HomeMy WebLinkAboutCommunity Health Board - 11.17.23 Board Packet Supporting Documents - 11/17/2023PARTNERSHIP4HEALTH
COMMUNITY HEALTH
BOARD
2022 SINGLE AUDIT RESULTS
2022 SINGLE AUDIT
•Office of the State Auditor
•Required if federal awards are greater than $750,000
•Audit commenced in May 2023
•Report issued September 30, 2023
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
Grant Name Grant Period CHB Grants Clay Wilkin Otter Tail Becker
Blue Plus Dental 1/1/2024 - 12/31/2024 96,000 96,000
MN Public Health Infrastructure 7/1/2023 - 6/30/2024 83,228 50,874 12,449 19,905 0
Cannabis To be determined 0
CDC Public Health Infrastructure 1/1/2024 - 12/31/2027 535,049 0 0 0 0
Child and Teen Checkups - C&TC 1/1/2024 - 12/31/2024 378,340 175,309 9,543 104,981 88,507
Children and Youth with Special Needs - CYSHN *
Birth Defects (fee for service)7/1/2023 - 12/31/2024 7,000 2,500 1,500 3,000
City Readiness *7/1/2023 - 6/30/2024 18,000 18,000
COVID-19 Implementation *1/1/2024 - 6/30/2024 130,000 60,000 10,000 50,000 10,000
COVID-19 Workforce Development Grant ($200,000) *11/15/2021 - 6/30/2024 62,024 22,498 0 32,875 6,651
Strong Foundations (replaces MIECHV and EBHV)1/1/2024 - 12/31/2024 966,000 177,684 36,134 489,992 262,191
Family Planning Special Projects (Mahube-Otwa) *1/1/2023 - 12/31/2024 4,500 4,500
Follow Along Program - FAP *10/1/2023 - 9/30/2024 8,400 2,100 2,100 2,100 2,100
West Central Initiative 1/1/2023 - 3/31/2024 7,000 7,000
Local Public Health Act - LPHA (estimated award)01/01/2024 - 12/31/2024 970,702 415,753 36,754 325,638 192,557
Maternal Childhood Health - MCH *10/1/2023 - 9/30/2024 191,602 75,418 7,270 68,579 40,335
PEAR / Perinatal Hep B * (fee for service)7/1/2023 - 6/30/2024 11,000 6,000 5,000
Public Health Emergency Preparedness - PHEP *7/1/2023 - 6/30/2024 120,500 58,000 6,500 37,000 19,000
Public Health Emergency Preparedness and Response - EPR (State)Agreement pending 199,939
Public Health System Transformation To be determined 0
Refugee Health 7/1/2023 - 6/30/2024 2,866 1,660 33 922 251
Statewide Health Improvement Project - SHIP 11/1/2023 - 10/31/2024 393,531 393,531
Temporary Assistance for Needy Families - TANF *7/1/2023 - 6/30/2024 194,413 101,606 9,665 83,142
Women, Infants, and Children - WIC *10/1/2023 - 9/30/2024 906,000 377,365 27,305 325,325 176,005
TOTALS 4,571,817 1,894,423 145,304 1,531,555 800,597
* denotes federal funding source
Resolution Adopted date:Date 11/17/2022
P4H CHB Chair ______________________________________________________________
Partnership4Health CHB Budget
2024 Grants
Resolution 2023-1
https://claycountymn.sharepoint.com/sites/extranet/chb/SharedDocuments/CHB Meetings/2023/November CHB Meeting/Resolution 2023-1 CHB budget
Partnership4Health CHB Officers
2021 2022
2023
2024
Officers/Decision Making
Chair Frank Gross Frank Gross Frank Gross
Vice Chair Wayne Johnson Wayne Johnson Wayne Johnson
Exec. Secretary* Neal Folstad Neal Folstad OTCPH staff
* 2023 bylaws appoint recording
secretary
SCHSAC Rep Bill Adams Bill Adams Wayne Johnson
SCHSAC Alt. Frank Gross Frank Gross Frank Gross
At Large Community
Member (1)
Bill Adams
Otter Tail
Bill Adams
Otter Tail
Cheryl Walter
Becker County
At Large Community
Member (2) *new 2022
*Clay or Becker
TBD
Kathy Anderson
Clay County
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 HOLD
RESOLUTION 2023-2
EFFECTIVE 1-1-2024 THRU 12-31-2024
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 November 17, 2023, hereby appoint and authorize the following persons to act on the
Board’s behalf effective January 1, 2024, 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: ____Wayne (2023)______________________
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 17, 2023
_____________________________________________________
Frank Gross, Partnership4Health Community Health Board Chair
State Community Health Services Advisory Committee Retreat Overview
SEPTEMBER 28-29, 2023|WILLMAR, MN
Welcome and opening remarks
Provided by: Steve Gardner, Kandiyohi County Commissioner; Sara Benson, CHS Administrator, Kandiyohi-
Renville Community Health Board; Tarryl Clark, SCHSAC Chair and Stearns County Commissioner; and
Dr. Halkeno Tura, Assistant Commissioner, Minnesota Commissioner of Health
Highlights:
• Chair Clark shared that the goal of this
retreat is to deepen our connection with
each other, build our knowledge and skills,
and find inspiration to continue moving
forward in transforming the governmental
public health system for all Minnesotans for
the 21st century – and hopefully have a little
fun together along the way.
