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Chapter 8. EMPLOYEE ASSISTANCE PROGRAMS,
REHABILITATION, AND TREATMENT
Under the FMCSA controlled substances use and alcohol misuse regulation, you
are required to refer any driver to an SAP for evaluation, who has used controlled
substances or misused alcohol, regardless of the consequences specified in your policy (see
49 CFR part 40, subpart O). For example, you must provide these referrals to your
drivers
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even if your policy is to terminate
drivers who violate the controlled substances use
and alcohol misuse regulations. You must also inform your drivers of resources available
to resolve problems associated with controlled substances use and alcohol misuse.
You are not required by this regulation to provide, or to pay for, rehabilitation
and treatment programs. However, many employers choose to do so because
research and experience have demonstrated that
such programs can be highly cost-effective.
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EAPs, Rehabilitation, and Treatment
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8 - 1
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Programs that address substance
abuse problems in the workplace are often referred
to as "employee assistance programs" or "EAPs."
Many EAPs address other problems of drivers and their family members.
Providing EAP services to support the controlled substances and alcohol
regulations may be relatively inexpensive if you
already have an EAP in place. In many cases, your existing EAPs may already be providing
some, or all, of the recommended services, such as assessment and counseling.
For these reasons, employers that currently do not have EAPs should
carefully consider the economic and other benefits
of establishing them when implementing their controlled substances use and alcohol
misuse testing programs. Employers that already
offer EAPs should review them for opportunities to integrate their FMCSA-mandated
testing programs. You should ensure, however,
that the testing programs do not compromise, or appear to the drivers to compromise,
the integrity of the EAP.
The relationship of the SAP to the EAP is a complex and sensitive one. Under
the regulation, the SAP must evaluate those who fail controlled substances and alcohol tests.
The SAP is required to recommend the appropriate treatment and/or education to
a
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driver who has tested positive on a
DOT controlled substances or alcohol test. According to the regulation, the employer
is responsible for ensuring that the SAP does not refer drivers to a treatment provider that has
a financial relationship with the SAP. This provision applies whether or not the
employer offers an EAP or other treatment coverage.
SAPs are also responsible for ensuring that drivers satisfactorily complete
treatment before they are permitted to return to
safety-sensitive duties. In this case, an SAP associated with the EAP or other
treatment program may, at the employer's option, be
the one to certify readiness to return to duty even
if a financial relationship exists between the SAP and the treatment provider. Since not
all counselors in treatment programs will possess the credentials required in the regulations
to qualify as a SAP (§382.107), employers
must confirm this qualification prior to accepting
the return-to-duty recommendation.
Section 1. EMPLOYEE ASSISTANCE PROGRAMS
EAPs help drivers and their family members with personal and
behavioral problems, including but not limited to
health, marital, financial, alcohol, drug, legal, emotional, stress, and other concerns that
may adversely affect performance and productivity.
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8 - 2
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EAP services may be provided
directly by the employer or union, or they may be contracted out. Generally speaking,
employers with fewer than 3,000 employees will find
it more cost-effective to contract out for services.
In addition, regardless of the number of employees, if workers are
geographically dispersed or if the EAP is intended to be
"full-service" and to cover a broad range
of problems, contracting out is often cost-effective.
Internal EAPs (those operated directly by the employer) are typically established
within human resources or medical departments. Although the company operates the EAP,
the EAP facility may or may not be on the employer's property.
External EAPs are contracted services provided for the employer or union by
an outside vendor. Vendors may be large national or international EAP providers,
local specialized EAP providers, or
university-based or other mental health clinics. As with
the internal EAPs, physical facilities may or may not be located on the employer's property.
Finally, just as with testing programs, EAPs may be cost-effectively
developed through consortia (see Chapter 10, "Joining
a Consortium"). Small employers or unions
join together to combine their resources and
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achieve purchasing power and
operational expertise typically unavailable to any
one consortium member acting individually. For example, a 10-driver employer that could
not afford to purchase external EAP services on
its own could join a consortium with other similar employers and achieve more
favorable financial terms.
