HomeMy WebLinkAboutPrairie Lakes Community Health Board - Agendas - 04/02/2026 MEETING AGENDA
Prairie Lakes Community Health Board Dead Lake Room, Otter Tail County, or Teams Link
Thursday, April 2, 2026 3:00- 4:30 P.M.
1)Call to Order and Welcome
a)Establish Quorumb) Approval of Agenda (Action Item)c)Approval of Minutes from February 5, 2026, Meeting (Action Item)
2)Public Health Administration
a)CHS Administrator Report (Informational Item)i) National Public Health Week: April 6 - 12, 2026; Theme: Ready. Set. Action!(1) 2026 Proclamation (Action Item)ii)SCHSAC Executive Committee representativeb)Fiscal Update- Sandy King (Informational Item)
c) LPHA Legislative Updates (Informational Item)
3)Foundational Public Health Capabilities & Areas
a)Program Highlights and Performance Reports:i)Public Health Communications (Informational)(1) Draft PLCHB Communications Planii)Emergency Preparedness (Informational Item)
(1) Community Health Board Public Health Emergency Preparedness (PHEP) annual grantconcurrence letter(2) Public Health Response Readiness Framework 2024-2028iii)Food, Pools & Lodging (FPL) Delegation Agreement Update (Informational Item)b) Program Policy or Funding Updates (Informational Items)i)Regional Data Model RFA
ii)WIC letter of Intent submitted: Agreement January 1, 2027- December 31, 2031
4)Community Health Assessment & Improvement
a) Performance Management & Quality Improvement Updates (Informational Item)
i)CHIP Community Forumsii)Local Public Health Act Annual Reporting(1) 2024 Data
b) Annual Board member survey
5)Collaboration and Partnership Updates
a)Regional Public Health Meetings (Informational Item)
i)March 12th SCHSAC meetingb)MDH Public Health System Consultant Update (Informational Item)c)County & Partner Reports/Updates (Informational Item)
6)Upcoming Meetings and Events
a)Next CHB meeting: May 7, 2026, In person; Wilkin County or Virtual: Teams
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b) Upcoming workshops, staff meetings, or conferences i) PLCHB All Public Health Staff Meeting, April 29th: Otter Tail County
ii) Regional SHIP meeting and Community Tour- June 17th Pelican Rapids
7) Adjournment
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MEETING MINUTES
PRAIRIE LAKES COMMUNITY HEALTH BOARD
Wilkin County: Recycling Center, 505 8th St. S. Breckenridge, MN, or Teams Link Thursday, February 5th, 2026 | 3:00-4:30 PM
Otter Tail Wilkin Other Kristi Goos Dennis Larson Dr. Kristina England (V)
Melissa Duenow Rick Busko Joanna Chua (V)
Wayne Johnson (Chair) Dave Saylor Renee Frauendienst Dan Bucholz Stephanie Sandbakken Erica Keppers (V)
Lynne Penke-Valdes Sandy King (V)
Kathy Simpson (V) = Virtual
CALL TO ORDER AND WELCOME
The Prairie Lakes Community Health Board Joint Powers Meeting convened at 3:00 pm. Thursday,
February 5th, 2026
Quorum established; Introductions made.
Approval of Agenda
Chair Wayne Johnson called for approval of the Board Agenda. Motion by Rick Busko, seconded by
Dan Bucholz and unanimously carried to approve the Board Agenda for February 5th, 2026.
Approval of Minutes
Chair Wayne Johnson called for approval of the Board Minutes. Motion made by Dennis Larson,
seconded by Dave Saylor and unanimously carried to approve the Board Minutes from January 7th,
2026.
GOVERNANCE AND BOARD DEVELOPMENT
At-large community member
Motion by Rick Busko, seconded by Dan Bucholz to name Renee Frauendienst as Prairie Lakes At-
Large Community Member. Motion was unanimously carried.
Board Training
Public Health 101 presented by Krisit Goos
PUBLIC HEALTH ADMINISTRATION
Administrative Update
Presented by Krisit Goos
Dental Funds/Coordinator Agreement
Presented by Kristi Goos
SHIP Memorandum of Agreement w/ Partnership4Health CHB
Motion to approve agreement by Dan Bucholz, seconded by Dennis Larson. The motion
unanimously carried.
Communications Infrastructure Grant Memorandum of Understanding
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MEETING MINUTES
Motion to approve the Memorandum of Understanding between Polk, Norman, Mahnomen, Parnership4Health, and Prairie Lakes Community Health Board Motion by Rick Busko, seconded by Renee Frauendienst. The motion carried unanimously. Annual Stipend
Review and discussion of proposed annual Community Member stipend and mileage. Motion to
approve made by Dennis Larson, seconded by Rick Busko. Motion carried unanimously.
Fiscal Update
Presented by Sandy King
LPHA Legislative Updates
Presented by Kristi Goos
COMMUNITY HEALTH ASSESSMENT & IMPROVEMENT- ANDREA DEMMER, COMMUNITY
HEALTH PLANNER
Andrea Demmer presented the Prairie Lake Community Health Assessment and upcoming
Community Health Improvement Plan.
Andrea Demmer also presented on the Performance Management & Quality Improvement updates
related to Prairie Lakes Community Health Board.
