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SAN FRANCISCO GENDER EQUALITY PRINCIPLES (GEP)

INDICATOR TOOL FOR PRINCIPLE 3: HEALTH, SAFETY, AND FREEDOM FROM VIOLENCE

This tool was created in collaboration with Extending Service Delivery (ESD), a global reproductive health and planning project. The ESD Project addresses the need for quality community-based reproductive health and family planning services and information for poor, hard to reach and under-served populations. For more information on ESD please visit: http://www.esdproj.org/

What is the Indicator Tool?

This tool was created to assist companies in developing and improving policies and best practices in the areas of health, safety, and freedom from violence. It is based on Principle 3 of the San Francisco Gender Equality Principles.

How is the Indicator Tool organized?

The tool is organized by the key elements under Principle 3. After each key element is listed there is a brief background piece to help provide context. The tables following each key element contain indicators addressing specific actions companies can take to develop and improve internal policies and practices. The indicators follow a general framework moving from the most basic to the most aspirational and addressing key areas such as legal understanding and compliance, initial assessments and audits, relevant policies and programs, management commitment and communication, targeted training and resources, systematic assessments and audits, and overall disclosure and accountability, as applicable. The rating system includes a notes section where company representatives can, for example, clarify ratings and distinguish between different parts of the company.

This is a self-assessment tool that companies can use to compare their progress from year to year and/or give them a total score to measure improvement. Companies do not receive a final grade or total score after filling out the Indicator Tool. The tool is a guide for companies to set goals and objectives on how to improve their culture, policies, and practices related to employment and compensation. Since companies may choose to focus only on certain sections of this tool, some of the indicators are repeated in different sections.

The information and answers companies provide on this tool is confidential and is for internal company use only.

How do I use the rating system?

Each indicator has a space next to it where you can rate your company's implementation of that element on a scale of 0-5. The rating categories are defined as follows:

 

Rating Categories
5	Full Implementation	Policy and implementation plan in place, widely accepted and utilized.
4	Moderate Implementation	Policy and implementation plan in place, but not yet widely accepted or utilized.
3	Beginning Implementation	Policy in developmental phase and/or minimal implementation.
2	Ad Hoc Arrangements	Ad hoc arrangements made for specific cases.
1	Square One	No policy or plan in place; need information to get started.
0	Not Applicable	Particular key element is not relevant to organization's operations.

You may give your company more than one rating for each indicator. This would be useful, for example, if you wanted to rate different divisions or programs separately.

How do I use the Notes section?

The elements are often broad and may contain compound issues. Please make use of the notes next to each key element to clarify or expand upon your answers, and highlight best practices and areas in need of improvement. You can also use the notes to give specific examples of what is currently taking place, and/or ideas on how to address gaps. This is also an appropriate place to note whether the policy is implemented at the domestic workplace or headquarter level, with contractors and the global supply chain, or both. Be creative; this section allows flexibility for you to record what's most helpful for you in the assessment process.

Corporate Commitment and Accountability

When implementing successful health, safety, and freedom from violence initiatives, it is important not only to have appropriate policies and programs in place, but also to ensure that the organizational culture is open to and supportive of such initiatives. Leadership from the top sets the tone and signals to all employees the importance of embracing all related health, safety, and freedom from violence initiatives. It also signals to employees the company's understanding and respect for the unique challenges that arise when dealing with these often sensitive issues. Offering initiatives without such support may discourage both their use and effectiveness.

With this in mind, initiatives should be widely promoted and employees should be trained on all applicable policies and practices. Supervisors need to be trained and encouraged to be supportive of employees facing health and/or safety challenges and to assist in finding solutions that work for both employees and the organization.

While establishing a corporate culture supportive of such initiatives is critical to their success, it is equally important to periodically review and evaluate all initiatives. The findings from these reviews can be used to identify both achievements and challenges, update initiatives to ensure they address current and emerging issues, and develop action plans, including establishment of measurable short- and long-term goals. Communication of performance results, goals, and objectives demonstrates an overall commitment not only to the offering, but also the success of the company's health, safety, and freedom from violence initiatives.

PRINCIPLE 3: HEALTH, SAFETY, AND FREEDOM FROM VIOLENCE

Corporations will take concrete steps to attain gender equality by adopting and implementing policies to secure the health, safety, and well-being of women workers.