Because consortia EAP offer both advantages and disadvantages, their use
should be carefully considered. On the positive side:
Consortia reduce costs for small and medium-sized employers.
Confidentiality is easier to maintain.
Community resources are usually better identified and employed.
A greater range of employees can be served.
Often the counseling staff has greater diversity and
better credentials.
On the negative side:
Some supervisors and managers will be reluctant to
bring
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EAPs, Rehabilitation, and Treatment
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8 - 3
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"company matters"
before "outsiders."
The consortium providers (like other external EAP
operations) have limited knowledge of the company.
Role definition between the consortium and the
individual members may be unclear, leading to misunderstandings.
Participating employers may disagree about services needed
and apportionment of costs.
Counselors may find it difficult to integrate themselves into
your work force.
Clearly, several of the negatives apply to all external EAPs and not just to consortia.
Sound management, a spirit of cooperation, and careful selection of the
consortium management and staff can alleviate many of
the potential negatives.
The specific services your EAP will provide are a matter of program design.
You can choose to include any services you believe will improve the productivity and safety
of your work force. Table 8.1 suggests features
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that EAPs should provide whether they
are internally, externally, or consortium-operated.
In addition, some specific requirements of the new testing regulations lend
themselves to being performed by EAPs. Examples
of these requirements include
Maintenance of confidential program records
Program reporting
Testing (particularly return-to-duty and follow-up)
Supervisory training and driver education on the requirements
of alcohol and drug testing regulations.
You should keep in mind, however, that your EAP may object to conducting
drug testing, particularly testing that is not conducted for return-to-duty or
follow-up purposes. This may be the case even if
the EAP normally conducts testing as a part of its treatment regimen. EAPs often feel
that conducting company drug testing makes them appear to be part of the disciplinary or
security functions of the company, and as such discourages self-referrals for
treatment services.
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EAPs, Rehabilitation, and Treatment
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8 - 4
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Table 8.1. Features of a Full-Functioning EAP
Features |
Comprehensive Option |
Program Development |
- Needs Assessment
- Program Design
- Policies and Procedures Development
- Union Integration
- StartUp Meetings with Key Personnel and Advisory
Committee
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EAP Promotion |
- Annual Face-to-Face Employee Orientations (or Video)
- Wellness Seminars
- Posters
- Paycheck Stuffers and Wallet Cards
- Personalized EAP Brochure
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Clinical Services (Includes Immediate Family) |
- Face-to-Face Assessment, Counseling, and Referral
Services
- 24-Hour Response
- Appointments Within 48 Hours
- Telephone and Face-to-Face Follow-Up for a Minimum of 3
Months until Problem Resolution
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Supervisor and Manager Training |
- Training Programs (2.5 Hours Each)
- Periodic Updates for New Managers and Supervisors
- Supervisor's Guide
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Consultation |
- Consultation With Key Managers as Needed
- Unlimited Telephone Consultation and Assistance to
Individual Supervisors as Needed
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Reports and Evaluation |
- Quarterly Reports Analyzing Performance
(Statistical Summaries and Narrative Reports With
Recommendations)
- Semi-annual Presentations to Senior Management
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Fee Options Available |
- Per Capita Fee
- Sliding Scale Based on Utilization
- Administrative Fee/Per-Case Basis
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Other Services and Features Available |
- Critical Incident Response
- Executive Assistance Program
- Drug-Free Workplace Training and Consultation
Workplace Seminar Series
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EAPs, Rehabilitation, and Treatment
8 - 5
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Providing an EAP.
As mentioned above, the testing regulations do not require you to
provide treatment or rehabilitation for your drivers.
Nonetheless, many employers in a variety of industries, with and without testing
programs, have discovered the value of providing
employee assistance services for their employees and their immediate families.
