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FOIA Number:·
2006-0198-F-4
FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
First Lady's Office
Series/Staff Member:
Domestic Policy Council
Subseries:
Nicole Rabner
OAIID Number:
15633
FolderiD:
Folder Title:
EARLY CHILDHOOD DEVELOPMENT CONFERENCE BACKGROUND [Loose Material] [15]
Stack:·
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�TREATMENT PROGRAMS ·
for CHILDREN & ADULTS
Th e League Cen t er I
..
30 Washington Street, Brooklyn, New York 11201
718 643-5300' Fax: 718 237-2793
Bernice Sherman
President . .
Board. of Trustees
Hannah Achtenberg Kinn
Executive Director
HANNAH ACHTENBERG KINN
The League Treatment Center, 1979-Present. Chief Executive
Officer of $15 million not-for-profit agency serving 500
multiply mentally handicapped children and adults at five
internationally acclaimed facilities in Brooklyn, New Y9rk.
Quadrupled budget and number of clients served.
Developed
pioneering
education
and .treatment
programs
responding
to needs
of
inner
city
children.
Directed research team documenting efficacy of
ea~ly intervention.
·
Led public advocacy of children and families
on the city, state, and federal levels.
Coalition of· Voluntary Mental Health, Mental Retardation &
Alcohblism Agencie~, 1974-1979. Executive Director. Chief
administrator of an association of 90 not-for-profit agencies
and facilities with total operating budgets of $120 million.
Developed
programs.
and
implemented
social
Conducted
legislative
negotiations
federal, state, and local governments.
policy
with
BA at Smith College, Massachusetts.
MA at Oxford University, England, classmate of Bill Clinton.
Participated in the White House Health Care Outreach Group,
1993. Member of the ·NY State Governor's Task Force on
Medicaid. Participated on NY State Office of Mental Health's
Managed Care Task Force for mentally ill children and
families.·
Board Memberships: Barnard Women's Counseling Center; Citywide
Behavioral Network, Integrated Behavioral Health Services, and
InterAgency Council of Voluntary Mental Health Agencies ( IAC).
The League School
Fenichel House
Carl Fenichel Community Services, Inc.
Joan Fenichel Therapeutic Nursery
Morgan Stanley/Forest City Pierrepont Work Opportunity Center
567 Kingston Avenue, Brooklyn, NY
627 East 31st Street, Brooklyn, NY
885 Rogers Avenue, Brooklyn, NY
30 Washington Street, Brooklyn, NY
30 Washington Street, Brooklyn, NY
11203
11210
11226
11201
11201
718-498-2500
718-434-3106
718-856-4300
718-643-5300
718-643-5300
�,.
............. '".
~~··
Bernice Sherman
President
Board of Trustees
MEMO
Hannah Achtenberg Klnn
Executive Director
TO: Nicole Rabner
FROM: Leslie Gottlieb
RE: Some suggestions for the early learning conference
DATE: March 5, 1997
Our 43 years treating autistic and severely impaired children and adults proves that
point. As the nation's oldest day treatment program for autistic children we now
treat 500 multiply handicapped children and adults with diagnoses ranging from
autism and pervasive developmental disorder to severe speech and language
impairment and learning disorders. Committed to the inner city we treat children
with AIDS, infants born crack/alcohol addicted, victims of neglect and abuse.
We are a national model whose work has been emulated in programs in this country
and abroad -- from Little Rock to Los Angeles to Johannesburg. Furthermore, our
outcome studies demonstrate that we are a cost efficient government funded
program that dramatically improves children's lives.
This memo addresses the second and third portions of the conference agenda you
outlined to me: 2) how the research on brain development and early childhood is
being applied in the field and 3) how to help equip parents with the information
they need.
IN THE FIELD -- WHY THE LEAGUE TREATMENT CENTER IS EFFECTIVE
Keys to our success:
The basic keys to our success are, we believe, the keys to success for similar
programs and could form the outline for some conference topics.
1) TREATING THE WHOLE CHILD
We treat each child's total neurological and organic makeup.
Through an intensive multi disciplinary team approach (involving psychologists,
speech therapists, social works, teachers, physical therapists and others) we
provide very comprehensive, treatment for the constellation of medical and
The League School
Fenichel House
Carl Fenichel Community Services, Inc.
Joan Fenichel Therapeutic Nursery
Morgan Stanley/Forest City Pierrepont Work Opportunity Center
567 Kingston Avenue, Brooklyn, NY
627 East 31st Street, Brooklyn, NY
885 Rogers Avenue, Brooklyn, NY
30 Washington Street, Brooklyn, NY
30 Washington Street, Brooklyn, NY
11203
11210
11226
11201
11201
718·498-2500
718-434·3106
71B·856·4300
718·643-5300
718·643-5300
�neurological issues. Our plan builds on the child's strengths and addresses his or
her problems.
2)AFTER DIAGNOSIS -- FOCUS ON COMMUNICATION
Communication is the key for a child to be able to function and begin to develop
more normal cognitive functions. Thus we emphasize speech and language-- this
involves intensive one on one lessons as well as use of many specially designed
software programs. ·
3) PARTNERS WITH PARENTS
We work very closely with families since the child's progress is so deeply linked to
the family. Parents ( who are often young and socio-economically deprived) are
encouraged to visit the program; they become involved in parent support groups,
they receive parent education and training in the center and home. The child's
social worker assists the family in many areas from helping obtain food stamps to
scheduling doctors appointments to training patents to be advocates for their child.
RESULTS
We have many indicators of our success.
**Eighty percent of the youngsters we studied who entered without
communication leave speaking or signing. The door to learning is now open.
**In one we studied 50% of the children increased their IQ from below normal to
near normal.
* * In a parent survey 86% said their child had improved while in our program.
Case Study
Mimi is an example of success. When she entered the program at 2 years old she
was diagnosed as retarded and autistic. She would not communicate in any way
and spent her day crying and banging her head against the wall. Three years later
after intensive work by our team of experts her IQ is now 90 which is normal, she
laughs and speaks like a typical 5 year old and there is hope that she will enter a
public school program in the coming years.
It might be helpful to focus on some case studies ( using pseudonyms if that is
preferable) to underscore the real point and impact of th.e conference.
�·COST EFFECTIVE
Not only do we help transfmm Mimi's life and children like her, but we also save
society and the taxpayers money. For example,
the alternatives for many of the children we treat include hospitalization $828 daily
in New York;) or residential treatment is $300 daily in New York State.
The Carnegie Corporate Starting Points states that total lifetime medical costs for
low birth weight infant averages $400,000.
The costs, in our view would be an important piece to the conference. There are
tremendous human and financial costs to doing little or nothing.
Presenter
Our Executive Director, Hannah Achtenberg Kinn is an excellent speaker who could
make a presentation on any of these subjects. A forceful advocate for children's
rights for over 20 years she is a pioneer in the development of effective early
childhood treatment programs. We also have other experts who might be helpful in
assisting you in planning the conference, participating in it or assisting in the follow
through.
HELPING PARENTS -- CONFERENCE RESULTS
Here are some thoughts on what might result from the conference.
REPORTS/BOOKLETS
Do a short and lively "best practices" report analyzing why programs like the
League Treatment Center and others are effective. This would be geared for the
general public, media , policy makers.
Do a short booklet for parents on how to help raise a healthy child. Maybe also a
video.
PRODUCE PSAS
PSAs would aim to educate parents ( perhaps the PTA or another national
organization could play a role). The spot could be by a celebrity as a parent ( such
as Sylvester Stallone who has an autistic son).
NATIONAL 800#
Create a national 800 information and referral number.
It would provide some basic information and refer callers to appropriate national or
. regional programs. It could also have a list of good books or other literature to read.
\
�•.
,.
Promote 800 # and/or Checklist. Print it on labels of baby foods, { ask Beechnut
and Gerber to cooperate ) on toys, boxes of Pampers and other diaper
manufacturers etc.
PRODUCE A CHECKLIST
A checklist such as "The 10 signs of a healthy child" . Distribute it in hospitals,
doctors offices, toy stores, maybe supermarkets. Religious institutions etc. Add the
800# at the end for more information.
WEBSITE
Create A Website and interactive Internet presence on some of these issues.
SOFTWARE
Create a competition for the best software in special education or other program
involving software manufacturers.
MEDIA
Promote increased tv news or entertainment coverage of these issues and certain
compelling children like Mimi.
ESTABLISH A NATIONAL HEALTHY CHILD DAY with focus on parent educating
and information, news specials etc. Use religious institutions, schools, the media,
non profit organizations, corporate sponsors.
POLICY SUGGESTIONS
Task Force
Consider a national task force which 'would work with the Department of HAS and
Education and others in implementing some of these ideas.
National Training Program
Create a national training pro@ram for child care providers { the League Treatment
Center could help organize such a program ) to educate them on how to take care
of the disabled population we treat { and free up parents who can then take jobs )
Amend Family Leave Act
Issue ~n executive order or Amend the Family Leave Act to permit parents to take a
specific time off the participate in their handicapped child's treatment and
education.
·
------------------------
�.,
\
TREATMENT PROGRAMS
for CHILDREN & ADULTS
'
Th e League Cen t er I
r; .. ·
30 Washington Street, Brooklyn, New York 11201
718 643·5300 Fax: 718 237·2793
March 5, 1997
Bernice Sherman
President
Board of Trustees
Hannah Achtenbe:rs Klnn
Executlw: Director
Trustees
David Aiken
Freda Diamond Baruch
Alfred Berman
Dr. Doreen Blanc
Stella Filippelli
Sylvie Gallagher
Dr. Sara Gordon
Louis Green
Dr. Steven E. Katz
Dr. Celedonia Koh
Paul Lenner
Judith Lipsey
Sen. IWJrty 1Wilr1<owitz
Dr. /<&rcia Kramer Mayer
David Ogilvie
Betsy Seidman
John P. Seligman
Bernice Sherman
Milton D. Shulkin
Dr. Helen Silverman
Irwin Stahl
Helene Coles Stein
Carol Gamm Wilner
Honorary Trustees
Samuel D. Bierman
Rebecca DerBrucke
Koloman M. Lehr
Bess l Pilus
Harvey Rombach
Mrs. Harold Silvey
Cons. Stephen Solarz
Eli Wallach
Corporate Advisory
Committee
Gerard P. Lynch
Chairman
Broce Ratner
Co-Chairman
Past Presidents
Ms. Nicole Rabner
fice of the First Lady
The White House
Washington, D.C.
Dear Ms. Rabner:
I appreciated talking with you the other day about the
conference on early learning and the brain.
As I mentioned, we would be glad to provide our expertise
and experts in he
ng you plan this important conference,
participate in it and assist in implementing its
recommendations.
Attached are some further ideas about what the conference
could cover and some suggestions about what might emanate
from it.
One re renee if you have not come across it already is the
outstanding report published in 1994 by the Carnegie
Corporation in New York called " Starting Points
Meeting
the Needs of our Youngest Children~ which described t
research and many of the points in the Time Magazine
article.
I hope this information is helpful. I'll contact you
ly.
sr;_;;zy,
Dr. Joseph IWilndelbaum
Charles M:>os
Leslie G
Director
The !£ague School
Fenichel House
Carl Fenichel Community Services, Inc.
Joan Fenichel Therapeutic Nursery
•
Morgan Stanley/Forest City Pierrepo~Work Opportunity Center
567 Kingston Avenue, Brooklyn, NY
627 East 31st Street, Brooklyn, NY
885 Rogers Avenue, Brooklyn, NY
30 Washington Street, Brooklyn, NY
30 Washington Street, Brooklyn, NY
11203
11210
11226
11201
11201
718·498·2500
718·434·3106
718·856·4300
718·643·5300
718·643·5300
�.SUNVA Y, FEHRUAU\' 19, 1995
Metro Report
_
.....
etbe_Ne\u_Jllork ltttnttB
FRANCiS X. CLINES
On Sunday
Budget Scythe
Poised to Slash
Autism Center
OSIAH CUNNINGHAM seemed on the
verge of breaking into dance as he savored
the word "normal" and lavished it upon his
son, Jeremiah. "Normal," he exulted, three
years after he first plunged Into nightmare suspicions that his eerily withdrawn, uncontrnlla·
ble toddler might grow up autistic.
"l work with mentally retarded people, driv·
ing and cooking for them, and there was Jere·
miah when he was 2, rocking all the lime, not
speaking properly, very unruly, rocking like
the mentally retarded," Mr. Cunningham recalled uneasily.
Instantly, the father's frown at the recollec·
lion shoots back to a lilting smile worthy of his
native Jamaica. "NOR-mal," he sounded it.
"No label on him," he said of the news that 5·
year-old Jeremiah will be transferring into a
Tlublic school kindergarten cla~s next fall.
"Normal kid be going to school like any other
kid." The lad, through special socializing and
learning techniques, boosted himself from an
·Initial LQ. or 70 to his current 93, within the
1rcasured range of normalcy.
"I looked through the mirror and could see
him getting good," Mr. Cunningham said, summarizing three years of progress by speaking
of the one-way mirror windows at a private ·
agency calleq the League Treat men! Center.
This is a little-known inner-city bastion at
which 500 children and adults are treated daily
for autism and other handicaps. Parents can
remain invisible as they watch gifted, patient
teachers take children through rcp!'lilious
sieps of self-awareness, control and communi·
cation that have proved to unlock a surprising
rmmb!'r of them like Jeremiah .
J
...
HEY could watch Sarah Katz, a 5-year-old
once sealed off from family and world. She
was isolated In the uncharted territory
called pervasive developmental disorder three
years ago, tolerating no human touch or com·
munlcatlon. Now Sarah Is a sociable star
among the children In the league center build·
ing, a brightly converted factory loft on the
Brooklyn banks of the East River.
Like Jeremiah, Sarah has seen her J.Q. rise
near normal. Amiable, even happily argumentative with her. older sister, Toby, she has
transferred to a public school "Inclusion"
class, the big goal of league children, who then
can mix whh regular students and get on a
track toward normal lire.
"Great teachers got Sarah going," said Ml·
chael Katz, her father. "We couldn't afford this
on our own," Mr; Katz, an accountant, said, not·
lng the $25,000 annual cost In government aid
that keeps each league student progressing.
"We owe something to those •unfunded man· •
dates' that are getting a bad press," he added,
referring to the political buzzword of the day as
the cuts are rushed forward In Washington, AI·
bany and the Mayor's office.
Josiah Cunningham Is grateful to all taxpay·
ers, himself included, for vthat Medicaid has
accomplished for Jeremiah. "I worry how the
politicians be talking of cuts now," he said.
"What about the future children being nor·
mal?"
The politicians should look through the mir·
ror before voting the cuts, the rather advised,
the lilt back In his voice at that word "normal."
"Oh Lord, my boy is A-plus normal I Go look
through the mirror."
T
EL Y, the league, a 40-year-old teaching
and research center working in one of the
most mysterious areas of human ailment,
is realizing that it is as much a part of the bat·
tered social we Hare system as any number or
more familiar, more stereotyp<'d notions of
workfare and welfare, shirkers and cheats. For
almost all or the league's$15 million annual
budget comes from welfare aid, particularly
Medicaid. It is a precious public boon that the
league's executive director, Hannah Achten·
berg Kinn, finds being feverishly singled out by
a new generation or politicians at all three lev·
els of government.
"We are scramblin~," Ms. Kinn said. She
thought the main threat had receded last Octo·
ber, after Mayor Rudolph W. Giuliani rett·cated
from proposed cuts in the center's programs
and backed the Democratic gubernatorial tick·
et. But now Mr. Giuliani has crossed back and
joined the new welfare- and tax-cutting mood in
Albany and Washington as a leading bidder in
the competition to cut Medicaid. "We arc rttn·
ning scared," Ms. Kinn said of the center's
deepening vulnerability.
She would dearly love to get the newly resolved politicians to stand at her one-way mir·
rors with the league parents. They could wit·
ness both the predicaments and progt·ess or the
children on the other side of the glas~ and make
a first-hand judgment about welfare effectiveness and budget polilics.
I:
�SUNVAl', FEHI?UAUl' 19, 1995
Metro Report
etbc..Nr\u_Bork lir.itues
FRANCiS X. CLINES
On Sunday
Budget Scythe
Poised to Slash
Autism Center
OSIAH CUNNINGHAM seemed on the
verge of breaking into dance as he savored
the word "normal" and lavished it upon his
son, Jeremiah. "Normal," he exulted, three
years after he fit·st plunged into nightmare suspicions that his eerily withdrawn, uncontrollable toddler might grow up autistic.
"I work with mentally retarded people, driving and cooking for them, and there was Jeremiah when he was 2, rocking all the time, not
speaking properly, very unruly, rocking like
the mentally retarded," Mr. Cunningham recalled uneasily.
Instantly, the father's frown at the recollection shoots back to a lilting smile worthy of his
native Jamr~ica. "NOR-mal," he sounded it.
"No label on him," he said of the news that 5year-old Jeremiah will be transferring into a
public school kindergarten class next fall.
"Normal kid be going to school like any other
kid." The lr~d, through special socializing and
learning techniques, boosted himself from an
lnitlaii.Q. or 70 to his current 93, within the
treasured range of normalcy.
"I looked through the mirror and could see
him getting good," Mr. Cunningham said, summarizing three years or progress by speaking
of the one-way mirror windows at a private ·
agency callc~ the League Treatment Center.
This is a little-known inner-city bastion at
which 500 children and adults are treated daily
for autism and other handicaps. Parents can
remain invisible as they watch gifted, patient
teachers take children through repetitious
steps or st"'f-awarencss, control and communicalion that have proved to unlock a surprising
nmnbc-r of them like Jeremiah.
J
HEY could watch Sarah Katz, a 5-year-old
once sealed off from family and world. She
was Isolated In the uncharted territory
called pervasive developmental disorder three
years ago, tolerating no human touch or communication. Now Sarah Is a sociable star
among the children In the league center buildIng, a brightly converted factory loft on the
Brooklyn ~anks of the East River.
Like Jeremiah, Sarah has seen her I.Q. rise
near normal. Amiable, even happily argumentative with her older sister, Toby, she has
transferred to a public school "Inclusion"
class, the big goal of league children, who then
can mix with regular students and get on a
track toward normal life.
"Great teachers got Sarah going,'' said MIchael Katz, her father. "We couldn't afford this
on our own," Mr: Katz, an accountant, said, notIng the $25,000 annual cost In government aid
that keeps each league student progressing.
"We owe something to those 'unfunded man· •
dates' that are getting a bad press," he added,
referring to the political buzzword of the day as
the cuts are rushed forward In Washington, AI·
baily and the Mayor's office.
·
Josiah Cunningham Is grateful to all taxpayers, himself included, for what Medicaid has
·accomplished for Jeremiah. "I worry how the
politicians be talking of cuts now," he said.
"What about the future children being normal?"
The politicians should look through the mir·
ror before voting the cuts, the fat her advised,
the lilt back In his voice at that word "normal."
"Oh Lord, my boy is A-plus normal I Go look
through the mirror."
T
TEL Y, the league, a 40-year-old teaching
and research center working in one of the
[
most mysterious areas of human ailment,
is realizing that it is as much a part of the battered social welfare system as any number of
more familiar, more stereotyped notions or
workfare and welfare, shirkers and cheats. For
almost all of the league's $15 million annual
budget comes from welfare aid, particularly
Medicaid. It is a precious public boon that the
league's executive director, Hannah Achten·
berg Kinn, finds being feverishly singled out by
a new generation of politicians at all three levels of government.
"We are scramblin~," Ms. Kinn said. She
thought the main threat had receded last October, after Mayor Rudolph W. Giuliani retreate-d
from proposed cuts in the center's programs
and backed the Democratic gubernatot·ial ticket. But now Mr. Giuliani has crossed back and
joined the new welfare- and tax-culling moml in
Albany and Washington as a leading bidder in
the competition to cut Medicaid. "We arc nm·
ning scared," Ms. Kinn said of the center's
deepening vulnerability.
She would dearly love to get the newly resolved pplitlclans to stand at her one-wRy mirrors with the league parents. They could witness both the predicaments and progress or the
children on the other side or the glass and make
a first-hand judgment about welfarE> C'ffcrt ive·
ness and budget politics.
�.•1 st Anniversary Issue•
SfPTEMBEn I!J'l6
B]ck: to
S2.7:i
Housing
Horror
Sehoul?
A tale of greed,
·mismanagement and
malaise in Brownsville
The best education
Scene
Stealers
for your child
(or inner child) is just
around the corner
Famous movie locations
. in the backlot borough
I
-·
\
J,
·r,. P
-'
r ·r,.
)
thr::: Party
Can Clar·ence Norman
lead Brooklyn Dems
into the 21st century?
�od Grades in
Br·ooldyn Heights
Five-year-old Stevie stands
ami considers rhe blank call\'JS on an
easel hcforc him. The faintest smile
llo:ns
:H.:rPSS
his pbcid face
JS
he
paims :1 luxurious r:tinlHl\\' :111d then a
smudge of n·llow .~1111 a hove a srickflgute child. The hovering teacher
:tsk~ Stn·ic what tht· lillk l>ny in tht·
pictmc is doing." Dancing," Stevie
\\'h ist>ns.
Stn·;,:, wnrld wasn't alw:tp so hcaUiilid.
Twtl yc:trs a~n when his morhcr hniu~hr
hint 10 tht· ! x:1!~uc Trc:trntcm (:enter's titera pc:m ic 1111 rsny. sht· I; new d a:rc was somcdting tcrrihh- \\Tong with her rmtll!~est
SOil. s,,.,·ic didn't speak 01 'pLII', ju.~t sat
.<taring into sp:tL't'. lie was diagnosnl as
ht·itl[; :nuistic.
Th,· l.c·aguc· li·e;Hnlt'IH (:enter. fimmlcd
in I 'l->.1. is the ,,Jdest day trr:lltlll'llt tTiltl'r
i'or S•'l'c·rdr distnrhnl,·hildrcn in the counHy. It tn::Hs mc:nt:tlly lundictpprd
presdwnkrs ll'ith mulripk disorders like
:lllti>m. atl<'lltion-dd!cit disortkr and
,ltildhnnd schizophrenia, as wdl as emotion:tlh: disturlll',l childreu ;md :1tlulrs.
In the dtnapeutic tlltrsn~· pro!,:l'alll they
arc .til tou~h t':ISt'S. Some were nack hahies
so ox\·!~<'11-tlcprin·d iu utero d~:tt they sui:
f~·rc.l itlllllllll'l':lhlt• titt\' stn·b·.s and hr:lin
:tnd·m·umlo!~ic:tltl:tma~c. t )dtl'fS an: so
scnsiti1·,· to noise or other t·nvirolllllCiltal
stimuli that l'l'l'I'Y sound or fli,J;n of lighr
is :tn insulr tn their r:waged IH-rvnus systems. llt·f,,r,· they arrived at the l.eagm·
Tre:llllll'llt ( :enrcr, loc:unl nil the waterfront i11 !lrooklvn I Ieight.>, mo'l of' these
dtil,lrctl l'iL'II ,.,j the \\'<Hid as all llll>olvahlc
mrst<-rl ill' a tonure chamher.
"\\'itl1 tllllSI of our children there is
St~llt<'thin!-' wrnng with the 1\':1)' dll'y ;trc
ltat.f\\il<'<f." S:II'S hc:lllpsydH>JPgist l'c·tt·r
l'iq•.. ni. Th,· tri,k. J,,. s:t)'S, is to makt· tht·
rigl11 .lia~no>i.s.
"\'i'c lt:ll't' to detnlllillt' the tlis:thility,"
st;tlf ps\'ch~>lnt,ist t\lan hil'd nplaills,
"g;ntgt' wlt:tt progress willuke place tl:ltllr:tlk .nul 11hat pmgrcss will take pLtn· with
�'the therapy." There are physiological and
(' n ,.; •nn me mal facro·rs like addiction,
,,,
. nutrition to consider. "You have to
tease apart the problem," he says. "It's like
a Gordian knot."
Once the diagnosis and a determinarion
of the child's personal learning style are
made, the child becomes the focus of
intense and comprehensive therapy. "We
descend upon them," explains Hannah
Achtenberg Kinn, executive direcmr of the
center. At the therapeutic nursery, there is a
full-time staff of 50 for 120 children,
including a psychiatrist, a neurologist, a regiMcrcd nurse and a sociologist, plus psychol·ogists, occupational therapists, physical
therapists, teachers and teaching assistants.
