Corporate Pioneers—Creating Cultures of Caring: Enhancing Health and Safety in the Workplace and the Larger Community

Moderator: Kate Burke
May 9, 2013
2:00 pm CT

Coordinator: Welcome and thank you for standing by. At this time all participants are in a listen-only mode until the question-and-answer session. Today’s conference call is being recorded. If you have any objections you may disconnect your line at this time.

I would now like to turn the call over to Kate Burke. Thank you. You may begin.

Kate Burke: Welcome to Corporate Pioneers—Creating Cultures of Caring: Enhancing Health and Safety in the Workplace and the Larger Community.

Today’s webinar is sponsored by the Substance Abuse and Mental Health Services Administration’s Resource Center to Promote Acceptance, Dignity and Social Inclusion Associated with Mental Health, also known as the ADS Center.

SAMHSA is the lead Federal agency on mental health and substance use and is located in the U.S. Department of Health and Human Services. Please join the ADS Center listserv to learn more about social inclusion—including upcoming webinars, new resources, and events. Details will be provided at the end of this presentation.

My name is Kate Burke. I am the Associate Director of the Partnership for Workplace Mental Health, a program of the American Psychiatric Foundation. The partnership collaborates with employers to advance mental health in the workplace. We are pleased to partner with the ADS Center and moderate today’s webinar.

This webinar will be recorded. The presentation audio recording and a written transcript will be posted to SAMHSA’s ADS Center Web site at promoteacceptance.samhsa.gov in June.

The views expressed in this training event do not necessarily represent the views, policies, and positions of the Center for Mental Health Services, the Substance Abuse and Mental Health Services Administration, or the U.S. Department of Health and Human Services.

Our presentation today will take place during the first hour and will be followed by a 30-minute question-and-answer session. We will provide specific instructions for asking a question when we come to the Q-and-A time.

Stresses both in and outside of work can affect employees—whether the everyday stresses of family life, caregiving, work stresses, financial challenges, or physical health problems. More serious issues can also impact employees—including mental health, addiction, domestic violence, and other traumatic events.

In August of last year, the ADS Center sponsored a webinar titled The Role of Employment in Recovery and Social Inclusion: An Integrated Approach. That webinar focused on people in recovery gaining access to or reentering the workforce. Today’s webinar will focus on what employers are doing to facilitate recovery and provide support to existing employees within the workplace. In doing so we hope there will be growing social inclusion in the workplace.

Our speakers today represent employers who recognize that mental and emotional health is an integral part of overall health and wellness. They understand that employers can have a tremendous positive impact in creating a healthy and safe workplace—which benefits employers, employees and their families, and the larger community.

When employers value practices and policies that promote the mental health and well-being of their employees, perceptions and attitudes about mental health improve and acceptance of these issues in the workplace increases. In addition a mentally healthy workplace can positively affect productivity, boost morale, result in containment of healthcare costs, and promote employee retention.

Today you will hear from three employers—DuPont, Chesapeake Energy Corporation, and Hennepin County of Minnesota—who have responded to workplace challenges in both public and private sector organizations and learn how they have developed and implemented mentally healthy, innovative, cost-effective programs that are making a difference within their respective workplaces.

The ADS Center works to increase awareness and support implementation and replication of socially inclusive practices, programs, and policies. It is our hope that as you listen—listen to the presenters—you will gain ideas for bringing programs like these to your organization.

Our first presenter is Paul Heck, the Global Manager of Employee Assistance & WorkLife Services for DuPont, headquartered in Wilmington, Delaware. Paul is responsible for an integrated employee assistance program serving 70,000 employees and their families in more than 65 countries. He also serves as a senior advisor to DuPont’s corporate management teams regarding issues of performance, change management, and elements influencing the emotional environment of their work.

Paul has more than 30 years of experience building and managing mental health programs and employee assistance programs in the U.S. and globally for such notable companies as J. C. Penney, American Airlines, and of course DuPont. Paul holds a master’s degree in education and is a licensed professional counselor of mental health.

Paul will be speaking about DuPont’s new awareness campaign—which represents and recognizes the support role that workplace peers can play for one another and the positive effects this is having on their corporate culture. Thank you for joining us, Paul.

Paul Heck: Thank you, Kate, and good afternoon everyone. It’s pleasure for me to be with you today. And I’m going to be talking with you about a very simple program that we have put into place here at DuPont that I think is easy to replicate in various employment situations and something that we have found to be a very effective way of encouraging our employees to be careful and aware of their peers. And so I have called this the peer-based strategy for promoting emotional health and well-being. And as you can see, we call it the ICU Program.

The primary objective of this program was to create a simple process for encouraging our employees to express concerns for others in distress. I’ll tell you a little bit more about that, but first a quick overview of DuPont.

As many of you may know, we are an old company. We’ve been around since 1802. We currently have around 70,000 employees in over 70 countries and annual sales of about $38 billion. Our core values are the key drivers of the culture in DuPont around the world and I’ll cover those in just a moment with you. And we have had many different innovations that support our employees over the years. One of those that may or may not be known to many of you is that we were the first corporate alcohol abuse program to be established in 1942. And so since that time we have been addressing the emotional and substance abuse-related issues of our employees and their dependent family members.

The DuPont core values that I mentioned really are just four: health and safety, respect for people, highest ethical standards, and environmental stewardship. DuPont’s core values are constantly referred to in our communications around the world. They are used as openers for all of our internal business meetings. Many times they are specific topics. We do require monthly attendance to safety meetings in all of our sites and offices around the world. And while those meetings will focus on safety issues, we will also address other core values as part of those meetings.

And when you hear our senior leaders and managers speak—whether they’re to our DuPont employee population or outside of the company—you’ll frequently here them refer to our core values as well. So connecting a global message or campaign to one or more of our core values is key to a successful distribution around the world.

When we talked about creating this campaign of awareness, there were a number of business drivers that may also exist in many of your companies and work sites. Obviously recognizing increasing stress in any global organization or honestly any local organization is a relatively easy thing to do.

Stress is seen both anecdotally and in our health metrics, such as the benefit utilization figures in the United States and in health risk appraisals in other parts of the world where benefit utilization may not be available to us. We’ve also been seeing an increase in disabilities as a result of stress-related disorders. We do see core value violations and what I mean by that are when our core values of ethical behavior for example or respect for people are violated as a result of someone saying something inappropriate in the workplace or harassment activity or other such things, we capture those and investigate those and refer to them as core value violations.

