The Louisiana 4-H Teens Leading Change team with Jamaius White (middle).
The Louisiana State University (LSU) AgCenter and Louisiana 4-H are collaborating with Wholespire to implement The Health Young People Empowerment (HYPE) Project in two parishes over the next four years. LSU AgCenter included funding for The HYPE Project® in their application for a USDA Children, Youth, and Families at Risk grant to engage youth leaders in meaningful community change while developing leadership skills.
“This five-year grant focuses on Jefferson and Orleans parishes, but we hope to expand to other parishes down the road,” said Jessica Stroop, research associate at the LSU AgCenter. “The specific projects will be up to the youth but will broadly focus on systemic issues related to nutrition or physical activity. We also hope to see youth leaders develop skills in presentations, assessments, collaboration, and organization.”
Jamaius White, program manager of The HYPE Project, recently trained the Louisiana 4-H agents on the curriculum in New Orleans, walking them through various activities and discussions that youth will participate in. The LSU AgCenter chose both Advisor Training and Train the Trainer packages based on their approach to implementing The HYPE Project. Some agents will use the traditional model of implementing the HYPE curriculum themselves (Advisor Training), while other agents will use the Train the Trainer model to train others on how to implement the curriculum.
“We’re excited to be providing technical assistance to the Louisiana 4-H agents and helping them understand the curriculum, the operational side of managing a HYPE team, as well as other technical assistance needs, they may have,” said Jamaius White, The HYPE Project® program manager. “I think LSU AgCenter has a strong plan for implementing HYPE in these schools, and I don’t see them needing much assistance.”
Louisiana 4-H is the largest youth development program with clubs and groups in all 64 parishes, territorial divisions similar to counties. Jefferson and Orleans parishes, two urban areas with diverse populations and cultures, were chosen not only to develop youth leadership skills but to also develop 4-H urban programming. 4-H is known for livestock showing competitions and other agriculture-related activities in rural areas, but Louisiana 4-H leaders want to reach youth in urban parishes too. One way they’re doing that is through their Teens Leading Change program, also know as The HYPE Project.
White (not pictured) walked the 4-H agents through The HYPE Project curriculum.
In South Carolina, Wholespire has historically worked with youth-led organizations and groups based on funding sources and directives. LSU AgCenter is the first state-level organization to purchase The HYPE Project curriculum package and the first to implement the curriculum in schools. The key component to their approach is working with a lead teacher, who will be the advisor to the students.
“The school administration has been fantastic, and I’m lucky to have my lead teacher. She really is so passionate about these kids and the program and what we can do,” said Sabrina Hoffmeister, assistant extension agent 4-H Youth Development for Jefferson Parish.
The lead teacher will help run the Teens Leading Change program composed of ten high school seniors. This model is being used in both Orleans and Jefferson parishes, however, this article provides insight into the Jefferson Parish implementation. Information on the Orleans Parish implementation is not available at this time, however, keep in mind that implementing one model in two high schools may not run the same way based on unexpected hurdles and changing situations.
At Riverdale High School in Jefferson Parish, an economically disadvantaged public school (based on 86% of the student population qualifying for free or reduced school meals), Lead Teacher Lauren Broadway is an English instructor in the International Baccalaureate (IB) Diploma Program, an academic program that addresses intellectual, social, emotional and physical well-being of students. She has an established relationship with the IB students, who make up the Teens Leading Change program.
“We considered interviewing students to identify the right candidates, but we thought about the lead teacher. She knows these kids and sees them every day. She’s the one that has chosen the ten students based on their capstone project and their desire to make the community better,” said Hoffmeister.
4-H agents try out the Community Web of Support activity.
A core component of the IB Diploma Program is the completion of a Creativity, Activity, Service (CAS) project, also referred to as a capstone project, that demonstrates the students’ knowledge and skills. According to the IB Diploma Program website, a CAS project can address any single strand of CAS, or combine two or all three strands of creativity, activity and service.
The advantages of implementing The HYPE Project at Riverdale High School are extraordinarily unique because of the IB Diploma Program, its alignment with the HYPE curriculum, and the knowledge and experience of the lead teacher. Perhaps one standout advantage is that the IB students already know about policy, systems and environments (PSE).