According to the U.S. Department of Labor, corporations are increasingly turning
to EAPs to deal with their employees' substance abuse problems. More than 10,000
EAPs operate across the country.
All sizes and types of employers have instituted EAPs. They can help save money
by decreasing absenteeism, the number of accidents, use of medical and
insurance benefits, worker's compensation claims, grievances and arbitrations, and
employee replacement costs.
Major Decisions to be Made in Establishing
an EAP
The decisions you must make in establishing an EAP fall into three
broad categories:
Program Scope
Employee eligibility (e.g., all employees,
safety-sensitive employees only, probationary
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employees, immediate family members, significant others)
Number of work sites to be served
Location of work sites
Types of problems to be addressed (e.g., substance abuse,
legal, financial, marital,
psychological).
Program Type
Internal: provide in-house EAP
External: purchase services of external company
Consortium: combine with other employers to purchase services.
Program Administration
EAP interface with other departments and programs (e.g.,
personnel, benefits, unions,
training and development,
controlled substances use and
alcohol misuse testing,
progressive discipline)
Resources, facilities, and staffing
Program launching and promotion
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8 - 6
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Education, training, and consulting
Program accountability (statistical reporting, records, program
evaluation).
Steps in Establishing an EAP
Because the steps you will follow to establish an EAP closely parallel those
you have followed in establishing your controlled substances use and alcohol misuse
program, much of the work may have already been accomplished. At the very least, you will
have procedures and processes in place that can guide your EAP development.
While there are many ways to approach EAP development, the following steps
have proved useful for many organizations:
Create a program advisory committee.
Conduct a needs assessment.
Select a provider.
Estimate the cost.
Determine what needs to be done after an EAP service provider is
in place.
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Determine additional
resources available.
Creating a Program Advisory Committee.
You may have established such a committee or task team to implement
your controlled substances use and alcohol misuse program. The program advisory
committee involves many components of the employer organization in designing and
implementing the EAP. This can be critical later
in promoting the acceptability and use of the program.
Typically, a program advisory committee will include representatives of both labor
and management. It will also cut across employer divisions and departments. The general
rule you should follow in selecting participants
is that if their support will be important in implementing or operating the program,
they should be included. Obvious departments to include are human resources, medical
services, labor relations, legal, and security, as well
a broad representation of employees to be covered by the program. Because of
the importance of the interface between your controlled substances use and alcohol
misuse testing programs and the EAP, whoever manages those programs should be on
the advisory committee. However, if your EAP will provide typical services and will
not
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EAPs, Rehabilitation, and Treatment
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8 - 7
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simply be a counseling arm of the
testing program, the manager of the testing
program should not be the chair of the program
advisory committee or the coordinator of the EAP.
The responsibilities of the program advisory committee will be to
develop, implement, and oversee the EAP. This committee will be the primary force
moving the creation of the EAP, but its
responsibilities will not end once the EAP has begun operating.
The program advisory committee will develop the EAP policy (which may
require negotiation between management and bargaining units) and ensure that the policy
and the program are properly integrated with other policies and operations of the employer.
To meet its responsibilities in these areas, the program advisory committee
may turn to outside resources, including
Other employers of CDL holders who operate EAPs
Independent personnel and employee benefits consultants
EAP professionals, including local and national employee
assistance professional associations
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Conducting a Needs Assessment.
The needs assessment is used to help you determine the scope of services the
program should offer and other elements of program design. It can be useful in
identifying characteristics of the work environment
that affect employee performance, as well as in predicting utilization levels for various
EAP services. This last information can be particularly valuable since it will help you
staff the EAP appropriately and budget accurately.
It can also suggest the most advantageous fee structure in any contract to be negotiated
with an external EAP service provider.
You may also choose to conduct a needs assessment on an annual or biennial basis as
a part of an organized evaluation and planning tool for assessing and improving
EAP performance.