And we’ve actually seen an increase in those globally—which we attribute, at least in part, to ongoing stress and concern in our employee workforce. We do focus on emotional health and wellness in our senior leadership team. And we’ve recently conceptualized that in a term we refer to as emotional ergonomics—which essentially is the work of measuring and managing the emotional environment of the workplace just as we have successfully managed the physical environment for many, many years.

DuPont has a very robust ergonomics program and it’s well understood and accepted at all levels of the organization. So by tagging the emotional concept on to the existing ergonomics approach, we were able to conceptualize this very easily for all of our people.

And then of course global challenges, the Arab Spring that has been the result of unrest in the Middle East, the ongoing European financial crisis that continues to be a significant issue in Greece and Spain and other countries there, Hurricane Sandy, the horrible events of Sandy Hook Elementary, many other elements of social unrest and violence around the world contribute to an ongoing sense of stress and distress in our workplaces.

And I would add to that just the recent report from the CDC that came out last week indicating in the United States that middle-aged people now are at more risk to die from suicide than they are to die from automobile accidents. So there's no question of the need for us to be focused on stress-related issues and concerns.

We also have human resource drivers that have contributed to the support of the organization in putting this message out for our people. Culture change, our attempt to shift from dependent work culture with many layers of management and functional support, to a much more interdependent culture where employees are expected to be self-managing.

We’ve been able to foster supportive workplace relationships as a result of this campaign by encouraging essentially just more human compassion and encouraging our people to take the time to show concern for others. We want to avoid pathologizing normal emotions. People have bad days and it doesn't necessarily mean we need to place a diagnosis on a bad day. And then of course connecting back to the health and safety core value and respect for people core values allowed us to have the support from our HR organization as well.

So the ICU campaign, as you can see on your screen, is an awareness campaign encouraging employees to support one another. And it is just a very simple 5-minute voice-over video presentation using PowerPoint technology and it basically has three steps, as you can see on your screen.

The I stands for identify—identify the signs of distress. And we all know basically what someone looks like under some kind of distress. Connecting with that person, recognizing that you can express concern through saying “Are you okay?” or “I noticed that you’re upset” or “Is there anything I can do to talk with you?” and “Can I help in some way?”

And then finally the U is understand the way forward together. Reaching agreement with the distressed colleague about what you can do to assist, perhaps take them to medical or talk to the EAP in that location or simply promise to talk again tomorrow to provide some kind of sense of support.

I will admit that while this is a very friendly logo and the three steps are very clear, ICU does not always translate directly into some of the languages that we’ve had to use. However the concept has worked just fine. So even though it isn't quite as cute in Mandarin, at the end of the day, everybody understands the message very well.

Our program design, as I’ve indicated, is a very simple one. We wanted to have a simple message as opposed to some corporate campaigns that can get a little wordy. We wanted to make it very clear; the ICU is caring for others, letting people know they’re seen and noticed, and concerned employees are able to reach out and offer support.

The presentation, as I mentioned, is a simple 5-minute automated PowerPoint with a voice-over. We did translate that into seven languages—English, Spanish, Portuguese, Mandarin, German, French, and Dutch. Well I guess we didn’t translate it into English; we started with English. But it’s in seven languages—which for DuPont even though we’re in over 70 countries—covers 92 percent of our employee population. So the other languages where we have not yet translated it represent very, very small populations of employees.

We also translated and provided this program in a Speaker’s Guide—which is essentially the manual PowerPoint deck with speaker’s notes—because some of our managers and supervisor and leaders around the world actually wanted to turn this into a more involved meeting where they could participate for a longer period of time with employee groups in discussing this concept. And so we have also provided a speaker’s guide that has been well received and again easy to translate into multiple languages.

And this is of course compatible as a core value contact or meeting opener that's been a great benefit for us because our supervisors continuously are looking for some topic or core value contact information to open a meeting with because they’re required to do so. So they quickly take this off of the Web sites where it’s been posted around the world and use it simply because it’s available and easy. And that by itself has allowed us to get quite a bit of distribution.

The promotion plan was very simple. It was launched through our integrated health services—which is our medical department and EAP organization. All of our countries around the world have some type of integrated health clinic with a physician and nurses. All of our larger sites and offices have clinics and these were our natural partners who could take this into their local management teams, introduce it to the plant managers and leaders and encourage them to utilize this ICU Program—which they did.

We partnered very closely with our safety, health, environment organization; our Respect for People coordinators around the world; of course our HR leaders; and our operations leaders; and the employee assistance program vendors.

We do have EAP operating in 68 countries and so we also took advantage of that and asked that all of our EAP vendors use this as an introductory message whenever they would go to a plant site to do a lunch-and-learn seminar or a group consultation or just an orientation or a promotional activity. So it was a campaign style essentially in our larger sites that we utilized, but it was really a Web mail campaign as well and that was also easy to do.

This program is being made available to the Partnership for Workplace Mental Health where we are working together to turn it into a generic form. And the partnership will be making a more universal version minus all of the DuPont logos available, hopefully in the near future. So that if you like what you see, you’ll be able to use this in your own organizations to send this message.

And I should say that in the resource slides at the end of my presentation you’ll see a link that takes you to the current DuPont version of this ICU video in English so you can see it for yourselves.

The key to success in this is of course keeping it simple, connecting to our critical business values, knowing our key constituency and getting early support for the concept of this message, and reaching out to our potential partners for inclusion and input without any kind of turf battles. And I do know that can be a challenge in many companies. We wanted to avoid that by reaching out early and asking for input and support for this program.

And of course you always do need to be culturally sensitive, so we wanted to be sure certain adaptations were made to the message—which were very few. Really it was mostly just making sure the language translations were adequate and accurate.

We had quite a few positive outcomes of this. We were able to say the company was walking the talk when it came to the idea of respect for people and we were encouraging our people to take care of each other and we would expect them to do so.

We feel it gave people a sense of permission, and that was reported by our employees, to support colleagues rather than to wait for a manager or a nurse or somebody else to recognize a person in distress. Employees felt empowered to be able to reach out to their friends and colleagues and permission, if you will, was available to do so.

It’s a very sustainable message that emphasizes the destigmatization of emotional ill health, and it is a message that never gets old. So it’s available to be used around the world consistently and continually. And then finally we got quite a bit of buzz out of it within the EAP organization and that always helps in terms of just promoting our program.

Here’s our resource list and you’ll see the link for the Workplace Partnership for Mental Health. It’s a great Web site. I highly encourage you to go and visit. It’s got lots of great information. And here on the final page of my presentation, you will see the second berger dot [bulleted item] is the link to the ICU video and we encourage and invite you to go to that link and see the video for yourself.

