ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT (AODA) PART 1 …€¦ · ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT (AODA) PART 1 - CUSTOMER SERVICE STANDARD . Part 1 will

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ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT (AODA)

PART 1 - CUSTOMER SERVICE STANDARD Part 1 will review:

• The Ontario Human Rights Code as it relates to persons with disabilities. • AODA Customer Service Standard as it relates to interacting, communicating, and supporting

persons with disabilities, including use of their equipment/devices.

HUMAN RIGHTS CODE

Equal Treatment The Human Rights Code requires the right to equal treatment with respect to employment. This covers every aspect of the employment relationship, including job applications, recruitment, training, transfers, promotions, dismissal and layoffs. Organizational Obligation The Code defines disability very broadly and organizations are obligated to accommodate people with disabilities to the point of undue hardship.

PURPOSE OF THE AODA Provincial Law The AODA is a provincial law that allows the government to develop and enforce specific standards of accessibility. The goal is to make Ontario accessible by 2025. Ontario Human Rights Code The AODA does NOT replace the Ontario Human Rights Code or other laws relating to the accommodation of people with disabilities.

WHY WE NEED AODA

Nearly 2 million people in Ontario have a disability (1/7), as the population ages this number will increase. Barriers Many processes and environments present barriers to people with disabilities. In addition, disabilities are often invisible to others.

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Processes We need processes in place to provide accessible services and facilities to those with disabilities (this includes patients and staff).

WHAT IS A DISABILITY?

There are a number of different types of disabilities with varying severity levels that include, but are not limited to: Physical Disability Physical disability pertains to total or partial loss of a person’s bodily functions (e.g. walking, gross motor skills, bladder control etc.) and total or partial loss of a part of the body (e.g. a person with an amputation). Intellectual/Developmental Disability Certain limitations in mental functioning and in skills such as communicating, taking care of him or herself, and social skills. These limitations will cause a child to learn and develop more slowly than a typical child. Learning Disability Describes specific kinds of learning problems. Can cause a person to have trouble learning and using certain skills. The skills most often affected are reading, writing, listening, speaking, reasoning, and doing math. Mental Disorder Mental illness is a medical condition that disrupts a person’s thinking, feeling, mood, ability to relate to others and daily functioning.

CUSTOMER SERVICE STANDARD Organizations are legally required to:

• Develop policies and procedures about communicating and interacting with people who have disabilities

• Train staff on providing accessible customer service Helping People with Disabilities

• Offer assistance by asking, “How may I help you?" People with disabilities know if they need help and how you can provide it.

• In general, speak directly to your customer, not their support person.

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• Don’t make assumptions about the person’s disability. Not everyone with the same disability experiences the same things.

• If you can’t understand what your customer is saying, politely ask him or her to repeat it.

• It is also important to confirm that the customer understands the information you are providing.

Helping People with Hearing Loss

• Attract the person’s attention before speaking. For example, try a gentle touch on the shoulder or wave of your hand.

• Don’t shout.

• Make sure you are in a well-lit area where the person can see your face.

• If the person uses a hearing aid, reduce background noise or move to a quieter area. Helping People with Intellectual and Developmental Disabilities

• Don’t assume what a person can or cannot do.

• Take some time - people with some kinds of learning disabilities may take a little longer to process, understand and respond.

• Provide one piece of information at a time.

• Use plain language.

• Make sure the person understands what you’ve said by being direct and asking: “Do you

understand this?” and if they would like the information repeated or in written format. Helping People with Learning Disabilities

• Learning disabilities refers to a variety of disorders that affect how a person acquires, retains, or takes in information.

• Involves specific impairments that can result in problems with reading and language-based

learning (dyslexia), problems with mathematics (dyscalculia), or problems with writing and fine motor skills (dysgraphia).

Helping People with Mental Health Disabilities

• Be confident and reassuring. Listen carefully and focus on meeting the customer’s needs.

• If the person appears to be in a crisis, ask them to tell you the best way to help.

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• If a person appears to show signs of a mental health disability, it may be helpful to keep in mind that the person’s reactions are not connected to you personally.

Helping People with Physical/Mobility Disabilities

• Ask before you help. People with physical disabilities often have their own ways of doing things.