COLLABORATION AND PARTNERSHIP UPDATES
Public Health Meetings (Informational Item)
LPHA Day at the Capital, Thursday, February 19th SCHSAC, Thursday, March 12th (Virtual Only) County & Partner Sharing/Updates (Informational Item) - Measles questions
- Never Alone - Car Care Program UPCOMING MEETINGS AND EVENTS
Next CHB meeting April 2nd in person: Otter Tail County or virtual: Teams
ADJOURNMENT
Meeting adjourned at 4:48
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National Public Health Week Proclamation 2026
Whereas, the week of April 6, 2026, is National Public Health Week and the theme is “Ready. Set. Action!” highlighting that public health actions occurring through scientific discoveries, legislation and
community initiatives have significantly improved the health of all Americans; Whereas, significant strides have been made in public health since the inception of National Public
Health Week in 1994, including a reduction in adult smoking rates from 25.5% to 11.4% through smoke-free policies, education, and taxation; a decline in childhood mortality from 13.8 to 5.4 deaths per 1,000 live births due to vaccines, healthcare access, and nutrition; and expanded access to mental health care through increased awareness, parity protections, and integration into primary care, reducing untreated mental health conditions from 40% to far lower levels today. Whereas, a person’s health status can differ drastically by ZIP code due to differences in the built environment, environmental quality, access to healthy food, access to education and access to health care; Whereas, public health organizations use National Public Health Week to educate public policymakers,
public health professionals and the public on issues that are important to improving the health of the people; Whereas, public health professionals help communities prevent, prepare for, withstand and recover from the impact of a full range of health threats, ranging from infectious disease outbreaks to natural disaster preparedness; and Whereas, efforts to adequately support public health and the prevention of disease and injury can continue to transform a health system focused on treating illness into a health system focused on preventing disease and injury and promoting wellness. NOW, THEREFORE, BE IT RESOLVED THAT WE, the Prairie Lakes Community Health Board, do hereby proclaim the week of April 6-12, 2026, as National Public Health Week in Otter Tail and Wilkin County’s and call upon the public to observe this week by helping our families, friends, neighbors, co-workers and leaders to recognize the contribution of public health in adopting initiatives that improve the health of all people and encourage continual vigilance to promote health and well-being for all, as
the theme states, “Ready. Set. Action!” Adopted at Fergus Falls, MN this 2nd day of April 2026.
PRAIRIE LAKES COMMUNITY HEALTH BOARD
By:____________________________________ Attest:________________________
Wayne Johnson, Community Health Board Chair Jody Lien, CHS Administrator
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CHB Grant Revenue Summary
Grant Total (Otter
Tail & Wilkin- no
Indirect)
Grant Total (total
plus In-direct and shared
costs)
Revenue Otter Tail % Otter Tail Wilkin % Wilkin Indirect Percentage Indirect Cost Shared Cost Partners Total Column2 Column3
Local Public Health Grant 274,589.98$ 85%48,457.05$ 15%0%-$ $72,942.97 $323,047.03 323,047.03$ $395,990.00
Foundational Public Health Responsibilites Grant 127,382.42$ 65%68,926.58$ 35%0%-$ 196,309.00$ 196,309.00$ 196,309.00$
MN Public Health Infrastructure Fund Innovation Project (with PNM)100,000.00$ 100%0%0%-$ PNMCHB 100,000.00$ 100,000.00$ 100,000.00$
CDC Federal Infrastructure Grant 131,150.57$ 83%26,862.17$ 17%10%15,801.27$ 158,012.74$ 158,012.74$ 173,814.01$ -$ -$
Strong Foundations Grant - CORE 566,250.00$ 100%0%0%-$ 566,250.00$ 566,250.00$ 566,250.00$
Strong Foundations Collaborative Grant 37,000.00$ 100%0%-$ PNMCHB 37,000.00$ 37,000.00$ 37,000.00$
Temporary Assistance for Needy Families (TANF)37,895.00$ 90%4,259.00$ 10%15%6,323.00$ 42,154.00$ 42,154.00$ 48,477.00$
Title V Maternal Child Health (MCH)51,493.00$ 100%0%15%7,724.00$ 51,493.00$ 51,493.00$ 59,217.00$
Child and Teen Check-Up Outreach 10,196.15$ 8%117,255.66$ 92%0%-$ 127,451.81$ 127,451.81$ 127,451.81$
Follow Along Program 7,300.00$ 64%4,100.00$ 36%0%-$ 11,400.00$ 11,400.00$ 11,400.00$
Women, Infants & Children (WIC) Fed ALN 10.557 213,534.23$ 92%18,835.42$ 8%15%33,310.35$ 232,369.65$ 232,369.65$ 265,680.00$
Children & Youth with Special Health Care Needs -$
Varies depending on
service -$ -$ -$
MDH Response Sustainability Grant (RSG) FY 2025 26,445.37$ 85%4,796.61$ 15%15%4,685.46$ $ 31,241.98 31,241.98$ 35,927.44$
MDH Response Sustainability Grant (RSG) FY 2026 47,741.20$ 62%29,083.67$ 38%15%11,521.13$ 76,824.87$ 76,824.87$ 88,346.00$
Public Health Emergency Preparedness (PHEP)9,161.46$ 44%11,633.73$ 56%15%3,119.16$ 20,795.19$ 20,795.19$ 23,914.35$
MRC Strong 1,980.68$ 15%10,877.28$ 85%0%-$ Horizon 12,857.96$ 12,857.96$ 12,857.96$ -$ -$
Cannabis and Substance Use Prevention Program 70,664.45$ 64%40,062.55$ 36%0%-$ 110,727.00$ 110,727.00$ 110,727.00$
Statewide Health Improvement Program 6.0 (SHIP)-$ -$ -$ P4HCHB -$ -$ -$ -$ -$
MDH - Uninsured and Underinsured Adult Vaccine (UUAV) program -$ Fee for Servce -$
Minnesota Vaccine for Children Site Visits -$
Varies depending on
service -$
Perinatal Hepatitis B -$
Varies depending on
service -$
Sexual and Reproductive Health Services Grant 4,500.00$ 100%-$ 0%-$ MAHUBE 4,500.00$ 4,500.00$ 4,500.00
-$
Total 1,717,284.51$ 82%385,149.72$ 18%82,484.37$ $72,942.97 $0 $2,102,434.23 2,102,434.23$ $2,257,861.57
$2,102,434.23 $155,427.34
$2,257,861.57
Expenses:Dollar Estimate Totals Expenses:Dollar Estimate Totals
Audit 20,000.00$ 2026 costs will be P4H 2025 auditCHS & Fiscal 82,484.37$
MCIT Insurance 5,489.00$ Total $82,484.37
Board Exp (Supplies/Food)**400.00$ Add row for additional Board expenses
Net $0.00
Board Stipends (est for 3 mbrs, 8 mtgs @ $75)$1,800
Mileage (Federal Reimbursement Rate)*$435
*figured approx 25 miles
per mtg x 3 members x 8 meeting at current rate
PH-Doc Fees - 2026 $36,819
CHB Medical Consultant 8,000.00$
Total $72,942.97
Net (Rev less CHB Expenses)$2,102,434.23
** Mileage and per diem paid by CHB for at-large community representatives or appointing board for Commisioners
Disbursements Dollar Estimate Totals
OTC Grant Disbursements 1,717,284.51$
Wilkin Grant Disbursements 385,149.72$
-$
Net -$
CHB Expense Summary
Net Operating Summary
Prairie Lakes Community Health Board 2026 Budget
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WHO WE ARE
(To be finalized by leadership and staff)
Mission Statement:
Vision Statement:
Values:
Rally Cry:
Healthy Together
Our rally cry reflects our belief that public health works best when we work together—across counties and
communities. From preventing disease and supporting mental wellness to strengthening families and preparing for emergencies, we are stronger when we work together. Public health is everyone's business, and
together, we can help all residents thrive.
