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Home : Leadership : Joint Staff : J-1 : SAPR

Sexual Assault Prevention and Response (SAPR)

Mission: The National Guard Bureau is committed to eliminating incidents of sexual assault by instituting a comprehensive policy that focuses on increasing awareness through prevention and education, victim centered support, intimidation free reporting, thorough investigation, and accountability for those who commit sexual crimes. The goals of the Sexual Assault Prevention and Response Program:

Establish sexual assault training and awareness programs to educate Soldiers and Airmen
Ensure that leaders understand their roles and responsibilities regarding the care and treatment of sexual assault victims
Ensure that leaders understand their roles and responsibilities in thoroughly investigating and reporting allegations of sexual assault
Create a climate that encourages victims to report incidents of sexual assault through the chain of command
Establish systems that, should an incident of sexual assault occur, victims receive the sensitive and immediate comprehensive care and treatment they need to restore their health and well-being
Ensure that sexual assault crimes are thoroughly investigated and that offenders are held accountable for their crimes
Ensure that reporting mechanisms are in place to track trends in sexual assault and the effectiveness of response capabilities
Track sexual assault training and awareness programs to ensure compliance with NGB policy

All eligible NG members, dependents, and civilians will have access to Restricted Reporting and Unrestricted Reporting options so they may file an official report of sexual assault.

NG members who were sexually assaulted in a duty status IAW reference l and in a non-duty status are eligible for SAPR services and may select the RR or UR option.
NG members who were sexually assaulted before enlistment or commissioning are eligible for SAPR services and may select the RR or UR option.
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On May 15, 2002, President Bush signed into law the Notification and Federal Employee Anti-Discrimination and Retaliation (No FEAR) Act (Public Law No. 107-174) to increase federal agency accountability for acts of discrimination or reprisal against employees. The No FEAR Act became effective on October 1, 2003.
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Statistical information in accordance with the No FEAR Act relating to the National Institutes of Health equal employment opportunity complaints is available on the NIH/EDI website.
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Cancer Care | VA Minneapolis Health Care | Veterans Affairs
Risk Factors for Cancer video or click each section below to learn about how these factors contribute to the development of cancer.

 Age 
 

Many people diagnosed with cancer are over 65 years old. Some cancers take a long time to develop. As you grow older, your cells age and are more likely to grow abnormally. They grow abnormally due to certain risk factors and changes in the cell.

 Life choices 
 

There are a number of life choices that impact your risk for developing cancer. A few examples include:

Using tobacco
Excessive use of alcohol
Prolonged exposure to the sun without protection
A diet high in processed foods and low in fiber  
Not maintaining a health weight

 Family history 
 

5 to 10% of cancers are passed on from your family. Talk with your primary care provider about any family history of cancer. Screening for cancer and the need for genetic counseling should be considered.

 Chronic health conditions 
 

People with some chronic health issues, such as Crohn’s Disease, are at higher risk in developing cancers.

 Your environment 
 

Up to 19% of cancers are from exposure to carcinogens (substance that causes cancer). Some examples include arsenic, asbestos, benzene, beryllium, radiation, radon, tar, cadmium and nickel.  

 Exposure to viruses 
 

Hepatitis and HPV are known viruses that can cause cancer. 

Prevention and screening
Getting recommended preventive services, such as screening tests and immunizations, is an important part of staying healthy. The preventive services that are recommended for you depends on your age, sex, health status and family history.

Recommendations for men
Recommendations for women
National Center for Health Promotion and Disease Prevention

Screening
Cancer screening is the process of looking for cancer when there are no symptoms. Talk to your primary care provider every year to discuss and schedule the screening tests that are recommended for you.
Prevention
Be involved in your health care. Work with your health care team, whether through virtual care or an in-person appointment, to learn more about some of the ways you can take an active role in disease prevention.

 Quit smoking or using smokeless tobacco. 
 

