\[Front Cover\]

Sexual Harassment: What it is and what you can do about it

\[Page 1\]

Preface

Perhaps it happened again this morning. One of your coworkers told
another off-color joke before staff meeting. Maybe he or she didn't mean
anything by it, but over time you have become aware that you are just
not comfortable with the constant sexual banter. You wonder what you can
do about the situation without making it a big deal. Or conceivably, you
have experienced or witnessed a more severe form of harassment such as
verbal abuse or bribery for sexual favors. Maybe you are a co-worker or
supervisor who has been asked to help resolve such a situation. Or, just
possibly, someone has approached you concerning your own behavior.

The law prohibits sexual harassment in the workplace and requires that
organizations develop and publish procedures for reporting and resolving
harassment as well as other discrimination issues. In recent years,
changes in legislation and case law, the proliferation of class action
complaints, and intrigues created in the media have created new
understandings of the impacts of sexual harassment, as well as some
ambiguity concerning appropriate behavior in the workplace.

The consensus is that sexual and other kinds of harassment are forms of
intimidation or abuse of power. For the most part, in the Goddard
culture there is clear delineation of power between supervisors and
subordinates, between civil servants and contractors, and between new
hires and longer-term employees. Insecurity or uncertainty in times of
reorganization and significant workplace changes can exacerbate abuses
of power and intimidation of lower ranking employees. Center management
is committed to maintaining a work environment that fosters the full
productivity of all its employees and contractors. Management recognizes
that an understanding of and commitment to diversity here at Goddard are
necessary to achieve the Center's missions.

This document seeks to update Goddard policy, clarify some frequently
raised issues, and serve as a tool for the prevention of sexual
harassment.

\[Page 2\]

Table of Contents

Preface \... 1

Goddard Policy \... 3

What is Sexual Harassment?

\* Definitions \... 5

\* Myth v. Reality \... 7

Preventing Sexual Harassment

\* General principles \... 9

What to do about it\...

\* If you feel harassed or offended \... 10

\* If you are a supervisor who has been asked for help \... 12

\* If you witness inappropriate behavior \... 14

\* If you have been accused of harassment \... 18

Complaint Options \... 19

Resources \... 22

Notes \... 24

This brochure is also published at http://eeo.gsfc.nasa.gov

\[Page 3\]

Goddard Policy Statement

ANNOUNCEMENT

NO. 05-15

DATE 10/29/04

SUBJECT: Prohibition of Sexual Harassment in the Workplace

Discrimination on the basis of color, race, religion, sex. national
origin, age, or disability is unlawful, and, therefore, unacceptable.
Sexual harassment is a form of discrimination and will not be tolerated.
Specifically, the Equal Employment Opportunity Commission (EEOC) states:

\"Unwelcome sexual advances, requests for sexual favors, and other
verbal or physical conduct of a sexual nature constitute sexual
harassment when

\(1\) submission to such conduct is made either explicitly or implicitly
a term or condition of an individual\'s employment

\(2\) submission to or rejection of such conduct by an individual is
used as the basis for employment decisions affecting such individual, or

\(3\) such conduct has the purpose or effect of unreasonably interfering
with an individuals work performance or creating an intimidating,
hostile or offensive working environment.\"

Key elements in this definition are \"unwelcome\" and \"of a sexual
nature\". To protect the mutual interests of the Center and its
employees, the following guidelines must be followed:

\* Goddard employees are prohibited from abusing their positions by
suggesting that a subordinate do any personal favor in order to remain
in their good standing. This clearly prohibits unwelcome sexual advances
by any supervisor towards any employee, and

\* Each individual should take responsibility for maintaining a work
atmosphere in which employees do not engage in conduct which is
offensive to co-workers.

\[Page 4\]

Goddard Policy Statement (continued)

An offensive or hostile environment can be created by unwelcome verbal,
non-verbal, and physical behavior of a sexual nature. Examples include
unwelcome suggestive remarks, sexual insults, inuendos, jokes and humor
about sex or gender specific traits; sexual propositions; unwelcome
suggestive or insulting sounds, leering ogling, whistling, obscene
gestures, and obscene graphic materials; unwelcome cornering, touching,
pinching, brushing the body, and actual or attempted rape or assault.