• Dr. Tura stated that our work will continue
to stress the importance of the social
determinants of health and that we share the aspiration that one’s background or location
should not determine or affect one’s health.
Panel: Setting the stage – the national system transformation movement and where Minnesota is on the path
Panelists: Dr. Paul Kuehnert, President & CEO, Public Health Accreditation Board (PHAB); Tarryl Clark, SCHSAC
Chair and Stearns County Commissioner; Sarah Reese, Local Public Health Association of Minnesota (LPHA)
Past Chair, and CHS Administrator, Polk-Norman-Mahnomen Community Health Board; Chelsie Huntley,
Community Health Division Director, MDH; and Moderator: Maggie Rothstein, LPHA Chair, and CHS
Administrator Aitkin-Itasca-Koochiching Community Health Board
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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Highlights:
• Modernization has been a need for decades.
Work has been happening at the national, state
and local level across the United States.
PHAboard.org has a lot of information under the
Center for Innovation
(https://phaboard.org/center-for-innovation/)
tab.
• The learning community created a short
definition of public health transformation: Public
health transformation is sustaining what is
working, building on what could improve, and imagining what could be so all peoples and
communities can thrive. Reimagining is critical to doing this work.
• MDH, LPHA and SCHSAC are excited about the new investments being made in foundational
public health responsibilities and in the delivery models being explored.
• The Joint Leadership Team (JLT) continues to move at the speed of trust. The work of the JLT is
based on the concept of co-creation to make the system better together. This has meant
working together differently and building trust by navigating a new territory together.
Workshop: Two Loops Model of Systems Change
Presenters: Tuesday Ryan-Hart, The Outside and Phyllis Brashler, MDH
This session shared information about The Two Loops of Systems Change -- a simple yet effective big-
picture map of how change happens. The model is based on the natural rhythm of change processes
and allows each individual to identify where they - and others - are on the map. Recognizing that there
are many different roles, and people will move in and out of roles over time. We also discussed what it
will take to lead efforts more deliberately and effectively for enduring change in public health.
• The first loop: things are born, they peak, and they die. It is a natural rhythm of life, different
stages of life
• The second loop: the beginning of a new system coming into being. Emerges out of the first
loop. Some people notice when the system isn’t helpful to everyone or needs some
adjustments/changes
• The first step in system change is pulling the two loops together, making changes visible to each
other
• There are different roles on the Two Loops: all roles are equally important, all roles are needed,
people will change roles
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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Breakout Sessions: Early Learnings from Infrastructure Projects
Session A: Olmsted County: Piloting a Regional Data Model
Presenter: Meaghan Sherden, Associate Director at Olmsted County Public Health Services
Turning data into information is key for public health departments, but capacity and skills can limit
smaller jurisdictions’ ability to access and summarize data. Olmsted County Public Health Services
partnered with the Southeast LPHA region to assess the feasibility of how a larger health department
could support other jurisdictions with data, epidemiology, and assessment and planning efforts. This
pilot aims to inform broader efforts to strengthen public health infrastructure across the state by
examining whether a regional or statewide model is the best fit when supporting other jurisdictions,
how this model could complement the regional field epidemiologist model, what staffing and fiscal
policies and procedures are needed, and the benefits or challenges of this approach.