• Respect the person’s personal space. Don’t lean over them or on an assistive device.

• Don’t move items, such as canes and walkers, out of the person’s reach.

• Before moving a person in a wheelchair make sure they are ready to be

moved and describe what you’re going to do beforehand.

• Don’t leave the individual in an awkward, dangerous or undignified position such as facing a wall or in the path of opening doors.

• Inform people about accessible features in the immediate environment

(automatic doors, accessible washrooms, elevators, ramps, etc.) Helping People with Speech/Language Impairments

• Don’t assume that just because a person has a specific disability, they also have another disability.

• Give the person as much time as they need to get their point across.

• Ask questions that can be answered “yes” or “no,” if possible.

• Don’t interrupt or finish the individual’s sentence. Wait for them to finish.

Helping People with Vision Loss

• Don't assume the individual can't see you.

• Identify yourself when you approach someone with vision loss & speak directly to him or her.

• With permission, offer your elbow to guide the person. If they accept, walk slowly.

• Identify landmarks or other details to orient the person to the environment around them, especially when giving directions.

• Don't leave your customer in the middle of a room.

• Guide them to a chair or a comfortable location.

• Don't walk away without saying good-bye.

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Helping People with Service Animals • Service animals can support those with vision or hearing loss, seizure

disorders, autism, mental health disabilities, etc.

• Service animals are permitted to be anywhere customers normally have access.

• Avoid touching, talking or making eye contact with the service animal: they are working animals and need to stay focused.

Helping People with Support Persons

• A support person can be a personal support worker, volunteer, family member or friend who helps with a variety of things, e.g. communicating, mobility, personal care or medical needs.

• Support persons must be allowed to accompany an individual with a disability to any part of

GGH that is open to the public or to third parties.

• A customer might not introduce their support person.

• If you’re not sure which person is the customer, you could simply ask or you could take your lead from the person using or requesting services.

• Speak directly to your customer, not to the support person.

• Always confirm with your customer that they want the support person to be present while

confidential matters are being discussed. Personal Assistive Devices (PAD)

• Know how to operate PAD before using them.

• Do not lean on/reach over or restrict anyone from moving around by holding onto the PAD.

• Personal Assistive Devices (PAD) can include personal computers, canes, wheelchairs, hearing aids, hearing and speech amplification devices.

• Assistive devices belong to the person using them and are part of the individual’s personal

space.

ACCESSING SERVICES Difficulty Accessing Services

• If you notice that someone is having difficulty accessing your services, ask how you can best help them.

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• Often, there are simple solutions. For example, if the customer is deaf and doesn’t have an

interpreter ask him in writing if using a pen and paper would be helpful.

• If you’re discussing confidential information, offer to return the notes to the customer or to destroy them.

RESOURCES TO HELP PEOPLE ACCESS SERVICES

TTY - Teletypewriter: Sends typed messages across phone lines Relay Service: 1-800-855-0511

• Operator is intermediary • Free for local calls • Standard long-distance charges apply

SUMMARY

Part 1 has reviewed:

• How the Human Rights Code relates to persons with disabilities

• The AODA Customer Service Standard: Interacting, communicating and supporting persons with disabilities, including use of their equipment/devices.

• The AODA Employment Standards and Information and Communications Standards will be covered in Part 2.

RELATED POLICIES/PROCEDURES

• 6-090 Accessibility Standards for Customer Service Standard • 6-100 Accessibility Standard Customer Service Assistive Devices • 6-110 Accessibility Standard Customer Service Feedback • 6-120 Accessibility Standard Customer Service Animals • 6-130 Accessibility Standard Customer Service Support Person • 6-140 Accessibility Standard Customer Service Training • 6-150 Accessibility Standard Customer Service Disruption of Service • 6-080 Barrier Free • 6-085 Accessibility Standard Policy

REFERENCES •The Ontario Human Rights Code •The Accessibility for Ontarians with Disabilities Act (2005) •Accessibility for Ontarians with Disabilities Act Compliance Wizard, Government of Ontario

