PCC Community Wellness Center

Marnie Robinson

Community Policy Advocate

Connecting Mission, Policy and Community

At PCC Community Wellness Center, I view legislative affairs, public relations and marketing as interconnected functions that should support the organization’s mission, reputation and connection to the community.

PCC is a Federally Qualified Health Center (FQHC) with 12 locations serving one of Chicago’s largest geographic communities. My approach begins with understanding the community: its health challenges, the services available to address those needs and the barriers that may prevent residents from accessing care.

Healthcare organizations operate in an environment where patients have choices and access to significant amounts of information. People consider providers, services, organizational reputation, recommendations, reviews and digital resources when making healthcare decisions. Communications therefore need to be clear, consistent and grounded in the organization’s mission and the needs of the people it serves.

PCC’s mission is to improve health outcomes for medically underserved communities by providing high-quality, affordable and accessible primary healthcare and support services. That mission provides a framework for communications across marketing, public relations, media relations, legislative affairs and community relations. Each function has a distinct role, but they should work from a shared understanding of the organization’s priorities.

Legislative affairs is an important part of that work because elected officials have direct relationships with the communities they represent. I engage with policymakers not only regarding legislation affecting healthcare delivery, but also to understand the concerns they hear from constituents. These conversations can help identify areas where healthcare organizations, government and communities can better understand one another.

Community relationships are similarly important. Chicago’s West Side includes a broad network of faith-based organizations, grassroots groups, small businesses, community leaders and elected officials. Maintaining relationships with these stakeholders provides opportunities to listen, share information, identify community needs and connect residents with available resources.

Ultimately, my approach is centered on coordination, listening and relationship-building. Communications, legislative affairs and community engagement are most effective when they remain connected to the organization’s mission and responsive to the people and communities it serves.

Putting People at the Center of Policy

One of the most valuable leadership lessons I’ve learned is that, regardless of title or position, every stakeholder is first and foremost a person. Whether working with policymakers, community leaders, residents, patients or organizational partners, I try to recognize their individual experiences, concerns, priorities and responsibilities.

This perspective has shaped how I work: listen carefully, seek to understand, lead with compassion, build trust, maintain relationships and find common ground. At PCC, I work at the intersection of healthcare, public policy and community engagement. Effective leadership requires understanding different perspectives.

When addressing legislation, my responsibility is not only to communicate PCC’s concerns but also to understand the reasons behind a policy. This helps create meaningful dialogue among policymakers, healthcare leaders, providers and patients.

I’ve also learned to connect complex policy issues to their human impact. Data and regulations matter, but decisions ultimately affect people’s lives. For me, leadership is rooted in service, stewardship and relationships.

Bringing Advocacy Closer to the Community

Advocacy can be a full-time responsibility, requiring engagement with elected officials, participation in town halls and community meetings, research into legislative policies and healthcare laws and relationship-building with key stakeholders. Healthcare organizations should maintain dedicated advocacy programs with clear goals, strategies and accountability for execution.

“Policies and strategies can be learned, but understanding people, building relationships and earning trust distinguish great leaders.”

Effective advocacy requires consistent engagement with lawmakers and helping them understand how policy decisions affect healthcare access, affordability and outcomes. At PCC, one way we build these relationships is by inviting elected officials to tour our facilities and observe our day-to-day operations. While a tour cannot fully capture the patient experience, it gives policymakers a firsthand look at how we deliver care to their constituents. It also creates an opportunity for leadership to discuss legislative concerns, share organizational priorities and strengthen those relationships.

Community collaboration is equally important. Chicago’s West Side has a strong network of faith-based organizations, particularly churches, that play an important role in connecting with residents. One strategic initiative PCC implemented was having our CEO engage women leaders from churches across the Austin community. She shared information about PCC’s services and, more importantly, asked, “What do you need from us?” This created an opportunity to hear directly from mothers, wives, grandmothers and community decision-makers about their needs and priorities.

Ultimately, advocacy must remain patient-centered and community-focused. There is no one-size-fits-all strategy. Effective advocacy requires creativity, listening, relationship-building and, above all, a genuine commitment to serving people well.

Preserving Trust in an AI-Driven World

AI is a powerful tool, but I believe we are still in the experimental stages of understanding its full capabilities and limitations. In the years ahead, AI may increasingly influence legislation, policy, communications and strategic decision-making. While it can quickly analyze information and produce content, it lacks human emotion, empathy and lived experience. That makes overreliance on AI concerning, particularly when human judgment is essential.

As AI-generated and manipulated content becomes harder to distinguish from fact, trust will become one of the most valuable communications assets. Transparency, authentic relationships and face-to-face engagement will be increasingly important to preserve the human element.

Learning People before Leading Them

My advice to professionals building careers in public policy, communications and organizational leadership is to become a student of people first. Policies and strategies can be learned, but understanding people, building relationships and earning trust distinguish great leaders.

Find a mentor, remain teachable and stay open-minded. Take on opportunities, even when they fall outside your current role, because they may open unexpected doors. Most importantly, lead through service. Leadership is never about you; it is about the people you are privileged to serve.