Lessons Learned
• It was critical to spend time getting to know each other before going straight into the work.
This was key to success.
• The data story about seeking resources can be quite different if the data collected is about a
resident in the county and/or about a general person who is in the county.
• Established cooperative agreements among counties was important
• Microsoft Power BI was used instead of GIS
• Need to balance the desire to develop dashboards with dashboards that will actually be
used
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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Challenges
• Hiring
• Access to data
• IT issues such as inability for some counties
to handle two-factor authentication
• Data sharing
Future work
• Building a Minnesota Student Survey
Dashboard
• Vital Statistics dashboard
• Syndromic surveillance
• County specific needs
Session B: Countryside and Horizon: Enhancing Communications Capabilities
Presenters: Liz Auch, Administrator, Countryside Public Health; and Ann Stehn, Public Health Administrator,
Horizon Public Health.
Two fully integrated local health departments, each spanning five counties in Western Minnesota,
showcased their endeavors to enhance their foundational communication capabilities to serve their
regions better. This presentation highlighted the role that effective communication plays in
establishing a strong agency foundation and building trust within the community. They highlighted
their increased expertise and capacity as well as share some of their internal and external challenges.
This included their efforts to hire and train staff, connect with public health employees, collaborate
with elected officials, partners and key stakeholders, and effectively reach target audiences, all
essential building blocks to strengthen their foundation.
Lessons Learned
• Leverage and grow your internal staff
• Develop a Strategic Road Map for your agency
• Invest in training
• Improve coordination/procedures for communication/marketing strategy
• Consolidate communication plans into one place
• Consider messaging for both internal/external communications
Take Aways
• Infrastructure Matters
• Dedicated staff time is necessary to coordinate/execute
• Leaders need public information support
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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• Communications is a great place to start to build capacity
• Communications infrastructure will strengthen your other foundational capabilities
• Borrow from others, share with others
Session C: Health Trends Across Communities in Minnesota: Improving Data
to Advance Health Equity Solutions
Presenters: David Johnson, Epidemiology, Informatics and ImmuTrack Manager, Hennepin County Public
Health; and Tyler Winkelman, Division Director, General Internal Medicine, Hennepin Healthcare
The Health Trends Across Communities in Minnesota (HTAC-MN) project is a new partnership between
the Center for Community Health and the Minnesota Electronic Health Records (EHR) Consortium (MN
EHRC).
This project aims to develop a comprehensive public health data system using EHR that paints a more
complete picture of health in Minnesota.
Take Aways
• Collaboration across public health, research, health systems, and analytics has been essential to
developing actionable data for local public health agencies.
• The MNEHRC is both a social network and a
data network that relies on the diverse skill sets
and expertise of its 70+ members to complete
complex projects.
• HTAC will result in one of the most robust,
real-time, cross-sector data sources in the United
States.
• Dashboards will be publicly available and
accompanied with support materials.
Minnesota’s Cost & Capacity Assessment: Top Line Findings
Presenters: Kari Oldfield-Tabbert, Executive Director, LPHA & Chelsie Huntley, MDH
• Purpose is to measure state-local governmental system, not individual departments through a
lens of their ability to meet foundational responsibilities
(https://www.health.state.mn.us/communities/practice/systemtransformation/foundationalre
sponsibilities.html) and it establishes a baseline to measure future progress.