Here there is both a sense of urgency
and a palpable confidence. The urgency
comes from the knowledge that there is a
narrow neurological window for speech
acquisition and cognitive development.
Experts arc unanimous in their conviction
that a child must acquire some speech
between the ages of eighteen months and
six years or suffer permanent disability.
The optimism that permeates the atmosphere of the center comes from an
astounding record of success. ·
Not all the children will undergo the
miraculous transformation that Stevie has
achic\'cd, but 80 percent of the children
who enter the League Center without communication skills will leave with some
speech or sign language abilities. fifty percent who arrive testing in the retarded range
will leave no longer testing retarded. "They
46
II I\ 0 0 I'
LY N
will have no label," Kinn emphasizes.
simple. In Stevie's classroom, the mos.
When Stevie enters kindergarten next advanced class in the school, there are ei ."
fall, he will be parr of what the Board of students, a teacher and two assistants. Wh'
Education calls an "inclusion class," which. Stevie paints with the teacher's guidance,
mixes 12 students frorri the general educa-. other children arc pretending to ride on
tion population with 6 who have learning bus. Each time a child's attention wande •
disabilities. Transitions like the one Stevie he is gently reminded of the symbolic play.
has made, from highly specialized care to
"When Stevie first started we began 1
the brink of mainstreaming in public see progress right away," remembers sod~
school, are critical not only for the children
worker Rodney Jackson. "We couldn'!
involved, but for the believe it. He even started picking up the
future of the treat- therapeutic jargon. He would walk ove·
ment center.
and say a kid was 'stimming."' Stimming.
The facility receives which comes from the word stimulating, is
money from private used to describe the behavior of a child1
companies like Mor- who engages in a repetitive action with ~J
gan Stanley & Com- toy or other object and loses connection!
pany, an investment with the world around him. The staff,
banking firm and a began to have Stevie visit higher-function-:
longtime supporter,
ing classrooms socially until he was ready'
to move on to classes with students who:
but they get 98 percent of their money had acquired more language skills.
For children who function on lower lev-:
from city, state and
federal sources, and els than Stevie, the steps taken here can be
that
government
maddeningly small. There is a "soft room'.
tunding is under for teaching gross motor skills, beading
siege. With her back activities for fine motor development, and.
to the fiscal wall for
therapeutic lunches to help children learn/
the second time in to eat unassisted. In several classes, the'
two and a half years, Kinn bristles at the ;cachers accompany instructions with sign'
suggestion that the center's $14.5 million
language. "Anytime we can give a child i
budget for its five Brooklyn-based facili- symbolic reJ;resentadon it helps to build
ties-tuition for all students is freelanguage," Stacey Chizzik, director of the:
might not make sound financial sense.
nursery, explains.
'!rained as an economist at the University
Graduation day at the League Treatment
of Oxford, Kinn has been heading the Center is nothing less than a marvel. Twenq
League Treatment Center since 1980. "We wide·eyed toddlers, their parents and teach,
produce a product," she argues, challenging ers, crowd a small room. The excitement
those who might characterize the center as and mounting heat seem to be.surc predic-'
an unnecessary use of public funds. "When . tors of a howling, chaotic event. But for
a child is moved from an inpatient situation every child there is a staff member, a hcl~
to a regular classroom, the society saves ing hand, a soothing word. In miniature
countless dollars. When a child acquires the caps with tiny tassels, the honorees sit wirh
language and motor skills to lead an inde- open faces that tell the whole story. These
pendent adult life, taxpayers save on hospi- children do not understand all they might
tals, prisons and social workers." She points
But just as surely they are connccring. groW:
to the case of Simon, a student at the cen- ing and moving in the right direction.
ter's Crown Heights facility for teenagers.
Suddenly, a beginning class, whose
Simon had been a hospital inpatient for two
members have little or no language skill~
months at a cost to the taxpayers of marches in. Each child is equipped with 1
$60,000. Now he is on a championship city large drawing that corresponds to the lyria
basketball team. "There is simply no way of a soft, sweet song that drifts over the
room: "Sky of blue, sun so bright, dark d
you can look at what. we do and not see it is
a necessary investment. This is a triumph.
night." On cue, with some prompting.
We shouldn't be pleading for money."
each child displays his or her drawing.
The League's methods are deceptively Another crew of tiny mites dressed ia
II R I D G E
k:ntc-cloth caps arrives tapping 011 drums.
1 hough most of the children are AfricanAmerican or Latino, the League Center
serves a population that is ethnically and
economically mixed.
\'Vhcn Stevie's turn comes, he rises and
receives his testimonial. "Stevie is an experr
~m the computer, and he was good at helplllg orhcr children. We arc going to miss
l1im a lor." his teacher announces. Then
Stevie, between his proud parents, heads
out of the door. It is o~c beautiful day.
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The League Treatment Center is the nation's oldest day treat-
adults lead productive, often independent lives. Our approach
ment program for autistic children. It was founded with
has been emulated in programs in this country and abroad
only two children by Dr. Carl Fenichel in 1953 in a small
from Little Rock, Arkansas and Boston, Massachusetts to
brownstone. He pioneered a new approach to mental
Johannesburg, South Africa and Copenhagen, Denmark.
handicaps. He believed, and current medical research
Meeting the demands of the inner city- child abuse,
has documented, that these children suffer not from an
drug abuse, homelessness and poverty - we now treat
acquired psychological illness but from fundamental
SOO.children and adults with multiple handicaps such as
neurological and psychological impairments. These
mental retardation, severe cognitive delays, seri-
impairments, such as central nervous system dis-
ous emotional disturbance, schizophrenia and
orders and cognitive and language problems,
depression. Our clients come from throughout
cause serious learning disorders and often bizarre
the New York metropolitan area, and we are the
behavior. By treating the root of the problem as
only agency addressing such a broad spectrum of
well as its symptoms, the League Treatment
diagnoses.
Center has helped thousands of children and
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We are proud of our clients' progress:
Our effectiveness is based on five foundations:
• 80% of the young children who enter without
communication leave communicating
1) Comprehensive medical diagnosis of each person's unique pathology. The children receive
both clinical and educational services.
• 81% graduate to kindergarten or a less costly,
less restrictive program
2) Team approach tailored to an individual's
disabilities and abilities.
• 50% of the children we tested who entered
with an IQ in the retarded range leave no
3) Psychiatric support and medical supervision.
longer in the retarded range
• 40% reduction in hospitalization since entering
our program
4) Partnership with parents in their child's treatment.
• 37% decrease in emergency room use.
5) Well-organized program that brings structure and
stability to lives that are often unstable.
2
.
�Many of our adults, once institutionalized, go on to
Right now, America's most vulnerable children are
work and achieve independence and dignity.
besieged on all sides. While politicians speak of family
values they slash government funds and propose cuts
The children of the League Treatment Center
in Medicaid.
need public funding, and they need your support
as well. It is a wise investment in their future-
Yes "it takes a village" to raise a typical child.
But it takes a nation to save a handicapped inner
particularly during the crucial window of neuro-
city child. Celia is one such child. Missing a vital
logical opportunity when they can be most effec-
membrane in her brain, the neurologist who diag-
tively treated. Like Celia some may be transformed.
nosed her saw her disability. He said she would
never walk or speak. But Celia's loving family and the
It takes a politician who dares to be a leader like
Robert Kennedy to look at an affiliated child and see
experts at the League Treatment Center saw her pos-
what might be. Today's political leaders who speak
sibilities. Today she walks and smiles and is begin-
of family values need his vision of what a child can
ning to talk.
create-and all that a child can be.
The League Treatment Center stands as a beacon
I want to thank our many friends at Morgan
for children, adults and their families. Our outcome
for your consistent support and guidance. I
studies on the previous page prove our dramatic
to.thank all our sponsors who see beauty in
progress, especially the effectiveness of government
children's art and possibilities in their lives.
funding for early intervention. Our work with violent teens shows they can become less aggressive.
Hannah Achtenberg Kinn
Fall, 1996
3
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The Board of Trustees of the League Treatment Center thanks the following companies for their generosity:
MoNET
MICHELANGELO
PATRONS OF THE ARTS
Mark Aprahamian: -Barclay's Bank
Julian Sandler: Rent a PC
Mutual of America
George Davidsohn
Newmark and Company
Jerry Callahan: Lehman Brothers
PICASSO
Geri Transportation
Noreen Culhane: IBM
The Chase Bank
Kalvin Miller Consulting Group
William and Lesley Collins: Furman Selz Inc.
DA VINCI
Geraldine DiCostanza
Joel Press: Ernst and Young
The Perennial Foundation
Thomas Williams:
The Depository Trust Company
Herman Sandler: Sandler O'Neill
Robert Gray and Company
Gary Goldring: Spear, Leed and Kellogg
Morgan Stanley & Co. Inc.
FRIENDS OF THE ARTS
Peter and Carol Striano Foundation
Nick Valenti: Restaurant Associates
Frieda Diamond Baruch
Bob Fishman: Stratus Computer, Inc.
Oxford Health Plans
Dr. Steven Katz
Gerard Lynch
Matthew Maryles: Oppenheimer Co., Inc.
Harris Soufian
Robin Transportation
4
---
�The creative mind knows no bounds. When we look at the delightful works
of the children and adults of the League Treatment Center we do not think of
the artists' mental or physical handicaps. Rather we are touched by an autistic
child's painting as she holds her classmates' hands, we are charmed by the
whimsy of a retarded adult's painting as she magically flies over Manhattan
and impressed by the sophisticated geometric cityscape of a troubled teen.
Our art therapy programs enable many to express themselves when words
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STEVIE
Born to an addicted teen mother,
When Stevie entered the
Renee was abandoned as an infant.
ery at three years old he was
spent her first years living in foster
less and would not speak; he
homes, a crack house and being
pointed to objects, and would
abused. Eventually she came to live
play with his classmates. His IQ
with her devoted grandmother.
was 50 whic~ is retarded. Expert~~
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Diagnosed emotionally disturbed
she entered League Treatment Center
three years old, she was provocative,
dination and involved his parents
Joan Fenichel Therapeutic Nursery
at every step. He began to speak
Joan Fenichel Therapeutic Nursery
violent and fearful. She also displayed a
great need for attention and care. Through careful treatment she became less
violent and less fearful. A very bright child, she uses art to express her hopes
and newfound happiness. Her brightly colored paintings show that she is heal-
"remarkable progress." He is
ing. She has just graduated to a special education class.
in a regular kindergarten class.
Joan Fenichel Therapeutic Nursery
These are some of the works of art from the Creative Mind Art Campaign and profiles of some of the artists.
6
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JOHN
BoBBIE
John was placed in foster care
Bobbie's father physically abused
him-so severely that the child was hos-
at one year old because of alleged
pitalized and the father was jailed. His
mother is a recovering addict so he lives
severe abuse and neglect. When
he entered the League Treatment
in a foster home. Coming to the League
Center at five he could barely
Treatment Center at three he had serious
identify letters or numbers. He
attention problems and was very hyperactive. A very bright child he responded
was very defiant and aggressive.
With close supervision, behavior
well to treatment. He has calmed down
and is more focused. He talks about his
management, and medication he "New York Knicks"
League School
is no longer violent and gets
father a great deal and says his father
.
. "d h" H "
hi
ARTIST: NYASHA
l lVeS ms1 e 1m. lS art portrays s
"Me and My Dolly"
wish-he paints himself, smiling, hold- Joan Fenichel Therapeutic Nursery
along well with his classmates.
Academically his teachers report "great progress." He has done so well that this
year he was adopted by his foster mother and reunited with his two brothers.
ing his father's hand.
7
ARTIST: EDDIE
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RAMON
So severely mentally ill that he
required hospitalization, Ramon came
to the League Treatment Center at
seven. He was psychotic, aggressive
and had destructive outbursts every
ARTIST: }AMES
day. He was so uncontrollable he
"Bridge of Life"
League School
required one-to-one supervision. This
supervision, behavior management,
ARTIST: EDDIE
"My Block in NYC"
League School
medication and family support
changed him completely. Now 12 years
directions and is learning to travel on
class trips for the first time in his life.
II
T AMIKO
"Chinatown"
League School
ARTIST:
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"Riis Beach"
League School
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He has improved academically and in
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self-esteem. "I am always proud of my
art work," he says.
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. MARCEL
"Brooklyn Bridge"
League School
"59th Street Station"
League School
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SALLY
SAM
Sally is 43 with Down's Syndrome
Sam is 54 years old, severely mentally retarded and
ARTIST: COREY
"Green Dinosaur"
schizophrenic. When he came to the program many
and schizophrenia. When she entered the Carl Fenichel Community Services
years ago he was withdrawn and spoke very little.
program many years ago she had very
infantile behavior like carrying dolls. She
Responding to the supportive environment he began to
make friends and care for himself. He overcame his
fear of new situations and began to trust the staff. He
ARTIST: HECTOR
had many phobias and paranoia. With
"Citicorp"
Carl Fenichel
Community Services
consistent training and counselling she
has done so well he just graduated to our Day
learned to talk about her fears and
Habilitation program in which he volunteers hisser-
desires and has developed a positive
vices in community programs.
self-image. Her behavior has improved
and she is making strides in many areas
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including art. She says, "I have a good
"Turtle Pond"
Carl Fenichel Community Services
time in art. Clay is great. It makes your
hands strong."
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ARTIST: jOYCE
"Parrot"
Carl Fenichel
Community Services
ARTIST: jOHN
ARTIST: IRIS
"Still Life: After Picasso"
Carl Fenichel Community Services
"Faerie Princess"
Carl Fenichel Community Services
9
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GERALDO
A 41 year old with a history of violence,
ARTIST: COREY
"Big Teeth"
Carl Fenichel
Community Services
Geraldo had been in numerous state programs
and psychiatric institutions. He is diagnosed with
mild mental retardation and intermittent explosive disorder. Referred to our program last year
he has done very well. When he entered he was
often silent or passive; now he is learning to trust - ARTIST: utJ<Kl\..K
and beginning to socialize. His usual solemn
"The Rooster: After Picasso"
expression changes when he creates his colorful,
"Sea of Nostalgia"
Carl Fenichel
Community Services
Carl Fenichel
Community Services
geometric paintings.
"Rancho de Taos"
Carl Fenichel
Community Services
Corporate Art Campaign
You or your company can
commission a work of art
customized along your company logo, a special theme
or personal interest.
Reasonably priced, they will
brighten up your home or
office. The donation is tax
deductible (to the extent
permitted by law).
"Brown Beauty"
Carl Fenichel
Community Services
10
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Our two programs treat 250 children
such diagnoses as autism, pervasive developmental disorder, attention deficit disorder, retardation, serious
emotional disturbance and severe language and cognitive disabilities.
Here are some key features of our program:
EVALUATIONS
The Joan Fenichel Therapeutic Nursery, begun in 1983, treats 125 two-five
year olds. Too impaired to attend public school when they enter, 81% make
Free evaluations (for children two-five) by our team of experts who diagnose each
unique pathology. For children accepted in the program these
evaluations form the basis of the individual treatment plan that is reviewed as
enough progress to graduate to a public school program. Fifty percent of those
tested who entered with an IQ in the retarded range leave no longer retarded.
the child progresses.
In addition to standard nursery programs such as music, art and computers,
such specialists as psychologists, teachers, social workers, speech pathologists,
physical therapists and occupational therapists treat the child; we also offer
inclusion classes of special needs and typically developing youngsters. Out of
the center, the Special Education Itinerant Training (SEIT) Program offers two
hours (or more) of individual instruction in the home, school or day care to
enable a nursery child to succeed.
SPEECH AND LANGUAGE
Many of the young children do not speak when they enter the program. A
pioneer in understanding and treating the
between language development
and behavioral disabilities, speech pathologists work intensively to enable the
children to speak or sign as soon as possible. Young children use "story boards"
to point to pictures and connect with the world around them. For older students, language development is vital since communication problems otten contribute to their psychiatric disorder. The results are remarkable. Eighty percent
The League SchooL the nation's first day treatment program autistic
children, was founded in 1953. It treats 130 children (five-21)
autism and
retardation
children with severe emotional problems
the
result of abuse or neglect. A creative curriculum offers basic skills as well as
conflict resolution, social skills and the opportunity to play on our championship basketball team and learn to handle aggression on and off the court.
of the children who enter the nursery without speech leave speaking or signing.
Ninety percent of families in a recent survey said their child's communication
skills had improved while in the program.
11
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FAMILY SERVICES AND
STABILIZATION
Family involvement is vital to the
child's or adult's success. Families
are partners in their child's
progress. Through parent support
groups, parental visits to the
agency, and staff visits to the home,
parents receive information about
their child's unique learning style.
This enables them to continue the child's
progress in the future. Parents of adults are
given strategies to cope if difficult situations
arise. In a recent survey 87% of parents rated their child's treatment in the program as good, very good or excellent. With such results, many foster families
decide to adopt the child.
PREVENT HOSPITALIZATION
Our program helps prevent hospitalization. Families report a 37% decrease
in emergency room use and a 40% reduction of in-patient hospital visits since
being in our program.
12
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Because our treatment is individualized and comprehensive, we can preclude a condition from becoming serious enough to require a hospital visit. In a
five-year follow-up of graduates 90% of parents reported their child had no
psychiatric hospitalization, 95% reported their child had not used emergency
room services in that time and 100% reported their child had no difficulties with
substance abuse in that period.
These results save taxpayers money. For example, the average in-patient psychiatric stay for a child in New York City is two months and seven days and
costs $60,000. A youngster in a state residential program costs about $108,000
a year.
In addition, our short-term intensive day treatment helps youngsters over-
come an acute psychiatric episode which can avert hospitalization at $825 a day.
CASE MANAGEMENT
In cooperation with Kingsboro Hospital, the League School developed a
Case management has been a hallmark ofthe League Treatment Center since
pilot program for youngsters who are hospitalized for acting dangerously to
themselves or others. Very specific treatment techniques are used by a school
its inception. The agency's five programs offer a continuum of care for those
team which treats the child in the hospital and facilitates a shorter stay and a
more effective return to the community.
who need it. At daily team meetings each case is reviewed and the treatment
plan is revised as needed. Staff also help families obtain important services
(such as arranging for doctors' visits). Families report less stress since their
In addition to Kingsboro, the Center has close relationships with numerous
child has been in the program.
area hospitals, some of which offer referral and training of medical staff: SUNY
Downstate Medical Center, Brooklyn Hospital, Long Island College Hospital,
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Roosevelt St. Luke's Hospital and Beth Israel Medical Center.
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VIOLENT TEENS
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BEHAVIOR MODIFICATION
One of the key issues of the 1990s is teen violence. We treat many teens who
Staff psychologists have carefully crafted a system of rewards for good
are referred from the Board of Education because of their aggressive, disruptive behavior.
behavior and penalties for poor behavior. For example, adults who meet
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goals for good behavior receive tokens which they
~eem
And we are effective because we provide a range of
in the "token store" for hair ornaments, CDs and
other items. Children may get such rewards as toys,
services these teens need: careful diagnosis to deter-
candy or special treats. The system is effective; for
mine if a condition, such as a learning disorder, has
example, 97% of the families responding to our sur-
gone undetected, individual and family counselling
and behavior modification.
vey reported their child improved in socialization.
VOCATIONAL EDUCATION
Parents surveyed reported an 88% increase in compliance in their youngster, a 53% decrease in aggressive
fo prepare students for the world of work they learn spe-
behavior, a 55% decrease in impulsive behavior, a 50%
cific skills such as clerical support, carpentry or computer
reduction in tantrums, a 40% decrease in self-abuse, a 51%
use and social skills such as cooperating with adults,
decrease in hyperactivity. Attendance a.t the school is
being punctual, following directions and taking
90% compared to 78% for the Board of Education.
responsibility for a job. Vocational programs offer
Mookie Wilson, the famed New York Mets player,
l~tt~:Je~Jfl~tfm~fl
such internships as the New York City Transit
said to his enthusiastic audience while visiting the
Museum, a puppetry workshop and NBC Studio.
school, "Every day that you do the best you can to
Many students are offered part or full-time jobs after
be a better person you are a winner."
these internships. In a 5-year follow-up 81% of the
students had maintained their job or placement.
14
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�Our programs treat 250 dual-diagnosed adults (mentally retarded with
chiatric disability). Many clients were so severely disabled they spent years in
institutions, some clients come from the community and other League Center
to succeed in gaining more independence. Many, who were considered too disabled to work, do enter the world of work for the first time. One special feature
is the "token economy"
rewards participants for good
programs. The four programs-day treatment, day training, day habilitation
and supported work offer them an opportunity for greater independence, pro-
DAY TRAINING
and dignity.
Contracting with a number of outside businesses, the work opportunity center empowers clients to earn money in many jobs such as book packing and
assembling the agency's BIOHAZARD CLEANUP KIT. Clients, who spend
hours a day in supervised work, learn cooperation, responsibility
initiative
and many graduate to the next level of self-reliance.
DAY TREATMENT
Carl Fenichel Community Services was named after the founder of
League Treatment Center. This program, begun in 1979, treats 75 dual-diagnosed
adults. Many exhibit unpredictable, often bizarre behavior. A model of effective ·
community-based treatment, the goal is for them to develop enough self-control
in the community. A speand socially acceptable behavior to live with
DAY HABILITATION
Begun in
the program offers a less-costly treatment for 17 participants.
learn to travel independently on public transportation, and serve as
feature is client participation in such local activities as watering plants in
the nearbv elementary school and helping at the senior citizens center.
unteers in soup kitchens, senior citizen centers and other programs in
Manhattan and Brooklyn. In the process they learn valuable social skills sucn as
teamwork and their accomplishments increase their sense of self-esteem. Some
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graduate to supported work. "The program is about gaining independence, one
step at a time." Dailv News 2/12/96
Morgan Stanley/Forest City Day Treatment Program was founded in 1990.
This innovative program provides a continuum of care for 150 participants. A
team of clinical specialists helps create an environment that enables participants
15
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"The employee I have from the League
Treatment Center, like others T h.,.,,
from the agency, is grateful f,
opportunity to do a good job
and tries hard to improve he
situation. She takes her job
seriously and is open to
learning and has a really
great attitude." Grace
Clearson, president
Lighten Up caterers.
Residence
VOCATIONAL TRAINING AND EMPLOYMENT
Fenichel House. Establish
in 1977, it is home to eight del
Supported Work Program
mentally disabled men who require full-time
Begun in 1990 the program's carefully supervised clinical structure enables
supervision. Some of them grew up in other League programs. The residence
the fifteen adults to overcome personal anxieties and hold a job. The assistance
provides a welcoming environment that best meets their social, emotional and
therapeutic needs.
of a job coach is vital. Many participants like Peter achieve permanent employment and a productive, independent life.
16
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gram listless, not speaking, with a retarded IQ of 50. After intensive work by
Outcome studies are part of the Center's intensive evaluation program. We
our specialists he began to speak and socialize and a year and a half later his IQ
is normal. He is now in a regular kindergarten class.
was 90,
measure the effectiveness of current programs and the progress of the participants who leave our program; we are also instituting a new management
mation system.
hyperactive, extremely withEmotionally disturbed children ( those
drawn or aggressive behavior) entered the program with a mean IQ of 76. At
CHILDREN'S PROGRAMS
end of the program the mean rose to a remarkable 93.
We studied a sample of 50 children in the nursery concerning IQ gains,
adaptive
and language. Most of the children who came with lU scores
in the retarded range leave with IQs above the retarded range. Of the 29 two
year olds in the class who entered the program testing in the retarded range
half tested above the retarded range when they graduated. They can no longer
be labeled retarded.
Eighty-one percent of the nursery children graduate to
restrictive programs. Eighty percent who enter without communicating leave speaking or
signing.
Fewer Children in
Retarded Range on IQ Test
IQ Change of 2-year-olds
In Program for 3 years
To parents this progress is priceless. To society it means a considerable savings as well. For example, enabling a child to go to regular kindergarten costs
100
Post-test
91
30
2.1
$10,000 less than a special education class. For example, Stevie came to the pro-
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After
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Program
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HOSPITALIZATION AND EMERGENCY ROOM USE
ADULT PROGRAMS
The longer a dual-diagnosed adult (mentally retarded with psychiatric disfewer the number of violent or aggressive outbursts.
ability) is in treatment
In the League Treatment Center
have a 40% reduction in patient hospitalization and 37% reduction in emergency room use.