PURPOSE OF THIS COMMUNICATIONS PLAN
The purpose of the Prairie Lakes Community Health Services Communications Plan is to provide a clear,
practical framework for sharing accurate, timely, and consistent public health information. This plan
supports everyday communication as well as emergency response, while meeting privacy requirements,
accessibility standards, and county branding expectations.
This plan aligns with the Community Health Improvement Plan (CHIP), Strategic Plan, Emergency
Preparedness efforts, and public health accreditation standards. It will be reviewed and updated regularly.
COMMUNICATION GOALS
• Educate and inform residents, partners, and stakeholders about public health services and emerging
health information.
• Promote policies, systems, and environmental changes that support community health and wellness.
• Provide staff with clear communication tools, expectations, and processes.
• Build a recognizable, trusted public health presence across both counties.
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STRATEGIC COMMUNICATION PRINCIPLES
Our communications will be:
Timely Sharing information quickly as it becomes available.
Clear and Open Provide accessible information that supports transparency.
Proactive Engaging community partners and stakeholders before, during,
and after public health initiatives.
Accurate Ensure information is fact based and up to date.
Flexible and Forward-Thinking
Embrace innovation and adapt to new communication methods
and platforms.
COMMUNICATIONS TEAM
The Prairie Lakes Community Health Services Communications Team includes designated staff from Otter
Tail County Communications Team, Otter Tail County Public Health and Wilkin County Public Health.
Primary responsibilities include:
• Guide internal and external messaging
• Coordinate social media, media engagement, and graphic design
• Maintain consistent branding and implementation of this communication plan.
• Collaborate with county communications staff, leadership, and program teams.
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INTERNAL COMMUNICATIONS
Strong internal communication supports good public service.
Key practices include:
• Regular updates to the Community Health Board and County Boards, as requested
• Participation in staff and program meetings
• Use of email, Microsoft Teams, Zoom, phone, and text for daily coordination
Additional guidance, templates, and etiquette standards will be included in the appendices.
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EXTERNAL COMMUNICATIONS
This section outlines how Prairie Lakes Community Health Services communicates with residents, partners,
and the broader community.
KEY AUDIENCES
• Community members and families
• Schools and childcare providers
• Healthcare and human services partners
• Local governments and law enforcement
• Tribal and faith-based organizations
• Local media
• Community-based organizations and coalitions
COMMUNICATION CHANNELS
• Social media
• Websites
• Media releases and interviews
• Community presentations and events
• Printed materials (flyers, brochures, newsletters)
• Email, phone, and text messaging (as appropriate)
ACCESSIBILITY AND INCLUSION
• Use of plain language and health-literate materials
• Language access and interpreter services
• Photo and video consent procedures
• ADA-aware design and accessibility standards
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PRAIRIE LAKES COMMUNITY HEALTH SERVICES
BRAND STANDARDS
Consistent branding helps our community recognize and trust Prairie Lakes Community Health Services.
These guidelines apply to all staff-created materials — from flyers and social media posts to presentations and
printed handouts. When in doubt, reach out to the Communications Team for support.
LOGO USAGE
Prairie Lakes Community Health Services uses the Public Health / Prairie Lakes shield logo. This logo is approved for use on all external materials including flyers, brochures, social media, presentations, and
signage.
Logo Versions
Two versions of the logo are available — horizontal and vertical. Use whichever fits best within your layout.
Both versions are acceptable for all materials.
Horizontal Logo Best for wide formats — letterhead, website banners, brochure
headers.
Vertical Logo Best for narrow or square formats — social media, flyers, name
badges.
Black/Reversed Use on dark backgrounds when full-color printing isn't
available. Do not place the full-color logo on dark or busy
backgrounds.
Logo Do's and Don'ts
• Always use the logo from the original source files provided by the Communications Team.
• Maintain clear space around the logo — don't crowd it with text or other graphics.
• Don’t stretch, skew, or resize the logo disproportionately.
• Never change the logo colors, fonts, or layout.
• Never place the logo on a low-contrast or very busy background.
• Don’t recreate or retype the logo — always use the approved digital file.
BRAND COLORS
Our colors reflect a clean, trustworthy, community-centered identity. Use these colors consistently across all
materials. Do not substitute other colors without approval from the Communications Team.
Navy Blue #00295D Primary color. Use for headings, borders, and key design
elements. RGB: 0 | 41 | 93 | CMYK: 100 | 56 | 0 | 64
Warm Tan #D8C6A9 Accent color. Use for backgrounds, borders, and design accents.
RGB: 216 | 198 | 169 | CMYK: 0 | 8 | 22 | 15
Black #231F20 Body text and high-contrast uses. RGB: 35 | 31 | 32 | CMYK: 0 | 0 | 0 | 100
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White #FFFFFF Background and reversed text. RGB: 255 | 255 | 255 | CMYK:
0 | 0 | 0 | 0
Accent Colors
These two accent colors are approved for use alongside the primary palette. Use them sparingly — for
infographics, icons, callout boxes, charts, or to highlight key information. They should complement, not
compete with, the primary navy and tan.
Sage Green #7A9E7E A natural, calming green that reflects community health and
wellness. Use for section accents, infographic elements, and callout highlights. RGB: 122 | 158 | 126 | CMYK: 23 | 0 | 20
| 38
Dusty Steel Blue #5B8FA8 A softer, lighter blue in the same family as navy. Adds depth
without competing with the primary palette. Use for borders, chart elements, icons, and secondary callouts. RGB: 91 | 143 |
168 | CMYK: 46 | 15 | 0 | 34
TYPOGRAPHY
Our two brand fonts work together to create a polished, readable look. Use them consistently across all
materials.