• It does not:
compare individual departments
include tribal health departments; tribes are in parallel assessment process
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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evaluate efficiency, effectiveness, or full scope of all services
• Key findings
System has partial capacity to carry out foundational responsibilities; wide variation in
capacity across the system
As a whole: System has partially implemented foundational responsibilities
Specific areas and capabilities show wide variation and gaps in capacity across system
• JLT sees specific gaps and opportunities in data
Gaps in specific capabilities opportunity for learning, innovation, investment
Gap in capacity, based on population opportunity to learn what drives capacity
Gap in reporting roles and responsibilities opportunity to clarify roles, leverage
local/state strengths
• System needs additional, sustained, annual investments to fully implement foundational
responsibilities
The University of Minnesota estimates additional cost of $557M per year
(approximately $100 per capita across system; this is not the cost to be borne or
required by individual departments)
Point-in-time planning-level estimate in 2022 dollars (does not account for investments
made after assessment or in past few years)
• Next steps
Share assessment findings
broadly: User-friendly reports
and visuals; department-specific
profiles; regional conversations
Compare, identify
opportunities, set performance
measures: Compare with other
assessments; identify
opportunities for investment,
collaboration; develop
performance measures
What we are learning from other states: Foundational Public Health Responsibilities
Presenters: Sarah Beaudrault, Public Health Modernization Lead, Oregon Health Authority, Public Health
Division; Susan Tilgner, Executive Director, Ohio Public Health Partnership; Krista Wasowski, Health
Commissioner, Medina County Health Department; Moderator: Sheila Kiscaden, Past SCHSAC Chair and
Olmsted County Commissioner
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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Highlights:
• From Commissioner Kiscaden: This is a multiple year, learning journey, change effort. Not a
clear path but paving the path as we go. Today’s speakers will share their journey and how we
can learn from them.
• Ohio Public Health Partnership (Susan Tilgner and Krista Wasowski)
A decentralized state, 88 counties, 112 local health departments. 11.8 million. The only
state that has mandatory PHAB accreditation.
Modernization Journey began in 2012
They have used Cost and Capacity to identify the investments needed to close the
attainment gap to reach full implementation of foundational capabilities – determining
that local health districts have different resources and different needs.
Using the framework and costing results
o Use for strategic planning: identifies capabilities or programs not being fully
implemented that need additional focus or resources
o Use for financial performance analysis: guides informed decision-making and
helps with priority budgeting, resource allocation/re-allocation and financial
projections
o Use for advocacy: this is one of the biggest thing they use the framework for.
o National framework gives credibility and comparability
o Provides a common language
o Defines minimum standards but acknowledges the flexibility needed to
accommodate local additional services
o Can respond timely to legislative inquires, especially during budget cycles
o New methods of service delivery: formal and informal
Final thought: Closing the gap in FPHS will require significant financial investment. But
new service delivery models with meaningful accountability measures will be needed to
reflect unique community needs to generate the greatest possible health benefits.
• Oregon Health Authority (Sara Beaudrault)
A decentralized health system with 33 local health authorities, 9 Federally recognized
Tribes, 1 Urban Indian Health Program, and 69 Community-Based Organizations (and
growing). Public Health
Modernization work began in
2013. Framework adopted in
2015. First completed a public
health system assessment in
2016.Pivotal moments and
critical conversations
o Common definitions:
Oregon’s public health
modernization manual
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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o Methods to track progress: accountability metrics and ongoing evaluation
o Inclusive funding strategies: legislative funding requests
• Regional funding & funding for public health partners
Lessons to share:
o Continue to commit to and invest in developing a shared vision
o Be open to change over time
o Remember that disagreement is healthy and necessary for system change and
ensuring well-informed decisions
o Engage proudly, including throughout the public health workforce, with partners and
with other sectors
What’s my role in what comes next? A facilitated conversation
Presenters: De Malterer, SCHSAC Vice Chair; Kari Oldfield-Tabbert, LPHA; and Linda Kopecky, MDH
The first round of conversations was one-on-one interviews answering the question “How does public
health system transformation touch you in your heart? Why is it meaningful to you?” The answers
generated a list of “North Star” ideas that guide our work. Things like: We want EVERYONE to be better
off in the end; equity closing disparities; building capacity throughout the state – we depend on each
other; primary prevention.
In the second round, the group broke up into groups by role–elected officials, local public health
leaders, and MDH. The groups brainstormed lists of specific things that someone in their role could do
in the next six to twelve months to implement these North Star ideas and move system transformation
forward. The lists were then posted in the room.
For the final round, everyone was given two dot stickers and one star sticker and asked to move
around the room and put their dots on the items they were interested in and their star sticker on the
item they planned to do. Each person was given a commitment card and encouraged to write on that
card the thing they plan to do to help remind themselves of their commitment.
