Health and Wellness from the Inside Out

Gabrielle Bourne Productions 1

““Develop|Empower|Fit”Develop|Empower|Fit”(D.E.F.)(D.E.F.)

Strategic Health & WellnessStrategic Health & WellnessCampaignCampaign

Inspired in part by Healthy People 2010 Inspired in part by Healthy People 2010 and Alliance for a Healthier Generationand Alliance for a Healthier Generation

Going to the MAX and beyond “diet” and “exercise” Going to the MAX and beyond “diet” and “exercise”

Healthy Body|Mindful Existence|Wealthy Healthy Body|Mindful Existence|Wealthy SpiritSpirit


““D.E.F.” CampaignD.E.F.” CampaignProgram SeriesProgram Series

www.gabriellebourne.comwww.gabriellebourne.com ”Live Long and Prosperous””Live Long and Prosperous”

Promotes TOTAL SUSTABILITY* in the following areas…Promotes TOTAL SUSTABILITY* in the following areas…

• Work/Life BalanceWork/Life Balance• Healthy KidsHealthy Kids• Vibrant PlanetVibrant Planet

◊◊ Education = knowledge AND is KEY to a stress-free and Education = knowledge AND is KEY to a stress-free and productive lifestyle. productive lifestyle.

◊◊ Manage your health AND optimize your Wellness “intention.”Manage your health AND optimize your Wellness “intention.”

◊◊ “ “Where attention goes…energy flows…results show…”Where attention goes…energy flows…results show…”


Health Promotion Health Promotion & Disease Prevention& Disease Prevention

• ScreeningsScreenings• Health educationHealth education• AwarenessAwareness• Supportive work environmentsSupportive work environments• ActivitiesActivities

Aims to reduce behavioural risk factors in order to improve Aims to reduce behavioural risk factors in order to improve employee health employee health

thereby resulting in lower healthcare cost and increased thereby resulting in lower healthcare cost and increased productivity.productivity.


Small to Mid-sized Small to Mid-sized “Perceptions”“Perceptions”

• Lack of time, money and expertise. Larger Lack of time, money and expertise. Larger employers are more equipped.employers are more equipped.

• Lack of reward – healthcare insurance premiums Lack of reward – healthcare insurance premiums based on “community rating,” not employee based on “community rating,” not employee impact.impact.

An employer could implement an excellent program, reduce health risks An employer could implement an excellent program, reduce health risks and even and even

healthcare utilization yet premiums would likely continue to rise. healthcare utilization yet premiums would likely continue to rise. However However

medically high risk employees are medically high cost employees, medically high risk employees are medically high cost employees, dependent on dependent on

increased risk factors.increased risk factors.


Small to Mid-sizedSmall to Mid-sized“Misperceptions”“Misperceptions”

• Contributions towards employee health Contributions towards employee health coverage are tax deductible*coverage are tax deductible*

• Employers with employees who have Employers with employees who have “pre-existing” conditions cannot be “pre-existing” conditions cannot be denied group health coverage by denied group health coverage by insurers, albeit they may charge higher insurers, albeit they may charge higher insurance premiums.insurance premiums.

*Employees cannot deduct health insurance premiums when bought on their own. *Employees cannot deduct health insurance premiums when bought on their own. These are “false”These are “false”

beliefs some employers hold to be true. beliefs some employers hold to be true.


Self-InsuredSelf-InsuredEmployee Health and Employee Health and

Bottom lineBottom line• Take on risks associated with providing Take on risks associated with providing

health benefits to employees directly.health benefits to employees directly.• High healthcare utilization negatively High healthcare utilization negatively

affects employer profit.affects employer profit.• Potential risks and rewards are the Potential risks and rewards are the

catalysts for broader range of health catalysts for broader range of health promotion and disease prevention promotion and disease prevention interventions to maximize impact on interventions to maximize impact on employee health.employee health.


Organizational Benefits:Organizational Benefits:Productivity and Productivity and

PerformancePerformance• A healthier workforce contributes to A healthier workforce contributes to

individual productivity.individual productivity.

• Increased productivity directly impacts Increased productivity directly impacts organizational performance.organizational performance.

• Improved quality of products and/or Improved quality of products and/or services.services.

• Decreased absenteeism (MIA)Decreased absenteeism (MIA)

• Decreased presenteeism. (NIA)Decreased presenteeism. (NIA)

Link between health, productivity and performance.Link between health, productivity and performance.


Benefits: Benefits: External and Internal External and Internal

“Perception”“Perception”• A successful health promotion and wellness A successful health promotion and wellness

program can provide leverage for program can provide leverage for negotiating with insurers and workers negotiating with insurers and workers compensation carriers.compensation carriers.