Century Gothic Use for headings, titles, labels, and callout text. Clean and
modern — great for grabbing attention.
Bookman Old Style Use for body copy and longer text blocks. Warm and readable —
ideal for informational content.
If a brand font is not available (for example, in a quick email or shared document), Arial is an acceptable
substitute for Century Gothic and Times New Roman for Bookman Old Style.
MARKETING MATERIALS & PRINTED COLLATERAL
All public-facing materials — flyers, brochures, social graphics, posters, and newsletters — should reflect our
brand consistently. Here are the key expectations:
• Include the Prairie Lakes logo on all external materials.
• Use brand colors and approved fonts throughout.
• For promotional items (pens, bags, etc.), contact the Communications Team for approved logo files in
vector format (EPS, AI, or PDF) to ensure clean printing.
• Design requests should be coordinated through the Communications Team. Templates are available
for common materials.
• All new designs should be reviewed by the Communications Team before printing or publishing.
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SIGNAGE
Signage in public-facing spaces should be branded and consistent. This includes lobby signs, bulletin boards,
exterior door signs, and any display visible to clients or visitors.
• Signs in public spaces should use brand colors and include the Prairie Lakes logo.
• Signs displayed for extended periods should be laminated for a professional appearance.
• Interior signage not visible to the public does not need to be formally branded.
CO-BRANDING WITH PARTNERS
Public health work involves many partnerships. When creating materials with partner organizations, follow
these simple guidelines to keep things fair and consistent:
• If Prairie Lakes is the primary funder or lead organization, our logo appears first and should be at least
as large as partner logos.
• If the partnership is equal, logos appear in alphabetical order at similar sizes.
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March 18, 2026
To Whom It May Concern:
The CDC Public Health Emergency Preparedness five-year Project Period, July 1, 2024 –
June 30, 2029, provides a detailed list of strategies and activities that state and local public
health departments must accomplish during this time period. These strategies and activities
are consistent with the ten principles in the Response Readiness Framework (RRF), the fifteen
PHEP Capabilities, and the Strategies and Activities outlined in the Notice of Funding Award
(NOFO).
The CHB Grant Duties for the five-year project period were developed with input from local
public health representatives, MDH regional public health preparedness consultants, and staff
in the MDH Division of Emergency Preparedness and Response. The duties will be reviewed
by the SCHSAC PHEP Oversight Work Group and an associated workgroup. Considerations
into duty development included tiering duties to align with funding levels, complementing the
Minnesota Response Sustainability state funding duties, and requirements for Cities
Readiness Initiative (CRI). The duties also include a set of base expectations such as
attending MDH-sponsored training and responding to Health Alert Messages (HANs). Several
duties focus on continuing to improve response readiness and the ability to recover from
incidents and events, including training on and testing administrative and budget preparedness
plans and developing or revising a recovery plan based on assessment results from BP2.
CHBs will use their Multi-Year Integrated Preparedness Plan to train, educate, and exercise.
I certify that my community health board concurs with the general approach to public health
emergency preparedness as outlined by MDH.
Jody Lien
Prairie Lakes CHS Administrator
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2024-2028 PHEP Program Priorities - Defines Excellence in Response Operations
Public Health Response Readiness Framework
Prioritize a
risk-based approach
to all-hazards planning that
addresses evolving
threats and supports
medical countermeasure
logistics
1
Enhance partnerships
(federal and
nongovernmental
organizations) to effectively
support community
preparedness efforts
2
Expand local support
to improve jurisdictional
readiness to effectively
manage public health
emergencies
3
Improve administrative
and budget
preparedness systems
to ensure timely access to
resources for supporting
jurisdictional responses
4
Build workforce
capacity
to meet jurisdictional surge
management needs and
support staff recruitment,
retention, resilience, and
mental health
5
Modernize data
collection and systems
to improve situational
awareness and information
sharing with healthcare
systems and other partners
6
Strengthen risk communications activities to improve proficiency in disseminating critical public health information and warnings and address mis/disinformation
7
Incorporate health
equity practices
to enhance preparedness
and response support for
communities experiencing
differences in health status
due to structural barriers
8
Advance capacity and
capability of public
health laboratories
to characterize emerging
public health threats
through testing and
surveillance
9
Prioritize community
recovery efforts
to support health
department reconstitution
and incorporate lessons
learned from public health
emergency responses
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Minnesota Regional Data Model Request for Applications (RFA)
This application itself will reside in REDCap; you can find information about this funding opportunity and the
application questions below for your reference and planning purposes.
Important dates
6 March 2026 Optional Office Hours for Q&A from 12:00 p.m. – 1:00 p.m.
1 April 2026 Optional Office Hours for Q&A from 2:00 – 3:00 p.m.
6 April 2026 Last day to submit email questions about the first round RFA.
8 April 2026 Last Q&A update posted.
10 April 2026 Proposals due (until 11:59 p.m.) for projects beginning July 1, 2026.
30 June 2026 Proposals due (until 11:59 p.m.) for projects to begin October 1, 2026
30 September 2026 Proposals due (until 11:59 p.m.) for projects to begin January 1, 2027
31 December 2026 Proposals due (until 11:59 p.m.) for projects to begin April 1, 2027
Purpose
The purpose of these funds is to increase capacity to meet the Assessment and Surveillance
Foundational Public Health Responsibilities by sharing staffing, knowledge, and skills across
jurisdictions through planning, implementing, evaluating, and sustaining regional data models.
Background
In its 2021 session, the Minnesota Legislature passed a budget that included $6 million annually for the
Commissioner of Health to provide funding for community health boards and tribal governments to build
foundational public health capacity across the state and pilot new organizational models.
The Minnesota Department of Health (MDH) consulted with the State Community Health Services
Advisory Committee (SCHSAC) in the fall of 2021 and winter of 2022 before releasing the first round of
grants. In 2023, SCHSAC, informed by the Joint Leadership Team, approved recommendations for the
second round of grant funding. And in 2025, SCHSAC approved the recommendation to earmark a
portion of State Infrastructure funding for Regional Data Models.
