protesters demanding change

Welcome to End Workplace Abuse

Thank you for donating your time, energy, and resources to volunteer for End Workplace Abuse and The Workplace Psychological Safety Act.

By joining our growing campaign, you offer hope:

  • Hope for those who currently suffer from abuse at work and feel isolated and minimized
  • Hope for those who fear moving to another toxic workplace without employer accountability
  • Hope for those in the aftermath who have no road to justice
  • Hope for those who feel alone and misunderstood in the healing process
  • Hope for yourself knowing psychologically safe work environments are within our reach if we stand in our personal and collective power to create change

We offer advocates:

  • Training and financial support for introducing the Workplace Psychological Safety Act in their state.
  • Strategy, base-building, marketing, volunteer management, fundraising, expert and high-profile advocates recruitment and coalition-building on the national level.
  • Tools to collect email addresses and build state teams.
  • Connection through quarterly progress reports with breakout rooms.

an overview of end workplace abuse

What is End Workplace Abuse (EWA)?

We believe America’s workers have a right to safe workplaces where their psychological health is recognized as a vital component of overall well-being. All people — regardless of their gender, race, color, national origin, class, ability, sexual orientation, gender identity, age, size, income, faith, religion, and political affiliation — deserve to lead healthy and productive lives and to work in safe environments free from abuse and oppression.

We are a volunteer-led and volunteer-driven corps of advocates for workers’ rights and psychological safety in the workplace. Most of us are survivors of the psychosocial hazard of workplace bullying and the institutional complicity of disregarding workplace bullying complaints. Millions of Americans are impacted by psychologically unsafe workplaces, and among them are inspired people who seek justice. We work collaboratively to build a network spanning the U.S..

End Workplace Abuse is a tool for advocates to voice their support for psychologically safe work environments and other workers’ rights bills. It is also a platform to partner with other organizations fighting employer abuse and safeguarding workers’ rights. 

The Workplace Psychological Safety Act (WPSA)

Workplace psychological abuse is employee exploitation. Employers are not explicitly liable for the psychological harm of their employees — nor do they want to be. At its root cause is avoidance of employer liability. The status quo, employers are negatively incentivized to address the issue even if they claim to value safe workplaces. Employers choose to avoid a perceived threat of liability over human well-being.

The WPSA:

  • Provides a cause of action for employees who suffer from workplace psychological abuse
  • Requires employers to address psychological safety

It does NOT require proof of intent or health harm as other bills do, making it in line with sexual harassment law.

read the bill, why we need it, and myths about workplace abuse
watch a walk-through of the bill language
read our talking points
How we’re structured

We are a 501(c)(3) under our fiscal sponsor, Sustainable Futures, which has their own board of directors. We are led by what we call a national team, which operates in a similar way, and a media team and will expand into an operations team. Members are listed below. Feel free to reach out to a director if you’d like to help in their area.

LEADERSHIP team

Chief Executive Officer

Deb Falzoi, dfalzoi2@gmail.com

The general role of the executive director is to organize expansion efforts around our mission and vision.

Responsibilities:

  • Manage day-to-day operations.
  • Lead the national team.
  • Build teams.
  • Set strategy and direction.
  • Direct marketing and promotion.
  • Raise funds and manage finances.
Chief Legislative Officer

Deb Falzoi, dfalzoi2@gmail.com

The Legislative Directors develop and oversee the national legislative strategy to pass the Workplace Psychological Safety Act.

Responsibilities:

  • Develop recruitment strategy for state teams members and new state teams.
  • Train team leads on such areas as organizing, legislative strategy, working with volunteers in a trauma space, coalition-building, and the bill.
  • Coach team leads throughout the process.
  • Understand and address team leads’ changing needs through training, coaching, and counseling.
  • Oversee state and city legislative teams.
  • Promote state team activity through social media and email.
Chief Communications Officer

Nora Delay, nsdelay@gmail.com

The Media Team Director is responsible for developing and executing a media strategy for End Workplace Abuse to raise public awareness, shape the narrative around workplace psychological safety, and amplify the campaign’s message across all media channels.