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AODA PART ONE

Please check the appropriate box for each question Name: Date: The vision behind the AODA is to achieve accessibility for Ontarian's with disabilities by 2025. True False When you are dealing with a customer with a disability and are unsure if they need help, you should: Ignore them until you have time for them and service the easiest customers first. Ask "May I help you?" Go ahead and help them because if they don't like it, they'll say so. Always serve your customers with disabilities away from other customers Which one of the following statements is always true? Older people are all hard of hearing. People who are blind cannot see anything Avoid touching a service animal without permission Support people are paid employees of customers with disabilities. Which statement about customers with disabilities is true? They all use assistive devices like a wheelchair or a hearing aid. Their disability might affect how they interact with you and it might not. Their disability affects them with the same severity at all times. All people with the same disability are affected in the same way.

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ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT PART TWO

This section will review the following standards: Employment Standard Requirements during stages of employment such as recruitment, return to work, performance management and career development Information & Communications Standard Providing information in accessible formats for people with disabilities

EMPLOYMENT STANDARD Introduction The employment standard includes:

• Recruitment • Information for employees • Processes to accommodate employees • Workplace emergency response information

Recruitment GGH is required to let job applicants know we will accommodate disabilities during the selection process. We will inform them of our accommodation policies by:

• Posting accommodation information on our website and in the job posting • Calling applicants directly or speaking to them in person • Writing applicants a letter or sending an email

If a job applicant requests accommodation for an interview, GGH must consult with them and make adjustments that best suit their needs. For example, if a job applicant who is deaf asks for accommodations during the interview, GGH may offer to conduct the interview through a Teletypewriter (TTY) or by email. Information for Employees Policies & procedures at GGH to support staff with disabilities will be available through:

• Newsletters, emails / memos, bulletin boards • Intranet (Policies & Procedures tab) • staff meetings and one-on-one conversations

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Staff will be notified when: • AODA requirements come into effect for GGH • There are AODA policy changes

Upon request, GGH must support employees needing information in an accessible format in order to perform their jobs: For example, an employee who has difficulty understanding complex information can request to discuss the information in person with their supervisor or to have the information written down. Emergency Response Plan - What is an individualized emergency response plan?

• Information to help an employee with a disability prepare for an emergency • It is tailored to meet employees’ individual needs • With the employee’s consent, this information will be shared with anyone designated to help

them in an emergency Refer to Policy # 6-155 Emergency Response Planning for Employees with Disabilities Emergency Response Plan Example Sarah has a mental health disability and gets anxious in crowds. She is worried that evacuating through narrow corridors with too many people could make her panic and put her and other employees at risk. Sarah talks to her manager. They walk the evacuation route and identify places where she could safely step out of the crowd if she feels anxious. Emergency response plans will be reviewed when:

• The employee changes work roles • Human Resources & Employee Health Services review the employee’s overall work

accommodation needs • GGH reviews our organization’s emergency response policies

Processes to Accommodate Employees with Disabilities A work accommodation plan is developed through a formal process to support the disability-related needs of each employee so they can successfully perform their job. GGH must develop individual accommodation plans for employees with disabilities, upon request. Accommodation plans need regular reviews and updates. Refer to: Policy # 5-060 Temporary Transitional Work and Policy # 5-070 Permanent Work Accommodation

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Examples of When Accommodations are Required When an employee:

• Has suddenly lost his/her ability to hear the overhead pages • Is undergoing cancer treatment • Has a mental health condition • Has a progressive or episodic condition which may impact their work functioning • Has a broken leg after a ski trip

Processes to Accommodate Employees

• Employees will be involved in the development of their accommodation plans

• Employees will be informed of the steps that will help them return to work after disability-related absence

• Employees will be informed if and why a request for an accommodation is denied

• The privacy of employees will be protected GGH will make performance management, career development and job changes accessible to employees by:

• Reviewing employees’ accommodation plans to understand their needs and make adjustments, as needed, to help them succeed

• Making performance management documents available in accessible formats (e.g. large print)

• Providing feedback and coaching to employees in a way that suits their needs, such as using organized written checklists for an employee who has a learning disability

Declaring a Disability & Request for Work Accommodation

• Any employee may declare a disability at any time during their employment by contacting Employee Health Services