“My group of students have already taken a PSE class, which is super helpful. They already know those beginning steps of the curriculum, but we will do a little refresh,” said Hoffmeister. “Then, we’ll quickly move into the act phase of the HYPE curriculum and get the ball rolling in September.”
In addition to Hoffmeister being the point person for the Teens Leading Change program in Jefferson Parish, her team includes Nutrition Agent Shawn Verbeten and Assistant Extension Agent Courtney Budenich. The Jefferson Parish 4-H agents will manage their Teens Leading Change program and provide technical assistance, or guidance, to the lead teacher and interact with the students too.
The Riverdale High School IB Diploma Program seniors will begin their HYPE journey within days or weeks of this posting. Based on the information learned by Wholespire, LSU AgCenter and Louisiana 4-H have set them up for success with a well thought out plan, contingencies for roadblocks, and a timeline that could avoid Mardi Gras interruptions.
If you are interested in implementing The HYPE Project in your state, school, community or youth-led organization, visit our website and contact us.
Oakwood-Windsor Elementary School students have access water while enjoying recess.
Sometimes, even the best plans run into unexpected challenges, especially during the procurement process. When your mini-grant project doesn’t go as planned, it can be discouraging, but it’s important to remember that setbacks are a normal part of the process. Leaders at Oakwood-Windsor Elementary School in Aiken County found out firsthand how a project of installing an outdoor water fountain/water bottle refill station and soccer goals can have challenges.
Oakwood-Windsor, located just outside of Windsor, South Carolina, is a Title I school with a high poverty rate. Thirty percent of its student population represents the Hispanic community, and many families work multiple jobs to make ends meet. Even though Title I schools receive federal funding for programs and instruction, there are no funds available for improvements to the environment, such as purchasing and installing an outdoor water fountain/water bottle refill station or play equipment.
Due to its rural location, the playground is a busy place in the evenings and on weekends. Unfortunately, it did not have a lot to offer. During school hours, the principal observed her students using cones and other objects to mark imaginary soccer goal lines, and there was a lot of traffic entering and exiting the school building for a drink of water. She wanted to make recess more fun and water more accessible. She also had the community in mind. Her goal was to increase the use of the playground and encourage healthy living among all of the school’s stakeholders.
“When I first got here, there were things that I wanted to be able to provide for my kids, but I just didn’t have the funds to do so. I don’t have an active PTO, and even when we did have one, it wasn’t a big money-making enterprise, if you will, like in other schools. So, I needed to look for different opportunities that were out there,” said Principal Davina Truitt.
In 2021, Principal Truitt learned about the Healthy Eating and Active Living (HEAL) Mini-Grant funding opportunity and wasted no time submitting her application. She said, “I was very shocked and thankful in a wonderful way to learn that we received the grant. But then it went downhill because it took us so long to make it come to fruition.”
Hurdle 1: Grant proposal was partially funded
When Truitt received her award letter, she learned that she would not be receiving the entire budget request of nearly $5,000. Facing limited funds, Principal Truitt did what she knew best. She talked about it. The self-proclaimed Chatty Cathy was honest during casual conversations with community partners who were interested in updates about what was happening at Oakwood-Windsor. Because she cares deeply about her students, she engages with community partners by talking about them, the projects or initiatives that are happening, and the needs and wishes of her school.
“I just shared with a member of the Rotary Club of Aiken Sunrise the excitement that we received this grant, but we don’t have quite the funds. But it’s okay because we’re going to figure it out,” said Truitt, “and they said, ‘You know what? I’m noting this. Let me go back to my board, and we’re going to be in touch.’ And next thing I know, they did a fundraiser because they wanted us to be able to afford everything we needed for this project.”
The Rotary Club of Aiken Sunrise was able to raise more funds than anyone had expected. They matched the amount received from the HEAL Mini-Grant, plus more. According to Truitt, “We were able to get soccer balls and an even nicer set of soccer goals than the ones I initially picked out.”
