|PRESIDENT ELECT(1 vacancy)
|Steve Garnham, Elkins Park,
I served as the Chapter President for the Greater Phila. Chapter, PA01, from July 2003 and June 2007 (2 terms),
as US Director at-large on EAPA Board of Directors 2012-2014, Vice-President of Keystone Chapter, PA03, from
January 2012 through December 2015 and President from January 2016 until it was dissolved in 2017. I am currently
President of the Labor Chapter, LABR, since October 2017.
In addition, I have been an EAPA member and CEAP since 1997. I served as EAP for Philadelphia Police Department
as a sworn officer from 1995 until retiring in 1999. I was employed as an internal EAP counselor at the US Postal
Service, Phila. In 1999, and also served as Clinical Supervisor there from 2001 until 2005. I was EAP for an
external provider, Curo Aeger EAP, from 2005 until 2006 when I left to become internal EAP at Amtrak from 2006
until retiring in 2016. I currently am on EAP panels for Access EAP, Harrisburg, PA, Lehigh Valley Health
Systems, Allentown, PA, and AIIOne EAP, Wilkes Barre, PA. I am the training and development coordinator for
OnDemand EAP in Camarillo, CA.
I am the owner of Comprehensive Workplace Training, Elkins Park, PA, providing training and consulting as well as
As president and one of the founding members of the Labor Chapter, I was able to pull together a somewhat
fragmented group of Labor members to form the virtual Labor Chapter. In addition, throughout my career in EA, I
have been able to build bridges between groups who otherwise would remain apart. One example would be at Amtrak,
as the EAP for the Northeast Division, I was able to bridge the gaps that existed between Operation Redblock
(then run by the union) and the company sponsored EA Program.
I also maintained an active mentorship and was able to have at least one year-long intern as well as several
practicum students with whom I provided an introduction to the EA Field. I still, even though I am only working
with EA affiliate clients, maintain an active mentorship with several professionals in the field.
Vision & Goals:
If I am elected to the President-elect position, I will work to support the inclusion of diverse groups into
EAPA. I have already begun that with the Labor Chapter. Additionally, I would like to see existing chapters
embrace new ways of increasing membership and provide those chapters with the support they need to provide a
"value-added" experience to their members. Other organizations such as SHRM provide more and varied resources to
their members. I would work to partner with other organizations and find areas of mutual interest and benefit.
Critical Thinking Response:
The first requirement for me would be to see the impact on members and membership. EAPA depends upon several
major sources for revenue, including the conference. Yet, the conference for most EAPA members is priced out of
reach, unless their employer is sponsoring them. One plan might be to scale back the annual conference and have
multiple regional conferences throughout the year. Local agencies, whose budgets would preclude them from
attending or exhibiting at a large annual conference, may be more inclined to participate on a more local,
affordable level. A polling of members through direct email would provide a possible barometer as to the
feasibility. A comparison of previous year revenue to future revenue would gauge the impact. If successful, it
could be replicated and possibly hold a general conference once every 3- 5 years.
|Kristin Rantala, Cedar, Minnesota USA
President –Upper Midwest Chapter of the Employee Assistance Professional Association –August 2001 to
Employee Assistance Certification Commissioner – October 2014 to present
Chair of Employee Assistance Certification Committee – October 2016 to October 2017
Immediate Past Chair of the EACC – October 2017 to present
I have spent the majority of my professional career working in highly matrixed organizations and with that,
learned how to influence without authority. Much of that work has focused on building bridges, relationships and
trust with stakeholders – both inside and outside of the organization in which I worked.
I spent most of the past 5 years leading client management teams who managed customers who had Global EAP and
WellBeing services. The teams I managed were made up of employees who were located in various countries/regions
across the globe (US, UK, India, AUS, Canada, China, Singapore, Hong Kong). I have had the privilege of helping
the teams consistently meet and exceed their goals – both in terms of client retention and upsell. In order to
meet and exceed the goals set out before us, we needed to put together strategic plans each year for the book of
business. Those plans thoughtfully outlined action steps/milestones for the coming year. And, as with all plans,
they were monitored, tweaked and modified as the year progressed.
Whilst leading those teams I have had the opportunity to present at industry conferences and webinar
presentations that focused on EAP, WellBeing and Wellness at Work – for both US domestic and international
I also worked as a Director of Strategy and Analytics for about 7 years. In that role, I was responsible for
developing behavioral health and EAP reporting packages for the book of business and turning data into customer
facing value stories.
Vision & Goals:
My vision for EAPA is growth. As an organization we need to “fill the funnel” with new members. We are at a place
in time where it is critical to engage people who are new to the field, both in the US and internationally. It’s
critical that we assist the global EA Professionals of tomorrow in learning the set of skills and knowledge base
necessary to be true EA Professional. We have a great opportunity to share knowledge, history, skills and
experience from a seasoned group of EA Professionals with a younger cohort of people new to EAP work. If we don’t
take advantage of this opportunity, we put our very profession at risk as there will be no one left who truly
knows and understand what it means to be an EA professional. We need to start engaging people earlier on in their
career paths – whether that means whilst they are in school or in the workplace. This may entail working more
closely with colleges and universities to help them understand the nuances of EAP services.
Part of that work to grow the organization will need to include possibility of changing the CEAP credential. The
number of new CEAPs has been dwindling for years and the cost of maintaining the exam as is is not sustainable
for the organization. We need to explore different ways to certify that people have the knowledge and know-how to
do EAP work. And, with it, embrace the many and various kinds of EAP work that people do, be it counselling,
program administration, internal EAPs, being part of an affiliate network, network management, critical incident
response, trainings, etc. I envision a CEAP credential that has an initial level of certification that focuses on
core technology, but also has additional tracks for “specialty” certification over and above the initial
Another crucial aspect of growing EAPA is embracing technology. How do we better capitalize on social media? How
do we use it to communicate, educate and promote the EA field? And – is there a way to use to drive revenue?
Critical Thinking Response:
Changing the way the CEAP credential is obtained would allow for increased revenue growth and (potentially)
decreased cost for EAPA. Building multiple specialty tracks could drive revenue growth because it would offer the
opportunity for EA Professionals to continue to grow their knowledge and skills and demonstrate that mastery by
obtaining multiple levels of certification. Additionally, by eliminating the requirement of a psychometrically
validated exam, the organization would save a good deal of money on test development and maintenance fees.
The continued development and promotion of content-rich webinars is another way to increase revenue. As EAPA
continues to create high-quality webinars regarding high-demand topics, more people will use those vehicles as
ways to “collect” needed PDHs but also come to rely on EAPA as the go-to source for quality educational
opportunities on timely topics.
Growing our membership numbers – especially by engaging new members and students – would be another option for
|Lee Ann Aden, Denver, Colorado USA
- EAPA Secretary / Treasurer – Sep 2016 - present
- EAPA Board of Directors At Large member – Oct 2014 –Sep 2016
- Colorado Chapter – Treasurer September 2011 to 2016
- EAPA Finance Committee – October 2010 to present
- EAPA Conference Denver Host Committee Co-Chair – October 2011
- Finance: I am a licensed Certified Public Accountant in the state of Colorado with 15 years
of non-profit accounting experience. I am the Chief Finance Officer for Peer Assistance
Services, a 501(c)(3) non-profit where I am responsible for oversight of business policies
and accounting practices. I prepare the annual budget and all financial reporting. I am
responsible for analysis of financial and operational data required to assist the CEO in
making strategic decisions. I oversee risk management and legal activities including
letters of agreement, contracts, leases, HIPAA and 42 CFR part two compliance, and
coordinate all activities with external legal counsel.
As the Colorado Chapter Treasurer, I identified an opportunity to contract with the State of
Colorado to provide financial & administrative services for a specialized program for
mental health professionals. This has created a multi-year, renewable revenue stream to
support Chapter activities above and beyond membership dues.
- Strategic & Critical Thinking: In my role as CFO of Peer Assistance Services, I have
facilitated strategic planning sessions with our Board of Directors on three (3) occasions.
The focus on these sessions was planning at the organizational level. I have also
facilitated sessions for various departments focused specifically on programmatic
strategy. In my role on the EAPA Board of Directors, I have participated in multiple
strategic conversations and operational actions to implement those strategic objectives. I
served on the CEO search committee and was most recently involved in the revision of the
Vision & Goals:
Vision of EAPA:
- Thought leader in the fields of behavioral health and workplace issues positioned
to influence national policy development.
- Clear and effective messaging to communicate the value of EAP; messaging to
business owners as well as messaging to recruit & retain members.
- Facilitation of a global forum for the exchange of ideas related to support
workplaces. (EAPA is not the sole voice of employee assistance; the association
can improve collaboration with non-US organizations.
In order to achieve this vision, the Association needs strong financial management,
oversight of corporate practices and the implementation of industry best practices. The
staff is small; therefore we need to identify methods to mobilize the membership to move the
Critical Thinking Response:
What is needed?
How to Proceed / Evaluate
- Review of market demand among members for products and services currently offered.
Identification of potential new services.
- Analysis of current education and training products including the utilization, fee to
members, and cost to provide the service. What products / services would be attractive
- Identification of potential strategic partnerships and funding opportunities
- Environmental scan to determine if there are revenue streams that are not related
directly to member services (e.g. administrative services contracts).
- Identify a task force to include a board representative, a member representative, and
staff. Outline mechanism for conducting the environmental scan and related analysis.
Do we have the skill set in-house or do we need to hire an expert consultant?
- Identify 3 actionable items based on the environmental scan and analysis.
- Present recommendations to full Board of Directors for approval and prioritization based
on ROI. Set a revenue target for each action item; evaluate progress towards target at
|AT LARGE DIRECTOR (7 total vacancies, at least one non-
US, at least one from Organized Labor)
|Dan Boissonneault, Hamden,
- Currently Director At Large (Organized Labor)
- Currently President of Connecticut Chapter
- Past Vice President of Connecticut Chapter
I have a Facebook and LinkedIn account and will post and comment on EAPA's accounts.
Vision & Goals:
My vision for EAPA is to grow the brand through a labor-based feeder system, such as what the IAMAW is doing.
Emplooyee Assistance in its purest form does not require any clinical licensure, only the understanding of it for
referrals. I believe that we have a great reservoir of potential CEAP's hidden in plain sight within the ranks of
peer to peer programs.
Critical Thinking Response:
I believe that EAPA can become a leader in EAP education by sanctioning programs developed and administered by
others. This could either be a set price per student or by the course, similar to PDH approval process. As
subject matter experts, we can also oversee credentialing of similar programs akin to "Good Housekeeping Seal of
|Julia Corbett, Fort Myers, Florida USA
I have served as the Treasurer of FL 05 for a number of years now, and was responsible for regaining our non-
profit status reinstated in 2014 without hiring legal or accounting help. Chris Drake was a wonderful help in the
I also had the opportunity to serve on the 2009-2010 Standards Task Force which created the 2010 Edition of EAPA
Standards and Professional Guidelines.
I have worked in the EAP field since 1999, and have been a member of EAPA since 2001. I have served on the board
of our local chapter in various capacities since 2003. I was able to work with the Florida Council on Compulsive
Gambling and arrange for a 60 hour training for our members to become educated regarding compulsive gambling, and
able to have the educational foundation to seek out certification in gambling if desired.