• Policy # 5-070 Permanent Work Accommodation outlines the steps for obtaining a work

accommodation at GGH

• Doing this will activate the necessary support planning and development of an individualized accommodation and emergency response plan, as required

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INFORMATION AND COMMUNICATIONS STANDARD Upon request, GGH will:

• Provide communications in accessible formats as quickly as possible and at no additional cost • Develop communication in accessible formats that allow everyone to provide feedback to the

hospital

• Make hospital emergency information accessible (e.g. provide code orange info in large print)

SUMMARY

Part 2 has reviewed the hospital’s requirements under the AODA to:

• Provide accessible employment • Provide communication to patients and staff in accessible formats • Inform employees of organizational processes and policies related to the AODA • Develop Emergency Response and Accommodation Plans for employees with disabilities

(upon request)

RELATED POLICIES/PROCEDURES

• 5-060 Temporary Transitional Work • 5-070 Permanent Work Accommodation • 6-140 Accessibility Standard Customer Service Training • 6-150 Accessibility Standard Customer Service Disruption of Service • 6-155 Emergency Response Planning for Employees with Disabilities • 6-080 Barrier Free • 6-085 Accessibility Standard Policy • 11-125 Providing Accessible Employment

REFERENCES

• The Accessibility for Ontarians with Disabilities Act (2005) • Accessibility for Ontarians with Disabilities Act Compliance Wizard, Government of Ontario

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AODA PART TWO

Please check the appropriate box for each question Name: Date: To prepare for an emergency situation, an employee with a disability can: Work with their Director or Employee Health Services to develop an individualized emergency response plan. Have a designated co-worker to help them in an emergency Share their emergency response plan with co-workers All of the above Only new employees can declare a disability True False Which of the following statements are accurate about work accommodation plans? They are formal plans that are recorded Every accommodation request must be granted They must have regular reviews/updates Employee’s privacy will be protected

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RESPECTFUL WORKPLACE & VIOLENCE PREVENTION FRAMEWORK

GUELPH GENERAL HOSPITAL GUIDE

After reviewing this information, you should understand: • What the Respectful Workplace & Violence Prevention Framework is • What workplace violence is and why it is an important issue for everyone • What to do if you experience any form of workplace violence • What formal policies and pathways of support exist at GGH

RESPECTFUL WORKPLACE & VIOLENCE PREVENTION FRAMEWORK

GGH is committed to creating a culture that supports and promotes the Hospital’s values and provides for a safe and healthy work environment - free from discrimination, harassment and violence What is the Respectful Workplace & Violence Prevention Framework Policy?

• Pulls together all relevant policies, procedures and supports for anyone experiencing violence in the workplace

• Applies to all employees, volunteers, physicians/professionals with Hospital privileges and affiliated individuals

Why do we need a Framework?

• To further educate and support staff around issues of workplace violence identified as an ongoing need all the Healthy Hospital Employee Surveys

• To fulfil GGH obligations under Bill 168 (amendment to the Occupational Health and Safety Act) to address violence and harassment in the workplace

Did you know?

• Bill 168 was prompted after two public inquests into the 2005 murder of nurse Lori Dupont and the 1996 murder of Theresa Vince. Lori Dupont was killed by her ex-boyfriend at a Windsor hospital where they both worked.

• Theresa Vince was shot in the face and killed in Chatham in 1996 by a boss who had sexually harassed her for more than a year.

• Bill 168 was passed into law in June 2010. Policies & Procedures in the Framework • Respectful Workplace Environment Policy & Process • Patient Safety Reporting Policy and Procedure • Responding to Threats of Violence Towards Staff in the Workplace Policy

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• Intimate Partner/Domestic Violence Policy • Reporting of Improper/Unethical Behaviours or Activities (Whistleblowing) Policy &

Process Staff Management of Patient/Visitor Behaviours Process

• Professional Staff Behavioural Expectations Policy and Process • Code White Process • Discipline Policy • Privacy of Personal Information Policy • Health & Safety Policy • Work Related Incident Reporting Policy • Safety/Health Hazard Reporting Procedure • Employee Identification Policy • Workplace Inspections Policy & Procedure

WHAT IS WORKPLACE VIOLENCE?

