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SMG Celebrates Women’s History Month: Judith Heumann

March 27, 2017

As the Solutions Marketing Group team continues to celebrate Women’s History Month, we are highlighting the significant contributions of exemplary women with disabilities. Today, we honor International Disability Rights Consultant and a pioneer in the disability rights movement, Judith (Judy) Heumann.

What sparked your desire to pursue disability advocacy as a career?

When I was growing up, I wanted to be a teacher. I wanted to be a singer. I wanted to be an actress. I did not choose to become a disability rights advocate. But there were so many barriers limiting my options, both professionally and personally. Lack of accessible transportation, lack of accessible streets, prejudiced views towards me, my friends and millions of others I didn’t know because we had a disability. It became obvious to me that in order for me to pursue my dreams, I would have to work on removing these barriers. The civil rights movement enabled me to use the word “discrimination.” I was being discriminated against because I had a disability. I also was being discriminated against because I was a woman – a woman with a disability. Once I was able to publicly speak using the term “discrimination” in violation of my civil and human rights, I became much more empowered. Working with disabled people has always been a critical part of my life. While we have different types of disabilities, we faced discrimination. I realize as progress is made to end discrimination, it enables us to exercise our human rights. As a result, we become more empowered and recognize our voices must be stronger. I have learned that I cannot be ashamed of who I am. My disability has made me a stronger person.

What is your educational background?

I was denied the right to go to school until I was 9 years old. When I started going to school in the 4^th grade, I was in a class only for disabled children that was racially integrated. I was the first student from my special education class to graduate and go to high school. Before that, students in my special education class stayed in the school until they were 21 and then went to segregated sheltered workshops. I went to a high school in Brooklyn, but couldn’t go to my neighborhood school since it wasn’t accessible. From elementary through high school, my daily commute was two to three hours. This was so long because we had to pick up other disabled students. Those long rides were a great opportunity for me to talk with my friends who had disabilities.

After high school, I went to Long Island University in Brooklyn, New York and majored in both speech and theater; and minored in education. I studied to be a speech therapist, but had a passion to be a teacher. I shifted my focus and began taking classes to prepare me for the classroom. At that time, there were no teachers who used wheelchairs in the New York City public school system. After suing the New York Board of Education because they considered my use of a wheelchair to be a fire hazard, I won the case, obtained my teaching credential and taught for 3 years, This made me the first wheelchair user to teach in the state of New York. I then decided to move across country to get my Masters in public health at University of California, Berkeley.

What is your specialty?

Advocacy, community organizing and public policy.

What was your first job?

I had many small jobs while in college. My first job was working at Camp Jened as an intern in upstate New York. This was a camp for disabled youth and I had been a camper there for years. I also worked at Long Island University as a college work-study student in the president’s office. While in college, I had a summer internship working as a social worker at a community senior center in Brooklyn.

What was your favorite job?

I don’t have one job that was my favorite job. I have been very fortunate to learn from every position I’ve had. After suing and getting my teaching license, I was fortunate to teach disabled students for three years. The segregated environment I worked in was not ideal for me, or the students. But it gave me an opportunity to encourage the disabled students to dream their real dreams and to think about careers that they were interested in rather than what people told them they should do.

I also had an unpaid position as the President of Disabled in Action, in New York. This gave me and my friends the tools and experience we needed to advance the rights of people with disabilities.

I also served at the Berkeley Center for Independent Living (CIL), as the Deputy Director. That was a phenomenal job! As the first Center for Independent Living in the United States, we were able to do work I never dreamed possible. I worked alongside non-disabled and disabled people to fight for equality. I learned how to organize to get city, county, and state government to be more responsive to the needs of disabled people, which was a phenomenal experience. The Section 504 demonstrations were just one part of the work we were able to do and worked in collaboration with other disability rights organizations. We also worked with organizations from the labor movement, women’s movement, the interfaith community and every day citizens who cared about equality and drove that message in all of our work. Working at CIL was like being in a candy store.

I was a co-founder of the World Institute on Disability and worked collaboratively with Ed Roberts and Joan Leon. This was the public policy organization run by people with disabilities. This was a difficult but wonderful job because we created an organization from its infancy. We demonstrated that the voices of disabled people were critical in the areas of public policy and research.