And with that I will turn it back over to Kate. Thank you very much.

Kate Burke: Paul, thank you so much for sharing about the ICU Program and providing a model for others on how leadership can support their workforce simply and effectively with resulting benefits to both employees and to companies.

Now we’re going to hear from Colleen Dame, who serves as Wellness Director for Chesapeake Energy Corporation, with headquarters in Oklahoma City, Oklahoma. Colleen provides leadership for wellness programs involving employees on the corporate campus and in the field. Chesapeake has grown from approximately 5,500 employees to 12,000 employees during her tenure. Under her leadership the wellness programs at Chesapeake have been expanded to incorporate all employees—including those in remote locations, such as field offices and rig sites in 18 States.

Before joining Chesapeake, Colleen served as Deputy Director at the Employees Benefit Council for the State of Oklahoma. She holds a master’s degree in business administration.

Colleen will discuss the Your Life Matters campaign—which she helped create at Chesapeake Energy—and how Chesapeake’s investment in promoting mental and emotional health is making a difference. Thank you for joining us, Colleen.

Colleen Dame: Thank you so much, Kate. And I am so appreciative of everyone that is on this call today and has an interest and has shown interest in emotional well-being in the workplace. I think it’s a growing area and I really appreciated Paul’s presentation and some of what he was able to share that can be easily replicated with a large group of employees. I will say that our program can be replicated as well. As I go through this, at the end I’ll give you a couple of ideas on how that can happen. But I think it’s one of the most important areas of wellness that we have for growth in our corporate environment.

So having said that, let me give you a little bit of background on who Chesapeake is. And sorry I just lost my cursor. Here it is.

And Chesapeake is the second-largest producer of natural gas in the United States and we’re the most active driller of new wells in the United States. So what Kate referenced in my introduction is very true. We have a large number of employees that are on our campus in Oklahoma City, but we also have quite a few that are in the field. And Chesapeake has been recognized as an employer–a Best Companies to Work For employer with FORTUNE magazine for the past 6 years.

As I said, our employees are distributed throughout 18 States and the District of Columbia, so we have up to 12, almost 1,200 employees. Thirty-six percent of those are on our corporate headquarters campus but the vast majority are in the field. So it was important that we created a campaign that could reach every employee that we had and didn’t leave anyone out.

So I’m going to jump right in and tell you a little bit about what was going on in our company at the time that caused us to think we really needed to consider putting together a campaign that focused on emotional well-being.

Our environment in 2009—Chesapeake was already very devoted, very invested in wellness and we had done many, many programs on wellness. But what we hadn’t done was a significant program element that covered emotional well-being. So if you remember 2009, it wasn't the best of times for a lot of people. And although we didn’t see a significant number of layoffs in our company, there were a lot of our employees’ spouses and family members that were losing jobs. There was a lot of financial stress going on. There was a lot of emotional stress going on.

And we really felt like we were seeing something nationally that needed to be addressed. We knew that suicide rates had gone up. In our own community we knew that suicide rates had gone up. And in fact our own CEO had lost two friends within his own social group to suicide.

And so Chesapeake having a base of trust that our employees had, we had really already established with our employees, our CEO pulled us in—the benefits and wellness team in—and said, you know, if this is happening in our community, if it’s happening in our Nation, if it’s happening to my social group, then what are our employees going through? There has to be something we can do that can help our employees and we need to decide what it is that we’ve done already and what we can move forward in.

So we really took that to heart and our first step was to recognize what we didn’t know. And that we didn’t know. We weren't the experts on how we could address mental health and emotional well-being in our workplace. And we also recognized that there was a stigma that surrounded this, this topic, and that we really needed to address that in some way, shape, or form.

So what we did was we reached out to the Department of Mental Health Services as well as our community leaders that were in the hospitals. We have three hospitals here and we brought the mental health providers’ leadership in. And we sat down and talked to them and we told them what we wanted to do and we asked them to give us some direction on what the best approach would be.

In addition to that we reviewed our mental health benefits with an eye toward mental health parity. And that was something that had to happen but we really wanted to make sure that our mental health benefits were really approaching and covering the things that were needed by our employees.

And then the third thing that we did was evaluated the resources available to our employees, like our employee assistance program—our EAP. And we wanted to look to see how much it was being utilized, was it being, what types of cases were coming in, what could we do that could come alongside our employees and really support them.

So what resulted from all of that as a first step was that we did choose a new EAP partner. And I do say partner because an EAP in my mind having the experience that I’ve had in the last 3 years you must have an EAP be a partner and not just be what I’ll call a vendor.

So we selected an EAP that we felt was willing to come alongside of us and support the program that we were wanting to do, could be a resource—a strong resource—for our employees and was willing to go kind of outside the box and do some of the less traditional outreach things that we wanted them to do as well.

So we chose, we chose ComPsych and I’ll just say that because it’s not a commercial for ComPsych at all. But I have lots of people ask me who we chose, so I’ll just say that right out front. So we talked to them and decided to expand our EAP model from three visits per person per year to six visits per person per issue per year. And it was not at a substantial increase in cost to expand the services—which was an important message to send out to our employees that we were behind this, that we were willing to expand what was available to them. In addition to that we added some other EAP services—legal, financial, and then family services—which are work-life balance types of things.

We also talked to them about doing some less traditional things, like doing some outreach when we had a particular situation that we needed to have outreach for. For example, we incorporated into our health risk assessment at our wellness events a question about depression and the EAP was part of being able to outreach to someone if they elected that they would like to receive outreach and they were willing to do that for us.

So a little bit about the Your Life Matters campaign and how it rolled out. If you were an employee of Chesapeake in January, you can picture yourself walking into your office and sitting down at your desk and powering up your computer the first day in January that you were back to the office. And what would come up on your screen is a video.

The video was of our CEO and our Senior Vice President of Human and Corporate Resources. And they immediately started talking about how important wellness is to Chesapeake, how much they appreciate employees but how much they’ve also recognized that our more traditional benefits and wellness programs may not be addressing some of the areas that people have in their life that need addressing—emotional concerns and family issues and things that really aren’t necessarily being addressed by the traditional wellness things.

So in addition to that, the most important message I think of that entire video was when our CEO said, “It’s okay to get help.” And that has been the consistent message that we have given throughout the campaign since then. It’s important and it’s okay to get help.

Our video vignettes are kind of “just like me” testimonials. We use people that are in the community that want to tell their story about maybe it’s alcohol use or drug abuse or addiction. And then we have an expert that comes up alongside them in the video and talks a little bit about this particular situation, what mental health issue is being addressed and gives some signs and symptoms and then some treatment options. And then at the end the video always, always comes back to recommending that the resources that are available to them—most often the employee assistance program and then we have three chaplains on staff and that they’re also recommended to call them if they feel comfortable with that.