I also worked with our chapter in hosting the EAPA conference in Tampa in 2010. As our chapter is geographically
diverse, I was able to assist in developing web based meetings and even provide training sessions through this
I was responsible for leading a leadership development program in my parent company, including individual 360
assessments of all our leadership members, and then devising a training program to target specific areas of need
identified. This was a 3 year project.
In 2013, my parent company merged with another and I have had the opportunity to work through the often confusing
task of combining 2 bureaucracies into one new one. This included renaming/rebranding our EAP, and initiating
offering video counseling for employees. I was able to work with various stakeholders through this transition and
As the director of a regional EAP, I am responsible for marketing both to those companies we currently do
business with, as well as reaching out for new opportunities. As the only CEAP in our company, I am responsible
for the strategic plan for our department, as well as implementation of the resulting goals.
Vision & Goals:
I believe that EAPA has the unique position to be the standard bearer for an industry that I am proud to be
associated with. Employee Assistance programs can be a tremendous asset to business and industry, especially when
human capital is misunderstood and underappreciated. I applaud our international focus on expansion, sharing this
blessing with the world. My vision, however, is focused on strengthening our base here in North America. I want
to claim our status as subject matter experts on the impact of substance use disorders on the workplace. As state
after state legalizes the still federally illegal drug marijuana, and many are pulled in to political battles for
or against it, I believe we can position ourselves, based on our historical beginnings as Occupational Alcoholism
programs, as the experts on the impact of marijuana in the workplace, and helping our companies develop/tweak
effective policies that reflect each company’s desired outcomes with this new challenge. I would like to head up
a task force which can develop state specific presentations, reflecting the state’s own legal situation and the
best approach for employers to take in dealing with it. We can then provide this material to the chapters to
provide to local audiences.
Critical Thinking Response:
In order to develop a plan, I would first need to be aware of current operations, and their relative
effectiveness in creating the desired outcomes, i.e. increasing revenue. In concert with the rest of the Board,
we can create a list of potential operations, and evaluate them and prioritize their implementation. Those
operations which initially demand the lowest outlay of funding would likely get my vote.
My initial plan, as mentioned in my vision for EAPA statement, would be to develop training programs to be
disseminated to the local chapters, and/or provided by national EAPA representatives if needed. These programs
would focus on educating companies on how to handle the intricacies of managing a workforce that may include
employees using medical marijuana. We can charge for the presentations, and increase revenue both with the local
chapters and EAPA national as appropriate, as well as increase our name recognition as subject matter experts. We
can reach out to other organizations, such as SHRM, OSHA, NASP/IASP, OH&S, ASSP and others, and ask to present at
their annual conferences both on the state and National levels. To evaluate the success of this endeavor, income
from the various presentations can be monitored, as well as the number of presentations provided, and the nature
of the recipients.
|Eugene Farrell, Birmingham, United
I have been a member of EAPA since 2001 and EAPA UK since 1997. In that time I have been a board member in the UK
continuously for 20 years. Vice Chair 2004 – 2006, Chair (President) of the Branch 2006 - 2010, Immediate Past
Chair 2010 - 2012 and currently I am the Vice Chair. In 2016 I was awarded Emeritus status by EAPA UK.
In my time on the board I have worked a many projects:
Bye Laws revision
Complaints and disciplinary process
Standard of Practice
I have presented at conferences on behalf of EAPA UK in the UK and Europe on a diverse range of subjects.
Managing Post Trauma and Critical Incidents
Selection an EAP Provider
Mental Health and Technology
I have written many articles on behalf of EAPA UK on a wide range of subjects pertaining to EAP, workplace and
In 2008 I was elected International Director of EAPA in the USA and served on the board for two terms until 2012.
The board worked to develop a new strategy that was published in 2012, I also worked on the EAPA Awards Taskforce
I have attended EAPA conferences in the USA, my first being Vancouver in 2001.
I have also been Secretary of The Employee Assistance European Forum in 2010 – 2012 and board member 2012 – 2014.
I have a huge passion for EAP work and for EAPA, but that is not enough to elect me to the board. To contribute
to a board such as EAPA, a director has to bring skills and experience, not just in Employee Assistance, but in
business, finance, marketing and strategy. I have an extensive experience in board working, in EAP in the UK and
USA, but also in a members' organization with some 30,000 members within the UK where I was a board member and
Chair (President). As Chair I brought leadership to the board and to the organization and set about developing a
new strategy to address the important issues that members share, including a declining membership, ageing
members, the demands of technology and changing needs of younger members. These are very similar challenges that
EAPA now faces. The strategy remains in place and has transformed the organization. My successor was developed
under my Chairship, and has continued the work. In EAPA UK I have both led the Branch and supported others who
have led. People look to me as a leader not only because of my experience but also who I am. Personally I have
always given my utmost in both leading and helping others as a way of leading.
Board members have a duty of governance over the finances of the organization. I am knowledgeable and experienced
in working at budget setting and oversight. Ensuring compliance with the fiscal aims of the organization. This
might seem a minor thing but it is hugely important and often overlooked.
My use and enthusiasm for technology is unbounded, I have presented at conference on technology and mental
health, and keep abreast of technology and how it can be used in treatment, diagnosis and for communication.
Technology is going to be key to membership organizations in the future in creating connectedness, communication
and delivery. I really don’t think it will be too many years before online referrals and counselling sessions
will outnumber the face to face sessions. I’ve worked with some really amazing start-ups that see the world
differently and move at a fast pace, identifying market gaps and developing solutions. Some of these start- ups
have been incorporated into my company’s services within and outside of EAP work.
Working for a health company I see the corporate world in a slightly different way, I get involved in wellbeing
programs a lot, and work with large organizations to provide vision and consultancy. EAPA too needs a clear
vision in where it wants to go. The world is changing fast, and EAPA needs people who can help keep it ahead, or
it will face difficulties.
Social media is a very natural place for me; I took to it immediately and actively engage every day in some way,
whether that is tweeting, Instagram, blogging or Facebook. I regularly write and present webinars as way of
reaching more people. As a communication tool it has huge advantage and doesn’t have to be onerous. I have not
been one for Vlogging, but I can see huge merit for it in video communications and as a tool for training.
My reading is constant and I do like to keep in touch with current research, I have published research formally
and informally. Leveraging the PR value from a consumer research piece has value to the organization and
maintaining its voice in the market. Over many years I have written articles and contributed to journalist
pieces. I am trained in PR and media and allowed to do press, radio and TV by my employer.
In the UK we are going through huge attention and changes in mental health and EAP’s have been a part of that. I
have worked over 20 years to influence public policy with key government figures, think tanks, and mental health
charities. EAP is very prominent now in the UK, and I can say that I have been a key part in making that happen.
As a person I make friends, I smile and have fun. If you have ever seen me at conference you will know that I
have fun with it and make lots of new friends. It allows me to engage with people at all levels and bring my
experience and knowledge to the table.
Vision & Goals:
Technology is transforming how we do business, how we communicate and how healthcare is delivered. It is really
important that EAPA members are equipped and ready for the challenges that technology is going to bring, and the
emerging needs of clients. Millennials are now in the workplace and this generation is the first to be brought up
in a digital age. We must be fully prepared for the changes that are coming and EAPA could play a large part in
ensuring this happens positively.
Membership organizations are continually challenged to recruit and renew members. EAPA has to remain relevant and
valuable to its members of all ages and cultures. We need to fully understand why people remain members and keep
doing that; actually do more of it! This may take some investigation to fully understand it, but it would be
worth it. EAPA should find new ways to engage with members, to create new and different relationships. I do think
we need to investigate what makes EAPA a family. Engagement can come from using technology to communicate better,
to make our leaders more accessible and visible, and to create strong and vibrant communities. EAPA could develop
tools and platforms that help Chapters and Branches to engage and grow. Coaching to grow members locally could be
a powerful program, developed centrally and rolled out across all Chapters, continually growing the content from
experience. This could help in recruiting more members.
We also need to be cognizant that new technologies must be adopted and new ways of doing things if we are going
to attract a new generation of professionals. We have all the experience, and we may need some of the know-how
from our younger members. EAPA should not be afraid to embrace new technology.
Communication to members from is very flat currently and tends to be written, flowing mostly in one direction. If
we can adopt new technologies we could become more open and accessible and improve the flow of information in
both directions. Such changes could significantly improve the level of relationship that we have and greatly
increase the strength of relationships.
Currently the website is rather static and not very engaging, I would like to see a full review of the site to
create a more visual and dynamic site that engages members more. Something with more visual appeal and more
content such as video. Chapters could have space within the site to create a consistent appearance and operation,
thus removing some of the burden of maintenance from Chapters. Creating a more social environment would increase
the strength of relationship and allow members to engage and share ideas and experience.
EAP needs to increase its global presence and should actively seek new markets and work with them to grow their
own form of EAP.
Critical Thinking Response:
A membership and credentialing organization such as EAPA has limited opportunities to raise further revenue. Its
main income is from membership fees and raising these would generate more income. This however is not a good
option; there is very often an inverse relationship between raising fees and membership numbers. EAPA needs to
undertake projects that are low cost and low risk. The other options remain around reducing overhead costs,
and/or selling other products.
Overhead should be examined to ascertain if there are any opportunities to reduce costs, this might come from
reviewing supplier contracts and negotiating better deals. I would task the CEO to undertake a full review of all
contracts to ensure best value has been gained. A small group from the board could assist as part of a review and
decision making panel with authority to proceed in a way they believe is best.
Processes within the administration of the organization ought to be reviewed; these may be inefficient and could
possibly be improved with technology. I would seek some expert assistance from the membership to provide input,
and appoint a small task force to work with the CEO to undertake a full review and report back with a
transformation plan, fully costed. External assistance might be required here to provide specialist knowledge
for this review and I would task the CEO to research possible experts that could work with EAPA.
EAPA could sell more products in the form of training that could be delivered virtually by experts in their
field. What is most important is understanding what members need, therefore I would form a group to survey and
talk to members about what they need from EAPA and how much they would be willing to pay for it. This could drive
the development and delivery.
In the UK we have seen a growth in mental health awareness training delivered to employees in the workplace. EAPA
should investigate creating a licensed program that could be delivered through trainers that are trained
initially by EAPA. The program could be owned by EAPA and fees collected for each delivery or for training
There is little in the form of merchandise that identifies the individual with EAPA. It might be good to work
with an external partner who could develop and supply merchandise branded to EAPA and look at more fun items like
bumper stickers and T-shirts. There are many creative companies who would be willing to tender to work with EAPA.
A group should undertake the work with the CEO to look at this opportunity.