Responsibilities:

  • Develops and leads a comprehensive media strategy that supports advocacy goals and increases public visibility of End Workplace Abuse.
  • Align messaging across campaigns and media.
  • Oversees the media team.
Chief Operations Officer

Liz Jurado, ljurad27@gmail.com

The Chief Operations Officer is responsible for managing the internal systems and infrastructure that keep End Workplace Abuse running smoothly. They ensure the organization’s day-to-day functions are efficient, coordinated, and aligned with strategic goals.

Responsibilities:

  • Oversees internal workflows, documentation, and coordination systems to support team collaboration and campaign execution, including technology.
  • Supports all departments in planning, organizing, and implementing activities by ensuring logistics, tools, and resources are in place.
  • Creates and maintains systems for task management, internal communication, and document organization.
  • Provides organizational data and analytics.
  • Collaborates with the CEO to manage organizational priorities and timelines.
  • Serves as acting CEO in their absence, ensuring continuity of leadership and decision-making.
Chief People Officer

TBA

The Volunteer Experience Director on-boards and trains new volunteers on the vision and mission of the organization and its norms and policies

Responsibilities:

  • Develops a plan to onboard volunteers.
  • Trains volunteers on the organization and its norms and policies.
  • Oversees the DEI team.
  • Creates a plan to ensure psychological safety once volunteers are on board, including periodically surveying volunteers and implementing changes.
  • Responds to bullying complaints.
  • Spotlights volunteers for social media and other platforms to recognize volunteers who contribute to our mission.
Chief Safety Officer

David Daniels, david@id2-solutions.com

The Safety Director is responsible for oversight of the End Work Abuse Safety Management System with a primary goal to protect the health and safety of all team members, volunteers, and participants during organizational activities and operations.

Responsibilities:

  • Develops and implements safety protocols and supports the organizational safety culture during public actions, meetings, events, and online engagement.
  • Coordinates response plans and provides safety briefings and de-escalation resources as needed.
  • Serves as a point of contact for any safety concerns raised by members of the team or public participants, including abuse reports.
  • Experience:
  • At least one year of experience in risk management, safety coordination, crisis response, or a related field.
Spokesperson

Kim Williams, kwilli1029@gmail.com

The Earned Media Director/Spokesperson is responsible for generating earned media in print, radio, television, blogs, podcasts, and other media.

Responsibilities:

  • Promotes End Workplace Abuse and the Workplace Psychological Safety Act to reporters in print, radio, and television as well as and in blogs,  podcasts and other media.
  • Develops media hooks.
  • Identifies reporters to pitch.
  • Pitches reporters in a timely manner.
  • Connects reporters with advocates and experts.

STate teams

Since our main focus is to pass legislation, we’re finding a lead sponsor and working on base-building in each state. (We’re also working on a federal bill, but it’s a harder hurdle.) To join our movement as a state bill director or state team member, email info@endworkplaceabuse.com. We will connect you with the state bill director(s) in your state or let you know how to start an effort in your state.

State Bill Directors

The State Bill Director is responsible for building up and steering the direction of the state team with coaching with the ultimate goal of passing the Workplace Psychological Safety Act. This role is a long-term role, with the expectation it will take at least 10 years to pass a bill.

Responsibilities:

  • Recruits, vets, and manages volunteers.
  • Directs the state bill strategy, including identifying a state legislator(s) to introduce the bill (lead sponsor).
  • Keeps in touch with lead sponsors’ staffers for strategy and understanding of the legislative process.
  • Grows a base of volunteers/supporters through marketing tactics.
  • Partners with like-minded organizations.
  • Organizes actions around the strategy.
State Team Members

State Team Members are responsible for progressing the state team with coaching with the ultimate goal of passing the Workplace Psychological Safety Act.

Responsibilities:

  • Partners with like-minded organizations for endorsement and joint actions.
  • Organizes creative direct actions and Lobby Days around the strategy to bring attention to the issue.
  • Markets the Workplace Psychological Safety Act using End Workplace Abuse’s digital tools.

ways you can help

resources

values and rules

The Universal Declaration of Human Rights recognizes that “all human beings are born free and equal in dignity and rights.” We’re committed to ensuring that we guarantee these human rights in our work and at all meetings.