As to why the grant was partially funded, Wholespire Executive Director Meg Stanley said, “We were trying to fund as many qualifying and good applications as we could. Using the knowledge we had of cost estimates and resources, we decided to partially fund this project. If we could go back and change that, we would. We do not take that approach today because we now know that each school or entity has their own procedures and processes for selecting vendors or equipment. Partial funding can decrease the impact of community projects. However, our funder does have the authority to not fund a specific line item in a proposed budget.”
Hurdle 2: The procurement process has its challenges
The goal of a procurement process is to ensure you get the best value for your budget while ensuring that the quality, timing, and other factors meet an organization’s requirements. When you’re not familiar with your organization’s process, seek advice and guidance from colleagues in the procurement department or, in Oakwood-Windsor’s case, colleagues in the district office.
The Aiken County School District requires at least three quotes from external contractors. You would think that finding a qualified plumber is simple, but that’s not always true. The first quote was easily obtained through the district office’s preferred plumber, but the installation quote was extremely high. Many businesses Truitt reached out to didn’t respond to her request for a quote or the contractor could not fit an onsite visit into their schedule. Truitt turned to community partners for recommendations, but to no avail; she could not get responses.
The key to this hurdle is keeping everyone in the loop. Truitt continued to keep Wholespire and the school district office updated on her progress and the challenges she was facing, which kept Oakwood- Windsor in good standing with Wholespire in spite of the unexpected delays. She eventually found a plumber who provided a quote that fit her budget, but she still needed one more quote. Fortunately, her school district contact understood the challenge, the time invested in getting the second quote, and the fact that she was well beyond the nine-month timeframe of the mini-grant. In the end, the school district contact agreed that she could complete the procurement process with only two quotes.
Hurdle 3: The contractor was difficult to reach
Truitt found her plumber, but there was a small glitch that turned into a big, time-consuming hurdle. After ordering the water fountain/water bottle refill station recommended by the plumber, there was a communication failure. Getting in touch with the contracted plumber was difficult. It took months to reach him.
“It honestly became a bit of a nightmare,” said Truitt. “We tried contacting him by phone but couldn’t leave a voicemail. We would send emails back and forth. We finally got in touch with him, and he partially installed the water bottle refill station.”
Electricity became a factor that the plumber could not address. So, she reached back out to the school district office for guidance, and they sent their electricians to finish the job. Now, it was time to address the soccer goals.
“We worked again with a member of our school district office staff. He’s very knowledgeable about all things playgrounds, and he guided us on purchasing good-quality soccer goals,” said Truitt. “He even helped us put them together and installed the goals.”
It was a long, drawn-out process, but Truitt remained committed to the project, the excitement of her students, and the benefit of the community.
The successes outweigh the challenges
Looking back, the Oakwood-Windsor Elementary School HEAL Mini-Grant project was successful in many ways. First and foremost, the students don’t have barriers to accessing water while outside, giving them more time for outdoor physical activity. They no longer have to imagine soccer goal lines and can kick the balls as hard as they want.
Students have more fun at recess, thanks to the new soccer balls and goals.
“Our students have already commented on how much more they enjoy going on the playground now that they can play soccer. And, now that our hydration station has been installed and is functional, our students (and visitors to the playground) won’t miss physical activity time by having to go inside or leave the playground altogether to get some water. We have already seen more students being physically active on the playground in the short amount of time they’ve had with the project components.”
Other successes of the project include the school district office being flexible with the procurement process, community partners leveraging funds through a fundraiser, being able to purchase better quality soccer goals and soccer balls, and school district employees completing the water fountain/water bottle filling station and volunteering their time and knowledge on soccer goals and installation.
Asked if she has any advice to other grant recipients, Principal Truitt said, “My words of advice would be to just keep the focus on the purpose of the project and not get discouraged if there are challenges or roadblocks. For us, it was the commitment to providing our Wise Owls with a healthy space to do something they enjoy, playing soccer! Keep reaching out to others who can help your project come to fruition and be persistent.”
Perhaps one last success was the flexibility and understanding of Wholespire. Even though the HEAL mini-grant requires a nine-month implementation time frame, challenges and roadblocks do arise that prevent the project from being completed on time.
“Oakwood-Windsor is not the first mini-grant recipient to face uncontrollable roadblocks that delay project completion. We greatly appreciate Ms. Truitt’s continuous communication with us during the project implementation process. Her communication allowed us to be more understanding and provide explanations to our funder,” said Stanley.
