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Type: |
Cooperative Services |
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800
Mhz Project |
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Agency, Counties or Groups involved in the process: |
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Why did you collaborate on this effort? |
Public Safety Radio Communication Subsystem- Incorporate a
regionwide public safety radio communcation systems that would support
police, fire, ambulance and sherriff departments with their radio
communications. |
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Keys to success / challenges / lessons learned / advice to
others: |
Improved communication throught 800 Mhz radio system
thru-out |
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What have been the outcomes to-date? |
Communcation btw |
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Resources: |
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For more information, |
Dee Guthman, Admin. Specialist |
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Type: |
Cooperative Services |
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Agency, Counties or Groups involved in the process: |
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Why did you collaborate on this effort? |
Organized in 1970 and has representatives from all of the
municipal law enforcement agencies in the county as well as the county
sheriff and county attorney. The
council has a cooperative arrangement for law enforcement training
intiatives, purchasing, central communications (911) and major crime investigations. |
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Keys to success / challenges / lessons learned / advice to
others: |
The council works to eliminate excess and overlapping
services which would otherwise exist. |
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What have been the outcomes to-date? |
The council established the first central dispatch
operation in the State of Minnesota, which now has evvolved into the current
central 911 service for the citizens of Anoka County. |
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Resources: |
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For more information, |
Dee Guthman, Admin. Specialist |
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Type: |
Cooperative Services |
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Cass/Clay
Community Influenza Collaborative |
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Agency, Counties or Groups involved in the process: |
Representation on the committee includes health care
providers in |
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Why did you collaborate on this effort? |
The group was first established in 2000 to address the
concerns about seasonal influenza planning and vaccine distribution due to
delays in vaccine. Since that time the
group has expanded to not only address seasonal influenza but many other
communicable diseases, smallpox preparedness, SARS planning ,pandemic
influenza planning and other public health emergency planning. |
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Keys to success / challenges / lessons learned / advice to
others: |
The initial goal was to improve communication between the
private and public health care sectors in regards to influenza prevention
planning. We wanted to develop a
common message for the general public regarding influenza vaccination,
educate all health care providers regarding CDC influenza vaccination
guidelines and encourage compliance, establish consistency in timing of
vaccination clinics as well as vaccine prices throughout our communities and
develop a local influenza surveillance system. |
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What have been the outcomes to-date? |
Our successes have been most notably that we have improved
communication and collaboration between public and private health care
providers. No longer is the public
receiving mixed messages about influenza prevention and vaccination. The
surveillance system has been a benefit with the combined information
regarding influenza in our communities. Some of the challenges were in implementing the
surveillance system with efficiency, timeliness and ease of entry for
participating agencies. Fargo Cass Public Health in ND has a local health officer
who has a strong interest in surveillance and data so we were fortunate to
have that expertise with this system. We also are bordering states and some challenges can be to
work as one community but also follow recommendations from both state health
agencies. |
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Resources: |
The group has expanded membership from 6 individuals the
first year to around 20 individuals at present from the health care
providers. There is an increase in the entities participating in the
surveillance system from 8 to 18. Communication has improved between the public and private
health care sectors. The public is now
receiving common information and messaging about influenza prevention. There continues to be a growing sense of community
involvement and ownership as we addess other communicable disease control and
emergency planning. |
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For more information, |
Kathy McKay, Public Health Director |
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Type: |
Cooperative Services |
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Cass/Clay
Community Influenza Collabortive |
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Agency, Counties or Groups involved in the process: |
Representation on the committee includes health care
providers in |
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Why did you collaborate on this effort? |
The group was first established in 2000 to address the
concerns about seasonal influenza planning and vaccine distribution due to
delays in vaccine. Since that time the
group has expanded to not only address seasonal influenza but many other
communicable diseases, smallpox preparedness, SARS planning ,pandemic influenza
planning and other public health emergency planning. |
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Keys to success / challenges / lessons learned / advice to
others: |
The initial goal was to improve communication between the
private and public health care sectors in regards to influenza prevention
planning. We wanted to develop a
common message for the general public regarding influenza vaccination, educate
all health care providers regarding CDC influenza vaccination guidelines and
encourage compliance, establish consistency in timing of vaccination clinics
as well as vaccine prices throughout our communities and develop a local
influenza surveillance system. |
|
What have been the outcomes to-date? |
Our successes have been most notably that we have improved
communication and collabortion between public and private health care
providers. No longer is the public
receiving mixed messages about influenza prevention and vaccination. The
surveillance system has been a benefit with the combined information
