JOHN TRAUTWEIN AND THE WILL TO LIVE FOUNDATION
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Version: 2016-02-26
On October 15, 2015, John Trautwein, president and chief operating officer of an Atlanta-based
information technology solutions company, and president and co-founder of the Will to Live (WTL)
Foundation, gazed out his office window to enjoy the view. Five years had passed since John and Susie
Trautwein’s oldest son, Will, had taken his own life. Trautwein reflected on the opening lines of a
newspaper article written by Boston Globe sports columnist Dan Shaughnessy. In the article about
Trautwein, who was a former Boston Red Sox pitcher, Shaughnessy captured the heart of the family’s
tragedy: “[Trautwein] is a member of the saddest club on earth. He is a parent who lost his son to suicide.
And while he lives with the hole in his heart, John Trautwein and his wife will make it their mission to
find other troubled young men and women before it’s too late to help them and their families.”1
Trautwein’s smile returned when Susie called. She reminded him of his speaking engagement that
evening on behalf of their WTL Foundation, which had raised awareness about teenage suicide. During
his drive home, Trautwein thought about some unresolved issues. He was concerned about developing a
long-term strategy and suitable performance metrics for the WTL Foundation. As the foundation’s
president, any strategic decisions affected his involvement in and commitment to its ongoing mission and
vision. Furthermore, he believed that the WTL Foundation needed to put in place some reasonable
performance metrics. However, he recognized the slippery slope given its primary goal — saving lives.
Finally, he wanted to identify a suitable work-life balance or, in his case, a work-family-foundation
balance. Since 2010, Trautwein had delivered many presentations and speeches to schools, teams,
coaches, and religious groups (e.g., Fellowship of Christian Athletes chapters) in order to spread the
message that teen suicide was a national epidemic and that people needed to talk openly and candidly
about it. Trautwein had also spoken before the Georgia state legislature, as well as many companies
throughout America. This personal investment in the foundation affected both his work schedule and time
spent with his family.
JOHN TRAUTWEIN
John Trautwein was raised in Barrington, Illinois. He developed a deep-rooted love and respect for the
game of baseball from a young age. After high school, he received a baseball scholarship from
Northwestern University (NU). Trautwein studied chemistry and pitched for the NU baseball team from
1
Dan Shaughnessy, “Ex-Hurler Focusing on Saves,” Boston Globe, February 9, 2011.
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1980 to 1984. After graduating from Northwestern, Trautwein signed a professional baseball contract
with the Helena Gold Sox (an independent team) of the Pioneer League in the summer of 1984. In 1988,
he fulfilled his childhood dream by playing in the Major Leagues for the Boston Red Sox. The following
year, he returned to the Minor Leagues and then retired from baseball at the age of 28 in 1990.2
In 1995, Trautwein and his wife, Susie, had their first child, Will, while living in the United Kingdom. As
a youth, Will gained an appreciation for music and sports. During his teenage years, he liked to play
guitar, as well as piano and drums. He also loved to play lacrosse and helped the junior leagues by serving
as a referee. He was extremely extroverted, and always surrounded by many friends. The Trautweins had
three more children: Tommy, Michael, and Holyn. Tommy played baseball and some basketball, but his
passion was music. He was an accomplished guitar player. He performed with several bands and wrote
songs. In the future, he hoped to make his living in the music industry. Michael’s true passion was
baseball. He played for the Will to Live team and went on to play in elite travel leagues in Georgia. He
exceled in the classroom, achieving straight A’s in all advanced classes. In addition to playing basketball
for the high school team, he enjoyed playing guitar with his older brothers. Holyn, the youngest
Trautwein, was quite the competitor and student. She liked all sports, and played lacrosse and basketball
in the junior leagues. At the University of Virginia, Susie had been a standout lacrosse and field hockey
player. At present, she worked as a fitness instructor and coached both junior-level and high school
lacrosse. In addition, she was a key administrator and organizer of all WTL Foundation activities.
After retiring from professional baseball, Trautwein had served as the European sales manager (while in
Germany) and then the worldwide sales and marketing director for Zellweger Analytics (a global gas
detection and monitoring company in England). In that leadership role, he worked at the Munich,
Germany, and Poole, England, subsidiaries for six years. In 2003, he joined Source Support Services as
executive vice-president of sales and marketing. In June 2007, Trautwein was promoted to president and
chief operating officer of the global information technology support company.
