HomeMy WebLinkAboutPrairie Lakes Community Health Board - Otter Tail-Wilkin CharterOtter Tail-Wilkin Counties Charter for Community Health Board Formation
I. Authority Minnesota Statute 145A.03 is a cornerstone of the state’s public health governance structure, empowering counties to establish Community Health Boards (CHBs) to
carry out public health responsibilities. These governance arrangements serve as the
statutory local public health authorities for their jurisdictions. One of the key strengths of Community Health Board’s is their ability to facilitate collaboration not only in service delivery but also in fulfilling foundational public health responsibilities. This cross-jurisdictional sharing philosophy has been a core principle
since the enactment of the 1976 Community Health Services legislation, a legacy that
continues to shape public health efforts today. II. Reason for Change Minnesota’s Public Health system is refocusing its core mission through the
Foundational Public Health Responsibilities Framework. This work, along with other
pressures such as limited and shifting fiscal resources, changing populations, and workforce challenges, is requiring public health agencies across the state to assess their effectiveness and create new and innovative ways to ensure the work is accomplished as efficiently and effectively as possible.
III. Mission/vision Each health department will have the capacity to perform all the areas outlined in the Foundational Framework through shared structure and intentional coordination of public health resources.
IV. Values Transparency: Open communication and readily available information about decision-making processes and outcomes
Inclusivity: Creating an environment where all voices are heard and valued,
regardless of their position or background,
Collaboration: Encouraging teamwork and working together towards common goals, rather than individual agendas.
Equity: Ensuring that all stakeholders have equal opportunities to participate, contribute, and benefit from decision-making processes, regardless of their
background or position.
Accountability: Holding individuals and teams responsible for their actions and decisions, promoting a culture of ownership and ensuring that commitments are met.
Respect for Diverse Perspectives: Valuing and actively seeking input from
different viewpoints to ensure that decision-making processes are comprehensive
and effective.
Direction: There is agreement on what is intended to accomplish together and what
success looks like for the group.
Alignment: The combined work fits together, and the work of each member is coordinated with the work of others.
Commitment: The success of the group is a priority, and everyone takes
responsibility for the welfare of all persons involved or impacted. Vision for the Future: Structures and processes will be strategically designed to support the long-term sustainability and evolving priorities of both public health
systems, while remaining adaptable to future growth, innovation, and change.
V. Intended outcomes
• An organizational structure that is streamlined with one person serving as the
Community Health Services Administrator
• Services are not compromised in quality, amount and in partnership opportunities
• Communication is streamlined, transparent and regular in timing
• There is a clear process for resolving conflict
• Fiscal stewardship is streamlined and has back-up
• Governance structure includes 2 board members from each county, one
community members from each county and a neutral person to prevent tie
votes
• Structure supports a well-informed board
VI. Guiding principles
• Structure developed follows the Minnesota Public Health Foundational Responsibilities and adheres to the Public Health Accreditation Board (PHAB) standards and measures around governance.
• Develop an effective and responsive Community Health Board while pursuing the highest standards of excellence in our work.
• Cross-jurisdictional sharing of Foundational capabilities and areas of responsibilities will take place when it makes business sense.
• Budget development will reflect the needs of the communities while ensuring there is reduced redundancy, transparency and accountability.
• Innovation will be the driving force for change where new ideas are fostered, and a culture of learning will be promoted.
VII. Scope The purpose of the groups outlined in this charter is to establish the initial and essential changes required for transitioning from a 4 county CHB to establishing a new jurisdiction that will best serve the people of Otter Tail and Wilkin Counties.
VIII. Roles and Responsibilities Joint Powers Workgroup-establishes direction, final decision-makers; communicators
to other local or state policy makers when needed; assure progress is happening
within the scope of the Charter. Directors/Supervisors-support and plan for change management needed; provides direction and alignment to Otter Tail and Wilkin staff to develop appropriate levels of commitments; define impacts of suggested changes; track progress, identify
challenges and make changes are indicated; gather feedback and provide input; assure
employees are engaged in process. Contractor/consultants-provide support through research around best practices, strategies for change, and recommendations on processes or change; provide written documents as requested; provide and guide processes for determining change.
IX. Membership Joint Powers Workgroup: Wayne Johnson, Dan Bucholz, Dave Sayler, Rick Busko, Dennis Larson, Lynn Penke-Valdes, Stephanie Sandbakken Directors/Supervisors: Jody Lien, Becky Tripp, Maggie Wiertzema, Kristi Goos,
Kristin Bye
Consultants: Erica Keppers-MDH; Renee Frauendienst-RnC Consulting X. Decision-making All decisions in this process will be made by consensus.
XI. Deliverables
• Joint Powers Agreement for signing and execution
• Governance, Organizational, and leadership structure to support the formation
of the CHB
• Timeline for the 2025 implementation and where needed, 2026.
• Food, Pool, Lodging services determination
• Determine financial structure, including grant distribution and initial CHB budget and FTE distribution
• Measurable outcomes to monitor for success and needed adjustments
XII. Signatures ____________________________ _____________________________
Otter Tail County Representative Wilkin County Representative
Becky Tripp (Apr 16, 2025 14:48 CDT)
Becky Tripp
Jody Lien (Apr 16, 2025 17:19 CDT)
Jody Lien
Otter Tail-Wilkin Charter-Final Version
Final Audit Report 2025-04-16
Created:2025-04-16
By:Melissa Duenow (maduenow@ottertailcounty.gov)
Status:Signed
Transaction ID:CBJCHBCAABAAvNZtSsb2g-PE4fcVoEPZ9fJXzWLEQB1j
"Otter Tail-Wilkin Charter-Final Version" History
Document created by Melissa Duenow (maduenow@ottertailcounty.gov)
2025-04-16 - 4:58:13 PM GMT- IP address: 151.111.56.2
Document emailed to btripp@wilkincounty.gov for signature
2025-04-16 - 4:58:49 PM GMT
Email viewed by btripp@wilkincounty.gov
2025-04-16 - 7:25:44 PM GMT- IP address: 104.47.65.254
Signer btripp@wilkincounty.gov entered name at signing as Becky Tripp
2025-04-16 - 7:48:37 PM GMT- IP address: 151.111.84.11
Document e-signed by Becky Tripp (btripp@wilkincounty.gov)
Signature Date: 2025-04-16 - 7:48:39 PM GMT - Time Source: server- IP address: 151.111.84.11
Document emailed to jlien@ottertailcounty.gov for signature
2025-04-16 - 7:48:41 PM GMT
Email viewed by jlien@ottertailcounty.gov
2025-04-16 - 10:19:37 PM GMT- IP address: 151.111.56.2
Signer jlien@ottertailcounty.gov entered name at signing as Jody Lien
2025-04-16 - 10:19:57 PM GMT- IP address: 151.111.56.2
Document e-signed by Jody Lien (jlien@ottertailcounty.gov)
Signature Date: 2025-04-16 - 10:19:59 PM GMT - Time Source: server- IP address: 151.111.56.2
Agreement completed.
2025-04-16 - 10:19:59 PM GMT