Selecting a Provider.
If you choose to operate a program internally, once you have your
needs assessment in hand, you are ready to begin identifying staff and establishing the program.
Many employers will choose to contract for external EAP services either individually
or as members of a consortium. If you have determined that a consortium is the
best
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EAPs, Rehabilitation, and Treatment
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8 - 8
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approach, you will need to identify
potential partners. Local associations of EAP professionals, chambers of commerce,
other business groups, and your State industry association may be helpful. However
you identify your partners, you should work with them on a program advisory committee so
that the EAP consortium is responsive to all members' needs. While, as with
all committees, this may result in a better
program than you might have designed individually,
you may also need to compromise on design issues in ways that you would not if you were not
a part of a consortium.
You will need to prepare and release a request for bid (RFB) to obtain EAP services.
Because of the wide variety of types of EAP services and the different interpretations
of common terms, your RFB should be very specific about the services you want
to purchase and how you expect the bidders to prepare their responses. This specificity
will help make sure that you are purchasing the services you expect and that proposals
from different vendors are comparable. Just as importantly, it will serve as the basis for a
very specific contract that you will negotiate
with the service provider.
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The appendix to this chapter contains
a sample RFB for purchasing EAP services. You should review it to determine the extent
to which it meets your program design needs.
Send the RFB to EAP providers who serve your area. You will be able to
generate names by talking to other employers in
the area, by consulting your local or State employee assistance professionals
association, or by looking in your Yellow Pages
directory under a heading such as "Employee
Counseling Services."
Be sure to allow bidders adequate time to provide the detailed information you
have requested in the format you have specified. Make the results of your needs
assessment available to those who request it. If
your company's purchasing procedures permit, meet with vendors who request meetings. EAPs
are very "people-oriented," and you should
take the opportunity to get to know the people who want to provide this service for your
work force. You must be comfortable with them. You are, after all, turning over the care
and well-being of your most valuable asset to them.
The draft RFB in the appendix suggests selection criteria you will want to employ
in choosing among bidders. Relevant criteria might include, for example,
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EAPs, Rehabilitation, and Treatment
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8 - 9
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Services offered
Assessment
Short-term counseling
Referrals
Follow-up
Referral source maintenance
Case management procedures
Clinical supervision procedures
Reporting procedures
Managerial and supervisory training
Management consultation
Employee education and program announcement
Staff qualifications
Office space, facilities, and hours of operation
Methods for evaluating EAP performance
Organizational experience
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Understanding of your
employees, work force, and needs
Confidentiality and record
keeping procedures
Participation rates (historical and anticipated/guaranteed)
Financial capability
Understanding of multiculturalism,
multilingual forces
Price.
In the end, your best indication of how good a particular vendor will be might
be determined best through interviews of other organizations the vendor serves. Once
you have narrowed your search to two or three finalists who seem to meet your criteria,
call several clients of each and ask detailed questions. While it is important that the
EAP vendor understand workers in your industry, it is just as important that they have a
thorough knowledge of the resources available in
your community. Therefore, when you check references, be sure to call companies located
in your community, as well as other companies in your industry.
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EAPs, Rehabilitation, and Treatment
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8 - 10
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Estimating the Cost.
Depending upon the size of your work force, its location, types of programs
available, number of problems in your work force,
whom you cover, and many other factors, the cost may vary significantly. This is true
whether your program is internal or external. The
more responsibilities the EAP has, the more it
will cost. Internally, these costs are borne
through the salaries and administrative costs of
the program. Externally, they are recovered through the vendor's pricing structure.
The pricing structure may vary. You may have the option of paying on a per-capita
basis, where you pay a set amount per year for
each employee, whether or not each employee uses the program, or you may pay on a
fee-for-service basis, where you pay only when an employee actually sees a counselor.
Actual pricing may vary from $10 to $110 per employee annually. In all but
unusual circumstances, you can probably obtain comprehensive services at no more than $30
to $50 per employee per year.