For example, the average number of incidents filed for each participant in
first six months of the program was 1.00% This dropped to .54% after one year
and to .08% (virtually no incidents) after four years. Many of the clients become
TEEN VIOLENCE
In the League School disruptive teens have become more compliant, less
aggressive, less impulsive and less hyperactive.
stable and make enough progress to go on to supported work
In another
64% of these difficult-to-treat adults improved enough to
go to a less-restrictive program.
Teen Violence
Hospitalization
Emergency Room Use
100%
80%
60%
40%
63%
Reduction
20%
0%
-20%
-40%
Before
League Center
This Year
Before
League Center
-60%
This Year
Increased
Compliance
18
Decreased
Aggression
Decreased
Impulsivity
Decreased
Hyperactivity
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Hannah Achtenberg Kinn
Executive Director
Bernice Sherman
President
Board Of Trustees
Trustees
David Aiken
Freda Diamond Baruch
Ann Brancato
Clarence Clark
Kenneth Friedman
Stella Filippelli
Sylvie Gallagher
Robert F. Gartland
Dr. Sara Gordon
Roz Green
Rose R. Jones
Steven Katz
Dr. Celedonia Koh
Peter M. Lehrer
Paul Lenner
Judith Lipsey
Gerard P. Lynch
Sen. Marty Markowitz
Dr. Marcia Kramer Mayer
David Ogilvie
Celebrity Committee
Corporate Advisory Committee
William Collins, Furman Selz
George Davidsohn, Davidsohn and Son
Richard Del Bello, Paine Webber
Geraldine DiCostanza, SIAC
Richard Felix, Morgan Stanley
Kenneth Friedman, Battle, Fowler
Robert Gartland, Co-chair
Joseph Gerstner, CBS
Allison Hemming, Point of View
Louis Ricciardelli, Co-chair
Dr. Steven Katz, Jackson Brook Institute
Peter Striano, Unity Electric
*Corporate names are for identification purposes only
~~::::;;;:;:;:;<=~======~~=~-~~--~·-------
Bess T. Pflug
Bruce C. Ratner
Louis Ricciardelli
Milton D. Shulkin
Dr. Helen Silverman
Mrs. Harold Silvey
Irwin Stahl
Eli Wallach
Toby Wertheim
Rochelle Spickler Yates
19
Eli Wallach, chair
Blair Brown
Gregory Hines
Burton Lane
Susan Sarandon
Jerry Stiller
Mookie Wilson
Betsy Von Furstenberg
�·-··.....-~
THE LEAGUE TREATMENT CENTER
30 Washington Street
Brooklyn, New York 11201
Telephone: 718-643-5300
FENICHEL HOUSE
627 East 31st Street
Brooklyn, New York 11210
Telephone: 718-434-3106
Hannah Achtenberg Kinn, Executive Director
Roberta Brodfeld, Associate Director
Steven M. Fainer, Comptroller
Thomas M. Birgeles, Budget Officer
Dr. Polizoes Polizos, Medical Director
Leslie Gottlieb, Director of Communications
Joan Sulenski, Director
JOAN FENICHEL THERAPEUTIC NURSERY
30 Washington Street
Brooklyn, New York 11201
Telephone: 718-643-5300
Stacey Chizzik, Program Director
Dr. Peter Ph~gari, Clinical Director
Maura deLisser, Coordinator, Social Work Services
THE LEAGUE SCHOOL
567 Kingston Avenue
Brooklyn, New York 11203
Telephone: 718-498-2500
MORGAN STANLEY/FOREST CITY ADULT PROGRAMS
30 Washington Street
Brooklyn, New York 11201
Telephone: 718-643-5300
Website: http:/ /www.leaguetreatment.com
Beth Navon, Director of Children's Clinical Services
Carole Kasmin, Principal
CARL FENICHEL COMMUNITY SERVICES, INC.
885 Rogers Avenue
Brooklyn, New York 11226
Telephone: 718-856-4300
Robert Schwartz, Program Director, Day Treatment
Lai Yip-Lam, Clinical Director, Day Treatment
Thomas Bove, Clinical Director, Work Opportunity Center
Simon Edwards, Director of Day Habilitation
Jody Gertner, Program Director
Gladys Stevens, Director of Adult Clinical Services
Credits and Special Thanks
Photo credits: Cover- Fred R. Conrad/NYT Pictures; Lois Silver, pages 1, 5, 6-10; ©1996 Deborah Reiders, pages 5, 12; Newsday, Inc., ©1994, page 3.
Special thanks to Lucille Harasti and the design team of Morgan Stanley and Pat Kehoe at Morgan Stanley. Special thanks also to David Norman, vice president of
Sotheby' s. And a very special thank you to Suzanne Blum of Morgan Stanley. This booklet was printed through the courtesy of Morgan Stanley and Co. Inc.
20
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-------------------
)
WELLNESS
THE MosT PROMISING FuTURE IN HEALTH CARE
SAVE TIME • SAVE MONEY • POSITION YOURSELF FOR SUCCESS
WE DON'T JUST CONSULT- WE OPERATE SUCCESSFUL PROGRAMS- EVERY DAY.
WE PROVIDE DECISION SUPPORT FOR WELLNESS INITIATIVES ACROSS THE NATION.
WE CAN SAVE YOU TIME, MONEY, AND
POSITION YOU FOR SUCCESS.
.
lj
I
\
• WELLNESS AND FITNESS CENTERS
• EMPLOYEE WELLNESS INITIATIVES
• Bl,ISINES~ HEALTH PROGRAMMING • DOCUMENTING WELL CARE OUTCOMES
• COMMUNITY HEALTH STATUS • INTEGRATION OF WELLNESS INTO ACUTE CARE
• WELL CARE INFORMATION SYSTEM DEVELOPMENT·
--·
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-
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,.--_.
RIVERSIDE
WELLNESS
·"
ASSOCIATES
804-875-7814
Since 1982, Riverside has operated the most successful hospital-based wellness programs in the nation.
Now, we are providing a Decision Support Team to help you become successful in you wellness efforts.
CLINTON liBRARY PHOTOCOPY
�----------
------------------------------------.
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RIVERSIDE
H E A L T H
S Y S T E M
Hillary Rodham Clinton
White House
1600 Pennsylvania Avenue
Washington, D.C. 20500
February 17, 1997
Dear Mrs. Clinton:
Prominent entertainers, national media experts, leading foundations and early childhood experts
and organizations are collaborating on an unprecedented public awareness and engagement
campaign. This campaign is designed to help and to inform families, to build the capacity of the
fields that serve young children and their families, and to bring about change through a powerful
mix of public education and community mobilization activities.
The campaign builds on Starting Points, the seminal 1994 report by the Carnegie Corporation of
New York that documents the substantial body ofliterature on young children's emotional, social,
physical, intellectual, and brain development and concludes that " how children function from the
preschool years all the way through adolescence, and even adulthood, hinges ih large part on their
experiences before the age of three."
Campaign founders represent an unusual collaboration that includes Rob and Michelle Reiner,
Ellen Gilbert from International Creative Management, and a broad range of experts from
the early childhood field. The work is designed to tie a media call for action with actual action
at the national, state, and community level. The core campaign is supported by the AT&T
Foundation, the Carnegie Corporation ofNew York, and the Teresa and H. John Heinz III Family
Foundation. Other funders include the Commonwealth Fund, the Charles A. Dana Foundation,
the Harris Foundation, IBM, Johnson and Johnson, the W.K.Kellogg Foundation and the Robert
McCormick Tribune Foundation.
The goals of the campaign are to:
•
raise public awareness about the importance of the first three years of life;
•
connect families with young children to the information, resources and services they
need;
•
create connections among national organizations and state and local efforts to improve
services for young children and their families;
•
promote citizen engagement; and
•
increase the public will to make quality resources and services more widely available
to families with young children.
PARENTING & CHILDREN'S HEALTH SERVICES
DENBIGH PROFESSIONAL PARK
606 DENBIGH BLVD STE 504
NEWPORT NEWS VA 23608-4442
(804) 875-7538
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The campaign is organized to integrate four levels of activity: National Media; Public Policy;
Outreach to National Organizations; and State and Community Action.
In November of 1996, M. Caroline Martin, Executive Vice President of Riverside Health System
in Newport News, Virginia, was interviewed for an hour long ABC Prime Time Special produced
by Rob Reiner and New Screen Concepts. This program, titled "/Am Your Child", will focus on
the importance of the first three years of life and on what families and communities can do to
promote young children's healthy development and school readiness. The show is scheduled to air
on April28, 1997 at 8:00pm. It will feature music, comedy, and several mini-documentaries.
Performers will include Tom Hanks, Whitney Houston, Robin Williams, and other stars who are
donating their time and talents. An estimated 20-30 million viewers are expected to watch this .
show which will be heavily promoted in the media.
Good Morning America has agreed to feature segments of the show every morning during the
week of the Special. ABC will also produce generic footage to feed to ABC affiliates across the
i country to use as a wrap-around for local stories about their community's issues and solutions.
1
Newsweek Magazine has agreed to publish a special edition which will be a status report on
young children and their families. It will provide practical information important to all readers,
however, distribution will target members of Congress and state legislatures, business leaders and
either special policy makers.
"I Am Your Child" will include a toll free number that viewers can call to.obtain written
fulfillment material or to be connected to local parenting information, resources and. services.
Riverside Health System in Newport News Virginia will be the 800 referral for information about
programs and services on the Virginia Peninsula.
I
I
While our interest in contributing to this project included the development of national
media attention, our opportunity to address the concerns of children and families in
relation to public policy was the paramount opportunity at hand. Rob Reiner, while
visiting our community, described a pre-election promise made by President Clinton. The
President agreed to consider a "Presidential Summit to coimect individuals who are
personally and professionally determined to improve services for young children and their
families; as well as develop policy recommendations for future legislation." Mr. Reiner has
now describes the President as "uninterested".
The responsibility for improving the health status of a community is increasingly regarded as a
partnership. Riverside Health System as well as other healthcare providers will be evaluated and
financially rewarded depending on how well they influence the community's overall health status.
The Virginia Peninsula has a wealth of programs and services with demonstrable health outcomes
that really make a difference. We need your support as a child advocate, a legal expert, and a·s the
First Lady to develop a partnership with the White House. In response to Rob Reiner, I believe
the President is very interested in any effort to bring children back to the center of America's
attention.
�I believe that nothing is more important to our shared future than the well being of our families
and children. It is my hope that you will share with me in that belief and work with Riverside
Health System to organize a Presidential Summit on the First Three Years of Life.
I
At Riverside Health System we believe in wellness and lifelong learning. We value and praise
teamwork, fairness, and respect for one another. We are proud of our role as a major employer
of quality people and we encourage the involvement of others in our community who also meet
these standards. Riverside Health System will allow me the time to assist you with this project
should you choose to proceed.
I look forward to your response.
' Sincerely,
·~~
Debbie Atkinson, M.Ed., A.C.C.E.
Director
Community Health, Children's Health and Wellness Education
1
' Riverside Health System
606 Denbigh Boulevard Suite 504
Newport News, VA 23608
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�BULLETIN
OF
FAMILY
EVENTS
�o many of us are suffering from what we caJJ "survival parenting." We love ow
children dearly and want them to grow into happy and productive adults. But we
get caught up in daily schedules and hassles and spend most of ow time trying to
keep our children under control. "Parenting from the Heart" is a new approach
that shows parents how to take the daily struggle out or parenting and consciously
give children the values they need to grow into healthy self..:onfident adults.
Humorous and interactive, this presentation will help refocus parents on the
purpose and
joy of parentlng, as
described in
Steven
Vannoy's bestselling book,
The 10 G=test
GiftsiGiveMy
Children.
free to tJ;ecorimi!{nity!
1997
WHY IS THIS PROGRAM
NEEDED NOW?
Dependency culture, victim
mentality, lack of strong values.
These are problems plaguing our
society. By going to the source and
creating kids with a different
compass - one that leads them
toward self-..steem, honesty and
calling Ask:A.cfv~-.:se at'595-6363. . responsibility -we can truly change
ow society. The concepts shared in
:~#~-~:;::r; :9.~~~~W:'-'rf.".:~-:;ft.;~'F7'"*:q:mi~
this talk will offer a practical,
proven method to accomplish this
goal and help children become responsible, happy, self..:onfident adults.
In addition to his inspirational talk, Steven Vannoy will have copies of his book
available for purchase and signing. Attendance is limited; call today to reserve your
ce lor this !ile-<hanging presentation: 595-6363.
:;t~~~~:iQ
-..,
- - --- - - --- · -- - -
8 ~4A
~
Q
- - -- - --- - - -
- --- -
A community nJrnt made possible by thL cooptnti'Dt efforts of People to Ptoplt, R i'DtTSidt
Health Systnn, Christopher Newport University, The Daily Pnss, Hampton Family Resource
Project, Girl Scout Council of Colonial Coast, Newport Navs Healthy Families Initiative
and othn agencies.
BUILDING
~ SELF-ESTEEM
classes learn about developmental stages, behav
}_?.!~ge~~!,· discipline, punis~-)-~f~
ment, routines, praise, communication, handlifig·stress, ~gef-ffiimagement, probleffi"!i.~·
solving and much, much more.
_.~<~ _"'>'.
-~\~
:§1
IN CHILDREN
A free presentation by
Loretta Mueller, PhD
:_J;P
·'' ~ .
y-r-'.:1;,~
':::..i2-i
For parents of newborn to age{:?..:~~-1 weeks
• For parents of children age 4-12:.15-21 weeks
CLASS:
i.j)~·
1.;,
._ :1
•
tl
elf-..steem is the armor that protects
kids from the dragons of life: d rugs,
alcohol, unhealthy relationships and
delinquency The child with good selfesteem has the best chance of being a happy
and succeSsful adult.
. :..i-::...
;
~~~~
.
~J
WHER"E~ · o'Riverside Child Care and Leain'irig Center in Oyster Point Industrial Par~·
-~~' '"
/
~ 'Rj~~de Welln and Fitness €<er - Peninsula
~
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.;1{i!f
CaU ~~;'A-Nwse at 595-6363 or Hampton Fa.Iiij.Jr~R~urce ProJ~j't 727-1882 to
• H~pton FamilY.,:Resource Pro*F,
·~
~-
Free
\~
CONT~\'T:
.;;
~ter or for
,-:_, .
more information. dates and times. "
-:L~;·'t"~;-,.~
DATE,
january 27,1997 at 7PM
PLACE, Women ln Focus
-
Mary Immaculate Hospital
2 Benwrdine Drive • Newport News
....·"%-:\~::_~~:- V'
~
C ALL:
(757) 886-6700
TOPIC: Dolphin Lecture and Slide Presentation
DATE:
Through
stories and
examples,
Vannoy will
describe the
character
building gilts
that any
parent can
give a child that do not cost money but require a change in attitude, style and focus.
These gifts include self-..steem, critical thinking skills, compasion and integrity,
among others. They are developed
J~A.~f):X~LJ~~.c-.:~~·~ :~~t
~:?4~:<~~~~
through the exercise or five powerful tools that anyone can learn and
Plan to attend
apply to family or work relationthis inspirational· prpgram .
ships.
~RuiAY; F~a~uARv ·7,
,, ~·t ' ' . '
.. . c.;.:··,
\ :.--.:>
h£ Nurturing Program is offered to parents of children birth to age .i_2: Parents in thesiit
THE NURTURING PROGRAM
PARENTING FROM THE HEART
A free community presentation by Steven Vannoy, author of the
best-selling book "The Ten Greatest Gifts I Give My Children."
January 23, 1997
PLACE: 11wmas Nelson Community College
Moore Hall • Hampton
CALL:
(757) 825-2863
TOPIC : Come meet with Barry Louis Polisar,
author o( "Noises From Under The Rug"
DATE:
January 25, 1997 at 2PM
PLACE: Northhllmptan Branch Library
936 Big Beth£/ Rnad • Hamptan
CALL:
(757) 825-4558
TOPIC: Techno Sports(est- A free "Sports Clinic
Extravaganza" where youngsters learn
about fields, sports figures, sports
announcers, equipment and equipment
manufacturers.
DATE:
February 1 & 2, 1997 £rom lOAM- SPM
PLACE: Virginia A ir and Space Center
600 Settlers Landing Road, Hamptan
CALL:
(757) 727-{)9()()
TOPIC: Play It With Poetry - An interactive
approach for all ages. Young audiences
don' t just hear it, they play it!
DATE,
February 15, 1997
PLACE: Willaw Oaks Branch Library
_ _ - - - 22ZFox Hill Rnad _ _ _ ____ _ _ _
(757) 85(}-5114
FREE WORKSHOP
FOR PARENTS AND PROFESSIONALS:
Accessing Community
~ ~~-;;=-;:~v,. ~~ ~:.;;~;_:J..,_ .. - ...)i~:t" -rr ~~~ r-:"t::'-::
....
·
Resources for Children and
FRIDAY, .JANUARY 24, 19. 7'.
9 .'
Youth with Facinl Differences
hat are the local resources
~
.1:30- 4:00PM
. RIVERSIP~ : . · ,, ., ·. ., .
available to children and
CONFERENCE CENTE
dolescents that have facial
differences due to illness, injury
or congenital causes? Where can
you tum for help?
Sponsored by the Riverside
Facial Reconstruction Clinic in
"J.~ '-:.-"iJ'[.~·...~JJ~~i,~;~;.~~....].r"":::.?F/'"f~"::. \-:·.~:J
recognition of their 25th aruliversary, this mini..:onlerence covers
resources in education, rehabilitation, facial reconstruction, psychology, funding
assistance, speech/ language, dental services, pediatrics and audiology.
This valuable inlonnation is a "must" for those who work with children on an
;~~~31
appropriate community
resources and agencies.
Join the Riverside Facial
Reconstruction Clinic in
their 25 year mission to
"help children become
confident, successful
young people." For
more information on
the clinic or the conference call Ask-A-Nurse
at 595-6363 (357~ in
Smithfield/ Isle of
�I
I
I
I~
i
g restaurant
'5 Program partici1
Ve hope that you
.i
npton
·1 1
I
'
1cational programs.
~d their narhe in
i
'
I
I
"'of community kgencies and
I
~ and children. To submit an
ldren's Health Services, Suite
letin is pub!isiJd euery two
I
all Riverside Ask-A-Nurse at
•
��BUILDING
STRONG AND
HEALTHY ~
1.
~~~
I
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(1!i
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~I
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Iii iii
RIVERSIDE
FAMILY WE L LNESS PROGRAMS
�H
ere you'll find a comprehensive collection of classes, programs and services
devoted to strengthening the good
health and emotional security of the family.
Our offerings come from throughout the
Riverside network but are united under the
name of Riverside Family Wellness
Programs. Through this directory, you'll
find avenues for health improvement and
better communication within your family.
When you take advantage of any of these
offerings, you take a proactive part in your
family's good health.
Although each child is unique, they all
go through certain stages of development.
To help parents anticipate what to expect
from mid-pregnancy through age five, the
Healthy Stages newsletter provides useful
information on child development, ageappropriate activities, health issues, immunization schedules, tips on how to nurture
your child and yourself, and many more
helpful hints on raising happy, healthy. children. There is also a Bulletin which will be
distributed every other month which will
inform you of upcoming Riverside events,
family events in the community, health
facts, practical ways to improve your family's health,.and much more! There is no
charue td,fi~bscribe!
0
S:o;,,IJ
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.~.' :;:GJJi.H&~e.n.~:~·~'?tiV4.fl¢i.;.g.r,o·«<.~ift'tQ :healthy sue\.····.. ; .. ·•. ::' t~s~tt,il':~';;iplt.~!·©?'f.;:~¢ri,Hr~.i:~?!rimunity is
\···,,... · · ~- ..:•st'r0fl''·eri.Wl:l~il.:we'iE(fliEhi~S,.t the famil y.
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EARLY PREGNANCY SERIES
When you're 10-24 weeks pregnant
Preparing for parenthood starts long before you
hear your baby's first cry. This four-session
series starts you on the right track toward
healthy pregnancy and a lifetime of good health.
Learn the basics of fetal development, pros and
cons of breast or bottle feeding, how pregnancy
positively and negatively affects your relationship with your partner, your options for child
care today, relieving pregnancy discomfort
through therapeutic massage and more. Here's
early pregnancy information you can use to prepare you for the expected AND the unexpected.
WHERE:
Riverside Conference Center
Warwick Medical & Professional
Center, Building 6
Newport News
FEE:
Free
REGISTER:
Yes
DYNA-MOM EXERCISE PROGRAM
Anytime during pregnancy
Here's an easy, effective way to stay fit during
pregnancy. This dynamic program is a modified
"Dynamex" exercise class and helps mothers-tobe maintain weight control, body tone and overall fitness during pregnancy.
WHERE:
FEE:
REGISTER:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
Yes (Free for those who deliver at
Riverside)
Yes
NUTRITION COUNSELING FOR GOOD HEALTH
As recommended by your doctor
Proper nutrition is important throughout your
life but especially crucial during pregnancy.
Changes which occur in your body may require
you to follow a specialized diet to better manage
diabetes, high blood pressure or other conditions. Private nutrition counseling can teach you
to follow new eating habits while, at the same
time, to keep the "spice" in your life.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
�PREGNANCY MASSAGE
Before baby is born
A woman's changing body during pregnancy is
wonderfully naturaL And yet, pregnancy by its
very nature can add stress to the body. Learn how
massage can relieve some common discomforts of
pregnancy like aching muscles, backaches,
swollen ankles, sciatica and fatigue. Partners get
hands-on training that they can use throughout
pregnancy and for the rest of their lives!
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
YOGA FOR PREGNANCY
When you're 27-40 weeks pregnant
Yoga for Pregnancy is a stretch, tone and relaxation
class for pregnant women who have completed
the first trimester of pregnancy. The poses gently
stretch and strengthen the body in preparation for
a more natural and comfortable birth.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
Riverside Fit Stop Oyster Point
627 Pilot House Road
Newport News
FEE:
Yes
REGISTER:
Yes
\
REFRESHER LAMAZE AND SIBliNG PREPARATION
This class is for Moms and Dads who already
have a child but can't quite remember Lamaze
techniques. Also siblings between three and six
years of age will enjoy the Sibling Preparation
Class while Mom and Dad are re-learning
Lamaze.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
CESAREAN BIRTH PREPARATION ClASS
Anytime during pregnancy
Get the information you need to prepare you
and your family for your planned Cesarean
birth at Riverside Regional Medical Center.
WHERE:
Riverside Regional Medical Center
FEE:
Free
REGISTER:
Yes
PAIN CONTROl THROUGH EPIDURAl
Before baby is born
When you have your baby at Riverside, epidural
anesthesia is available 24 hoLirs a day. It's a commonly used method to provide complete relief from
the pain of labor or Cesarean birth. While our
Lamaze series addresses epidurals, additional information is also available for those not taking Lamaze.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Free
'
REGISTER:
No, simply request information
LAMAZE
When you're 24-40 weeks pregnant
This nine-week series of childbirth and parenting preparation classes teaches you and your
partner the mechanics of labor and delivery.
You'll learn the stages your body goes through
before, during and after childbirth and specific
breathing and relaxation techniques to help control pain during childbirth. During the last three
weeks you will learn mother-baby care for after
delivery and find out what resources are available for positive parenting.
WHERE:
At different locations in community
including Riverside Wellness &
Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes (Discount rate when you also
enroll in Dyna-Mom)
REGISTER:
Yes
FINDING A DOCTOR FOR BABY
Anytime during pregnancy
Choosing a doctor to care for your baby is an
important part of parenthood - a decision you
should make well before birth. Whether you
choose a pediatrician or a family practice physician, call Riverside Ask-A-Nurse in advance for
information on physicians who meet your needs
based on your location, insurance information
and other criteria.
WHERE:
Call us from anywhere
FEE:
Free
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357·6368, lsle of Wight
693-6368, Middle Peninsula
�r
ji
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j:
·~
't
!:
BREASTFEEDING PREPARATION CLASS
In your 7th month of pregnancy
When you decide to breastfeed 1 you're making
an important decision to give your baby the best
nutritional start in life. This class
you practical tips, techniques and tools you can really use
to make breastfeeding work for you and your
baby. You'll get information on breastfeeding
and the working mother, breast pump rentals
and support groups.
WHERE:
Riverside Conference Center
Warwick Medical & Professional
Center, Building 6
Newport News
FEE:
Free
REGISTER:
Yes
EXPECTANT PARENTS TOUR AND ORIENTATION I
FOR PARENTS ONLY
Anytime during pregnancy
Parents-to-be can preview the Mother/Baby
Unit, birthing rooms and nurseries at Riverside
Regional Medical Center during our weekly
Expectant Parents Tour. This informational tour
takes about an hour during which your tour
guide is available to answer your questions
about having a baby at Riverside.