My job as the Assistant Secretary for the Office of Special Education and Rehabilitative Services was an honor I never thought I would have. Working in the Clinton Administration was difficult, but very rewarding. We pushed an agenda of inclusion, which brought voices of disabled people and parents to the table. We also hired disabled people in senior positions and worked to integrate disability across the Department of Education. We collaborated with agencies across the government to advance disability rights, which resulted in a progressive legislative agenda. This provided students with an opportunity for greater inclusion, not only in the classroom, but also placed focus on acknowledging that employment was a critical outcome of education. Supporting and strengthening Centers for Independent Living was also an important part of our agenda.

I also worked at the World Bank, as their first Advisor on disability. This position had some unique challenges. While the President of the World Bank was supportive of inclusion, many others did not see its value, which presented barriers. But, I am very proud of the work that we did to advance disability inclusion within the World Bank’s agenda.

As the Director of the Department on Disability Services for the District of Columbia, I had the privilege of improving services for disabled people, but also providing them with a voice and seat at the table. I learned, first-hand, about the challenges the District faced and how we could make a difference.

Finally, I served as an Obama Appointee and was the first Special Advisor for International Disability Rights at the State Department. I had a small, dedicated team, and together we advanced disability inclusion in U.S. foreign policy and diplomatic work. This job enabled me to take what I learned over 40 years and share that knowledge to advance the human rights of disabled people around the world. I traveled to many countries, worked with our embassies, held meetings with international disability rights organizations, and governments to develop a message of disability inclusion throughout the world. My role was to represent the U.S. government and President Obama to express our views, and shed light on removing discriminatory policies and practices which limit opportunities for disabled people around the world. I often shared the progress we’ve made, and where we still need to do more work within the United States. I always emphasized the importance having diverse voices of disabled people at the table.

What piece of advice do you have for women with disabilities?

Dream big, work hard, work in collaboration with others, feel proud of who you are and never take “no” as an answer.

What do you want your legacy to be?

I believe in justice and equality for ALL. JUSTICE and EQUALITY doesn’t come easy. We need to respect each other and fight together for change – here and around the world.

How can we find you on social media?

Facebook: https://www.facebook.com/judith.heumann

Twitter: @judithheumann

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SMG Celebrates Women’s History Month: Kathy Martinez

March 22, 2017

In honor of Women’s History Month, Solutions Marketing Group recognizes and celebrates the achievements of women who’ve broken barriers, defied odds and make our world better. Kathy Martinez has shattered ceilings in government and corporate America and is the Senior Vice President and Head of the Disability Segment Market Brand and Strategy for Wells Fargo.

What sparked your desire to pursue disability advocacy as a career?

Growing up, people often reacted to the fact that I was blind—not as much to the fact that I was a woman or a Latina. I noticed how differently I was treated than my sighted brothers and sisters. When I was looking for a job in the early ‘80’s, the options were extremely limited and opportunities to escape from the poverty trap were practically nonexistent. I also noticed that when a friend or relative became disabled they had little access to services and opportunities, which are available to the nondisabled public and their friends and associates immediately lowered expectation for that person after the person acquired a disability. Those were some of the drivers that catapulted me into being a disability rights advocate.

What do your responsibilities include in your role at Wells Fargo?

I am responsible for establishing an enterprise-wide focus on improving the accessibility of Wells Fargo products and services for customers and team members with disabilities. This includes collaborating with Wells Fargo line of business and channel leaders, and the company’s Diverse Ability Team Member Network to implement a comprehensive strategy around recruiting, philanthropic donations, online accessibility and vendor policies dedicated to serving people with disabilities and their families.

Prior to working at Wells Fargo, where did you work?

I joined Wells Fargo in March of 2015 from the U.S. Department of Labor where I served as the Assistant Secretary of the Office of Disability Employment Policy (ODEP). I led ODEP in putting policy priorities into practice through several innovative grant programs. These include Add Us In, through which a nationwide group worked to increase the capacity of small businesses to employ people with disabilities. The grant program also included the Employment First State Leadership Mentor Program, through which several states received support to promote community-based, integrated employment as the primary outcome for people with significant disabilities.