regarding influenza in our communities. Some of the challenges were in implementing the
surveillance system with efficiency, timeliness and ease of entry for
participating agencies. Fargo Cass Public Health in ND has a local health officer
who has a strong interest in surveillance and data so we were fortunate to
have that expertise with this system. We also are bordering states and some challenges can be to
work as one community but also follow recommendations from both state health
agencies. |
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Resources: |
The group has expanded membership from 6 individuals the
first year to around 20 individuals at present from the health care
providers. There is an increase in the entities participating in the
surveillance system from 8 to 18. Communication has improved between the public and private
health care sectors. The public is now
receiving common information and messaging about influenza prevention. There continues to be a growing sense of community
involvement and ownership as we addess other communicable disease control and
emergency planning. |
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For more information, |
Kathy McKay, Public Health Director |
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Type: |
Cooperative Services |
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Agency, Counties or Groups involved in the process: |
City of |
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Why did you collaborate on this effort? |
Implement a Geographic Information System (GIS) that
reduces duplication adn provides for all the needs of |
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Keys to success / challenges / lessons learned / advice to
others: |
Reduce duplication and increase access to information. |
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What have been the outcomes to-date? |
Work together to achieve a goal. Purpose is more important that
process. Be willing to change
established business practices. |
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Resources: |
Successfully implemented. |
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For more information, |
Mark Sloan, GIS Coordinator |
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Type: |
Cooperative Services |
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Family
Group Decision Making |
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Agency, Counties or Groups involved in the process: |
This is an 8 county collaborative effort. |
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Why did you collaborate on this effort? |
Family Group Decision Making is process which involves
enlisting the aid and resources of families of persons who are involved in
the child protection system. The families are involved in decsion making re:
the placement and care of vulnerable children and general service plan
development. |
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Keys to success / challenges / lessons learned / advice to
others: |
It was an opportunity to obtain grant dollars to fund a
service enhancement. |
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What have been the outcomes to-date? |
The first real key to success was the great support from a
larger county partner who took the lead in obtaining the grant. |
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Resources: |
Clients and staff have been very pleased with this service
approach. |
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For more information, |
Ray Reese, Human Services Director ray.reese@co.jackson.mn.us |
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Type: |
Cooperative Services |
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Agency, Counties or Groups involved in the process: |
See above for reference to the various groups involved in
the MTF. |
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Why did you collaborate on this effort? |
The MTF is made up of representatives from law enforcement,
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Keys to success / challenges / lessons learned / advice to
others: |
Four years ago it became very apparent that meth was a
rapidly growing problem that was affecting every one of the above referenced
groups as well as the general community. The group was formed to provide
education and information to the service community as well as the general
population. |
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What have been the outcomes to-date? |
The primary key is to have a group that is convinced of the
seriousness of the meth problem and committed to doing something about it.
Next it is important to plan activities that can be observed and measured
relative to success. |
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Resources: |
We have received very positive response to efforts related to education within the
schools, an information booth at the county fair and various public
presentations. |
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For more information, |
Ray Reese, Human Services Director |
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Type: |
Cooperative Services |
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Agency, Counties or Groups involved in the process: |
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Why did you collaborate on this effort? |
The Olmsted County Tuberculosis Clinic is to our knowledge
unlike any other TB Clinic in the country. It is not a satellite medical
clinic that resides within a health department, nor is it solely a public
health clinic that contracts for medical services. It is a unique model of collaboration that
integrated the clinical strengths and material resources of the Mayo Clinic
with those of Olmsted County Public Health.
The Clinic has a large waiting room, a small laboratory, a
professional consultation room and three negative pressure exam rooms. One of the exam rooms houses a
state-of-the-art digital x-ray machine and a HEPA filtered sputum
induction/collection hood. A public
health x-ray technician is able to send digital x-ray images to the Mayo
radiology department instantly and receive results within hours. The same public health technician is also
able to induce and collect sputums or draw blood samples and send them
quickly by courier to a Mayo laboratory for analysis. A physician from a core group of Pulmonary,
Infectious Disease, Pediatric and Internal Medicine specialists staffs the
Clinic two half days each week. The
physicians are assisted by a public health nurse (PHN) and, if needed, a
public health interpreter and assess 4 to 5 patients with active or suspected
TB during each clinic. If a patient is
contagious, public health staff conduct contact investigations to detect
spread of the disease and provide treatment to infected contacts. Tuberculosis is a complicated disease and
sometimes difficult to treat; a patient is required to take multiple drugs in
varying regimens for many months to reach a cure. A PHN monitors the health of the patient
and manages the delivery of medication.
