1. Tom Ruggieri, LCSW-C, University of Maryland Tom Waldecker, MSW, University of Michigan

2. Allows your smaller program to be more competitive with the externals; Instantly adds the ability to consult with all of IAEAPE; Instantly adds the ability to share and receive resources from IAEAPE membership; Externals do NOT have the ability to share resources with their competitors! Set a standard of excellence not offered by competitors

3. What IAEAPE Members Do That an External Wouldn’t Dare Do! Share Policies; Share Resources, including PP presentations, Brochures, Procedures, Marketing Ideas, etc.; Consult on cases, with ideas from sometimes as many as 20-30 people; Literally drive or fly to another IAEAPE member’s institution to assist in any way!

4. How to Use Value Statement and Core Services A guide for your own level of comprehensiveness; Provides a level of consistency between us; A reminder to your administration of your role within the University and the competitive nature of your EAP through your relationship with your IAEAPE colleagues; A defense of your program in the midst of possible external takeovers;

5. History Of Development The Why’s – Examples-IAEAPE Strategic Planning Committee Formed Spring 2009: Donna Buehler, Dan Hughes, Ingrid Kraus, Patricia Demyan, Tom Ruggieri, Tom Waldecker Agreement to develop an offensive strategy to strengthen and enhance internal EAP’s within Universities and other teaching institutions. Agreed to promote value and brand – IAEAPE programs Gathered input from membership via list serve Value and Core service documents developed with focus on shared values uniqueness and strength.

6. Value Statement of IAEAPE Programs Articulates our principles which guides our development of core services; It is our IAEAPE Mission Statement These elements are spelled out more clearly in the Core Services

8. Section 1: Services to Faculty and Staff Particular focus on how internals can do it better: Always face-to-face vs. 1-800-TALKTOME; Flexibility to go beyond the prescribed number of sessions vs. externals who lose money if they do;

9. Section 1: Services to Faculty and Staff, con’t. Familiarity with and integration into the campus culture vs. canned orientations and presentations that work in any organization; Other services that are generally too costly for externals, e.g. ELF’s, welcome programs, wellness & work/life programs, OD services and more;

10. Section 1: Services to Faculty and Staff, con’t. Access to IAEAPE members extends the breadth, reach and expertise of your program; Dependent coverage of an internal is almost always included, whereas some externals charge on a per capita basis, sometimes charging more for dependents; On/Near campus office allows for convenience; Referrals from internals are routinely used (quality tested) and have a track record vs. an out of state provider trying to locate/matching a quality referral; Substance abuse follow-up is essential, and takes time.

12. Section 2. Services to Managers/Supervisors You have the knowledge of how to help identify behavioral health issues in academic setting and how to help a supervisor coach and motivate faculty/staff. Examples: You know institutional resources and Provost staff, HR, Associate Deans, Chairs because of multiple committee participation, something for which externals would charge extra;

13. Section 2. Services to Managers/Supervisors, con’t. You partner with other departments, e.g. CISD; Change Management; Reorganizations; Conflict Resolvers Network: http://www.umd.edu/CRN/index.cfm http://www.umd.edu/CRN/index.cfm

15. Section 3. Services to the Organization Knowledge of policy and programming in an academic setting; Review unique behavioral issues in educational institution; Provision of risk assessment & interventions; Importance of collegial outreach; Participation as appropriate in evaluation & research efforts & networking

16. Section 3. Services to Organization, con’t. You know how institution policies affect the behavioral health issues of staff, faculty and academic units. Partner in risk assessment intervention strategies; You own a part of responsibility for collegial outreach to improve health of organization.

17. Section 3. Services to Organization, con’t. How can you help the organization? Non clinical services-help profile to the institution Minimize work loss time

18. Let’s Sum Up Key decision makers and influential people need to know what you do; Make sure your services include more than just clinical services; Develop a web of interconnected supports throughout your institution; Use IAEAPE regularly for your external support and as your “BACK UP”. What have you done to make your program survive?