 - 9/30/2023 8,400 2,100 2,100 2,100 2,100
West Central Initiative 9/1/2022 - 6/30/2023 18,228 18,228
Local Public Health Act - LPHA (estimated award)01/01/2023 - 12/31/2023 907,702 384,953 32,708 308,559 181,482
Maternal Childhood Health -MCH *10/1/2022 - 9/30/2023 190,674 75,053 7,234 68,247 40,140
PEAR / Perinatal Hep B * (fee for service)7/1/2022 - 6/30/2023 0
Public Health Emergency Preparedness - PHEP *7/1/2022 - 6/30/2023 118,970 57,557 6,376 36,475 18,562
Refugee Health 7/1/2022 - 6/30/2023 2,749 1,645 39 834 231
Statewide Health Improvement Project - SHIP 11/1/2022 - 10/31/2023 393,531 393,531
Temporary Assistance for Needy Families - TANF *7/1/2022 - 6/30/2023 220,443 79,640 4,916 60,472 75,415
Women, Infants, and Children - WIC *10/1/2022 - 9/30/2023 747,519 312,408 21,239 248,310 165,562
TOTALS 4,742,464 1,894,735 215,256 1,497,407 1,135,066
* denotes federal funding source
Resolution Adopted date:Date 11/18/2022
P4H CHB Chair ______________________________________________________________
Partnership4Health CHB Budget
2023 Grants
Resolution 2022-2
C:\Users\maduenow\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\56V26L1E\Resolution 2022-1 CHB budget
RISK
ASSESSMENT
Partnership4Health
Community Health Board
F I N A N C I A L R I S K S
Risks:
1.Inappropriate expense charged to grant
2.Recording error
3.Late submittal of grant invoices
4.Lack of expense substantiation documents
Mitigations:
•Request backup documentation from
subrecipients to substantiate expenditure
(including salary and benefits)
•Check and balance system
M A N A G E R I A L R I S K S
Risks:
1.Lack of appropriate approvals
2.Contracts
1.Incomplete contracts
2.Contracts with debarred individuals/company
3.Arms length contracts
3.Circumventing internal controls
4.Lack of segregation of duties
Mitigations:
•Ensure invoices contain proper authorization via
appropriate level of signature
•Contracts store in one place and reviewed by
director of finance
•Ensure staff follow proper procedures/processes
for procurement and expenditure
•Small counties struggles
•Additional approval or procedures follow to mitigate
as much risk as possible
O V E R A L L R I S K S
Risks:
1.Lack of understanding of grant
2.Frequent change of staff
3.Lack of following procedure/processes
4.Lack of staff back-up
Mitigations:
•Training on grant financials/budget
•Ask questions and review of new staff
performance/work
•Management making sure procedure/processes
are followed
•Annual review of procedure/processes to ensure
staff understand them
•Training more than one person to do a duty/job or
cross-training
2023 Legislative
Action Priorities
Supporting Minnesota’s Local Public Health System
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.
Strengthening Public Health Emergency Preparedness (PHEP) and Response Capacity
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 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 was 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 Shortages
LPHA supports a focus on and investment in the public health workforce.
The COVID-19 pandemic 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. A significant increase in
investment in the public health workforce, focused on retention of the current workforce and bringing in new skilled
workers, 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.
Addressing Community Health Needs
LPHA supports policy and funding to address post-COVID-19 community health needs and ongoing stable, statewide
funding for the Statewide Health Improvement Partnership to help Minnesotans live healthier, longer lives and continue
to drive down state health care costs.
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 and healthy eating, 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
Minnesota is embarking on transforming the public health system.
Minnesota’s public health system has served Minnesotans well since it was
established in 1976. The COVID-19 pandemic exposed serious cracks in public
health across the U.S., including Minnesota. Minnesota, like other states, is facing
increasing demands on decreasing resources, shifting focus of public health to
population-based health, new health threats, and workforce challenges. Minnesota
also has some of the worst health disparities in the country.
To address these challenges, the Minnesota Department of Health (MDH), the State
Community Health Services Advisory Committee (SCHSAC) and the Local Public
Health Association of Minnesota (LPHA) have partnered to transform its public
health workforce and infrastructure to meet 21st century public health needs.
The groups formed a joint leadership team to guide together the work of
transforming the state's public health system, determining what it looks like when a
system is equitable and has adequate resources.
Vision Statement (Draft)
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 well-being, 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
• Developing solutions in collaborative relationship with community partners
and those with varied lived experiences
• Engaging and partnering across sectors, and empowering communities in
prevention, emergency response, and sustaining health
• Anticipating and adapting to changing needs of the community's populations
• Advances health equity
• Supporting policies that confront the root causes of health inequities
• Operating with health equity as its core principle
• Operates inclusively and sustainably
• Supporting policies and resources that enable recruitment, training, and
retention of a diverse, strong, inclusive workforce that is representative of the
communities served
• Establishing foundational public health capacities across the state
• Practicing both accountability and flexibility
• Leveraging stable and sufficient funding for state and local public health
infrastructure that results in, alignment with community priorities
• Leverages data—Using timely, secure, interoperable data and technology
systems to drive health improvement and policy
Minnesota has joined other states at the cutting-edge of public health system
transformation work in efforts to implement a “minimum package of public health
services.” At a recent SCHSAC retreat, we heard from the state of Washington about
their work that began over a decade ago to transform the Washington public health
system.