Determining What Needs to Be Done After an EAP Is in Place.
Regardless of whether you have an internal, external, or consortium EAP,
someone
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must be in charge. We refer to that person
as the EAP coordinator although, in fact, the person may have a different title in
your company (e.g., nurse, human resources specialist, vice president). Typically,
this person will be the same one who coordinated the planning for the EAP with the
program advisory committee.
The responsibilities of the EAP coordinator include
Coordinating program advisory committee meetings
Overseeing implementation of the EAP
Scheduling senior management briefings
Planning and coordinating EAP activities (e.g., training,
employee orientation sessions, news articles)
Overseeing EAP promotional activities
Negotiating the EAP contract (usually annually)
Monitoring the effectiveness of the EAP
Monitoring the EAP provider's performance.
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8 - 11
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Determining the Additional
Resources Available.
Implementation of the EAP is a time consuming-process that should not be rushed.
If you do not have a program now and wish to consider incorporating one as a
rehabilitation component to your controlled substances
use and alcohol misuse program, begin right away! EAPs that succeed have been carefully
planned and developed with the support and cooperation of many levels of management
and union participation as well.
In addition, many companies, including those employing CDL holders,
have implemented EAPs before you. Take advantage of their experience. As
discussed above, consultants are available to help
you establish a program, but a great deal of free
and nearly free information is also available.
Section 2. REHABILITATION
AND TREATMENT
As noted earlier, the FMCSA regulation does not require you to provide, or pay
for, rehabilitation and treatment programs. However, rehabilitation and
treatment programs are often an integral part
of successful substance abuse programs. The decision to provide rehabilitation to
affected employees should be made with both the employer's and employees' needs in mind.
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Inpatient and outpatient services
are available. The inpatient mode often involves
a 1-to-4 week stay in a hospital or residential treatment center and may be targeted
toward the more severely addicted person. The outpatient mode is appropriate for
those persons who are employed and can benefit from education and behavior modification
to remain drug-free and/or alcohol-free.
Intensive Inpatient Services.
Inpatient centers treat dependent people with physical and/or
psychological complications. Patients in intensive
treatment may need supervised detoxification and
may suffer physical withdrawal symptoms. As part of treatment, patients will attend education
and awareness lectures and group therapy sessions.
Frequently, family members are involved in treatment, since dependency affects the
entire family.
Intensive Outpatient Services.
These services generally treat dependent patients who have fewer physical
or psychological complications. They offer effective and less expensive alternatives
to residential care for individuals with
relatively stable home environments and supportive employers. The patient receives
education, group therapy, and individual counseling for
up
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8 - 12
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to 10 weeks, with most sessions scheduled
in the evenings (generally three sessions per week). These programs often require
some family involvement. Costs are generally one third to one half of those for intensive
inpatient treatment.
Outpatient Follow Up Services.
Patients discharged from intensive treatment need further help. Help may
be provided through an outpatient follow-up program lasting several months to a year
or more. One visit per week is typical. Many inpatient and intensive outpatient
treatment plans include weekly follow-up sessions at
no additional cost.
Usually your employee assistance
counselor develops a treatment program that best meets the needs of the employee in a
cost-effective manner. If, however, you
participate in making a treatment referral, the
following guidelines will assist in evaluating the treatment program's effectiveness.
Cost. High cost does not guarantee effectiveness.
Conduct a cost comparison of programs. It could be, for example, that
cost disparities are in the number of professionals per bed, total
hours of one-on-one counseling and
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group therapy, number of days of treatment, amount of
aftercare counseling, or extent of other medical resources utilized.
Reputation. Ask other SAPs and former program participants
for their candid opinions concerning the effectiveness, service,
and reliability of the treatment program.