Co-workers and former baseball colleagues described Trautwein’s leadership abilities and personal
qualities as admirable. A former NU pitcher recalled, “I’ve never seen such poise, sportsmanship, and
resolve. . . . Trautwein’s competitive spirit is more than just winning. He understands how to bounce back
from defeat better than anyone.” His competitive spirit seemed to go hand-in-hand with his intellect and
analytical abilities. Paul Tichy, a lifelong friend and NU teammate, asserted, “Much of his academic
background proves this [intelligence] out, but this has been evident throughout his professional life, as
well. And not just in the sciences or in sales, but also in his time as a professional baseball player . . . he
was able to beat his competition with cunning and by simply out-thinking them.”3
According to another former NU teammate, “Despite suffering unimaginable emotional pain with the
passing of his oldest son . . . [Trautwein] has been instrumental in advancing a positive mindset that is
replete with love and compassion for all — parents and children alike.” Grady Hall (former All-American
NU pitcher) agreed: “[Trautwein] has one of the most positive outlooks on life. . . . Through faith,
through family, through friends, through sport, through music . . . it is a tireless pursuit of happiness . . .
and might be why he has lost some of his hair.”4
Trautwein was cognizant of his positive attitude:
2
“John Trautwein,” Baseball-Reference.com, 2016, accessed February 12, 2016, www.baseballreference.com/players/t/trautjo01.shtml.
3
Paul Tichy, email message to author, June 4, 2015.
4
Grady Hall, email message to author, June 8, 2015.
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I have always been a “glass half full” approach to life person, and I felt like I had to . . . make
something good out of [this tragedy], and the foundation was the perfect answer. My faith and my
friendships all played a huge role as well, but it all started from what I feel is more of a
personality trait where my positive outlook and approach to life was instrumental in being able to
move forward.
Another former NU teammate, Eric Mogentale, offered effusive praise of Trautwein’s leadership abilities,
saying that as a decision maker, he had a “clear vision of the present and the impact of decisions on the
future.” Decisive and confident, Trautwein took “security and comfort” in leading others. As for his
personal leadership qualities, Trautwein was known for his empathy and caring nature, as well as his
“charismatic personality and trustworthiness.”5
Trautwein noted,
I was very surprised [at] how much my “playing days” helped me through [the death of my son].
I found myself often reverting to my “comfort zone” — especially when it came to the big events
. . . the funeral, the hosting of people, the viewing, and the eulogy. I instinctively treated these
days as “game days” — as if I was pitching — and it enabled me to approach it as if it were a
game. I needed to prepare as if I was the starting pitcher. . . . a one-day-at-a-time approach. It is
important to note that I did not realize I was doing this until long after the fact as I started to
review that time in retrospect. Again, I found that very interesting and surprising. I would not
have expected it.
Ron Wellman, athletic director at Wake Forest University and Trautwein’s former NU baseball coach,
further lauded Trautwein’s leadership: “Many leaders today strive to become servant leaders. John is
someone for everyone who strives to reach that lofty level of leadership to emulate. He has scaled that
mountain and resides on top of it.”6 His co-workers also valued his leadership. According to Greg
McKinney, vice-president of sales operations for Source Support Services:
Over the past seven years I’ve worked day in and day out with John, and not only has his
leadership driven our company to exponential growth, he has done it in a positive, motivational
style. His “life teammates” concept is something that he has incorporated into his business world,
which has been instrumental in bringing out the best in his co-workers, while developing
excellent relationships with our customers.7
Joe Girardi, All-American NU catcher, 15-year Major Leaguer, and current manager of the New York
Yankees, appreciated Trautwein’s unconditional support, encouragement, and mentoring during his years
at NU, noting that he had a “positive approach to life . . . his ability to find the good in everything
permeates his daily existence and rubs off on those around him.”8 After Will’s death, Joe Girardi called
Trautwein from his office at Yankee Stadium to express his condolences and offer his support. Girardi
had continued his support of the family and served as an enthusiastic ambassador of the WTL Foundation.
WHERE DO WE GO FROM HERE?
Will Trautwein died October 15, 2010. That morning, Trautwein and his wife notified family and friends.
Later that night, Tommy, Michael, and Holyn climbed into their parents’ bed, unable to sleep alone after
5
Eric Mogentale, email message to author, June 4, 2015.
Ron Wellman, email message to author, June 7, 2015.