Regional Data Models have been developed and piloted since the inception of this grant and have shown
success in increasing a region’s capacity to meet the assessment and surveillance capabilities of the
Foundational Public Health Responsibilities. MDH is interested in funding and sustaining regional data
models to ensure data capacity statewide.
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Funding availability
Up to $1.6 million of the annual State Infrastructure Funding can be allocated to Regional Data Models
each year. Up to 8 regions across the state can be funded, and each region can receive up to $200,000
per year. Applications submitted by April 10th will begin around July 1, 2026. Subsequent applications will
be reviewed and contracts awarded so that grant periods align with the state fiscal year whenever
possible.
For the purposes of this application, “region” is defined as multiple Community Health Boards and/or
Tribes that work together across jurisdictions. MDH will not determine geographical boundaries for a
region and encourage participating parties to work together to identify best fit for the group’s collective
needs and capacity. Applicants may choose to work within a predetermined region such as Local Public
Health Association or State Community Health Services Advisory Committee regions but are not limited
to these boundaries and are encouraged to think about new configurations that meet their needs.
Eligibility and other requirements
Eligible entities
Community health boards (CHBs) and Tribes are eligible to apply.
Scope
Funds will support projects that implement or sustain a regional data model. A Regional Data Model
creates a shared infrastructure to support data access, collection, use, management, and sharing. Data
Models go beyond datasets and dashboards – they provide the staffing, knowledge, expertise skills, and
the necessary infrastructure to increase an entire region's ability to utilize data.
The way a Region’s Data Model is organized will be unique to the needs of the participating jurisdictions.
A region may decide a hub-and-spoke model would best serve its needs, or a shared services model
would be better. Successful Regional Data Models have included the following core elements:
• Focused on creating or increasing capacity to meet Assessment and Surveillance Foundational
Public Health Responsibilities (FPHR) through regional staffing, knowledge, skills, and resources.
• Creates infrastructure for regional sharing and collaboration where each CHB and/or Tribe
benefits and has a voice.
• Is responsive to the regions' unique context, needs, and relationships.
• Builds or complements ongoing, successful partnerships, while leveraging regional strengths and
assets to eliminate disparities in regional data capacity.
Application requirements
A group of community health boards and/or Tribes should collaborate to complete this application to
access funding to support a regional data model. Only one form should be completed per region.
• You will need to determine the project’s fiscal host by time of contract negotiation.
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• Minnesota Department of Health will not create or enforce any predetermined regional
boundaries. You are encouraged to assess the needs and interest among the participating entities
and your communities. Participating CHBs and Tribes and a Regions’ geographical boundaries
can be adjusted over time.
• The intent of these funds is to ensure that any CHB or Tribe that wants to be a part of a regional
data model, has the opportunity to do so. MDH will work with CHBs and Tribes to ensure
statewide coverage as needed.
• That said, if a CHB or Tribe is part of more than one application, they will be asked to choose only
one Region to be part of.
This application will ask generally about your purpose and plan for implementing a Regional Data Model.
Because each region has different needs related to data capacity, the region will work with Center for
Public Health Practice staff to plan and submit an initial project plan 8 weeks after effective date of
contract and adapt that plan throughout the course of the project, as conditions and information change.
Other expectations
Selected grantees will be required to:
• Participate in regular check-ins with PHP staff by phone/video.
• Participate in in-person and/or virtual grantee meetings.
• Be responsive to other PHP evaluation activities to be determined (e.g., occasional written
reports, interviews, focus groups, or other activities).
• Share information about their work and their lessons learned with others.
• Submit invoices quarterly.
Grant management
Each funded project will formally enter into a 5-year grant agreement. The grant agreement will address
the conditions of the award, including implementation for the project.
Grantee should read the grant agreement, sign, and once signed, comply with all conditions of the grant
agreement.
Work that begins prior to a fully signed grant agreement will not be reimbursed.
The funded applicant will be legally responsible for assuring implementation of the work plan and
compliance with all applicable state requirements including worker's compensation insurance,
nondiscrimination, data privacy, budget compliance, and reporting.
Grant budgets
Applicants are required to submit a budget estimate for the first year of the project. Instructions are
embedded into this REDCap form. Grant recipients will be required to submit an annual budget estimate
for each year of the grant agreement. Budgets, like workplans, can be adjusted throughout the course of
the project.
Grantees will need to provide information about proposed subcontracts in accordance with the Financial
Guide for MDH Grants to community health boards.
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Ineligible Expenses:
• Solicitating donations
• Incentives and gift cards
• Taxes, except sales tax on goods and services
• Lobbyists, political contributions
• Bad debts, late payment fees, finance charges, or contingency funds
• Cost of membership dues for state or national affiliated organizations
Please note:
• Budget revisions are required whenever there is a change of 10% or more in any line item.
Grantees do not need prior approval to move funds that are less than 10% of a budget line item.
• There is no match requirement for this funding.
Evaluation
System performance and improvements in data capacity are monitored over time through LPH Act
annual reporting on assessment and surveillance performance measures. Applicants are encouraged to
identify any additional measures of interest to their project and incorporate evaluation activities into
their workplans.
Center for Public Health Practice staff will provide regular coaching and technical assistance to support
project teams and will convene grantees to support the sharing of knowledge, skills, and lessons
learned.
Selection Process
MDH staff will review applications for Regional Data Model projects. Evaluation criteria can be found on
the Regional Data Models funding website.
• Applications will be accepted on a rolling basis and reviewed quarterly until 8 regions have been
awarded funds, or until statewide coverage is achieved.
• To be considered in the first round of review, applications should be submitted no later than April
10, 2026. The expected start date is around July 1, 2026.
• Applications submitted by June 30, September 30, and December 31 will be considered in
subsequent reviews for start dates around October 1, January 1, and April 1, respectively.
Please note:
• MDH reserves the right to withhold the distribution of funds in cases where applications
submitted do not meet the necessary criteria.
• MDH reserves the right to waive minor irregularities or request additional information to further
clarify or validate information submitted in the application, provided the application, as
submitted, substantially complies with the requirements outlined in this document.