WHEN:
Fourth Tuesday of each month
at7PM
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Free
REGISTER:
Yes
ASK-A-NURSE
I think I might be pregnant- what do I do first?
Is it safe to change the kitty litter during pregnancy? Which pediatricians are taking new
patients AND will accept my insurance? How can
I get my baby to sleep? Where do I go to get my
weight back on track? So many questions come
with pregnancy and newborn care! We can help
each step of the way with Riverside Ask-A-Nurse,
a free telephone service, 24 hours a day, answered
by specially trained registered nurses.
WHERE:
Call us from anywhere
FEE:
Free
PARENT PAGER PROGRAM
Reserve a month in advance
Don't miss the big event! Riverside can help Dad
arrive on time for the birth of your baby. When
the big day comes and he's out working, traveling or shopping, his pager will alert him with a
number to call to find out whether to meet
mother at home or at the hospital. You may pick
up your parent pager two weeks prior to your
expected delivery date. You may extend the use
of the pager for up to one month if your baby
does not arrive on the expected date.
WHERE:
Riverside Home Care Center
658-B J. Clyde Morris Boulevard,
Newport News
FEE:
User fee (refunded when you have
your baby at Riverside Regional
Medical Center); also as a security
deposit we imprint your VISA or
MasterCard on a charge slip which
we return to you when you return
the pager.
FAMILY NIGHT ORIENTATION AND
BIG BROTHERS & BIG SISTERS TOUR
Anytime during pregnancy
For brothers- and sisters-to-be, this tour is held in
conjunction with the Expectant Parents Tour. The
Big Brothers and Big Sisters program includes a
story and demonstration of taking care of new
baby, a tour with family where mother and baby
will be and ends with refreshments.
WHEN:
First, second or third Tuesdays
of each month at 7PM
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Free
REGISTER:
Yes
BREASTFEEOING SUPPORT GROUP
Before and after baby is born .
,
Here's a great avenue for networking with other
breastfeeding mothers, twice per month on the
first and third Fridays. It's a comfortable environment to receive support and ·guidance and to
exchange information with a breastfeeding edu- ·
cator or lactation consultant as well as other ·
nursing mothers.
WHERE:
' Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
No
REGISTER:
No
To Register or For More Information call Ask-A-Nurse
To Register or For More Information call Ask·A·Nurse '
595·6363, Peninsula
357·6368, !sle of Wight
693·6368, Middle Peninsula
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
�·-··-·-···----------------------------
BREAST PUMP RENTAl PROGRAM
Anytime
When circumstances prevent you from breastfeeding as usual, Riverside has the answer with
breast pump rentals. Our trained professionals
can advise you as to which of the various types
is best for you.
WHERE:
Riverside Home Care Center
658-B J. Clyde Morris Boulevard,
Newport News
FEE:
Yes
NORMAl ADJUSTMENTS TO BABY
After baby is born or anytime
The birth of a baby signals the start of one of
many normal "adjustment periods" we encounter
throughout relationships and marriage. This
milestone event creates demands on the couple to
deal with change demands for which some
mothers and couples need professional help.
Relationship therapy gives you an avenue to
communicate clearly, to decide what changes are
needed and to practice new behaviors to enhance
the family unit.
WHERE:
Riverside Center for
Psychological Services
FEE:
Yes
REGISTER:
Yes
JUST FOR US - EXERCISE FOR MOM & BABY
After baby is born
New mothers and their babies exercise together to
improve and restore fitness. It's an ideal way to
ease back into exercise, increase energy and vitality,
improve self-image and reduce postpartum body
fat. There are benefits for baby too in improved
muscle tone, enhanced coordination and improved
digestion, circulation and breathing. Plus it's a
healthy way to socialize with other new Moms!
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
Riverside Fit Stop- Oyster Point
627 Pilot House Road,
Newport News
FEE:
Yes
REGISTER:
Yes
To Register or For More Information call Ask-A-Nurse
595·6363, Peninsula
357·6368, Isle of Wight
693·6368, Middle Peninsula
BABY LOVIN'
After baby is born
This offering is especially for parents that simply
want a little extra in-home advice or care after
discharge from the hospital. The ultimate in personal service, the "Baby Bond" brings a visit
from a Riverside Home Care nurse right into
your home to answer, in person, all of your
"new parent" questions. Great gift idea!
WHERE:
In your home!
FEE:
Yes
REGISTER:
Yes
IMMUNIZATION VAN
After baby is born
Since first introduced in the late 18th Century, vaccines have saved the lives of countless children,
prevented suffering and anguish and saved society the costs of expensive medical treatment. For
every $1 spent on childhood vaccines, $10 to $14
are saved in future medical care. Immunizations
should be given by your child's doctor but are
also available from your local health department
or Riverside's mobile immunization unit.
WHERE:
Location varies; call Ask-A-Nurse
for schedule
FEE:
No cost at health department or
mobile van
REGISTER:
No
lOVING HANDS INFANT MASSAGE
After baby is born
Infant massage is a great way to bond with your
baby and enrich the sense of touch a primary
part of infant learning and development. Learn
techniques to comfort and soothe your baby when
he or she is restless, fussy or having difficulty
sleeping. This class combines instruction, video,
and demonstrations by AMTA massage therapists.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
�--------------------------------------------------------------
TODDLER TENNIS
For children age 4-6 years
These classes introduce tennis to the toddler in a
fun-filled hour. Each class works on hand/ eye
coordination and touches on some basic instruction.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
FIT UNDER FIVE
For children age 3-5 years
A great follow-up to Toddler Time, here's a
preschool program that builds upon your child's
natural physical and social development.
Exercises concentrate on enhancing motor development and body awareness. The program also
helps develop social awareness and addresses
issues of health, nutrition and personal safety.
Arts and crafts activities encourage creativity.
For the children this translates into just plain
fun!
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
FITNESS CAMP
For children age 5-12 years
Offered during June, July and August, these
action-packed, fun-filled camps last one-week
and provide your child with dynamic health and
fitness activities, including: swim lessons &
water safety • individual sport activities • skill
improvement • racquet sports • field trips •
guest speakers • volleyball • soccer • whiffleball • basketball and more!
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
~
IJ
-----------------
KIDCISE
For children ages 9-12
This eight-week fitness and nutrition class meets
the needs of pre-teens who are at least 10 pounds
overweight. They learn healthy habits for a lifetime through fun-filled, fat-burning, physical
activities and a motivational "hands on" nutrition class geared especially for this age group.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
KARATE
For children age 5 and up
Karate promotes self-confidence, assertiveness,
improved aerobic capacity, discipline, concentration, flexibility and coordination. Through
Kempo karate classes, children can learn to
appreciate Karate as an art as well as a method
of self-defense.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
CHILDREN'S BEGINNER TENNIS
For children age 6-14 years
Children learn the basics of tennis through
group sessions. Each child also works on movement on a tennis court. This course is geared for
children who have never had instruction before.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
CHILDREN'S INTERMEDIATE TENNIS
For children age 8-14 years
This class is designed for the child who has
taken tennis instruction before and wants to
improve their skill in the basic fundamentals.
Strategy and footwork will be among the many
things covered in this course.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Yes
REGISTER:
Yes
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
�--------------------------------------------------··-·--·
KIDZ AEROBICS
For Wellness Center members age 8-12 years
Keep your pre-teen active through structured fun!
This course features activities or classes to include:
HIP HOP, streetdance, beginning step and low
impact aerobics. It's a great way to introduce your
kids to aerobics! Note: Only available to Wellness
Center members with qualifying memberships.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
No
REGISTER:
No; show membership card
FAMILY AEROBICS
For Wellness Center members
& their children age 5 and up
This is a great way for busy families to spend
some quality time together, have fun and
fit at
the same time. Parents and their children will feel
energized and healthier after they exercise together
in this class! Note: Only available to Wellness
Center members with qualifying memberships.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
No
REGISTER:
No; show membership card
SWIM CLASSES
For children age 6 months and older
Your child can learn basic swim techniques and
an orientation to the water through Learn To
Swim. Riverside centers use the American Red
Cross method for instructing swim classes and
all instructors are certified by the American Red
Cross as Water Safety Instructors. Parents participate in the infant and toddler age classes.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
Riverside Fit Stop - Oyster Point
627 Pilot House Road,
Newport News
Riverside Wellness & Fitness
Center- Middle Peninsula
Route 17, Gloucester
FEE:
REGISTER:
FUTURE FORCE
For children age 11 to 15
This adolescent weight training program is carefully monitored for maximum safety. Pre-teens
and teenagers ages 11 to 15 use circuit training
equipment, under the direction of a fitness
instructor, to improve strength and body tone.
Plus, these adolescents have the option of also
using other cardiovascular equipment!
WHERE:
Riverside Wellness & Fitness
Center- Middle Peninsula
Route 17, Gloucester
FEE:
Yes
REGISTER:
Yes
BODY SHOP WEIGHT CONTROL
For children age 8-18 years
This comprehensive 10-week course teaches children age 8-18 how to manage their weight
through proper exercise and nutrition. Learn
practical tips like how to select clothes that make
you look thinner; how to prepare easy, delicious
snacks that are good for you; and breaking
habits that cause compulsive eating.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Yes
REGISTER:
Yes
CUISINE FOR TEENS
Is your teenager "dying" to lose weight, preoccupied with weight, diet and thinness? This program combines education, menu preparation
and practical nutritional sense. Teens learn
healthy eating habits for life and how to recognize eating disorders.
WHERE:
Riverside Center for
Psychological Services
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Yes
REGISTER:
Yes
Yes
Yes
To Register or For More lnlormation call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
To Register or For More Information call Ask-A-Nurse
595-6363, Peninsula
357-6368, Isle of Wight
693-6368, Middle Peninsula
�------------------------------------------------------------------------------------------------
JUNIOR VOlUNTEER PROGRAM
Teenagers make valuable contributions to the
community as junior volunteers at hospitals,
long-term care facilities and other facilities in
Riverside's network of health services. They
meet new friends, learn new skills and find out
the rewards of volunteering.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
No
REGISTER:
Yes, by application
liFEGUARD TRAINING
For children at least 15 years old
This 30-hour course trains lifeguard candidates
for both pool and open water rescues. Students
learn rescues, defenses, use of rescue equipment,
personal safety, carries, approaches, emergency
action plans, search and recovery and spinal
injury rescues.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
INFANT CHilD CPR ClASSES
Cardiopulmonary resuscitation (CPR) techniques for reviving children are quite different
than those for adults. As unpredictable as children are, every parent should consider taking
this course.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
EMERGENCY CARE FORM FOR CAREGIVERS
When you leave your little one in the care of
another, also be sure and leave a completed
Riverside emergency care form. Both you and
your child's caregiver will feel more secure
knowing that pertinent medical information
about your child is right at hand.
WHERE:
Riverside Regional Medical Center
500 J. Clyde Morris Blvd.,
Newport News
FEE:
Free
REGISTER:
No, simply request form
To Regisler or For More lnformalion call Ask-A-Nurse
595·6363, Peninsula
357-6368, Isle of Wight
693·6368, Middle Peninsula
BABYSITTER TRAINING
For children at least age 11
Boys and girls
11 and up learn safe babysitting practices
gain practical knowledge of
children. Topics covered include: how to safely
find sitting jobs; the basics of bathing, feeding
and diapering; how to play with infants, toddlers and young children; fire safety, introductory first aid and other safety basics.
WHERE:
Riverside Wellness & Fitness Center
12650 Jefferson Avenue,
Newport News
FEE:
Yes
REGISTER:
Yes
SMOKElESS
Anytime
Study after study shows that a smoke-free envi-.
ronment is best for baby, both before and after
delivery. SMOKELESS is a positive approach to
breaking the smoking habit This intensive program uses stress management, positive rewards
and reinforcements, attitute transformation, food
management, education, motivational tools and
patented negative smoking techniques to get
you off of cigarettes in only five days.
WHERE:
Various Riverside locations
FEE:
Yes
REGISTER:
Yes
ADOlESCENT CHEMICAl DEPENDENCY GROUP
For adolescents and teenagers
Drug and alcohol use can totally change a young
person's character, lifestyle, attitude and interest.
Warning signs include declining grades in
school, absenteeism, loss of usual interests and
change in friends. This group will help you
break the cycle before it tears your family apart.
WHERE:
Riverside New Foundations
610 Thimble Shoals Boulevard,
Newport News
FEE:
Yes
REGISTER:
Yes
To Regisler or For More lnformalion call Ask·A·Nurse
595·6363, Peninsula
357-6368, Isle of Wight
693·6368, Middle Peninsula
�Please. indicate programs/classes of interest:
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LAMAZE
REFRESHER LAMAZE AND SIBLING PREPARATION
CESAREAN BIRTH PREPARATION CLASS
PAIN CONTROL THROUGH EPIDURAL
FINDING A DOCTOR FOR BABY
BREASTFEEOING PREPARATION CLASS
EXPECTANT PARENTS TOUR AND ORIENTATION
FAMILY NIGHT ORIENTATION AND
BIG BROTHERS & BIG SISTERS TOUR
ASK-A-NURSE
PARENT PAGER PROGRAM
BREASTFEEDING SUPPORT GROUP
BREAST PUMP RENTAL PROGRAM
NORMAL ADJUSTMENTS TO BABY
JUST FOR US- EXERCISE FOR MOM & BABY
BABY LOVIN'
IMMUNIZATION VAN
LOVING HANDS INFANT MASSAGE
TODDLER TENNIS
FIT UNDER FIVE
FITNESS CAMP
KIOCISE
KARATE
CHILDREN'S BEGINNER TENNIS
CHILDREN'S INTERMEDIATE TENNIS
KIDZ AEROBICS
FAMILY AEROBICS
SWIM CLASSES
FUTURE FORCE
BODY SHOP WEIGHT CONTROL
CUISINE FOR TEENS
JUNIOR VOLUNTEER PROGRAM
LIFEGUARD TRAINING
INFANT CHILO CPR CLASSES
EMERGENCY CARE FORM FOR CAREGIVERS
BABYSITTER TRAINING
SMOKELESS
ADOLESCENT CHEMICAL DEPENDENCY GROUP
REALITY THERAPY GROUP
THE CHEMICALLY-FREE FAMILY
STRESS IN THE MILITARY FAMILY
SPEAK UPI
POSITIVE PARENTING SERIES
THE NURTURING PROGRAM
Daytime Phone ................................. .
Home Phone ...
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HEALTHY STAGES NEWSLETTER Free Subscription!
EARLY PREGNANCY SERIES
OYNA-MOM EXERCISE PROGRAM
NUTRITION COUNSELING FOR GOOD HEALTH
PREGNANCY MASSAGE
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RIVERSIDE
FAMTLY WELLNESS PROGRAMS
SUITE 504
606 DENBIGH BOULEVARD
NEWPORT NEWS, VA 23608
For additional copies of this directory
please call (757) 875-7538.
© Riverside Health System, 1996
Rev. 12/96
~
�A Healthier, Fitter Nation
The Challenge of Wellness and Fitness
If Hospitals Don't
Lead the Way,
Who Will?
The Lilndscape of
Heal thcare is
Different Now
Most health care administrators are aware that the health and well being of their community is a part of their Mission statement. Only a few have assumed the risk and stepped
into wellness and fitness as a part of their core business and as an integrated part of the
delivery of health care.
As we look back on the development of America's hospitals, we recall how communities
bonded together to create vital hospital services to care for the sick. We have changed
dramatically since those days when hospitals were a voluntary effort supported by the
generosity of the people in the community.
With the advent of professional management of hospitals and new directions in financing
health care by employer-based health insurance and through our tax system, today's hospital makes modem medicine available to those who can benefit from it.
Hospitals have been the focal point for healing and for modem technology. As we have grown, we have learned that we must
operate as a business. We have competed with one another to maintain and expand market share and achieve soli_? financial
standing. Many hospitals have stood by their original mission by continuing to provide health care services to those who cannot afford them.
We created our own culture within the hospital, a "city within a city." We relied on our own evaluation of outcomes and
made our own decisions about what was best for the community. Those decisions have been generally based on what
would be good for the hospital's future and often overlooked community needs. We have found today, that as we
look at community needs, our resources have in many
instances been misplaced.
"The American health system is at a crossroads. Either we
face up to the problems and the costs- understand what
they are and what the consequences may be- or we fail to
be honest with ourselves and with millions of people." Senator John D. Rockefeller
(D-WV)
chair, Bipartisan Commission
on Comprehensive Healih Care 1
Hospitals now must face a future of health care where we will be held accountable not just for "sick care" but for the health
and well being of our communities, and this change is a dramatic one for us to face.
As our nation moves toward universal health coverage, the nation's hospitals stand unprepared to meet the challenges.of 21st
century healthcare. As an industry, we have not as yet seen the future clearly.
But all indicators point toward the dramatic need for hospitals to take the lead in assisting our citizens in maintaining their
highest possible level of health throughout life.
When we move into universal health coverage for all, the incentives will definitely center on keeping the patient well. This
transformation will take place when universal portability of health benefits causes the third party payor system, in whatever
form that takes, to quickly realize that from birth to death, the best financial strategy will be to keep the citizen healthy, to
educate, to provide screenings and to encourage healthy lifestyle practices.
In 1992, the AHA Board of Trustees adopted its position on National Health Care Reform, ''Refining and Advancing the
Vision." In this document, the AHA challenged its members:
''Hospitals and their leaders have a professional responsibility to their patients and their communities to provide leadership
in solving the problems of our health care system and making this.nation the healthiest in the world. Toward that end, our
focus is on affordable access to needed health care, including preventive services. This nation must come together on strategies to promote health and well-being and to assure judicious use of a health care system reshaped to put patients first."
�"Focus on prevention and primary care"
The AHA's Vision for Health Reform includes a dramatic new focus on community health status through Community Care
Networks:
''Networks would be responsible for maintaining and improving the health status of their enrollees".
''Networks would emphasize wellness in addition to the treatment of illness."
"1RUE managed care requires assessing patient health risks and needs. It means planning and organizing care so that
problems are averted or treated early and all needed services are efficiently provided without unnecessary duplication of
capacity. Within community care networks, patient needs would be returned to the focus of the delivery system and the management of care responsibility would be returned to the caregivers."
The Task
at Hand
Perhaps one of the most clearly articulated proposals outlining the future direction of health care is contained in the Professional Commission and Nursing's Agenda for Health Care Reform. This agenda also
speaks to access, quality and cost through a basic core of essential health care services to be available to
everyone; a restructured health care system that will focus on consumers and their health, with services to be delivered in
familiar, convenient sites such as schools, work places and. homes; and a shift from the prominent focus on illness and cure to
an orientation toward wellness and care.
America's hospitals currently stand unprepared to make wellness work for their communities. Yet hospital-based wellness
and fitness can be a financially productive, integral part of a hospital or health care system if "the many" learn from "the few''
who have experienced success. It is apparent that future incentives, in whatever form, will be geared to keeping patients as
healthy as possible, emphasizing prevention, primary care and wellness, and to improving the entire community's health status.
It is time to take another hard look at making wellness and fitness a part of the modern hospital.
There are several reasons hospital-based wellness and fitness has not been successful in most cases in America
• Up until recently, the hospital leadership has found little evidence that wellness and fitness is do-able - that is, that it can
become a winner financially. Now there is evidence.
• Our physicians have not embraced it. We listen a great deal to our doctors. Yet they are focused on repairing the human
body, not preventing illness in the first place. Initially, some even perceived a hospital-based wellness and fitness center as
a competitive threat because it would be a focal point of screenings and health education for the community. This has
changed and changed rapidly over the last decade. Today, there is greater support for wellness programming from physicians because there is a greater body of evidence that participation by their patients in a wellness program will significantly in\ prove their quality of life.
• Wellness and Fitness is not covered by insurance. Obviously, with our major responsibility focused on the complexities of
running state-of-the-art hospitals, we have been forced by the system to provide those services which are reimbursable by
the third party payor system.
• Little Coordinated Evidence Until Recently. Up until recently, there has been little coordinated evidence that wellness
and fitness can make an impact on the overall health of a community. Now, from progressive corporations, there is a
growing body of evidence that it can do this as well as help control health care costs.
For instance, the December 1992 edition of BUSINESS AND HEALTI-I MAGAZINE reports that E.l. DuPont de Nemours, in
Wilmington, Delaware, after implementation of an employee wellness program, has saved $2 for every $1 invested on
health and wellness services in the company. The total cost to the company for "excess illness" was conservatively estimated at $70.8 million annually.
Dozens of major corporations are reporting enormous cost savings. General Electric found that employees who exercised
were absent from work 45% fewer days than employees who didn't. General Motors found a 40% reduction in lost time.
Steelcase found that over a three year study, mean costs for medical claims decreased 46% for active employees. Mesa
c___ _ _ ---- - - - - - -
�Petroleum notes that their fitness program saves the company over $200,000 in insurance claims annually. Tenneco found
that the average annual medical claim was at least 50% lower for participants in its employee fitness program versus nonparticipants.2
• Many hospitals bied wellness and delegated it away
from the hospital as an outside venture, failing to inte"The evidence pointing to the success of fitness programs
grate it fully into the hospital. Successful hospital-based
in improving employee health practices, reducing medical
wellness and fitness centers are in most cases those that
and disability costs,and improving productivity is indishave successfully embraced and championed wellness
putable."
and fitness for the community, making the Center not
-Kenneth R. Pelletier, PH.D.
only a fun, safe, professionally supervised environment
American Journal of Health Promotion
for exercise, but integrating clinical programs with the
March/April1991 3
hospital. Pre- and Post-Natal exercise, weight loss, smoking cessation, cardiac rehabilitation, arthritis exercise programs, stress management, marriage transitions, medically endorsed memberships, lifestyle assessments, baseline fitness
testing and sports medicine are only the tip of the iceburg for the potential integration of wellness and fitness into the hospital. Many hospitals have not successfully balanced the fitness facility with the wellness component. This is the key for
successful, profitable ventures.
• Mission and Margin are Inseparable. As with any other business, it must work financially to meet the mission. Over the
last decade, many hospitals stepped lightly into wellness and fitness as a side venture, content with breaking even in their
business plan.
The hospital which began their well ness and fitness efforts in the last decade had a double challenge. They not only had to
create a successful, integrated wellness center, but they had to expend considerable energy motivating the public to take a
look at it. Many hospitals also felt the resistance of private enterprise as nonprofit hospitals stepped out of the hospital
walls and began to compete on their turf. Most of these issues are behind us now as an industry.
We now know that the "wave" of interest in well ness and fitness is just now "breaking". It is easier than ever to build a
successful ffil;Ugin in hospital-based wellness and fitness centers if the proper steps are taken and a wise investment made.
The Baby Boomers are aging and represent a significant percentage of the population. This is the first generation to be fully
exposed to the benefits of regular exercise. This population segment is generally more financially secure than preceding
generations, with more leisure time. The interest by these citizens in participation in a professionally developed hospitalbased wellness and fitness center is increasing at a geometric rate. At Riverside Health System's wellness and fitness centers, the average member age is 38.
• Many hospitals tried to make wellness work without a multi-purpose exercise facility. Wellness couldn't be "touched"
or "felt''. The pure offering of educational programs or lifestyle counseling fits the Mission, but not the Margin. It is
extremely rare to find a hospital that has made money on well ness educational offerings alone. The multi-purpose exercise
facility enables the margin. It provides a fun, safe environment to exercise and socialize while creating an atmosphere of
healthy, supportive educational offerings. First and foremost, the hospital must create the fitness component and make it
affordable and distinctive. As this important objective is accomplished, the well ness offerings create a supportive environment for the members and provide vital integration with the hospital. Well ness offerings without the multi-purposes exercise facility will not be self supporting.
Now-A Model
for Integration of
Wellness and
Fitness Into the
Hospital
Riverside Health System, based in Newport News, Virginia, has completed a decade of
profitable wellness and fitness operations. In 1992, the nonprofit health care system created $1 million in excess revenues from five freestanding wellness and fitness centers. With
almost 20,000 members, Riverside has proved that whether in urban, rural or suburban
settings, hospitals can make well ness and fitness work and it can be a successful part of a
health care delivery network.
This has been accomplished by careful, well timed integration of the well ness and fitness
business into the hospitals and health care services of the corporation.
