Financial savings for both businesses, that will be critical in a populous town with competition for philanthropic dollars

This season, CCO invited the Director of KCMOHD to become listed on them during the National that is first Community and Public wellness Exploratory Meeting. This conference reaffirmed into the leaders of both companies they shared values and mutually useful and complementary ability sets which could advance a wider social agenda. Soon after this conference, the two teams made a decision to formalize their partnership and drafted a Memorandum of Understanding (MOU) last year, that was formally finalized into the springtime of 2012.

MOU developed, determining functions, duties, and objectives that are joint

The KCMOHD CCO MOU was created to generate a direct and obviously defined relationship between your ongoing health Department and their community partner. The MOU defined each party’s roles and obligations and joint goals. The framework for the collaboration based on 5 key areas: heir joint objectives are grouped into 3 primary categories: building capability into the industries of general general public health insurance and community organizing, engaging concern communities, and attaining wellness effect results.

MOU implementation and value cost cost savings

In the long run of working in the MOU recommendations and assessing their procedures, the MOU had been updated in January 2016 to bolster the partnership and also to make the goals and methods more certain. The KCMOHD Director notes that “the MOU procedure had been simple to execute, needing just my approval and that of CCO’s Executive Director, and has now been affordable with just minimal expenses connected with the execution of agreements and a membership that is pledged CCO by KCMOHD. Although both companies did sooner or later employ extra time that is full due to this partnership, it is hard to state exactly how much extra expense that entailed. Much of that expense is offset because of the impact that is additional are receiving in town through advocacy, grants, etc.”

Relating to KCMOHD, the MOU enabled the wellness Department to operate just as if it had a residential area arranging unit without the price of hiring, training, and keeping one. It is estimated that this technique has saved KCMOHD upward of $1.5 million annually while nevertheless producing the exact same amount of impact and alter because they may have accomplished by themselves.

Sharing a workplace facilitates trainings and interaction

Among the MOU agreements had been that the two businesses would share work place. For 15 years, KCMOHD had committed a certain a workplace inside the wellness Department building for community partnership incubation. Through the years, various community based businesses used this space to collaborate with particular wellness Department staff on subjects pertaining to tobacco, asthma, along with other dilemmas.

In 2012, CCO ended up being told which they had a need to go workplaces. KCMOHD and CCO leaders understood that co finding their groups could facilitate deeper relationship building, along with enhance and enhance interaction involving the 2 teams. As a result, CCO relocated in to the wellness Department, which made joint trainings, cross trainings, agency training, and time to time communications easier and more fluid. In addition, co location supplied financial savings for both companies, that is critical in town with competition for philanthropic dollars.

The way the 2 teams work together

As described inside their NACCHO Model Practice description, “A wellness related issue are identified in a variety of ways. It might be through the wellness department through assessing brand new data; it might be from CCO through conversing with community teams; maybe it’s through the wellness Commission through conversations with town council or other companies. When problem is identified, the KCMOHD and CCO meet to talk about exactly how it really is impacting the healthiness of the community. Key players and community that is influential are identified (like the wellness Commission), an idea for impact all over problem is done utilizing grassroots community arranging strategies, and information requirements and information gaps are determined. Then a method is made. Each agency works together and inside their sphere of impact to generate a movement this is certainly more powerful than either entity could attain alone. The MOU will act as both an instrument and a roadmap while the two agencies spend enough some time resources to attain the intended wellness equity and social justice result in the targeted area/population.”