7
Greg McKinney, email message to author, December 3, 2015.
8
John Trautwein, My Living Will (Bloomington, IN: WestBow Press, 2014), ix.
6
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the traumatic event. The following morning, Michael had a lacrosse game and Tommy had an afternoon
football game. Their teammates comforted and supported the two youngsters. Trautwein observed friends
helping friends. In his darkest hour, Trautwein realized that “kids’ true sources of hope would be found in
each other.”
Upon returning home from the football game, Trautwein found himself in the unenviable position of
planning his son’s funeral and writing his obituary. He wrote, “In lieu of flowers, donations may be given
to the Will Trautwein Memorial Scholarship Fund.” However, Trautwein wanted to honor Will in some
bigger way as well. On the night of October 16, 2010, students from Northview High School (which Will
had attended) and their families organized a vigil for Will at the football field. An emotionally and
physically exhausted Trautwein family entered the stadium. The field was dark, yet the stands were filled
with family and friends holding candles. Trautwein’s management team sat in the first row. A picture of
Will was next to a podium in front of the stands. Music played and people shared memories. Trautwein was
the last speaker at the vigil. At the conclusion of his speech, Trautwein’s boss, Mark Oldfield, said, “You
were not just speaking, you were ministering to these kids. You have to keep doing that. They need you.”9
Prior to the memorial service, Trautwein had to prepare a eulogy. Again, he viewed it as an opportunity to
provide a lasting memory of his wonderful son. At the funeral, Trautwein saw many of his childhood and
college friends attending the service. They came to honor Will and to support Trautwein. In that brief
moment, Trautwein realized the purpose of the foundation. It was not going to be a scholarship fund in
memory of his son; rather, it was going to be a foundation for troubled teens and their families.
A NEW BEGINNING: THE WILL TO LIVE FOUNDATION
In October 2010, Trautwein and his wife created the WTL Foundation. His boss and co-workers were
extremely supportive of Trautwein’s ideas for the foundation, and Oldfield encouraged him to create a
mission statement.10 The WTL Foundation was a non-profit public charity that (1) offered an inspiring
mission of hope, love, and the will to live, and (2) sought to change teens’ lives and educate the public
about the impact of teen suicide and depression. Its mission was very straightforward: “We are
dedicated to preventing teen suicide by improving the lives and the ‘Will To Live’ of teenagers
everywhere through education about mental health, and encouraging them to recognize the love and
hope that exists in each other.”11
The principles underlying the WTL Foundation encapsulated the loving family that Trautwein had
experienced growing up in Barrington. The WTL Foundation was “totally based upon love and friendship
and being there for each other. It was also based around relationships and surrounding ourselves with people
we loved and [who] loved us.” The Trautweins used their son’s story for the foundation, and used the motto
“For the Kids, Through the Kids, By the Kids” to encourage teens to support each other as “Life
Teammates” and to show their love for one another. Donations made to the foundation were used to support
other suicide awareness non-profit organizations and for scholarships. For example, the Boston Red Sox
organization had been extremely generous in its support by donating team paraphernalia to be auctioned for
fundraising. Trautwein used the WTL Foundation as a proactive vehicle through which to provide a ray of
hope about life, and educate people (especially teenagers) about the warning signs of depression.12
Trautwein reflected on how he had empowered teens for the WTL Foundation:
9
Trautwein, My Living Will, 57.
Ibid., 125.
11
“Promoting Friendship and Mental Health,” Screening for Mental Health, accessed February 26, 2016,
https://mentalhealthscreening.org/blog/promoting-friendship-and-mental-health.
12
Trautwein, My Living Will, ix.
10
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I have always had a love for children, and I’ve always been very good with kids. Even as a high
school student, my summer job was teaching youth baseball. . . . Thus, when the foundation
started I found myself surrounded by kids, and working with kids. In other words, I found myself
in my comfort zone and it caused me to want to do it. I enjoyed it. I looked forward to it. It was
the best part of my day. The foundation enabled me to do more of what I’d always been very
good at — motivating youth. Leading the foundation became very easy for me as a result.
In December 2010, the foundation had it first fundraiser: a viewing of It’s a Wonderful Life at Northview
High School. The showing of the Christmas season classic raised US$1,000.13 Following the movie,
Trautwein observed a “Clarence effect,” named after the guardian angel (Clarence) who prevented
George Bailey (portrayed by Jimmy Stewart) from jumping off a bridge in the film by showing him how
wonderful his life really was. Trautwein incorporated the Clarence effect in a new twist on the life
teammates concept. In his keynote speeches, he asked students and parents, “Who is your Clarence?”