�---------------·--·--·
:;.
. ,...
..
.
Promoting Health
and Well Being
as Mission
Up until recently, as health care reform looms, we have all examined the role of hospitals
closely. Our sense of stewardship operates on two levels: stewardship for the people we
lead and stewardship for the greater purpose or mission that underlies our enterprise.
Most hospitals have a formal Mission Statement that directs attention to the overall
health and well being of the community. It is no longer a massive Leap of Faith to apply calculated risk to the well ness and
fitness endeavor, to prepare for the new realities of health care in the 1990's and to fulfill the Mission statement of the hospital.
There is no other industry in this nation more capable or poised to lead the way toward a healthier, fitter nation than the hospital industry. Hospitals see what noone else sees. Who better knows the effect of not wearing seat belts than the Emergency
physician. Who better knows the correlation between smoking and lung cancer. Who sees the strokes and the heart attacks
resulting from poor lifestyle choices?
Now, it is time.
If Not Hospitals,
·Who Will Lead
the Way?
In busiriess, Monday morning quarterbacking is rampant. Its always easy to glance back
at recent history and spot a turning point where a business went wrong, but the leaders
couldn't see it at the time. For example, there was a point in time when the railroad
industry made a conscientious decision just to stay in the railroad business- not to lead
the way into the "transportation" business. In retrospect, this was a major missed opportunity.
Similarly, the hospital industry is at a turning point now. We as an industry can buckle down and just run hospitals and
sick care services, or we can embrace the Mission of creating the healthiest nation in the world and take some risks to
make that happen. If we won't, someone will. If it isn't done by this generation of health care leaders, we shouldn't worry
about the possibility that the next generation will take care of i t - because someone else will have already taken a commanding lead in the business of creating a healthier, fitter population.
Nonprofit Riverside Health System, based in Newport News, Va., operates five wellness and fitness centers in urban, rural
and suburban locations. These Centers total almost 20,000 members. Over 5,000 citizens exercise each day. Annual excess revenue generated by the Centers is over $1,000,000. Riverside has been in the hospital-based wellness and fitness business since
1982 and welcomes inquiries. A complete package of licensed materials is available to enable hospitals to benefit from a
decade of success at Riverside, and to create a profitable integrated wellness and fitness center for the hospital. Contact us if
we can help.
Authors:
Footnotes
M. Caroline Martin, RN, MHA
Executive Vice President
Riverside Health System
1
Bud Ramey
Director of Public Relations
Riverside Regional Medical Center
A Healthier America, Reforming Our Health Care
System, Part 1, Mobilizing Your Hospital,
American Hospital Association, July 1992
z The Economic Benefits of Regular Exercise
IRSA, The Association of Quality Clubs,
1992
For More Information on Licensure
or Other Assistance in Beginning
Your Hospital-Based Wellness and
Fitness Center, contact:
• The Economic Benefits of Regular Exercise
IRSA, The Association of Quality Clubs,
1992
·M. Caroline Martin, RN, MHA
Executive Vice President
Riverside Health System
606 Denbigh Boulevard
Suite601
Newport News, Va. 23601
Telephone 804-875-7500
Fax 804-875-7520
©Riverside Health System 1993
��M. CAROLINE MARTIN
Workin out
for the est
Riverside Health
t's a vision fueled by endorphins, those plea- and fitness· center with more
sure-enhancing proteins that kick in on the last than 100,000 square feet of infew laps of your exercise workout. Through door exercise area and sports
the mists of perspiration and the tattoo of your courts over 14 outside acres.
They come envisioning a
heartbeat, you see and hear extraordinary
things: A middle-aged man with a quadruple couple of classrooms for talkbypass waves a spirited hello while striding on . ing-head wellness seminars
a treadmill as if his life depended on it... .An and find exercise physiologists
arthritic grandmother lifts her arms out of the wor~ing with recovering
pool like a latter-day Venus rising from the stroke victims while family
_sea .... A young woman curls herself into a human practice physicians monitor
rocking chair and balances her delighted infant son ·cardiac rehab exercisers' vital
signs.
·on her knees for a ride ..
When, more than ten years ago, Ri.verside
Health System ~ade a commitment to vision of Startling observations
prevention-driven healthcare, its management Riverside's evolution from the
team had no idea that such a robust reality would traditional "fix-only-what'semerge. In fact, when we reviewed our manage- wrong". model of healthcare to
ment objectives statement at that time, we decided our decision to become the
to change words like "holistic approaches" and community's wellspring of in"healthy lifestyle" because they sounded too far tegrated, prevention-oriented healthcare, dates
back to 1978. At that time, America was'building
out, too California.
Today, the scenario above is a reality. More huge hospitals and I was working on my graduate
than 20,000 people re-enact endless variations· of degree in health administration. A little paperback
it, on the stages of five different wellness and fit- by Marc Lalonde, then Canada's minister of Naness centers that have become the core business, tional Health and Welfare,' fell into my hands. The
the heart of a healthcare system linking dozens of book was entitled A New Perspective on the
components, from hospitals to home health. It Health of Canadians, and its author made startling
demonstrates what can happen when wellness is observations about healthcare systems that "regard
lifted out of the realm· of theories, wishes, and the human body as a biological machine which can
be kept in runni'ng order by removing or replacing
dreams, and is made tangible,
·
.
First-time visitors are amazed. Rather than a defective parts."
He asserted that "individual blame must be
few exercise bikes and treadmills in a comer room
of a hospital, they find Virginia's largest ~ellness accepted by many for the deleterious effect on
System mtide
wei/ness a robust
reality through its
five wei/ness and
fitness centers
a
HEALTHCARE FORUM JOURNAL
57
NOVEMBER/DECEMBER
1993
�I
health of their respective lifestyles." He
pointed out "the paradox of everyone
agreeing to the importance of research
and prevention, yet continuing to increase disproportionately· the amount of
money spent on treating existing illness."
In America in the late Seventies, all
this bordered on the heretical. But as a
registered nurse, I knew Lalonde's assertions made perfect sense. And, as I
talked with others on the 'management
team at then-Riverside Hospital in Newport News, Virginia, they came to agree.
Catching the vision
I've seen it happen at our fitness centers;
people who've made the commitment to
work out tend to support and inspire each
other. The man on the treadmill, the
woman on the Reebok' steps, the executive doing strength training, the teenager
intent on managing her weight, all create
a synergy of positive action. In time,
they achieve a critical mass that con. vinces their friends, their families, their
co-workers, and tlJ.eir entire community;
that taking responsibility for one's health
· is the right thing to do.
In retrospect, I realize· that those
types Of wellness dynamics were at work
· when, in the early Eighties, Riverside be-
As Riverside prepared
sentation to the hospital's board of
trustees to transform the donated facility
into the Riverside Wellness and Fitness
Center was so crammed. with logic and
to open its first
zeal that a skeptical board agreed to give
ita try.
After an exhaustive effort, by 1982,
wellness and fitness center,
we had our first wellness and fitness center.· Over the ensuing ten years, we
opened four more centers, attracted more
a chorus of
than 20,000 paying members, and developed the core concept into a model
that not only paid its ·
own way but also·prohowls went up.
vided the resources to·
improve, replenish, and
update the centers' personnel, equipment, facilities, programs, and
gan moving toward preventive care as an services.
integrated aspect of its service to the
. As we began gaincommunity. One by one, members of the ing national attention,
management team caught the vision and · speaking at conferences,
took on a role.
·
and serving as consultants
From a position paper evolved a ne:w
to other hospitals and
mission statement. From that heightened health systems, it became
awareness came the .knowledge that a even more apparent that
Newport News racquet club was failing.
certain principles of wellA Riverside proposal to the dub to con- ness must undergird the
tribute its facilities and thereby gain a tax commitment to integrate a
advantage fell on receptive ears. A pre- model like ours into the delivery of healthcare. Here
·are some of those key principles:
Making wei/ness and fitness an Integral part of a hospital's healthcare delivery systems
requires establishing strong linkages with physicians, Inpatient and outpatient facilities,
business and Industry, Insurers, and Individuals. Riverside focuses ~n the mutual benefits
its five centers can establish with thess "partners" to make prevention-driven healthcare
a reality.
HEALTHCARE FORUM JOURNAL
58
1. Ground your efforts in mission.
Those who start exercising out of some
vague sense that it's the thing to do usually don't stick with the effort. In much
the same way, many organizations started on the road traveled by Riverside in
the Eighties feeling that well ness was a
tangent, something at which to throw a
couple of classes, a few exercise machines, and a sprinkling of dollars.
When it didn't take off, the rationale
often became, "So much for that. Let's
get back to our core business."
Yet virtually every healthcare system's mission statement speaks in some
way to bettering health. Riverside asserts, "The only reason for our existence
is to improve the health status of the
community we serve." We believe that
preserving the illness-based model must
no longer be the· mission or the core concept, and that mission statements must
reflect that philosophy.
2. Be prepared for resistance.
The human condition equips body, brain,
and behavior with a natural preference
for the status quo. A muscle repays new
NOVEMBER/DECEMBER
1993
�;.:
efforts at exercise by initially tensing up.
Often, so does the muscle of community
leadership.
As Riverside prepared to open its
first wellness and fitness center, a chorus
of howls went up, Newspaper editorials
decried our unfair competition with ·forprofit spas and commercial facilities.
The local YMCA felt we were
usurping their time-honored position as a
family-centered ex. , ercise facility.
Physicians
feared we were using funds that
would be better invested in acu.tecare equipment
and services.
Ironically, the
residents of the
community
looked past the
hue and cry;
more than 5,000
of them poured
into open house
activities at our
first Riverside
Wellness and
Fitne~s Center.
Their subsequent signups enabled us to reach our first year's
membership q1,1ota in just three weeks.
And, in time, the medi'a, the YMCA,
and the majority of the region's physicians followed the public's lead and
came to appreciate our new role in improving community health and fitness.
Today, the 70,000-square-foot facility in Newport News .has about 5,500
members who come to play on indoor
and outdoor tennis courts, to swim in a
25-meter pool, to do aerobics or use exercise and strength training equipment, to
play racquetball, basketball, and volleyball, and to take classes that range from
mother-infant exercises to scuba diving,
and from self-defense to stress management for the recently-divorced and separated.
3. Insist on a business orientation.
We asserted early on that our wellness
initiative was going to be a revenue producer. Riverside's· management team
was convinced we had to support prevention with dollars, riot just rhetoric. We
invested a substantial amount of money
into creating a model that would make
the concept tangible.
Our approach was confirmed by national healthcare marketing consultant
The new
centurions
Gary Adamson, who heard what we were
doing and came to see our operations. A
vice president at Swedish Medical Center
in Denver during the late Seventies, he
developed the nation's first hospitalbased wellness effort and went on to help
other heaithcare systems develop sjmilar
programs.
. "You did the right thing in insisting
that profitability be part of the picture,"
Adamson confirmed. He said that too
many hospitals had gone' into well ness
with the attitude, "Let's just se~ if we c·an
do this on a break-even basi~," and that
those who take such an approach never
make the concept work.
Riverside's commitment to mission
and margin paid of[ In a little more than
ten years, we've recouped all of the $14
million we invested in facilities. In 1992
alone, their operation generated $1 million in excess revenues. We have now
venture,d beyond developing our own
programs and have created a licensed
product that teaches other hospitals how ·
to develop such ·centers as the core business of their future healthcare. delivery
system.
4. Tailor facilities to location and market.
"One size fits all" usually ends up not really fitting anybody. We chose early on
to spurn a cookie-cutter approach to multiple wellness and fitness centers. While
our first center was in a downtown area
with a primarily blue-collar population,
the second one, Briarwood, was· a large
count.ry club-style facility that we acquired in an affluent suburban area outlying Richmond. It is the state's largest
wellness and fitness center, and houses
Virginia's largest indoor swimming pooL
Designing, equipping, and marketing it
proved a radical departure from what we
did in Newport News.
With more than 100,000 square feet
of indoor exercise areas and indoor tennis courts, 14 acres of land with outdoor
tennis and swimming, and even its own
restaurant, the Briarwood center has re·tained a good bit of its club ambiance.
Yet, in addition to totally reshaping the
interior to open, multi-purpose functionality, we also had to reshape the standards of what is healthy among some of
the 1,100 members who opted to stay on
when we took over the facility.
·
Many were initially upset when we
imposed an immediate smoke-free status.
Their pique is more understandable when
you consider that Richmond is the home
of a major tobacco company and has a
large population of confirmed· smokers.
HEALTHCARE FORUM JOURNAL
59
Do you expect to live.to be 100-and
remain healthy and active throughout
your long life? Dr: Walter M. Bortz II
'believes you should. He says threequarters of a century (current life expectancy in America) is far shy of what
we deserve and can feasibly achieve.
Author of We Live Too Short and Die
Too Long, Bortz, former co-chair of the
AMA-ANATask Force on Aging, is
clinicai associate professor at Stanford
University MediCal School. When not ·
speaking to groups about the benefits
of prevention, writing articles or lecturing,at Stanford, Bortz can be found
running the trails and hills near. his
home in Portola Valley, California. At
. 63; he still runs marathons' and is a
committed practitioner of the message
he preaches.
.
One of Bortz's papers, published in
the September 10, 1982 issue of lAMA,
"Disuse and Aging," drew a parallel
between aging and inactivity. He held
that if, over th~ course of time~ you
chart the bodily changes attributed to
aging, changes in muscles, bone, the
brain, cholesterol, blood pressure, sleep
habits, sexual performance, etc., and
compile a similar list of changes due to
physical inactivity, there is an unmistakable similarity between the two lists.
The duplication shows that many of the
·body's changes ascribed to the normal
aging process are actually brought on
by disuse.
Bortz also identified what he calls
the "Disuse Syndrome," five compo~
nents common in a body lacking physical activity, including cardiovascular
vulnerability, ~usculoskeletal fragility,
obesity, depression, and premature aging. He has devised an eight-point
plan for a healthy, active, long life that
includes elements as simple as eating
right, getting enough rest (and relaxation), and maintaining a sense of
humor.
NOVEMBER/DECEMBER
.-Lance Levy
1993
�However, when our firin intent to adhere
to wellness principles was communicated, we were able to build membership to
a current total of more than 7,600 and to
· begin helping many of those same m~m
bers address one of that region's most
deleterious health risks.
5. Be inclusive in program design.
Lest it begin to seem that this wellness
approach requires· heavy capital outlays,
palatial facilities,. and a large urban,
white-collar population to make it work,
look at the learning experience we had in
establishing our third wellness. and fitness center.
We built our Middle Peninsula center on the campus of Riverside Walter
R~ed Hospital, which serves a somewhat
• • • CO •
HEALTHIER
•
ACTION KIT
ACT NOW
dynamic, 7-step action· ·
plus:
• roadmaps
• resources
• models
• tools (e.g., assessments,
audiotapes)
• outreach kit - slides, script
that you can use now in your
community.
THE HEALTHCARE FORUM
830 Market Street, San Francisco, CA 94102-3057
For additional Information, clrcla 108 on the18ader setvlce card
HEALTHCARE FORUM JOURNAL
60
isolated, semi-rural community separated
froin. the rest of our. service area by the
York River. Gloucester, where the center is located, can only be reached by
crossing a bridge, and we had to do some
bridge-building of our own to design a
program that would meet this rather insular community's unique needs.
With a hefty 70 percent of the hospital's typical inpatient population being 65
and over; we needed to honor the preventive measures that would improve the
health of our senior market while inte. grating the very different but essential
needs of the rest of a fast-growing community ofyoung families.
·
While building the 23,000-squarefoot facility, we worked on developing a
broad array of programs, with heavy emphasis on both the youngest and the old. est segments of the community. There
are "fit over 50" exercise programS,
arthritis aquatics, physician-referred
physical therapy, senior social.activities,
and nutritional counseling fOI' older
·members.
At the other end of the spectrum are
all-day summer camps for children and
young teens, swimming .classes for toddlers and preschoolers, adolescent·
weight
training, seminars
in. health-aware
babysitting, KidPower
fitness
classes, and other
youth-oriented offerings. These are
in addition to the facility's regular complement of tennis,
racquetball, and volleyball courts, aerobics, strength· training, and other programs that attract
young and. middle-age
adults.
The public's response was an immediate adoption of the new
facility as its community center. There
, are now more than 2,500 members of all
ages.
6. Emphasize your unique competencies.
In virtually any market, a hospital-sponsored wellness and fitness center will tie
competing with commercial exercise facilities. Over a decade of operations,
we've had scores of people join our centers, migrate to a commercial studio for a
while, then return to us. Almost invariNOVEMBER/DECEMBER
1993
�•
blending: in clinical
and rehabilitation efforts
sophically embrace this fast-approaching
shift from sick care to well care that will
integrate financing and delivery and will
require us to keep people well in order to
manage costs. We know ithas 'to happen. What we wonder is: How do.we get
involved in this shift? And how do we
stay in business while we're making it?
We've all been told that the ultimate
answer will be to link individuals, businesses, doctors, healthcare fadlities, and
insurers into an integrated, wellness- ·
based structure.
Where to find the cornerstone for·
such a structure? Our answer is to point
to the more than 20,000 people who have
been willing to pay out of their own
pockets to join Riverside's wellness and
slowly and carefully
. so that the atmosphere
To keep. your quality process healthy,
we checked into hospitals
all over the country.
would not become
"rehabilitative."
ably, the reason given is, "I wasn't getting the kind of support I get here."
What sets us apart is a medically
based credibility that comes from having
a medical director design
· all our programs; a staff
of exercise physiologists
and other 'professionals
trained not only in their
particular wellness discipline but also in
emergency intervention; a roster of programs such as weight
management, smoking
cessation, cardiac rehabilitation, and others not found in commercial studios; and
a mindset that treats
members as true
partners in reshaping
healthier bodies and
lifestyles.
Once that special credibility was established,
Riverside was able to locate a fourth and
a fifth wellness and fitness center in
high-traffic places usually considered the
territory of the commercial fitness studios. In a Newport News office park and
·a Williamsburg shopping center, we established Riverside Fit Stops: smaller, ·
convenience-oriented models that enable
members to fit exercise into their workday or shopping routine.
Clinical Center and leading
With the CQI 1'ools
video training program from
medical centers, the CQI Tools
3M Health Care, your employees
video program includes four
can learn CQI (Continuous
videotapes, a leader's guide
Quality Improvement) methods
and participant materials.
To keep your quality teams
from experts at leading health
moving .in the
care institutions.
OurCQI
right direction;
program fea-
learn more
tures case
about the
studies where
CQI Tools
project teams,
video training
leaders and front-
program. For
more information,
line employees share
their experiences and the CQI
just circle the reader service
tools that made their quality
number below. To receive
projects successful.
a free preview videotape,
Developed in cooperation with
the National Institutes of Health
HEALTHCARE FORUM JOURNAL
(612)733-3448.
3M Health Care
©3M 1993
7. Forge links to all parts of the system.
Virtually all of us in healthcare philo-
call (612)736-6246 or
For sddltlonallnformstltin, circle 18 on the reader service card
61
NOVEMBER/DECEMBER
1993
�fitness centers and take more responsibility for their own better health. We have
a much closer relationship to them than
to the individuals we see only sporadically-some only once or twice in a lifetime-in the hospitals imd other components of our healthcare network. We decided to make our wellness and fitness
centers the building blocks of our future
Many
healthcare delivery system.
Integration of clinical programs into ·
the wellness and fitness center at River~lde has been carefully orchestrated. We
. first ensured that the center was a clean,
well-managed place where healthy people come to have fun, safe, affordable,
regular exercise.
Then, we began blending clinical
were upset
when we imposed an
immediate smoke-free status:
Richmond is the home of a
major tobacco company.
Far addltlanallnfarmatlan, circle 113 an the reader service card
HEALTHCARE FORUM .JOURNAL
62
and rehabilitation efforts into the center
slowly and carefully so that the atmosphere would not become "rehabilitative.''· It would be undesirable, for instance, to have patients with walkers negotiating the indoor track with runners at
5 pm each day. So our cardiac rehabilita- ·
tion program
scheduled during
the early morning or daytime
periods,. as are
our
arthritic
aquatics
programs, motherbaby
exercise
classes, and prenatal exercise programs.
Special popula- .
· tion groups, such as
those who have been
sedentary for years
or are obese, or
"medical membership" clients, are
more comfortable exercising in the offhours or in a special
exercise room apart from the main exercise center. This also enables closer supervision by staff when the center is not
so busy.
Annual health risk assessments are
done on each member help to turn up indications of new conditions such as diabetes or hypertension and enable us to refer members to physicians who will help
them get the condition under control.
Collectively, the gathered data from
these health risk assessments will represent what we envision to be the country's
largest wellness database created by a
healthcare system. It will become part of
NOVEMBER/DECEMBER
1993
�.
~-
:'/,. ~·
a management infonnation system, driven by technologies that will link all our
various points of care and will enable us
to offer proactive rather than reactive sercall
vices. For instance, we'll one day _
members in the database to remind them
M. CAROLINE MARTIN is executive vice president of Riverside
that they're at the appropriate age for a
Health System, a nonprofit multi"hospital system in Newport News,
mammogram, a prostate exam, or·another
Virginia with annual revenues of $325 million. She can be reached
type of diagnostic screening.
i
To establish the insurance provider at (804)875-7500.
link, Riverside has undertaken· a joint
venture with Blue Cross-Blue Shield of
E X E C U T I V E 'E 0 U C A T I 0 N S E R I E S
Virginia to form Peninsula Health Plan.
Within Jess than three months, we had ·
signed up as many enrollees in this new
health insurance model as we had projected for the entire .first year. As joint
venture partner in this new enterprise,
. providing care on a capitated basis,
Riverside Health System has put itself at
risk financially.
We hope to develop ~enter-based
health insurance initiatives so that those
who join the wellness and fitness centers · ·
"''.\1 be entitled to lower
Creating Commitment for Healthier Rural Communities
miums, and even to
er costs for other
;,pes of healthcare.
One of the Most Popular
fearly, the more we can
Conferences for
.(tep people out of our
spitals and in our
Administrators, Physicians,
ellness and fitness cenTrustees and
!frS, the better we'll fare
Community leaders
inancially in this venture.
New Emphasis
We in healthcare have
good leaders in
• CapitaliZe on Reform
v u ... ~ .... ,., an acute-care
• Make Managed
model to address sickCare Work
ness, and that will
continue to be part of
Explore Strategies
our responsibility.
for Integration
But we're now in a
better position to
• Build a Healthier
know what caused
Rural Community
the problems that resulted in the need
• Strengthen Your
for so much costly sick care.
Leadership Team
Each of us needs to help our communities understand the' health and lifestyle
issues that have sent costs so high, and to
help them Jearn what each individual can
Accredited for CMECategory 1
Apply Now ... Space is Limited.
do to take responsibility for his or her
Request our brochure by
· own well-being. Developing the will to
Phone (415} 421-8810 or
be well, I'm convinced, is essential to our
Fax (415} 421-8837
country's future, to our communities' vi~
tality, and to our own institutions' survivability. •
ANNOUNCING
1994 Rural Healthcare
Leadership Conference
• •
*'-'
•
THE HEALTHCARE FoRuM
830 Market Street, San Francisco, CA 94102·3057 • Phone (415) 421·8810 • FAX (415) 421·8837
For addltionallriformatlon, circle 116 on the reader serrlce card
.HEAL THCARE FORUM JOURNAL
63
NOVEMBER/DE~EMBER
1993
�.
.
;-·~"··~~"
iliiiiiii...._.illitiliiiiiiiniiiliig Re Ro rt
llllliilliiiiiliiillliill......
_ _ _ The National Newspaper of Healthcare Marketing _ __
May 1994
Vol. 12, No. 5
Hospitals and Health Clubs: A Fit Match?
nient sites for rehabilitation programs
and wellness classes. And they are
potent sources of patient referrals to
the hospital.
"From an imaging viewpoint it's one
of the strongest things a hospital can
get into," says Ramey. "You're giving
your community an opportunity to get
to know the hospital from a healthy
viewpoint They're experiencing Riverside Regional Medical Center's excellence when they go to the well ness
center. It's proof-positive to the community that you're deeply interested in
their health and well-being. That's the
best statement a hospital can make,
particularly in these times of criticism
about costs and charges."
BY MARK HENRICKS
NEWPORT NEWS, VA-Should
hospitals get into the health club business? In light of the new emphasis on
prevention in healthcare, that question
is or will be a topic of discussion at
almost every hospital in the country.