Also our video sometimes we’ve been able and very fortunate to be able to profile some people in our community and even outside of our community that are willing to step up and tell their story and are very well known in the public eye. So we’ve been able to work with our local football group up on University of Oklahoma there was a football person. He was a quarterback and he went on to play in the NFL and he suffered from depression. And if you go to the video example that we provided for this presentation today to that link, you will see Trent Smith telling his story about depression and it will give you a great example of the videos that we have produced.

So we have a full video library. At this point, we’ve been doing this for 3 years. We’re going on our fourth year. And then we’ve really covered a lot of different topics, but we don't just do that randomly. What we’ve done is we look at our EAP data, we look at the top issues that people are calling in for, and then we make decisions on what we need to address within the video segments and the other information that we’re sending out as well as the lunch-and-learns that we bring on campus and post to our Internet for our field to be able to watch.

We also have a Your Life Matters field kit. And I’m sorry, in my screen it doesn't look like the picture is coming up of this. But the Your Life Matters field kit is a box—a white box—and on the outside of it, it says Your Life Matters.

And as we—I mentioned previously, we have almost 3, we have over 3,000 employees that have no regular computer access. And we wanted to make sure that this campaign reached out to everyone. So the box was our solution for that.

And this box comes to the home of an employee once a year. It has Your Life Matters emblazoned on the outside, so they know what it’s about. And when they open it up, there's a DVD compilation of the video segments that have been produced for the prior year.

There’s also printed material that they can read through. There's a brochure on the EAP services. Hello?

Kate Burke: You’re still there.

Colleen Dame: Oh I’ve lost my presentation. So I’m just going to keep going and ask that you forward the slides for me if you don't mind.

Kate Burke: We’ll do that.

Colleen Dame: Okay. Thank you.

So the Your Life Matters box is something that's well received and it provides an opportunity for us to get the message out to those employees that might not see it otherwise. And then in addition to our new, our current employees, our new employees, our new hires receive the same information within 60 days of their initial hire. And the next slide please.

In addition to our employees, what we have found to be an important partnership is this community aspect with our corporation and those that are in the physician community. We recognize that physicians play an extraordinarily important role in driving treatment for those that are seeking help for a mental health concern or emotional concern. So what we have started to do is to bring together physicians in an education forum every other year and we address issues that are specific to their practice. So for example in 2010, we brought Dr. Drew Pinsky in and we asked him to talk about addiction and how it could be screened in the physician’s office.

And then we also brought into that same forum counselors and therapists from the community so that they could be together in one room, hear the same message, and be able to kind of break down any barriers between those two groups that have been occurring.

We found that to be so popular and it has become almost a mainstay of the physician community to have this forum. So in 2012 we offered another forum. Marie Osmond came out and spoke about depression—her struggle with depression—and then we were able to talk about screenings that could be done in physicians’ offices.

Next slide please.

We leveraged the people that come to us for other things, so the physician symposium was why Dr. Drew and Marie Osmond came to us with this partnership. But then we also brought them on campus in town hall meetings so that we could also allow our employees to hear their story and again to be able to resonate with the message, you know, these people are just like me. They may look like they have it all together and they’re movie stars, they’re popular, they could make all the money in the world but they still are addressing some of the same types of issues—depression, addiction. Rob Lowe came in and talked to us about resilience and his sobriety of over 20 years from alcohol use. So that has been an important component.

Next slide please.

And then when I talk to groups about this program, I think the thing that we always ask or we hear from people is they want to know is it working. And I can say that thankfully we really feel that this program has reached a lot of people. It’s reached many more employees than our prior EAP program did.

So as you can see here, the EAP calls that we received in 2009 we had less than 300. And by 2012, our EAP received over 2,100 calls. Our Web site visits were next to nothing in 2009. And in 2012, our EAP Web site visits reached over 5,200. And then our Your Life Matters Web site—which is our internal Web site that houses all of the videos—that has seen up to 15,000 and above that have gone on to that Web site and have watched a video or read an article.

And I can say that the videos I think are so important in a lot of ways because they have an opportunity for the employee then to sit in a private location and watch a video on a topic, for example eating disorders or chemical addiction, that they may not be really willing to go to a lunch-and-learn and see a group of other people with them in that.

And so that is—those are the numbers, those are the ways that we know that this program is effective. But I can also tell you anecdotally how the program is effective and I’ll just tell you one story of many, really truly many that we have. But last year, toward the end of the year, we had a lady that came to us and told us that when she had gone home the night before, her son, when she found him, was suicidal. And she said in the past she wouldn't have known what to do or how to reach out to anyone. But because the Your Life Matters program has been going on for an extended period of time, she knew immediately that the employee assistance program was available to her. She picked up the phone, called the 800 number, got a counselor on the line, and was able to talk with the counselor and her son at the same time to seek the services that he needed and get through that crisis period in their life.

So I do feel that it does work and it’s extremely important. I know that this program may seem like it’s too large for your company to do. But I promise you it’s scalable and you can do it no matter what your budget. Some of the recommendations I have for you are that you tap into the resources that are available in your communities. It is unbelievable how many people are available through your department of mental health and substance abuse services and with your department of health as well as your local community leaders.

There are so many people that are willing to step up and give a lunch-and-learn or talk to individuals one on one. We’ve had that happen as well. So don't think that this has to be a big, huge-scale program. You can take small steps and start with things that are kind of more manageable for you.

If that's stress management that you address initially, that's great. That's a good first step. If it’s resilience and bringing someone in to talk about how you can get through the changes happening in your corporation, that's wonderful. Those are all things that address emotional wellness of your employee.

So with that I think the next slide just indicates where the resources are and that video that I mentioned to you dealing with depression that features Trent Smith. And I hope that you have an opportunity to go out and watch that.

And I will turn it back to Kate.

Kate Burke: Wonderful. Thank you so much, Colleen, for sharing about this important information and about the wide range of resources that you’ve made available to your employees from prevention, early intervention all the way through treatment. The resources you shared will help increase awareness about the important role that employers can play in creating a culture of caring.

Our final speaker is Jim Ramnaraine, who was worked as Hennepin County’s Americans with Disabilities Act coordinator since 1988 in Minnesota. Jim coordinates compliance with State and Federal civil rights laws–including implementation of ADA accommodation requests. He facilitates workshops on a host of disability-related topics. Jim co-produced two successful video projects on accessibility requirements and interactions with customers with disabilities.

