THE BLUE ISLAND COMMUNITY HEALTH COALITION

2012 NATIONAL LEADERSHIP ACADEMYFOR THE PUBLIC’S HEALTH

A JOURNEYIN LEADERSHIP

Gita Rampersad, JD, MHA

Sandra Wilks, RN. MSN

Rita Pacyga

Ross Bruni, MS

TABLE OF CONTENTS

1. The Academy page 4

2. The Team page 5

3. The Objective page 8

4. The Initiative page 9

5. The Lessons page 14

6. The Future page 15

ACKNOWLEDGEMENTS

The authors would like to acknowledge the efforts and commitment of the Blue Island Community Health Coalition. Key partners and member organizations include:

• IllinoisDepartmentofPublicHealth• CookCountyDepartmentofPublicHealth• AmericanHeartAssociation• UniversityofIllinoisatChicagoSchoolofPublicHealth• NorthwesternUniversityFeinbergSchoolofMedicine• CityofBlueIslandMayorsOfficeandCityCouncil• CityofBlueIslandDepartmentofAging• CityofBlueIslandPoliceandFireDepartments• CityofBlueIslandPublicWorks• BlueIslandParkDistrict• BlueIslandPublicLibrary• SchoolDistrict218• SchoolDistrict130• SalvationArmyCrossGenerationsCenter• St.Benedict’sCatholicChurchandSchool• MetroSouthMedicalCenter• SouthlandMinisterialHealthNetwork• BlueIslandChamberofCommerce• MoraineValleyCommunityCollege• BlueIslandBikeClub• ProngerSmithMedicalCenter• BlueIslandUrbanForestryBoard• FriendsoftheCalSagTrail• AdrianDortch-BiggestLoserCelebritySpokesperson

In addition, many thanks to Kara Smith, Marketing Communications Manager at MetroSouthMedicalCenterforhertimeandexpertiseineditingthispublication.

CHAPTER 1: THE ACADEMY

“If you want one year of prosperity, grow grain.If you want ten years of prosperity, grow trees.

If you want one hundred years of prosperity, grow people.”ChineseProverb

InFebruary2012,afourmembercrosssectoralleadershipteam(“TeamBlueIsland”)1 from theBlue IslandCommunityHealthCoalition (“theCoalition”)2 was selected in a competitiveprocesstorepresentIllinois(andHHSRegion5) intheinauguralNationalLeadershipAcademyforthePublic’sHealth(“theAcademy”),3 a cooperative agreement betweentheCentersforDiseaseControlandPreventionandthePublicHealthInstitute’sCenterforHealthLeadershipandPractice.TheAcademyisa12monthnationalappliedleadership training program that enablesmulti-sector jurisdictional teams to addresspublic health problems within their communities through team-identified communityhealth improvement projects.4TheAcademyisdesignedasanappliedandexperientialadultlearning,teambasedexperiencethatutilizestheprojectenvironmenttoacquire,demonstrate and apply overarching and strategic leadership competencies. These com-petencies are aligned with operational tactical roles, objectives and responsibilities as-sociated with project management and implementation to accelerate and sustain prog-ress towardachievementofasharedandfuturevision.Eachcommunity-basedteamreceivesleadershiptrainingandcoachingfromnationalexpertsandthroughcollabora-tion with other teams via webinars, retreats, and networking.5

ThegoalsoftheAcademyaretoeducatestakeholdersaboutevidence-basedpolicies,drivetheadoptionofevidence-basedpractices incommunities,betteralignmedicineandpublichealthandimprovehealthoutcomesintheUSthroughsustainablesystemschange. Team Blue Island marked its participation in the Academy by launching the 2012-13BlueIslandHealthyCommunityProgram(“the2012-13Program”)toaddresstheobesityepidemicfor25,000residentsinanunderservedsuburbofChicago.6 The Coalitionservedastheprogram’sstewardandusedevidence-basedstrategiestosup-port local policy and program development around improving nutrition and increasing levels of physical activity. Lessons learned in the Academy were also applied to the Coalition’s ongoingwork to overcomeenvironmental barriers to health improvement,developacommunity-levelsystemofchangeandleverageevidence-basedpreventivehealth strategies in order to reduce health disparities.