There may be merit in looking at live streaming the annual conference through a paid for channel, this could
perhaps start out as main sessions and key notes, and developed into a wider streaming of sessions. This would
allow more members to attend virtually and receive the benefit of PDH hours. A relatively small task force could
investigate this and undertake limited testing in quite a short time frame.
|Michele Grow, Sydney, Australia [non-
My service to the EAP global community includes:
- Service on the EAPA Board of Directors as At Large-Non US Director for a period of 4 years until October
- Member of the EAPA Task Force on EAP Value Proposition in 2013
- Service as the Treasurer (Executive Committee Member) of the Employee Assistance Professionals Association of
Australasia (EAPAA) from 2006 to 2012
- Active member of the Asia Pacific Employee Assistance Roundtable (APEAR) and attendance at all annual
conferences since 2008
- Active member of the Employee Assistance European Forum (EAEF) and attendance at all annual conferences since
I have held CEO and Director roles since 2006, including my current role as CEO of an AUD50m+ EAP, Critical
Incident and Wellbeing organization (the largest provider in the Asia Pacific region).
During my tenure I have more than doubled the revenue, improved our retained margin, introduced a wide range of
new service initiatives, developed long-term service partnerships, increased our international service footprint
and acquired multiple businesses and integrated them successfully into our business.
I am the authorized spokesperson for our organization for all media relations and am regularly interviewed for
radio, television and in print media on key issues. In August 2018 I have been recognized by the prestigious CEO
Monthly Magazine as 2018 Motivational Speaker of the Year – Australia.
I have been an active part of the EAP Industry in Australasia since 2002 and have held Executive or Board roles
from 2006 to 2016. In addition, I am active in all global associations, and with partner providers in more than
I have strong business acumen and experience, built from a combination of tertiary study, many years of direct
accountability for the financial performance of business, and from direct involvement in the acquisition and
divestment of business.
Specific examples include:
In addition to the financial performance achieved, and involvement in the assessment of other businesses during
due diligence for sale/disposal, I have taken an active role in strategic planning for my own organization and on
a commercial basis for other organizations in the Asia Pacific.
||Bachelor of Business
Master of Business Administration (Human Resource
Graduate Diploma (Corporate Management)
Master of Science (Global Management)
||Graduate of the Australian Institute of Company Directors
||Fellow – Australian Institute of Management
Fellow – Australian Human
Associate Fellow – Australian College of Health Services Management
Member – Chief
Executive Women (invitation membership only)
Member – Australian Institute of Company Directors
|Mergers & Acquisitions:
||2006 – Acquisition of a Rehabilitation Business
2011 – Sale of a Rehabilitation Business
2011 – Sale of direct company from foreign ownership to Private Equity
2012 – Acquisition of an EAP Business
2012 – Acquisition of a Physical Health Business
2013 – Part of a successful IPO
2013 – Merger/listing of direct company on Australian Stock Exchange
2014 – Acquisition of an EAP Business
2015 – Contribution of business acquisition of a related company entity
I have conducted strategic planning exercises on an annual basis for large scale organizations such as Queensland
Health, and Endeavour Energy, and have brought specific focus on not only the development of strategic plans but
have demonstrated experience in executing the defined actions required to deliver the high-level outcomes.
I have been involved in industry research and have been a contributor to one of the largest EAP Return on
Investment measures since 2007. This is now an annual study and is published across our own customer base and is
now used as a metric not only in Australia, but also internationally.
I have built and maintained a large number of key partnership agreements with major organizations such as
beyondblue (the pre-eminent Australian authority on anxiety and depression), as well as financial, educational,
parenting and health partnerships. These demonstrate my ability to deliver successful outcomes for multiple
parties over an extended period of time.
I have spent the last three years working with a major branding agency (DDB Worldwide) to deliver a highly
successful company rebrand that has been applauded by customers and our partners.
I am a values driven leader and have implemented a values based culture across my own organization as well as
coaching other senior leaders on this approach. Others are best placed to comment on and attest to my ability to
promote trust and build confidence in others, however I believe the number of nominations I have received for the
At Large Director position, and the comments included provide some evidence of these attributes.
In addition, these nominations provide insight into the relationships I have built on an international basis. My
role as CEO and Director regularly requires stakeholder management at both Board level and with our key customer
I believe my experience, skills and qualifications position me well to contribute in an effective manner to the
Vision & Goals:
My vision for EAPA is
My goal as an At Large Director (Outside of US) is to draw on my EAP, business and industry experience and acumen
to bring relevant initiatives, trends and best practice from other geographies to the EAPA table to enhance the
benefits of EAPA membership.
- To be recognized as the leading professional body for EAP and related services globally ensuring a balanced
representation of people and issues across all countries and cultures
- To be the meeting point and discussion forum for key industry issues, trends and insights
- To drive innovation and new thinking globally by sharing ideas, research and practice initiatives
- To build the credibility of the industry with providers and purchasers through the provision of education,
awareness and quality initiatives industry wide
I hope to assist the EAPA Board to continue to place greater focus on industry innovation, research and best
practice that will inform and strengthen the future of the EAP industry.
I hope my endeavours will help to position EAPA for continued membership growth and increasing industry and
Critical Thinking Response:
In simple terms, my approach would be to understand the current position for EAPA, and for other membership based
organisations in the EAP field and in other fields, to identify gaps and opportunities and to develop a staged
implementation plan with defined KPIs and success measures.
A plan would not be developed in isolation but rather in partnership with other Board Directors or working group
members, with consultation and feedback from the membership.
My initial requirement would be to review relevant information:
The impact of the plan should be driven by specific targets related to each activity – with both a timeframe and
an expected rate of return – with review by the working group as to not only what worked, but why it worked or
- What are all current sources of revenue (conference, membership etc.) and what delivers the highest
percentage of revenue.
- In addition to the revenue earned, I would also want to understand the retained profit from each area.
- What has been attempted, actioned, successful in increasing EAPA revenue in the past two years.
- What has been attempted, actioned, and unsuccessful in the past two years and why.
- What have other EAP membership associations done successfully.
- What have other EAP membership associations done that were not successful and why.
- What have other membership associations done that have been successful/unsuccessful.
- What information do we have from the current membership on opportunities.
- What is the demographic breakdown of membership and are there different opportunities for different
- What is the lapsed membership rate and what are the key reasons.
- Is there any ‘low hanging fruit’ we can capitalize on – for example I would happily pay my membership for a
two year or three year term, but only have the option to pay for one year. Not only would this provide a positive
cash flow impact, but also contributes to member retention
|Rebecca Harris, Manchester, Connecticut
I have been a member of EAPA for many years, and ALMACA prior to that. With the exception of taking time off to
raise our 3 boys, I have worked in The Employee Assistance field in various positions since 1984.
During my initial years I served on various committees, and worked with hospitality and membership. I have also
participated on the policy and procedure committees, secured space for meetings and conferences, and have always
been on the program planning committee.
From June 2013 – June of 2017, I had the distinct honor of serving as the 1st CT President to serve two
consecutive terms. Our chapter was honored as the Outstanding Chapter of the Year last year in Los Angeles. We
had a great team there to receive it.
While I was president, we were able to get our website up and running, we created a new position on our executive
team of Chairperson to head our June conference and regular monthly meetings.
We initiated raffles at our winter holiday breakfast, and at our June conference. This encouraged membership at
our monthly meetings and allowed members opportunities to win scholarships, and other prizes.
We appointed a chapter photographer to be sure we weren’t missing important moments. Our wonderful newsletter
editor and man of many hats, Bud Wassell would update photos to our web page, Face Book Page etc. We encouraged
others to share pictures online our events.
I worked very closely with our members from labor to continue to ensure the open communication and mutual support
and respect for our EAP professionals. We hosted two joint conferences using the Union Halls as our venue, I as
well as others also attend LAP meetings and events. The combined support and friendship between our organizations
has developed a unique and respectful relationship. I believe we are a model for many organizations on staying
focused on our common goals to help employees and employers.
I asked for volunteers to attend and to sign up for boards such as SHERM, and The Suicide Prevention Task Force
initiative in our state. We would support their dues if needed, but worked hard in the community to make
employers aware of EAPs. We also have members attending their local chamber of commerce meetings, and members
speaking at college campus class rooms.
We held training on the use of Narran and continually work with our resource providers to get the latest updates
of what is happening in the state for treatment options...
As an incentive to increasing the monthly membership, I started holding raffles to earn the chance of a free
International Conference scholarship. Our chapter meets monthly, or 10 times a year, for each meeting you attend,
you are awarded 1 ticket. If you bring a new guest, you get teo tickets, if they join, you get a third ticket.
This has seemed to have achieved all desired outcomes, but we have had a study done yet.
We do have lots of great guests and networking opportunities.
Our all-volunteer June Conference Committee works tirelessly to have some of the most provocative topics for our
Annual June conference. We have tackled Medical Cannabis in the workplace, internet addiction, millennial and
workplace etiquette, social media’s impact on our workforce etc. and also the supervisor’s role in referring
people to the EAP.
Our membership is inclusive of all who want to broaden the knowledge of how EAPs impact the workplace; we welcome
treatment centers, new resources in the community, and all who want to partner with us in providing the unique
experience of having an Employee Assistance Program.
Vision & Goals:
My vision is that we continue to make EAPA the type of organization that I was so drawn to as a new comer, having
never heard of EAP before. The first chapter meetings I went to I felt as welcomed and excited about the
possibilities of working in the field as a. professional.
The world has changed a great deal, but I still think that the core values of EAPA are sustainable within today’s
multi-faceted workforce. People still have addictions, bosses are sometimes mean, conflict will always exist, but
we now have all sorts of new threats to the wellbeing and productivity of our workforce as well to combat.
We continue to show our value in the workplace by doing what we do so exceptionally well, that CEO’s ask each
other who their EAP provider is.
Many times over the years I have heard someone say they wished they’d known about us sooner. Or, they wished
they’d thought to call sooner.
I see as one of my goals is to continually market to anyone who will listen- is that EAP is a very unique niche
in the tool box of Employee wellness. I would continue to invest time in educating our middle-management in how
an EAP professional can help them to identify problematic behaviors as performance issues.
Although many companies have EAP’s, I find that because todays workers are tasked with so much, that we are not
always 1st on their minds. It’s not easy to send wide spread email either as a reminder.
I think we need a twitter campaign that makes it very uncool for a company not to have an EAP. We could partner
with some comedians, and do TV commercials about what happens when you don’t call 1-800-EAP. The results can be a
stressed out workforce.
I would also like to see a standardized type of EAP 101 program that members could use to do an hour and a half
lecture on at our colleges for bringing awareness to our field. (This would be different from Dale Massi’s unit
she designed for teaching EAP). Some of our members have been available to speak, but prefer a template at least
on what they need to cover.
Other areas I continue to be interested in are the impact of sleep on shift workers, and the workface at home and
Critical Thinking Response:
For starters, to develop my plan to increase the revenue for EAPA, I would need to know my guidelines,
restrictions and budget. I know I have to spend money to make money. Are there expectations on the ratio of
output to income? Perhaps the plan would be evaluated on other factors than the initial income revenue. This is
why I need some direction. Long term, short term?
Depending on my goal, I would either start with perhaps a local golf event where we had sponsorships, etc. Again,
I would use incentives like raffles, free trip, etc. to boost the income.
Perhaps a lively BINGO night that was done nationally (Internationally) by chapters and branches simultaneously
all on the same day, hoping to get local publicity to highlight an International organization.
That’s why I need to know my restrictions. Maybe gambling’s not allowed.