Our Values

Our goal is to create healthy environments with consequences. Our effectiveness relies on that goal. Individuals should feel: 

  1. Included
  2. Safe to learn, contribute, and challenge the status quo
  3. Valued, that our contributions have worth and importance
  4. Respected, with our human needs and individual strengths and weaknesses honored
  5. Strong, with our well-being promoted
  6. Productive, with control over our work and the information and resources necessary to move forward
  7. Supported, feeling heard and responded to appropriately when we voice concerns
  8. Fairly treated, with reasonable expectations and similar standards for our colleagues
  9. Powerful, with control over our work for confidence and strength
  10. Purposeful, with a right to play a meaningful role in the reason our organizations exists
  11. Challenged, with an opportunity to reach their full potential and to flourish within the organization in roles that fit their talents and goals

Our agreements and values:

Be as present/on-time/focused as much as possible and communicate absences in advance.

We all learn most effectively in welcoming spaces. Extend welcome. Bring yourself to the experience. Be responsible and respectful. Be on time. Stay focused on the agenda with respect for everyone’s time. Respecting the focus of our time together helps us move forward in our mission. Be mindful of the focus of the meeting and bring up new topics only at the end of the meeting or reach out to the meeting facilitator beforehand.

Value: Presence, Time, Respect

Show concern.

Be honest and kind, showing concern for others. 

Value: Support

Stay engaged and actively listen to understand, appreciate, and acknowledge what people say.

Actively listen to what is said, including tone and body language — the feelings beneath the words. Value the opportunity to listen, a chance to learn. Try to stay present to the fullest of your ability and pay attention to what causes you to shut down. Conversations bring up emotions from past experiences. Don’t take what people say personally and try to understand where another person is coming from. Be careful not to compare your experience with another person’s experience, even internally, to accept everyone’s experiences.

Value: Care

Respect everyone’s identity and background and use “I” statements.

Respect all identities, including pronouns and names. Avoid assumptions and stereotypes about people’s identity (for example, gender identity, survivor status, economic status, immigration or documentation status, background, health, faith, etc.). Speak only to your own experiences, not on behalf of your race, gender, ethnicity, or other groups you may identify as being a part of. Use “I” statements to communicate feelings (neither right nor wrong). If someone feels hurt by your actions, acknowledge and apologize for the hurt regardless of intent.

Value: Respect

Disagree with the idea, not the person, and be mindful of how you communicate.

Focus on ideas and behaviors rather than people. We alone do not have all the answers. We are here to collaborate. How we communicate is as important as what we say. Share with humility. When you disagree, try to restate what you heard to confirm what was communicated and offer an alternative suggestion if you disagree with an idea. Rather than using such phrases as “we need to…,” consider using “what if we…?” to invite others in without patronizing, even if you have experience or expertise. Explain your direct experience with a specific problem. If you missed a meeting, email thread, or past End Workplace Abuse work, catch up privately to ask questions to get up to speed rather than use meeting time or give advice without first understanding or learning.

Value: Respect

Take space and make space (step up/step back).

Try to participate at a slightly uncomfortable level (stretch or crunch). Everyone who feels comfortable sharing will be given that chance. If you feel pressured to talk but don’t want to, say so, and it will be respected. Make every effort not to interrupt. Allow each person time to express themselves so a few people don’t monopolize the group’s time. At times, the facilitator may interrupt so that everyone has the opportunity to share. Notice who isn’t speaking and if you find yourself speaking a lot, hold back now and then. We can share information to deepen discussions, but be mindful that often, other participants are not there to be taught. They are there to contribute. Be mindful of the time you take to contribute. Community growth depends on the inclusion of every individual voice. We will raise our hands to make space for everyone unless brainstorming.

Value: Community, Respect

Honor consent and confidentiality.

Create a safe space by respecting the confidential nature and content of discussions. What is said remains here. Ask consent before re-opening what someone shared with you earlier. Feel free to share what you’ve learned or heard outside of the group but not others’ personal stories.