1Teammembersinclude:GitaRampersad,JD,MHA;SandraWilks,RN,MSN;RitaPacyga;RossBruni,MS2Est.20113 http://www.cdc.gov/stltpublichealth/nlaph/ 4 http://www.cdc.gov/stltpublichealth/nlaph/ 5 http://www.cdc.gov/stltpublichealth/nlaph/ 6 http://www.cdc.gov/stltpublichealth/nlaph/teams/region5.html

CHAPTER 2: THE TEAM

TeamBlue Island ispartof the inauguralcohortof20 teams thatworked to improvespecific,measurablepublichealthproblemswhiledevelopingcriticalleadershipskills.Team Blue Island is composed of active members of the Coalition. Each member of this diverse team holds a position of leadership in Blue Island. All share a passion for opti-malhealthandqualityoflife.Tonavigatethisprocess,TeamBlueIslandwasassignedanationally recognizedexpertas itsadvisor.Thisexpertprovidedvaluable feedbackandresourcesnecessaryfortheachievementofpre-identifiedcollaborativegoalsandwas instrumental in focusing each member on developing essential individual learning competencies.

The Blue Island Community Health CoalitionTheCoalitionisagrowingmulti-sectororganizationthatincludeslocalgov-ernment, healthcare professionals, business leaders and community mem-bers committed to addressing public health concerns and reducing health disparities for residents through community health promotion, education, advocacy, capacity-buildingand research.TheCoalition’scurrentmem-bershipincludesapproximately145individualsrepresentingmorethan30organizations. The Coalition was formed based in part on the results of a community health assessment conducted by the Blue Island Community DevelopmentDepartment, itspartners,andthe federalAgency forToxicSubstancesandDiseaseRegistry.In2012,theCoalitionwasdesignatedastheofficialpublichealthadvisorybodyfortheCityofBlueIsland.

The Coalition provides a forum by which members of the community can gather to work toward the organizational mission “to identify and address public health concerns in order to improve the health status of the Blue Island community.” The group strives to help people work productively and reachtheirgoals,tohelpchildrengrow,developandexcelinschool,andto reduce obesity and other chronic diseases in the community. Currently theCoalitionhasfivecommittees:Governance,Communications,Com-munityWellness,WorksiteWellnessandSchoolWellness.TheCommunityWellnesscommitteeworkswithdecisionmakersandcommunitymembersto create policies and programs to promote healthy lifestyles in Blue Is-land and to inform the public about important issues affecting health. The WorksiteWellnesscommitteeworkswithemployerstocreatepoliciesandprogramstopromotehealthyworkplaces.TheSchoolWellnesscommit-teeworkswithschoolofficials,teachers,parentsandstudentstocreatepolicies and programs and plan events that promote health in and around schools.

Gita Rampersad, JD, MHA—Team LeadGitaisapublichealthprofessionalwhoservesastheManagerofCom-munity Health for the City of Blue Island, IL. Included in her role is the over-sight of all major public health prevention initiatives for the city and its part-ners. As founder and chair of the Blue Island Community Health Coalition, Gitaworkscloselywithcommunitypartnerstotakeamultidisciplinaryap-proach to capacity building, policy adoption and program development as a strategy to improve health status in an area ripe with chronic disease and healthdisparities.GitaholdsaJDfromLoyolaUniversityChicagoSchoolofLawandaMastersinHealthcareAdministration(MHA)fromtheUniver-sityofIllinoisatChicagoSchoolofPublicHealth.Sheisaregularspeakerat national, regional and local conferences on health prevention and build-ingcriticalrelationshipstodrivesustainability.GitareceivedtheExcellenceinHealthEquityAwardatthe3rdAnnualMinorityHealth intheMidwestconference.Sheisactivelyinvolvedinanumberofcivicandprofessionalorganizationscommittedtoaddressinghealthandqualityoflifeissues.