Under my leadership, ODEP also launched the award-winning Campaign for Disability Employment, a national, multi-organization public awareness initiative that educates about the value and talent people with disabilities bring to America’s workplaces and economy. The campaign produced two television public service announcements (PSAs), “I Can” and “Because,” both of which challenge common myths and misconceptions about the expectations and job skills of people with disabilities.

Prior to being appointed by the President Obama in 2009, I served as executive director of the World Institute on Disability. There I successfully managed a number of initiatives, among them Proyecto Visión, a national technical assistance center to increase employment opportunities for Latinos with disabilities in the U.S. I have also served on the National Council on Disability, the board of the U.S. Institute of Peace, and the State Department’s advisory committee on disability and foreign policy.

What is your educational background?

I have a BA in communications and organizational/industrial psychology.

What is your specialty?

My specialty is designing, developing and implementing strategy, programs and projects, which result in the inclusion of people with disabilities in nonprofits, government and the private sector.

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Doing Good is Good Business

August 16, 2016

By Joan Leotta

Randy Lewis Creates Jobs with Living Wages for People with Disabilities

The Walgreens Distribution Center in Williamston, South Carolina

Randy Lewis is a man on a quest for justice—justice for people with disabilities, which according to Lewis, includes the right to the accommodations necessary to become a productive employee. Lewis’ motto, “doing good is good business,” is his blueprint for creating change for people with disabilities in the modern American workplace. During his tenure as a Walgreens’ executive, Lewis persuaded Walgreens’ corporate leaders to adopt a best practices model which led to increased employment opportunities and job retention for people with disabilities within their South Carolina distribution center. As much as Lewis is gratified by the success of the program, this issue was not only a professional win but also a paternal victory. His son, Austin, a young man on the autism spectrum, inspired Lewis to make inclusion a reality in every facet of his son’s life. These efforts have contributed to his vision of justice in the workplace.

Randy Lewis and his son, Austin

Inspired by these events, Randy Lewis wrote, No Greatness Without Goodness, to share the experiences that ultimately lead to Walgreens’ to lead the industry in transformation. While No Greatness Without Goodness is a corporate handbook, it is also a deeply personal narrative that traces the Lewis family’s personal struggles when first learning of, and ultimately adjusting to, life with Austin. No Greatness Without Goodness lays out a life-tested blueprint for others to create an atmosphere where workers with disabilities can achieve great things alongside their fellow, non –disabled employers. (See Sidebar—Review of the book)

No Limits

As Austin’s father, Lewis learned to develop greater flexibility while still expecting the best from his son. Through Austin’s victories, Lewis discovered that while his son’s best would come about in unexpected ways, his best would indeed come.

Contemplating the future of his differently- abled child and anticipating how little was available for him in the job market, Lewis approached Walgreen’s with the idea of hiring 200 of their 600 anticipated new employees in a newly-constructed South Carolina distribution plant.

The two words, “no limits,” perfectly capture Lewis’ approach to realizing an employment plan for workers with disabilities. Another byword, “why not?” became just as familiar. When the Walgreens’ executives and the line staff found themselves confronted with any potential problem unique to these 200 new hires, one question in particular was inevitably asked: ‘can a person with a disability of this or that type perform the needed task?’ Lewis’ team became accustomed to his reply, “Why not?”. Because parenting Ausitn taught him flexibility and confident expectation in his son’s abilities, Lewis placed no limits on what Walgreens’ newest hires might achieve: “Our experience was with autism but [even then] each case is individual with autism. People are not dis-abled, just differently-abled. Why limit yourselves? The typically-abled view differently-abled people all as equally inadequate—I knew the biases so we did not presume that certain [new employees] could or could not do the work. For instance, I didn’t consider cognitive impairment until it was brought to me, but when someone asked about it I said, ‘why not?’ There are no limits to what we can do, what anyone can achieve.”

Making it Happen

Lewis says that the first line of business was to think through the design of the building and remove physical barriers for this unique workforce. Then they reached out to the community, both the larger disability community and the local community to gain further input. The next step was to involve current Walgreens’ employees.