In the spring of 2011, a senior at Will’s high school approached Trautwein with a fundraising idea: a fivekilometer run event called “Where There’s a Will, There’s a Way 5K.” The Trautweins were excited by
the prospect of sponsoring their first major student-conceived event. Student volunteers engaged in all
aspects of the fun run, including working with the city and police for permits and street blockage, as well
as with insurance and printing companies. One week before the event, the WTL Foundation garnered
considerable publicity. The Trautwein family appeared on CBS News in Atlanta, Georgia. Local sports
radio programs interviewed Trautwein about the fun run and the WTL Foundation. Perhaps the most
notable publicity came from the interview with Dan Shaughnessy of the Boston Globe. Indeed,
Trautwein’s personal and professional contacts provided invaluable emotional support during the family’s
time of need, and strong strategic and marketing support during the nascent stage of the WTL
Foundation.14
For the WTL Foundation to succeed in its mission of teenage suicide awareness, Trautwein knew that teens
needed to be at the core of its activities. Student volunteers arranged for the setup and removal of race-day
equipment and for the mayor to participate as the official starter. An estimated 1,500 people participated in
the inaugural “Where There’s a Will, There’s a Way 5K” run. In total, 1,100 runners and walkers raised
$25,000 for the WTL Foundation — an unqualified success. The fun run became an annual event for the
foundation, and word of its success spread throughout the community. Local students began using terms like
“life teammates” and “Who’s your Clarence?” and even Trautwein’s favorite, “Love ya, man!” — a daily
saying shared by Will and his friends. In 2015, the fifth annual fun run raised over $65,000.
Trautwein observed that in many ways, his involvement with the WTL Foundation mirrored his
professional career:
I found it extremely interesting how so much of the WTL Foundation imitated my professional
corporate career. Being a sales and marketing executive most of my professional life, I
instinctively approached the foundation as if we were marketing a product — in this case the
awareness of teen suicide — and the concept of the life teammates. Without a plan of any type, I
found myself doing [much] of the marketing planning with the foundation that I had done in my
professional life — instinctively. I did not plan that. It wasn’t until about a year later when I was
asked to speak to a college marketing class that I realized how the foundation had imitated my
company with respect to marketing. Again, I was in my comfort zone.
13
14
All currency amounts are in US$ unless otherwise specified.
Sports announcer Ken Rosenthal wore a WTL bowtie during the telecast of game three of the 2014 World Series.
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In another ambitious fundraising endeavor, the WTL Foundation sponsored another friendship-building
activity run by teens, the “Willstock Music Festival,” which captured Will’s love for music. The 2014
Willstock festival involved 19 local high school bands and raised over $25,000 for the WTL Foundation’s
Life Teammates scholarships and “Mend a Million Minds” programs.
The WTL Foundation sponsored baseball and lacrosse teams. The original intent of the teams was to
promote the life teammates message; however, their involvement had evolved into a full “Team Will to
Live” program. Young adults formed competitive teams to (1) improve their athletic skills, (2) enjoy
playing and competing, and (3) learn and teach the concepts of life teammates (being there for your
friends on and off the field). These athletes became ambassadors after each game. Trautwein coached the
baseball team while his wife headed the lacrosse team.
In 2013, the WTL Foundation joined forces with the Connor’s Climb Foundation in New Hampshire by
sponsoring “Connor’s Climb,” which involved a five-kilometer race and family walk, kids’ fun run,
raffles, information booths, and family activities. This event had been created to raise awareness about
preventing suicide throughout the Atlanta area. The inaugural Connor’s Climb events raised over $18,000
and involved over 400 people. As Trautwein reflected on these successful fundraising initiatives, he
contemplated new fundraising opportunities as well.
PERFORMANCE METRICS
Since the WTL Foundation’s inception, Trautwein had struggled with developing performance metrics for
the organization. Although he had used tangible metrics such as the number of speeches, money raised,
the number of teams formed, and money donated, he had incorporated some intangible metrics: changing
the mindsets of parents and teens in terms of talking about teen suicide, increasing media attention about
teen suicide, and simply the objective of “It’s what Will would have wanted.”