• An experience employer can make more An experience employer can make more informed decisions related to purchasing of informed decisions related to purchasing of healthcare benefits or considering self-healthcare benefits or considering self-insurance.insurance.

• Community impact perception and Community impact perception and reputation of an “employer who cares.”reputation of an “employer who cares.”


Strategies:Strategies:Getting StartedGetting Started

• Modification to the work environment Modification to the work environment to encourage healthy behaviours.to encourage healthy behaviours.

• Development of policies that build Development of policies that build health into the work culture.health into the work culture.

• Initiatives to raise awareness and Initiatives to raise awareness and education.education.

• Enhancement of preventative care Enhancement of preventative care benefits.benefits.

Getting started does not have to be expensive or time-Getting started does not have to be expensive or time-consuming.consuming.


Key Factors:Key Factors:• Behavioural Risk FactorsBehavioural Risk Factors

- Tobacco use- Tobacco use- Alcohol/Drug use- Alcohol/Drug use- Physical inactivity- Physical inactivity- Overweight/Obesity- Overweight/Obesity- Physical Environment- Physical Environment

• InterventionsInterventions- Health Screenings- Health Screenings- Health Risk Appraisals (HRA)- Health Risk Appraisals (HRA)

- Employee Assistance Program (EAP)- Employee Assistance Program (EAP)- Fitness Challenge / Weight Management / - Fitness Challenge / Weight Management / NutritionNutrition- Safety/Loss Prevention- Safety/Loss Prevention


Personal BehaviourPersonal BehaviourContribution to disease development or exacerbate existing Contribution to disease development or exacerbate existing

health problemshealth problemsFrom Healthy Workforce 2010 (www. healthypeople.gov). An updated From Healthy Workforce 2010 (www. healthypeople.gov). An updated

2000 census shows steady rise in Tobacco and Diet/activity pattern 2000 census shows steady rise in Tobacco and Diet/activity pattern related deaths, whilst other causes have decreased.related deaths, whilst other causes have decreased.


Employer “Major” Concerns Employer “Major” Concerns Related to Employee healthRelated to Employee health• Healthcare Costs – 69%Healthcare Costs – 69%• Occupational Injury – 59%Occupational Injury – 59%• Employee Performance – 65%Employee Performance – 65%• Ability to Recruit – 68%Ability to Recruit – 68%• Ability to Retain – 65%Ability to Retain – 65%• Employee Morale – 45%Employee Morale – 45%• Aging Workforce – 12%Aging Workforce – 12%

Source: 1999 National Worksite Health Promotion SurveySource: 1999 National Worksite Health Promotion Survey


10 Step Process for an 10 Step Process for an Effective Health Promotion Effective Health Promotion

ProgramProgram1.1. Establish a Planning Committee.Establish a Planning Committee.2.2. Assess the interests and needs of leadership and Assess the interests and needs of leadership and

other employees.other employees.3.3. Develop mission statement, goals and objectives Develop mission statement, goals and objectives

and design the program.and design the program.4.4. Develop a timeline and budget.Develop a timeline and budget.5.5. Select incentives.Select incentives.6.6. Acquire resources.Acquire resources.7.7. Market the program.Market the program.8.8. Implement the program.Implement the program.9.9. Evaluate the program.Evaluate the program.10.10. Modify the program (Continuous Quality Modify the program (Continuous Quality

Assurance)Assurance)


Employee Benefits:Employee Benefits:

• General Well-being (Body, Mind and General Well-being (Body, Mind and Spirit)Spirit)

• Improved Quality of LifeImproved Quality of Life• Better Focus.Better Focus.• Job satisfaction.Job satisfaction.• Foster positive interpersonal Foster positive interpersonal

connections.connections.


Successful Wellness program Successful Wellness program dependent on healthy dependent on healthy

organizational cultureorganizational culture • Employees communicate openly.Employees communicate openly.• Leaders support diversity of opinion.Leaders support diversity of opinion.• Employees have fun.Employees have fun.• Policies support wellness.Policies support wellness.• Employees are encouraged to grow.Employees are encouraged to grow.• Employees work together as a team.Employees work together as a team.• Employees’ skills and talents are matched to their Employees’ skills and talents are matched to their

job.job.• Flexible work schedules are available.Flexible work schedules are available.• Employers consider employees their most valuable Employers consider employees their most valuable

asset.asset.


Wellness CommitteeWellness Committee

• Composed of cross-section of employees Composed of cross-section of employees representing various occupations, levels representing various occupations, levels and subgroups with the organization.and subgroups with the organization.