Some of the items that received the most interest included:
Elected Official and Citizen Members:
• Electeds need to be intentional partners with public health
• Advocate advocate advocate (local, state, peers)
• Spend more time with public health directors/supervisors
Local Public Health Leaders:
• Regional conversations about shared programs and roles
• Educations for partners, boards, staff
• Look at organizational structure (individual vs. population; who leads each area of FPHR)
SCHSAC RETREAT OVERVIEW 9/28-29/2023
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MDH:
• Linking with communities and community organizations
• Keep reminding workgroups about system
• Help MDH understand partnership
Wrap up and reflections
Tarryl Clark, SCHSAC Chair
Slides and materials can be found online in the SCHSAC Member Portal at:
https://public.3.basecamp.com/p/cBbwfbvazJpfDaKxQ12RH8c8/vault
Minnesota Department of Health
State Community Health Services Advisory Committee (SCHSAC)
651-201-3880 * health.schsac@state.mn.us * www.health.state.mn.us/schsac
Updated October 18, 2023
To obtain this information in a different format, call: 651-201-3880.
State Community Health Services Advisory Committee (SCHSAC) Meeting
Take Home Notes
Friday, September 29, 2023 * 1:00-2:00 p.m.
Location: SCHSAC Retreat, Willmar Conference Center, 240 23rd Street SE in Willmar, MN
Action Items
• Plan to attend upcoming Meetings:
o Optional: Coffee, Conversation and Consideration on the topic of Cannabis legalization
and public health is Thursday, November 9, 2023 at 8:00 a.m. on Webex. Link has been
shared via email.
o Next SCHSAC Meeting is Wednesday, December 6 from 11:00 a.m. - 3:30 p.m. – hybrid
with in-person location at the Wilder Center in St. Paul (subject to change). Very full
agenda is expected.
• Update your local Community Health Board on:
o Key learnings from the SCHSAC Retreat: Will be sent separately.
o SCHSAC approved a funding formula for the recently appropriated $8.4 million in state
funds for CHBs and Tribes for Emergency Preparedness and Response (EPR). The
approved recommendation will go to the Commissioner of Health for adoption. The
recommended formula includes a base of $75,000 to each Community Health Board to
ensure that each CHB has a minimum of 0.5 FTE dedicated to Emergency Preparedness
and Response. The EPR team is moving forward with finalizing the duties and the grants
processes.
Approved formula: $75,000 base + population + multi-county + Social
Vulnerability Index (SVI)
o Foundational Public Health Responsibility (FPHR) Funding Workgroup Update
In 2023, the Minnesota Legislature allocated $9,844,000 for Community Health
Boards to fulfill Foundational Public Health Responsibilities. This Workgroup was
tasked with making a recommendation for a funding formula to determine
allocations to CHBs.
The workgroup is adopted three principles prior to discussing formula elements.
• Every community health board should get enough funding to be able to
make meaningful progress on Foundational Public Health Responsibilities
(FPHRs).
SCHSAC MEETING TAKEHOME NOTES 9/29/23
2
• The formula must take into account that not everyone has the same
opportunity to be healthy across our state.
• The funding formula should help alleviate variations in capacity across
our governmental public health system.
This is new funding that is meant to build new capacity. The recent capacity
assessment found that no CHB is fully implementing Foundational Public Health
Responsibilities. The funds are not to be used to supplant current funding.
Community Health Boards should continue with your budget planning for the
coming year.
The workgroup is working thoughtfully and as swiftly as they can to get a
recommendation to SCHSAC.
Community Health Boards Present
Aitkin-Itasca-Koochiching, Anoka, Benton, Blue Earth, Carver, Countryside, Des Moines Valley Health
and Human Services, Dodge-Steele, Human Services of Faribault and Martin Counties, Fillmore-
Houston, Freeborn, Goodhue, Horizon, Isanti, Kanabec, Kandiyohi-Renville, Le Sueur-Waseca, Meeker-
McLeod-Sibley, Mille Lacs, City of Minneapolis, Nobles, Olmsted, Partnership4Health; Pine, Polk-
Norman-Mahnomen, Quin, City of Richfield, St. Paul-Ramsey, Scott, Stearns, Wabasha, Washington,
Watonwan, Winona, Wright.