Sandra Wilks, RN, MSNSandra is a healthcare executive and the ExecutiveDirector ofMarket-ingandCommunityRelationsforMetroSouthMedicalCenter.Sandrahasover35yearsexperienceinhealthcareadministration,leadership,strategicplanningandfiscalresponsibility.Inhercurrentrole,sheisthePublicInfor-mationOfficerandleadsthemarketingdepartmentinstrategicplanning,marketing, advertisement, web-site development, communication, gov-ernmental affairs, business development and service line development. In addition,shehasextensiveexperience inadvocacy,networking, linkageagreements and collaborative partnerships to support and enhance medi-cal,socialandmentalhealthprogramsthatbenefitunderserved,uninsuredandculturallydiversepopulations.Sheisgroundedinthecommunity.

Rita PacygaRita is theDirectorof theOfficeofSeniorServicesandSpecialEventsfortheCityofBlueIsland.Shehasheldthisandothercommunityservicerelatedpositions inBlue Island for30years.Ritawasvoted“Womanofthe Year” by the Blue Island Chamber of Commerce and Industry for her workassistingseniorswithhealth,financialandsocialissues.AsSpecialEventsDirector,Ritaorganizesweeklycommunitypicnicsinthesummers,includingrecruitingcorporatesponsorsandplanningactivities.ShealsoisinchargeofanannualPromExpoandVeteransExpo,theMexicanInde-pendenceParade,seasonalbikeracesandfieldtripsforthecommunity.RitaisawellknownandrespectedfigureinBlueIsland.

Ross Bruni RossisaProgramDirectorattheSalvationArmyCrossGenerationsCom-munityCenter.Rosshasover15yearsofexperienceinpublicrecreation,fitnessandwellnessprogramming.AspartofhisroleasProgramDirector,Rossistaskedwithdevelopingnewprogramlinesthatwillcrossallgen-erationsofthecommunity inareassuchasfitnessandwellness,sport,education and general recreation. He is responsible for the planning, im-plementationandevaluationoffullservice,multi-generationalrecreation,fitnessandsocialservicesfacility.In2012,Rosssupervisedtheinstalla-tion of a hydroponic rooftop garden that helps to feed area seniors and a 3000squarefootfitnessfacility.RosshasaMaster’sdegreeinRecreation,SportandTourismfromtheUniversityofIllinoishasbeenamemberoftheIllinoisParks andRecreationAssociation and theNationalRecreation&ParkDistrictAssociationforoveradecade.

Joyce D. K. Essien, MD, MBA-Executive Coach Dr.Essien is theDirectorof theCenter forHealthPracticeat theRollinsSchoolofPublicHealth,EmoryUniversityandaretiredCaptainintheUSPublicHealthService.ShepreviouslyservedasMedicalOfficer,ResearchandOutcomesBranch,OfficeforState,Tribal,LocalandTerritorialSupport;SeniorMedicalAdvisortotheOfficeoftheDirector,DivisionofPartnershipsandStrategicAlliances,NationalCenterforHealthMarketing,CentersforDiseaseControlandPrevention(CDC);DeputyandActingDirectorofthePublicHealthPracticeProgramOffice;DeputyDirectoroftheTrainingandLaboratory ProgramOffice and Director of the Laboratory ProgramOf-fice,CDC.Dr.Essienwasarecipientinl999oftheWomeninGovernmentAwardfromGoodHousekeepingMagazine,TheFordFoundation,andTheCenterforAmericanWomenandPoliticsatRutgersUniversity.SheisalsotherecipientoftheThomasSellarsAwardfromtheRollinsSchoolofPublicHealthandtheUnsungHeroineAwardfromEmoryUniversity.Dr.Essienisrecipientofthe2011PhysicianoftheYearAwardfromtheAtlantaMedi-calAssociation;andarecipientofthe2008ExcellenceinMedicineAwardfromtheAmericanMedicalAssociationFoundation.

CHAPTER 3: THE OBJECTIVE

Inordertoaddresstheobesityepidemicfor25,000residentsinanunderservedsub-urbofChicagoandkickoffthe2012-13BlueIslandHealthyCommunityProgram(“the2012-13Program”),TeamBlueIslandandtheCoalitionenumeratedspecificteamgoals.PersonalleadershipgrowthobjectivesforeachteammemberweredevelopedattheAcademyusingmaterialspresentedattheretreat,webinarsandfromtheexecutivelearning coach.