• This application process does not obligate MDH to award a grant agreement or complete the
project, and MDH reserves the right to amend or cancel this process if it is considered to be in its
best interest.
24
Questions about this funding
Questions should be emailed to health.ophp@state.mn.us. Responses to emailed questions will be
posted on the Regional Data Models website and updated regularly.
The last day questions can be submitted for the first round of review is April 6, 2026. The final update to
the online Q&A will be posted by the close of business on April 8, 2026.
Project description
General contact information
1. Who is on the project team? Identify the individual names, roles, and responsibilities.
2. I attest that the follow jurisdictions and CHS administrators and/or directors have committed to
participating in the model. (Please list names and Community Health Board or Tribe)
3. Describe the current data capacity among the participating partners.
4. Describe how this project aims to support and increase data capacity.
5. Describe your regional data model.
a. What is your current and/or proposed staffing plan?
b. What shared infrastructure, delivery models, processes, etc. will be created or sustained?
c. How will you ensure shared decision making and ongoing engagement among participating
partners?
6. With each jurisdiction and/or partner identified, describe what you have done, or are currently
doing, to secure buy-in and set a strong foundation for successful collaboration on this project.
(budget)
25
1
Meeting Performance Measures in 2024: Partnership4Health
LOCAL PUBLIC HEALTH ANNUAL REPORTING
Overview
In 2025, 51 community health boards and the Minnesota Department of Health reported on 46 national
performance measures for calendar year 2024 aligned with the Foundational Public Health
Responsibilities Framework. A list of the 46 measures is included in Table 1. These findings provide
insight into Minnesota’s public health system capacity.
This report summarizes performance measurement data reported by Partnership4Health Community
Health Board for calendar year 2024.
What’s included
▪ Partnership4Health’s ability to meet 46 national measures aligned with foundational
responsibilities, 2024: Table 1.
▪ Minnesota community health boards’ ability to meet 46 national measures by population served,
2024, with Partnership4Health highlighted: Figure 1.
▪ Minnesota community health boards’ ability to fully meet a subset of measures by community
health board size (very small, small, medium, large): Figures 2 through 9.
How you can use this report and its data
This report can be used to identify strengths and opportunities for improvement. It could help to
identify your community health board priorities, action planning, and use of resources, including
Foundational Public Health Responsibility funding.
If you would like help interpreting this data or would like to discuss ideas on using your data to
communicate progress or improve quality, please contact the MDH Center for Public Health Practice
(health.ophp@state.mn.us) or your public health system consultant: Who Is My Public Health System
Consultant?
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COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
2
About the measures and reporting
The 46 national measures are a subset of measures from Public Health Accreditation Board (PHAB)
(version 2022) and are aligned with the foundational responsibilities. In Minnesota, community health
boards are not required to become accredited; however, these national measures represent best
practices for governmental public health. If you would like to learn more about each measure and
related requirement and elements, see the performance measurement instructions LPH Act Annual
Reporting Instructions - MN Dept. of Health
Data reflect the ability of community health boards to meet each measure between the reporting period
of January 1, 2024, through December 31, 2025. Community health boards were asked to engage key
staff in reviewing the 46 measures and consider the requirements and related elements for each
measure. They were not required to submit any documentation. Community health boards selected
from the following response options: Fully meet, Substantially meet, Minimally meet, and Does not
meet. Multi-county community health boards were asked to report on the lowest level of capacity of
member health departments.
Limitations
Reporting on these performance measures in Minnesota for the Local Public Health Act restarted in
2023, therefore there is limited trend data. Future community profiles will include data across multiple
years, allowing for boards to monitor changes over time.
For more limitations, please refer to the Performance Measurement Key Findings Workgroup Report for
2024: Past Data: LPH Act Annual Reporting - MN Dept. of Health
More information
▪ To find 2024 system-wide data and analysis on performance measures, finance, and staffing, visit:
Past Data: LPH Act Annual Reporting - MN Dept. of Health
▪ To find past years’ data specific to your community health board, log into REDCap and select that
year’s project. For help in accessing REDCap, visit: Log into REDCap for LPH Act Annual Reporting
▪ Visit Funding for Foundational Public Health Responsibilities - MN Dept. of Health for more
information about the Foundational Responsibilities Grant, and how funding can be used to support
strengthening foundational responsibilities.
▪ Questions? Contact Ann March at ann.march@state.mn.us or Ghazaleh Dadres
Ghazaleh.dadres@state.mn.us
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COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
3
Partnership4Health’s ability to meet 46 national measures
Table 1: Ability to meet 46 national measures, 2023-2024
Note: “N/A” means community health boards were not asked to report on that measure that year.
Capability/Area Measure Ability to meet 2023 Ability to meet 2024 Accountability and performance management 7.1.2: Implement and evaluate strategies to improve
access to health care services.
Substantially meets Substantially meets
9.1.1: Establish a performance management system. Minimally meets Does not meet
9.1.2: Implement the performance management
system.
Minimally meets Does not meet
9.1.3: Implement a systematic process for assessing
customer satisfaction with health department
services.
Minimally meets N/A
9.1.5: Implement quality improvement projects. N/A Minimally meets
9.2.1: Base programs and interventions on the best
available evidence.
N/A Substantially meets
9.2.2: Evaluate programs, processes, or interventions. Does not meet Substantially meets Assessment and surveillance 1.1.1: Develop a community health assessment. Substantially meets Substantially meets
1.2.1: Collect non-surveillance population health data. N/A Fully meets
1.2.2: (Local) Participate in data sharing with other
entities; (State) Engage in data sharing and data
exchange with other entities.
N/A Fully meets
1.3.1: Analyze data and draw public health
conclusions.
N/A Fully meets
1.3.3: Use data to recommend and inform public
health actions.
Minimally meets Fully meets
2.1.1: Maintain Surveillance systems. N/A Does not meet
2.1.3: Ensure 24/7 access to resources for rapid
detection, investigation, containment, and mitigation
of health problems and environmental public health
hazards.
N/A Minimally meets
2.1.7: Use surveillance data to guide improvements. N/A Substantially meets
7.1.1: Engage with health care delivery system
partners to assess access to health care services.