Whether it’s because of challenges you didn’t see coming or changes in the situation, the Oakwood-Windsor hurdles offered valuable lessons. The key is to stay flexible, keep lines of communication open with the funder, and use what you’ve learned to improve future efforts.
The notion of creating more walkable communities may seem like a daunting task, particularly for rural towns that struggle to find the time and resources to devote to such projects. However, WAI helped remind its participants that small efforts can lead to bigger changes. Community walkability projects, even on a minor scale, can impact not only citizens’ health and safety but local economic opportunities as well.
But where do you even begin? To start with, community engagement is critical. Assessing community readiness and educating citizens before any changes are made are important first steps.
“Community buy-in is important. Without their understanding, all of this is for naught. We’re using varying approaches to educate since people care about different things – beautification, pedestrian and public safety, jobs and small business, less traffic, increased real estate values, and social connection,” said Dara Brown, Chair of the Active & Accessible Community Transit Coalition and a member of the Cayce-West Columbia WAI team.
While there is a long-term goal of creating an inclusive, inter-municipal walk + bike loop in the Cayce – West Columbia arts district to promote tourism and connect lower-income areas to everyday destinations, conducting pop-up demonstrations and walk audits for this project helped identify solutions for immediate needs. Bike racks for both cities were installed, and a four-way stop sign was added in an underserved community to slow vehicular traffic. Other neighborhoods noticed and began asking for stop signs near parks and where school buses pick up children.
The more prepared and involved the community is, the easier it becomes to approach local councils and government officials with needed projects. “Training is about conversations. Engaging community leaders and informing them on how walkability can improve other issues such as safety and crime is critical,” said Dara.
The idea that place affects health – how a community’s built environment contributes to eating healthy and being physically active in a safe manner – was another resounding theme at WAI. With cars as the primary mode of transportation, sidewalks are not as commonplace in rural communities since fewer people and destinations tend to be more spread apart. The sidewalks that do exist are less likely to receive maintenance.
Broken sidewalks like this one in Lane, South Carolina, make mobility unsafe for people with disabilities, older adults and others.
The Town of Lane is part of Williamsburg County, another local team of public health, planning, and transportation representatives that participated in WAI. Delores Cantey, a resident of Lane, has an adult paraplegic son and has fought for safer road infrastructure for decades. With no real sidewalk network, she says his only option to get around town in his wheelchair includes the side of a highway.
“He’s entitled to have a good quality of life outside of his home. I think Council and local government are starting to see how everyone wants sidewalks as a safe option for travel,” she said.
Since WAI, the Town of Lane identified a need for traffic-reducing devices in areas of high use by people with disabilities, seniors, and youth. A radar speed sign and flasher kits were installed to warn drivers that they are entering a pedestrian crossing and to reduce speed.
“WAI was the catalyst for helping develop a connection to why we should consider these types of walkability projects. It served as an eye-opener of what could be done in a small town and rural community. It’s a real issue, and now we can do something about it,” said Regina Smith-Dimery, Community Engagement Manager for the South Carolina Department of Public Health and a member of the Williamsburg County WAI team.
So, what are some practical steps to implement walkability projects in your area?
Create an advisory committee made up of a diverse group of citizens to help increase public awareness and education about walkability and to identify projects that address specific community needs. Invite local leadership to participate.
Conduct assessments, which are free or low-cost, to help determine how pedestrian and bike-friendly a community is as well as what citizens view as priorities. These can include walk audits, “windshield tours,” and surveys. Try to plan these activities alongside existing community events where there will already be a crowd.
Put together a list of potential projects and then prioritize them based on importance, how capable the community is to implement and timely complete the project, and the feasibility of having the funding.
Phasing larger projects helps make tasks more manageable. Rather than a 10-mile sidewalk, prioritize key intersections to start with.
Continue momentum in the community by holding pop-ups and town hall meetings and creating appealing message development. Maintain intentional communication of what the goals are and how partners can fit in to increase participation.