Team Leadership Goals1. Generatediscussiononthesocialdeterminantsofhealth contributing to obesity 2. Developandimplementevidence-basedobesityprevention strategies3. Buildcross-sectoralrelationshipstosupportacommitmenttocivic engagement 4. Promoteteam-orienteddecisionmaking

Individual Leadership ObjectivesEachmemberofTeamBlueIslandidentifiedalearninggoaltoadvancehis/her personal leadership competencies during the Academy. These include: succession planning,7leadingbylisteningtechniques,8 connec-tivity strategies,9 and public health advocacy skill development.10 These goals were formed in order for members to continue to develop a leader-shipstylethatusesexperiencesgainedintheAcademytoassistintheidentificationandassessmentofsituationsconfrontinganorganization,to communicate effectively, and to implement sustainable practices. Memberschosethesepersonalgoalsinordertolearntoleadthroughaccountability by providing each team member necessary tools to prob-lem solve, to assume responsibility for outcomes, and to drive sustain-able policy and systems change towards a blueprint for community health improvement.Inaddition,theteamseekstousethesetechniquescollec-tively to assist in securing resources to continue to strengthen the Coali-tion.

7GitaRampersad8RitaPacyga9SandraWilks10RossBruni

CHAPTER 4: THE INITIATIVE

“Visionwithoutactionismerelyadream.Action without vision just passes the time.Visionwithactioncanchangetheworld.”

JoelArthurBarker11

The 2012-13 Blue Island Healthy Community Program is the second phase of an obesity prevention project that uses a policy, systems and environmen-tal change approach to build relationships, improve nutrition, and increase physical activity for the community through the implementation of evidence-based interventions. The 2012-13 program has three main objectives: capac-ity building, surveillance, and programming. At the academy, the coalition and leadership team decided to focus on the goal of building capacity around the subject of a collective approach to obesity prevention.

In2010,theCoalitioncompletedacomprehensiveneedsassessmentusingtheAgencyforToxicSubstancesandDiseaseRegistry’sActionModel12andidentifiedfivethemesaffecting community health. These included: the environment, community design, com-munication,physical/mentalhealthandtheeconomy.Obesitywasraisedasasub-is-sue. As a result of this project, the Coalition chose obesity as a public health priority and decided to address the issue with innovative strategies that strengthen partnerships, increaselevelsofphysicalactivityandimprovenutrition.Thefirstroundofpolicy,sys-temsandenvironmentalchangeapproachestoobesitybeganin2011astheBlueIslandModelCommunityprogramwithfundingfromthefederalCommunitiesPuttingPreven-tiontoWork(CPPW)initiative.Thepurposeofthe2012-13Programistosustaineffortsto promote healthy weight and eliminate health disparities.13

Channeled through monthly meetings of the Coalition to increase civic engagement, TeamBlueIslandusedleadershipskillslearnedintheAcademytoachieveits2012-13Programgoalofpromotinghealthyweightandtookacriticalsteptowardclosingthegapon health disparities in Blue Island. Coordinated community efforts included the unveil-ing of a hydroponic rooftop garden, the introduction of regular chronic disease self man-agement seminars, nutrition education train the trainer programs, a 5k race, and healthy picnics in the parks. But perhaps the best illustration of success can be seen through a story in healthy school policy and programming.

11http://www.joelbarker.com/speeches/the-power-of-vision/12http://www.atsdr.cdc.gov/sites/brownfields/model.html13NLAPHProjectNarrative,p.2

Background: In2010,theWhiteHouseTaskForceonChildhoodObesityreportedthatoneinfiveAmericanchildrenisoverweight.14 Childhood and adolescent obesity in Illinois continues to be a major health concern. It is es-timated that in Illinois, roughly one in three children is overweight or obese, whichranks10th-highestforyouthages10-17inthecountry,accordingtotheadvocacyorganizationTrustforAmerica’sHealth.15 In suburban Cook County,approximately40%ofchildrenareoverweightorobese.16 Obese childrenmissmoredaysofschoolthantheirhealthy-weightpeersandaremore likely to develop serious health conditions such as asthma, heart dis-ease and diabetes.17Expertsareconcernedthatifobesityratescontinueto rise, record numbers of parents could end up outliving their children. Manyoftheplaceswelive,work,studyandplaypromoteincreasedfoodintake, unhealthy foods, or physical inactivity. To date, attempts to address childhoodobesityhavebeenscatteredandlargelyunsuccessful.Wemustdomoreifwewanttoputanendtothisepidemic.Weneedcommunity-based health improvement approaches that make healthy options read-ily available to our children. This is not an easy task: strong leadership is neededtoleveragebestpracticesandnavigateacommunity’sreadinessfor change.