Value: Privacy

Honor boundaries and don’t therapise, advise, train, or lecture.

Check in before discussing topics that may be triggering (e.g., racism, suicide) and remind yourself we are here for discussions, not therapy, advice, judgment, training, or lectures. Maintain appropriate boundaries and model active listening. Connect on a human level to build trust and respect what participants do not want to share. Avoid giving advice unless a group member specifically requests it. If advice is not solicited, don’t give it or ask if you can offer a suggestion. If a group member poses a question, share ideas that worked for you in a similar situation.

Value: Trauma sensitivity, Respect

Honor expertise/experience/backgrounds.

Skill, experience, and knowledge vary. High performing teams discuss strategies to get the work done more efficiently and avoid ego issues. Every person should work according to their expertise and offer to pitch in to project overseers. Rather than advise or judge past decisions, ask questions and offer suggestions.

Value: Respect

Take action.

Though ideas matter, we cannot progress in our work without taking action. When you contribute an idea, be willing to execute that idea or to find someone with the skills to execute it. Your presence at meetings implies a willingness to take action and accountability for it.

Value: Progress

Embrace new ideas and experience discomfort (“be comfortable with being uncomfortable”).

Make an opening for new ideas by trying them on for size. Give yourself the time to get to know them and to consider how they fit you. In many cases, it helps to say out loud what others might be feeling, which may cause discomfort. That’s ok. Safe conversations may still be uncomfortable. Demonstrating our own vulnerability can give an opportunity for others to be vulnerable. Meaningful learning can occur when we take risks. Stay present with the emotion and pain of others, and your own discomfort, as you listen.

Value: Openness

It’s OK to pass or participate by observing.

It is never “share or die.” You may be invited to share. The invitation is exactly that. You will determine the extent to which you want to participate in discussions or activities.

Value: Invitationality

No fixing and right/wrong.

Looking at advocacy as healing, each of us is here to discover our own truths. We are not here to set someone else straight, judge, help right another’s wrong, or “fix” or “correct” what we perceive as broken or incorrect in another member of the group. While some opinions are commonly accepted as “right,” it is unproductive to cast someone’s statements or beliefs as “wrong.” Instead, speak from personal experience. Don’t assume you know best or that you can help a person process their pain or discomfort in meetings. Trust that people have what they need to take their own path to learning and growth. If you find yourself wanting to change or fix someone, explore what might be coming up about your own identity. Do your own work. Know yourself. Consider your biases and confusions around an issue. What are your sources of information and why do you value them? How have your experiences influenced you? Be open to mistakes and be willing to change. Be self-aware and speak wisely.

Value: Self-awareness

Identify assumptions and suspend judgments.

Our assumptions are often unknown to us. Our judgments can block our growth. By pausing to identify assumptions and suspend judgments, we can listen to the other, and to ourselves, more fully.

Value: Acceptance

Speak your truth.

Say what is in your heart, trusting that your voice will be heard and your contribution respected, even if it is different from or even opposite of what another has said. Own your truth by speaking only for yourself, using “I” statements and avoiding generalizing. Meet others where they are, knowing there are multiple truths all with value.

Value: Honesty

Allow others to finish their sentences before speaking.

Never interrupt anyone mid-sentence. Listen even if you disagree. Interrupting is a power move that puts your time and knowledge over someone else’s. At the same time, be aware of cultural differences of valuing interruption and check your biases.

Value: Respect

Be aware of and allow for the difference between intention and impact. Be self-aware and clarify intentions if needed.

The impact of another’s speech or behavior may cause discomfort or worse. Explore intention and tend to impact. If someone says something you hear as offensive, consider that they may not realize they have said something hurtful but let the group know and be open to dialogue. If someone calls you out for saying something offensive, remember that your intent can be different than your impact. Take responsibility for the effects of your words and resist the need to explain. Allow yourself time to process your reactions to a statement and get to the root of what caused those reactions. Deep breaths release endorphins in the brain and can allow you to center yourself.