Approval of Consent Agenda
Nathan Schmalz, Meeker-McLeod-Sibley moved Approval of September 29, 2023 Meeting Agenda.
Motion was seconded. Motion carried.
Chair’s Remarks- Tarryl Clark, SCSHAC Chair, Stearns County
We hope you enjoyed the Retreat and have a better understanding that the work to transform our
governmental public health system in Minnesota is about fulfilling our Foundation Public Health
Responsibilities (FPHRs) and aligning our systems and structures to support that work. This is not easy
work and there is no single solution. Everyone has a role to play.
Chair Clark shared that there is a new grant opportunity available to implement strategies to support
children of incarcerated parents – this was the focus of a SCSHAC workgroup several years ago. There
are two tracks: Model Jail Practices to support Children of Incarcerated Parents and Programs and
Supports for Children of Incarcerated Parents. Deadline – October 20 by 5:00 p.m. You can find details
here: Supporting Children of Incarcerated Parents - MN Dept. of Health (state.mn.us)
SCHSAC MEETING TAKEHOME NOTES 9/29/23
3
SCHSAC Business Agenda
Approval of State Allocated Public Health Preparedness Funding proposal
David Brummel, Co-Chair, PHEP Oversight Workgroup, Washington County
Overview: In the 2023 legislative session, MDH in partnership with LPHA, sought and received $8.4
million in funding for CHBs and Tribes for Emergency Preparedness and Response (EPR). SCHSAC’s
existing Public Health Emergency Preparedness (PHEP) Oversight Workgroup was charged with making
a recommendation to SCHSAC and the Commissioner on how the funding should be allocated.
o PHEP Oversight Workgroup adopted principles specific to Emergency Preparedness and
Response (EPR)
Strengthen capacity across the state, each CHB should have a minimum of 0.5
FTE dedicated to EPR
Grant duties must align with national standards and EPR capabilities
Multi-county CHBs should ensure that all counties have access to staff dedicated
to EPR
o Ensure alignment
Both groups (PHEP Oversight Workgroup and the Foundational Public Health
Responsibility Funding Workgroup) have adopted Social Vulnerability Index (SVI)
as a metric. EPR and Public Health Practice (PHP) staff are ensuring consistency
in the way SVI is calculated and applied particularly as it relates to city and multi-
county CHBs
EPR’s base is $75,000 for each Community Health Board
• The EPR team is moving forward with finalizing the duties and the grants
processes.
State Appropria�on Public Health EmergencyPreparedness Funding Proposal
The workgroup adopted the following formula and is reques�ng SCHSAC approval:
▪$75,000 base + popula�on + mul�-county + Social Vulnerability Index (SVI)
SCHSAC MEETING TAKEHOME NOTES 9/29/23
4
• Step in the right direction but is not going to ensure full capacity for every
CHB.
Motion to approve the recommendation of the workgroup made by Terry Lovgren, Pine County.
Second by Mandy Meisner, Anoka County. Vote: 31 in favor, 0 opposed. Motion carried.
Foundational Public Health Responsibility (FPHR) Funding Workgroup Update
De Malterer, SCHSAC Vice Chair and Workgroup Co-Chair, Waseca County, Ann Stehn, Horizon, Phyllis
Brashler, MDH
Workgroup Charge is to develop recommendations for SCHSAC about:
o A formula for distributing funds designated to help Minnesota fulfill foundational public
health responsibilities
o Must include a method for addressing equity
o Reporting and accountability for these funds
o Once approved by SCHSAC, recommendations will go to Commissioner Cunningham
• What do we know
o This is an ongoing, annual appropriation
o Purpose is to add capacity: funding is not meant to be used to supplant current funding
o Counties must also invest through a required local match
o This is a downpayment: Not nearly enough to get where we want to be, won’t fill every
pothole. Right now, we’re grading the land to build the foundation.
• Principles
o Every community health board should get enough to be able to make meaningful
progress on FPHRs
o The funding formula should take into account that not everyone has the same
opportunity to be healthy across our state
o The funding formula should help alleviate variation in capacity across our system
• Funding formula elements
o Base funding for every CHBs
o Equity metric: Social vulnerability index
o Capacity-related metric (seem to correlate with size of health jurisdiction; how can we
add a capacity metric into the formula?)