“Getting colleagues and subordinates to engage was a matter of building the program in such a way as that everyone understood this project was my responsibility. We simply had to … take away [professional] fears. There were no punishments or rewards associated with hiring people with disabilities. If you introduce fear, people run away. To innovate, you need them to run to something. So, I reminded them ‘if we don’t do it who would? And if we can’t then no one can.’ We also went with a—’let’s give it our best and see’ approach. Making it a no-risk positive encouragement was the way to go. People want to do good. My colleagues just had to be assured that if the project fell through, I was the point man who would take the blame. Once they were free from possible punishment, they also were free to do good.”

The President of the company also had to be persuaded. Lewis accomplish this lofty task by pointing to the bottom line: hiring people with disabilities would not sacrifice revenue. Further, as a pharmacy, the company was already geared towards serving the community. Lewis simply demonstrated that from a business standpoint, Walgreens was capable of both doing good and earning a profit by continuing its already established practice of making a difference within the communities served by the company.

Helping Hands

There were several groups and one individual in particular who rallied behind the idea of selecting a third of the workforce from people with disabilities. Lewis remembers that “the HR people, and the people in training … really believed in this and helped make it happen.” He realizes that at times corporate culture tends to be yield to the credo: ‘it’s not personal, it’s business,” so that discussions involving the heart and emotions are infrequent. This team set a new standard. Karen Preston, the head of training, was joined by Walgreens’ staff in South Carolina where they laid the groundwork that proved crucial to training people with autism. Lewis adds,”They got excited [when] they knew they were going to change the world, … what we were doing had never been done before. As the staff members worked they saw their assumptions being brushed aside by their experience with people with disabilities. They knew they could right a wrong and recognized that it was unjust to not hire these people.” The initial goal of this effort was to ensure that one third of the 600 newly hired employees were differently-abled. Lewis says, “We exceeded that goal when the employees with disabilities became about forty percent of the workforce.”

Wage Achievement

One of the greatest advancements in this initiative was that from the outset both the differently and typically abled employees earned the same wage for the same work. Lewis explains, “We expected the same performance and so we paid the same wage. When problems arose that made it difficult for the new hires to do the same job, at the standard level of productivity … again we approached each problem with the, ‘why not?’ mentality as opposed to the ‘why?’.

A Profile of the Workforce

Over eighty percent of the hires had never been able to hold a job before being employed by Lewis at the Walgreens’ distribution facility in 2007. Some were made supervisors at the beginning and many have become supervisors since. Almost all of the original hires are still working for the company. The retention rate is twice that of typically abled employees.

Share the Wealth: What They Have Learned and Shared with Others

What is even more remarkable is that Lewis has taken steps to ensure this success continues. From the beginning, Walgreens viewed this effort as a template for others to use when seeking to an employment demographic of diverse abilities. With Walgreens’ proud approval, Lewis gives tours of the distribution center to share the success story with other companies and stand as a model for equity and inclusion .

“From the beginning we had to get things right,” Lewis says. “I have had to learn new vocabulary —everywhere we went we contacted people. We did not presume we knew how to do it so we went … within the community to work. We got the word out in newspapers. When our story reached the disability community, it spread like wildfire. By word of mouth, soon everyone had heard about it. Even the Wall Street Journal had an article about our progress.”

Models of Modifications

Making the building accessible was one of Walgreens’ top priorities. Lewis explains that Walgreens had early decided to go above and beyond legal accessibility compliance standards. The comfort and capability of the employees were always of the utmost importance. Furthermore, Lewis found ways to be financially prudent by approaching accessibility with creativity: “We didn’t spend a lot of extra money when designing the equipment. [We tried to be] as flexible as possible while anticipating various needs: sensitivity to light, motion, noise. We were able to adjust the equipment without spending more money. We were not limited by the necessary financial boundaries by opting to take a creative and effective approach to make the work space both efficient and accepting. The term ‘universal design’ encompassed our solutions. Of course they were not perfect, but with time we adjusted.”

Lewis goes on to say, “Some of it we over-thought. At first we were so concerned about transportation for the employees with disabilities that we considered vans. That turned out not to be practical so next we worked with the city on transportation and asked them to rearrange the bus routes so that more people could get to facility. After a while, I discovered that not many people were using it.”When he addressed the issue with a member of the disability community, that person replied: “When people are paid a good wage for the job that they do, they will find a way to get work.”

