Transit Operator Health and Wellness Programs (2004) / Chapter Skim
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29 CHAPTER FOUR CASE STUDIES This chapter provides case studies of six transit agencies that have successfully implemented operator health and wellness programs. In developing the case studies, telephone interviews were conducted with wellness program managers and other appropriate staff at four agencies.
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30 ordinator annually spends approximately 20% of her time managing the program. In addition, PT's leadership team supports the involvement of a wellness advisory committee to help plan and staff program activities.
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31 • To provide facilities equipped to enable employees to incorporate aerobic and other exercise into their daily lives. • To encourage employees to take charge of their health and well-being through the use of incentives and rewards for healthful behavior.
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32 • Employees may receive reimbursement for a maximum of two (2) smoking cessation programs during their employment with Pierce Transit.
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33 ety of fund-raisers, employees raised more than $7,000 for Relay for Life and more than $12,000 for the Heart Walk. The following is a representative calendar of the program's wide variety of projects.
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34 which volunteers and staff encourage employees to quit smoking for at least 1 day, in hopes that they will quit forever. Each year on this day, she has put on a giant cigarette costume and appeared at MetroLINK facilities.
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35 newsletter, is featured on every communication about the program and its activities. Communications range from healthful recipes to weigh-in dates and times to the Wise Living program results (see Appendix C for examples)
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36 has allowed it to design and operate a program that is much used by LYNX employees. The program coordinator, under the supervision of the LYNX employee relations coordinator, plans program activities as part of the HR planning and budgeting process.
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37 • To maintain physical fitness, 5%; and • Other, 5%. Data for the past several years show that use of wellness program activities has increased annually.
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38 The Wellness Program Employee Needs Assessment Survey In an effort to design and maintain a wellness program that is relevant to employees, the wellness program conducts surveys to get input about health needs and interests. The introduction to the "OCTA Wellness: Employee Needs Assessment Survey," which is distributed agency-wide, states that: Your help is needed in planning our health promotion program.
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39 display case at each OCTA site. Monthly themes include information from national health organizations such as the American Heart Association, American Cancer Society, and American Lung Association.
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40 tions. The consulting firm that conducted the audit focused on the following 10 areas: • Management commitment, • Program management, • Health assessment, • Programming, • Exercise opportunities, • Collaboration with other departments, • Data and evaluation, • Environmental support, • Program marketing, and • Integration.
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41 mental health. Prevention of illness and/or injury is important to you, your family, and our organization.
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42 beginning of the year, employees submit a written application to enter the program. At the end of the year, to receive the bonus, the employee must provide certification from a coworker that he or she has quit smoking for the required period.
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43 Wellness and Rehabilitation Program The primary impetus for the health and wellness program at RTD -- in operation since 1989 -- was a proposal made to the RTD board of directors in 1988 by the ATU local leadership. That proposal was to fund an annual physical and drug test for all employees, which local union membership referred to as a "wellness program." Research of options for implementing the board-approved program resulted in the RTD senior management team's proposing and receiving approval for an alternative, cost-effective approach to improving employee health and well-being -- a comprehensive health promotion program.
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44 became the baseline for improvement and indicated an aggregate workers' compensation cost of $7.7 million, with 538 claims. The per claim equivalent was $14,350.
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45 who may have pre-existing conditions which, unless thoroughly reviewed, could have an impact on one's ability to perform essential functions and potentially result in future workers' compensation claims. Phase 4: Wellness and aftercare regimens -- Data on a number of regimens targeted to the health and well-being of RTD employees, including rehabilitation aftercare, are reflected in Figure 11.
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46 Program Evaluation The evaluation of the rehabilitation component of the program as outlined is ongoing. Evaluation of Hooked on Health program aspects is not active at this time.
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