Walkability and active transportation planning is a public health focus area that has the potential to have a positive community and statewide impact on our health, environment, and economy. Active community environments, where people of all ages and abilities have opportunities to be physically active for both recreation and transportation, must be thoughtfully designed with a holistic approach. The Walkability Action Institute proved even small steps towards this overarching goal can make a notable difference.
Wholespire remains committed to providing technical assistance and training to promote walkable, active and connected communities.
Are you passionate about making a significant impact in your community? Do you have the vision and leadership skills to drive change and foster growth? We invite you to submit your nomination for board of directors.
At Wholespire, we share our knowledge and expertise in policy, systems and environmental change strategies with community health coalitions and help them create healthier, thriving communities by increasing the number of ways residents can be physically active and obtain nutritious food. Our board plays a crucial role in guiding our strategic direction, ensuring we remain true to our mission, and providing oversight on our initiatives. We are currently seeking dynamic and committed individuals to join our leadership team through our open nomination for board of directors.
Why join our board of directors?
Make a Difference: As a board member, you’ll have the opportunity to influence decisions that directly impact the health and well-being of communities. Your expertise and vision can help shape policies, systems and environmental changes that drive equitable change.
Collaborate with other Leaders: Our board is comprised of passionate individuals from diverse backgrounds who share a common goal: to make our communities healthier for everyone in South Carolina. You’ll work alongside other visionary leaders, gaining new perspectives and expanding your professional network.
Drive Innovation: We are looking for individuals who propose innovative solutions to complex challenges. Your fresh ideas can help us tackle pressing issues and implement effective, sustainable changes.
Professional Growth: Serving on our board of directors offers a unique opportunity for personal and professional development. You’ll enhance your leadership skills, gain valuable governance experience, and contribute to the strategic management of a respected nonprofit organization.
Who are we looking for?
We seek candidates for our board of directors who have a unique set of skills and qualities, such as:
Passionate: A genuine commitment to our mission of making communities healthier for all.
Strategic Thinker: Ability to think long-term and provide strategic direction.
Leadership: Able to guide and mentor the Executive Director, communicate effectively, build consensus and make tough decisions.
Innovative: Willingness to bring new ideas and solutions to the table.
Experienced: Previous board experience is a plus, but not required.
How to complete your nomination
If you’re ready to make a meaningful impact and join a dedicated team of leaders, we encourage you to apply. To submit your nomination for board of directors, use the link below to complete the application form.
The deadline for nominations is October 2, 2024. We look forward to welcoming new visionary leaders to our board of directors and working together to create healthier, stronger communities.
According to the U.S. Census Bureau, 43 percent of children under the age of 18 in Barnwell County live below the poverty level. Because of their parents’ economic status, those children face more health disparities and inequities than others. For the majority of those children, it means living in affordable housing, also known as public housing.
Affordable housing communities can be found in almost every area of South Carolina, and Barnwell County is no exception. You’ve seen them around—complexes of multi-unit apartments with some green spaces but no visible outdoor recreational structures and no park within a safe walking distance. The HYPE team in Barnwell County saw the same thing. The lack of playgrounds in multiple affordable housing communities concerned them enough to do something about it.
Key partners were rounded up.
A HYPE team member helps with the obstacle course setup.
As soon as the HYPE team decided to focus on improving access to outdoor recreation in affordable housing communities, they turned to the South Carolina Regional Housing Authority No. 3 (SCRH3), the organization tasked with managing public housing and connecting residents to community resources. Getting buy-in from SCRH3 was integral to the success of the project.
“Our kids need something to do. You know, society complains a lot about this particular population, and I mean those residents who live in low-income housing, but they don’t provide any resources,” said Lisa Creech, resident opportunity and self-sufficiency service coordinator at SCRH3. “If you don’t want them to do something in particular, you have to provide another outlet, another resource for them. And I think that’s where we were lacking.”
Prior to joining SCRH3, Creech worked at an agency that wanted to partner with local housing and provide some recreation resources to the kids. As the HYPE team entered the picture, the affordable housing communities received basketball courts. But according to Creech, the kids wanted more.
Creech said on partnering with the HYPE team, “Many of these properties don’t have playgrounds, and for the ones that do have the basketball courts now, that’s all the kids have. So, we were really hoping to give them an opportunity to just be kids.”
