Definition:  A leader is an individual or organization with an enduring commitment to the larger faith mission that takes or shares the primary role in sustaining and supporting the collective work of partners.

How does one recognize and build this?

• They lead from a place of compassion and commitment to their partner leaders and the well-being of the community, creating an environment of mutual support, inspiration, and trust
• They operate from a position of “power with” as an intermediary and stabilizer that keeps the network(s) connected and benefiting from the synergy of its  interdependence.

Case Example:  A Faith-Based Health System in Chicago

In the search for responses to health disparities, one of the strategies government, academic, and healthcare organizations turn to is the idea of the “trusted messenger” to bring health information into communities where there are barriers to receiving care.  Pastors and religious leaders are some of these trusted messengers.  A faith-based healthcare system in Chicago took the lead to look honestly at this with their religious leader partners.  We [Government, healthcare, and other health leaders] prepare sermon points, ask pastors to get their flu shot on a Sunday morning, prepare bulletin inserts, and set up clinics for screenings and education in church buildings.

The faith-based health system and their religious leader partners asked,“But what does it mean to be a ‘trusted messenger’ and is this the best possible partnership between faith communities and organizations promoting health?”, and then took the step to convene African- American clergy to take a closer look at these kinds of questions. Are there more effective ways in which these critical barriers might be addressed by both the healthcare system and the African American community? How might the faith community shape what it means to be a “trusted messenger” on its own terms?

A key outcome of this project was that it brought together African-American clergy, religious leaders, and health leaders to consider the deeper dimensions of these trust issues and to explore how these issues can be addressed creatively and proactively to ensure the well-being of the community.

Definition:  Volunteers are often THE “workforce” of these efforts, adding relational and response capacity and service flexibility. Volunteers give because they care, want to serve, and want to make a difference. As much as they care, they must also be cared for and helped to see their impact.

How does one recognize and build this?

• Quality training and preparation of volunteers include standards of services and also recognition of the value of their work and expression of “calling.”
• Foster an alignment between volunteers and service providers that has synergy and sensitivity to the value-added contributions of both.
• Engage institutions and their intern programs to bolster capacity and to prepare the next generation for community-based work and service.

Case Example:  Fairview Health Services in Minneapolis

Pat Peterson at Fairview Health Services has built a very successful relationship with Homeland Health Specialists, Inc., which donates to and supports Fairview’s large scale community immunization events with vaccinators.

Seeing the opportunity for more, Peterson created the opportunity for healthcare professionals from the hospital to volunteer on their own time to serve the community. She set up a volunteer registry and held trainings to prepare them to work in flu clinics.

In just one season, Fairview identified 136 potential volunteers and placed them in 76 volunteer positions, enabling them to expand the number of clinics by 36. Many gave up their weekend time to serve in the community.

VIEW ADDITIONAL VOLUNTEERS AS GROUNDWORK CASE STORY»

Definition:  There is a core group of leaders and organizations that have a shared interest and recognize the long-term benefit of their collaboration. They are willing to make institutional commitments that serve larger community needs and can sustain the engagement of an extended network of partners and stakeholders when needed.

How does one recognize and build this?

• Commitments of the core partners are institutionalized through covenants, memoranda of understanding, statements of purpose, etc. but can be organic and renegotiated when resources, needs, and opportunities shift.
• Facing challenges and having staying power for long-term systemic change are supported by a structure of relationships that share a commitment to the faith mission (includes passion and what keeps you up at night).
• They recognize the gains of their alignment and are intentional about taking the time to identify and name their strengths, assets, and resources (seeing the best in each other).

Case Example:  Penrose-St. Francis Health Services in Colorado Springs

In Colorado Springs, the successes of their flu immunization clinics are due to the strength and commitment of the partnership that has developed from the six years of immunization work starting with childhood immunization clinics in 2005.  Their relationships have been intentionally built in service for the well-being of the community and their vision grounded in care.

Attention to building and maintaining a core set of partnership relationships results in expanded outreach to hard reach to persons and communities. These core partners include Penrose-St. Francis Health Services; the University of Colorado, Colorado Springs Beth-El College of Nursing and Health Sciences; Westside Cares; the Latino American Health Network; and Mission Medical Clinic.

Sharing their commitments over the years and being present with one another is transferred to other community partners and to those they serve. Together they have developed institutional reliability and respect within their own network and outward with the community.

VIEW ADDITIONAL CIRCLE OF CORE PARTNERS CASE STORY»

Definition:  When doing community-level and faith-based work, it is important to be adept at initiating and give time to maintaining connectivity to local and external networks of organizations and leaders for resources, support, and staying relevant.

How does one recognize and build this?

• Seek out and connect with established regional, state, national health and religious networks – alliances, consortia, denominations, organizations that are networks, councils, learning groups, resource centers, etc. Build in regular time for this kind of engagement!
• This connectivity makes it possible to increase access to additional resources, to learn, to avoid isolation, to promote your and others’ work, and to share resources (make it a mutual endeavor).

Case Example:  United Health Organization in Detroit

Ifetayo Johnson, executive director of United Health Organization (UHO) in Detroit, pays very close attention to being connected across the city of Detroit and beyond. During the National Influenza Vaccination Week and Acacia Salatti, the deputy director of the HHS Center for Faith-Based and Neighborhood Partnerships, knew that Detroit was an important city for the Surgeon General to visit. In 2009, H1N1 immunization uptake had been very low in the African American community there. Salatti also had a relationship with Johnson and knew that she could count on her to pull together key leaders in the city. UHO has 45 years of experience, commitment, and trusted relationships, having led the effort each year to provide community-based health screenings to thousands of the uninsured and underinsured.

Johnson is the quintessential “trusted messenger” and drew on her connectivity to pull together elected officials, community members, health department leaders (county, city, and state), religious leaders, media, and healthcare leaders for the Surgeon General’s visit. She took the opportunity to leverage much- needed health communication for this community and build further connectivity between the faith-based and health sectors.

The city health department did not waste any time in following up with Johnson to schedule numerous vaccination events at African-American churches in UHO’s network.

Definition:  Foster collaborative relationships and engage diverse groups to bring a wide variety of resources and commitments to bear on community health and well-being.

How does one recognize and build this?

• Be visibly interfaith and model creating the space for different faith traditions and sectors to find common ground.
• Function as a portal that gives and fosters diverse access and partner points throughout the community.
• Be the one willing to try new things, go outside of your comfort zone, take risks, and connect with groups beyond the usual suspects.

Case Example:  Buddhist Tzu Chi Medical Foundation in Los Angeles

Debra Boudreaux, CEO of the Buddhist Tzu Chi Medical Foundation, has her eyes, ears, and heart on the lookout for populations that are beyond the radar and reach of others – the homeless, migrant farmworkers, disabled,  . . .  she has a lens of compassion that is always alert and engaged.

Once identified, an undeterred search is undertaken to partner with organizations that could assist as a partner in meeting those pressing needs. Over the years, the foundation has built relationships with school systems, community centers, businesses, chambers of commerce, YWCA, Head Start, parks and recreation, and others.

Their reach and service is accomplished with a vision of aligning with all those who care.