Financial savings both for companies, which will be critical in a populous city with competition for philanthropic bucks

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Financial savings both for companies, which will be critical in a populous city with competition for philanthropic bucks

This season, CCO invited the Director of KCMOHD to participate them at the first nationwide Community Organizing and Public wellness Exploratory Meeting. This meeting reaffirmed to your leaders of both companies which they shared values and mutually useful and complementary ability sets that may advance a wider agenda that is social. Soon after this conference, the two teams chose to formalize their partnership and drafted a Memorandum of Understanding (MOU) last year, that has been formally finalized when you look at the springtime of 2012.

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

The KCMOHD CCO MOU was created to produce an immediate and obviously defined relationship involving the wellness Department and their community partner. The MOU defined each party’s roles and duties and joint goals. The framework for the collaboration devoted to 5 key areas: heir joint goals are grouped into 3 main categories: building capability when you look at the industries of general general public health insurance and community organizing, engaging concern communities, and attaining wellness effect results.

MOU cost and implementation cost savings

The MOU was updated in January 2016 to strengthen the partnership and to make the objectives and practices more specific after a few years of working within the MOU guidelines and evaluating their processes. The KCMOHD Director notes that “the MOU procedure had been an easy task to perform, needing only my approval and that of CCO’s Executive Director, and it has been affordable with just minimal expenses associated with the execution of contracts and a membership that is pledged CCO by KCMOHD. Although both companies did sooner or later employ extra regular staff due to this partnership, it is hard to express exactly how much extra expense that entailed. A lot of that price is offset by the extra effect we are receiving in the neighborhood through advocacy, funds, etc.”

In accordance with KCMOHD, the MOU enabled the wellness Department to work as though it had a residential district division that is organizing the expense of hiring, training, and keeping one. It’s estimated that this technique has saved KCMOHD upward of $1.5 million annually while nevertheless producing the exact same degree of impact and alter while they may have accomplished by themselves.

Sharing a workplace facilitates trainings and interaction

Among the MOU agreements had been that the 2 companies would share a workplace. For 15 years, KCMOHD had devoted an office that is specific in the wellness Department building for community partnership incubation. For the years, various community based companies used this space to collaborate with payday loans NH particular wellness Department staff on subjects associated with tobacco, asthma, along with other dilemmas.

In 2012, CCO had been told they needed seriously to go workplaces. KCMOHD and CCO leaders recognized that co finding their groups could facilitate much much much deeper relationship building, along with enhance and enhance interaction between your 2 teams. because of this, CCO relocated to the wellness Department, which made trainings that are joint 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 groups come together

As described within their NACCHO Model Practice description, “A wellness related issue may be identified in several ways. It may be through the wellness division through assessing new data; it can be from CCO through speaking with community groups; it might be through the wellness Commission through talks with town council or other companies. When a presssing problem is identified, the KCMOHD and CCO meet to go over exactly how it really is impacting the fitness of the city. Key players and influential community leaders are identified (like the wellness Commission), an idea for impact across the problem is established making use of grassroots community arranging techniques, and information requirements and information gaps are determined. Then a strategy is created. Each agency works together and in their sphere of impact to generate a motion that is more powerful than either entity could attain alone. The MOU will act as both an instrument and a roadmap whilst the two agencies spend adequate time and resources to attain the intended wellness equity and social justice result in the targeted area/population.”