Again, being politically incorrect at times, I would host dinners that featured companies’ offerings that had
EAP’s. For example, I would do a farm to table experience using locally sourced items from farms and vineyards
I would also explore an international internet market featuring our chapter’s selling their local wares to the
other members for small margins of profit. I can get great gifts, support EAP’s and network.
So, before I can actually execute my plan, I do need these questions answered. I would hate to waste time and
energy on things we know we can’t do.
The biggest resource to me getting underway would be a spirited conversation using all the team players. I’d
proceed by having consensus to support and embrace the project, then start by making the spreadsheets on the
execution of the plan in stages. Again-do I have a time table here?
I’m a person who will admit that I don’t know what I don’t know. I am easy to talk with and always welcome ideas,
suggestions and constructive criticism. My plan won’t work without help, so I would pay special attention to
the people willing to offer support, and encourage them to take ownership and pride in whatever we decide to do
to pull in some cash.
|Daryl Joseph, Port of Spain, Trinidad
I served on the Employee Assistance Certification Commission for the three year term 2014-2017. I participated in
all the activities of the EACC including CEAP exam question writing, review/approval of submitted questions for
the exam, arbitration of complaints, and requests for exam extensions.
I have also served as the Public Relations Officer of our EAPA Trinidad & Tobago Branch continuously since July
Ability to build bridges with stakeholders (e.g., chapters, branches, other professional associations)
- I have been the Public Relations Officer of the Trinidad & Tobago branch of EAPA since 2013. In this, and in
my capacity as the owner of Josal Consulting Ltd a full service EAP provider based in Trinidad & Tobago, I
regularly liaise with the TT Psychology Association (TTAP), Human Resource Management Association of Trinidad &
Tobago (HRMATT), as well as the local media – television, radio, and newspaper. I have been guest at over 50
local media interviews, here is a link to my personal YouTube channel where you can see most of them –
- As mentioned previously, I served on the EACC from 2014-2017
- I am in regular contact with other EAP providers in the Caribbean region, in the islands of Jamaica, Antigua,
and Barbados in particular
Ability to leverage technology
- I am the founder of Josal Consulting Ltd, incorporated in 2011 in Trinidad & Tobago, West Indies. I am the
Managing Director. We continue to provide EAP services to 50+ organizations in the Caribbean region, including
the 2 largest conglomerates in the area.
- My regular work responsibilities include EAP management, marketing, sales, clinical supervision and clinical
services to employee clients
- I facilitated a session at the 2016 EAPA Annual World conference in Chicago, IL
- Certified Intelligent Leadership Executive Coach (John Mattone, 2017)
Research and Education
- My undergraduate degree and first decade of work was in the Information Technology field.
- I worked in IBM in Trinidad & Tobago and Toronto, Canada (1996-2002) as an Advisory IT Specialist. I remain
very tech-curious, regularly testing and adopting technologies for professional and personal interests.
- I routinely use social media e.g. WhatsApp to send important mental wellness messages to EAP employee
- My professional LinkedIn page - https://www.linkedin.com/in/daryljo/
- Professional Facebook page - https://www.facebook.com/daryljo/
- YouTube channel (including video blog and television interviews https://youtube.com/user/daryljos/videos
- BSc Computer Science/Business Management UWI, T&T (1995)
- MA Counselling Psychology, Yorkville, Canada, (2007)
- Certified Employee Assistance Professional, EAPA, (2010)
- Intelligent Leadership Executive Coach, John Mattone U, (2017)
Vision & Goals:
EAPs literally save lives, everyday. EAP practitioners know this. However, sadly, the world does not know this.
The heroic stories, some spectacular, many quiet and simple, yet critical, need to get out of the manila folders
and computer drives of EAPs and into mainstream knowledge and culture.
The EAP movement faces many challenges – technology, ‘low cost’ alternatives among them, but the biggest
challenge is overcoming the lack of aggressive marketing that we have endured for decades. We have depended on
word of mouth, goodwill, and intuition for too long, and what should be a solid, safe position around the table
of critical organizational resources, is now facing the challenge of its existence.
My vision for EAPA is that it will become universally acclaimed, respected and acknowledged as the world parent
body for the critical Employee Assistance Program profession. A proactive, effective movement of highly skilled
professionals, using leading edge, empirically validated tools and methods to maximize productivity and employee
If elected to the Board of Directors of EAPA, I would like to work on the following goals:
- A revamp of the EAPA value proposition statement to all stakeholders
- Adoption of Industry leading best practices in EAP marketing
- Adoption and integration of communications technologies into EAP delivery
- Continued development and integration of empirically validated tools in measuring EAP value
- Development and spread of the EAP movement in regions currently underserved e.g. Latin America/African
Critical Thinking Response:
What would you need to develop your plan?
People spend money on goods and services that they value. The higher the value of the good or service, the more
money people are willing to pay for them. Marketing is the means by which service providers demonstrate value to
potential customers. To increase EAPA revenue, we need to raise the perceived value of EAP services by
demonstrating the value our member EAPs provide daily. I would need to collect stories of EAP wins around the
world – the lives saved, careers improved, relationships salvaged, workplaces renewed. Data from EAPs that have
used the Workplace Outcome Suite to measure EAP Impact and Return on Investment, should also be collected.
Gathering all of this information would require dedicated resources to coordinate and collect. Once we have the
stories and data in hand, we have the material to launch a winning marketing campaign that can deliver the
revenue increases that we need. Experienced marketing resources who can execute our vision also need to be
incorporated into the team.
How would you proceed?
These stories need to be recorded using modern media – video/animation, easily shareable on social media and
websites. Target trade publications, unions, representative associations, wherever organizations gather to
educate, network, and generate new business. A campaign that effectively demonstrates the value of EAPs would
then position EAPA as the representative body of a highly valued, needed, and effective organization resource.
Increased awareness -> increased value -> higher interest -> increased visibility. A more visible EAPA can then
attract increased revenue from advertising, sponsorship, and partnership with related organizations.
How would you evaluate the plan’s impact?
The return on investment will clearly show the plan’s impact – money spent on the campaign against the increase
in earnings. If executed well, the ROI should be clear and convincing.
|Mike Klaybor, Houston, Texas USA
In my 25-year history with EAPA, offices with the Houston Chapter include;
- Vice President
- President two consecutive terms
- EAPA National Leadership Task for District II
- EACC Board
- EACC Chairman
- Ex-officio member of the EAPA Board of Directors
- Several task force assignments within the EACC committee work, (CEAP retention task force)
- Recently, I served on the Task Force for Videoconferencing of EAPA meetings with Chris Drake having piloted
the first live Houston Chapter meetings and PDH programs. This provided the incentive for the task force to
explore the best videoconferencing platform for EAPA.
1. Ability to build bridges with stakeholders (e.g., chapters, branches, other professional associations)
2. Leadership Development
- Much work with other EAPA chapters on the implementation of social media.
- Presented PDH programs via video conference in South Carolina Chapter of EAPA.
- Travelled to other EAPA chapters with Marina London, Dir. Of Communications and a team of other chapter
presidents to promote leadership within their chapters.
- Interviewed EACC members to promote the CEAP and to inform and educate others about the CEAP.
- Presented programs on employee assistance at the Texas Marriage and Family yearly conference
- Recruited to present on EAP’s for American Addiction Centers yearly conference
3. Ability to leverage technology
- Created an employee assistance program on Sakhalin Island, Russia for a large oil company. The program
included a wellness component and a substance abuse assessment center in the local hospital.
- Developed a dual language workbook for the 2-week intensive trainings for identifying addiction, stress
management, smoking cessation, nutrition, wellness and life balance,
- Training 11 psychologists and a psychiatrist in Moscow for a new employee assistance program with a team of 2
- Started an EAP in Croatia vetting providers and training via videoconferencing
- Presented at the EAPA World Conference over 10 times on a variety of current topics including Chronic Pain
and Opioid Abuse, Social Media and Technology, Uses for EAPs,
- Co-presenter of 3 pre-conference trainings on Starting, Selling and Running an EAP. This is the only such
workshop ever presented on creating the infrastructure, policies, protocols, marketing of EAPs.
- Co-created a company, EAP in a Box providing templates of forms, letters, ROI measures, contracts, outcome
measures, newsletters, 15 PowerPoint presentations for lunch and learn program and much more,
- Lead the Houston Chapter to Chapter of the Year during my presidency.
4. Research and Education
- Pioneered live-streaming of Houston Chapter meetings.
- Created a satisfaction survey and implementation plan for the video-conferencing/streaming project.
- Created the first video interview for EAPA to be posted on the EAPA website.
- Co-presenter for a pre-conference training for EAPA with Marina London on “Social Media Uses for EAPs. Topics
included; Twitter, websites, SEO, blogging platforms, Facebook, LinkedIn and videoconferencing etiquette and
- Followed the best practices of the EARF, utilizing the Workplace Outcomes Suite (WOS),
- Trained providers about the value of the WOS,
- Utilized and promoted the use of outcome measures in the pre-conference workshops with examples of the World
Health Organization measures for stress, depression, anxiety, quality of life and others,
- Consulted with hospitals about developing outcome and evaluation measures for change in mood, and other
- Consultant to 7 rehabilitation facilities developing a chronic pain program developing policies, procedures
and protocols, marketing and outcome measures that resulted in 6 of the facilities obtaining CARF
- Designed software to track outcomes in mental health. The software was Psych Outcomes.
During my tenure as President of the Houston Chapter, we initiated a program to take 90 plus individual
clinicians through the CEAP Advising program. We provided group and individual advising to meet the 24-hour CEAP
requirement. We developed city and state-wide conferences in conjunction with Austin, Ft. Worth and San Antonio
I created a monthly newsletter which was distributed to chapter membership. The distribution grew to over 600
contacts. That contact list is still used today. We provided gifts to members with our logo which promoted name
recognition and connection to our chapter. Our first presenter Don Jorgensen, President of EAPA at that time
created a strong link to EAPA. We incentivized our officers by providing travel expenses for national meetings.
In addition to the other methods of communication, constant contact promotion, we have been consistently growing,
innovating by keeping abreast of trends in social media by revamping our website, provided online registration,
created a yearly Ethics program provided by members of the chapter. We consistently donated to the Council on
Recovery and The Salvation Army.
We really had fun in our chapter and setup a model of inclusion, good PDH programs, and recognition for members’
achievements. Attendees to our meetings feel welcomed and become members and regular attendees. Many of these
events occurred with the help of a great staff of volunteer officers committed to making the Houston Chapter a
great organization promoting employee assistance.
Vision & Goals:
- The Board and EAPA needs an assessment of the current needs and interests that employees want provided in an
EAP programs and services.
- Establish alliances with executives and management personnel to enhance their understanding of the benefits
of EAP and promote credibility and utilization of EAPs services.
- Develop and modernize technology to offer multiple methods to communicate information about programs and
offer more comprehensive services to employees locally, regionally and internationally.
- Expand EAP professionals the opportunity to learn” best practices” for specific problems that are important
to employees, especially as they relate to job performance, including addiction (alcohol and prescription drugs),
family issues, relationship skills and trauma resolution.
- Respond to diversity in the workplace by becoming experts and leaders in training companies on race, women,
LGBT, and inter-generational issues.