• The exercise of physical force by a person against a staff member in a workplace that causes or could cause physical injury to the staff member

• An attempt to exercise physical force against a staff member, in a workplace, that could cause physical injury to the staff member.

• A statement or behaviour that is reasonable for a staff member to interpret as a threat to exercise physical force against the staff member that could cause physical injury to the staff member

What are some examples of workplace violence? Please select the answer you think is right.

1) The exercise of physical force by a person against a staff member in the workplace that causes or could cause physical harm.

2) Pushing, hitting or threatening someone at work or a work related function. 3) Verbal abuse, intimidation or harassment that targets someone at work. 4) All of the above?

If you picked 4) all of the above, you are correct.

Behaviours related to workplace violence include:

• Threatening behaviours such as physical intimidation, throwing objects or destroying property • Physical attacks such as hitting, kicking, pushing • Harassment in the form of verbal abuse, intimidation or bullying that demeans, embarrasses or

humiliates someone

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Workplace Violence

• Workplace violence is not limited to incidents that occur within the workplace.

• It may also include incidents that occur away from work, but resulting from work.

• Work related violence might occur at conferences, trade shows, or social events.

“Abuse is the mistreatment of one human being by another." Nursing Made Incredibly Easy! July/August 2010

HARASSMENT, DISCRIMINATION AND ABUSE

Harassment, including sexual harassment, discrimination and abuse are described in detail in the Respectful Workplace Environment Policy. Not Tolerated at GGH

• Harassment • Discrimination • Bullying • Violence

These behaviours are in conflict with our Code of Conduct and Values. Workplace violence impacts the safety of everyone at GGH and has a high personal cost. How might workplace violence impact staff? Individuals may experience:

• Injury • Low morale and productivity • Increased physical symptoms like loss of sleep and appetite, headaches • Anxiety • Difficulty with decision making • Post-traumatic stress symptoms • Drug or alcohol use • Family tension

Potential Impact on Hospital

• Increased absenteeism/sick time • Higher health benefit claims • Increased employee turnover • Decreased productivity • Decreased staff morale • Negative impact on hospital reputation

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Potential Impact on Patients • Increased chance of miscommunication • Decreased likelihood of patient safety concerns being voiced • Increased patient falls • Increased medication errors • Increased breakdown of infection control practices • Negative experience of their time at the Hospital

What I should do if I experience workplace violence?

• Talk to the person involved. Let them know their actions are unwelcome and you want it to stop

• If you can’t talk to the person directly, approach a trusted leader (e.g. Supervisor, Director, Senior Director, VP, CEO)

RESPECTFUL WORKPLACE & VIOLENCE PREVENTION FRAMEWORK

You should know that:

• Leaders will take all issues seriously, act immediately and provide support. • There will be no reprisals for issues brought forward in good faith.

It’s the small things...

• Workplace violence often starts with little things like bullying and harassment, which escalate over time.

• Smaller incidents can still have a huge impact. • It is important to address issues before they get worse.

The inquests into the deaths of Lori Dupont and Theresa Vince showed an established pattern of harassment in both cases. Helpful Advice If you are experiencing any form of harassment, discrimination or bullying it can be helpful to keep a written and factual record of the incident – exactly what happened, where, and were there any witnesses Where do I find more information?

• Refer to the Respectful Workplace & Violence Prevention Framework for guidance.

• If in doubt, check with Organizational Development, Human Resources or Employee Health Services

Supports for staff

• Code of Conduct • Code of Conduct for Safe and Respectful Visiting

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• Departments o Chaplaincy o Employee Health Services Department o Human Resources Department o Organizational Development Department

• Crisis Intervention Training • Crucial Conversations • Walk This Way • Service Excellence • Sexual Assault/Domestic Violence Care Team • Employee and Family Assistance Program (EFAP) • Ethics Committee • Fellow Staff Member(s) • Healthy Hospital Human Resources Quality Team • Workplace Violence Awareness and Prevention Committee • Philosophy of Care Pamphlet • Joint Health & Safety Committee • Security

SUPPORTING A RESPECTFUL AND VIOLENCE FREE WORKPLACE

• Understand what is expected of you and follow our Code of Conduct which is guided by our values of Compassion, Teamwork, Respect and Accountability

• Educate yourself about our Code of Conduct and the policies and procedures that fall under the Respectful Workplace & Violence Prevention Framework Policy

• Participate in skills training Workplace violence and domestic violence are sensitive issues and may bring up difficult feelings for people. If you feel you need support, please remember that there are resources in place. Talk to a friend or co-worker, make use of our EAP (1-800-265-8310) or the local crisis line 1-800-265-SAFE(7233).