One exception is Riverside Regional
Medical Center, where marketers have
known the answer for over a decade.
"Certainly," says Bud Ramey, Director of Public Relations for the 576-bed,
not-for-profit system. "For us, it's part
of our core mission."
At Riverside, hospital-owned health
clubs are also a tested part of doing
business. Since purchasing a bankrupt
local health club in 1982, the Newport
News-based healthcare system has
grown to five clubs stretching as far as
Richmond. The chain has more than
20,000 members and rang up 1993
profits of over $1 million.
The fitness centers serve as conve-
Healthy CompetitorS
Hospitals are fit to compete in the
already hotly contested fitness field for
one big reason: they're hospitals, not
health clubs. Having a healthcare tie-in
sets them head and shoulders above
(Continued on page 2)
Black 8r Blue Empire Repairs the Damages
BY DOUGLAS KIGHT
NEW YORK-After nearly a year's
absence from the advertising mar~et, .
Empire Blue Cross & Blue Shield is
stepping boldly back into view among
metropolitan New York City's consumers. The first phase of its marketing
strategy hopes to use Empire's strong
brand identity to wipe away a year's
worth of negative images associated
with its financial and management
problems of a year ago.
The outdoor campaign, with the tagline "The New Blue. More Doctors.
More Hospitals, More Choices," rolled
out a few months ago on billboards,
bus-side panels, subway displays and
telephone stall placards throughout the
region. The campaign will be supple-
mented with product specific print and
television spots beginning this spring.
Empire's long-time ad agency, Brouiliard Communications, is handing the
campaign.
Empire is still smarting from negative
publicity it received throughout most of
1993 in connection with improprieties
in the plan's bookkeeping and alleged
lavish spending of company funds by
management Near continuous media
(Continued on page 5)
�Hospitals and Health Clubs: A Fit Match?
(Continued from page 1)
rivals, says Jeff Saunders, Director of
the Good Samaritan Health and Wellness Center in West Palm Beach, Florida.
The center, owned by 341-bed Good
Samaritan Medical Center has turned a
profit in three of the four years since it
was started. That's despite the presence of five nearby competitors including a unit of Bally's, the largest national
fitness chain.
"The main difference between us is
we are medically based," says Saunders. "All our programs are medically
sound and based on American College
of Sports Medicine guidelines."
"Secondly, all our staff are professionally trained," adds Saunders. "They
all have either bachelor's or master's
degrees in exercise physiology and
they're certified by the ACSM as well."
Surveys of the 800 Good Samaritan
club members regularly point to facilities and staff as the reasons they keep
coming back. The 18,5QO-sq. ft. facility
has a large multipurpose room for conducting exercise and educational
classes, a full line of cardiovascular and
strength training equipment, a separate
area for patient rehabilitation and a fullservice locker room. But it's not so
much the physical plant as it is the
intangibles that distinguish Good Samaritan.
"The facilities are very comparable to
what's offered at Bally's," says Saunders. "You'll see the same kind of
equipment here."
What's different is more the mindset.
"We hear from our clients that the
atmosphere is completely different,"
says Saunders. "Bally's or one of the
"That's the best statement
a hospital can make,
particularly in these
times of criticism about
costs and charges."
Healthcare Marketing Re:P-ort
-
The National Newspaper o! Healthcare Marketing
=
May 1994
Vol. 12. No. 5
Publisher: Jan Michael Lok
Editor: Richard Cohen
(404) 377.-6131
Copy Editor: Kathy Haley ·
Art Director: Stephanie Franklin
. (404) 457-6106
FAX (404) 457-4606
Healthcare Marketing Report (ISSN # 0741-9368) is
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Inc. Jan Michael Lok, publisher, 3050 Presidential
Drive. Suite 111, Atlanta, GA 30340. Second Class
Postage paid at Atlanta, GA 30341.
Editorial Guidelines: Manuscripts on topics, issues
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2
ders. "We do a lot of media advertising
in the paper and so forth."
What differences exist play to the
strengths of hospital-affiliated clubs.
Good Samaritan, for instance, sponsors health fairs and speaking engagements in the community both to get
publicity and to fulfill their mission. The
club also puts on an annual running
event for the same reasons.
Hospitals also tend to price their
health club offerings about the same as
the competition, with similar promotions. Good Samaritan offers $99 threemonth summer memberships. Riverside drops its $100 initiation fee for a
very successful annual 3D-day promotion.
"During that 3D-day period, with minimal advertising, we gain enough members to more than make up for those
who have dropped out during that year
by simply creating that sense of urgency, that now is the time to join," says
Ramey.
other commercial clubs may be more
of a social atmosphere."
Hospital-based clubs tend to draw
an older crowd that is more interested
in breaking a sweat than in breaking
the ice. Good Samaritan's average
member for instance is 42, while Riverside's mean age is 39. But while they
reach out to a different crowd, hospitalowned health clubs do it in much the
same manner as their commercial
counterparts.
Mari<eting Fitness
"We do very similar marketing to
what the health clubs do," says Saun-
Riverside has also had good results
from structuring its memberships a little differently from others.
"We sell our memberships on an
annual basis whereas most of the commercial clubs sell three-year memberships," says Ramey. "That way folks
can come and go. They'll be members
for a year, they'll drop out and then
rejoin with renewed commitment."
Membership plans and pricing aside,
successful hospital fitness center marketing always comes back to one thing:
"Reputation of the hospital," says
Ramey. "The solid clinical, medical,
trusted reputation of the hospital."
Hospitals are not shy about making
sure the tie is clear. Good Samaritan,
for instance, uses the tag line: "A
Health Club That Knows Something
About Health" in all its advertising.
Going It Alone
While hospitals may know health,
they don't necessarily know health
clubs. But those that have done well
prefer to learn the club business on
their own rather than take on a partner
�.··
Lets drop th~'~!p~~tertge
that mostJ1Q§f7>,1tal~ ·
have Pllt'l'l~@lth .· ... ·
·at the center~of~·· ·
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do k'[lOw that· ..
f •• ~:h!~~:ft ,01t:;/1~u~~
:~Sgte.'c_;~~ i~ i.;!c~i~;fsterlt
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·: the IX:gii-mlng of the 20th century. "> \_, · ~·
·comi~m~it~.C~rc"rle~:orkS'ri~d i~ltpro\'t-d heattil ·
About 1hat lime, solnc of l':e\~lon's 2;1ncepl~'s;;t~Js ·m~~\ u..: ;re :.till arPt}'~ng the C01e ,
were pro\•ing io be inc~mSistem with ne,~;
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:iloni wi1h m~w ideas th:n ch:mgcd;thc.\,".Jr
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, .• ~Jh~lut heahlt~<lre ...A~d ,~·C··~c· l~1pri~· ro sha~e
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J(yc;u think th:u the future of our hcalthc:ire ·
system. nee¢~ more of an cniph;~sb on, hcal.th;
rail me :n H01·Ri;"7500 or write to the addrc!'is '
below. \\'e'H stnd you our white paper entit)ed,
'·If llospilals Don'! Lead. l%o Will?" I kXJk
forward tu talking with yOu atxJUt these_ \'itally
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already experienced in the industry
"Hospitals ought to be doing this,"
argues Ramey. "It should be part of tile
vision of the hospitaL Who else sees
the results of poor lifestyle habits every
day?"
Whether to build or buy, on-site or
off-site, are decisions that have to do
with the hospital's individual needs and
the requirements and opportunities of
the market. Four of Riverside's five centers were purchased from prior owners
and all are off-campus.
Good Samaritan, on the other hand,
built its own facility on the grounds of
its West Palm Beach main campus.
That decision was dictated by the hospital's desire to provide wellness and
fitness services to its immediate community, says Saunders.
Cross-Marketing Cross-Training
Health clubs offer heavyweight
cross-marketing opportunities for hospitals. Well-run fitness centers become
pipelines for hospital patient referrals
and, at the same time, serve as inducements for corporate clients to sign up
for managed care, wellness and other
programs.
"It depends on the market and the
availability of facilities that might be
converted," says Ramey. "Obviously if
you can minimize your capital cost
you're off to a much better start financially than if you have to carry a $3 .
million to $5 million debt on new construction. It's also much quicker to get
into the business with a retrofit."
Good Samaritan tests new members'
fitness and health and refers those who
need it to the hospital for testing, treatment and physical therapy. Riverside
does the same. "Conversely," says
Ramey, "if a physician prescribes a
patient to lose 20 pounds, they send
them to us."
Health clubs also provide benefits
Health clubs otter
heavyweight
cross-marketing
opportunities for
hospitals.
.
'
"' .·
that hospitals can use to attract partners in business alliances. Good Samaritan club personnel staff a corporate
fitness center on the grounds of a
major local employer. Members of Virginia's Blue Cross-Blue Shield
managed care plan, in which Riverside
is a participant, get discounts on memberships to the health clubs.
"We're now studying the possibility
of embarking on a program where if
you're a member of our managed care
program, you pay less insurance if you
work out three times a week at our
centers," adds Ramey.
Finite Fitness
Hospital-affiliated health clubs are no
panacea. "The downside is that they're
very expensive to run and the profit
margin is minimal," warns Saunders.
Ramey says Riverside's most recent
acquisition, which they purchased at a
bargain-basement price after it had
four owners in the previous two years,
has been profitable since the first
month they opened. "But we've had
some rocky moments as we went
through the process of learning how to
(Continued on page 4)
3
�run a wellness center," he adds. "If you
run it as a hospital, ifll fail."
A health club can be-in fact, must
be-looked at as a business venture.
Ramey says a successful one will be
run as a self-supporting business, be
highly oriented toward cost control and
be constantly searching for ways to
add value with extra equipm~nt and
services. Those characteristics are not
to be taken lightly, nor is the payoff for
their successful implementation.
"If a hospital is doing it to have a
profit center, then they shouldn't be
doing it," says Saunders. "But if they
want a business that's not going to be a
financial burden, that's going to service
the community and generate referrals,
then it's a business to get into."
That business is a very foreign one
to most hospitals. But if a marketer
spends some time exploring it, he or
she is likely to find that the hospital is
actually better equipped to compete
there than its current inhabitantsmany of whom have little health club
experience.
"It's a wide open field for hospitals,"
says Ramey, "because it's populated by
people who aren't really trained." •
Now, a proven 24-hour, off
campus physician referral and healthcare telemarketing company offers
advantages to hospitals nationwide.
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�TH:E WALL STREET JOURNAL.
MARKETPLACE
MONDAY, AUGUST 9, 1993 Bl
Industry Focus: Generic-drug makers
gear up for their next battle
Advertising: Family Life magazine
eyes older Rolling Stone readers
Offering Aerobics, Karate, Aquatics,
Hospitals Stress Business of 'Wellness'
BY H~LENE CooPER
Staff Reporfer oJTut: WA_u. SntEI-;T JouHN-'l.
Looking for somewhere to learn how
to belly dance? Try your local hospital.
Times used to be that the hospital was
where you went when you got sick. Not
anymore. With pressure from insurance
companies and other payers to keep peo·
pie out of expensive. hospital bells, hospi·
tals are now jumping into the business of
"well ness" -that fuzzy term that tan encompass everything from meditation
classes to aerobics to yoga. Some hospi· ·
tals are installing physical fitness and
workout centers. jogging programs, even
health clubs complete with steam rooms.
At the Riverside Walter Reed Hospital
in Gloucester. Va .. there are about five
times more people at the fitness center
each day than there are patients in the
acute·care hospital. The. belly-dancing
course is offered at Rush-Presbyterian Hospital in Chicago.
And for $13 this past winter.
St. Louis, Mo., residents
were told to bring their
journal andfavorite pen to
Christian Hospital for a
course calted The Joys
of Journaling.
Hospital's Best Interest
. I~ hospitals are going to
survive in a managed-care
environment, they must do ·
more than simply provide a sickbed,· analysts
say. With health reform
bearing down, many hospitals are preparing for the day
when they may be paid a lump
sum to provide care to a group of
people. In such an environment, it is
In the hospital's best interest to keep people welt, not sick. What's more, hospitals
reason that the people· who attend their
wellness programs will feel a certain loyalty to the hospital when they do get sick.
"A lot of hospitals are realizing that
wellness is where it's at today," says
Sandy Wendel, spokeswoman for the
Wellness Councils of America.
But that trend, some critics say, may
lead to patients getting herded into ex·
pensive tests allll treatments Uiey might
not need. Mw;t t1l the wellness programs
PageB4.
PageB5.
Hospitals Are Pushing
'Wellness'With Host.
Of Fitness Activities
Continued From Page 81
soclatlon of Hospital Health and Fitness
Centers. estimates that there are now
some 150 health and fitness centers run by
· hospitals, up from almost nothing 15 years
ago. That number Is ·expected to musn·
today include free testing for cholesterol; do too much testing," says one federal
room as national health refonn moves
high blood pressure and the like- testing health official. ".lust because a little pre·
closer. In addition, hundreds more hospi·
that can send mote patients to the·hospi· vention is good doesn't mean a lot of pre·
tals now run limited wellness programs
tal itself. "By raising attention to health vention is better."
that they market to the community and
~'These are ways to capture patients,"
issues, you send people to the doctor,"
corporate clients.
says Donald Gemson, assistant professor acknowledges John Greene, acting execu·
The health centers offer the usual
of clinical health at Columbia University tlve director of the Association of Hospital
battery of aerobics classes, Nautilus maHealth and ~'itness Centers.
chines and swimming that are found in
"You walk in, sign up. "The
typical health clubs. Many also offer bas·
first thing they do is give you
a health risk appraisal. If ketball courts, gymnasiums, saunas and
you're at risk .. you're given a whirlpools.
And because these centers are hospital·
physician-administered stress
test, or sent to a physician. So owned, they acquire a community status
we've taklm this pool of peo- · often associated with, say, a YMCA. In
pie, and sent some to doctors,
Gloucester, a rural town on the Chesa·
or to lhe' hospital. They've en- peake Bay in southeastern Virginia, the
tered the hospital pool."
That hospital pool has been · health center at Riverside Walter Reed
shrinking of late, as managed- Hospital is a hubbub of activity. Some 400
care firms and insurance com- Gloucester County residents show up every
panies continue to cut reim- day, often bringing entire families for
a rew hours or physical and social activity.
bursements and pressure
hospitals to shorten their aver· · "There's not much else to do In Glouces·
age lengths of stay. According ter," says LaVonne Joyce, director or the
to the American Hospital Asso- center. "People drive 45 minutes to get
_ciation.'the average occupancy here." Last spring, the center staged an
rate at the nation's hospitals
"after-prom party" for hlgh·school prom
declined to 66.1'Ydn 1991 from
goers that lasted untll dawn.
76% in 1981.
Karate, tai chi and meditation courses
At a Crossroads
are also part of many hospital programs.
So for hospitals, wellness
programs and fitness centers along with the more universally accepted
preventive courses like smoking-cessation
can serve two purposes: They
and welght·loss ·management. And even
can help bolster the hospital
the more unusual courses - like Christian
pool now through referrals; and
they can help hospitals prepare Hospital's journallng class -can fall under
for a future when they assume
the heading of stress management.
more:of a role as provider.
For the consumer, the centers can be
"We're at a crossroads in expensive. In Atlanta, Piedmont Hospital's
heal ttl · care," says Bud
fitness center costs $150 to join aild approxRaimey, public-relations direc·
and medtor of Riverside Regional Med- Imately $45 a month after that. But center
ical Center in Newport News. · operators are quick to point out that the
ical direcva. -·we can continue as sick· ·rees pay for college·educated exercise
tor at Mer·
ness facilities ... Or we can em· physiologists who will know whether some·
one with, say. a back problem should be
rill "I would
brace wellness." of hospitals working out with a Nautilus machine.
Co. Lynch &
A sprinkling
· guess that's a
began embracing wellness pro·
sun. "we have a capitalistic motive
part of their inA•Cllatd aennen
grams In the late 1970s; but it
teres! in the
. wasn't until the late 1980s, after here," says Mr. Ralmey of Riverside Medi·
field. The more you test people, the more health costs skyrocketed and hospitals cal Center In NeWport News. Va. Adds Mr.
. you'll get business."
themselves came under siege, that· pro- . Greene of the Association of Hospital
·Testing a large number or people for a grams like hospital-based health and fit· Health and Fitness Centers: "It's not unvariety of illnesses is bound to lead to· ness fl11bs took off. Mr. Greene. at the As· usual for a large center to be earning half a
"false positives," health experts say. "We
ftease Turn wPage 83, Column 6
. million dollars a year In net profit."
;;;;;;;;;;;;;;:=::::-:--.. --···-----···-·-,
~~~~=~~~-~~
~--------~-----------
�October 1993
The Magazine for Hospital Governing Boards
A healthy focus:
Wei/ness centers
kick into gear
Health cent~rs and
hospitals form a nucleus
of community networks
Coordinating and
communicating care
via computers
The real meaning
of partnerships
Changing the face
of hospital governance
�Putting the focus on health
Wellness centers energize hospital and community
by Marybeth Highton
S
YSTEM TRUSTEES WERE
not eager to face another
challenge.
In 1982, Riverside Health Sys-·
tern, Newport News, VA, was reorganiz-.
ing into a holding company, opening
two new convalescent centers and starting a home health agency. The concern: Should it also attempt to become
the only integrated, wellness-oriented
health care provider in the region?
Casting concerns aside, 'Riverside's
board decided to make a commitment on the issue and seize a vital
community leadership opportunity.
So the board approved acquisition of
a failing racquet sports facility-creatingan incubator for what has since
evolved into the nation's most futureoriented model of integrated, hospital-based wellness and fitness.
The Riverside model. Riverside
Health System is the dominant health
care presence on the Virginia Peninsula, a 700-square-mile region of cities and towns on the Chesapeake Bay.
Meeting the needs of a population at .
work in shipbuilding, port facilities,
NASA space operations, military installations, manufacturing centers,
farms and. fisheries has led to Riverside Health System's evolution into a
not-for-profit regional network.
The system comprises hospitals,
convalescent centers, retirement
communities, clinical laboratories
and other health-related enterprises,
in addition to five wellness and
fitness facilities.
Today there are 20,000 members
of the Riverside wellness and fitness
centers. An average of 5,000 people a
day exercise, play a sport or take a
class at one of the centers. This phenomenon has hospital trustees
throughout the country looking at
Maryheth Highton is a free-lance writer
based in Virginia Beach, VA ..
4
Riverside's achievements.
Fearing that institutional growth
strategies must be abandoned in light
of the inevitable future emphasis on
preventive care, boards are encouraged.by Riverside's experience. The
system has ended a decade of profitable wellness and fitness operations,
recouping more than $14 million invested in facilities and-in 1992
alone~e~erating $1 million in excess revenues.
Trustees, struggling to bring a
fresh vision out of the rhetoric of reform, find the Riverside model one
that frames a new social contract between a hospital system and its community--one in which the hospital
retains its hard-won excellence in
acute medical intervention while integrating a vibrant commitment to today's positive culture of health.
Riverside also demonstrates that a
single hospital~based system can tailor wellness concepts appropriately to
urban,suburban and rural settings ..
Rather than a ."one size fits all" approach, it bases each center's location, design and ac:;tivities on the spe. cific health risks and needs of diverse
population groups-:;-from space sc;:ientists and shipbuilders to farmers
and fishermen.
A serious commitment. ''I'm aston. ished to see what Riverside has done
in 10 years," says consultant Gary Adamson, president of Unison Marketing & Communications, Englewood,
CO. As vice president of Denver's
Swedish Medical Center in the 1970s,
Adamson pioneered the nation's first
hospital-based wellness program...:__so
innovative it was featured on CBSTV's "60 Minutes."
In the .1980s, Adamson helped
more than 350.U.S. hospitals to develop wellness programs. He concedes that Riverside's performance is
an exception that bucks a trend of
waning commitment to hospitalbased wellness. Why the retreat?
"Some hospitals decided wellness
wasn't much of a revenue producer,"
Adamson says. "Others had physicians who considered wellness centers a competitive threat."
But the real problem, Adamson in.sists, is that few hospitals take the
concept far enough. "When people
say, 'Oh, we tried it and it didn't
work,' invariably I find ciut that their
hospital's recipe was a·dash of wellness for every hundred pounds of
medical care.
"That recipe won't work," he adds.
"A few classes and screenings won't
win a community's confidence;
you've got to make a serious commitment."
Developing the model. A champion of preventive health care, M. Caroline Martin, R.N., Riverside's executive vice president, was convinced,
even back in 1982, that wellness
couldn't be sold successfully in the.
abstract-to trustees, physicians, hospital management or, ultimately, the
public.
To "see and touch the concept,"
board, physician and management
representatives went on site visits to
wellriess centers, including Dr. Kenneth Cooper's Dallas-based Institute
of Aerobics Research.
"Dr. Co?per showed us that exercise is where you help people start to
take responsibility for their lifestyles,"
Martin says. "His advice made believers of our trustees."
J. Edgar Pointer Jr., a lawyer and
long-time trustee of Riverside Health
System, recalls the Dallas visit: "I had
already advocated getting into wellness in a substantive way,'' he says,
"and after seeing Dr. Cooper's 'work I
was even more outspoken. But by no
means did all my fellow board members agree."
Riverside trustees' concerns echoed those of other hospital boards
around the country. Martin remembers them well.
· "Our board wondered, 'Will doing
this be interpreted as turning our
October 1993 Trustee
�backs on the needs of the sick? Will
we be spending money on something
that might turn out to be a fad?
Should the funds more appropriately
be earmarked for new medical equipment?' The board was also concerned about physicians' attitudes.
Some members of the medical staff
believed that getting into wellness
ture based ·an some form of ma·naged
care is going to require.
"Look at any modern hospital
campus," he says. "It's a marvel of facilities, technologies and professionals focused on treating disease. We're
the world's leaders at intervention in
poor health. Now we have to change
the focus. We'll have to devote com-
parable facilities, technologies and
meant taking your eye off the ball of
expertise designed to keep people.
acute and tertiary care."
healthy."
Pointer says, "It was a major com.At each of Riverside's five wellness
mitment ba~k in 1982 to approve the
purchase of a commercial indoor ten- and fitness centers, fitness has a different face. The system's Briarwood
nis property in Newport News and
facility outside Richmond is Virginturn it into the Riverside Wellness
and Fitness Center. That was the first . ia's largest wellness and fitness center: 100,000 square feet of indoor exof some hard decisions that have gotercise area, 14· acres .of outdoor swimten easier over time, as the idea has
ming pools and tennis courts, an inproven itself.
door tennis facility and a restaurant.
"And it hasn't hurt that in 10 years
Riverside's Peninsula center is in
the wellness commitment to our coman urban area of Newport News and
munity has never lost money."
offers more than 100 aerobics pro~
Giving fitness a face. The River· grams each week. "We have a large
side experience creates a wellness
blue-collar population in Newport
model that begins to approach the
. News," Caroline Martin points out.
comprehensiveness of a medical
"It's great to go in there and see
model. Adamson says. that's what a fuTrustee October 1993
dockworkers exercising alongside
NASA scientists and university professors."
The only Riverside wellness facility
located on a hospital campus is the
Middle Peninsula center, built adjacent to the Riverside Walter Reed
Hospital in Gloucester County, a
large rural region.
Says Edgar Pointer, Walter Reed
board chairman: "This center has become a real community center. People use it not just for exercise but as a ·
gathering place."
Two facilities, called Riverside Fit
Stops, are drop-in exercise sites located in a Newport News office park and
a Williamsburg shopping center.
Smaller than the other centers, the
Fit Stops offer aerobics, strength
training, exercise machines and a
range of educational programs to executives and office workers trying to
incorporate fitness into fast-paced
lifestyles.
A distinctive identity. More than
simply a hospital-based clone of commercial exercise facilities, Riverside's
centers provide medically supervised
fitness activities, weight management,
smoking cessation, arthritis exercise,
pre- and postnatal exercise, sports
medicine, stress management, cardiac rehabilitation and a range of other
programs not often found in spas
and aerobics salons.
Says Martin: "Ours are not 'body
beautiful' places. Our members
aren't all at peak fitness levels. People
with a variety of chronic conditions
will find help here, yet they'll also
find a lot offun."
All Riverside wellness programs
are. designed and overseen by a medical director. Each center's professional personnel are CPR-certified, and
many of the medically based exercise
and education programs have been
designed in cooperation with national health agencies such as the Arthritis Foundation and the American
Heart Association.