Key elements of this principle include:

KEY ELEMENT (A):

Prohibit and prevent all forms of violence in the workplace, including verbal, physical, or sexual harassment.

Employers face numerous human resource concerns with limited time and money.

Often a decision to focus on a specific problem is not made until the problem becomes significant and costly. Workplace violence is no exception. Violence in the workplace is a serious safety, health, and business issue. Violence in the workplace takes many forms including verbal and physical abuse, sexual harassment, domestic violence and, in extreme cases, workplace homicide. Violence, when not effectively and efficiently dealt with, affects the productivity and retention of workers. Workers impacted by violence have higher absentee rates, difficulty concentrating on their work, and are more likely to leave their job; the morale and time of other employees watching the incidents or comforting the victim is impacted; human resources costs may skyrocket to hire new employees and/or fire perpetrators of violence; and there may be resulting lawsuits and negative publicity.

The Principle 3 Resource Guide contains compelling statistics and information demonstrating why employers should take action on this critical issue. We encourage you to review these additional resources.

 

Policies and Procedures	Rating 0-5	Notes
Ensure company compliance with national, state, and local laws. In California this includes maintaining an effective Injury and Illness Prevention Program.[i]
Review the history of past incidents to identify patterns or trends; determine how incidences were addressed and how to improve system(s) if necessary; review company's occupational injury and illness logs and incident reports to identify injuries that may have resulted from workplace violence incidents; and set timeline for update and review process.
Conduct an assessment of the physical environmental security methods in place, including providing secure parking and transportation areas, locks, and cameras. Keep in mind additional security measures that may be required for employees working the early or late shifts.
Assess security situation and implement additional security measures as necessary.
Form a management team to address workplace violence and harassment issues through focused and candid discussions. The team should audit the company's existing human resources policies to see how effective they are in preventing and dealing with workplace violence and harassment and determine if separate polices on sexual harassment, bullying, domestic violence, or other workplace violence issues should be created or if these factors can be integrated into an existing company-wide policy. The team should ultimately develop a workplace violence policy, security, and prevention checklist with specific sections dedicated to abuse, sexual harassment, and domestic violence as appropriate.
Ensure the company's sexual harassment policy includes a prohibition against harassment based on sexual orientation, gender identity and/or expression.
Develop specific written policies and procedures for responding if workplace violence does occur. Consider employees' suggestions when developing the policy.
Policy should require all employees to report any incidents of violence and offer a variety of avenues for reporting. In case of an imminent threat, the policy should require employees contact police or another outside source immediately. Company ensures a follow-up investigation will occur.
Ensure policy includes provisions stating no reprisals will be taken against employees who report or experience workplace violence.
Institute a clearly-defined, zero tolerance policy for violent words and actions in the workplace. Include zero tolerance provisions for firearms or other weapons on the employer's premises.
Create a policy that addresses clients and/or visitors who engage in violent or potentially violent behavior. In the event of such acts, notify law enforcement personnel or security immediately.
Ensure all workplace violence-related policies include proper actions in the aftermath of an incident, including investigating and disciplining (discharging if necessary) the offenders, separating the alleged perpetrator and target in the workplace, providing trauma counseling to victims and witnesses, taking security precautions to prevent recurrence, and pursuing criminal prosecution.
Ensure all workplace violence-related policies and practices protect the confidentiality of victims by detailing the procedures and circumstances under which information disclosed by employees may be communicated to other specifically-identified people (e.g., the General Counsel or Director of Security).
Institute a comprehensive, responsive, and easily accessible complaint system or other means to proactively diffuse situations relating to morale, employee relations, and workplace violence issues. Encourage employees who experience or witness workplace violence to immediately report it to a designated management official.
Ensure procedures are in place for investigating occupational injury or illness arising from a workplace assault or threat of assault as well as for correcting unsafe conditions, work practices and work procedures, including workplace security hazards with attention to protecting employees from physical retaliation for reporting threats.
Investigate thoroughly and resolve promptly all complaints, even if they were not brought pursuant to established procedures. The investigator should be neutral and even-handed, keep records, and speak to all employees who may have information about the incident. Using a third party investigator for this process is advised.		.
Proactively secure senior management's commitment to make workplace violence prevention a priority.
Compose and circulate a statement from a senior executive (preferably the CEO, President or senior-most Human Resources person) communicating the company's position on workplace violence to all employees.
Ensure specific written model anti-harassment, violence, and abuse policies are in place, publicly displayed, and given out to all new employees on their first day of employment. Ensure all employees know where they can go for assistance in these areas.
Ensure that all employees, including supervisors and managers, comply with practices designed to make the workplace more secure and do not engage in harassment, threats or physical actions which create a security hazard to other employees, supervisors or managers in the workplace.
Ensure that there is a professional, respectful demeanor between all employees. Create a workplace where violence, abuse, and harassment are not tolerated and where victimized employees know they can get help without fear of reprisal. The same should be true for perpetrators who voluntarily seek help through workplace resources.
Develop and conduct required training programs specific to supervisors and staff for different types of threats. Training should include early warning signs of violence and procedures to follow in the event of a violent incident. All employees should be informed about what security measures are in place and how to access them in case of emergency. This education should also include stress reduction techniques and prevention, especially for supervisory personnel.
Develop and conduct required trainings for supervisors and employees about issues related to detecting, preventing, and addressing sexual harassment and abuse. Trainings should be tailored to specific departments and roles, and should go beyond online training courses.
Distribute information (e.g., through promotional materials, payroll inserts, intranet) to employees on community and company anti-violence resources. Use existing training mechanisms (e-mail, web-based training, intranet, message boards, newsletters, etc.) to reinforce policy and publicize availability of resources. Provide interactive education for supervisors and managers on the prevention of violence in the workplace, stress reduction and creating a positive and respectful workplace.
Make use of referrals to the company's resources or Employee Assistance Program (EAP) for anyone who displays a violent tendency or aggressive behavior or who makes offensive comments or remarks. Assure that all employees are aware of the availability of confidential resources and/or an EAP on their first day of employment.
Develop a network of external resources. Network could include psychological/psychiatric counselors, security consultants, local law-enforcement officials, local domestic violence prevention resources, the EEOC, and other governmental agencies.
Develop a process to carefully screen job applicants. This includes reference-checking, pre- and post-employment drug testing, and background checks. Using a third party organization for this process is advised.
Use employee surveys to identify risks and obtain suggestions on how security measures can be improved. Have a third party organization conduct confidential, random interviews of employees across various titles, locations, and functions to assess perceptions and experiences.
Monitor turnover rates and stress-related workers' compensation claims per department and manage to help human resources locate problem areas (including low morale) and/or abusive managers and employees, even if the abuse goes unreported.