Barnwell youth leaders take action.
Children play with the parachute as one boy has fun with tug of war.
With funding from Wholespire, Barnwell County HEALing Partners (funding from Healthy People, Healthy Carolinas) and other leveraged sources, youth were able to follow The HYPE Project process of observing their community, collecting data, and choosing their project focus area. They chose to increase access to physical activity in six local affordable housing communities located in Barnwell, Williston and Blackville. The team relied on a needs assessment they conducted the previous year to determine what type of physical activity to provide through their project.
They already knew SCRH3 and Barnwell County HEALing Partners hosted a field day event, which was successful but needed a little work. So, they analyzed the needs assessment and community feedback from the event and decided to enhance the activities of the field day and take it to multiple affordable housing communities during spring break.
“I thought it was very important that the youth take the lead on this project, and they did so well. I’m so pleased that I did not even imagine they would take it on the way that they did. But I think it’s because we made them understand that this is your project, and I think that message took it to another level,” said Pamela McKnight, HPHC project coordinator at Axis 1 Center of Barnwell, the fiscal agent for Barnwell County HEALing Partners.
The HYPE team planned the improvements from start to finish, adding additional (and traditional) field day games, purchasing recreation equipment, increasing the frequency from once a year to twice a year, and creating a HYPE Tour that would take the event to multiple affordable housing communities in the county.
The obstacle course tested everyone’s agility with the use of pool noodles, cones and other affordable materials.
“We brought out all the games that we played as kids for Field Day. We had tug of war; jump rope, hula hoops; obstacle courses; the large parachute—all things field day. The kids came out in droves, and they had a great time. We provided healthy snacks, and they got to be kids,” said Creech.
Not only was the purpose to increase access to physical activity, but it was also to give those particular community members a sense of community and belonging.
“I think it actually gave the parents and the children the opportunity to do something together because, when you think about it, everybody’s lives are busy. You have parents working long hours, and then you may have an older sibling taking care of the younger kids while the parent is working,” said Susan Ingram, HYPE advisor and project coordinator at AXIS 1 Center of Barnwell. ”But this project allows the parents and the children to play together. It was a beautiful thing to see.
In addition to field day games, McKnight said the HYPE Tour also included arts and crafts, health and wellness information from local vendors, and healthy snacks. “We also use that opportunity to show parents how easy it is to have a nutritious snack, and the children loved it. We did fruit kebabs with yogurt, and the children absolutely loved it. Nine times out of ten, none of those children had fruit or yogurt.”
Leveraging the HYPE Project for a greater impact.
Tug of war was popular among everyone.
Since the HYPE Tour, Creech says that she has noticed a change. “Since the field day, I do see the kids out playing, but it would be really nice to have some permanent structures for them.”
When you leverage a policy, systems and environmental change project for a greater impact, it means you influence additional change. You brought more attention to the needs of the community, and another entity or partner is investing in the community’s future. The HYPE team in Barnwell County did just that. Their actions and concerns about the lack of outdoor recreational structures in affordable housing communities put a brighter light on the situation.
According to McKnight, there have been conversations about adding some permanent structures to some of the low-income properties. Things could change for the children, and the HYPE team would play a role. Barnwell County HEALing Partners is considering building naturalized play areas on the properties because, through this project, they realized that not all of the affordable housing communities have areas for children to play. The health coalition continues to research naturalized play areas.
“Another project we were looking at in concert with the Housing Authority is sidewalk play,” says McKnight. “We want to make it permanent. So, permanent sidewalk directives like do jumping jacks or do hopscotch on the sidewalks to give children something that they could do.”
The HYPE team has inspired Barnwell County HEALing Partners to do more to improve access to physical activity throughout the county. There are tons of ideas, big and small, and several larger projects in the making. It’s safe to say that the movers and shakers of all ages in Barnwell County are doing some pretty big things that other communities can learn from, and a lot of it involves youth engagement.
We recently caught up with Lori Phillips, director of the Division of Nutrition, Physical Activity and Obesity Prevention (DNPAO) at the SC Department of Health and Environmental Control. Historically, SCDHEC founded the coalition that became Wholespire and DNPAO has been a long-standing partner. Their partnership and shared vision have contributed to the growth and recognition of policy, systems and environmental change strategies as a foundation of community health improvement across South Carolina.