- Modernize the EAPA brand that most accurately reflects the most current workplace climate and culture.
- Create an entire series of “How to Videos” on the use and value of employee assistance programs.
- Reevaluate the CEAP credential to increase clinicians’ interest and eligibility.
Critical Thinking Response:
I believe coordinating with the EAPA staff marketing, promotion and communications department will be a good
start. Building coalitions, alignment with other professional associations or even co-sponsoring conferences
could be explored. Since membership is vital, we need to understand the dwindling membership trend with the
association. A very comprehensive strategic plan has already been established, so there must be mechanisms to
implement from this very important document. Membership surveys and polls could be taken via SurveyMonkey to get
the pulse of needs from the broader clinical field. New membership recruitment efforts, incentive for joining
and participating in EAPA could be established. EAPA has a great brain trust of experience, tapping into current
leaders, researchers and clinicians could provide a roadmap by a special task force designed to take on the
broader issues about revenue generation.
|Bernie McCann, Arlington, Massachusetts
Since the beginning of my EAP career in 1988 as an intake coordinator for Human Affairs International, I have
volunteered in many EAPA roles and for a variety of activities. As a new graduate of Loyola University’s Graduate
Program in Counseling Psychology and EAPs, I began attending meetings of EAPA’s Chesapeake Chapter and my first
EAPA Annual Conference in 1989.
Soon, a few of the older Chapter members (Phil & Barbara McKenna, Jim O’Hair & Don Phillips) prevailed upon me to
help support the chapter and I found myself running for Treasurer (unopposed!!). Successfully serving in this
position lead to subsequent elections as Secretary, Vice President and two terms as Chapter President, from 1996
-2000. During this time, the
Chesapeake Chapter was one of the larger chapters in District 1. As such, we were very involved with the Annual
District 1 Conference, our Chapter was continuously involved in planning, promoting, and fundraising for these
efforts. In 1995, the Chapter successfully hosted this event (and marking the debut of Crabby, who traveled
around to various chapter meetings to encourage attendance at the 1995 Conference) which resulted in a sizable
income spilt between the District chapters.
Our chapter also served as host committee for the Annual EAPA Conference in 1997, for which we developed a one-
day “post-conference” for attendees on the subject of Workplace Violence and featured a video address by Janet
Reno, US Attorney General.
In 1998, our chapter helped support the charter for a second Chapter in Maryland, the Potomac Chapter, located in
the western portion of the state.
During this time, I maintained an active role in EAPA’s Public Policy Committee, and I volunteered many hours
assisting Mary Bernstein of the US DOT and EAPA Public Policy Director Sheila MacDonald in developing the first
training EAPA-sponsored professional development training program for EAPs to become qualified Substance Abuse
Professionals. Also during this time (1997-
1999), the Chesapeake Chapter undertook a campaign in the Maryland State Legislature to seek legal status for the
CEAP credential in the state of Maryland, similar to that established in North Carolina. Our members spent many
hours contacting legislators and the Chapter hired a lobbyist, however, this was one of our biggest chapter
disappointments, as our efforts were unsuccessful.
Following nearly 10 years of service at Chapter level positions, I was elected to the EAPA BOD as District 1
Representative in 2001-2003, during which time I chaired the Gay & Lesbian Advisory Committee at the request of
President George Cobbs, and served on the Standards Revision Committee during which we undertook a major revision
of the EAPA Professional Standards.
The 2001-03 EAPA Board oversaw the addition of new Chapters from Puerto Rico, South Africa, and Ireland. At the
invitation of Richard Hopkins, International Representative, I was invited to address a meeting of the newly
inaugurated Irish Chapter in Dublin in September 2001.
In 2009, I was appointed to a three-year term as Commissioner to the EACC by Dave Worster and in 2011 was elected
by the Commission to serve as its Treasurer. Currently, I am a member of the MA/RI Chapter and while not serving
in an official Chapter position, I have been a regular attendee at meetings and assisted with identifying
speakers for our annual Symposium, which generates a large portion of the Chapter’s operating budget.
Throughout all these years, I have attended nearly every EAPA Annual and Public Policy Conference, many District
and Chapter meetings and have been privileged to be recognized as a speaker over 50 times, most typically at my
Over my nearly 30 years of involvement with EAPs and related workplace behavioral health initiatives, I have
successfully interacted with a wide variety of professional and advocacy groups, business and community
organizations, state and federal government agencies, and non-profit establishments. In addition to providing
Employee Assistance and workplace wellness services, these interactions have include suppling pertinent
information and relevant research, advisory consultations (on both fee-based and voluntary basis), forming
alliances for common goals, and mobilizing support for shared purposes.
Specifically, through my involvement as a EAPA Chapter Officer and Board Member, assignment as US & Canadian
Coordinator of Member Assistance Programs for the Laborers’ International Union, Policy Analyst at the White
House Office of National Drug Control Policy, development consultant to the Employee Assistance Research
Foundation, research consultant to Screening for Mental Health, and Advisory Board Member for the Neighborhood
Health Plan of Boston, I have participated in national, local and professional policy analyses, strategic
planning discussions, program reviews, performance assessments, and resource forecasting. These efforts have
evaluated plans, policies, available resources, approaches and outcomes with respect to overall project
management, adherence to mission, successful completion of identified goals, and unintended consequences.
Specifically, I have personally conducted SWOT (strengths, weaknesses, opportunities and threats) analyses, GPRA
(Government Performance and Results Act) process studies, Issues-based strategic planning, and internally-focused
performance reviews for outcomes monitoring.
In a number of positions, I have created, administered and reviewed budgets for government and private
foundation-funded program activities, including while serving as Treasurer for the Employee Assistance
Certification Commission and the Chesapeake Chapter. In my consulting practice, I have raised funds for non-
profit ventures, including the Employee Assistance Research Foundation and Screening for Mental Health which
assisted these organizations in funding EAP-relevant research projects and in developing and disseminating
information especially designed for use by EA professionals, among others. As a volunteer, I have personally
raised over $60,000 for AIDs direct services and for the effort for an AIDs vaccine.
As an EA/MA professional, I have conduct leadership training for 35+ Regional Managers at the USPS Postal
Management Academy, and joint Union and Management executive leadership seminars for multiple years at the annual
Laborers’ Health and Safety Fund Convention. My specific, hands on experience in labor-based assistance programs
dates from 1994, when I secured the position of Member Assistance Program Coordinator for the Laborers’
International Union of North America, and was responsible for developing and monitoring the quality of MAP
services for 3 million Laborers’ Union members in the US and Canada, and which received EAPA’s Ross Van Wiegand
award in 2001. During my employment, we successfully instituted a contemporary approach to appropriately managing
the mental health and substance abuse benefits for members and their families by using the Member Assistance
Program as a gateway to access behavioral health and substance abuse services. This effort required much in the
way of network development, standardization of procedures and protocols as well as types and amounts of services
allotted, and involved a significant marketing, training and quality assurance effort, which still exists to this
day under the Laborers’ Health and Safety Fund of North America.
Currently, my chief areas of interest in EAPs has been increasing the amount of credible, quantifiable, and
generalizable research about EAPs and their effect on employees/the workplace. My own research efforts include a
survey of experiences about workplace violence among union members which was published by the American
Psychological Association, and leading a group which surveyed o EA professionals and presented the results at the
2001 Annual EAPA Conference. In 2004, I was awarded a prestigious doctoral fellowship by the National Institute
of Alcohol Abuse and Alcoholism to Brandeis University where I was employed as a Research Associate at the
Brandeis/Harvard Center to Improve the Quality of Employee Substance Abuse Treatment, was co-author of numerous
journal articles and book chapters on Employee/Union Assistance Programs and workplace substance abuse, and in
2011, published my dissertation entitled Context and Decision-making in Employee Assistance Programs. Since 2012,
I have served on the EAPA Communications Advisory Panel providing editorial oversight to the Journal of Employee
Assistance. Additionally, I currently serve as a member of the Editorial Board of the Journal of Workplace
Behavioral Health, and as a reviewer for the American Journal of Public Health.
Vision & Goals:
If EAPA seeks to maintain its position as the world’s largest, oldest, and most respected professional
association membership organization for Employee Assistance professionals, and continue its efforts to promote
the highest standards of EA practice and the continuing development of Employee Assistance professionals, then a
clear vision and accompanying strategic approach is necessary. While, I believe progress has been made over the
past decade in identifying and meeting Strategic Goals of increasing and diversifying EAPA’s membership and to
improve its ability to deliver and support EA-related education and research globally, market pressures and
changing global dynamics have continued to test these goals.
However, as we have seen too often in the past, standing still is not progress. To merely hold on to a previous
position in a rapidly changing EAP/behavioral health market and ever-evolving global economy is a dangerous
approach. To thrive as a professional association, EAPA must strive to be aware of new information and shifting
trends—and act upon them as appropriate. To continue moving forward, EAPA must research, embrace and invest in
new ways of doing things, and persist in offering both our current and potential future members more value. One
overall approach to successfully achieve this is for EAPA to foster a greater sense of connectedness to our now
fully global EA community.
As a candidate for EAPA Board Member, I pledge to keep an open mind in important matters that will affect our
members, to seek consensus among our various groups, and finally to always remember why our profession has
endured from its beginnings until today -- to assist and support workers, unions and employers in maintaining
workplace health and productivity.
Critical Thinking Response:
If elected as a Board Member of EAPA and assigned to develop a strategy to increasing membership, I would seek to
develop a variety of initiatives designed to impact on the linked goals of: 1) increasing outreach for new
membership, 2) increasing efforts to raise the percentage of member retention, and 3) enhancing member
engagement. In a recent (2018) Membership Marketing Benchmarking Report, the authors note that while that
associations are facing significant challenges, many are reporting growth trends, challenging the notion that
overall membership in professional and trade associations are declining. Specifically, this report identifies new
member acquis ion as an important engine for membership growth, equal to or as great as high renewal rates. The
report also identifies associations with increases in membership numbers are significantly more likely to have a
higher percentage of millennial members, whereas those with declines in memberships over the past five years
report a higher percentage of Baby Boomer members.
1) Initiative: Determine EAPA’s niche for membership. Realistically appraise current member
demographics to determine who EAPA’s target market is, what sectors are missing, how many members that
represents, and where they can be reached. Increase outreach efforts across related interest groups.
2) Initiative: Increase number of new individual student memberships annually
- Assist Chapters/Branches with setting new annual membership target projections to allow better growth and
service forecasting. Collate these targets and combine to develop a better projection and planning for future
overall association membership growth.
- Create a volunteer EAP speakers bureau which can provide knowledgeable speakers and presenters for
conferences, professional education, webinars, etc. to heighten visibility of EAPs as the workplace mental health
Initiative: Increase number of new individual professional memberships annually.
- Identify academic institutions with relevant post-baccalaureate degree programs, both traditional and
online-only programs, with potentially interested students to invite to membership.