• Plans, promotes and runs program.Plans, promotes and runs program.

• Does not handle biometric screening Does not handle biometric screening procedures, counsel clients, or handle procedures, counsel clients, or handle confidential health information. confidential health information.


Goal and ObjectivesGoal and ObjectivesWellness ProgramWellness Program

• TThe Goal is the Goal is to eno enhance the health of hance the health of individuals and the organization.individuals and the organization.

• Two types of objectives: Process and Two types of objectives: Process and Outcome.Outcome.


Process ObjectivesProcess Objectives

• Number of participants screened.Number of participants screened.• Number of participants completing HRAs.Number of participants completing HRAs.• Satisfaction of program participants.Satisfaction of program participants.• Number of participants medically referred Number of participants medically referred

and saw their physicians.and saw their physicians.• Number of promotional activities.Number of promotional activities.• Number of participants seen in follow-up.Number of participants seen in follow-up.


Outcome ObjectivesOutcome Objectives• Number at no and low risk, moderate risk, Number at no and low risk, moderate risk,

high risk.high risk.• Number at no cardiovascular disease (CVD) Number at no cardiovascular disease (CVD)

risks.risks.• Number of participants who improved fitness Number of participants who improved fitness

level.level.• Number of participants with high blood pressure Number of participants with high blood pressure

who lowered their blood pressure.who lowered their blood pressure.• Number of participants with risk factors who Number of participants with risk factors who

saw their physician and are being treated for saw their physician and are being treated for high blood pressure or cholesterol years later.high blood pressure or cholesterol years later.

Many HRAs track this type of information and provide group Many HRAs track this type of information and provide group aggregate reports.aggregate reports.


Health ScreeningHealth Screening

• Provided by health professional Provided by health professional trained in wellness-screening trained in wellness-screening techniques and counseling.techniques and counseling.

• Employee assessment consists of Employee assessment consists of brief health history, blood pressure brief health history, blood pressure and cholesterol.and cholesterol.

• Follow-up appointments set up for Follow-up appointments set up for those identified “at risk.”those identified “at risk.”


Health Risk AppraisalHealth Risk Appraisal

• Computerized assessment tool and Computerized assessment tool and reviews:reviews:

- Family history- Family history

- Health status.- Health status.

- Lifestyle.- Lifestyle.

HRA seeks to identify precursors associated with premature HRA seeks to identify precursors associated with premature death and serious death and serious

illness.illness.


Menu of Services*Menu of Services*

• ClassesClasses• Mini-groupsMini-groups• Guided self-helpGuided self-help• Individual counseling/coachingIndividual counseling/coaching

*Designed to support changing lifestyles.*Designed to support changing lifestyles.


Wellness TouchesWellness Touches

• Preventative screeningsPreventative screenings• HRAHRA• Health ScreeningsHealth Screenings• CoachingCoaching• Community wellness activityCommunity wellness activity• Group EducationGroup Education• ““Lunch ‘n’ Learn” or “Break and Take”Lunch ‘n’ Learn” or “Break and Take”• Newsletter/educational communicationNewsletter/educational communication


Health & Wellness ExpoHealth & Wellness ExpoEvent ProductionsEvent Productions

VISIONVISION::

Sustainability through a healthy body, a “mindful” Sustainability through a healthy body, a “mindful” existence and wealthy spirit.existence and wealthy spirit.



MISSIONMISSION::

To enrich the lives of individuals and to develop a To enrich the lives of individuals and to develop a strong healthy mindset and lifestyle changes strong healthy mindset and lifestyle changes

through a series of “wellness touches” through a series of “wellness touches”

with generational benefits.with generational benefits.



Outcomes:Outcomes:

• Understanding + Knowledge = Understanding + Knowledge = EmpowermentEmpowerment

• Experience + Awareness = Experience + Awareness = ImplementationImplementation

• Lifestyle Changes + Practice = Lifestyle Changes + Practice = Generational benefitsGenerational benefits



Outputs:Outputs:• ““Lunch ‘n Learn” or “Break and Lunch ‘n Learn” or “Break and

Take”Take”• Health Screenings/AssessmentsHealth Screenings/Assessments• Community Activities/EducationCommunity Activities/Education



Outputs: Outputs: “Lunch ‘n Learn” or “Break “Lunch ‘n Learn” or “Break and Take”and Take”

• Serves as prelude to Health & Wellness Expo and Serves as prelude to Health & Wellness Expo and generate excitement and anticipation.generate excitement and anticipation.

• Serves to further enhance the information Serves to further enhance the information process.process.