Minimally meets Substantially meets Communicable disease control 2.1.4: Maintain protocols for investigation of public
health issues.
N/A Does not meet
2.1.6: Collaborate through established partnerships to
investigate or mitigate public health problems and
environmental public health hazards.
N/A Substantially meets Communications 2.2.5: Maintain a risk communication plan and a
process for urgent 24/7 communication with response
partners.
N/A Minimally meets
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COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
4
Capability/Area Measure Ability to meet 2023 Ability to meet 2024
3.1.1: Maintain procedures to provide ongoing, non-
emergency communication outside the health
department.
Minimally meets Minimally meets
3.1.4: Use a variety of methods to make information
available to the public and assess communication
strategies
Substantially meets NA
3.2.2: Implement health communication strategies to
encourage actions to promote health.
Minimally meets Minimally meets Community partnership development 4.1.1: Engage in active and ongoing strategic
partnerships.
N/A Substantially meets
4.1.2: Participate actively in a community health
coalition to promote health equity.
N/A Fully meets
4.1.3: Engage with community members to address
public health issues and promote health.
Substantially meets Substantially meets
5.2.2: Adopt a community health improvement plan. Minimally meets Fully meets
5.2.3: Implement, monitor, and revise as needed, the
strategies in the community health improvement plan
in collaboration with partners.
Minimally meets Minimally meets
7.2.1: Collaborate with other sectors to improve
access to social services.
N/A Substantially meets Emergency preparedness and response 2.2.1: Maintain a public health emergency operations
plan
Minimally meets Minimally meets
2.2.2: Ensure continuity of operations during response. N/A Fully meets
2.2.3: Maintain and expedite access to personnel and
infrastructure for surge capacity.
Does not meet N/A
2.2.4: Ensure training for personnel engaged in
response.
Minimally meets N/A
2.2.6: Maintain and implement a process for urgent
24/7 communications with response partners.
N/A Substantially meets
2.2.7: Conduct exercises and use After Action Reports
and Improvement Plans (AAR-IPs) from exercises and
responses to improve preparedness and response.
Minimally meets Substantially meets Environmental Public Health 2.1.5: Maintain protocols for containment and
mitigation of public health problems and
environmental public health hazards.
N/A Does not meet Equity 5.2.4: Address factors that contribute to specific
populations' higher health risks and poorer health
outcomes.
Does not meet Substantially meets
10.2.1: Manage operational policies including those
related to equity.
Does not meet Substantially meets Organizational Competencies 8.1.1: Collaborate to promote the development of
future public health workers.
Fully meets N/A
8.1.2: Recruit a qualified and diverse health
department workforce.
N/A Fully meets
8.2.1: Develop and implement a workforce
development plan and strategies.
N/A Does not meet
8.2.2: Provide professional and career development
opportunities for all staff.
Fully meets Substantially meets
29
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
5
Capability/Area Measure Ability to meet 2023 Ability to meet 2024
10.1.2: Adopt a department-wide strategic plan. N/A Does not meet
10.2.2: Maintain a human resource function. N/A Fully meets
10.2.3: Support programs & operations through an
information management infrastructure.
N/A Minimally meets
10.2.4: Protect information and data systems through
security and confidentiality policies.
N/A Fully meets
10.2.6: Oversee grants and contracts. N/A Fully meets
10.2.7: Manage financial systems. N/A Fully meets
10.3.3: Communicate with governance routinely and
on an as-needed basis.
N/A Substantially meets
10.3.4: Access and use legal services in planning,
implementing, and enforcing public health initiatives.
N/A Substantially meets Policy development and support 5.1.1: Maintain awareness of public health issues that
are being discussed by those who set policies and
practices that impact on public health.
Fully meets N/A
5.1.2: Examine and contribute to improving policies
and laws.
N/A Minimally meets
6.1.4: Conduct enforcement actions. N/A Substantially meets
6.1.5: Coordinate notification of enforcement actions
among appropriate agencies.
Substantially meets N/A
Minnesota community health boards’ ability to fully meet 46 national measures by board size, 2024
Figure 1: Number of measures met by population served, 2024
30
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
6
Partnership4Health
0 5 10 15 20 25 30 35 40 45
Below 25K
Below 25K
Below 25K
Below 25K
Below 25K
25-50K
25-50K
25-50K
25-50K
25-50K
25-50K
25-50K
25-50K25-50K25-50K25-50K25-50K25-50K
25-50K
25-50K
25-50K
25-50K
25-50K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100K
50-100KOver 100KOver 100KOver 100KOver 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
Over 100K
MDH
Fully Meet Substantially Meet Minimally Meet Does not Meet Not Sure
31
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
7
Minnesota community health boards’ ability to fully meet one measure from each capability, 2024
The figures on the following pages present pie charts showing Minnesota community health boards’
(CHBs) ability to fully meet one selected measure from each foundational capability, grouped by
population size. CHBs can use this information to compare their CHBs performance with others serving a
similar population. These measures were chosen by MDH and affirmed by SCHSAC’s Performance
Measurement Workgroup because they represent the capability or reflect a key function within that
capability.
The selected measures illustrated below include:
▪ Assessment and surveillance. Measure 1.3.3: Use data to recommend and inform public health
actions
▪ Community partnership and development. Measure 4.1.3: Engage with community members to
address public health issues and promote health.
▪ Equity: Measure 5.2.4: Address factors that contribute to specific populations' higher health risks
and poorer health outcomes.
▪ Organizational competencies. Measure 8.2.2: Provide professional and career development
opportunities for all staff.
▪ Policy development and support. Measure 5.1.2: Examine and contribute to improving policies and
laws.
▪ Accountability and performance management. Measure 9.1.2: Implement the performance
management system.
▪ Emergency preparedness and response. Measure 2.2.1: Maintain a public health emergency
operations plan (EOP)
▪ Communications. Measure 3.2.2: Implement health communication strategies to encourage actions
to promote health.
If your CHB would like to see data in a specific format or how your CHB compares to other CHBs in your
population category or region, please contact Ann March at ann.march@state.mn.us or Ghazaleh
Dadres Ghazaleh.dadres@state.mn.us.