Question: What is DNPAO and what does it do? Answer: The Division of Nutrition, Physical Activity, and Obesity Prevention (DNPAO) aims to support equitable opportunities for healthy eating and active living statewide through the facilitation of collective state-level actions. It serves as the state arm of the Centers for Disease Control and Prevention’s Division of Nutrition, Physical Activity, and Obesity and a bridge between national nutrition and physical activity best practices and state and local actions.
DNPAO strategies include:
Improving early care and education and school environments to support healthy eating and active living
Improving student health through the implementation of a statewide, web-based FitnessGram system
Engaging partners to guide state-wide healthy eating, active living, and healthy weight efforts
Question: You’ve been the director for quite a while. Can you tell us how the DNPAO and its work have evolved over the years? Answer: I have served in the director role since 2013. The division’s evolution has predominantly been driven by funding changes over the years. In the past, the division received substantial federal funding which sustained a team of 10 staff with specific subject matter expertise. When this federal funding was cut in 2018, the division was down-sized to focus on nutrition, physical activity, and obesity prevention in the main settings where children spend time – in communities and early care and education and school systems. The division was funded by the state legislature in 2023 to sustain these efforts as well as to maintain the SC FitnessGram system and to serve as a backbone organization (along with Wholespire) for Healthy Palmetto.
Question: Your division and Wholespire are co-leaders of Healthy Palmetto. Will you explain what Healthy Palmetto is and how it’s work is impacting community health improvement? Answer: South Carolina has had a state obesity plan since 2005. In 2019, the previous plan was wrapping up and key state stakeholders were convened to determine a path forward. It was determined that creating environments and systems that support healthy eating and active living throughout South Carolina is important for the future health of the state. So, Healthy Palmetto was established in 2020 with a commitment to serve as the state lead coalition of organizations responsible for collectively addressing healthy eating, active living, and healthy weight within the Live Healthy SC State Health Improvement Plan.
Healthy Palmetto supports healthy eating and active living priorities that would benefit from collective elevation. This includes creating space for partner organizations to share resources and connect with other state-level leaders, developing and disseminating collective communication assets, tracking the progress of priority measures, and blending funding for greater impact.
Healthy Palmetto is serving as the lead for the 2025-2030 State Health Improvement Plan Health Behaviors Work Group and planning is currently underway to determine strategies for the next five years. Although Healthy Palmetto focuses on state-level population strategies to improve nutrition and physical activity, there is a role for everyone to play. Local stakeholders can implement the Healthy Palmetto priority strategies and can connect with state-level leaders in each of the priority areas for assistance. Healthy Palmetto provides infrastructure for organizations to work towards common goals collectively.
Question: SCDHEC is preparing for a new name and a new brand. How will this transition impact the division, the work and its partnerships? Answer: Yes, as of July 1, 2024, DNPAO will be housed within the SC Department of Public Health. While there will be name changes and perhaps some structural changes internally, this should not impact DNPAO’s work or its partnerships. The work that we do is long-term in nature and we are thankful that we can continue contributing to a healthier South Carolina.
Question: What do you think has made Wholespire a good partner? Answer: DNPAO was a catalyst to establish the original organization that is now Wholespire. While I was not director at that time, it is my understanding that the impetus for that was to create opportunities for a public-private partnership to spearhead and lead the state’s obesity prevention efforts. Although there have been major changes in both DNPAO and Wholespire over the years, I believe this original intent continues to serve the state positively.
Wholespire serves a role that state agencies cannot in that it can be more flexible and fluid. Wholespire is a leader in advocacy and communication for healthy eating and active living and community health overall. Wholespire also provides direct technical assistance for local stakeholders. The work that Wholespire does complements DNPAO’s work and together we can have greater impact.
Question: Would you like to share any other important details about DNPAO? Answer: DNPAO is a small team with over 65 years of combined experience and subject matter expertise in nutrition and physical activity best practices, specifically within early care and education, schools, and communities. Please reach out if you think we can help you. We are always open to connect people to the appropriate resources or partners to make South Carolina a healthier state.