Value: Mercy

Practice non-violence or “calling in” and owning mistakes.

If someone behaves in a way that challenges your values, if possible, say “ouch!” or “whoops!” Then explain. Invite them into awareness rather than shaming. Then the person who said the comment has the opportunity to say “oops,” sharing that they made a mistake and seeing the situation as an opportunity to acknowledge and learn from that mistake and then continue the conversation. Facilitators and the group can help; we commit to supporting our agreements. Everyone can take on the role of active listener, concentrating completely on what others say without interrupting or crafting a response. While the goal is to continue the conversation, if you remain uncomfortable after calling in, you can remove yourself from the conversation. Do what you need to do to take care of yourself.

Value: Nonviolence

Respect silence and be respectful of introverts and those not in the privileged group.

Silence is a rare gift. After someone has spoken, take time to reflect and fully listen without immediately filling the space with words. Listen to understand, not to respond. Be respectful of reflection and different speeds of processing. Also, notice who is not speaking. Encourage those individuals to contribute, but do not force them. Remember that some voices and identities have been given privilege while other voices and identities have been discriminated against.

Value: Patience

When things get difficult, turn to wonder. If you turn to wonder, ask questions — even hard ones.

Try “both/and,” rather than “either/or.” When someone else’s truth challenges your own, try turning to wonder: “I wonder what brought them to this place?” “I wonder what my reaction teaches me?” Speak with the goal of learning. Ask questions to clarify and gain understanding. Ask hard questions. Find ways to respectfully challenge others and be open to challenges to your own views. “You can’t get to a good place in a bad way.”

Value: Curiosity

Expect “non-closure.” Recognize that that goal is not to agree but to gain a deeper understanding.

Stay in the present. Trust the process. Let go of control. Social justice work is difficult and ongoing. We make the path by walking. Having difficult conversations again and again fosters awareness and leads to change. Be open to confusion. Sometimes you will leave a discussion with more questions than answers. The goal is not to agree. It is to gain a deeper understanding.

Value: Flexibility

Celebrate accomplishments.

Every win means progress. Celebrating our wins keeps up our momentum and acknowledges our meaningful contributions.

Value: Progress

Stay focused on advocacy.

Our time together is dedicated to fulfilling the vision, mission, and goals of End Workplace Abuse. This is an advocacy space. Please, no self-promotional marketing or selling of any product, referrals, or service while functioning in the capacity of a volunteer for End Workplace Abuse. Any promotions in any formal capacity (processes, policies, trainings, videos, etc.) should be vetted through info@endworkplaceabuse.com.

Value: Time

Approach conversations with grace.

Approach conversations with the mindset that we’re working together to build community and acting in good faith. But do ask for clarification about intent if you do find yourself confused.

Value: Respect

Be mindful of your behavior.

Our work is embedded in the overall culture. Have awareness that parts of your identity may afford you privilege based on your lived experience around race, gender, age, ability, etc. that others don’t have. Be aware of how much time you’re taking up, how much authority you’re conveying, and how much space others may not assert but deserve. Check your bias on an ongoing basis. Do not minimize, dismiss, or distort points. Refrain from repeating others’ ideas as your own or talking down to others.

Value: Respect

Put your health first.

Take care of yourself in any way you need to (off camera, mute, or leave), especially if you become triggered in this space. Your health comes first.

Value: Support

Seek additional support if needed.

Report any concerns to the facilitator through private chat during the session or as soon as possible afterward. In cases of aggression, dismissiveness, patronizing, or other norm violations, the facilitator will privately check in with both the target and violator after the meeting. Violators will be respectfully invited to challenge their approaches and requested to change their behavior. Feel free to schedule one-on-one time with the facilitator if you have a suggestion or concern.

Value: Support

Meeting Ground Rules

Respect: Be on time, stay focused on the agenda, and respect others. 

Participation: Try to participate at a slightly uncomfortable level (stretch or crunch) and be mindful not to interrupt.

Sharing: Collaborate and be mindful of how you say your points. Share with humility. Rather than using such phrases as “we need to…,” consider using “what if we…?” to invite others in without patronizing, even if you have experience or expertise.

