Professional Development

I earned a bachelor in Social Work but passion for wellness took priority. I have completed WELCOA Well Work Place, WELCOA faculty, and Worksite Wellness Program Manager (CWWPM) certifications.  I also completed online trainings on various wellness topics.  Most beneficial was Well Work Place certification which provided the foundation to develop a meaningful employee wellness program for the County.   

As a result of using the 7 bench marks as the foundation the wellness program have earned United HealthCare Well Deserved Award two consecutive years, Platinum status with American Heart Association two consecutive years and the Silver Award from ComPsych.  

Demonstrated success

Establish a meaningful wellness program with employee engagement-Although Pinellas County had a wellness program for over 12 years, it underwent a dynamic change in 2008, making employee wellness a top priority.  The decision was made to bring the wellness program in-house, hiring a full time position dedicated to creating a healthier workplace and improving the health of the employees. Healthy eating, physical activity and tobacco guidelines were established to create a wellness environment at the workplace.

In 2009 a wellness champion program was implemented.  There are currently 68 employees volunteering to serve as champions.  Highlights of their accomplishments include; worksite walking clubs, challenges, on-site Weight Watchers, At Work Massage, Mobile Produce, healthier options at worksite luncheons and celebrations, hosting a variety of wellness educational sessions, and much more.  Countless employees have lost weight, quit smoking, started moving more, and have improved their overall health.

In 2011 a wellness incentive program was implemented.  Employees and their cover spouse/domestic partner can earn up to 200 points for participating in wellness activities identified from a menu of options.  The most emphasized incentive is for completing the health assessment and completing a biometric screening.  During the 2013 there was a 96% participation rate for those two activities. The year prior there was 37% participation.

Incentive program participation is stratified based on 3 levels: No Engagement, Awareness, and Behavior Change.  Year over year results are  2011 vs. 2012 No Engagement- 2011-793 vs 2012-172, Awareness 2011-1478 vs. 2012-1680, Behavior 2011-541 vs. 2012-929.  Additional improvements-344 employees who tracked for both 2011 and 2012 their hospital admissions dropped by 57% in year two, and length of stay dropped by 73%.

The 7 benchmarks drive our wellness programming.  Examples for how I incorporate each benchmark include; 1. Leadership committed for taking wellness to the next level by establishing an in-house full time wellness position.  2. Establishment of a wellness champion program.  3. Administering a feedback/satisfaction survey every other year.  4. Currently updating our strategic plan.  5. Using survey data and program results for program planning. 6. Establish guidelines and policies that reinforce that wellness is a priority.   7. Meet with our healthcare, pharmacy and health consultants quarterly to review data and outcomes.

Leadership

Wellness has been my passion since early in life. I stay active and eat healthy.  I share with employees that I have temptations and need motivation too. I provide ideas of how to overcome adversities like I had to do after breaking my neck. Not allowing the day to day pain stop me from being active and displaying a positive outlook and attitude, modeling that living health is work but worth it!

A meaningful leadership opportunity was being a founding member and establish the Wellness Council of Tampa Bay in 2010. The group provides support and recourse for worksite wellness professional, with more than 300 members. In 2012 the group became a 501C3 through a partnership with the Tampa Bay HealthCare Collaborative. I have served on the steering committee since the group’s inception.  Other leadership includes consulting organizations on our program model to assist in creating their wellness programs.

Advice-Get involved in community wellness efforts. Networking with other professionals helps to develop professionally, gain knowledge and resources.  

Innovation

Survey results and participation rate of in person compared with online/telephonic identified need for more of a personal touch.  In 2013 three live wellness series were offered.  Coordinating 15 volunteer presenters (medical professionals, EAP practitioners, and Extension staff) to provide an engaging educational experience to employees at 20 locations for FREE took innovation!  Solution, offer live Webinars.  Presenters were live at one location while up to 12 additional locations remote in as a group, allowing for group learning.  Materials were distributed prior.  Polling questions helped keep the remote locations engaged. 1,245 employees (45% of employees) registered, 962 (77%) successfully completed a series. Survey results- 351 employees completed. When asked if the program increased their knowledge and understanding of the subject matter presented. 90% indicated they agreed or strongly agree. When asked if they believe they will use the information to make a positive lifestyle change. 90% agreed or strongly agreed.

Compelling Vision

As I continue to work in the employee wellness field I realize the need to support our employees on their personal journey is critical.  I feel people are looking for customized strategies to motivate and support them in improving their health.  As much as technology has advanced our capabilities, I am convinced that the need for human interaction and support is still very necessary.  In addition, continuing to work with our community to create an environment that promotes making our health a priority and encouraging each of us to take the responsibility and ownership of our health care decision and well being.