The size of an EAP network is not as critical as the vendor's approach to network management.
Although all EAP vendors claim to have a competent and well-trained network of EAP affiliates, Chestnut Global Partners (CGP) is keenly aware that providers of counseling and psychological services are not uniformly and sufficiently equipped in terms of EAP knowledge and skills. We recognize that vendors are "far removed" from the actual EAP affiliate/client interaction, so we take positive steps to attempt to influence affiliates to improve their fidelity to EAP practice.
When developing provider networks, the primary focus of most vendors is to ensure a sufficient number and proper geographic coverage of providers exists, not necessarily ensuring competency in the unique aspects of EAP practice. Several researchers have speculated that EAP counseling networks and managed behavioral health (MBH) networks have become virtually identical, with a significant degree of overlap between EAP and MBH. The way most EAP networks are structured is a declaration that all licensed mental health professionals can provide EAP services. This issue is endemic in the EAP field since most EAP affiliates are based in private, group, or agency practices, and EAP work only represents a small portion of their total caseload. Smaller, community-based or "boutique" providers that are exclusively EAP are diminishing, mainly due to vendor consolidation where larger MBHOs dominate the EAP market. We stress this point since most remaining "EAP specialists" work for primary EAP/MBH vendors or internal programs. CGP, with its reputation as an EAP focused provider, has long standing relationships and agreements with many smaller community-based and regional EAP providers with experience and knowledge in core EAP practices.
CGP currently offers a very robust national EAP affiliate network that will allow employees and dependents to access EAP counseling no matter where they are located. However, this characteristic does not distinguish us from any other large EAP vendor. Most networks are virtually identical in the sense that multiple vendors contract with the same group practice(s) or qualified clinicians in a given location. Most affiliates belong to numerous networks and receive varying levels of reimbursement from numerous EAP vendors. So the size of a network is less important than an EAP vendor's ability to positively influence that affiliate and engage them in a lasting and loyal relationship. When an affiliate is dissatisfied with a vendor (e.g. heavy handed oversight regarding number of visits, rate cuts, delays in getting paid, etc.), those dissatisfied feelings can contaminate the affiliate's view towards accepting and treating clients referred by a particular vendor.
The basis for setting up sub-contractual relationships in EAP usually begins with the formulation of a contract. However, the success and longevity of that contract depend on the "quality" of the primary vendor/sub-contractor relationship. So, ensuring quality and loyalty among a diverse group of affiliates begins with establishing "goodwill" and "trust". This climate of trust is required in order to promote and ensure excellent service. We know that quality in EAP counseling ultimately occurs at the level of the client/affiliate interaction, and we are only as good as our affiliates. Our core philosophy at CGP is to build "goodwill" among our affiliates, pay them fairly, and offer them education and guidance on what separates EAP counseling from general mental health practice.
Because CGP has earned a reputation as a preferred vendor with affiliates, we can quickly accommodate the needs of our customers while adhering to rigorous recruitment standards. If a request for EAP counseling is made in a remote or unexpected location, our network staff will quickly and efficiently arrange services and make a good faith effort to identify the most qualified practitioner that conforms to the caller's expectations.