Staff qualifications. A quality program should have a balance
of professionals. Intensive inpatient programs should be staffed
by nurses, physicians, psychologists, social workers, and
formerly dependent counselors. There should be medical management
of detoxification. Intensive outpatient programs should be staffed by
a mix of psychologists, social workers, and formerly
dependent counselors. In both cases, all professional staff should be
State-certified treatment specialists or counselors interning
for certification.
Although an EAP is not required under the FMCSA regulations, a policy decision
to attempt to reclaim human resources should be carefully considered.
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8 - 13
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At first glance, it may
seem inappropriate to allow anyone to work again who has demonstrated a high-risk
behavior such as controlled substances use or
alcohol misuse. However, treatment and
rehabilitation can be effective. In addition, trained,
skilled labor is a valuable resource. You should consider employee replacement costs, as
well as the impacts on work productivity and morale, as you evaluate the
cost-effectiveness of EAP rehabilitation services.
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8 - 14
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Chapter 8 Appendix
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EAPs, Rehabilitation, and Treatment
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8 - 15
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Page Intentionally Left Blank
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8 - 16
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(Reproduced from the Employee Assistance Program for Transit Systems Manual, September 1991)
SAMPLE
Request for Bid
for
Employee Assistance Program Services
Purpose: To Provide Employee Assistance Program (EAP) Services to Company Employees who
are now subject to the controlled substances and alcohol regulations of the DOT and FMCSA.
Closing Date:
Place Due:
For Further Information Contact:
I. Purpose of Request for Bid
The purpose of this Request for Bid (RFB) is to solicit proposals to provide EAP technical
and professional services for the Employer.
II. Description of the Project
The Employer, with an average population of
(#) regular employees, is seeking to
provide professional and confidential counseling and referral service to those employees
experiencing personal problems. The Employer is requesting a comprehensive, broad-brush approach in
the provision of diagnostic, treatment, referral, and followup activities to employees. Included
in the program service is the basic training of company managers and supervisors in the
purposes and uses of EAP.
III. Scope of Services
Provide EAP services including, but not necessarily limited to, the following:
A. Confidential, professional, and comprehensive diagnostic, counseling, and
referral services for any employee experiencing personal problems. The first session should
be initially offered within a reasonable time from employee contact.
B. Program administration, recordkeeping, and reporting. Assignment of staff
to administratively service the Employer's EAP, maintain complete and
confidential
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8 - 17
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records, and report quarterly to the Employer on various program and
utilization statistics.
C. Annual supervisory training sessions to company supervisors in the function and uses
of an EAP.
D. Communication and consultation with EAP staff by company supervisors
about nonconfidential issues, should the need arise.
E. Periodic development and provision of EAP informational materials to the
Employer work force.
F. Office space to provide necessary services.
IV. General Instructions
A. Proposal Content
Proposals must set forth full, accurate, and complete information as required by
the RFB, and should:
1. Describe how the respondent will deal with each item outlined in the section
of this RFB headed "Scope of Services." This applies even if it is the intent of
the respondent to eliminate the item or to substitute some other activity.
2. Set forth an implementation plan specifying the staff credentials,
capabilities, tasks to be performed, and relevant timetables for service.
3. Provide budget breakdown and fee schedule.
4. Provide original and five copies of bid.
5. Provide reference list and permission statement allowing the Employer to
contact references as needed.
6. At the option of the respondent, include examples of no more than two relevant
or similar projects provided by the respondent. It is highly desirable that, if
such material is submitted, it be in the form of a brief summary that includes
a description of the customer, description of services provided by
respondent, description of the methodology employed, and examples of reporting forms used.
V. Criteria for Evaluating the Bids Received
The prospective contractor will be selected principally on the following criteria, though
not necessarily in this order of ranking:
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8 - 18
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A. Offeror's proposed statement of work. Emphasis will be on soundness of
approach, service provisions, previous experiences, and the quality of recommendations in
meeting the Scope of Services.