Trautwein commented:
Obviously we can gauge success with money raised and people attending speeches and events,
but to be honest, it’s difficult to do that with respect to suicide awareness and improving and
saving lives. There have been many, many times (at least 100) when someone has reached out to
me and said our work has helped them or saved them or a friend, etc. I refuse to really count or
document these, as it simply puts too much pressure on me/us. The money raised goes to many
different things. We know we’ve handed out over 40,000 wrist bands, we know that well over
1,000 schools have had [appropriate] training because of our work, etc.
Since 2010, the WTL Foundation had raised over $750,000 to help educate both children and adults about
teen suicide. Trautwein had personally given many speeches to local high school students and parents on
the topic. In 2013, he traveled to Ohio to deliver the keynote speech for the 10th annual “Into the Light
Walk,” which was sponsored by the Suicide Prevention Education Alliance. In 2014, he delivered 53
speeches, including keynote addresses for Boston public schools and for Connor’s Climb in New
Hampshire. Through May 2015, he delivered many similar speeches on suicide prevention.
The “Life Teammates” program reached over 30,000 kids. The WTL Foundation had also connected with
specialists in mental health to provide “signs of suicide” faculty training to neighboring middle schools
and high schools. As of the summer of 2014, the foundation had funded resources that positively
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impacted over 1,652 schools and 495,600 students. In 2012, the Trautweins received an award from
former President George H. W. Bush’s 1,000 Points of Light organization for their volunteer work.15
As of December 2014, the WTL Foundation’s board of directors consisted of Trautwein (president and
secretary), his wife, Susie (treasurer), and four others. A three-member advisory board included Joe
Girardi. At that time, Trautwein sought to provide a strategic plan and vision to position the WTL
Foundation for the future. With help from the board of directors and advisory board, Trautwein sought to
clarify his role, as well as topics like recruitment, fundraising, sponsors, and marketing and growing the
WTL Foundation.16 He and Susie reflected, “How can we implement the plan, yet find the right balance
with family and work?”
LOOKING TO THE FUTURE
Despite all the enthusiastic help from student volunteers and supporters, Trautwein still personally
developed the foundation’s website, flyers, posters, and speeches. Moreover, he managed its social media
accounts (Twitter and Facebook) and handled all emails. He engaged in fundraising and talked with
families of at-risk children. However, his concern was clear: “Obviously, I can’t keep doing it.” The WTL
Foundation’s board of directors sought to develop a five-year plan so that Trautwein did not have to do
everything. One dilemma involved all of the public speaking requests. Trautwein commented: “I get
asked to speak almost daily, around the country . . . but I simply can’t. It kills me, but it’s me they want to
hear. . . . It’s my story, coming from my heart . . . and really no one else can tell it . . . like I can. I wish I
could tell it more.”
Fundraising was another important aspect of the WTL Foundation’s sustainability. Some foundations
were formed by wealthy individuals who provided the seed money and then raised additional funds.
According to Trautwein, “Many non-profit leaders are those who have a ton of money, and [they] then
start a foundation — like pro athletes today. They . . . have the money to fund [a non-profit], do it, hire
people, etc. . . . I simply do not . . . not if I want my kids to go to college.”
Fundraising was a challenging endeavor in which many non-profit organizations (including nationally
recognized suicide prevention organizations) competed for the charitable donations of generous
individuals and organizations. The task was especially challenging for the WTL Foundation due to the
nature of its goals. Some non-profit organizations had been scolded for the manner in which they
promoted their respective organizations to raise funds. For instance, the National September 11 Memorial
Museum had come under scrutiny because of some of its fundraising activities.17 As such, Trautwein was
sensitive to the fact that some fundraising initiatives might be offensive, especially to grieving families.
Growing the WTL Foundation required an inordinate amount of Trautwein’s time (preparing speeches,
traveling to venues, etc.) — and much of that time was spent away from his family. A strategy to build a
national presence would create new tension between his goals of family, work, and the WTL Foundation.
In fact, Trautwein planned to discuss the work-life-foundation balance at the foundation’s next board
meeting. As the face of the foundation, he wrestled with the desire to grow from an Atlanta-based
endeavor to a nationally recognized organization committed to reducing teen suicide. Yet the passionate
leader of the WTL Foundation returned to the dilemma: “Since I am the foundation, how can we grow
15
“John and Susie Trautwein,” Points of Light, 2016, accessed December 11, 2015,
www.pointsoflight.org/programs/recognition/dpol/awards/4597.