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Respectful Workplace Framework

Please check the appropriate box for each question

Name: Date: 1) Staff can report acts of violence, harassment or discrimination that they have witnessed or

observed, even if they were not the target.

True False 2) There is a separate policy and procedure to assist anyone who experiences

domestic violence. True False

3) The Hospital’s commitment and priority is to investigate reports of

harassment or violence that have been brought forward at least 2 times (indicating an increased level of seriousness).

True False

4) Bill 168 is an amendment to the Occupational Health & Safety Act.

True False 5) The Respectful Workplace & Violence Prevention Framework Policy (RWVPF) addresses

harassment and discrimination

True False 6) The Respectful Workplace & Violence Prevention Framework shows staff where to find

help outside the Hospital.

True False 7) The Framework is meant to guide employees to all the policies, procedures

and supports in the Hospital for anyone experiencing any kind of workplace violence. Harassment is also covered. True False

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DOMESTIC VIOLENCE AND HARASSMENT GUELPH GENERAL HOSPITAL GUIDE

Learning Objectives After completing this module you will understand: • What domestic violence is and how to recognize the signs. • What to do when a colleague discloses domestic violence to you. • What formal policies and supports exist for domestic violence at GGH. Did you know? GGH is committed to a safe and healthy work environment. We do not tolerate violence or threats of violence in this workplace. Domestic Violence is.... A pattern of coercive/violent behaviour that is used by one person to gain power and control over another person by someone with whom she or he has had an intimate, familial or romantic relationship. Domestic Violence

• Domestic Violence is a gender issue; usually refers to male violence against women. • While it is recognized that men may also be victims of domestic violence, the incidence,

nature and impact is often more severe for women. (RNAO Best Practice Guidelines, 2005)

• Female victims statistically experience more severe injuries and fatalities. • Women and children and the elderly are the primary victims. • Violence is used to gain power and control over another person. • Occurs when a family member, partner, or ex-partner attempts to physically or psychologically

dominate another. • It is often a pattern of ongoing, systematic behaviour to control. • Domestic violence does not always involve physical violence. • It has many forms, including physical, sexual, emotional or economic abuse, as well as

intimidation, or threats of violence. • Often referred to as domestic abuse or intimate partner violence

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Myths and facts about Domestic Violence

Myth Fact Only poor women get beaten Domestic violence happens across

all social and economic classes

Alcohol causes a man to beat his partner

Alcohol is not a cause, but can be a contributing factor

Pregnant women are not abused Pregnancy is a vulnerable time for domestic violence

Assaulted women could leave their partners if they wanted to

Many barriers prevent woman from leaving such as isolation, fear, economic, family/religious, hope for change…

Men who assault their partners are mentally ill

The majority of those who assault their partners are not mentally ill.

POWER AND CONTROL

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Domestic violence is about power and control, but there are other contributing factors: • Low self-esteem • Family history • Alcohol/Drugs • Stress/Anger • Communication • Cultural/Belief System • Depression

Physical & emotional health consequences of domestic violence are profound and enduring. Victims:

• Are more frequent users of the health care system. • Are more likely to have chronic pain. • Have increased rates of depression, anxiety, low self-esteem and attempted suicide.

Domestic Violence is a Workplace Issue Domestic violence can be a danger in the workplace not only to the victim but also to other staff. Why the Workplace needs to be Involved Perpetrators often choose the workplace as a means to access those they are abusing. Where you work may be the one factor in your life that remains unchanged and predictable. How might someone be abused at work by his or her partner? Perpetrators may use tactics:

• That prevent an individual from getting to work such as preventing her from getting there, refusing to share in childcare, delaying her from getting to work with arguments or threats

• That interfere with her ability to do her work such as stalking an individual at work, harassing her with repeated phone calls and interruptions

Domestic Homicide

• In almost every case of domestic homicide it has been found that the people around the victim knew what was going on – but didn’t know what to do about it.