Community Context: Thisstory takesplace inBlue Island, Illinois,a4.5squaremilecommunityof23,706people located justsouthwestofChicago.Blue Island isethni-callydiverse,and iscomposedof47%HispanicorLatino,30.8%African-American,21%ofnon-Hispanicwhitesand1%ofother.Likemanycommunities,BlueIslandhaswitnessed economic deterioration over the last decade. Unemployment has nearlydoubledandstandsat14.5%,upfrom8%in2000.Thepercentageofresidentslivingbelowthepovertylineincreasedfrom13%in2000,tojustover20%in2010.In2010,the median household income in Blue Island was well below national and state averages, at $42,386.18

Therearetwopublicschooldistrictsinthecity.CookCountySchoolDistrict130servesasBlueIsland’selementaryschooldistrictandCommunityHighSchoolDistrict218isthecity’shighschooldistrict.Educationlevelsarelow:over25%ofthepopulationages25andovernevercompletedhighschoolandonly11%oftheBlueIslandpopulationholdsabachelor’sdegreeorhigher.Largelyduetoitsphysical,demographicandsocio-economic composition, Blue Island is a vulnerable community at risk for poor health outcomes, including above average rates of obesity in schoolchildren.

14http://news.medill.northwestern.edu/chicago/news.aspx?id=16460115http://news.medill.northwestern.edu/chicago/news.aspx?id=16460116http://www.cookcountypublichealth.org/files/pdf/State%20of%20Obesity_032210_bw.pdf17Geier,A.FosterG.,WombleLetal.,“TheRelationshipsbetweenRelativeWeightandSchoolAttendanceamongElementarySchoolchildren.”Obesity,15(8):2157-2161,August200718 www.census.gov

BE HEALTHY BLUE ISLAND SCHOOLS CAMPAIGN

Introduction: Schoolsplayanimportantroleininfluencingthedietofchildrenandado-lescents in underserved communities. There is a growing trend to make school environ-mentshealthier. In2011,theBlue IslandCommunityHealthCoalition (the“Coalition”)began discussions on childhood and adolescent obesity rates in its local school dis-tricts.Testimonyatmonthlymeetingsfromlocalschoolofficials, teachersandschoolhealth and wellness personnel revealed that elementary and high school aged children in and around Blue Island were suffering from obesity, low levels of activity and poor nu-tritionhabits.Manyofthesestudentswerealsopooracademicperformers.Shorttermsolutions were being implemented by passionate physical education teachers which included before and after school intramurals programs and health fairs featuring fresh fruitsandveggiesandfitnessdemos.Zealouseffortsbyoneteacherevenresultedinastategrantfornutritioneducationprogramming.In2012,uponurgingfromTeamBlueIsland,19 the Coalition collectively agreed to act as a community “drawing table” in order to assist its local school districts with the development of sustainable policies and pro-grams that promote healthy behaviors.

Shared Agenda: TheCoalition defined its intent by drafting amission for its schoolwellness committee. The committee’s goal is “to educate andmotivate children andfamilies to practice healthy lifestyles that include physical activity and good nutrition, thereby reducing obesity and its effect on future generations.” This created a shared agendabetweenourgroupandtheschooldistrict,andalignswiththeCoalition’soverallvision for “a healthier, safer Blue Island community through the practice and promotion of prevention and wellness.”20Weenlistedmembersoflocalgovernment,schoolsandcolleges,healthsystems,nonprofits,parksandrecreation,businesses,churches,thecounty health department and interested residents for support with the groundbreaking initiative.