"There's a wonderful reward," says
Martin, "to going into a center in the
morning and seeing people coming
out of their arthritis aquatics class
smiling and getting ready to move
through their day with iess pain and
greater ease."
Susan Satchwell, M.D., is medical
director of Riverside's wellness and
fitness centers and also a faculty
(continued on page 6)
5
�Wellness
continued
member in the Riverside family practice residency program. "Because of
Susan's belief in what's happening in
the centers," says Martin, "we'r.e seeing new young doctors come out of
our residency program having experienced and seen firsthand the results
of fully integrating wellness activities
into the medical care continuum. We
think it's critical that family practice
residents get exposed to this kind of
new prevention and maintenancebased learning."
Consultant Adamson says medically oriented staffs are essential to the
credibility of the Riverside model. '~As
the population ages-particularly a
population that is becoming ever
more ilttuned to
exercise-the demand for these
hospital-based
competencies will
grow."
Wellness part
of system. "Every
one of the centers
pulses and hums
Martin
with good health,"
Martin says. "People like the noise and the activity of
exercise. They like socializing and doing something good for themselves.
Every day that they come in, they're
changing a habit, over time. And
. we're building a relationship with
the!ll."
It's a relationship that's being
translated into what may be the country's largest hospital-based wellness
data base.
"We're doing health-risk appraisals, helping people discover diabetes
and hypertension early, and referring
them to physicians who will help
them get their condition under control," Martin says. ·
"At the same time, physicians are
sending their diabetic and.hypertensive patients to us, and some have
managed to reduce or eliminate
medications through exercise, diet
and lifestyle. Other physicians are
sending us cardiac and stroke patients and seeing them regain physical stamina and a healthier mental
outlook;?'
All the wellness data goes into a
management information system·
linking the centers and the system.
Says Martin: "Our intent is to create a
6
day's health delivery system is doing
data base 'of health information on
wrong when he appeared last year on
a large population to whom we can
ABC-TV's Nightline "Town Meeting"
offer pro-active rather than reactive
services of prevention,· fitness and
on health care. "We are asickness system," he said. ''We are an illness sysscreening."
tem. We do not work and connect
For instance, she envistons a day
our activities to prevention. And
when members in the data base will
be reminded that they're at the apthat's the whole focus of where things
should be."
propriate age for a mammogram, a
Gary Adamson agrees. "No matter
prostate exam or another age-related
what direction health care reform ·
diagnostic screening. "We're becomtakes, the focus is going to be on
ing more aware every day," says Martin, "of how important that kind of
health maintenance. And it's going
to be the responsibility of each comactivity is-not only to the people
munity, far more than it has been in
who need the preventive services but
also to the health system, which is
the past: Any hospital caught unpreheaded inevitably toward managed
pared to do it is going to lose out."
care and capita ted coverage."
Realizing that, hospitals across the .
country have looked at the Riverside
Showing business the way. As Rive
erside Health System's regional promodel in tenns of strategic planning
file in wellness has grown over the
to integrate wellness faCilities and
years, the five freestanding cente.rs
programs. In response, Riverside has
have proven the gains that preventive
developed a licensed product based
health care can offer companies that
on creating wellness and fitness cenprovide employee health coverage. A . ters as the link to all other composample of employer-focused prevennents of a health system. It includes
tive programs:
identifying where a facility should be
• The entire Newport News police
located, plans for
force was given access to all wellness
building and
and fitness facilities and encouraged
equipping it, operto use them. A subsequent study comational manuals,
piled by the police department
staffing guidelines,
showed that officers who regularly
program impleused the centers had fewer accidents,
mentation and
were abserit less often and cost their
marketing tools.
health plan less.
"We've learned a
• When fitness center exercise physi~
!cit over 10 years,"
ologists exported a daily stretching
Pointer
Martin says. "No
program to the docks and wharves of
hospital in the
a city marine terminal facility, the incountry knows better than the Riverside system how capital-intensive a
cidence of dock workers' back inju. venture like this can be. We're able to
ries decreased dramatically.
• Riverside is working with the statehelp other systems move much faster
wide electric and gas utilities, creat~
than we were able to in pioneering
ing programs to increase employee
this concept.
fitness and reduce work crews' on"For instance, hospitals need to
thejob injuries.
look first at properties in the commuMartin notes; "There's beginning
nity that will give them a facility withto be impressive data on the cost-efout new construction costs. There are
fectiveness of reimbursing for wella lot of warehouses, grocery stores
ness programs. The statistics are look-. and shopping centers out there
ing good, both nationally and in our
standing empty. Retrofit should be a
first consideration~"
own community.".
As a result, Riverside has a joint
"Wellness centers such as Riverventure with Blue Cross-Blue Shield
side's appeal to many hospital boards
ofVirginia to form Peninsula Health
because they offer a way to balance
Plan. "The next step is to establish
the loyalty they naturally feel to their
wellness and fitness center memberinstitution with the added responsibility they're asked to assume for the
ship as a feature of the plan," Martin
adds.
·
community's better health," says AdRefocusing on health. Dick Davidamson. "It's·a way to balance mission
son, president of the American Hosand margin. It's good for the commupital Association, pinpointed what tonity, and it's good for business." •
•
October 1993 Trustee
I
�Wei/ness
continued
member in the Riversic:Ie family practice residency program. "Because of
Susan's belief in what's happening in
the centers," says Martin, "we're seeing new young doctors come out of
our residency program having experienced and seen firsthand the results
of fully integrating wellness activities
into the medical care continuum. We
think it's critical that family practice
residents get exposed to this kind of
new prevention and maintenancebased learning."
Consultant Adamson says medically oriented staffs are essential to the
credibility of the Riverside model. "As
the population ages-particularly a
population that is becoming ever
more attuned to
exercise-the demand for these
hospital-based
competencies will
grow."
Wellness part
of system. "Every
one of the centers
pulses and hums
-Martin
with good health,"
Martin says. "People like the noise and the activity of
exercise. They like socializing and doing something good for themselves.
Every day that they come in, they're
changing a habit, over time. And
_ we're building a relationship with
them."
It's a relationship that's being
translated into what may be the country's largest hospital-based wellness
data base.
"We're doing health-risk appraisals, helping people discover diabetes
and hypertension early, and referring
them to physicians who will help
them get their condition under control," Martin says. ·
"At the same time, physi~ians are
sending their diabetic and hypertensive patients to us, and some have
managed to reduce or eliminate
medications through exercise, diet
and lifestyle. Other physicians are
sending us cardiac and stroke patients and seeing them regain physical stamina and a healthier mental
outlook:"
All the wellness data goes into a
management information system
linking the centers and the system.
Says Martin: "Our intent is to create a
6
data- base.'of health information. on
a large population to whom we can
offer pro-active rather than reactive
services of prevention; fitness and
screening."
For instance, she envis~ons a day
when members in the data base will
be reminded that they're at the appropriate age for a mammogram, a
prostate exam or another age-related
diagnostic screening. ''We're becoming more aware every day," says Martin, "of how important that kind of
activity is-not only to the people
who need the preventive services but
also to the health system, which is
headed inevitably toward managed
care and capita ted coverage."
Showing business the way. As Riv~
erside Health System's regional profile in wellness has grown over the
years, the five freestanding cente-rs
have proven the gains that preventive
health care can offer companies that
provide employee health coverage. A
sample of employer-focused preventive programs:
• The entire Newport News police
force was given access to all wellness
and fitness facilities and encouraged
to use them. A subsequent study compiled by the police department
showed that officers who regularly
used the centers had fewer accidents,
were abserit less often and cost their
health plan less.
• When fitness center exercise physi~
ologists exported a daily stretching
program to the docks and wharves of
a city marine terminal facility, the incidence of dock workers' back injuries decreased dramatically.
• Riverside is working with the statewide electric and gas utilities, creat~
ing programs to increase employee
fitness and reduce work crews' onthe-job injuries.
Martin notes, "There's beginning
to be impressive data on the cost-effectiveness of reimbursing for wellness programs. The statistics are looking good, both nationally and in our
own community."_
As a result, Riverside has a joint ·
venture with Blue Cross-Blue Shield
of Virginia to form Peninsula Health
Plan. "The next step is to establish
wellness and fitness center. member~
ship as a feature of the plan," Martin
adds.
Refocusing on health. Dick Davidson, president of the American Hospital Association, pinpointed what to--
day's health delivery system is doing
wrong when he appeared last year on
ABC-TV's Nightline "Town Meeting"
on health care. ''We are a sickness system," he said. "We are an illness system. We do not work and connect
our activities to prevention. And
that's the whole focus of where things
should be."
Gary Adamson agrees. "No matter
what direction health care reform
takes, the focus is going to be on
health maintenance. And it's going
to be the responsibility of each community, far more than it has been in
the past. Any hospital caught unprepared to do it is going to lose out."
Realizing that, hospitals across the _
country have looked at the Riverside
model in terms of strategic planning
to integrate wellness facilities and
programs. In response, Riverside has
developed a licensed product based
on creating wellness and fitness centers as the link to all other components of a health system. It includes
identifying where a facility should be
located, plans for
building and
equipping it, operational manuals,
staffing guidelines,
program implementation and
marketing tools.
''We've learned a
!cit over l 0 years,"
Pointer
Martin says. "No
hospital in the
country knows better than the Riverside system how capital-intensive a
venture like this can be. We're able to
help other systems move much faster
than we were able to in pioneering
this concept.
"For instance, hospitals need to
look first at properties in the community that will give them a facility without new construction costs. There are
a lot of warehouses, grocery stores
and shopping centers out there
standing empty. Retrofit should be a
first consideration~"
"Wellness centers such as Riverside's '!-Ppeal to many hospital boards
because they offer a way to balance
the'loyalty they naturally feel to their
institution with the added responsibility they're asked to assume for the
community's better health," says Ad"
amson. "It's· a way to balance mission
and margin. It's good for the community, and it's good for business." •
October 1993 Trustee
�~-~~
·~:'
May/June 1995 • Volume 11. Issue 3
• National Rehabilitation
Week
·Allied's regional publicity
effort- spreads across the
country-page /3
• Heart of the matter
Chest pain campaign generates
solid results lor new centerpage 17
IN HEALTHCARE MARKETING
The Latest Trends in Healthcare Marketing, Promotion and Public Relations
·A Publication of The Business Word Inc. (800) 328-3211
·
• Cut to the chase
·
Greater Baltimore Medical
Center cuts prices. takes the
offt~nsive-page
Marketing fitness centers
3/
Riverside offered to waive the
initiation fee for anyone who
joined during the 30-day
promotion, held during its
annual membership campaign .
Hospital-based progra.m also increases private memberships in community
.,.
by Jeffrey Bensky and
JOIN NOW!
Roger Hietbrink
· Principals of The Benfield Group
NO INITIATION FEE .
Riverside Health System, Newport
News, VA, has developed a
SAVE UP TO $150
successful marketing program for
Comcbu now!t"fff'!"'i.On
its wellness and fitness center, as
~(jcT valid
RIVERSIDE
.:11 O..n1">1..:h 8h·d.
Nl•wpo.m N...
until.March 1i.
described in Rick Sauder's profile.
875-7525
In t'clebration ot the
which begins below.
MiJdltPtlliiiSWIII
CELEBRATE 1HE
~~:i~~d~t \':J:li~~s and
Rt.Ji.URI\Il'r510.JC
While this is a happy success .
lk«l
Ct•nters an!'
COMING OF
Gluucl;'!l.tf'r
makin~ it vl.'ryt>asy to
story about a program that dates
join and lx-gin your
693-8888
SPRING
new Wt>llnt".>S lifesr:·lt"!
back to 1982, we've seen hospitals
Fit-Stop
Initiation fees have
WITH PffiSONAL
~n eliminated if you
Rt I'N Jl Rt. 5
make a lot of mistakes in fitness
join n~n... (regulariv
W•l1•am!'bur1fi
WELLNESS AND
SIOO tor an Lndivid.ual.
and wellness over the years. In
220-WELL
SISO ford t.JmilyJ.
FITNESS!
some cases, hospitals' efforts to
diversify into we!lness and fiiness
centers have failed.
Two variables strongly contribute
to a successful wellness outreacll
effort:
• Favorable market conditions
and market size of consumers
interested in more medically ·
based wellness education and
fitness to make investment ·into
this business viable.
• A commitment to wellness and
disease prevention as a highhealthcare organizations making the
transition to a more risk-oriented managed
level strategic initiative
for the organization's futwre success.
c9re environment. Once your strategic
mission embraces the value of wellness,
We've seen many good starts fail
aroline Martin could see as
·
Riverside's proven operaiional system can
because the hospital expected too much
early as the 1970s that.
· help you make the transition from planning
too quickly or approached the business
something was sorely lacking in
to implementation and operation without
from a paternalistic perspective rather than
hospitals: attempts to establish and
a market-driven one. Planning is critical to a .. reinventing the wheel. '
successful entry into this business. Unlike
expand community health education
most other business units in a healthcare
programs.
organization, wel.lness and fitness'is a retail
As a registered nurse and a firm
The Benfield Group is a national
operation. Because of a strong focused
believer in a comp~ehensive approach
healthcare consulting firm that provides
vision and a sensitivity to market needs,
to healthcare, she recognized that
decision support planning and problem
Riverside's entry into this business unit has·
solving consultation to more than 150
prospered to return value to the organization
hospital-based classes sparked
hospitals and healthcare organizations.
and the public.
.
temporary enthusiasm to stay in
The company principals and Jeffrey Bensky
Like healthcare, well ness education and
are located in St. Louis. and Roger Hietbrink
lifestyle support is a people-inte;,sive
continued on page 4
is located in Sarasota, Florida.
business. Wellness is an essential tool for
Pnout~,./11
1'\Vt'I\Ul'
·w~
Fitn~!t
Wo~h.._-r
H~p•to~l
Wilh;mubur~ CrO'i~tnl(
by Rick Sauder
C
�Publisher's column
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�Cover story-Consumer marketing/licensing
t
How do you take the temporary enthusiasm to
stay in shape. quit smoking or pursue some other
healthful activity and turn it into a longtime
wellness habit? Enthusiasm for such behavior often
ended when hospital-based classes ended. Riverside
Health System's Caroline Martin thought, " ... if we could
take this concept of wellness and create.a physical
environment that would be fun, alive and ongoing,
people would want to pursue wellness programs long
enough to make them a habit." And Riverside's first
Wellness and Fitness Center, born in 1982, was the
result. Today, Martin oversees the system's ·five
hospital-based wellness and fitness centers.
t
When Riverside began exploring the possibility of
licensing arid selling its hospital-based wellness and
. that one of its
fitness center concept, it re
first challenges would be•. t
·
· identify. Although
this area, it~
scene. That ch
and, simultaneou
experienced, lear~.~
annual conference)/~
evidence of their g:!"
13 Rehabilitation
28 Resident recruitment
In 1976, when America was celebrating its bicentennial
observance, Allied Services started a regional effort to
celebrate the advancements of the disabled and to
salute the power of rehabilitation. Today, that focus .
also is nationwide and Allied's name is carried by more
than 4,200 facilities across the country.
·
When Franklin Square Hospital Center's own residency
students-lured in part by the contents of its
·
recruitment brochure-said some of the information
sounded ''corny," officials knew it was time for a
change. Suggestions from students and departmental
chairmen resulted in a new look and a new focus.
17 Heart
31 Outpatient surgery
What to do with aging baby-boomers at high risk for
heart disease? Target them for information and build
on a reputation as a heart center. A new Chest Pain
Emergency Center, opened in 1994, provided the ideal
opportunity for St. Francis HospitaL
The Greater Baltimore Medical Center did more than
cut prices on outpatient surgeries in early 1994. It
increased outpatient surgery volumes and solidified
relations with managed care providers and physicians
to continue its strong market share. Scalpel, please?
22 Corporate identity
34 Pediatric services
"The House of the Good Samaritan" put its survival on
the line following a bitter strike in 1992. A new name,
logo and marketing plan resulted from an inten:;ive
strategic planning session and a vision of where
Samaritan Medical Center would be in 1998. Vital signs
are looking good.
Instead of focusing on the construction and opening of
its new pediatrics intensive care unit, NorthShore
Regional Medical Center's marketers decided on a
promotional campaign, including an art contest,
focused on building relationships with community
children and parents. Color it successful.
25 .Positioning campaign .
40 Obstetrics
Here's a challenge: Create a positioning campaign to
increase patient visits and to respond to concerns
about competitors threatening the hospital's market .
position. Lutheran General responded by saying, "We
want to be known as the Nordstrom's of healthcare."
Highlands Regional Medical Center responded to
growth projections on the OB/gyn market in its region
by doubling its number of OB specialists, conducting a
$1.2 million renovation of its facilities and aggressively
launching a campaign to reinforce ~he hospital's
standing as a regional medical center.
�continued from page 1
shape, quit smoking or pursue some
other healthful behavior. But the
.excitement often waned soon after
the classes.
"It seemed to me that if we could
take this concept of wellness and
creat~ a physical environment that
would· be fun, alive and ongoing,'~ .
Martin said, "people would want to
pursue wellness programs long
enough to make them a habit."
And so the first Riverside Wellness
and Fitness Center was born in 1982.
Today, as executive vice president of
Riverside Health System, based in
Newport News. Va., Martin oversees
the system's five hospital-based
well ness ·and fitness centers~ranging
from a 20,000-square-foot facility
with a 50-meter swimming pool and a
dozen indoor tennis courts to a
6,000-square-foot Fit-Stop for weight
training and aerobics.
In addition to fitness facilities, the
centers offer integrated programming
that links heath, fitness and
medicine. "Total wellness" members
receive a personalized lifestyle
assessment and stress test upon
joining and annually thereafter to
monitor their progress. "We've
shifted some of the emphasis from
fixing to preventing," Martin said.
"We used to be order takers. If you
showed up, we took care of whatever presented. But now we're
helping to make people responsible
for their own healthcare."
Selling the idea to the community
wasn't easy. In the beginning, many
private health centers complained
that they would be forced into unfair
competition with a not-for-profit
organization. Moreover, the
organization would be backed by the
deep pockets of a healthcare system.
Riverside responded by taking a
proactive approach. Health system
officials attended a YMCA board
meeting and hit the speakers' circuit.
They stressed to the health and
fitness community that the hospitalbased health center would focus on
4
its distinctive competency-a
medical base-and allow plenty of
room for the Y and private health
spas to thrive.
In addition, they said, Riverside
was committed to making wellness
and fitness centers stand on their
own. Sick care dollars would not be
used to subsidize them.
In fact, Riverside's promises came
true. Membership at other fitness
centers increased as Riverside
helped raise the health
,
consciousness of the community at
large. And the centers have been
financially self-supporting.
After easing the fears of other
fitness center operators, Riverside
targeted three markets for its first
facility and all of those that followed:
• Riverside employees
.• Corporate community
• The community at large
To attract employee members,
Riverside offers 50% membership
discounts (the average full-rate
membership is $30 per month), and
employee publications routinely
include articles and information
about wellness center activities.
In addition, the health system has
a fulHime position for promoting
· wellness and an ongoing health
promotion called Active Lifestyle.
Employees can win cash awards by
earning points for each activity in
which they participate.
The promotions have been highly
successful. At the system's flagship
Peninsula center, about 400 of the
5,000 members are Riverside
employees.
Reaching out to corporations in the
·health system's service areas
requires plenty of legwork and oneon-one selling skills, said Bud
Raimey, director of public relations.
He said Riverside attempts to
identify the person within each
organization who makes decisions
regarding employee benefits. Then, a
health system representative
·schedules a visit. Corporations are'
~\>VITAL···
-,·"'...p. .;.
1
~
•
STATS ..
'.
'
'·
' '
'
Type of program:
Marketing wellness and fitness centers
Program budget:
$99,000 for five centers
Dates of prog~am:
1982 to present
Size of health system: .·
Four hospitals (three acute care, one
rehabilitation), sevennursing homes,
five well ness clnd fitness cen·n~rs, two
retirement communities
Type of facility:
Wellness and fitne~s centers affiliated
with not-ior-proi_it hospitals
Competitors:
0Jone offering hospital-based wellness
and iitness centers
Institution:
Riverside Hezdth System
606 Denbigh Bl\d.
·Suite 601
Newport News VA 23602
Contact:
Caroline ,'v\artin. E.\ec. Vice President
Bud ~aimey, Dir. or Public Relations
Phone:
804-875-7500
804-594-2194
(\\Jrtin)
(Raimey)
Agency:
None
Results:
Riverside's five wellness centers h<l\'e
20,000 members. above-average
retention rates and earn an annual
profit.·
offered a discount if they include
wellness center membership as.an
employee benefit.
Another effective tool has been the
formation of a Business Health
Advisory Committee. Riverside
recruited IS representatives of local
businesses-ranging from a srriall
garden nursery to the massive
Newport News Shipyard. The group
serves as a focus group to discuss
employee health and safety issues,
.giving the health system an insight
PROFILES/MAY-JUNE 1995
�SIGN UP YOUR KIDS NOW FOR
FITNESS . AMP
C
SIX ONE-WEEK SESSIONS OF FUN AND HEALTH ED
• R...>J Cross
S\..·imming L"ssons
• RcJ Cross W.'ltl' r S.1ll'ty
• ;o.toti\·.llin).;. Educ.1tinn.1l
.md Enh.:rtJininr;
Cul'St SpL';'I~c rs
• lndi\'iJ uJI Spurt Acti,·itics
,J nJ Skill lmprowm...·nt
• RJL\JUct Sports
• Field Trip
sa~~:~~oara:
June :0-~4
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IS
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,JJ
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pkk·up timt:S, SIJrtin,; Jt ,-t:Jt)A\1 JnJ .:nJiny;
Corlll'lr-
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l\'ELLN £ 55 & FIT.\IE$5 CE NTER
o u t :-otr.liL').;iL':-0.
• P.Htkip.liL' in fun . i.lt·bi.uning ll ) \\'
d.lSSL'S lwl ~t in a pri\',ltC stu d in.
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Wt.•llnt.•ss .md FitnL'!'S C...•mt.•r.
Redute hazardous waist
CL,\SSES BEGL" .
Su\11 is tht· li.nw ''' ~~1 -.tukd on~ pno~lt
thttl,.lll ""'< >rii.IU\!l'l nfl oll lhtl..,.. tW.I ?JUOd'.
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t1versr'd e usedo_ srona.I ncws papcr ads
cca .
H
o promote parllcu1 c1
ar asses. owever,
since the class enrollment didn't
gen.erate protit.s the way center .
membership did, the centers didn't iocus
heavily 00 them,
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into what's important to the
corporate community and, at the
same time, introducing committee
members to the benefits of
Riverside's wellness and fitness
center s.
Riverside has tried many methods
over the years for marketing the
centers to the general public, which
has been remarkably responsive to
the wellness and fitness concept,
Raimey said. Open houses held at
each new center have drawn crowds,
and even the health system's most
rural center has enrolled 2,800
members.·
PROFILES/ MAY-JUNE1995
Initially, the Peninsula center spent
promotion, the centers run a large
a significant portion of its budget on .
n_ewspaper ad five times during a
television, radio and direCt mail
seven-day period at the beginning of
advertising.In 1982, the advert.ising ·
the campaign ahd once again at the
budget was $90,000.
end of the promotion.
But Raimey soon realized the big
"We learned through trial and error
budget wasn't necessary. Now, the
that compressing the ads into seven
Peninsula center's annual budget is
·d ays is better than spreading them
just $26,000, and the advertising
out over 30 years." Raimey said .
dollars are focused cin a ·once-a-year
- "And we learned that this one
newspaper campaign.
promotion is the most effective
The centers hold annual
method for bringing in new
membership drives in which they
member s. TV and radio just didn't
waive the initiation fee for anyone
work for this kind of product."
who joins during the 30-day
promotion. In conjunction with the
continued on page 6
5
�''
~··
Gvn.•coltl~Y ~uide!int.'S are
ca'rdullv ifllhl\~·E."'.J.
li h.:l'> bt"':'n'!ound th.at
t'\ercbin~ women .:a!lll\'CT
the \'uuntn· .uo.• ret"".Jrtin..:
Riverside
Wellness.
& Fitness
Centers.