- Offer graduate students 1-year free trial membership in EAPA, and a reduced price for subsequent years until
4) Initiative: Research and expand opportunities for increased member engagement. According to
results of an association industry’s most recent survey of over 800 associations, member engagement is the top
goal for associations and thus deserves maximum effort – the 2018 survey indicates the top reasons members join
- Identify employers with access to networks of potential professional members and negotiate an employer-
affiliated benefit to such individuals of a free or discounted trial membership
- Offer longer termed discounted memberships to potential new members – this will assist in higher future
member trends and allow new members to fully acquaint themselves with the benefits of membership.
- Increase outreach to non-CEAP and non-EA professionals with occasional and peripheral interactions in the EAP
arena (workplace wellness, occupational social workers, SAPs, HR, benefits brokers, etc.) by providing
information on benefits of association and offer an associate- level or vendor membership at reduced price.
- Build and maintain new member prospect list from 2a-b, 3a-c and resolicit periodically with variations in
content and appeals.
- Re-institute the previous EAPA Consultant Directory which offered listings of members and their areas of
expertise, with credentialing based on the EAPA Professional Standards and with an affordable listing fee.
Perhaps the current CEAP Directory could be revisited and adapted to this function.
- Offer automatic annual credit card renewals and accept newer payment options, e.g., Electronic Funds
Transfers, PayPal, Venmo, etc.
58% for networking with others in the field, and
26% to learn best practices.
Additionally, in 2018, lack of engagement with the organization is the most commonly cited reason (by 37% of
respondents) for member non-renewal.
5) Finally it is critical to have the means of measuring the outcome of any member recruitment,
engagement and retention strategies. Below are two helpful principles to consider in this effort:
- Using data gathered from EAPA members review current resources, offerings and benefits to boost member
engagement and appreciation of the value of membership at all levels.
- Examine data from website traffic, social media, click-thru rates, event attendance from non- members, etc.
Analyze this information--compared over different times of the year, types of content/resource, over different
communication platforms, and membership types -- for insights into what’s working and what’s not in way of
membership engagement and retention.
- Strive to boost the building of a vibrant EAPA community -- on parent website, through social media and in-
person events as a way to improve member recognition of benefits, to keep members engaged, and increase member
- Metrics are an important part of any strategy implementation. Investigate and incorporate new methods for
tracking EAPA member recruitment processes, stages of engagement, how/when individuals make the decision to
commit to joining, renewing or associating with EAPA.
- Flexibility - If various activities and initiatives are not working, with availability of real-time data and
information gathered on prospective members and those not retained, there is little reason to continue to
maintain such activities or a strategy that isn’t proving its worth over time.
|Jim Nestor, Langhorne, Pennsylvania USA
Jim has been involved in EA services for the past 32 years, starting at Conrail as the Regional Employee
Counselor. Jim spent 23 years as the New Jersey State Police and Office of the Attorney General’s Director of
EAP and developed it into the Office of Employee and Organization Development. This model program provided EA,
Management Assistance, CISM, Chaplain, Peer Advocate and Statewide Disaster Response Services. Jim has responded
for support services to 9/11, Hurricanes Katrina and Sandy, as well as TWA 800 and Sandy Hook. He has testified
to NJ and PA legislative committee’s for treatment parity for employee’s suffering addiction; he’s provided
language for Statues and Bills that included benefits of EAP’s. He provided EA Programming expertise for the
original Regional DOT Committee, developing Federal Workplace Drug Testing guidelines in 1988. He was an
original CEAP and continuous for 30 years; President for the Greater Philadelphia Chapter serving one term in
1990 and currently (2017-19), and served one term as the Alternate Executive Officer (2014-16). He served on the
EACC for one term; was appointed to the Executive Search subcommittee EAPA’s CEO; a founding member of the EAPA
Workplace Disaster Preparedness Task Force; attended 25 National EAPA Conferences, presenting at many. As an
Adjunct Professor at St. Joseph’s University teaching Organizational Development & Leadership, he inserts EAP
Standards/practices in the curriculum; he has provided Internship’s to 16 Graduate Students inclusive with EAP
education and practicum training. He is presently a member of the National Labor Opiate Task Force developing
partnerships and standards for the LAP-C and CEAP to enhance the labor EA Professionals commitments to EAPA. Jim
continues to provide his expertise as the Director of the First Responders Addiction Treatment program at
Livengrin Foundation, Pennsylvania. He also directs a funded grant project through the Pennsylvania Commission
on Crime and Delinquency where he and a team of peers have trained over 20,000 statewide first responders in
Substance Abuse Prevention. The FRAT treatment program has served over 1300 first responders to include hundreds
of combat veterans without any burden of cost for their service.
I would begin with the leadership development skill that has drawn most of my attention throughout my career and
life. Having excelled in High School in academics and football, earning scholarship to college, I was a study to
the likes of Vince Lombardi and Abraham Lincoln. Today I teach Leadership courses at the University level as an
Adjunct Professor utilizing Peter Northouse textbook. Personally, I believe this is a much needed skill for all
employees and organizations that strive for healthy workplaces. I have always “made rank” from my time in the
service (U. S. Army), as a Police Officer to Special Investigations Detective, Manager to Director in EAP
positions. The give back of gratitude has been my awareness of all my subordinates and those seeking assistance
get some venue of leadership development.
Communications may be another main important skill that brings value as a leader as well a foundation for
corporate/organization growth. A quick reference to the NJSP EAP for the purposes of marketing a program and its
importance for success would be the utilization of a structured and fraternal resilient organization. Although
the foundation of the program was established by my predecessor Bern Beidel the task at hand was the programs use
by the troopers and their families. Combining all the services we provided by the time I was retiring we had an
18% UR and we had provided outreach and training/prevention to well over 46,000 NJ first responders.
Communicating the importance of healthy productive employees for organizational performance was accomplished
through constant communication and innovative marketing. This is an area I and we as EA professionals should be
concerned with and believe it as an area I would be excited to enhance.
Networking and building bridges with other chapters and partnerships with associations and organizations is not
new to my experiences. I have a background in service to non profit organizations, public sector, corporate,
academic and professional associations. My values are to be inclusive with the mission and vision which for EAP
should be assistance for healthy workplaces. Communicating this to the proper network with humility and optimism
with the correct presentation and understanding the changing world and various generational concerns is a
practice I have embraced.
My ability in leveraging technology lies within my acceptance of how fast it changes, I do not consider myself a
“techie”, yet most in the field find I am supportive of innovation and its value toward growth. I still remember
my moment of learning when a deceased trooper’s young widow started texting me for support a dozen years ago and
my struggle to accept the means to communicate. Needless to say I continue to text immensely to include her to
this day. I have worked with Marina on various task forces’ and have found that the social media aspect of our
Association may continue to need the most attention.
Research and Education and Strategic and Critical Thinking can be blended for purposes of OD and my commitments
to them are daily practices for my leadership and project successes. Strategies begin with research and
education should enhance critical thinking. To this day the NJSP continue to have a model 10 year research
project led by Bern and Dr. Walter Riesman which set the standard for the UR that was so successful moving
forward. I received my advanced degrees in my early 50’s which would indicate that I was involved with
education, to include teaching now, my whole life. A proud experience! Critical thinking is a practice that
more so blends good research with sound compromised strategy. All of my $6 Million grant funding projects have
been developed utilizing these practices.
As a 35+ year public servant I have been forced to be attentive to public policy, it may be my favorite love/hate
relationship I own. Public policy drives organization development and that process delivers healthy change to
organizations and their partners.
Lastly, I come from Philadelphia and here labor still counts…as Chapter President (twice) I have always made it a
point to promote and influence a strong relationship with labor. After all it all started there. I am currently
assisting ATAP, an EAP for all Philly area labor, with a grant they received with my council to provide trades
union workers with peers that help with employee problems. I am also on a national task force for labor helping
to address the opiate crisis. I was a member of a union while in police work and was a representative before
withdrawing for retirement purposes.
Vision & Goals:
My vision and goals will be to provide leadership to the members of our professional association and be inclusive
to all national and international needs that are to enhance the value of our service. EAPA’s current strategies
should be viewed as fluid and of constant reevaluation. We have yet to accomplish our place in history as
extinguished leaders in work performance and builder’s of applied psychology. We must “brag” about our
importance rather than shyly hide behind the misappropriation of confidentiality.
I have come to believe it stagnates our profession in marketing our value as a legitimate field of operational
workplace experts. In today’s world that would be considering a new branding for EAP’s. In order to be the
Leaders in workplace healthy performance and assistance to organizations and employees (oh, we already have that
tag) it needs to be marketed and promoted tenfold. For the Association we and I will be dedicated to be fiscally
sound and provide our employees with what we preach. Our Standards are our heart of our practice and they need
and should be evaluated and restructured as any important service practicum should be adjusted.
We have failed our young professional generation(s) with the ability for them to grow into this field. I have
been involved with many interns and find after their excitement for the field they find it to be a closed or
difficult area to break into. This is an area that I would prefer to place our energies and strategies to
opening the door for the younger professionals to become members and CEAP’s/SAP’s. We can expand our already set
practices of CIS/Trauma, training/education in the workplace and prevention services; areas we have been
providing our expertise without the value of Standards. We should be available for more grieving expertise with
the conditions brought forth from the global issue of opiate addiction and overdose. We must learn to not be
silent with poor healthcare processes and partner with organizations that advocate such. And yes we are the
voice internally to corporate leaders that truly want to better their business with better employees. Lastly, I
hope work on providing as much enhanced assets for Chapter growth as possible. They are the backbone of our
Association and need our support and monies.
Critical Thinking Response:
First, buy in from the BOD and some indication for the need of the funds and what their use would be focused
toward. This would and should be communicated consistently through our association’s means. Chapters, social
media and updates through the awesome use of the current town hall conferences. I would begin the process of
GRANT FUNDING, I have found it to be a valuable asset that only needs time, planning and partnerships that when
accomplished can bring in funding for many projects especially relative to professional associations and non
profit organizations. What it does more importantly is establishes a precedent for on-going sources of monies.
Not to cut the 500 words short but I have written for over six, closer to seven million dollars in grant funding.
The value of this experience and shorter answer to the question is that Grant opportunities come with regulated
processes, planning and developing procedures and most importantly auditing controls that are mainstreamed with
in place evaluations and checks and balances. The major work comes with organizational development, fiscal
responsibility and ethical morals. In other words experience and honesty, my push for being in the Director
position would be most appreciated to the members and BOD’s with this work that I have done and continue to do.
|Star Qualter, West Nyack, New York USA
- 2017-present Immediate Past President Hudson Valley Chapter (NY03)
- 2015-2017, 2009-2011, 2005-2007 President, Hudson Valley Chapter
- 2011-2013, 2003-2005, 2000-2001, 1997-1999, Vice President, Hudson Valley Chapter
- 2013-2015 Treasurer, Hudson Valley Chapter
- 2007-2009, 2011-2013, Secretary, Hudson Valley Chapter
- 1993-1996 Program Chair, Highlands Chapter until 1996 merger with Hudson Valley Chapter
- 2008 EAPA Nominations Committee
- 2007 EAPA Representative, co-presenter with Joe Torres, Chapter Leadership Training, District 1 & 2
- Over the past 20 years, I have been an active board member for the Hudson Valley Chapter, including three
terms as Chapter President. During my most recent presidency, my goal was to increase attendance and
participation at our monthly meetings. To achieve this, we initiated major changes including relocating to a
more accessible location and creating a strategic plan that would define the direction of future meetings, and
take into account the interests of attendees.