Best Practices:TheCoalitionhelpeditspartnerschooldistrictstoleverageevidence-basedhealthstrategiesdevelopedby theAlliance foraHealthierGenerationHealthySchools Program and the Action for Healthy Kids®.21 The group looked at sample wellness policy models, school food environment assessments, goal setting and ac-tion plans.22 In particular, the group increased its knowledge base of policies related to healthy vending, snacks and beverages, fundraising and bake sales.

19NLAPH2012LeadershipTeam20DevelopedunderNLAPH201221http://www.actionforhealthykids.org/school-programs/our-programs/wellness-policy-tool/22http://www.healthiergeneration.org/schools.aspx

Both local school districts built on the work done at the Coalition’s “drawing table” to achieve impressive results related to school health and wellness.

Policy Change:SchoolDistricts130and218 implemented twomajorwellnesspoli-ciesaimedatreducingobesityandpromotinghealthybehaviors:HealthyVendingandHealthySnacksandBeverages.Unhealthyoptionsweregraduallyreplacedbyhealthyonesinschoolvendingmachinesbasedoncriteriadevelopedbyschoolofficials,well-ness councils and dieticians. Carbonated beverages were eliminated from the list of availablesnacks.Currently,schoolsstock75%healthyvendingoptionsandservewaterandjuiceforsnackswitha2013goalof100%healthyvendingandonlywaterasabev-erageoption.Inaddition,workisbeingdonetoadoptdistrict-wideHealthyBakeSaleandHealthyFundraisingpoliciesin2013.

Systems Change: Byfocusingonschool-basedchange,system-wideshiftsinleader-ship were advanced. Local school wellness councils were established to oversee policy andenvironmental changes for eachschool.Studenthealthambassadors fromeachschoolinDistricts130and218wereappointedtositonthesecouncils.Councilmem-bersmakeuptheCoalition’sSchoolWellnessCommitteeandworkalongsideprominentschoolofficialswhich includeadministrative leadershipandschoolboard representa-tives. These councils represent the social marketing change theory model of systems changewhichsuggeststhatpeopleareinfluencedbytheirinterpersonalnetworkswhenpresented with an option to change.23 Council members are wellness champions, or opinion leaders, and serve as drivers of systems change for policy adoption, education, reinforcement and evaluation.

Environmental Change: Permanent changes to school environments included thosethat encouraged healthy eating such as vending machines with healthy food choices and no soda during snack time. Changes were implemented that promote physical activ-itysuchasthereturnofrecessandtheestablishmentofacertified5kracecoursethatintersectsalocalhighschooltrackandfieldandisguaranteedfor10years,thuspro-motingannualruns.Severalcommunitygardens,includingaschoolbasedraisedbedgarden,wereexpandedtoconnectgenerationsandreinforcehealthybehaviors.

23 Lefebvre and Flora, 1988

The Be Healthy Blue Island Schools Campaign is an example of effective team- based leadership development that attempts to narrow the gap on health disparities for one city. This process resulted in a collective vision for school health, stronger community connections and the evolution of a democratic de-cision making process where everyday people are champions of change. This story represents one of many to overcome barriers and ride a wave of wellness in an underserved community. We learned that stakeholder support is essential to sustain healthy changes. Community coalitions offer successful strategies for engaging partners in health improvement goals. Mobilizing to improve the school environment is one way our communities can start building the momen-tum for changing the cultural forces that are at the root of the obesity epidemic.

Community Change: The Coalition has now become the forum to strengthen commu-nity ties in Blue Island by leading major health prevention efforts in town. Each meeting contains a recurring agenda item on new membership, whereby suggestions for new partnersareprovidedbyparticipants.Asaresult, in2012, thecoalitiongrewbyover20%inmemberorganizations.NewmembersincludetheCookCountyDepartmentofPublicHealth’sChronicDisease andPlaceMatters divisions, St.Benedict’sCatholicChurchandSchool,theSouthlandMinisterialHealthNetwork,theAmericanHeartAsso-ciation,TheBiggestLoser’sAdrianDortchandUniversityofIllinoisatChicagoNeighbor-hoods Initiative. The coalition also added to its list of dedicated community members, welcomingmembersoftheMetroSouthMedicalCenterZipperClub—malesurvivorsofopenheartsurgery--andstudenthealthmentorsfromEisenhowerHighSchool.