In 2001, Jim testified on behalf of Hennepin County before the U.S. Civil Rights Commission on the training of law enforcement in effective interactions with the disability community. Jim holds a master’s in industrial relations. Jim is going to speak about Hennepin County’s early intervention and prevention effort, ways to facilitate staying at work as well as returning to work after necessary leaves of absence, and the training Hennepin County offers those who manage—who manage this process.

Jim, thank you for joining us.

Jim Ramnaraine: And thank you, Kate. It’s an honor to be on this panel with the other speakers. I’m delighted that Hennepin County was chosen to participate in this. This is such an important topic for me personally as well as for our organization to talk about our journey and discovery of the concept of emotional wellness in our workplace and the initiatives that we’ve taken since 2009 that I’ll be reviewing in the next few minutes.

I want to say a few things up front. Number one, it’s like with the other speakers, in particular with Colleen’s group, we started this venture in 2009 during the height of some emotionally stressful times for our employees. But I also want to highlight that a lot of what we’re going to be talking about are items that are easily applicable in other organizations. We did this during a time of a shrinking budget and we were able to accomplish quite a bit with very little money on the part of the employer.

Having said that, I think this is probably one of the few areas that I see in my job that is a true win-win, that helping employees who have emotional and substance abuse challenges get early intervention, the treatment and returning to work, is a benefit to both employees and a huge savings in costs to the employers as several of the other speakers have pointed out.

On the next slide, I want just summarize who we are in Hennepin County. We are the second-largest employer in the State of Minnesota. Hennepin County geographically covers the city of Minneapolis and the western suburbs of the Twin Cities. We have a population in our workforce of about 7,000 employees who are full time or 7,200 total. And our health insurance covers about 15,000 lives. It’s a predominantly female workforce and we cover a variety of different services, the traditional services that you think of in State and local government. Actually Minnesota, as a State, has a lot of services that are delegated from State government to local government.

So we have public health. We have law enforcement. We have correctional facilities as well as social workers and others who are helping employees to manage different kinds of life crises. We also have libraries and public works programs as other local government jurisdictions.

Moving to the next slide I want to talk about the concept of emotional wellness because this is the tool that we use for our campaign. We spent a lot of time discussing what emotional wellness would be and how it’s defined for our organization. And we really wanted to link the concept of emotional wellness back to work-life balance, to pursuing healthy boundaries, and having healthy behaviors and managing emotions well at work as well as in one’s personal life.

The concept of emotional wellness was the campaign theme for a lot of the information that I’m going to present to you. But let me just state for the record that for a lot of our discussions with top management we focused on this as a depression campaign. And the reason for that is because the numbers as Paul identified are pretty solid in terms of the cost savings for an organization.

Obviously we wanted to throw the umbrella out as broadly as possible and not focus on a particular diagnosis. But in reality to sell this to our top management it really was talked about as a depression campaign or a campaign to address folks who had issues with depression to get them into treatment and to get them back to work. And let me just focus on the next slide on some of the data that we looked at as an organization in 2009 when we started our discussion. We had identified through our health claims data that we had a 12 percent greater population of individuals who were receiving assistance for depression and bipolar disorder.

So when this was compared to aggregate, the aggregate to other organizations, so comparable in size as well as the workforce makeup. So we looked at that number and we tried to discover what was going on. We also looked at the fact that on our health risk assessment we saw a 50 percent response rate in terms of questions pertaining to whether individuals were feeling stress in their work. And again looking at the kinds of things that were going on in 2009, it certainly makes sense that employees were identifying this as a critical issue. And then finally we looked at the antidepressant numbers from our pharmaceutical expenses. And we looked at the numbers of claims and the amount of money that it was costing the County in terms of our discussion with our top management. So we went to our top management with these kinds of issues to begin to explore how to address this issue.

We also were looking at some of the discussion that was happening within the Human Resources Department—an increase in the number of individuals who were requesting accommodation for various types of mental health issues and an increase in the number of requests we were having from work units pertaining to addressing stress in the work environment.

On the next slide, let me just talk about the Campaign Committee. We had a group of folks that identified from a variety of different disciplines and that was important because we brought a diverse group to the table to have this discussion. We started our discussion, you know, and divided the work up to address what were some of the systematic problems within Hennepin County and we identified some key issues.

One was that we had no early screening for problems like PTSD and depression or alcohol use or abuse. We had no kind of a return-to-work formal program beyond employee assistance or, you know, having folks in benefits reach out on an individual basis to employees. And we really didn’t see integration between our employee assistance program and our healthcare provider and through other vendors that we were working with, including our disability insurance carrier. So we set about to address those issues and let me just talk a little bit more.

On the next slide we highlight some of the aspects to our campaign. We started out with addressing the issue of early screening. We developed a campaign around the screening for health issues very similar to what other speakers have talked about involving e-mail reach-outs as well as brown bags. But the online screening tool was available through Screening for Mental Health services and we also had a telephonic component—which we ended up dropping because we found in the first year that there were only two folks that actually used that service. So from a cost-benefit standpoint, it was much more effective for us to continue the online screening without the telephonic component. That created a challenge for us in terms of having a warm referral directly into assistance for the individual who might screen positive for say a drug use or depression.

So we had to address that issue through providing assistance directly through an employee assistance program so that individuals who had a high screen on the online screening tool could immediately get support to reach a doctor or a provider. We also worked with our management team to identify two pilot departments where we did some aggressive treatment, excuse me, aggressive training and education—both from the standpoint of employees as well as for supervisors—and I’ll talk about that in a minute.

We also negotiated an agreement with our disability insurance carrier to have an onsite case manager to assist individuals returning to work and individuals who were having attendance problems that were creating problems for them staying at work.

On the next slide, I want highlight the training pilot for managers and supervisors. And this was for two departments that we had identified at high risk for issues like depression and other mental health-related challenges.

We did some training. We required training for all of these supervisors as part of that pilot program. And the supervisors were trained in a 3-hour session to address issues around how do you address this discussion with an employee, to sit down with that individual and start that difficult conversation, and make that a positive interaction where there might be some accountability for the individual to get assistance at the same time as the behaviors are clearly identified without making references to a diagnosis or conclusions that weren't based upon sound information and behavioral information.

Regarding the results to the training in the next slide, let me just talk briefly about the process. First, we started out with an immediate survey of the individuals who received the training and we had a near-100 percent response in terms of a positive response to the training. We followed up with a 90-day followup survey that was sent out by e-mail to all of the individuals who participated and the supervisors identified that in close to half of the situations those supervisors had had an employee who was troubled or had a difficult situation that they were needing to address in the workplace. So an individual might be missing work or there might be a significant change in the behavior of that employee that needed to be addressed.