KEY ELEMENT (B):

Ensure the safety of female employees in the workplace, in travel to and from the workplace, and on company-related business, and ensure the safety of vendors in the workplace.

Please note that the overarching workplace violence indicators apply here.

 

Policies and Procedures	Rating 0-5	Notes
Ensure company compliance with national, state, and local laws.
Conduct an assessment of the physical environmental security methods in place, including providing secure parking and transportation areas, locks, and cameras. Keep in mind additional security measures that may be required for employees working the early or late shifts.
Conduct an assessment of the amount of time employees are off-site for business-related work, the types of neighborhoods traveled to, and the security measures in off-site locations.
Ensure policies are in place to protect traveling workers, such as maintenance of company cars, use of employee check in policy, a helpline number for emergency assistance, or refraining from allowing employees to travel alone. Policies should be regularly updated and given to all employees on their first day of work.
Provide safe and secure transportation for factory workers, particularly those working in maquiladoras and other at-risk areas. Ensure security measures are in place to allow entry for late arrivals, and distribute relevant public safety information as warranted.
Ensure additional controls are in place for vendors that come to the business to ensure safety, such as a sign-in procedure, cameras, or mandatory appointments.

KEY ELEMENT (C):

Provide and promote policies and programs addressing domestic violence.

Historically, problems with a social stigma are less likely to receive attention, as both employers and employees may be reluctant to acknowledge that these problems exist. Domestic violence has been a hidden concern that has only recently appeared on the public's radar screen. Domestic violence finds its way into many workplaces and can even result in deaths at work. In the United States, homicide rates at work have been dropping, yet domestic violence incidents have declined significantly less than other types of violence in the workplace.

Domestic violence is an equal opportunity offender that affects employees at all levels of a company. It is a security and liability concern, putting at risk not only the worker that is the victim of domestic violence but other workers in the workplace who are in potential danger from the perpetrator. It is also a performance and productivity concern for all workers.