CHAPTER 5: THE LESSONS

“If you want to change the world – or the culture – all you have to do is change the conversation.”

–PeterBlock

CommitmentThefirstteamgoalwastogenerateaforumfordiscussingasensitivepublichealthissueandtheroleofexternalfactorsthatcontributetothisissue.Byprovidinganinvitationtothe community to participate in small group discussions and shifting the conversation from entitlement to one focused on communal commitment, the Coalition cultivated a stewardship model for relationships, tasks and processes necessary for improvement.24

AccountabilityThesecondteamgoalwastodevelopandimplementevidence-basedpreventionstrat-egies to address obesity, the chosen public health concern. By improving our critical thinkingskills,theAcademyhelpeduslearntoholdourselvesaccountable—“generatingthe willingness to acknowledge that we are active owners in creating, through commis-sion or omission, the conditions that we wish to see change.”25

DiversityThe third and fourth team goals focused on building relationships in order to arrive at a team-orienteddecisionmakingprocess.TheAcademyprovidedthetoolstoletussay“no”,tosurfaceandexpressdoubtsandreservations.“Noisthebeginningofconversa-tiontowardscommitment.”Thiswasanempoweringexperienceformanywhohad,untilthen, remained silent.26

Self-ReflectionTo lead transformational change, each team member engaged in honest, regular per-sonalreflectionduringtheAcademy.Activitiesincludedshadowing,journaling,engagingincreativeendeavorsandaskingpowerfulquestions.27 This led to a new level of self awarenessthroughexaminationsofone’sfeelingsandemotionsandstrengthenedthelevel of trust between members.

24http://www.peterblock.com/_assets/downloads/Civic.pdf25http://www.peterblock.com/_assets/downloads/Civic.pdf26http://www.peterblock.com/_assets/downloads/Civic.pdf27Brown,Judy,ReflectivePracticesfortheTransformationalLeaderFutureAge,May2006

Team Blue Island’s participation in the inaugural National Leadership Academy for the Public’s Health led to valuable insight on empowerment, commitment, team building and moments of self-discovery. We have captured some here, in part adopted from Peter Block’s model of Civic Engagement.

CHAPTER 6: THE FUTURE

TeamBlueIsland’sfutureremainsbright.Wecontinuetoworktogetherasmembersofthe Coalition and drivers of community change. Based on successes realized and pub-licized during the Academy, the American Heart Association has approached the Coali-tiontopartnerinitsHeart360campaign28.Weareproudtoacceptthischallenge,whichwill include educating new student health mentors and community residents on data collectionandanalysis.Wearealsoexcitedtoannouncethatthe“RethinkYourDrinkCampaign”29 is growing in Blue Island. Led by a team of physicians, we are launching a providereducationcampaignandsummitin2013.

GitaRampersadachievedher learninggoalofsuccessionplanningbyidentifyingandcoachingapassionateandqualifiedcommunityleadertochairtheCoalitionwhenhertermexpiresin2013.RitaPacygaisexcitedtostepintotheroleofCoalitionco-chair.Ratherthanfocusonhavingalltheanswers,RitaspenttimeintheAcademydevelopinga core competency framework around listening skills in order to capture valuable feed-back.SheistheCoalition’sresident“listeningleader.”SandraWilksachievedhergoaltolead connectivity and successfully engaged the support of many colleagues to carry out communityfocusedproblem-solving.ShewasinstrumentalinincreasingparticipationintheCoalitionbyreligiousleaders,physiciansandregistereddieticians.RossBruniwastheteammotivator,oftenleadingbyexample.Hisachievementswerecelebratedintheunveiling of a rooftop garden to address food security issues in the community and a new3000squarefootfitnesscentertoencouragemorephysicalactivity.Thesevictoriesled to a leadership vision for the team and project moving forward. Together we envi-sion “a healthier, safer Blue Island community through the practice and promotion of prevention and wellness.”

28https://www.heart360.org/29http://www.cdc.gov/healthyweight/healthy_eating/drinks.html