B. Capability for establishing working relationships. The personnel of this project must
be able to work effectively with the management of the Employer. Documentation
of previously successful relationships is preferred. Interviews with prospective
contractors within competitive range may be conducted to provide input for this criterion.
C. Background and previous experience of agency/personnel (including consultant
and subcontractors) to be assigned to provide EAP services and their
demonstrated competence in the type of work to be performed (include a complete resume and
time commitment for professional persons to be assigned).
D. Budget and fees.
E. Organization and management. Consideration will be given to
administrative, management, and program controls, and the ability to commit staff and
relevant resources to an EAP.
F. Ability to satisfy minimum indemnification and insurance requirements as
detailed under Section IX herein.
VI. Contract Requirements
A formal contract arrangement will be entered into with the EAP provider selected and
the Employer. The providers considered will be selected from responses to this RFB. Time
period of the contract shall cover one year.
VII. Compliance with Federal and State Laws
The provider shall comply with all applicable Federal and State laws, rules, and
regulations, and will not discriminate or permit discrimination against any person or group of persons
on the grounds of sex, race, color, age, religion, or national origin in any manner prohibited
by law.
VIII. Acceptance Period
In submitting a proposal, RFB respondents agree that the proposal remain valid for a period
of 60 days after the closing date for submission of proposal and may be extended beyond
that time by material agreement.
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IX. Indemnification and Insurance Requirements
A. IndemnificationThe EAP provider agrees to defend, indemnify, and hold
harmless the Employer and its employees from any claims, liabilities, obligations, and causes
of action of whatsoever kind and nature for injury to or death of employees of the
provider or any other person and for damage to or destruction of property, or loss of
use, including property of the Employer, in connection with services performed under
this agreement regardless of cause except that provider shall not be required to
assume responsibility or indemnify the Employer for such injuries, damages, or claims
deemed by law to be due to the sole negligence of the Employer or its employees.
B. Insurance RequirementsThe EAP provider agrees to procure and maintain in
effect for the duration of this agreement the following insurance coverage with
insurers licensed or approved to conduct business in the State and holding a current
financial rating satisfactory to the Employer.
1. Professional Legal LiabilityInsuring against claims or suits brought
by employees alleging injuries or damages, including claims brought directly by
the Employer, due to errors and omissions and deemed to have arisen out of work
or services performed under this agreement. Coverage shall be broad enough
to include:
a. Contractual Liability
b. Contingent Liability
Claims Made PolicyShall provide for not less than 12 month discovery
period or agreement that coverage will be renewed for a period of not less than 1
year, such completion of work or services under this agreement. In the event
the Employer requires coverage beyond such extension, it will retain the right
to implement such requirement prior to expiration of existing coverage as
specified above.
2. Commercial General LiabilityInsurance against claims or suits brought
by employees alleging bodily injury or damages of property and claimed to
have arisen out of services provided under this agreement. Coverage shall be
broad enough to include:
a. Premises and Operations
b. Contingent Liability
c. Contractual Liability
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Limits of LiabilityShall not be less than $1,000,000 for coverage under 1 and
2 above.
Additional Named InsuredNaming the Employer as an additional insured.
Knowledge of OccurrenceStandard Wording
Notice of OccurrenceStandard Wording
3. Workers Compensation and Employers
LiabilityInsuring in accordance with statutory requirements in order to meet obligations toward employees in the
event of injury or death sustained in the course of employment. Employers
Liability (Coverage B) shall not be less than $100,000 each claim.
Policies under 1, 2, and 3 shall be endorsed to include the following:
Notice of CancellationIn the event of nonrenewal or cancellation,
provider's insurance shall give written notice to the Employer indicating that such cancellation
or non-renewal shall not be effective in less than 60 days from the date the notice
is received by registered mail.
Certificate of InsurancePrior to start of work or operations under this agreement
or contract, a properly authorized certificate of insurance evidencing that the
above described coverage is in effect.
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