- In 2006, I was part of a successful joint venture to plan and organize a regional EAPA conference with the
“Five Families” (NYC, Hudson Valley, Long Island, Philadelphia, and NJ chapters).
- In 2016, we held a half day conference, partnering with the NYC chapter to provide New York State social work
CEU’s which generated additional revenue for the Chapter. Ultimately attendance and participation at chapter
meetings increased by 50%.
- My belief is that membership and participation go hand in hand when attendees feel a sense of collegial and
professional common ground. Helping new members to feel welcome, rather than excluded, into an already cohesive
group is a skill set I have utilized to grow our chapter into one that has an average of 50-60% more member
attendance and participation at monthly meetings over the past 2 years.
- In 2007, I was invited by John Maynard, then CEO of EAPA to co-present with Joe Torres at both the District 1
Retreat in Atlantic City and the District 2 Retreat in Houston. Our efforts included attracting and recruiting
the next generation of EA professionals and assisting them in developing their chapter board initiatives to
increase participation and grow membership.
- I have worked in the field of EA since 1993 and became a CEAP in 1996. During my EAP career, I have worked
for both an Internal/External hospital based EAP for 20+ years. Previously, from 1997-1999, I was a consultant
for Merrill Lynch’s EAP.
- In 2004, I opened a private practice and work as an EAP affiliate for several national companies. I bring a
unique perspective to the EAPA Board of Directors because I not only provide direct traditional EAP services but
also work as an affiliate; therefore, I continue to witness first-hand how the EAP industry is evolving. As a
CEAP I am committed to protecting the value of the CEAP credential in the coming challenging years.
- As a graduate of the University of Maryland School of Social Work, I completed my MSW with a subspecialty in
Occupational Social Work, one of the few EAP specific educational tracks. The program was then under the
direction of Dr. Dale Masi.
Vision & Goals:
- I believe there are many opportunities for our organization to be recognized as the leading expert for issues
involving workplace violence, critical incidents, and handling the multitude of personal problems (including
substance abuse, mental health issues, work/life issues, and financial instability) which can affect behavior,
safety, and productivity in the workplace. I would like to see EAPA develop a strong media presence during
national news events and be available to respond to interviews as an expert involved in specialized workplace
- Increase EAPA visibility by expanding public relations and marketing efforts to educate the general public
and small work organizations about EAPs; consulting with them regarding programming involving marijuana
legalization, employee retention and wellness.
- Growing our membership base is key to our ability to remain relevant. Therefore, we should reach out to and
enlist the new professionals entering the EAP field by using social media such as Instagram, LinkedIn, YouTube,
Facebook, and Twitter are necessary to create bridges with the next generation of EAP providers.
- We need to develop relationships nationally with colleges and universities, to elicit interest in the EAP
field for those graduating with behavioral health degrees.
- Support EAPA’s mission as the standard for organizations to select, evaluate and develop best practices,
driven by research and ROI measures.
- Educate members regarding the effectiveness of evidence-based practice by using measures like the WOS in
their operations and service delivery.
Critical Thinking Response:
Traditionally speaking, the bulk of revenue generated for EAPA has been the annual conference, membership dues,
and the CEAP credential. Increasing revenue is always a challenge requiring creative thinking. If elected, I
look forward to participating in the collaborative mind-set necessary to exploring options and welcoming
necessary changes. Some potential ideas would include:
- Increasing revenue by enticing the next generation of working professionals’ interest in becoming an EAS-C
specialist and a CEAP. To accomplish this, we would need to expand EAPA’s social media presence to reach a new
and diverse membership base by using LinkedIn to routinely communicate with members and reach new graduates.
Sharing EAP success stories allows others to appreciate the value and core of EA work. Sharing our successes also
helps to qualify the value of the product (EAP) as a means to achieving a healthy workforce. For example, each
chapter/branch/ region (under the guidance of an EAPA staff member) could be assigned 1 month throughout the year
to highlight an EAP success story in the Journal of Employee Assistance and/or weekly EAP Newsbrief. Sharing
these stories will help increase membership renewal and retention and interest in the CEAP credential.
- I would propose an opportunity for leadership development at the local level by pairing presidents of less
successful chapters with the more seasoned presidents of larger chapters, (much like the old advisement process
for the CEAP). Each branch could also partner with a US chapter, helping them to expand and exchange knowledge on
how to incentivize and grow membership. This in turn would promote overall membership and chapter stability.
Similarly, we could incentivize long standing members to become mentors to novice chapter leaders by nationally
recognizing them in the Journal of EA or LinkedIn announcements. Connecting Chapter/Branch Presidents from
different areas of the country or world allows for broadening of horizons, thinking outside the box, and sharing
- Explore partnerships with other professional organizations, such as EASNA and SHRM,
- including writing articles for SHRM, and outreaching to develop educational tools that can be purchased by
both association’s members to increase revenue.
|Boyd Scoggins, Jacksonville, Alabama
- Member-at-Large – Alabama Chapter - Dec 2011- Dec 2015
- Vice President – Alabama Chapter – Dec 2015 – Dec 2017
- President – Alabama Chapter – Dec 2017 - Present
My volunteer service work with the Alabama Chapter of EAPA has allowed me to give back to the EA profession that
has been excellent to me over the years. I have served the Alabama Chapter by using personal and professional
creativity to develop our chapter events. I have marketed our chapter to mental healthcare providers,
private/corporate and public, to grow our events since 2011. I have used marketing strategies through our
chapter website, Facebook, LinkedIn and Twitter. Our attendance numbers have doubled and our cash flow used to
support these events has tripled. Outside of leveraging technology to market our chapter events, our chapter will
send me to various mental health conferences to exhibit for EAPA and our chapter. At these conferences and
events, I promote EAPA membership, benefits of/ process of becoming a CEAP, EAS-C and our overall chapter events.
Another experience that I have enjoyed is matching conference and training curricula with our forecasted
attendees. This is carried out with the use of surveys after training events and web surveys to our members. This
research process has allowed us to grow/expand our events and provide quality events year after year, promoting
the highest standard of practice and the continued development of employee assistance professionals and programs.
I have also encouraged fellow board members of the Alabama Chapter to look for those among us at our events who
are also looking for ways to give back to the employee assistance profession. When we identify these individuals,
we will approach them, encouraging them to get involved using their talents/ abilities to make our chapter and
chapter events the very best they can be.
Vision & Goals:
I enjoy being a part of the mission that supports that the EA field. I would like to see this mission continue to
broaden its footprint in a way that draws entry level EA practitioners into the field as well as those who have
worked in other areas of mental health.
I have a vision/idea that if EAPA members/chapters will promote the EA profession in local Universities and
Colleges to those interested in the EA field the profession will begin to grow again. This is something that I do
throughout the year at Universities and Colleges around the State of Alabama. I have found most undergraduate and
graduate professors welcome EA professionals to come and talk to their students about the field and possible
future employment opportunities.
I would also like to see EAPA to continue to get more practical with its events, not pricing themselves out of
the market in relation to attracting mental health professionals public and private.
I would also like to see EAPA further implement their virtual chapter idea/vison to try and draw in potential
members that we have never been able to reach because they may reside in remote locations. Virtual meetings may
also potentially attract younger members.
I would also like to be a part of starting an EAPA sponsored program in which EA professionals/EAPA members can
mentor/sponsor potential CEAP candidates through University/college internship programs. I currently do this at
my workplace and I have provided EA experience to several students over the years.
Critical Thinking Response:
Increasing revenue alone is not the best option when trying to improve the overall profitability of a
business/organization. Increasing profitability should always start with the focus being on the net income. By
using a simple percentage of sales method and an organization’s income statement, you can focus on the
revenue/sales of an organization and use a percentage of sales calculation to convert the expenses generated to
produce the revenue/sales, to a percentage.
Once the expenses are converted to a percentage then the evaluation can begin. One would need to research the
industry standard in relation to expenses for like industry/organizations. One would also need to evaluate the
income statements of like entities in the same manner, converting the expenses to percentages. It would be very
important to choose those industries/organizations that are profitable and meet or exceed their net income goals
(percentage wise) one is trying to replicate or exceed. Special attention would need to be paid to the expenses
generated to produce the revenue/sales. One might compare percentages of successful similar industries to see
where expenses needed to be eliminated, increased or decreased. This would then reveal what plan one would need
to be generated to increase net income….not revenue. So, before a plan can be generated, the income statement
analysis must be conducted to identify expense areas that can be eliminated, decreased or increased.
|Whitney Stone, Denver, Colorado USA
- EAPA Colorado Chapter: President (2015-present)
As president, I coordinate regularly with other Board members, and provide direction to Committee members. I run
Board meetings and retreats, Host our annual Chapter Holiday Luncheon and Awards Banquet, April half-day Training
and run our monthly meetings and presentations.
- EAPA Colorado Chapter: Membership Committee (2013-2015)
- EAPA Colorado Chapter: Nominations Committee (multiple cycles)
- EAP International:: Membership Retention Task Force (2014-2016)
Throughout my involvement with EAPA, I’ve deployed considerable skills in areas of value to the Board. In 2014, I
recruited a marketing consultant to assist our EAPA Chapter with updating our existing brochures and logo design,
and helped guide the chapter in selecting new marketing materials. I participated in our chapter’s exhibit at the
Colorado SHRM conference, where we increased the knowledge and awareness of EAPs among Human Resources
professionals state-wide. I presented at the 2015 and 2016 EAPA conferences, and co-authored an article in the
JEA in 2015. A strong advocate for the leveraging of technology and social media application, I led the Colorado
Chapter in making a substantial donation to EAPA and challenging other chapters to do the same, in order to
provide Wi-Fi for all attendees to the 2017 World EAPA Conference in Los Angeles. During my time as president of
the EAPA Colorado Chapter, we have rolled out the use of a virtual meeting platform, allowing members and guests
from more remote areas of Colorado and beyond, to attend our meetings using real-time video feeds. We have also
been successful in having state legislators, policymakers and leaders from our community present educational
sessions to your members.
Additionally, many of my professional accomplishments in the EAP field demonstrate such skills. In past EAP
roles, I acted as an internal operations consultant to an Electronic Health Record
development task force focused on systems integration. I assisted with the creation of a direct client scheduling
system and implemented technology improvements to standardize and increase efficiency in cross-functional
communication. I have overseen teams working with a federal SAMHSA grant and teams applying SBIRT in telephonic
EAP assessments, and participated in the aggregation of data from these initiatives.
In my current role as Clinical Quality Auditor Lead with Anthem EAP, I am dedicated to ensuring that our
associates provide top quality clinical and consultative interactions while adhering to legal and ethical
standards. I am routinely called upon as a subject-matter expert to represent Anthem EAP and have worked closely
with marketing, legal, behavioral health and IT departments on various company-wide projects and initiatives.
Vision & Goals:
As the EA field continues to evolve and improve to meet the needs of workplaces around the globe, I believe that
EAPA will be known and respected as an organization which supports its diverse membership through education,
innovation, and inclusive community. Through partnership with EAPA chapters and other professional organizations
worldwide, EAPA will work to increase the body of valid EAP research and lead the field in developing effective,
data-driven practices and with shared goals of creating healthy, productive workplaces.