Identity: Our work is embedded in the overall culture. Have awareness that parts of your identity may afford you privilege based on your lived experience that others don’t have. Be aware of how much time you’re taking up, how much authority you’re conveying, and how much space others may not assert but deserve.

Self-care: Take care of yourself in any way you need to (off camera, mute, or leave), especially if you become triggered in this space. Your health comes first.

Kindness: Be honest and kind, showing concern for others. 

Advice: Avoid giving advice unless a group member specifically requests it.

Confidentiality: Feel free to share what you’ve learned or heard but not others’ personal stories from outside the group.

Addressing concerns: Use “ouch” to communicate offense to comment and “oops” to express remorse for offending. Also use “I” statements to communicate feelings (neither right nor wrong). If someone feels hurt by your actions, acknowledge and apologize for the hurt regardless of intent.

Outside assistance: Report concerns to the facilitator as soon as possible afterward.

Sources:
Repair the World’s Guide to Respectful Conversations
Coming to the Table’s Touchstones
Soul Fire Farm’s Safer Space Agreements

How To Address Conflict

POLICIES​

Psychological Health and Safety Policy

This policy affirms End Workplace Abuse’s commitment to fostering a psychologically safe, trauma-informed, and abuse-free environment for all staff, volunteers, and board members. It reflects our mission to end workplace abuse by modeling the very standards we advocate for externally.

SCOPE

This policy applies to all internal operations, including governance, staff and volunteer engagement, and organizational decision-making. It complements our bylaws and reinforces our public commitment to dignity, equity, and systemic accountability.

DEFINITIONS

Workplace Abuse: Includes bullying, gaslighting, retaliation, and other forms of psychological harm that undermine dignity and safety.
Psychological Safety: A climate where individuals feel safe to speak up, take risks, and be themselves without fear of retribution or humiliation.
Psychosocial Hazard: A psychosocial factor that is perceived or experienced as a threat to the person exposed that influences their behavior. These hazards can be embedded in work design, leadership practices, power dynamics, or organizational culture, mainly when they affect dignity, inclusion, or psychological well-being.
Trauma-Informed Practice: An approach that recognizes the impact of trauma and prioritizes safety, trust, and empowerment.

RESPONSIBILITIES

Executive Team: Annually reviews psychosocial risks and ensures internal practices
aligned with public advocacy.
Executive Director: Implements trauma-informed systems for onboarding, feedback, and conflict resolution.
Safety Committee: Ensures that internal practices reflect the same safety standards promoted externally.

CORE COMMITMENTS

End Workplace Abuse shall:

  • Integrate trauma-informed principles into all internal practices and leadership behaviors.
  • Prohibit all forms of psychological harm, including retaliation, gaslighting, and coercive control.
  • Encourage open, protected communication about stress, burnout, and systemic harm.
  • Hold leadership accountable for modeling psychologically safe behaviors and transparently addressing harm.

Leadership, staff, and volunteers shall:

  • Actively recognize, acknowledge, and address the trauma they have experienced
  • Communicate situations or circumstances that are potentially psychologically unsafe to the leader of the group or activity where the psychosocial hazard exposure occurs or to the Safety Committee.

OPERATIONAL PRACTICES

Training

  • All End Workplace Abuse staff and volunteers will receive training on psychological health and safety as well as the prevention of workplace bullying, harassment, and violence.
  • Those assigned to leadership roles will receive training in trauma-informed leadership.

All internal procedures must reflect trauma-informed, anti-retaliatory, and inclusive values.

End Workplace Abuse will conduct an annual climate survey to assess psychological health and safety, trust in leadership, and perceptions of fairness.

The Safety Committee will meet quarterly or as needed to monitor the organization’s safety practices.

REPORTING AND REMEDIATION

The End Workplace Abuse Safety Committee will:

  • Maintain a confidential, retaliation-free reporting system is maintained.
  • Designate a neutral subcommittee or third-party ombuds person to review the reports.
  • Document findings and actions and share with the board, respecting confidentiality.

