U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES  Administration for Children and Families  Administration on Children, Youth and Families  Head Start Bureau

 
 
 
 
 

RESOURCE GUIDE
ON HEAD START
EMPLOYEE
ASSISTANCE
PROGRAMS
 

 
 
 

Produced under Contract No. 105-90-1513, by Research Assessment Management, Inc., 1300 Spring Street, Suite 210, Silver Spring, Maryland 20910.
 
 

INTRODUCTION  

Head Start is a national program which provides comprehensive developmental Services for low-income, pre-school children and their families. Comprehensive services address needs in education; physical, dental, mental, and nutritional health; social Services, and parent involvement.

Head Start is administered by the Administration for Children and Families in the U. S. Department of Health and Human Services. The program serves over 720,000 children and approximately 1,400 communities and Indian Reservations across the United States, Puerto Rico, the Virgin Islands, and the outer Pacific Territories.

This manual provides guidance on the development of Employee Assistance Programs (Ears) for these Head Start grantees. It contains information on:

· Types of EAPs
· Program Design
· EPA Policy Statement
· Program Implementation and Operation
· Program Management and Administration
· Confidentiality Guidelines
· Examples of Head Start EAPs
· Organizational Resources

EMPLOYEE ASSISTANCE PROGRAMS FOR HEAD START GRANTEES WHAT IS AN EMPLOYEE ASSISTANCE PROGRAM?

An Employee Assistance Program (EPA) provides confidential, professional assistance to employees and their families who are experiencing personal problems that could affect their well-being and, in turn, their job performance. The primary goal of an EPA is to maintain an employee's ability to be fully productive in his or her job.

The objectives of an EPA are:

·To provide management with a resource for resolution of performance problems caused by an employee's personal and/or health problems;

·To improve employee job performance, including reduction of absenteeism and turnover;

·To assist employees and their families in addressing personal concerns which may affect their work performance; and

·To effectively and efficiently provide services to ameliorate mental health, alcohol, and other drug-related problems in the work force.

EAPs take on a variety of forms. Organizations chose EAPs based on their individual needs and the resources available to them. There are four basic types of EAPs.

Internal: This type of EAP is entirely "in-house." All of the programs and services are offered within the organization. This is often the most cost-effective EAP for large organizations which tend to have sufficient resources to hire their own EAP staff, medical staff, counselors, benefit managers, etc.

External: This type of EAP utilizes contracted community resources to provide services. Employees are referred to the contracted EAP for the services. This type of EAP would be the most cost effective for organizations with limited resources and fewer than 100 employees.

Combination: This structure provides a combination of internal and external services. For example, an organization could hire a trained professional to conduct in-house consultations and use a different contractor to handle employees in outlying or remote areas.

Consortium: This structure is designed for organizations that have too few employees to justify their own EAP consultant services. A number of small organizations join their working populations together into a single group consortium and contract with a provider to deliver a full-service EAP to all employees. Consortia have the ability to negotiate lower rates for the EAP based on service to a larger number of employees.

Types of services provided by an EAP vary as well. The most comprehensive EAP would include the following:

· Training supervisory staff in problem identification and referral;

· Consultation and evaluation (usually this involves a limited number of sessions, such as five or six, to determine what is needed and to prepare for possible referral);

· Referrals to counseling and treatment services;

· Follow-up on referrals;

· Counseling sessions to help the employee adjust to work while treatment is going on or after treatment is completed; and

· Education and health promotion programs.
 

WHY DO HEAD START PROGRAMS NEED EAPs?

Head Start employees, like those of any organization, suffer from the stresses and strains of daily life. Concerns such as marital/family and relationship problems, alcohol and drug abuse, legal troubles, emotional and psychological problems, financial pressures, and job stress, affect approximately 20 percent of any work force at any given time.¹

¹ The National Institute on Drug Abuse estimates that one in every five workers ages 18-25 and one in every eight workers ages 26-34 uses drugs on the job.

These concerns become serious problems to an organization when they interfere with job performance. An employee's personal problems may cause a decrease in work productivity, an increasing absences, and an increase in the risk to injuries on the job. Likewise, personal problems may affect the overall atmosphere of the workplace and create animosity when co-workers are overworked due to an employee's absences and inefficiencies. An EAP might enable the organization to help Head Start employees deal with these issues, to improve employee job performance and satisfaction, to increase the employee's commitment to the organization, and, ultimately, to improve the services provided to Head Start children and families.