Rt.•t],•,::t!'h~ the Rin·r·
• ide llt•.tlth ':'i\'~to.•r,-1."., r•hdt'"'''
rtw PI '.HI', th<• R.t\'t'T~idt•
\\'t•lln•"'" .1nJ Fitn•'!-" C ..•nt ..•r
h,l ... ··-~·lndt-d uron t!t.lt
phtlt•~"rhv tu m.:iu •.h'
h·,·llnt":>'i ,IJ\J prt.'\'o.•ntL\'o.'
m,ltnt~·n.lnt'L.'l'f
lt'~s
Ji:k'llmlori, iml."'ni\'eJ·m~·nt,ll
MtituJes .mJ 1~-s:> t.l-.:in~
IJbors thJn W<lmen wfll) JTt>
in.lctive durin~ rre~nJ.ncy.
The :.t'ConJ ,p<'Ci.tl
C\crdsc F'W~r,lm i'> '>l'•lTl>J
tnw.lTJ new mutho.·r., ,mJ
tht.•ir inJ,lnts. "Ju~t tor L's'
h.:a:-- l-t>t:n Jesi~nt.-d to. hdp
new motht•rs Tt.'.lcqu.:aint
thcmsdn·s ,.,·ith their boJics
.tih•r
prt.·~n;m.:~·. It~\\''-""
nt•w
molht•T') th~,.• urp<•rtUJ\It~· lu
rcsume.,rimpn•\'etheir
titn.•.;.,Jt•\'ela<o :hetr t'-t)Ji._oo;
,\To.' J.dju:;tm~ to tht.• ~-l~tJ
and Jt•m,lnJinl?, ch.Jn~o.oo; of
the immo.-diatc F"'"tp.:.num
f't.'TIIII...I .
E
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The .:~er0bic .mJ
strt·ngth lr!linin~ pmtion~ of
the pw~r.Jm •Hl' coorJin.1tcJ
bv our ASPO ~.·crtifieJ Pn·na·
ttl I [Ju<.:.Jtur. Thl·re .Ire l'Vt'n
sdt'<.:tl-d•C\f'Tcisesforini.:mts
that bendit their mu~dc
tont' ..~t.·nse ot b.ll.m..:e anJ
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pro\'~ di~t·~tinn. ,·ircul.ltilln
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bre.nhin~
The"ju.;t F.1r t;:;"
is ••pen l<l ,,J] moth·
with b.lbit.·s !t.·'>~ th.m -l
wed<.'ot.lt' ,\)it.'. up•m ap~•roval
,,j th•· nt"w motht'r~· uh... tt•tri·
l'ro~r.lm
t'rS
For more inf,>rrll.lliPn
,1buut IJ\·n.t·:\.l.Jm .:nd ""ju~t
Ft>r L's'": ~,]._.,,~e ..:.1!1 Riv._·r!'tJt·
Wcllnt>:>S JnJ £7itne~.; L"t•ntt•r·
l'eninsul.1. ! ~1'130 krto.·r"'-'11
:-\\'c.. :\'c~ [){lrl ;-.,;,.w.,, \A
~Jn0:!,:-(7~.'7,;:;:_:;,
the Nil..!\',
rn..·Fc h'\:\ll!nlll.:.; th.ll
thl'> 1\'t•ihu..;.; rh•!,J..,,ph~·
<"\ll"nJ:-. tu induJt' t'tl"l-(.r..mt
1\'llntt'll. \Vhu durin.\!, .mJ
.Utt•r prt.'\!n.mc\·. nt.,..J .1 ty~
ut ...u ..· l"\crn:...· rn1g:r.lm.
IH\'FC,it.-:-i!-:m. !,.,..,
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rm~t.Jm~ im thi:-. ,;._"'.,j· Thl.'
!irs! i~ l'.l!lt.-d Dvn.1·\lnm .mJ
it is e-.:trcml'ly ~lpul.u.
[):.·n.l·:\.lom i:;a pren,l·
t.ll fitnt.'5S pru~um. Thl.'
•
prol!,r.lm ntll .miy hdps
.Jt.'ll\'t.' \\·,,m ..·n m.un:.ttn
tilnt">-.lt~vl"'~ Jur:n~ prr~·
n.ln\'y, but,ll:>t' impr•l\'l'S
titnt'-.~ le\'t']" ''' wnml"n wh11
Dt_•,•n in.l(tin• rnor to
bt."C<Jmmt.; prq;n.tnt. Th~·
h.l\'\'
d.I)S ],))IS .t5·t)(1 minutt.~.
rubl" r.llt.'S Jtl" m11niturcJ
fnoqu,•ntlv dnJ Amt'rir,tn
College,;, Obstl"tri..:s and
Riverside's Life Times, a quarterly publication
sent to 150,000 homes, was another important
vehicle used to reach the public. The publication
frequently contains articles on well ness and
fitness center programming.
continued from page 5
Typically, the wellness and fitness
centers sign up 1,000 new members
during the promotion. "If you give
them a sense of urgency because of
the limited time period ana a
financial benefit for joining, that's
generally all they need," Raimey said.
Throughout the year, Riverside
places occasional newspaper ads
promoting particular classes, but
Raimey said the centers don't focus
heavily on those, since class
enrollment does not generate profits
the way center membership does.
All of the centers' promotional
6
materials contain world-class studio
and onsite photography. That's one
area in which the centers have not
cut corners. Raimey believes the
visuals have been a key element in
the advertising, all of which is
developed in house with the
occasional use of freelancers.
Another vehicle for. reaching the
public has.been Riverside's Life
Times.publication sent quarterly to
150,000 homes. The publication
frequently contains articles on
wellness and fitness center
programming.
Physician referrals are becoming
an increasingly valuable avenue for
wellness and fitness center business.
As managed care has brought
capitation to a growing number of
markets, physicians suddenly have
financial incentive to prevent illness
in addition to tr~ating it. Riverside
has seized the opportunity by
developing a physician resource
center made up of 3 x 7" cards, each
of which explains one of the centers'
qO programs. Rather than having to
explain the programs to patients,
physicians can simply hand them a
PROFILES/MAY-JUNE 1995
�card and then discuss their
questions.
If the physician recommends a
specific program to a patient and
signs the card for that program, the
patient can present it at a center and.
receive 50% off the initiation fee.
Also, Riverside provides
physicians with a one-page summary
of health risks. The summary
contains information that the
physicians can· incorporate into their
visit conversations with patients.
Perhaps the best method for
encouraging physicians to refer ·
patients is to get them personally
involved in the center, 'Raimey said.
Physicians whose practices are
owned by Riverside are given a free
membership, and those affiliated
with the health system receive a
significant discount.
"We've found that most of our
referrals are from doctors who work
out," Raimey said. "They see the
benefits firsthand."
Beyond being successful in keeping
membership and participation high
at its centers, Riverside has enjoyed
an improved public image as a result
of entering the wellness business.
"We're pretty much convinced that
going into this business helped us
assume a real leadership role in
healthcare in our area," Raimey said.
"We were in a very competitive
market, and we emerged as a clear
leader at about the same time we
established health and fitness as one
of our core businesses." •
''One of the first hurdles you have
to get over is the question in the
mind of the public of whether a
hospital should be going into· the
wellness business and competing
with private enterprise." said Bud
Raimey. Riverside got over the
hurdle through meetings with
fitness center operators and
public speaking engagements. · ·
M.u.pu•t
~~m~rs
ou/.,,,.,,.,/.Htlrr
l\'t"llm·~~
witlr
lonll'n
/,.,.,,"~
.md
'"''.'<"~'f'/or~.
11rr Ui:·o'rsll/t• Wd/ur~\ C,·llt.'rs
h"T't talo•n tht<ll(t'uiJ.-mrn'f'l
oto'll'rcisr"m/lumt•t/ilrnltl<lll
o'l'lftllliJ/!Io'll>t/1110 ~11111 mt•ntlllfll
:m<ir•lru)rt<rl(llht••r/tlr.,IJ•flh,ril
thr l<.!lo·~t m t'TI.'rfi)o'I'</IHjJinl'lll
.mJ to"dmJ•t•H's.
Riverside s·pent more money than it
should have on television, radio and
direct mail in the early years of
promoting its wellness and fitness
centers, said Bud Raimey. After
· some trial and error, Raimey
discovered that less-expensive
newspaper advertising was more
efficient at generating new
memberships.
PROFILES/MAY-JUNE !995
Tirrrr Rit•t'nid,· Wdlnrss
Ct'ntrrs olftl''IUiJ'I'"'I U'itlr
inrloor pools omd <'.Tttn~il't'
tl'fiHilicsprogr<IIPIS.
Riverside used a two-page spread in its 1992 Annual Report to
profile the success of its well ness· and fitness centers.
i
�Riverside. licenses successful
hospital-based fitness centers
'Apple ad' hits the mark by challenging health care community
Type of program:
·.
MJrketing licensed product for wellness
Jnd fitness center stJrt-up. operJ.tion, ·
ri1Jrketing Jnd progrJmming
Program budget:
5265,000 (including feJsibility study\
Dates of program:
1993-94
Size of health svstem:
Four hospitJIS (three JCute CJre. one
rehJbilitJtionl, seven nursing homes,
five well ness and 'fitness centers, two
retirement communities
Type of facility.: · . .
Integrated not-tor-protit heJithcJre
system
Competitors: ·
None offering licensed product for
hospitJI-bJsed wellness and fitness
center
Institution:
Riverside HeJith System
606 Denbigh Blvd.
Suite 601
Newport News VA 23602
Contact:
.
Caroline MJrtin, Exec. Vice President
Gary Adamson, President
Unison Marketing & CommunicJtions
Phone:
804-875-7500
(Martin)
303-779-3004
(Adamson)
Agency:
Unison Marketing & Communications
Results:
379 responses to initial ad; three
national magazine and newspaper
articles; 700 leads developed; three
signed license agreements for the
Riverside licensed product.
8
hen Riverside Health
System held its first national
conference in 1992 on how
to profit from hospital-based
wellness and fitness centers, a sparse
group of 35 people showed up.
. Just one year later. the same
conference overflowed with'more
than ~00 enthusiastic hospital
officials. ·
How did wellness become such
hot topic virtually overnight? One ·
answer is 'the apple ad. Some
background: '
Although Riverside was among the
nation's pioneers in hospital-based
wellness and fitness centers-having
opened its first of five centers in
I 982-the health system based in
Newport News, Va., remained relatively
obscure on the national scene.
So when the organization began
exploring the possibility of licensing
and selling its wellness concept, it
realized that one of its first ·
challenges would be to establish a
national identity.
"What we saw in the feasibility
study we did for Riverside was that ·
there were a lot of people
conceptually committed to
wellness," said Gary Adamson,
president, Unison Marketing &
Communications in Denver. "The
problem was that they were stymied
by all of the financial, management,
marketing, programming and
facilities that were required to get·
involved in.wellness and fitness."
W
a
He added, "Our initial marketing
challenge was to establish Riverside
as having the competence to provide
the answers to those concerns."
· ·The apple ad. so named because it
featured an apple dropping onto the
. copy, attempted to do just that. The
doubletruck ad combined·
thoughtful, sophisticated copy, a
provocative headline ("Let's drop the
pretense that most hospitals have
put health at the center of their
universe") and an interesting image.
It succeeded in challenging the
healthcare community to stop giving
lip service to wellness and start
delivering programs, while at the
· same time establishing Riverside as
an experienced, learned voice on
the issue ..
. To entice hospital administrators
to explore the concept further, the ad
called on them to send for Riverside's
white paper entitled "If Hospitals
Don't Lead, Who Will?"
"The response was fantastic,"
Adamson said of the ad, which ran in·
the Healthcare Forum Journal and
Trustee Magazine and generated 379
responses. "It was immediate and
very strong."
At the same time, Riverside was
pursuing national publicity and
getting it. Healthcare Forum Journal
and Trustee Magazine ran cover
stories, and the Wall Street Journal
published a national trend story that
described one of Riverside's centers
as "a hubbub of activity."
PROFILES/MAY-JUNE 1995
�With its credentials established,
Riverside began a second round of
advertising, this time narrowing the
focus by running single-page ads in
regional editions of Modern
Healthcare. Two ads were used, one
depicting a series of lily pads under
the headline. "Now, you can get to a
successful model of hospital wellness
and fitness in a single leap.'' and the
other depicting a winding road under
the headline, "Once the road's been
paved. you can travel a lot faster."
These ads also were developed into
direct mail pieces. which were sent
to hospitals-selected from the
American Hospital Association
directory-without existing wellness
and fitness centers.
At the same time, Riverside
developed a set of three direct-mail
pieces with hospitals that already
had centers but might be receptive to
an opportunity to improve their
effectiveness and profitability.
To persuade hospitals to take the
last step toward tapping Riverside's
expertise, the health system sent out
two fulfillment pieces, in addition to
the white paper. to people who
responded to the advertising.
A brochure encouraged hospital
officials to "consider a new door into
your hospital," and a 15-minute sales
video featured Caroline 1\lartin, one
of Riverside's executive vice
presidents, talking about the health
system's objectives and philosophies
on wellness and fitness.
The effort produced more than 700
leads, led to the signing of three
,licensees and earned Riverside and
Unison a gold Touchstone Award
from the American Society for Health
Care Marketing and Public Relations.
Adamson said the campaign
performed so well because it
provided encouragement to hospitals
that wanted to succeed at wellness
programming but needed confidence
to proceed.
"There were a lot of people who
didn't believe wellness and fitness
continued on
PROFILES/MAY-JUNE 1995
Once the
road's been paved,
you can
travel a lot faster.
'i\·hen il comt!llO 2 succ~~tul
"dlness-b-J.....t oppmach to hl'alth="'.
f..,ptd:.Ul~·
M!
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Advertising, also developed into direct-mail pieces, was used to
communicate with hospitals without existing wellness and iilness
centers, and other pieces were designed for hospitals that already
had centers but might be receptive to opportunities to impro\'e
their effectiveness and proiitability.
page 11
9
�LetS drop the pretense
that most hosP,itals
have put health
at the center of
their universe.
e'!l never know for sure if Issac
.\'e~10n d~\eloped his theory of
univers~ll gn\ iution hcc:Ju~t :.tn lpp!e
W
droppt:d on his hc:~J. But ~·c do know thJt
:\c..,lon WJS the rmjur inlluencc in phystl·~ until
the Ueginning of the ~Uth c~ntury.
About thJttime. some of ~e"'1on's concept<;
..,·ere fHo•·ing tu be irKon:,i!'ltt:nt with new
mformJuon. Pr~·~.~ureL!. hy tht.·.~e conL'ems. his
proront:nts SJiJ rh:H the old theories ..,·oulJ
work·iust nne if they wert lm!y :.lflfllit:L! hJr~er
:.~nJ harder AnJ thl'y ~vert. until Emsrein l':.tmt:
Jl1m.:.: wuh nt\\ tc!c-J!'Iti:Jt ch:~r.gl:'d the ..,.JY
pcopk luukt:J :.tttht: uni•·~:r~e-nlJ! !x:cJU~L'
.\'t'\\ton \\:J~ wrnr.l.!.. hut her:~use he ..,:.ts
~:oclully inromp:e!e.
ThO\C' oi U!'l m r~e:llthc:m.· :.Ht.:' :n ::t ~uniiJr
sttl.:Jtion
Taking a clO'ie!' look at our
· core business
.\lan~· a! the co~l. qu:1liry. anJ JV3ibbiEty
prohlt"rr..S we fJl"L' hJ\'C less to Jo Wtth tht"
The "apple" ad, named because it featured
an apple dropping onto the copy, succeeded
in challenging the healthcare community to
stop giving lip service to well ness and start
delivering programs, while esta~lishing
Riverside as an experienced, learned voice
on the issue.
pro\'ision of medical CJre th:1n with the per~oml
h:1bit.s th:.n affect heJith. Despite this knowlcJ~t".
we.ding to wh:.n we know- JCute L':lfC. :\nJ
while :1 sole t{x:us on acute r:1re is inconsistent
~:ith ht::.ilthcare reform anti its emph:1si.; on
communi~· care nerv.:orks anJ imrrm·L·d heJith
st:Itus. m:.tny of u~ Jre .~till :lflfll~·ing thC "core
business· h:.~rJcr :mJ h:m..ier.
Th:.tt's where the :lpflit" come.~ tn :J,!l.Jin. Only
this time it Jrnr~ on 11s. and in.<:.roi"rc"'s"""'-'" ' ' o - ' r ' : ' h ' " ' " ' " ' · - - ' - - - - - - - - - - - - . , - - - - - - ' - - - - - - - - - - - - - - - - - - - - - ,
not :.tbuut ;.tr:.l\lty. hut about J n
lookinf;: .ttour hosrir:.tl\ L'han~;;1
cmnmunity. BecJuse :ht~ is the
when t:lken J:.11ly. reJL.!l"es t~l:'
inter\·ention. Ynu
rL·rr.em~r
\
....
Linking wellnes.~ & fitn
mission & IJlal1lin
A-;
J
~-------------------------
"
th:I
first steps. But their incumplt:teness h;~s cJused
· incon.sequential results. and the belid that
·well ness docsn't work'.
!lymbol for pn.:ver.ti\·e c
tht" :lflple rr:minds u:- th:tt J si~
hc31th com:t:rns shou!J hL' :1JJ
trJJiuon:.ll medic:1l ore: syslt:m.
conct:mr:.~te only on .lCUic ore.
lc:lding or being led
0~.J/~
;;'1)11,
4flrt !j
.
can,
ln~s,
·'-
\\lp·
\
· of we
· · · lore
·. we miss the
Jnce to make good on the community he;~lth
promises we make in our mission statements.
The. key to this combined mission and margin
potential is the true integr:Jtion of well ness 1nd
clinical services- an integr:Jtion that can't
proceed in the sporadic. bit by bit fashion that
many of us have historically pursued.
Offering J wellness class here and a health
.sCreening there wasn't wrong. In fact, these
incremental anempts at wellness were necessary
ch· .
10
In plwsics as well as ~dthcare. olJ t~eories
die hard. If our grarit:t!io~ 10 acute care make>
us believe th:ll health is J distraction lrorn what
we do hest. then the coming changes tn our
unirerse will be bevond our control. Because
you don·r h:l\:L' tn hl' :.m Einstein to kno\\' that if
hospitals don't lead th~ WJI' toward hc:tlthcare
delirerr hased on we!lnc;s- they will be led.
AI Rirerside Health ~~·.<tern we·,·e in rested
the time. the energr. the capital. Jnd :he facilities
10 take wdlness •nd fitr.ess !rom .1omething ll'e
talk about to some!hi~g that is defining our core
bu>iness. It's working. it'; profitable. and it's
changed the way pL·op!~ in our region think
about he;~lthore. Ar.d we·re happy 10 share
what we\·e learned.
If I'OU think that the future of our healthcare
system needs more of an emphasis on health.
call me at 80~-875- ~)1)0 or write io the address
below. \\'e'll send you our white paper entitled.
''If Hospitals Don't lead. \'fho Will?" !look
forward to talking with you ahout these ritally
important issues.
-?;?.
~-m~
~1. CJrOiint: \!Jnin. R~. \IH.\
Executt\'e Vice Prt=..,tdt:nt
Rivcrs1dt! Ht!Jith System
=~JIJ
iiiiii RIVERSIDE·
H
E
A
L
T
H
SYSTEM
606 Denbigh BoulevJrd Suite 601
NewpM ~ews. VA 13602
Fax 804-875·7520 • Tdephone 804-875-7500
PROFILES/MAY-JUNE 1995
�•
continued from page ~
was an operationally and financially
viable business to be in," he said.
"Nobody they knew-including
themselves, in some cases-had
. been able to make it work." .
It was awareness of that
perc~ption that prompted Riverside
to develop its licensed product
Martin said.
'·People would come to visit our
wellness and fitness centers. and
they would get excited," she said .
"But we didn't send them home with
tools to do it for themselves. We
weren't able to share with them our
mistakes and our successes on an
ongoing basis.
''We were making strides in our .
community. but we wa'ritecl to have
more of an itilpact. \Ve wanted to be
able to establish relationships with
pe<)ple who shared the same ideas
about the importance of well ness
and fitness.''
The nation's read iness for
Ri verside's idea was .revealed in
L:nison's extensive research o f the
potenti<.tl market. Riverside
discovered research showing that
four out of 10 people )1ad needs not ·
met by commercial fitness clubs and
· that a majority of people over age 40 .
preferred m ~dica ll y trained exercise .
personnel to be present while they
~ere w. rking out.
o
· The company conducted telephone
interviews with general managers of
100 members of the Association of
Hospital Based Well ness. and Fitness
Centers to learn:
• The desired level of integration
between the hospital and the
fitness center
• The perceived need for
.
programming, medically based •
or not
• The level of knowledge of
hospital-based fitness
management among fitness
center staff and hospital
managers
• The credibility added to
PROFILES/MAY-JUNE t995
People who responded to Riverside's ad\'ertising received two fuliillment pieces: a
brochure encouraging hospital oi1icials to "consider a new door into your hospital"
and a 15-minute s;iles video featuring Caroline lvlarlin discussing the hNith system's
objectives and philosophies on wdlness and iitness.
•
•
programs by virtue of hospital
affiliation ·
The financial support provided
to the fitness center by the
hospital
The emphasis the centers
placed on their hospital
affiliation in marketing
·
materials
The research also included
interviews with commercial fitness
club operators and health and
wellness consulting companies that
offer services to corporations,
hospitals and governmental
agencies. In addition, Riverside
continued on page 12
II
�continued from page 11
conducted an onsite evaluation of
the Coors Brewing Company
wellness program.
The feasibility study concluded
that hospital7sponsored wellness and
fitness programs were strongly
perceived to be superior, but existing
centers had placed more emphasis
on membership development than
program development.
Consequently, Riverside's licensed
product strives to provide a wellrounded approach to establishing
and operating a center, based on four
major areas: operations,
programming manuals, marketing
materials and software for
membership, facility and financial
management. The marketing
materials include a "huge volume of
camera-ready art and print
materials," Martin said. Much of the
material was developed over the
years by Riverside and simply
modified to allow its use at other ·
institutions.
For example, newspaper ads in the
package include suggested copy and
layout, needing only a logo to
complete them for the licensee's Lise.
"We took the most effective
promotions we developed over the
past decades and put them into the
package," said Bud Raimey,
Riverside's director of public
relations.
One element of the package is a.
30-second television spot featuring a
colorful quilt as the backdrop for a
discussion of the need for hospitalbased wellness and fitness programs.
Although Riverside has generally
stayed away from television
advertising for its ·ongoing
promotions, Raimey said the quilt
spot is extremely effective in
positioning a new fitness center in a
community.
Evidence of Riverside's
effectiveness in launching its
licensed product can be seen at its
annual conference, which has
12
"
Principles of Success
Eifecti\'e Integration
lmplic,1tions For ).(anaged Care
Tours and Briefings oi the Best in the :o-.;ation
Hospital/Health Club Relati0nship Opportunities
PREVE:o-.;TIO:'oi Sl).!:Vt!T: The 5hape oi Tomorrow's Pre,·ention- led Hculth System
• Riverside's annual conference has become a major national event
in Williamsburg, Va.~vidence of Riverside's effectiveness in
launching its licensed product.
become a major national event held
at Williamsburg, Va.
"Riverside has really· taken this idea
of hospital-based fitness centers and
built it far beyond anything anybody
else has done," said Unisof!'s
Adamson. "This is one of the most
important developments in the
healthcare field, and the interest
we're seeing from around the country
is clear evidence of that." •
In some ways, the marketing
campaign for Riverside's licensed
product was too effective, said Gary
Adamson. "The response
overwhelmed us," he said. "Had we
anticipated that, we probably would
have added staff to handle it. We
underestimated how ripe the
interest was in the marketplace."
PROFILES/MAY-JUNE 1995
�Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication .
• ,..
,,• •, . . . . . . . . . .***S'&*ME**f
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¥EM'Ht4!16jpj!dll ., HE•
ENE£
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Libr~ry's Research Room. ·
r
..
�ANNUAL REPORT 1995
THE RIVERSIDE HEALTH SYSTEM
�
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First Lady's Work on Children’s Issues and Women’s Rights
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White House Office of Records Management (WHORM)
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<p>This collection contains records regarding conferences and events attended and hosted by the First Lady, Hillary Rodham Clinton. The key events in this collection consist of the United Nations Fourth World Conference on Women, Vital Voices, Beijing +5, and the Early Childhood Development Conference. The records include background materials in preparation for each of these conferences.</p>
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Clinton Presidential Records: White House Staff and Office Files
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Early Childhood Development Conference Background [Loose Material] [15]
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42-t-20060198f4-008-004
1766805