Ninety-six percent survey response indicated that supervisors felt much more comfortable given the tools that they were provided in the training to address the issue that they found their employee or they had to sit down with the employee to address. So there was a positive response to the training. Now obviously a lot of this training type of a campaign would–the metrics on these are not going to be as solid because you’re talking about opinions. But we think we’ve had a pretty good response in terms of the employees saying that they were able to get information from the campaign as well as from supervisors. And as a result of that, we underwent a campaign to actually promote an online training for supervisors and managers, which I will cover in a few minutes.

On the next slide, let me talk about the second component that we addressed—which is the stay-at-work, return-to-work program. And this was a program that was started with our insurance carrier. We sat down with the insurance carrier and said that we wanted a program like this that we had observed in other organizations. And we said we want two additional components beyond what was done with other organizations.

One is we wanted to have a stay-at-work component. So it wasn’t just covering individuals who were on a claim of disability and helping them to return to work. We also wanted to have the ability for our case manager to reach out to individuals who were having difficulty with attendance.

And the second component we requested was to have a presence regarding issues around depression and mental health. And we were able to get both an onsite nurse case manager as well as a psychologist who could assist our employees at the worksite or at any other site—perhaps the employee's home or to go to an employee's visit with a doctor to help address issues pertaining to their employment as well as their ability to stay at work and return to work.

So on the next slide, let me just cover briefly how the program works. Again we have an onsite nurse case manager. It’s free of charge and confidential to employees. That individual can sit down and talk with an employee and get releases to assist them in working with their doctors directly. So it assists us in getting information that the employer doesn't necessarily want to have regarding treatment and the treatment plan and we have someone that can advocate for the employee's best care and treatment to assist them in navigating through the healthcare system.

In the next slide, let me just talk briefly about how that program works and some of the results. We’ve identified in the first 4 years of this program return on investment of 2.6 to 1. The 2.6 to 1 is based on disability duration guidelines–which would be a standard that's used by the insurance carriers in terms of how an employee, how long an employee would be gone from work.

So let’s say you have an individual with bipolar disorder who’s out of work for according to the guidelines for 4 to 6 weeks. If we’re able to return that employee and be successful in returning them in 3 weeks, that would be a potential cost savings of 1 to 3 weeks for the employer. And the cost that was compared, the benchmark which was the cost for the case managers—which of course is borne by the disability insurance carrier not by the organization. And this is addressing both issues on the mental health or behavioral side as well as issues in the physical side or medical side. And those individuals have been working successfully with several dozen cases every month to address employees in and out of work.

And let me move to the next slide in terms of some of the other initiatives that we’re addressing at the county because I want to make sure that people understand that this program is still active after 4 years. And we recognize that emotional wellness is not going to be something that you just touch for one year and then move on to the next challenge. We’re continuing to offer other services and beef up our Web site presence as well as other initiatives. I don't even list in this slide one of the things that we’re working on right now—which is a campaign to address the arts and how arts can be involved in healing and emotional wellness.

So the next slide I highlight some of the resources that we have been using at Hennepin County and most of those have been covered by other speakers. So I’m going to stop now and return this discussion to Kate, our moderator. Thanks.

Kate Burke: Great. Thank you so much, Jim. The information you shared completes the spectrum of how employers can interact with employees who may be in distress from prevention up to and including facilitating recovery and reengagement in work.

Before we open up the lines to questions, we want to ask each of our speakers to share their personal vision for what social inclusion in the workplace looks like. Paul, would you share your vision?

Paul Heck: Yes. My vision very simply is that we should let everyone be heard.

Kate Burke: Thank you, Paul. Next, Colleen, what is the vision you would like to share?

Colleen Dame: I’d like to share the vision of the Your Life Matters campaign—which is really the vision that continues on with the efforts that we’re making here at Chesapeake—and that is that it’s okay to get help. Your job is not in jeopardy if you do. It is okay to reach out.

Kate Burke: Wonderful. Thank you. And finally, Jim, could you share your vision?

Jim Ramnaraine: Yes. My vision is for parity among disabilities or equity if you want to use that term.

And just to share a story that one of my colleagues, Pete Feigal, who is an inspirational speaker who has been challenged at times with bipolar disorder, tells, that depression and bipolar disorder are diseases without a return-to-work party.

An example that he gives for a local organization that he’s worked with, there were two individuals, both who returned to work on the same day. One individual had a heart attack, was returning to work to a party with balloons and cakes, casseroles with crackers on the top and the whole deal. The employee who had depression returned to work there was no party, there was no thank-you card, there was no welcome back and the employee was so distressed by the lack of support from her colleagues that she went down to HR and resigned that day.

I would like to think that we would reach a point where that people would be comfortable disclosing mental health disabilities to their colleagues, that there wouldn't be the kinds of stigmas involved and that people can get the kind of help and support to return to work and be present at work.

Kate Burke: Thank you, Jim, and thank each of you for the inspiring words. It’s clear that you each apply your vision in your respective workplaces.

Our speakers have provided some great resources at the end of each of their presentations. And over the next few slides we wanted to share some additional resources for you to learn more about the topics that have been discussed today.

We’ll now take questions from callers. And to ask a question, please dial star 1 on your telephone to be placed in a queue. You’ll be invited to ask your question in the order in which it was received. And because of time, we’d ask that you would ask just one question.

After the conference operator announces your name, you may ask your question. And once you’ve asked your question, your line will be muted so the presenters may respond.

If your question is not answered or you want further information, the presenters’ contact information will be provided at the end of the presentation.

Operator, can you share the first question?

Coordinator: Our first question comes from Susan.

Susan: Hi, I wanted to know for whether there is anything included in any of the programs about trainings in emotional e-CPR and whether the short-term disability insurance that was mentioned and the long-term disability insurance that were mentioned have full equity for people disabled by psychiatric disorders because I know a lot of times they’re excluded. And if they are excluded or prematurely terminated, how do you determine cost savings?

Kate Burke: Jim, would you like to start with that or any others who wanted to take that one?

Jim Ramnaraine: I certainly can. In terms of the first question, I’m not quite sure I understand that. We did have a program—I didn’t talk about this—called QPR, which is a tool that’s used for what they refer to as gatekeepers. And we do have individuals who work with clients as well as supervisors that had requested that a question persuade and refer, a QPR, is a training tool, that we’ve used for suicide prevention. I’m not sure if that's what was being referenced. Can you help me out with that, Kate?