Another important reason Head Start programs should consider offering an employee assistance program is that EAPs maybe cost-effective strategies for helping employees with personal problems. While figures vary widely, employers generally find that, for every dollar they invest in an employee assistance program, they may save anywhere from $5 to $16 in health care costs. The average cost for an EAP ranges from $20 to $25 per employee per year.

In addition, EAPs are valuable morale boosters for employees. Important ideas are conveyed to employees through an EAP, such as:

Employees are valuable members of the agency;

The employer cares about the employees and their well-being; and

It is better to offer assistance to employees experiencing personal problems than to discipline or terminate them.

Lastly, each Head Start grantee must abide by Federal requirements to create and maintain a drug-free workplace. The drug-free workplace requirements include:

Fully informing employees about the substance abuse policy and the consequences of violating that policy;

Establishing a drug-free awareness program, having resources available to deal with drug abuse, and establishing penalties that may be imposed on the employee for violating the drug abuse policy;

Requiring that employees notify the agency of any criminal drug statute violation occurring in the workplace; and

Taking appropriate personnel action against an employee who has violated the substance abuse policy.

Developing and implementing an employee assistance program can assist Head Start grantees in complying with the Federal drug-free workplace requirements.

It may also provide reasons to develop an alcohol- and smoke-free workplace. While these are not illegal substances, their elimination from the Head Start workplace is paramount for the health of employees and participating children and families.

  HOW TO OBTAIN THE RIGHT EAP FOR YOU

When looking for an EAP, it is essential that a qualified professional or professionals be consulted. EAPs involve many technical issues, so the importance of this outside consultation cannot be over-emphasized.

Each EAP should be based on the individual Head Start's organizational structure, organizational culture, employee needs, and resources. However, each of the following guidelines should be considered by all grantees in order to assure a comprehensive approach in obtaining an EAP.

I. PROGRAM DESIGN

1) ESTABLISH AN EAP ADVISORY COMMITTEE

An Advisory Committee should be established to provide overall direction and feedback to the EAP. The Committee should formulate specific strategies and procedures for implementation and operation of the EAP. A sub-group of the Health Services Advisory Committee could form the core of this Committee, with others added as appropriate.

2) ENLIST THE SERVICES OF A CONSULTANT

A professional consultant should be retained to assist in the selection of the EAP. The consultant should work with the Advisory Committee and the grantee to design and conduct a needs assessment which addresses information about the grantee, needs and ideas of the employees, and insights of supervisors and management. This data should then be provided to the EAP Advisory Committee to assist it in determining the most appropriate EAP for the organization.

A) Organizational Profile

The needs assessment of the grantee's organization should include as much of the following information as possible:
· Agency mission
· Location
· Number and types of employees
· Payroll as a percentage of budget
· Health benefit coverage
· Employee tardiness and absenteeism
· Turnover rate
· Termination
· Health insurance claims
· On-the-job injuries and time lost due to work-related accidents/injuries

B) Employee Needs Assessment

A survey of employees' needs at all levels in the organization provides essential data for determining the kind of EM' needed and gives a sense of "ownership" of the EM' to the employees. The assessment should be conducted by the outside consultant through individual interviews, group interviews, or questionnaires. Employees may be uncomfortable or unwilling to respond when discussing some issues and therefore need to be absolutely assured that any information which they share will not be attributed or traceable to them and will be held in full confidence. Information which should be explored includes:

· Emotional health
· Stress-related problems
· Financial/legal problems
· Family/marital issues
· Experiences with use and/or abuse of alcohol or other drugs

In addition, the employee needs assessment should include the following demographic factors:

· Sex
· Age
· Ethnicity
· Disability status
· Salaried or hourly employee
· Work status (part-time or full-time)
· Single parent
· Dual income couple

C) Supervisor and Management Needs Assessment

A management needs assessment would help identify management concerns about the ways in which employees' personal problems affect their productivity. Information collected should include:

· Current problems (absenteeism, turnover, accident and/or injury rate, medical
   benefits)
· Impact of alcohol and other drug abuse on performance problems
· Stress on the job
· Management's perspective of an EAP
 

3) DETERMINE THE EAP SERVICE DELIVERY SYSTEM

Based on the information collected by the Needs Assessment, the outside consultant should help the Head Start EAP Advisory Committee determine the type of delivery system (internal, external, combination, or consortium) best suited for the program. Based on resources and employee needs, most Head Start programs will probably decide to contract with an EAP provider in their area, either individually or with a consortia of other programs.
The minimum services provided by the EAP should address the following capacities:

· It should cover a broad range of employee needs, ranging from stress to abuse of substances
  (including smoking);
· It should be willing to tailor its services to the program's needs;
· It should include opportunities for employee education sessions; initial counseling sessions to
  identify the needs of the employee and prepare him or her for referral; and, where
  appropriate, follow-up counseling sessions to assist an employee in sustaining his recovery
  after treatment; and
· It should have experience and be certifiable as a professional EAP provider, or by an EAP
  association.

