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Designing personalized program goals for participants, follow-up sessions, success in attracting the non-fit, paying close attention to program evaluations and identifying desired outcomes are all among the secrets to success of the British Petroleum’s (BP) on-site wellness center in Houston.

"We weren’t always what you see now," confided Sheila Sharemet, the BP center health and fitness supervisor. "The initial concept for the center was that of an executive perk. But as our staff came on board and developed programs around the company’s real health issues, we attracted interest among growing numbers of employees. When we began to show measurable changes in health and quality-of-life, management realized the wellness center had value to everyone and was more than just a nice thing to do."

Sharemet and her staff work for Jacobs Engineering, a contract company responsible for managing BP’s health, safety and security programs. All of the center’s full-time employees have undergraduate degrees in health physiology and kinesiology. A part-time employee handles enrollment and administrative duties in the 7,200 square foot facility.

The fitness center offers an array of cardiovascular, weight and functional training equipment. A variety of exercise classes are available throughout the day and geared to differing fitness levels. According to Sharemet, "Our customers appreciate that we stay on top of what is popular in the industry. Among other things we offer pilates, yoga and fusion (which combines more than one exercise discipline)."

The center’s most valued service is its personal training program, Sharemet said. "Our utilization numbers are 12 percent to 15 percent above the industry standard. I think that is directly attributable to our personal training program," she reported. "Of our over 1,700 members (employees, spouses, retirees, contractors) about 35 percent use personal training services."

The service involves an initial consultation and assessment. Everyone must complete a health risk appraisal, take a fitness assessment, and if over 40, they must have a physician’s clearance, Sharemet explained.

The Importance of Designing a Personal Program

Part of the discovery process includes determining the employee’s attitudes, beliefs, history andbarriers to meeting program goals. From that assessment, a personalized program is designed. From then on, the staff meets with the employee at least every 10 weeks for a progress report and program redesign.

Sharemet considers the follow-up sessions as a very powerful program component. "We find out if they are happy with their progress, experienced any setbacks, where they have improved, etc. Based on that input, we make recommendations. For example, perhaps the employee has decided to run a marathon or joined a soccer league or has had a job change that will affect his or her ability to exercise. Maybe someone has experienced an injury and needs help finding alternatives to working out. We evolve and change the program to accommodate their lives. This is what we are really good at … we don’t let barriers stop members from meeting their goals. Consequently, they don’t get discouraged and quit."

Another unique personal coaching service includes flexibility training and self-help trigger point massage training. "About five years ago, we were seeing a number of people with injuries. We developed a 20-point flexibility assessment, which evaluates the range-of-motion (ROM) of each body joint. The ROM is recorded on a worksheet. A trainer sits down with the member and provides instructions on corresponding stretches to improve the tight areas. When it is indicated, the member is also trained in how to perform trigger point release on problem areas," said Sharemet.

The program receives a 95 percent satisfaction rating. Members experience diminished pain and are often pain free in follow-up evaluations. Sharemet said, "Management has been amazed at the results."

In recent years, another vendor was brought in to provide services to employees outside of the wellness center. This firm offers such services as a health risk appraisal, fitness assessment, cholesterol screening and an extensive online resource.

But the wellness center remains the core of the BP program. "In addition to our normal day-to-day operation, we offer periodic mobile mammography, coordinate the flu shot program and a variety of exercise incentives," Sharemet said.

Attracting the Non-Fit

With 500 new members joining every year, the BP program is unquestionably popular. At the end of year, Sharemet and her staff put together profiles of who is attracted to the program.

"We pride ourselves at not being a ‘jock shop.’ In fact, we are very successful at attracting the non-fit. Based on enrollment assessments, roughly 50 percent of last year’s new members were sedentary and 45 percent had two or more risk factors," she observed.

All fitness services are free. "I challenge the concept that people don’t value a program if there is no personal investment in it. About half of commercial center members don’t show up. If there is a cost involved, the staff’s focus becomes the income stream and not member retention. We want to attract as many members as possible and provide them an opportunity to be active and make the right choices."

Sharemet and her staff work hard to create a very professional, customer-friendly environment. "Customers talk about us and spread the word. The staff strives to be accessible, smiling and friendly. The convenience of having an attractive on-site facility is itself a big draw and its presence on the campus says something about BP as a company. We try to keep things new and typically add at least one new piece of equipment every year. We try to keep on top of what is available and steer our members to other information and resources."

The wellness center provides an electronic newsletter, e-mail, Web site, bulletin boards and an electronic member distribution list. A cadre of lay leaders helps the staff disseminate information.

Measuring Participation Rates

In addition to reviewing program evaluations, Sharemet’s group tracks participation rates and trending on a monthly and annual basis. They do two members surveys a year and have an impressive 50 percent response rate. Survey results are used in three ways:

• Report back to the members on how issues will be addressed;

• Work with the staff to improve levels of service and delivery; and

• Report up-stream to management about what people are saying.

Sharemet said she is active on several health – and EAP – related BP committees. Although the links among other departments are informal, she stresses the importance of cultivating and maintaining partnerships.

Another important partnership is the fitness center’s steering committee. The group of about 25 people represents major BP business groups, people with differing fitness interests and representatives from all levels of the company hierarchy. When there is a problem or issue for which the wellness center would like input, they go to this committee. "We are a little isolated here. The committee knows the background behind why decisions are made and how to work the system. Their feedback is invaluable."

Helping Participants Succeed

Sharemet stresses the importance of building processes to help clientele succeed. Clearly identify the most likely desired customer outcomes and then map out what services and resources it will take to get them there.

She emphasizes the importance of having a sound business sense and a basic knowledge of budgeting principles.

The BP facility has never had an accident in 20 years. Sharemet attributes this to sound risk management policies. She recognizes there is a common perception that centers carry a level of risk.

"Legal departments can be way over-the-top about fitness center risks. The reality is, if there is a risk, you identify it, and then plan around it. You definitely need a good consent form. You don’t want to let just any Tom, Dick or Harry in the door without a thorough initial screening. Follow legal requirements. Have someone on the floor to interact with clients. Routinely make sure all equipment is in good working order and practice your emergency response plan. Some centers have panic buttons or closed circuit TVs to monitor all areas of the center."

Sharemet cautions, "Love what you do, but don’t get complacent. Once you get funding, you can’t just assume … If we build it, they will come. Create a sustaining plan. After the initial excitement of the grand opening and all the balloons have come down, what will you do to maintain the enthusiasm? Constantly collect data to help drive you into the next year and the next and the next. While the fundamentals will stay the same, the program needs to be fresh."

Addresses: British Petroleum, 200 Westlake Park Blvd, Houston, TX 77079; (281) 366-5109, www.bp.com. Jacobs Engineering Group Inc., 5995 Rogerdale Road, Houston, TX 77072; (713) 669-2200, www.jacobs.com.