Community health board size legend
Very small: Five boards, have fewer than 25,000 residents
Small: 18 boards, have 25,000 to 50,000 residents
Medium: 14 boards, have 50,000 to 100,000 residents
Large: 14 boards, have greater than 100,000 residents
32
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
8
Figure 2: Assessment and surveillance. Measure 1.3.3: CHB ability to use data to
recommend and inform public health actions, 2024
Partnership4Health is considered a “large” community health board (greater than 100K
residents).
Partnership4Health reported it could fully meet Measure 1.3.3.
Figure 3: Community partnership and development. Measure 4.1.3: Engage with
community members to address public health issues and promote health, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could substantially meet measure 4.1.3.
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COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
9
Figure 4: Equity: Measure 5.2.4: Address factors that contribute to specific
populations' higher health risks and poorer health outcomes, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could substantially meet measure 5.2.4.
Figure 5: Organizational competencies. Measure 8.2.2: Provide professional and
career development opportunities for all staff, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could substantially meet measure 8.2.2.
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COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
10
Figure 6: Policy development and support. Measure 5.1.2: Examine and
contribute to improving policies and laws, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could minimally meet measure 5.1.2.
Figure 7: Accountability and performance management. Measure 9.1.2:
Implement the performance management system, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could not meet measure 9.1.2.
35
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
11
Figure 8: Emergency preparedness and response. Measure 2.2.1: Maintain a
public health emergency operations plan, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could minimally meet measure 2.2.1.
Figure 9: Communications. Measure 3.2.2: Implement health communication
strategies to encourage actions to promote health, 2024.
Partnership4Health is considered a “large” community health board.
Partnership4Health reported it could minimally meet measure 3.2.2.
36
COMMUNITY HEALTH BOARD PROFILE 2024: PARTNERSHIP4HEALTH
12
Minnesota Department of Health
PO Box 64975
St. Paul, MN 55164-0975
651-201-3880 health.ophp@state.mn.us
www.health.state.mn.us
December 2025
To obtain this information in a different format, call: 651-201-3880.
37
EXPENDITURES SUMMARY FOR MINNESOTA’S LOCAL PUBLIC HEALTH SYSTEM IN 2024
3
CY2024 Expenditure Highlights
Total expenditures: $519.2 M
▪ Decline in per capita expenditures: Per capita
expenditures decreased by 11.1% from 2023
▪ Reductions in COVID-19 expenditures: $25.2M
expended (4.9% of total)
Funding mix
Largest funding sources of expenditures:
▪ Local tax levy: $193.8M (37.3% of total
expenditures). Half of access to and linkage with
clinical care expenditures in 2024 were
supported by local tax levy.
Other federal funds: $115.8M (22.3% of total
expenditures). These funds supported 36% of
communicable disease control spending.
“Other” federal funds means federal funding
sources beyond Medicaid and waivers,
Medicare, Title V, and TANF.
Minnesota local public health system funding
sources for all expenditures, 2024
*Locally generated sources include local tax levy, fees, reimbursements,
and other local funding
**All federal funding sources included
Expenditures by Responsibility
▪ Chronic Disease and Injury Prevention,
Maternal, Child and Family Health: $153M
(29% of overall expenditures)
▪ Access to and Linkage with Clinical Care:
$148M (29% of overall expenditures)
▪ Environmental Public Health: $77M (15% of
overall expenditures)
▪ Foundational capabilities (except emergency
preparedness and response): $67M (13% of
overall expenditures)
▪ Communicable Disease Control: $54M (10% of
overall expenditures)
▪ Emergency Preparedness and Response: $19M
(4% of overall expenditures)
Funding Trends
▪ Per capita expenditures are 12% less in 2024
($65 per capita) compared to 2019, before
COVID-19 funding ($74 per capita).
▪ Flexible funding has decreased over time: Local
Public Health grant, Foundational Public Health
Responsibilities grant, and local tax levy make
up 45% of 2024 expenditures, down from 52%
in 1979.
▪ Reliance on locally generated funds:
Throughout time, community health boards
have consistently relied heavily on locally
generated funds*
Other Key Facts
▪ NEW Foundational Responsibilities grant:
$4.2M expended in 2024 to strengthen
foundational responsibilities.
▪ 71% of CHBs provided funding to nearly 1,400
partner organizations, totaling $39.6 Million
(8% of total expenditures).
Locally-generated *
50%
Federal
funds**
33%
State funds17%
38
2024 STAFFING REPORT
4
At a glance: Calendar year 2024 workforce
Click on the underlined heading to learn more about that topic.
Total FTEs in Minnesota: 2,688
Less than 1% increase from 2023 (2,667)
Median CHB staffing: 31 FTEs (range of 2 to 442)
Median per capita staffing: 50 FTEs per 100,000
population (range of 6 – 179)
The five largest CHBs make up 42% of all FTEs across
the local public health system
Regional insights
Highest per capita FTEs: West Central Region, 94 FTEs
per 100,000 population
Lowest per capita FTEs: Central Region, 35 FTEs per
100,000 population
Region with most FTEs: Metro (1,317; 49% of all)
Higher staffing per 100,000 is often due to direct service
provision.
Workforce diversity
Data is incomplete for some large CHBs.
Top three roles
Growing and declining roles since 2023
▲Social workers (+15%)
▲Environmental scientists (+11%)
▲Nutritionists (+8%)
▲Public health program specialists (+7%)
▲Health planners (+6%)
▼Paraprofessionals (-13%)
Growing and declining FTEs by
responsibility since 2023
The sum of FTEs across responsibilities does not equal
the total due to rounding.
▲Chronic disease and injury prevention; Maternal,
child and family health: 1,064 FTEs (+5%)
▲Environmental public health: 294 FTEs (+5%)
▲Emergency preparedness and response: 155 FTEs
(+35%)
▲All other Foundational capabilities (not emergency
preparedness and response): 418 FTEs (+10%)
▼Communicable disease control: 162 FTEs (-43%)
▼Access to and linkage with clinical care: 596 FTEs (-
3%)
20%
4%
23%
6.5%
0%
5%
10%
15%
20%
25%
Identify as a race other
than white
Identify as Hispanic
Local public health workforce State of Minnesota
39