4) DEVELOP AN EAP POLICY STATEMENT

An EAP policy statement should express the desire of management to achieve a healthy work force, both for the well-being of the employees and for the possible positive impact on productivity. In addition, the policy statement should outline the services available, location of the services, the parameters of confidentiality and policies regarding proper use, referral, and management responsibilities. When EAP services are contracted, the written contract should clearly state the limits of services and any liability obligations.

5) APPOINT AN EAP INFORMATION LIAISON

An employee in the Head Start program should be appointed to serve as the EAP Information Liaison. The liaison would be the main point of contact for questions about the EAP from the EAP professionals and/or Head Start staff. In addition, the liaison would be responsible for publicizing EAP services and activities.

 

II. PROGRAM IMPLEMENTATION AND OPERATION

1) PROMOTE PROGRAM TO EMPLOYEES

Once the EAP service delivery method is in place, management, the EAP liaison, or the EAP provider should promote the program to the employees. Employees should be given an orientation session, including written materials describing the EAP, and training on its use. Promotional materials and activities should be ongoing and directed at all levels of the organization.

2) COUNSELING ACTIVITIES

The EAP should encourage the use of client services and make it easy for employees to approach the EAP during work hours or after work hours for assistance with problems, or to be referred by supervisors or peers. Supervisors need to be trained in identifying signs and symptoms of troubled employees, whether due to substance abuse or other personal problems, so that they can recognize poor job performance, insist on corrective action, and refer employees for further assistance. Once an employee is referred, the EAP should conduct an assessment to determine whether or not to refer the employee for further assistance or to provide on-site, short-term problem solving. In addition, the EAP should be prepared to immediately respond to an emergency situation where an employee requires counseling.

3) FOLLOW-UP TREATMENT

Follow-up treatment is essential to the success of the EAP, and the availability of post-treatment and follow-up services helps ensure success of the treatment.

III. PROGRAM MANAGEMENT AND ADMINISTRATION

1) REVIEW OF EAP POLICIES AND PROCEDURES

Written policies and procedures should be reviewed and updated annually. The policies and procedures should outline the extent of the EAP and emergency services, and should detail mechanisms for problem resolution, and, where appropriate, employee reintegration into the workplace. Each new update should be communicated to all employees.

2) PERIODIC REPORTS TO THE EAP ADVISORY COMMITTEE

In order to maintain program visibility, accountability, and support, periodic reports should be provided to the EAP Advisory Committee. The report should include statistical information about the use of the program, such as number of referrals, other services provided, costs, etc. For smaller Head Start grantees, even the statistical content needs to be sufficiently general to avoid causing unwitting breaches of confidence of individual employee confidentiality.

3) MAINTENANCE OF CONFIDENTIALITY

Credibility of the EAP hinges on the perception of it by employees. Confidentiality of records and services sought must be assured. A policy outlining the confidential maintenance and handling of EAP records, discussions, and other information sought in the context of employee assistance, must be developed and approved by management. Access to counseling services should be at a convenient location which ensures privacy.

The EAP Advisory Committee should ensure that management and employees are fully aware of the program's confidentiality policy and that it will be followed. Varying sizes of programs or numbers of participating employees may affect the capacity to provide confidentiality. All information provided by the EAP should be carefully screened to be sure nothing can be attributed to an individual employee or group of employees.

4) EMPLOYEE EDUCATION

Employee education is an essential component of the EAP. Activities should include regular presentation of information designed to develop or increase employees' awareness of alcohol, smoking, and other drug abuse; mental health and emotional concerns; and family problems and their affect on work performance.

5) EVALUATION OF THE EAP

An EAP should be able to evaluate the appropriateness, effectiveness, and efficiency of its operations. At a minimum, the EAP should assess its staff performance, employee satisfaction, and achievement of the organization's goals yearly. The evaluation should include:

· Number of referrals made
· Employee and management satisfaction with the EAP services
· Treatment completion rates
· Improvement in work performance or attendance
· Follow-up contacts
· A quality assurance component

The results of the evaluation should be utilized to make adjustments in the EAP services. The most effective EAP is one that is responsive to the needs of its employees.