Since domestic violence can be less obvious than other safety hazards in the workplace, education programs for workers and employers is critical. Raising awareness about domestic violence in the workplace can go far towards ensuring domestic violence and threatened domestic violence is reported and workers, not just the worker who is the victim of domestic violence, are protected from violence coming to the workplace.

Please note that the overarching workplace violence indicators apply here. This section also includes suggestions for a model domestic violence policy. More sample policies and practices available in the Principle 3 Resource Guide and at http://www.safeatworkcoalition.org/.

 

Policies and Procedures	Rating 0-5	Notes
Audit existing employment policies and manuals to ensure that domestic violence policy fits the employer's needs, culture, and various environments.
Review medical leave and disability leave policies to ensure that nothing restricts supervisors from flexibly accommodating employees' needs. Personal and discretionary leave policies should allow employees to waive advance notice requirements in emergency situations.
Audit insurance policies and check underwriting histories to ensure that company-affiliated insurers do not discriminate against victims of domestic violence.
Determine if company needs to create a separate policy on domestic violence or if it can be integrated into an already existing policy such as Workplace Violence or Sexual Harassment. Integrate domestic violence awareness programs with other complementary programs (e.g., wellness fairs, workplace safety programs, family issues seminars).
Ensure domestic violence policy includes immediate and effective action plan for when employer becomes aware of a problem or potential problem with domestic violence. It should also address issues such as voluntary employee leave, security needs, and performance issues, and provide information and referrals to employees who are victims of domestic violence.
Ensure domestic violence safety plan(s) includes the following provisions, in order to effectively manage an immediate threat to an employee:
Encourage supervisors to accommodate, whenever possible, employee requests regarding a change in work shift or location to prevent contact with the abuser or further incidents of violence.
Ensure all employee-specific safety plans are developed in consultation with the affected employee and consider relocation of employee's position if requested.
Consider getting a Temporary Restraining Order against perpetrator if viable in their jurisdiction. (Employer)
Examine EAP or similar programs (internal or external) to ensure that domestic violence counseling is included in the coverage.
Assemble a multidisciplinary response team internally, including members from security, human resources, legal, health/medical, internal communications, media relations, community relations, employee assistance program, unions, and other key departments. Consider including local domestic violence advocates and local law enforcement. Members should be appointed by the CEO or company President.
Post domestic violence prevention and resource information in employee lounge areas and rest rooms.
Develop public education campaigns to help inform local communities about the problems of violence against women and what every person can do to help stop it.
Provide training on domestic violence that includes warning signs of domestic violence, dealing with rape (including date rape) and sexual assault; how to respond sensitively and confidentially when victimized employees are identified; safety issues for both the victim and workplace; protective orders; security measures: appropriate actions steps; and referrals. There should be specific trainings for managers.
Provide training on identifying and addressing domestic violence, security measures, appropriate action steps, and referrals. This should include training for security personnel on how to approach the issue and the employee.

KEY ELEMENT (D):

Eliminate and disclose unsafe working conditions and provide protection from exposure to hazardous or toxic chemicals in the workplace, particularly when those substances have known or suspected adverse effects on the health of women, including reproductive health.

Eliminating unsafe working conditions should be a top priority of any company that cares about the health and well being of its workers. Ensuring safety is a good business practice as well since it prevents work-related diseases and injuries that can affect worker absenteeism and productivity, and increase worker's compensation costs. According to the International Labor Organization, approximately 4 percent of the world's GDP was lost in 2002 because of work-related diseases and injuries[ii]. Companies can reduce financial losses by protecting female workers from exposure to hazardous and toxic chemicals that have adverse effects on their health.

Please also refer to the Principle 3 Resource Guide, for more information on this topic.