Get 24/7 support with a Smokefree app for your smartphone.
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Attorney General James Takes Action to Defend Protections for Pregnant Workers
Attorney General James Takes Action to Defend Protections for Pregnant Workers

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2001 Budget Analysis: Military Department (8940)
Chapter 366 also requires that an evaluation of the program be conducted with an experimental design. Such an evaluation requires the identification of a comparison group of youth randomly
matched to those who will be attending TPA. The practical result is that each county must identify two eligible minors and then randomly select one of them to attend TPA.
Based on its facility capacity, the Military Department has designed a program to serve 160 cadets every six months. Thus, the budget proposal assumes that juvenile courts will refer 320
cadets per year to TPA. We strongly question this assumption because the California Department of Education reports that only 168 high school students were expelled for firearms-related
offenses in the 1998-1999 school year. Given that expulsion is mandatory for these offenses, we believe that the largest universe of eligible offenders will be less than 200. Once the other
criteria are applied, this number could shrink substantially, particularly if a significant number of counties do not opt into the program. Furthermore, potential referrals must be divided into
treatment and comparison groups for evaluation purposes. As a result, we believe that the $10.6 million proposed for the budget year is too high and that there is likely to be money available
from the $9.2 million appropriated in the current year.
Military Should Submit a Revised Proposal in May. A large discrepancy exists between the population the department is budgeted to serve and that which is likely to be referred. As a
result the department needs to revise its proposal to reflect a more realistic estimate. Once TPA has opened and begun enrolling cadets, it will be easier to estimate how many minors are likely
to be referred. Moreover, once the department identifies all of the counties who are planning to participate, it can survey them individually to determine how many offenders would be eligible for
referral. Based on this information, the department can revise its budget proposal and estimate what funds will remain from the current year appropriation. As a result, we withhold
recommendation on the proposed $10.6 million and recommend that the Legislature direct the department to submit a revised proposal in the May Revision.

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October 17
A.G. File No. 2023-020 
Gender-affirming medical procedures for individuals under the age of 18 years.
This measure would prohibit health care providers from providing patients under the age of 18 certain medical treatments that affirm a gender identity that is different from their biological sex (Amendment #1).