Kate Burke: I’m not sure it was the same program.

Colleen Dame: And this is Colleen. If I could jump in real quickly, I do want to say from the Chesapeake side that the question about short-term and long-term disability. We do not have any limitations that we place on mental health disorders. I do know that there are those insurance policies out there and carriers that do that. We made a specific effort not to put limitations on it as part of our ongoing support for helping those that have a particular issue that needs to be addressed during a time of disability.

And our company also does QPR and we have trained a number of different individuals within our leadership so that they can recognize the signs of a potential person that is in distress. And . . .

Jim Ramnaraine: This is Jim again. I’m sorry. Go ahead, Colleen.

Colleen Dame: And so if there's someone else that has anything else to say on the e-CPR I am vaguely familiar with that program but have not, we have not looked at it yet.

Jim Ramnaraine: Yes and I don't know e-CPR either. On the short-term, long-term disability side, we have parity between physical and mental health disabilities. We don't put restrictions. There are actually typical guidelines for mental, emotional claims. I believe the cap that some disability insurance carriers place is 2 years and there obviously are waivers for certain situations, like Alzheimer's—which would, you know, obviously not resolve after 2 years.

But I have to say that's not an area that I’m comfortable speaking at length about because I’m not a disability insurance provider. But I can tell you from the standpoint of the County’s program that we don't place any limitations.

Paul Heck: And this is Paul and just real quick DuPont does not have any limitations of any kind. Everything is treated the same with regard to disability insurance coverage, et cetera.

We do not have e-CPR. However, we do train supervisors and managers on Emotional First Aid when we are aware of issues that are evolving in some part of the world where that is going to be necessary and useful.

And of course we also do diminished capacity training—which is a management training program that includes the ability to observe and recognize employees in distress and teaches supervisors the correct process for approaching that employee and seeking help for them.

Kate Burke: All right thank you. I’ll just note that e-CPR is what’s known as Emotional CPR and there is a Web site—http://www.Emotional-CPR.org  External Web Site Policy.. So you can find out more information about it in that way.

Operator, could we have the next question please?

Coordinator: Our next question is from Juanell Friezon.

Juanell Friezon: My question is and I know Colleen with Chesapeake Energy said that they had three chaplains there, but what role does spiritual care play within your EAP offerings for your companies?

Colleen Dame: This is Colleen. And I can just address that real briefly and say that we have really tried to integrate the chaplain services into the EAP services. And what we’ve found significant is that there are often times where someone will go to speak to a chaplain but isn’t ready to reach out to the EAP or a counselor at that particular moment. And so the chaplains have become a real stopgap measure for us to be able to meet with those people and direct them and give them some spiritual guidance because that’s an important part of that particular person’s life. But then they also move them toward the EAP services when those are appropriate. So it’s been a real win-win having both of those available.

Kate Burke: Thank you. Would either of the other two speakers like to answer that?

Paul Heck: We have EAP in DuPont. We do not have a coordinated chaplain service.

Kate Burke: Great. Thank you. Operator, can we have the next question?

Coordinator: Our next question is from Nakshi. Nakshi, your line is open.

Nakshi: Hi my question is about accommodations and it’s probably directed to Jim. I have an employee who, we actually have a lot of employees who request accommodations when they have mental impairments and cannot get along with their supervisors. So they say the supervisor triggers their stress and they request to transfer to another position. How do you handle those requests?

Jim Ramnaraine: It’s a very serious issue. There’s a colleague of mine, Chris Bell, who’s an attorney in town, and he refers to that as the bossectomy. And I don’t mean to make light of that.

Nakshi: What does he refer to it, as a boss?

Jim Ramnaraine: Bossectomy...

Nakshi: Oh okay.

Jim Ramnaraine: ...meaning removing your boss.

Nakshi: Yes.

Jim Ramnaraine: That’s the legal term that he uses. ADA does not recognize that as a legitimate form of accommodation. There’s actually pretty good case law.

Nakshi: Right.

Jim Ramnaraine: However in the situation that you’re talking about I think I would sit down with the party that’s making the request—the employee—and really help the employee to drill down to what are the specific triggers or what’s going on because the ADA really talks about, you know, ADA doesn’t really care what the diagnosis is. We have to as an employer know what are the limitations that we are accommodating.

And mostly when you start focusing on the limitations themselves, and in this particular case it would be the triggers, what’s the, you know, is the boss saying something. I mean theoretically it could be a tone of voice, with some individuals it could be direct or indirect communication, some individuals based on the types of health challenge it might be better to get information in writing before they have a discussion with their supervisor.

But the other thing that I would want to request if you are the party that’s assisting this individual, from the employer’s standpoint, would be to get a signed medical release because ADA does give you latitude to verify the need for the accommodation and through that you might have a discussion.

I’ve found that most psychologists and psychiatrists are extremely open to having a discussion if it involves the care and assistance of employees in the workplace. You know, obviously they’re not going to get into a lot of medical information and disclosures. But to the extent that they can assist you as the agent for the employer and not the direct supervisor for the employer, that might be another beneficial route to go. I hope that makes sense.

Kate Burke: Great. Thank you, Jim. Can we have the next caller, operator?

Coordinator: Our next question is from Judy.

Judy: Yes, ma’am, I’m sorry. My question was just answered.

Coordinator: Thank you. Our next questioner did not record their name. If you pressed star 1 to ask a question, your line is now open. Please check your mute button.

Gladys Alvarez: Hi I think that was me, Gladys Alvarez. My question is all three organizations sound as though they’re coming from a very trauma-informed care perspective. And I wanted to know if they did any organizational assessment around trauma-informed care before they did this or during their process.

Kate Burke: Maybe we can quickly run through each program and whether you had done that type of assessment.

Colleen Dame: This is Colleen and I can tell you that we did not.

Paul Heck: We didn’t—of course this is Paul from DuPont. We again with 70,000 employees and spread around the world this was not something we attempted to do an assessment regarding so much as just seeing it as an appropriate message, and opportunity came along for us to be able to get that out for our people. So it really wasn’t the result of any particular observation or survey or assessment of any kind.

Jim Ramnaraine: This is Jim. I would only speak to the results that we identified in terms of our up-front evaluation where we looked at the health risk assessment information. We know that a lot of our employees are dealing with traumatic life events and potentially traumatic professional events.

We have employees that are involved in shooting incidents. We’ve had individuals who were in the field who were, you know, have been traumatized by other kinds of gun-related accidents. But I can’t speak to the issue of doing more of an in-depth survey of our workforce.