EAPA should seek out opportunities to increase meaningful visibility of its offerings and operations to members
and potential members through the directed use of technology; not only providing but soliciting information from
individual members and chapters. We must simplify access to, and improve the quality of, communication among
members, chapters and the Board.
Tomorrow’s EAPA will support and participate in the development of peer-reviewed research and publications
related to the EAP field, and will facilitate cooperative and dynamic relationships between EAPA and worldwide
professional organizations and policymakers. Educating and informing non-EA professionals about our goals and
efforts is crucial to remaining relevant and increasing EAP support and utilization. We can work with others in
our field to create and improve industry-wide standards for research and publication, with the goal of presenting
a unified vision of EAPs to the world’s workplaces.
With gratitude for the support EAPA has given me throughout my career in the EAP field, I look forward to
“returning the favor” through service as an At-Large Director.
Critical Thinking Response:
Prior to developing a plan to increase EAPA revenue, the following needs exist:
The plan should include:
- Review of historical financial statements from past 5 yrs and identify trends
- Identify current revenue streams
- Identify most profitable revenue streams, both in terms of top line and margin
- Review of the current cost structure of the organization (marketing, general and administrative)
- Review historical trends of revenue streams (what has/has not worked)
This plan can be evaluated and adjusted based on the following;
- Identification of most/least effective marketing strategies and adjustment of budgets accordingly
- Development of 1-3 year financial forecast (goals/costs)
- Utilization of independent consultants as needed (marketing, social media, etc.)
- Implementation of efficiency measures to address spending where needed (i.e. staffing, IT, process
- Identification of key revenue initiatives (i.e. membership increase, advertising revenue, cost cuts) and
quantify specific success metrics for each
- Review actual financials and compare against forecast on a regular basis (monthly, quarterly)
- Evaluate actual results of each initiative and compare against expectations/goals
- Identify problem areas, opportunities, and unforeseen consequences of the plan; adjust as needed
|Tim Sumiec, Waukesha, Wisconsin USA
Treasurer – WI01: 2002-2004
Vice President – WI01: 2004-2010
EAPA Membership Retention Task Force: 2010-2011
Growth & Development Task Force: 2011-2012
EAP 101 Sub-committee: 2012
EAC-S Sub-committee: 2012-2013
2013 Conference Program Panel: 2012-2013
2014 Conference Program Panel: 2013-2014
EAPA Membership Retention Task Force: 2014-2016
Next Gen Task Force: 2017-present
Many of these skills/qualifications involve communication and relationship building, which I consider my biggest
strength. Being in the EAP industry for 28 years, including 24 years in provider relations, has exposed me to a
lot of members and stakeholders. Work with network providers involves education of EAP procedures, complaint
investigation, communication regarding client and/or company needs, fee negotiations, among other things. My goal
is always to address issues in an effective and efficient manner. However, if done correctly, you do more than
that. You create a partnership with the provider for the common good of both client and company, and a
relationship of sharing and understanding.
I am passionate about many things, and one of them is clearly the EAP industry. Whether it is encouraging a
member continue in EAPA, convincing a provider to join EAPA, or sharing my excitement about the industry, all
bring out my enthusiasm and love for what we do. For years I have done this in my position at Empathia or the
committees that I have been involved in at EAPA. But as a manager, I strive for greater involvement and
knowledge, and the ability to make a bigger difference. I pride myself on my calm and logical demeanor, and my
ability to find answers or best solutions in everything that I do. I also love to be surrounded by others who are
smarter or have more experience, but share in the same goal to make things better.
At Empathia, I manage a provider relations team and a network of thousands across the globe. I manage with
transparency, strength and open communication. I am a leader that grows employees, and I put them in a position
to succeed. My employees and providers don’t have to guess how I feel, and know that I am always available to
them. The international aspect of my role also helps me to understand EAP in other parts of the world and to be
sensitive to cultural differences.
I have been involved in a number of strategic planning sessions at Empathia, within EAPA sub-committees and have
served on board positions both past (EAPA chapter board, CCCS of San Francisco/Balance) and present (St. Pius X
Parish). All of these positions involved aspects of leadership, communication, and planning. I feel comfortable
in all of these areas.
Social media and technology are not specialties but are areas of familiarity. I have initiated and launched
several efficiency projects in the area of technology to enhance the experience of providers and my field
operations team, such as online paperwork and a provider portal.
Vision & Goals:
Listen/Learn: Board membership provides a unique opportunity and privilege to learn and shape an organization’s
or association’s culture. My first goal is to listen to and learn from my fellow board members, to understand
past decisions that have been made and the ones that are currently being worked on. Though I have been in the EAP
industry for over 25 years, there are so many smart and talented leaders within this association that I would
love to collaborate with for the good of our amazing association. I also want to listen to the members, both
directly and through other methods in order to continue to build on the connections that have been established
and find out the needs that they express and see if we can make them a reality. I have been with the same
external / international EAP (Empathia) for a long time! But through my job and my involvement with EAPA since
2002, I have met and made friends with many EAPs, small and large, internal and external. I hope to use my
strengths to communicate with members/chapters and build a stronger relationship between our members and our
leadership as we need one another.
Growth: I strongly believe that growth within EAPA is possible. To me, growth means members! More members equates
to better financial security for EAPA, more leaders to step up and share their voice, and greater attendance at
our outstanding conferences. Growth means more EAPA memberships, more CEAPs and more EAS-Cs. Growth means
strengthening our US chapters and membership, supporting and strengthening our current international chapters and
encouraging and supporting other possible chapters throughout the world.
Education: EAPA has struggled with its identity for years as other organizations and associates have attempted to
position themselves within our and other related industries. I believe in employee assistance and am passionate
about what we do. I want EAPA to continue to be viewed as a leader and voice in the workplace. That means we need
to continue to push our message out to the people that use our service but also to the people that deliver our
service – EAPs and our providers, I was fortunate to participate in the development of the EAC-S and believe
strongly that education of the providers that are seeing our employees and family members will help in this
message. Providers need to know what EAPs should and should not be doing and how it differs from other mental
Innovation: I love what EAPA has been doing lately with conference formats, town halls, and technology. This
needs to continue in order for us to reach diverse populations and energize those who are not participating or
joining for whatever reason.
Critical Thinking Response:
I would ask EAPA:
I would ask individuals:
- What is membership currently?
- What has been the growth or decline in membership in the last five years?
- What has been done to increase membership in the past and what has been the success of these methods?
- What is the importance of increased membership and if there is a certain number of members that is needed?
I would ask EAPs:
- Do they know what EAPA is?
- Do they know what an EAPA membership offers?
- Do they know the value memberships mean to EAPA? (I frequently ask this question and motivate providers to
join by explaining that 50% of their practice is EAP work, yet they are giving nothing back to the industry that
is giving them referrals).
- What is stopping you from becoming an EAPA member? Financial? Value? Etc.
- If there is a question of value, I would want to know what would make the cost worthwhile?
- I would ask current EAPA members what they see as the value?
I also would pull from my knowledge of the Membership Retention Taskforce, Next Gen Task Force and previous
committees that have looked into this issue.
- Do you use the membership directory to find EAP provider? Why or why not?
- Do you ask providers if they are EAPA members, CEAPs, EAS-Cs?
- Do you give preferential treatment to providers that are EAPA members, CEAPs, or EAS-Cs?
- What is stopping you from contributing to and supporting your association?
How would you proceed?
After gathering the information, I would analyze it to form conclusions and develop a plan. This could be done as
a board project or subcommittee. With approval, I would implement the plan taking into account costs, time and
How would you evaluate the plan’s impact?
I would evaluate how the efforts made increased membership and which ideas were more or less successful. Based on
this evaluation, I would determine if some methods should continue, be tweaked, or stopped altogether. I would
then implement that plan and re-evaluate again until we started meeting our goals.
|Radhi Vandayar, Johannesburg, South
- EAPA Egoli Chapter chairperson (2008-2010)
- EAPA Board: Research and Education portfolio (2011-2013)
- EAPA Board: Conference Organizer (2013- 2015)
- EAPA Board: Marketing (2016- 2018)
- Africa Task team (2014-2018)
- SAQA Accreditation Committee: 2018
I am also a qualified change management agent (Proci) and I am currently studying coaching through Henley
||Postgraduate Diploma –MBA
- Henley Business School: Reading University.
- Management Challenge: Measuring customer satisfaction in employee wellness services.
||BA Degree –Social Work (honours)
- University of Witwatersrand
I have worked in both corporate and public sectors in SA. I also worked in London for the NHS and Essex County
Council for 2 years. I have growth ICAS business into Africa so I have experience of working with many cultures
and within various environments. I am on the Africa task team and have gone to Nigeria, Botswana and Mozambique
to assist with starting EAP committees. I have spoken at the Nigeria conference and in Botswana.
Leadership development: I have groomed Chapter chair persons within the Egoli branch to succeed me at the chapter
and have supported other chapters in terms of coaching or mentorship. I have been a senior manager at ICAS. So as
a service provider I have done much leadership development interventions with clients within the EAP space.
My current role on the EAPA board is to manage the marketing. So I appointed a service provider to assist me to
revamp the website, build a social media presence and develop a media presence (SA Leaders magazine). I am
currently engaging with a stakeholder to assist with getting us free coverage on TV and radio for our conference.
I have ensured that both board members and I appear on talk shows to share the EAP agenda. We talk about things
that are topical like suicide, stress etc. For example I spoke about depression and burnout on workers day this
year. At ICAS I have started the first psycho social eLearning gamification taking our proactive and prevention
My study experience will assist me with the research requirements outlined above. However I also held the
research portfolio in SA a few year ago and I managed to start the process of investigating the resources we have
in the country, I did the initial questionnaire to assist with information gathering of countries in Africa in
need of EAP support.
Vision & Goals:
The world of work is evolving at such a rapid rate with all the technological changes. I don’t feel our
profession is gear to handle these changes appropriately. Many of the EA professionals are stuck doing the same
things or in a comfort zone. Through our last 3 conferences I have been pushing the SA professionals towards
facing the 4th industrial revolution. How are we going to support people who will have totally different jobs
within a few years? What are we going to do about the automation of some of the functions we do as EA
professionals? How are we going to reinvent ourselves? These are keys questions we need to get our members to
confront and prepare for.
I would like to be part of that journey as I feel that while I still have the grounding and foundation of my
teachers from Generation X I am agile enough as an individual to learn and grow to meet millennial mindsets and
expectations. This is what the EAP fraternity needs to look at in the years to come.
This is my passion- to use progression and technology without losing our wisdom of the past.
Critical Thinking Response:
Disclaimer: I don’t know how the International board brings in revenue currently.
- So I will need to understand this 1st.
- Identify opportunities to explore other revenue streams.
- Develop a strategy/business case for this.
- Identify a task team to implement.
- Set a target for the income we think we can bring in and by when.
- Break up targets into manageable milestones.
- Evaluate as per milestone.
- However there is no better way of know we winning then money in the bank or targets met.