• Next steps
o Proceed with your budget planning: This funding will be additive
o Workgroup will continue to work towards a package of recommendations
Formula
Reporting requirements
Other expectations
Desserts and appetizers recipe book
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SCHSAC MEETING TAKEHOME NOTES 9/29/23
5
Three Simple Rules of the State-Local Public Health Partnership
I. Seek First to Understand
II. Make Expectations Explicit
III. Think About the Part and the Whole
Minnesota Department of Health State Community Health Services Advisory Committee (SCHSAC)
651-201-3880 * health.schsac@state.mn.us * www.health.state.mn.us/schsac
Updated October 5, 2023
To obtain this information in a different format, call: 651-201-3880.
Community Health Assessment Overview
What is a Community Health
Assessment?
A community health assessment, sometimes
called a CHA or CHNA (community health
needs assessment) is a systematic process
for identifying a community’s health needs
and assets.
Needs assessments rely on local data to help
tell the story of a community’s health
challenges and methods for navigating them.
Needs assessments use this data to identify
discrepancies between a community’s needs
and its system capacity that warrant further
investigation and investment. This is
summarized in the Community Health
Assessment (CHA).
Who conducts a CHA?
All Minnesota community health boards
(CHBs) are required to participate in
assessment and planning to determine local
public health priorities and focus local
resources on the greatest community and
organizational needs. This process is required
to occur at least every five years (Minn. Stat.
§ 145.04, subd. 1a).
When should a CHA be conducted?
Minnesota state statute requires Local Public
Health agencies or Community Health Boards
to submit a CHA to the Minnesota Department
of Health every five years.
The IRS requires Charitable Hospital
Organizations complete a CHA every three
years Healthcare organizations and Local
Public Health often work together to complete
the CHA’s.
Why is a CHA important?
A CHA gives comprehensive information
about the community’s current health status,
needs, and issues. It is used to develop a
community health improvement plan (CHIP)
that identifies priority issues and develops
and implements strategies for action.
Other benefits include:
− Improved organizational and
community coordination and
collaboration.
− Strengthened partnerships.
− Benchmarks for public health practice
improvements.
Information shared in this summary adapted and adopted from the Johns Hopkins University A Quick Guide to
Conducting a Needs Assessment and the Center for Disease Control and Prevention.
Every three years, the Community Health
Needs Assessment helps us learn more about
the health and well-being of people in our
community. Then a partnership between public
health and health care providers come
together to use the survey information to
improve community health.
Becker County Clay County Otter Tail County Wilkin County
712 Minnesota Ave 715 11th St N #303 560 Fir Avenue West 300 5th St S
Detroit Lakes, MN 56501 Moorhead, MN 56560 Fergus Falls, MN 56537 Breckenridge, MN 56520
218-847-5628 218-299-5220
Co- CHS Administrator:
Kathy McKay
218-998-8320
Co- CHS Administrator:
Jody Lien
218-643-7122
Dear Community Health Partner,
The Partnership4Health Community Health Board, a collaboration of Becker, Clay, Otter Tail, and
Wilkin Public Health departments has partnered with local healthcare organizations to assess the
health needs of our communities. This allows us to listen to, empathize with, and actively show
up for our residents in ways that will have the most impact. Non-profit hospitals and public
health departments across the country are required to conduct a Community Health Needs
Assessment (CHNA) to identify the behavioral, environmental, and socioeconomic factors that
impact overall health.
As a trusted community leader and member, we are asking for your help. Please complete the
survey and share it with friends, family, and clients in your community. Click here for the direct
survey link.
All survey responses are strictly confidential, with no identifying information linked to the
responses.
Community stakeholder meetings will be held next summer to discuss survey results and
formulate appropriate action plans (additional event details to be shared in the coming year).
The data collected from this assessment will equip us with vital information that can be used to
inform and influence system and regional strategy and enhance overall operations. The more
survey results collected, the more accurate and targeted the solutions can be.
Thank you for your partnership in promoting this survey! With your support, we can have an
undeniable impact.
Sincerely,
Partnership4Health Community Health Board, Public Health Leaders