Kate Burke: Great. Thank you. We then have a question that came from online. And the question is, “Could the presenters address the topic of mutual support groups for employees? Do they encourage mutual support groups formally or do they know if any support groups happen unofficially just among employees?”

Colleen Dame: This is Colleen. I can answer for Chesapeake. We have both. We have some official support groups—one of those I mentioned briefly when Drew Pinsky came on campus. And during his conversation in the town hall there were actually employees that stood up in the town hall and said we would like to form a support group for those who are in recovery and it would be great to be able to have some other employees to talk with. And so we formed a support group that was more of an official support group. One of our chaplains helped to direct that.

In addition to that we have a couple of support groups that we have for things like single parenting that are kind of a lunch-and-learn environment. And they come together once a month at this point and talk through parenting issues as single parents and other topics that are pertinent to them.

And then we also have support groups that are offered for things like chronic condition management issues that then end up being a lot of emotional well-being concerns because you’re dealing with a chronic condition all the time. And so we again partner with our chaplains in that particular class and offer that regularly.

Paul Heck: And I’d say at DuPont we have a number of official and unofficial support groups. We call our official groups networks. We have Women’s Network; Asian Employees’ Network; Black Employees’ Network; Bisexual, Gay, Lesbian, and Transgender Network. We have support groups existing for employees who are involved in eldercare services for aging parents or caregivers for chronically ill family members—whether they be their parents or other spouses, children, whatever. We have Weight Watchers.

You know, we have a lot of different both formal and informal groups in our larger locations. And through our EAP service we’ll also put people in touch with resources if they are in a small location where there may not be a DuPont network but there may be in the community that could be helpful to those people.

Jim Ramnaraine: And this is Jim. I’d say from our standpoint we’re pretty similar to DuPont. We have affinity our network that are based upon ethnic or in the case of GLBT network. We do not have anything related to the topic of mental health or substance recovery. I’m writing it down though. I think it’s a great idea.

Kate Burke: All right we have a few more minutes for any final remarks from our presenters or if you have your last question, you can hit star 1 to have that come through. Any final thoughts as we close the session?

Jim Ramnaraine: This is Jim again. I guess I’m really impressed by how much similarity there are between the different programs. And I think there’s a lot of real useful information that employers—both small and large—could use based on our collective experiences. So I hope that that has been of value to those who have been involved with this conference call and this Web training.

Colleen Dame: And this is Colleen. There’s one thing that I would like to say. Oftentimes when I speak about Your Life Matters, afterward I’ll have someone come up and ask me whether or not our disability claim costs went up when we started directly addressing mental health and emotional well-being. And the answer we did not see a huge spike in claims. But if we did, I think we would have understood that it was something that hadn’t been addressed previously and should have been addressed. So I wanted to share that in case that question was out there and wasn’t answered.

And then I agree with Jim. I am very impressed with both gentlemen’s presentations and the things that they’re doing in their organizations. And it just gives me more impetus to work harder in this area to continue to find ways to listen to my employees and to hear what they need and to help them to be fully and wholly well.

So I hope that those of you who were on this call today have an opportunity to really become inspired about some of the things that can be done.

Paul Heck: And this is Paul and I would echo what my colleagues have already said. I think it’s very exciting all of the great things that are being done out there. And I just would say in my closing comments that emotional health and well-being is very much a part of our workday world and our life.

And for many people life is hard and it’s not going to change. I think we will continue to see challenges in the workplace regarding stress and stress-related disorders and emotional health and well-being will continue to be a key element of how to manage our employee populations going forward.

And I hope what we’ve talked about today generates some thinking and innovation and is helpful to our participants. And again I thank you very much for the opportunity to be part of the call.

Kate Burke: Thank you. It looks as though we do have one more call that came in. Operator, if you could put that through.

Coordinator: We have a question from Susan.

Susan: Hi. I was interested in Jim saying that very few people use the telephonic component to the screening tool. And I assume that has to do with confidentiality issues and the stigma associated with psychiatric conditions.

My question is what are the firewalls that separate the EAP from the counselors from the case managers, the chaplain, or whatever other parts of the program you have in place and how do you inform your employees about those firewalls?

Jim Ramnaraine: Oh that’s a really good question. So with respect to the telephonic, we’re not clear why we were getting such a low response. We wanted to keep the telephonic recognizing that we have a very small number but some employees who are not Web savvy and don’t have access to computers on a daily basis. But we just couldn’t justify it to our management for such a small number.

My guess is it probably has to do with indirect communication. You’re not actually talking to a live human being and so people may feel more comfortable doing this online or indirectly.

And with respect to the firewalls or the barriers, professionally the case managers, whether they are a nurse or a psychologist, have professional boundaries. Any information that they gather has to be consensual, so there has to be a signed release. And then I think there’s also releases that require the individual to vet whatever information is shared with the employer with the individual or the party requesting the accommodation to return to work prior to having that kind of discussion.

In terms of firewalls between the different providers, I’m not clear what that would involve beyond the releases I guess of information.

Kate Burke: Thank you, Jim. And thank everyone for their thoughtful questions and all of the answers that you provided.

If we were unable to take your question, you can reach out to the speakers directly or contact the ADS Center at promoteacceptance@esi-dc.com. Contact information for the speakers is available on the slide you see and you can read more about each speaker on the following slides.

We have a survey because we value your feedback. Within the next few days you will receive an e-mail request to participate in a short, anonymous, online survey about today’s training. It will take about 5 minutes to complete. Please take the survey and share your feedback with us. The survey information will be used to help determine what resources and topic areas need to be addressed by future training events.

As we said, this conference has been recorded, and the audio recording and transcript will be available in June on the SAMHSA ADS Center Web site.

If you enjoyed this training teleconference, we encourage you to join the ADS Center listserv to receive further information on recovery and social inclusion activities and resources, including information about future teleconferences.

To learn more about SAMHSA’s wellness efforts, you can go to http://www.SAMHSA.gov/wellness.

We have come to the end of our time today. And if you have more questions or would like to follow up, please contact the ADS Center by phone, e-mail, or fax. And the Web site is listed as you see. For future reference the ADS Center contact information is on this slide that you can download when it’s available.

On behalf of SAMHSA’s ADS Center, I want to extend our sincere appreciation to Paul Heck, Colleen Dame, and Jim Ramnaraine, who have taught us about the fundamental role of employers in supporting their employees and by doing so strengthening their own organizations.

Also thanks to you, all of our listeners, for taking time out of your afternoon to join us and thank you in advance for completing our survey. Take care and goodbye.

Coordinator: This does conclude today’s conference call. You may disconnect your phones at this time.

END