EXAMPLES OF HEAD START EAPs

Several Head Start grantees have successfully implemented EAPs for their employees. The following examples provide brief overviews of successful Head Start EAPs in an American Indian Programs Branch grantee, a regular Head Start grantee, and a Migrant Programs Branch grantee.
 

1)

EARLY CHILDHOOD COMPONENT - OGLALA  SIOUX TRIBE  Head Start Program and Parent Child Centers  #1 Pre-School Road, P.O. Box 279  Porcupine, South Dakota 57772  Contact Person: Joanne Conroy, Director  (605) 867-5170  The Oglala Sioux Tribe Head Start program has contracted with a national EAP provider. The cost to Oglala Sioux is minimal and services are provided to 82 employees and their families. For each employee, $25 is taken out of the fringe benefit fund to pay for the EAP. This fee entitles the employee and the employee's family to seven one-hour contacts with the EAP per year.  Services provided to employees and their families through the Oglala Sioux Head Start EAP program include:  · Initial employee assessment;  · Referral and/or counseling for personal problems, including, but not limited to,    chemical dependency, mental health problems, marital problems, family    problems, and financial or legal problems;  · Mailings to employees four times a year to acquaint them with the use of the    EAP;  · Orientation sessions for employees;  · Supervisor and employee training on a variety of topics; and  · Maintenance of affiliate providers.  In addition, the EAP contractor provides sample letters to the Oglala Sioux Head Start that can be sent to employees informing them of the EAP, along with sample EAP policy statements and yearly utilization reports.  Oglala Sioux Tribe Head Start appointed a Head Start staff person as the Employee Assistance Program Coordinator. This person serves as the liaison to the EAP contractor and helps give exposure to and promote the utilization of the EAP by employees and their families.

 

2)

SOUTH CENTRAL CHILD DEVELOPMENT, INC.  Head Start Program  P.O. Box 1020  Wagner, South Dakota 573 80-1020  Contact Person: Richard Thaler, Executive Director  (605) 384-3683  The South Central Child Development Head Start program has contracted with a national EAP provider. Costs are minimal and services are provided to approximately 40 Head Start employees and their families. For each employee, approximately $27 is taken out of the fringe benefit packet to pay for the EAP. This entitles the employee and the employee's family unlimited access to the EAP.  Services provided include:  · Training of key management and supervisory personnel in the benefits and    utilization of the EAP;  · Orientation of employees regarding the EAP, including Drug-Free Workplace    awareness;  · Employee and family assessment, consultation, and referral;  · Providing of program materials and periodic newsletters; and  · Administration of the EAP, including utilization reports and maintenance of all    records.  The South Central Child Development, Inc., Head Start EAP has been in existence since 1986 and has been actively utilized by employees and their families.

 

3)

EAST COAST MIGRANT HEAD START PROJECT  1056-B East Michigan Street  Orlando, Florida 32806  Contact Person: Marty Hillary, Human Development  Specialist  (407) 649-9823  The East Coast Migrant Head Start Project established an EAP in 1989, through a contract with a national EAP provider. Services are provided to employees and all family members living in the employee's household and/or significant others and children who may be living out of the home.  The East Coast Migrant Head Start Project EAP includes short-term counseling of up to eight structured therapy sessions per problem or issue. There is no limit to the number of times an employee or family member may use the program in a year. In addition, there is a 24-hour hotline number in which any employee or family member may call to receive assistance through a counselor or by referral to a local agency. Also, the EAP provider mails a pamphlet and letter to each employee four times a year reminding them of the program.

 

ORGANIZATIONAL RESOURCES  

Employee Assistance Professionals Association, National Office and Resource Center, 4601 North Fairfax Drive, Suite 1001. Arlington, Virginia 22203. Telephone: (703)522-6272. The largest international association of EAP professionals.

Employee Assistance Society of North America, 2728 Phillips, Berkely, Michigan 48072. Telephone: (313) 545-3888. Another major association for those working in the EAP field.

National Clearinghouse for Alcohol and Drug Information, P.O. Box 2345, Rockville, Maryland 20852. Telephone: (301)468-2600 or (800) 729-6686. An information and referral service of the Office of Substance Abuse Prevention of the U.S. Department of Health and Human Services. Publications list available upon request.

National Institute on Drug Abuse Workplace Help line, 11426 Rockville Pike, Rockville, Maryland 20852. Telephone: (800)843-4971. A toll-free information and referral hotline for employers establishing workplace drug abuse programs .Occupational Program Consultants Organization, P.O. Box 06205, Columbus, Ohio 43215. Telephone: (614) 464-0191. A national information network of EM' external service providers.

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