Persons with active TB are visited daily by public health outreach
workers who deliver and directly observe them taking TB medications. Public health nurses also skin test persons
for TB on a daily basis and manage the treatment of persons with latent (not
active) TB infections. All patient medications and a small grant to support
patient outreach are provided by the Minnesota Department of Health. |
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Keys to success / challenges / lessons learned / advice to
others: |
In the late 1990’s |
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What have been the outcomes to-date? |
The commitment of resources from Mayo Clinic and |
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Resources: |
The Olmsted County TB Clinic has become a regional resource
of information and expertise for doctors and public health providers. Most |
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For more information, |
Larry Edmonson, MPH, Director of Disease
Control & Prevention edmonson.larry@co.olmsted.mn.us |
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Type: |
Cooperative Services |
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Praxis
Shelter |
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Agency, Counties or Groups involved in the process: |
8 county collaborative program. |
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Why did you collaborate on this effort? |
A shelter program for youth ages 12-17 years of age. The
partner counties contract with a provider for staff and program. |
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Keys to success / challenges / lessons learned / advice to
others: |
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What have been the outcomes to-date? |
The challenge was to have a utilization rate that would
cover all costs. The resolution was for each partner county to pay an annual
administrative grant. |
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Resources: |
We have maintained a viable regional shelter program for
over 3 years. |
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For more information, |
Ray Reese, Human Services Director |
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Type: |
Cooperative Services |
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Red
River Children's |
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Agency, Counties or Groups involved in the process: |
Cass County States Attorney Clay County Sheriff's Department Dakota Medical Foundation Dilworth Police Department Fargo Police Department MeritCare Health System Moorhead Police Department North Dakota Department of Human Services Neuropsychiatric Research Institute Rape and University of West Fargo Police Department |
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Why did you collaborate on this effort? |
The Red River Children's |
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Keys to success / challenges / lessons learned / advice to
others: |
The Red River Children's |
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What have been the outcomes to-date? |
The initial stakeholders for this project spent consideral
time addressing the similarities and differences in legal requirements and
pracitce standards between the two states of MN and ND. Partner agencies committed staff time on an
on-going basis to the project. Partner
agencies committed to educating themselves on best practice standards in the
delivery of services to children and families experiencing child abuse. |
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Resources: |
*Board of Director's established. *Executive Director Hired *Program Manager Hired *Location for the center secured at 100 So. *Two years of operational funding secured. *Through August 2006, approximately 218 children have been
served by the facility. *Over 14 counties in MN and ND have made referrals to the
center. |
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For more information, |
Beth Wosick, Executive Director Red River
Children's |
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Type: |
Cooperative Services |
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Agency, Counties or Groups involved in the process: |
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Why did you collaborate on this effort? |
Established in 1995, a Joint Powers agreement established
the Southern Anoka County Comm. Consortium (SACCC) was to allow each party to
jointly and cooperatively coordinate the delivery of services, maximize the
use of resources, avoid redundancy, encourage public, private community
partnership and to develop and fund programs to promote the general community
health and safety. |
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Keys to success / challenges / lessons learned / advice to
others: |
Improved services as well as quality of services that could
be offered to the public. |
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What have been the outcomes to-date? |
Successful program such as Everyday Hero Contest, Stand for
Children Day, Courage and Kindness Retreats, High School Sportsmanship Awards
and Community Recognition Awards.
These programs impact community sectors at all levels, multicultural
and intergenerational. |
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Resources: |
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For more information, |
Dee Guthman, Admin. Specialist |
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Type: |
Cooperative Services |
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Southwestern
Mental |
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Agency, Counties or Groups involved in the process: |
A 5 county collaboration to fund and manage a mental health
center. |
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Why did you collaborate on this effort? |
A multi-county mental health center. |
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Keys to success / challenges / lessons learned / advice to
others: |
To expand and improve mental health services to county
residents. |
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What have been the outcomes to-date? |
The success of the MHC is due largely to the positive
working relationships between the member counties. |
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Resources: |
Improved and expanded m h servives to county residents. |
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For more information, |
Ray Reese, Human Services Director |
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Type: |
Cooperative Services |
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Southwestern
Mn Adult Mental Health Consortium |
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Agency, Counties or Groups involved in the process: |
18 Southwestern counties. |
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Why did you collaborate on this effort? |
18 county consortium with the goal of developing,
maintaining, improving and providing adult mental health services in the SW
part of the state. |
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Keys to success / challenges / lessons learned / advice to
others: |
To assist in achieving the goals as defined above in a more
cost effective manner than would be possible as a small individual county. |
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What have been the outcomes to-date? |
One major key to success it the utilization of a wide
expanse of expertise. |
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Resources: |
The SW 18 counties have collaborated in the development and provision of a wide array of community mental health services which are intended to replace the regional treatment center model |