In 2010, CCO invited the Director of KCMOHD to participate them during the first nationwide Community Organizing and Public wellness Exploratory Meeting. This conference reaffirmed to your leaders of both companies which they shared values and mutually useful and complementary skill sets which could advance a wider social agenda. Soon after this conference, the two teams chose to formalize their partnership and drafted a Memorandum of Understanding (MOU) last year, that was formally finalized within the springtime of 2012.

MOU developed, determining functions, obligations, and joint goals

The KCMOHD CCO MOU originated to produce a direct and demonstrably defined relationship between your wellness Department and their community partner. The MOU defined each party’s roles and obligations and joint goals. The framework for the collaboration devoted to 5 key areas: heir joint goals are grouped into 3 primary categories: building capability when you look at the areas of general public health insurance and community organizing, engaging concern communities, and attaining wellness effect results.

MOU execution and expense cost cost savings

In the long run of working in the MOU instructions and assessing their processes, the MOU ended up being updated in January 2016 to bolster the partnership also to result in the goals and techniques more particular. The KCMOHD Director notes that “the MOU procedure had been www.autotitleloansplus.com/payday-loans-mi/ an easy task to perform, needing just my approval and that of CCO’s Executive Director, and it has been affordable with just minimal expenses associated with the execution of agreements and a pledged membership to CCO by KCMOHD. Although both companies did ultimately employ extra time that is full because of this partnership, it is hard to say just how much extra expense that entailed. Most of that price is offset by the extra impact we are receiving in town through advocacy, funds, etc.”

In accordance with KCMOHD, the MOU enabled the wellness Department to work as though it had a residential district arranging division without the price of hiring, training, and keeping one. It’s estimated that this procedure has saved KCMOHD upward of $1.5 million annually while still producing the level that is same of and alter because they may have achieved by themselves.

Sharing work place facilitates trainings and interaction

Among the MOU agreements ended up being that the two businesses would share a workplace. For 15 years, KCMOHD had devoted a particular 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 problems.

In 2012, CCO ended up being told which they necessary to move workplaces. KCMOHD and CCO leaders recognized that co finding their teams could facilitate deeper relationship building, also enhance and enhance interaction amongst the 2 teams. Because of this, CCO moved 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 cost savings for both businesses, that is critical in a populous town with competition for philanthropic dollars.

The way the 2 teams come together

As described within their NACCHO Model Practice description, “A wellness related issue could be identified in lots of ways. Maybe it’s through the wellness division through assessing brand new data; maybe it’s from CCO through conversing with community teams; it might be through the wellness Commission through conversations with city council or other companies. As soon as a presssing problem is identified, the KCMOHD and CCO meet to talk about exactly exactly how it really is impacting the fitness of the community. Key players and community that is influential are identified (for instance the wellness Commission), a strategy for impact across the issue is made making use of grassroots community organizing strategies, and information requirements and information gaps are determined. Then a method is created. Each agency works together and inside their sphere of impact to generate a motion this is certainly more powerful than either entity could attain alone. The MOU acts as both an instrument and a roadmap whilst the two agencies spend adequate some time resources to attain the intended wellness equity and social justice result inside the targeted area/population.”