 

Policies and Procedures	Rating 0-5	Notes
Require managers to review manufacturers' safety data sheets (MSDS) for all chemicals used, including the effects of each chemical on the reproductive health of employees (e.g., birth defects, miscarriage, and sterility). Ensure that employees are provided with the most current version and have ready access to MSDS.[iii]
Require management review of each chemical used in the factory to determine whether a less harmful substitute can be used.
Ensure procedures are in place to identify hazards and conduct scheduled periodic inspections to identify unsafe conditions when employers are made aware of a new or previously unrecognized hazard.
Ensure all warnings, written safety materials, and trainings are available in different languages and dialects. All materials must be appropriate in both content and vocabulary for the educational, literacy, and language comprehension level of all employees.
Ensure all employees exposed to potentially hazardous chemicals wear mandatory personal protective equipment (PPE) at all times when working with chemicals.
Ensure safety precautions are in place and air, water and noise safety tests and staff medical exams are periodically conducted to determine exposure levels and effectiveness.
Maintain and test ventilation and exhaust systems to ensure they are working properly.
Periodically measure exposure limits and determine if they exceed permissable limits by the agency setting limits for the jurisdiction.
Ensure management systems are in place to reduce or eliminate employee exposure to hazardous substances.
Develop and implement policies and practices to review the chemical's impact(s) on women's health and well being, including their reproductive health, each time a new chemical is introduced.
Ensure a policy for pregnant employees is in place that addresses the special needs of pregnant workers to reduce their exposure to chemicals and working conditions (such as excessive standing, lifting, or sitting) that could have adverse health consequences. This should include removing pregnant women from exposure to hazardous substances while maintaining their pay rate and seniority.Assure that all employees are made aware of this policy on their first day of employment.
Ensure a system is in place to provide employees with immediate first aid in the event of an accident involving chemical or hazardous materials.
Periodically update and publicly display in an area visible to employees information on hazardous materials.
Institute an effective communication plan to inform employees and the public about any health warnings related to building materials, chemical exposure, etc. This could include signage or a website for ease of communication.
Institute employee training on new or revised MSDS information within 30 days of the employer receiving that information. Employees must be given an opportunity to ask questions of the person(s) conducting the training. Periodic refresher training is beneficial and encouraged.[iv]
Institute a comprehensive training program to ensure proper handling of chemicals. Provide information on the health risks of exposure to chemicals, and ensure employees are informed about hazardous materials they are exposed to at work and any potential harmful effects on the reproductive system. Program content should be reviewed and updated periodically.
Create a committee of women workers who are involved in the design and implementation of outreach education and training programs on the exposure of chemicals and their effects on women's health and safety.
Ensure a suitable number of employees in each work area are trained as responders for calling medical emergency assistance and a plan is in place for an immediate response to an emergency.
Institute a monitoring and reporting system that enables management to track compliance with safety policies. System should be reviewed and updated periodically.

KEY ELEMENT (E):

Allow time-off from work for employees seeking medical care or treatment, for themselves or their dependents, including family planning, counseling, and reproductive health care, and support return to positions of equal pay and status.

There is a substantial business benefit in minimizing poor employee health. Employees who are ill can have higher levels of stress, suffer from increased fatigue, and become more susceptible to other diseases and workplace injuries when compared to healthy workers. Studies have documented that investing in employee health reduces worker absenteeism, improves worker morale, and increases employee job commitment. When employees and their families have access to health services, they are more likely to be productive at work and take less time off from work to attend to a sick spouse or child. Workers that are healthy and have access to health services that prevent and treat illness can have higher levels of concentration when they are at work, increased job satisfaction and morale, and improved relationships with their co-workers and supervisors.

Please also refer to the Indicators and Resource Guide for Principle 2: Work-life Balance and Career Development for more information on health and family leave.

 

Policies and Procedures	Rating 0-5	Notes
Ensure company compliance with national, state, and local laws, as well as relevant international agreements.
Ensure company policy permits employees time off for prenatal health check-ups and time off to seek other reproductive health and family planning services.
Ensure company policy permits employees to use accrued leave time (i.e., sick leave, paid time off, etc.) to tend to a sick child or family member.
Ensure company policy permits employees to return to the same, or a a comparable, position and pay after they have been on maternity/paternity/family leave or sick leave.
Protect the medical privacy of employees and their families through company policy.
Provide information on employee rights, benefits, and available resources to employees upon notification of medical situations, including medical emergencies or illnesses requiring extended leave. Often this reminder of available support will be provided by Human Resources or relevant supervisor.
Provide information on employee rights, benefits, and available resources to employees (or their spouses) upon notification of pregnancy or adoption. Often this reminder of available support will be provided by Human Resources or relevant supervisor.
Require management and employee participation in a training/education program that includes information about pregnancy, employee leave rights regarding maternity and paternity leave, sick leave, leave for medical treatment (including fertility treatment), and/or leave to care for a spouse, child or family member.