Reflection

Lewis says that the best advice he can give to those who want to replicate Walgreen’s inclusion model is taken from the movie, Field of Dreams: “If you build it, he will come.” “Our approach was to find the shortest distance between two points–a straight line. We hired people and then figured out how to structure the job and or worksite so they could do it.” He advises those who are moving towards similar targets to ensure that they have the will to accomplish the goal of hiring people with disabilities. He adds, “the how will become apparent to you.”

Today, Lewis works with executives to help them accomplish what Walgreens has and to remind them that such projects are not easily completed; they require support at all levels within a company, ranging from the executives to the line workers. Progress has to begin with executive support, he notes, and the firm belief that the company really wants to do be successful. Without these well-coordinated cogs, the project will fail.

The payoff, however, is enormous and the future for similar accomplishments across the business landscape is bright. Randy Lewis looks forward to many other companies hiring people with disabilities and leveling the playing field for all employees.

Modeling: Another Way to Advocate

April 1, 2012

By Joan Leotta

Mae West once said, “A model’s just an imitation of the real thing.” If that’s true, then an encouraging trend is taking place both in the real world and in media representations: a rising profile for people with disabilities.

Take the January 2012 Target Corporation circular featuring Ryan Langford for example. Ryan, a six-year-old boy with Down’s syndrome, is just one of the happy crowd in an advertisement that has been hailed as “wonderfully inclusive.”

Doris Stinga of FunnyFace Today, Inc. (FFT), the New York City modeling agency that books jobs for Ryan, says that over the past six years, use of models with disabilities has been increasing. According to Stinga, children with disabilities are in demand for both corporate advertising and other print outlets such as school books. “The current market in print advertising is for children with obvious disabilities that are visible in photographs,” she states. When ads feature these children, companies can communicate a clear message of inclusiveness.

Six-year old model Kyrie Ukema

Target’s use of Ryan in its recent ad campaign underscores the company’s accepting attitude toward differences. “Target is committed to diversity and inclusion in every aspect of our business, including our advertising campaigns,” says spokesperson Jessica Carlson. “Target has included people with disabilities in our advertising for many years and will continue to feature people that represent the diversity of communities across the country.”

Irv Field, talent agent and co-owner of Elen’s Kids, another New York–based agency that works with FFT, says that any child is a potential model. A child simply needs a happy personality and the ability to follow directions.The FFT agency, which specializes in print and commercial modeling, has a division devoted to children and encourages participation from anyone regardless of disability status. “I solicit advertising agencies and companies on behalf of my clients,” says Stinga. Among the child models she handles are those with Down’s syndrome, some who use wheelchairs, and little people.

Although modeling as a profession has a reputation for promoting unhealthy body images, in the case of children with disabilities, the pursuit has often proven to be a self-image booster. In fact, some parents view modeling as another way to advocate for their children. Their view is that the more often children with disabilities are seen as participating in normal life, the stronger the message becomes that they are individuals not defined by disability.

Paula Ukema, mother of six-year-old model Kyrie Ukema, explains, “I want my little one to open up a magazine and see other faces like hers—to know that she can do anything. I want her to be happy and I do not want people to see disability as the first thing they notice when they see her.”

Kyrie’s positive involvement with modeling began at a very young age. “We belong to the National Down’s Syndrome Society and heard through that about a modeling opportunity for a child with Down’s between ages of newborn and 18 months,” Ukema relates. “At that time Kyrie was just under 18 months old. We sent in some snapshots and were selected. I loved the excitement of it and so did Kyrie.”

Ukema says, “For us, the modeling—as with everything else that we do—is all about being an advocate for our child.”

Amanda Langford, Ryan’s mother, explains her motivation for Ryan’s modeling is to give him an opportunity “to participate in an activity where he is on a level playing field with the other children who are competing.” For Ryan, the job suits him. “He is cute and he can compete,” says his mom. “He is cooperative and has a good time on the shoots. It’s not about the money. It is about having something that is all his own. As long as Ryan enjoys it we will do it.”

“We’ve loved every shoot that we have been on,” Langford, adds. Everyone on the set “treats the children with respect,” she relates. “Ryan has a lot of fun.”

Langford appreciates that times are changing for the better in terms of visibility for people with disabilities. “I love the fact that the modeling industry and even Hollywood is becoming more and more open to people with disabilities,” she notes. “There is the girl who plays Becky on Glee. All of this shows the public that disability does not define the person who has it.”