EVALUATION AND REVIEW

This policy is reviewed annually and updated to reflect evolving best practices and staff
feedback.

Metrics such as retention, engagement, and safety perceptions guide improvements.

BYLAWS ALIGNMENT

This policy aligns with the following Crossroads Community Resource Development
Center, Inc. (fiscal sponsor) bylaws:

  • Article XII – Code of Conduct (anti-harassment, confidentiality, active
    participation)
  • Article X – Conflict of Interest (ethical decision-making)
  • Article XI – Internal Controls (safe and transparent reporting)
  • Article III – Board Governance (equitable leadership and accountability
Anti-Bullying and Anti-Mobbing Policy

The EWA national team is dedicated to providing a psychologically safe work environment for all volunteers. Bullying violates volunteers’ right to psychological safety. It is the responsibility of all EWA volunteers to refrain from and report bullying. The EWA national team will intervene with reported acts of bullying through investigating, coaching, discipline, or termination.

EWA defines bullying as mistreatment that has the effect of hurting, weakening, confusing, or frightening a person mentally or emotionally to the level of creating a toxic work environment as deemed by a reasonable person.

REPORTING

A reported single incident of bullying regardless of intent is sufficient to begin an investigation of a toxic work environment. Reports may apply to both volunteers and EWA external partners. If any EWA volunteer believes they have been the target of bullying in meetings or other communications, they can report it to the EWA national team at info@endworkplaceabuse.com. Reports should include the substance of the complaint, date, and whenever possible, a list of witnesses or a reference to the relevant email(s) or URL(s) if the offense occurred through an EWA online interaction.

INVESTIGATING

The investigation process will include the following steps:

  • A neutral fact-finding investigation within three days of the report, talking with the complainant, then accused offender, then witnesses if applicable while remaining confidential when possible.
  • If bullying or mobbing has been found, a resolution including an apology for harm from the accused offender directly to the target at a minimum and removal from the organization at a maximum. The EWA national team will ensure the target does not remain in a position for further bullying from the date of the complaint filed. Any member of the EWA national team who has a perceived conflict of interest shall recuse themselves from the investigation. 
NON-RETALIATION

EWA prohibits retaliation, including breaching confidentiality by the accused offender only, against any volunteer who makes a good faith complaint of bullying or a witness. Retaliation will be treated as a form of bullying subject to this policy.

NOTIFICATION

All EWA volunteers will find this policy on the EWA website.

Anti-Discrimination & Anti-Harassment Policy

EWA is committed to an environment that is free of discrimination and harassment.

Discrimination and harassment based on race, color, religion, sex (including pregnancy, sexual orientation, or gender identity), national origin, disability, age (40 or older) or genetic information (including family medical history) is illegal and will not be tolerated.

Any person engaging in improper discriminatory or harassing behavior will be subject to the same process and consequences as the anti-bullying policy, including the possible banning from engaging in EWA volunteer activities. EWA will not be lenient in cases of discrimination, harassment, or violence (whether physical or psychological).

Resources:
https://www.eeoc.gov/employers/small-business/harassment-policy-tips
https://www.eeoc.gov/employers/small-business/general-non-discrimination-policy-tips
https://resources.workable.com/anti-discrimination-policy

Diversity, Equity, Inclusion, and Belonging Policy

The Universal Declaration of Human Rights recognizes that “all human beings are born free and equal in dignity and rights.” We’re committed to ensuring that we guarantee these human rights in our work and at all meetings. Our group agreement and values underpin all of our work, including our commitment to respect, integrity, fairness, equality, diversity, equity, inclusion, and belonging.

Our work depends on our vulnerability, which depends on our psychological safety and equity. We must work toward creating spaces of equity and safety.

We believe we must first name privilege and bias. Those with privilege must take personal responsibility through starting conversations, avoiding shaming those who speak up, and reflecting on others’ pain with empathy and grace. 

Doing nothing supports oppressive systems and contributes to psychological harm from the trauma of oppression.

When we feel respected, heard, and valued, we can work from our personal power.

Sources: Brené Brown LLC, Human Resource Standards Institute

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