Outputs: Outputs: “Health “Health Screenings/Assessments”Screenings/Assessments”

• Serves as a “preventative” vehicle for better Serves as a “preventative” vehicle for better health.health.

• Serves to promote “active” participation in Serves to promote “active” participation in staying and being well.staying and being well.



Outputs: Outputs: “Community “Community Activities/Education”Activities/Education”

• Serves in partnership with individual efforts.Serves in partnership with individual efforts.• Serves to promote communal “togetherness.”Serves to promote communal “togetherness.”



Production Services:Production Services:

• Process DevelopmentProcess Development – Creation of Production – Creation of Production processes and resources including, but not limited to processes and resources including, but not limited to Rules/Guidelines, procedural manual, forms and Rules/Guidelines, procedural manual, forms and evaluation system. (weeks 1-4)evaluation system. (weeks 1-4)

• OperationsOperations – Management of Production processes – Management of Production processes and resources including, but not limited to implement and resources including, but not limited to implement operational plan, program design, preparatory operational plan, program design, preparatory activities, facility management, agenda, topics, activities, facility management, agenda, topics, speakers/presenters, donor/sponsors, invitations, speakers/presenters, donor/sponsors, invitations, training, briefings and debriefings, collect and training, briefings and debriefings, collect and analyze data, wrap ups and follow ups, project analyze data, wrap ups and follow ups, project outcome data report, preparation of reports, final outcome data report, preparation of reports, final event report (weeks 1-18)event report (weeks 1-18)



Production Services (cont’d):Production Services (cont’d):

• LogisticsLogistics – Procurement, Maintenance and Distribution – Procurement, Maintenance and Distribution of Production processes and resources including, but of Production processes and resources including, but not limited to on-site programming, venue, not limited to on-site programming, venue, registration, printing, collection of fees, and collateral registration, printing, collection of fees, and collateral materials. (weeks 2-16)materials. (weeks 2-16)

• MarketingMarketing – Promotion including, but not limited to – Promotion including, but not limited to media kits, press releases, and E-marketing (weeks 2-media kits, press releases, and E-marketing (weeks 2-18)18)

• AdministrationAdministration – Organization of Production processes – Organization of Production processes and resources including, but not limited to “Save the and resources including, but not limited to “Save the Date,” name tags, evaluation process (weeks 2-16)Date,” name tags, evaluation process (weeks 2-16)



Gabrielle Bourne, Executive ProducerGabrielle Bourne, Executive ProducerHealth & Wellness Management Consultant with proven disciplines in the areas of Health & Wellness Management Consultant with proven disciplines in the areas of Strategic Planning, Event Programming, Logistics, Operations, Development and Strategic Planning, Event Programming, Logistics, Operations, Development and

HumanHumanResources Administration. Gabrielle has over 17 years experience working with nonResources Administration. Gabrielle has over 17 years experience working with nonprofits, 10 years in Human Resources and 8 years in the US Army Reserves as a Civil profits, 10 years in Human Resources and 8 years in the US Army Reserves as a Civil Affairs Specialists working with media, local civilian leaders and Brass. She spent six (6) Affairs Specialists working with media, local civilian leaders and Brass. She spent six (6) years on the Board of the American Heart Association in Los Angeles, California where years on the Board of the American Heart Association in Los Angeles, California where she lobbied for legislative changes in Sacramento and Washington, D.C. She has worked she lobbied for legislative changes in Sacramento and Washington, D.C. She has worked on the Foster Family Picnics with Department and Children and Family Services, L.A. on the Foster Family Picnics with Department and Children and Family Services, L.A. Youth Summer Games, and co-organized the inaugural Womens Legacy Conference (aka Youth Summer Games, and co-organized the inaugural Womens Legacy Conference (aka Go Red for Women) for the American Heart Association. Gabrielle served on the Go Red for Women) for the American Heart Association. Gabrielle served on the advisory Board of LA’s Best Afterschool Enrichment Program. Gabrielle is an advisory Board of LA’s Best Afterschool Enrichment Program. Gabrielle is an

experienced experienced and talented Projects Coordinator and Event Producer. In 2008, Gabrielle Bourne and talented Projects Coordinator and Event Producer. In 2008, Gabrielle Bourne launched Gabrielle Bourne Productions to support wider community-related grassroots launched Gabrielle Bourne Productions to support wider community-related grassroots initiatives. initiatives.