The transformation work is based Foundational Public Health Responsibilities that
define services that “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.”
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.
There are other protections and services beyond the foundational public health
responsibilities that are critical to a specific community’s health. These can be
provided at the state and/or local level by governmental public health or other
partners.
As a first step, all of Minnesota’s governmental public health agencies completed a
Cost and Capacity Assessment just recently. The purpose was to identify current
implementation and spending on Foundational Public Health Responsibilities and
better understand how governmental public health services are delivered.
The Minnesota Legislature provided a $6 million annual appropriation for local and
tribal health departments in 2021 to carry out the work of strengthening the public
health system and creating a system for the 21st century. The Infrastructure Fund
supports 16 projects including a Partnership4Health project for “increase capacity
in data and epidemiology across jurisdictions while building data-sharing and
disease reporting relationships across state borders.”
Prepared by Bill Adams
October 2022
1
Jody Lien
Subject:FW: Announcement: Commissioner Jan Malcom
Subject: Announcement: Commissioner Jan Malcom
Dear SCHSAC,
I am writing to share with you the news that Minnesota Commissioner of Health Jan Malcolm has announced she will
retire at the end of Governor Walz’s first term on January 3. I know you will join me in congratulating her on a
distinguished career of service to Minnesotans and to our public health community.
Malcolm was first appointed health commissioner in 1999 by Governor Jesse Ventura. She served in that role for the
duration of the Ventura Administration, and then in 2003 returned to work in health care systems. In January 2018,
Malcolm was appointed to the post once again – this time by Governor Mark Dayton, who gave her the task of
improving the state’s approach to long-term care regulation and oversight. She was reappointed by Governor Walz at
the start of his first term in January 2019. While the pandemic response dominated much of her time in recent years,
she also worked hard to negotiate and implement a new assisted living licensure program in Minnesota and to call
attention to the need for additional investment in the public health infrastructure.
Prior to her 2018 appointment by Governor Dayton, Malcolm served as chief executive officer of the Courage Center
and as President of the Courage Kenny Foundation following the merger of Courage Center and the Sister Kenny
Rehabilitation Institute. She has also worked as vice president of public affairs and philanthropy at Allina Health.
Malcolm served an adjunct faculty member at the University of Minnesota School of Public Health, where she co-
directed a national research and leadership development program funded by the Robert Wood Johnson Foundation.
Earlier she also helped develop initiatives to strengthen the nation’s public health system as a senior program officer at
the Robert Wood Johnson Foundation.
As Commissioner Malcolm has told us here at MDH, “public health at its best has the power to save lives and lift up
communities, and this isn’t the work of any one person or any one organization.” We all are thankful to Commissioner
Malcolm and to the thousands of unsung public health heroes in federal, state, and local health departments who are
building a better, healthier future for all of us. We congratulate Commissioner Malcolm on capping off her career and
we look forward to continuing to work with you to protect, maintain and improve the health of all Minnesotans.
Watch for more on this in the days ahead, and if you have any questions please feel free to contact us. Thank you!
Chelsie Huntley
Division Director | Community Health
Statewide Community Health Services Advisory Committee (SCHSAC)
https://www.health.state.mn.us/schsac
Home Visits
Nurse home visitors work with families
beginning in pregnancy or shortly after a
baby’s arrival with continuing support until
the child celebrates their second birthday. Our
programs support healthy decision making
and effective parenting through the joys and
challenges of being a parent or caregiver. This is
a free, voluntary program that is structured and
customized to meet your family’s goals.
Our nurses are specially trained in:
There’s a lot to think about
when having a baby.
Serving the counties of
Becker, Clay, Otter Tail, & Wilkin
For more information, call or text:
218-770-3768
FAMILY
Family Home Visiting Programs
are available at no cost to
families. We offer pregnant &
parenting families home visits
by a registered nurse who can
provide support, information,
and referrals to community
resources.
Baby feeding, soothing, & sleep
Parenting Support
Baby, toddler, & parent health
Child development
Home Visiting
We’re here f o r y o u .Prenatal Support
What is Family Home
Visiting?
Specially trained nurses visit families on
an ongoing basis. Families develop a close
relationship with a nurse who becomes a
trusted resource they can rely on for advice on
everything from safely caring for their child to
taking steps to provide a stable, secure future.
During Pregnancy
In your home or at a location of your choice, a
registered nurse will partner with you to provide
individual prenatal support and education on
topics just for you such as:
Healthy pregnancy
Diet and exercise
Labor
Breathing and pain management techniques
Vaginal or Cesarean birth
Sleep safety/SIDS (Sudden Infant Death Syndrome)
Infant feeding
Community Resources
After the birth of your baby, the nurse will
provide and work together with families on the
following topics:
Infant weight checks
Breastfeeding assistance & support
Postpartum depression/anxiety screening
Parenting support & connection to
resources
Safety promotion
Family planning
When Baby Arrives