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2001 Budget Analysis Department of the Youth Authority (5460)
Improving Relationship Between The Youth Authority and the Counties 
Improvement in State-County Relations Is Needed. In recent years, the relationship between the Youth Authority and the
counties, particularly county probation departments, has deteriorated to the extent that there is little communication between the two
groups. There are a number of reasons for this including elimination of the Youth Authority's role in monitoring county juvenile
detention facilities, and implementation of a sliding scale fee structure which requires the Youth Authority to regularly bill the
counties for the wards they commit. The TAP contained a number of recommendations to remedy this problem, some of which
focused specifically on relationship building and some which looked to mitigate the effects on counties of the sliding scale fee
changes.
The sliding scale legislation, Chapter 6, Statutes of 1996 (SB 681, Hurtt), made counties responsible for paying a share of the cost
of housing wards at the Youth Authority when those wards are committed for less serious offenses. In our discussion of the Youth
Authority budget in the Analysis of the 1999-00 Budget Bill, we explored the rationale for the fees, the effects of their enactment,
and recommendations for mitigating the negative consequences for counties. Overall, we concluded the fees had succeeded in
spurring counties to create more local service options for less serious offenders, thereby diminishing their dependence on the Youth
Authority. We noted, however, that counties were incurring higher costs for those categories of wards who continued to be
committed to the Youth Authority facilities because their lengths of stay were increasing. As a result, we recommended that the
Youth Authority develop some shorter-term programming options for these offenders, and that the counties be given more input into
length-of-stay decisions. The focus of these recommendations were echoed in the TAP recommendations.
Establish Shorter-Term Programming. First, the work group recommended that the Youth Authority establish short-term
programs with intensive aftercare components to increase the available options for counties who are working with less serious
offenders. Research suggests that shorter institutional stays, combined with aftercare, can be just as effective as long commitments.
The Legislature adopted supplemental report language in 1999 requiring the Youth Authority to report to the Legislature on the
2001 Budget Analysis California Highway Patrol (2720)
(Reduce Item 2720-001-0044 by $531,000.) 
The CHP's El Protector program was established in 1988 in response to data that showed Hispanic motorists were
disproportionately involved in fatal automobile accidents and alcohol-related arrests. The program seeks to raise awareness of
traffic safety issues among Hispanics by using bilingual officers to make presentations and generally provide information at various
public forums.
Pilot Expansion Undertaken. For 1999-00, the department requested and received six limited-term positions to expand the
program beyond the Hispanic community. The positions were dedicated to a two-year pilot to serve "other groups of non-English
speaking drivers with disproportionately high percentages of involvement in traffic accidents and fatalities." Within the first six
months of the pilot, the department was to collect data identifying which additional ethnic groups were over-represented in traffic
accidents and fatalities. For the remainder of the pilot the department would determine a course of action to reduce accident rates
within those identified groups. At the end of the pilot on July 1, 2001, the department is to provide a report to the Legislature on the
results of the pilot project.
Expansion Does Not Meet Pilot Objective. The department now reports that the six positions devoted to the pilot have been
focused on the Hispanic community. We believe this is inconsistent with the expressed objective of the pilot as previously approved
by the Legislature. Although the department notes that it has translated some safety brochures into other languages, there is no
evidence that the officers have in any meaningful way focused their efforts on non-Hispanic ethnic groups.
Permanent Continuation of Pilot Not Warranted. For 2001-02, the department requests $531,000 in baseline funding and
authority to make permanent the six limited-term officer positions. The department argues this would allow CHP to continue
outreach to non-Hispanic ethnic groups. However, because there is no evidence that the six positions have in fact been focused on
non-Hispanic groups during the two-year pilot, we believe a continuation of the pilot would not achieve its stated objectives.
Accordingly, we recommend that the Legislature delete this proposed augmentation.
2001 Budget Analysis Department of the Youth Authority (5460)
The purpose of this chapter is to protect society from the consequences of criminal activity and to that purpose community
restoration, victim restoration, and offender training and treatment shall be substituted for retributive punishment and shall be
directed toward the correction and rehabilitation of young persons who have committed public offenses. 
Thus, the department's mission focuses on treatment, offender rehabilitation, and restorative justice rather then punishment. The
TAP recommended the department maintain the mission statement and base its strategic planning around its emphases on treatment,
training, and victim and community restoration. They noted this mission could not be fulfilled without adequate resources, and
concluded that current resources are insufficient. Finally, the TAP recommended the Youth Authority assess current academic and
vocational programs to insure that wards have sufficient opportunities to develop their skills.
Providing Adequate Staffing to Meet the Department's Mission 
The TAP recommended that the department have adequate personnel to meet its responsibilities and accomplish its mission. To
determine the necessary level of personnel, it recommended that each institution's superintendent be required to prepare a staffing
plan. This plan would be based on the findings of a "comprehensive, professional analysis of the number of positions required to
provide security, treatment, programs and services, and to ensure the safety of wards and staff." In the report, the work group
concluded there was insufficient staffing at each of the department's institutions. We note that currently juvenile halls and camps
have standard personnel ratios that significantly exceed the staffing patterns in Youth Authority institutions. Institutional differences
may explain a portion of these staffing differences. Because the work group did not identify a staffing standard ratio, it is difficult to
assess whether, and to what extent, the department is understaffed. We concur that based on these disparities, the department
would benefit by conducting an analysis to determine minimum staffing levels.
Revising Disciplinary Policy Recommendations 
Restructure the Current Policy to Include More Graduated Sanctions. Prior to convening the IOQA process, the Youth
Authority was the subject of a number of unfavorable press stories, most of which involved questionable disciplinary policies within
its institutions.
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