• Domestic violence is common in the workplace and can result in serious injuries, including death.

Lori Dupont

• The tragic death of Lori Dupont at Hotel Dieu in Windsor in 2005 awakened many Canadians to the fact that domestic violence is a workplace issue.

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• Lori was killed by her ex-boyfriend at a Windsor hospital where they both worked. Her death led to a public inquiry which highlighted the need for employers to address domestic violence in the workplace.

Research Shows

• 1 in 4 women experience domestic violence. • An American study found that 75% of individuals suffering from domestic violence are

victimized at work. • 54% of domestic violence victims miss three or more days of work a month.

Did You Know? In the 2008 GGH Workplace Violence Survey:

• 10.5% of employees reported experiencing domestic violence • In that same report 71.4% said it interfered with their work • 25% feared for their safety at work

Many who experience domestic violence live in constant fear. The possible impacts of living in fear are: • Difficulty concentrating • Difficulty with memory • Difficulty making decisions • Depression • Post traumatic stress symptoms Now that you have a better understanding of domestic violence, how can you recognize it? Possible signs that a co-worker is experiencing Domestic Violence:

• Has bruising that cannot be explained • Misses work on a regular basis • Seems sad, lonely, withdrawn and afraid • Has trouble concentrating • Receives upsetting phone calls • Alcohol or drug use • Frequently asks to leave early or come in late • Sometimes there are no visible signs of abuse

Remember someone who experiences domestic violence

may confide in you because they trust you! What can I do if a colleague confides in me about Domestic Violence? Start with your heart! You can’t go wrong if you intervene from a place of genuine care and concern. If a co-worker turns to you for help your initial response could be to:

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• Listen. • Ask if they are safe right now? • Ask if they need medical assistance? • Tell them you are glad they told you and you would like to help. • Remain objective, do not make judgments. • Encourage them to take their concern to a trusted leader. • Ask if they know GGH has a Sexual Assault/Domestic Violence Team

GGH Domestic Violence Program The Sexual Assault/Domestic Violence Care & Treatment Centre provides service for anyone impacted by domestic violence. The Domestic Violence nurse: • Documents, treats, and photographs injuries • Provides risk assessment and safety planning • Provides referrals to the community The Social Worker will: • Provide counselling & follow-up. Community Resources • Women In Crisis (519-836-5710) • Our own Sexual Assault/Domestic Violence Team (ext. 2728) • Police (if she chooses to involve them) • If in immediate danger, call 911 Final Thoughts

• Don’t feel that you have to be the hero or fix the situation. • Caring about the people around us, paying attention to them when there are signs of

trouble, and responding appropriately is the best thing you can do! • For more information, please refer to the Intimate Partner/Domestic Violence policy on the

Intranet. Domestic Violence Awareness is Everyone’s Responsibility. Each of us has a role to play! Workplace violence and domestic violence are sensitive issues and may bring up difficult feelings for people. If you feel you need support, please remember that there are resources in place. Talk to a friend or co-worker, make use of our EAP (1-800-265-8310) or the local crisis line 1-800-265-SAFE(7233).

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Domestic Violence and Harassment

Please check the appropriate box for each question Name: Date: Scenario One You overhear your co-worker Mary being threatened on the phone by her husband. He says he will kill her if she leaves him or tells anyone that he has hit her. What would you say to Mary? I’m calling the police. He shouldn’t threaten you like that. You don’t have to take that

type of abuse I’m worried about you. Are you safe? Do you need help? I know that leaving an abusive

relationship can put you at risk of serious injury or of being killed. Mary, it’s about time you left him. I told you months ago he was a jerk!

Scenario Two Your co-worker on night shift tells you that she has applied for and received a restraining order to keep her ex-husband from contacting her. What would you do? Share with your co-worker that the Hospital might be able to help protect her, potentially

increasing her safety while at work. Share with your co-worker that her being at risk also puts you at risk. Inform her that you

are sharing this information with your unit director. Both A and B.