![]() ![]() Of the workforce remained fairly static (1). Million - an increase of almost 15% in only 3 years - during which time the size In 2001 were almost $2 million, and by 2004 they had risen to almost $2.3 Essentially, an employee with a chronic disease incurred expenses 2 to 3 times higher than an employee without a chronic disease.Ībsenteeism also greatly increased during the early 2000s. In 2007, the average medical plan cost for employees with diabetes, hypertension, or high cholesterol was $3,454 per month. Health care costs at Capital Metro are higher for certain people. To know exactly what it spent annually on health insurance but also to gain more control over these expenses.įrom 2003 to 2004, health care costs increased to $13.4 million (a 26.4% increase). ![]() By becoming self-insured, Capital Metro was able not only In 2003, Capital Metro became a self-insured company. Keeling, written communication, October 2008). Before 2003, Capital Metro’s group insurance premiums increased by 40% or more annually (V. (approximately 738,000) in the growing city of Austin (1).Īs with many American companies, health care costs reached record levels for Capital Metro in 2003 - almost $10.6 million. Organization, with a small workforce, serves a sizeable number of residents ![]() This organization,Įstablished in 1985, has 1,282 permanent employees and 250 contract employees.Īpproximately half (668) of the permanent employees are bus operators. Transportation services to the city of Austin, Texas. Since the implementation of the wellness program in 2003, Capital Metro has seen a reduction in costs associated with employee health care and absenteeism.Ĭapital Metropolitan Transportation Authority (Capital Metro) provides public Absenteeism has decreased by approximately 25% since the implementation of the program, and the overall return on the investment was calculated to be 2.43. Capital Metro’s total health care costs increased by progressively smaller rates from 2003 to 2006 and then decreased from 2006 to 2007. Participants in the wellness program reported improvements in physical activity, healthy food consumption, weight loss, and blood pressure. The program expanded to include healthier food options, cash incentives, health newsletters, workshops, dietary counseling, smoking cessation programs, Health & Lifestyles provided consultations with wellness coaches and personal trainers,Ī 24-hour company fitness center, personalized health assessments, and preventive screenings. In 2003, Health & Lifestyles was hired to help promote healthier lifestyles, increase employee morale, and combat rising health care costs and absenteeism rates. We report Steps to a Healthier Austin’s partnership with Health & Lifestyles Corporate Wellness, Inc (Health & Lifestyles), to provide a worksite wellness program for Capital Metropolitan Transportation Authority (Capital Metro), Austin’s local transit authority.Ĭapital Metro employs 1,282 people. In 2003, Steps to a Healthier Austin was funded by the Centers for Disease Control and Prevention to implement chronic disease prevention and health promotion activities. A comprehensive worksite wellness program in Austin, Texas: partnership between Steps to a Healthier Austin and Capital Metropolitan Transportation Authority. S uggested citation for this article: Davis L, Loyo K, Glowka A, Schwertfeger R, Danielson L, Brea C, et al. Lynn Davis, MEd, CHES, Karina Loyo, PhD, MBA, Aerie Glowka, Rick Schwertfeger, MAT, Lisa Danielson, Cecily Brea, MEd, CSCS, Alyssa Easton, PhD, MPH, Shannon Griffin-Blake, PhD A Comprehensive Worksite Wellness Program in Austin, Texas: Partnership Between Steps to a Healthier Austin and Capital Metropolitan Transportation Authority ![]()
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