Sacrifices of Modeling

Introducing a child to the world of modeling requires sacrifice for any family. For example, before a first assignment is given, families pay costs for getting photos taken and going to auditions, called “look-sees.”

Travel expenses are not reimbursed to and from a booked shoot, generally held in cities with major advertising agencies like New York, Chicago, Miami or Los Angeles. Langford drives her son from New Jersey to New York City, a long commute. For Ukema, the drive is four and a half hours from her upstate–New York home into the city. Neither Ukema’s nor Langford’s other children are interested in modeling, so arrangements must be made for them each time the modeling child gets a call. Calls can come as late as the day before a shoot, so notice is often short. Finally, the photo shoots usually take place on weekdays, so parents must pull the child model out of school.

When the assignment is given and the child is paid, sometimes the photos are not used. And when that payment is made, it is often a relatively small amount. Modeling is not a way to ensure future financial stability for a child, Ukema reports. “On one shoot we got $245 dollars—just enough to pay the parking ticket and gas to and from downtown New York City to our home.” Still, she says, “I try to put a little aside to buy things Kyrie wants. Now we are saving for a swing set for her.”

Talent agent Irv Field agrees that “modeling, for children, is not about money. It is about making forever memories with a fun experience.” It’s also an occupation that’s easy to take up. No special classes or training are necessary.

A good agent makes sure that all state child labor laws are considered. Modeling has more relaxed requirements than working on stage, radio or television, and for this reason offers a more welcoming opportunity for children looking to break in to the entertainment industry.

Modeling is just one of many ways that parents of children with disabilities can fill their children’s lives with good memories and a sense of self-worth. For example, Ukema has also followed Kyrie’s interests and given her a worthwhile pursuit by starting a dance group for her. As Sue Thomas, whose life story as a deaf lip reader for the FBI was made into a television series, says, “The more opportunities you can find to have your child excel at whatever he or she enjoys, the better it is.”

Thinking about Modeling for Your Child?

The sources contacted for this article specialize in print media. However, Doris Stinga of FunnyFace Today (FFT) has this advice for parents considering any type of modeling for their children: “Do not listen to someone who comes up to you in a mall and wants to take several hundred dollars worth of pictures to get your child started in modeling.” Legitimate agencies are licensed and bonded and will not charge a fee for photos. While not all agencies belong to local Better Business Bureaus, parents should check to see if there are complaints against an agency before signing up.

Even infants are being used as models. And while of course, the better the photo, the better a child’s chances will be, a reputable agency will use most of the photos sent in to consider the child as a model. Both Amanda Langford and Paula Ukema sent their agents photos they had taken themselves of their children. However, for professional photos, a good agent can connect parents with a reputable photo service.

Paula Ukema tried to act as her daughter Kyrie’s agent when she started out, looking around for opportunities in her area with manufacturers of baby products and the like. However, she soon decided that using an agent was worth the cost. Print agents charge a commission of about 20% or more on a shoot. The agent does a lot of work for this money, calling around to advertising firms and companies to find work for the child model.

Families who do not live in an area with large advertising firms, can try calling local magazines and publishers of small parenting magazines to see if there are any who take their own advertising photos. (Author’s note: I once exchanged the fee for writing an article for a magazine cover opportunity on a small local parenting magazine for my two children. More than twenty-five years later, my daughter still recalls the fun of being a model for a day and of being on the cover of a magazine.)

Once jobs start coming, parents should keep “tear sheets” (copies of the ads in which the child appeared) and prepare a résumé that lists each jobs the child has had.

Those who are serious about a career in modeling will eventually need professional headshots or a composite photo card containing 5 photos.

Classes in modeling for older children are always useful, but all of the agents we spoke with said that the only requirement for young children is that the child is happy and can follow directions. A child going on to stage, TV or film opportunities usually does need acting classes.

A reputable agency will be aware of applicable child labor requirements and make sure that a child does not work longer in one day than the state allows. Several reliable agencies with children’s divisions are FFT, Ford, Wilhemina, Product and Elen’s Kids. Most require you to submit photos that will not be returned. Many will not acknowledge submissions unless they are interested in using the child. But with some diligence, a happy spirit, and a smile, your child might enjoy the life of a model, too.