Projects/Event Coordination HighlightsProjects/Event Coordination Highlights::• SMART-FL “What S.M.A.R.T. Women Know” (2011)SMART-FL “What S.M.A.R.T. Women Know” (2011)• Royal Palm Place, City of Boca Raton FL, Develop|Empower|Fit (2010)Royal Palm Place, City of Boca Raton FL, Develop|Empower|Fit (2010)• Loggerhead Fitness, City of Juno Beach FL, Develop|Empower|Fit Loggerhead Fitness, City of Juno Beach FL, Develop|Empower|Fit

(2010)(2010)• Primal Quest Expedition Racing, South Dakota, Transition Team (2009)Primal Quest Expedition Racing, South Dakota, Transition Team (2009)• Primal Quest Expedition Racing, Montana, Transition Team (2008) Primal Quest Expedition Racing, Montana, Transition Team (2008) • Nissan Open PGA Golf Tournament, Volunteer Director (2001-2003)Nissan Open PGA Golf Tournament, Volunteer Director (2001-2003)• L.A. Youth Summer Games, Los Angeles, Interim Director (2002-2003)L.A. Youth Summer Games, Los Angeles, Interim Director (2002-2003)• Foster Family Picnics, Los Angeles, Operations Director (2001-2003)Foster Family Picnics, Los Angeles, Operations Director (2001-2003)• Sibling Dinners, DCFS, Los Angeles, Operations Director (2001-2003)Sibling Dinners, DCFS, Los Angeles, Operations Director (2001-2003)• Eco-Challenge, New Zealand, Transition Team (2001)Eco-Challenge, New Zealand, Transition Team (2001)• Women's Legacy Conference, Los Angeles, Consultant/Board (2001-Women's Legacy Conference, Los Angeles, Consultant/Board (2001-

2002)2002)



Projects/Event Coordination Highlights (cont’d)Projects/Event Coordination Highlights (cont’d)::

• Inaugural Womens' Legacy Conference, Los Angeles, Co-Organizer Inaugural Womens' Legacy Conference, Los Angeles, Co-Organizer (2000)(2000)

• Westside Walk and Health Expo, WLA, Entertainment Chair (2000-Westside Walk and Health Expo, WLA, Entertainment Chair (2000-2001)2001)

• Prism Awards, Los Angeles, Registrations Coordinator (2000-2002)Prism Awards, Los Angeles, Registrations Coordinator (2000-2002)• Eco-Challenge, Morocco, Transition Team (1998)Eco-Challenge, Morocco, Transition Team (1998)• Eco-Challenge, Australia, Transition Team (1997)Eco-Challenge, Australia, Transition Team (1997)• Baywatch Beach Walk & Health Expo, Santa Monica, Funding Baywatch Beach Walk & Health Expo, Santa Monica, Funding

(1996-1998)(1996-1998)• Eco-Challenge, British Columbia, Transition Team (1996)Eco-Challenge, British Columbia, Transition Team (1996)• Hitachi Tradeshow, Las Vegas, Coordinator (1993-1996)Hitachi Tradeshow, Las Vegas, Coordinator (1993-1996)• AFI Film Festival Special Events/Tributes (1992-1996)AFI Film Festival Special Events/Tributes (1992-1996)• Governor’s Conference for Women, aka Womens’ Conference (1991-Governor’s Conference for Women, aka Womens’ Conference (1991-

1993)1993)



Nuts & BoltsNuts & Bolts• PurposePurpose – To develop a “Wellness” Conscious – To develop a “Wellness” Conscious

community and support employee partners, community and support employee partners, residence and community citizenship to achieve a residence and community citizenship to achieve a sustainable lifestyle with generational benefits.sustainable lifestyle with generational benefits.

• Timeline – Timeline – Launch dates are minimum (6) months.Launch dates are minimum (6) months.

• Cost – Funded through Cost – Funded through Sponsorship and Sponsorship and Exhibitions. This funding option allows vendors Exhibitions. This funding option allows vendors relate to a “value-added” event.relate to a “value-added” event.

• Fiscal ResponsibilityFiscal Responsibility – Monthly reports are – Monthly reports are generated to fiscal agent to track the “costs of generated to fiscal agent to track the “costs of doing business.” doing business.”



Nuts & Bolts (cont’d)Nuts & Bolts (cont’d)

• ““Pre-production”Pre-production” – Responsibilities, Supplies, – Responsibilities, Supplies, Physical Space planning, Screenings, Secondary Physical Space planning, Screenings, Secondary vendors, Refreshments.vendors, Refreshments.

• Production – Production – On-site set-up, registration and On-site set-up, registration and coordination.coordination.

• Post-Production– Post-Production– On-site “strike,” assessment On-site “strike,” assessment and evaluation.and evaluation.



THANK YOU!THANK YOU!

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Health and Wellness from the Inside Out