16
Will To Live Foundation, Strategic Planning & Vision Document — 2015–2018.
17
People were offended by the commercialization of the museum such as selling souvenir key chains in the gift shop (Patricia
Cohen, “At Museum on 9/11, Talking Through an Identity Crisis,” The New York Times, June 2, 2012, accessed February 23,
2016, www.nytimes.com/2012/06/03/arts/design/sept-11-memorial-museums-fraught-task-to-tell-the-truth.html).
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nationally?” A number of suicide awareness organizations already had national exposure, including the
American Foundation for Suicide Prevention, the American Association of Suicidology, Suicide
Awareness Voices of Education, the Suicide Prevention Resource Center (funded by the federal
government), and the Jed Foundation (see Exhibit 1). Another part of the growth issue involved the
allocation ratio — that is, funds allocated to the WTL Foundation’s mission in relation to funds raised.
Trautwein was concerned that growing the foundation might affect the allocation ratio.
CONCLUSION
Following his keynote address on life teammates, Trautwein went to the office and then drove home, still
considering these challenges — formulating a strategy, developing performance metrics, and examining
the work-family-foundation balance. About 10 minutes from home, his cell phone rang. One of the
organizers of that evening’s event called to thank him for sharing his story. Then the caller asked, “By the
way, John, will you speak to my son’s high school football team?” Trautwein agreed to the speaking
engagement and asked the caller to send an email with details. As he pulled into his driveway, Trautwein
noticed a message from his boss, “John, we need to discuss our strategic plan as soon as possible. Our
board meeting is soon approaching. I like your proposed changes and want to get a better sense of any
potential implementation challenges. Let’s discuss it over lunch tomorrow. Have a good night.” Then, his
cell phone rang again. This time, it was his son, who asked, “Dad, do you have time to help me with some
science homework?” Trautwein smiled and replied, “Absolutely! Love ya man!”
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A number of foundations and associations focus on suicide prevention and awareness. The American
Foundation for Suicide Prevention (AFSP) provides research funding, educational programs, policy
advocacy, and extensive support to everyone impacted by suicide (https://www.afsp.org). Founded in
1987 by individuals who had lost a loved one to suicide, AFSP has 75 local chapters with programs and
events throughout the United States.
The American Association of Suicidology (AAS) seeks to “understand and prevent suicide”
(www.suicidology.org). Founded in 1968, the AAS supports research and training, and develops suicide
awareness programs. AAS members include health professionals, researchers, prevention and crisis
intervention centers, school districts, and crisis center volunteers, as well as people who have been
affected by suicide loss and those who have survived a suicide attempt.
Suicide Awareness Voices of Education (SAVE) seeks to “prevent suicide through public awareness and
education, reduce stigma and serve as a resource to those touched by suicide” (www.save.org). Adina
Wrobleski formed SAVE after her daughter committed suicide in 1979. Wrobleski engaged in public
speaking, and did scientific research with some of the most recognized scientists of the time. In 1990,
SAVE was incorporated and Wrobleski became the organization’s first executive director. SAVE
programs seek to educate people about (1) depression, other mental illnesses, and suicide prevention,
(2) suicide warning signs, and (3) intervention techniques, training, and local resources.
The Suicide Prevention Resource Center (SPRC) is a federal-government funded resource center with
the objective of “advancing the national strategy for suicide prevention.” SPRC serves individuals, groups
and organizations that engage in suicide prevention, especially state suicide prevention officials,
university staff members, health care providers, social service professionals, and the American Indian
and Alaskan Native communities (www.sprc.org).
Another nationwide organization is the Jed Foundation, which was founded in 2000 by Donna and Phil
Satow after they lost their son Jed to suicide. The Jed Foundation focuses on the mental and emotional
wellness of U.S. college students (www.jedfoundation.org). It has become a leading voice on mental
health issues and suicide at many college campuses.
Source: Created by the case author using information provided at the following websites: https://www.afsp.org;
www.suicidology.org; www.save.org; www.sprc.org; and www.jedfoundation.org; all accessed February 12, 2016.
Authorized for use only in the course Lawrence Kinlin School of Business Courses at Fanshawe College taught by Various Instructors from 12/8/2021 to 12/31/2022.
Use outside these parameters is a copyright violation.
EXHIBIT 1: SUICIDE PREVENTION ORGANIZATIONS