KEY ELEMENT (F):

Prohibit discrimination in hiring and employment based on health status, such as individuals with HIV/AIDS positive status.

It is illegal to discriminate against employees based on their health status, including HIV/AIDS and women's health status such as pregnancy. There are federal laws and international agreements in place which protect workers' rights. Non-compliance with these can result in costly fines and lawsuits.

 

Policies and Procedures	Rating 0-5	Notes
Ensure company compliance with national, state, and local laws, as well as relevant international agreements.
Ensure that company policy prohibits discrimination against employees and candidates for employment based on their health or parental status, including physical or mental disabilities. Companies that have access to information on employees' genetic characteristics from health insurance companies will not discriminate against an employee based on genetic information or attempt to acquire or presume employees' genetic information.
Ensure company policy defines substance abuse as a health issue.
Ensure there is a system in place to protect employees' health status and records, if there is a company medical clinic,.
Provide onsite HIV counseling and testing services that include access to care and treatment that are available to employees or employees who are referred to these services.
Institute a system to periodically educate employees, human resource staff and managers about the company's health anti-discrimination and privacy policies.
Provide an awareness, prevention, and treatment education program for employees and company management around diseases impacting the local population, such as HIV/AIDS and TB, which encourages the acceptance of co-workers living with these illnesses.
Ensure that supervisors, managers, and human resources are held accountable to the health status anti-discrimination policy.

KEY ELEMENT (G):

Strive to provide gender equitable health services and insurance.

Men and women have different health needs and it is important for businesses to understand and address these needs when developing company policies and programs.

The U.S. Department of Health and Human Services reports that despite an increase in life expectancy, men in the U.S. still experience gender-specific health disparities, due to behaviors such as smoking, consuming alcohol, ignoring health symptoms, postponing routine health check ups and engaging in risky behavior. A study conducted by the European Agency for Safety and Health at Work found that female employees had higher rates of absenteeism due in large part to health issues related to work that may not be recognized in traditional worker safety laws.

Details on many of the policies and procedures mentioned here are available in the Principle 3 Resource Guide.

 

Policies and Procedures	Rating 0-5	Notes
Ensure company compliance with national, state, and local laws, as well as relevant international agreements.
Ensure company health insurance is equitable for all employees and addresses the particular needs of women and men.
Ensure plans for employees cover preventative care, prenatal and perinatal care, fertility treatment, and contraception, including emergency contraception, and have no restrictions on choice of contraceptive method.
Ensure emergency contraception is available for victims of sexual assault.
Provide private space, whenever possible, for employees to deal with personal issues (e.g., lactation rooms, areas for private phone conversations, etc.)
Ensure that health policies and programs are followed in global offsites as well as U.S. offices.
Ensure onsite health services are designed to meet the specific health needs of women and men, including reproductive health and family planning needs.
Create resource and support groups surrounding women's health (e.g., new mothers group, cancer survivors group, etc.)

 

The San Francisco Department on the Status of Women, Calvert Group, Ltd., and Verité would like to thank the individuals and companies who assisted in the development of the indicators for Gender Equality Principle 3: Health, Safety, and Freedom from Violence.

Gender Equality Principles Initiative Roundtable Participants (May 2009)

Business for Social Responsibility

California Pacific Medical Center

Charles Schwab & Co, Inc

Deloitte & Touche LLP

IBM

The Gap Foundation

McKesson Corporation

Pillsbury Winthrop, LLP

Sun Microsystems

Symantec Corporation

Gender Equality Principles Initiative Partners

City and County of San Francisco, Department on the Status of Women

Calvert Group, Ltd.

Verité

Expert Advisors

Elisabeth Hanowsky, Esq.

Volunteer, San Francisco Department on the Status of Women

Alana Hairston

Extending Service Delivery Project

Lindsay Harris

West Coast Workplace Investigations

Michelle Leighton

University of San Francisco School of Law

Douglas Leach

Formerly with Blue Shield of California Foundation

Danielle Lucido

Worksafe, A California Coalition for Worker Occupational Safety & Health Protection

Frances Schreiberg

Kazan, McClain, Lyons, Greenwood & Harley, PLC

Yanin Senachai

Asian & Pacific Islander Institute on Domestic Violence

Wendy Willow Wark

Inclusion Strategies

Stephen White

Work Trauma Services, Inc.