If you feel you have experienced or witnessed an incident of sexual
harassment, report it immediately, before it becomes severe or
pervasive, so that it can be stopped. The Center will treat all
incidents of harassment as serious misconduct and will handle them in
accordance with established standards of employee discipline.
Retaliatory action against an employee who charges sexual harassment is
also illegal and will not be tolerated.

If you need assistance in addressing a sexual harassment situation in
your organization, please call the Equal Opportunity Programs Office
(x6-7348). Every effort will be made to ensure confidentiality in the
investigation of allegations of sexual harassment.

(signed)

Edward J. Weiler

Director

\[Page 5\]

Definition: What is Sexual Harassment?

The Civil Rights Act of 1964 (§.703 of Title VII) defines sexual
harassment as \"unsolicited verbal comments, gestures, or physical
contacts of a sexual nature which are unwelcome.\"

Equal Employment Opportunity Commission (EEOC) expanded that definition
in guidelines set forth in Code of Federal Regulations (29 CFR
§1614.11(a)) which state that:

\"Unwelcome sexual advances, requests for sexual favors, and other
verbal or physical conduct of a sexual nature constitute harassment
when:

1\. Submission to such conduct is made a term or condition of
employment;

2\. Submission to or rejection of such conduct by an individual is used
as a basis for decisions affecting that person; or

3\. Such conduct has the purpose or effect of unreasonable interference
with an individual's work performance or creating a hostile,
intimidating, or offensive

working environment.

This definition identifies two types of sexual harassment: \*quid pro
quo\* and \*hostile or offensive work environment.\* Most people
recognize \*quid pro quo\* harassment immediately. It corresponds to
parts \"1\" and \"2\" above. It has direct and often immediate impact on
a person's career. For example, if a supervisor tells a subordinate he
or she will get a promotion or training in exchange for sexual favors,
it is harassment. It is also harassment if the employee refuses to
comply with the demand and the supervisor violates merit practices by
limiting career development opportunities such as promotion, training or
special assignments, in retaliation.

\*Hostile or offensive environment harassment\* is often more difficult
to identify. Examples of this type of harassment include off-color
jokes, posters or calendars featuring partially clad or nude persons,
questionable or obscene E-mail messages, inappropriate comments from
co-workers, and hazing

\[Page 6\]

Definition: What is Sexual Harassment? (continued)

of a sexual nature. In hostile environment cases, the EEOC guidelines
define the primary question as whether or not the conduct \"unreasonably
interfered with an individual's performance\" or created \"an
intimidating, hostile, or offensive work environment.\" In these cases,
the standard of judgment rests with the concept of what a \"reasonable\"
person would consider hostile. Factors taken into account are: 1)
whether the conduct was verbal or physical or both; 2) how frequently it
occurred; 3) whether the conduct was blatantly hostile; 4) whether the
alleged harasser was a co-worker or supervisor; 5) whether others joined
in the harassment; and 6) whether the harassment was directed at more
than one person. Each case is different and requires an assessment of
the totality of circumstances.

Sexual Harassment v. Sex Discrimination

Sexual harassment is considered to be a form of sex discrimination under
Title VII of the Civil Rights Act of 1964. The basis for this
determination is that actions of sexual content directed toward an
individual would fall within the definition of differential treatment
based on sex. Needless to say, not all forms of sex discrimination can
be placed under the heading of sexual harassment. Yet it is sometimes
difficult to make a proper separation because many situations leading to
sex discrimination will involve some type of interaction between the
sexes that will at least suggest overtones of sexuality, sex roles,
gender stereotypes, or sexual behavior.

\"When sexual activity is brought into the workplace or educational
setting, women can tell the difference between being sexually harassed
and consensual activity---just like a person who is handing over money
can tell the difference

between a gift and being robbed.\" ---Camille Herbert, Professor of Law
at Ohio State

\[Page 7\]

Myth v. Reality

MYTH: Sexual harassment is rare.

REALITY: It touches the lives of 40 to 60 percent of working women and
similar proportions of female students in colleges and universities.
While not as common, men can also be victims of sexual harassment.

MYTH: The seriousness of sexual harassment has been exaggerated; most
so-called

harassment is just trivial and harmless flirtation.

REALITY: Sexual harassment is a power play that uses sexuality to
degrade another person. Research shows that women who have left their
jobs to avoid harassment experience serious psychological and
health-related problems.

MYTH: If an employee asks another employee for a date, this could be
grounds for sexual harassment charges.

REALITY: As long as there is no coercion, asking another employee for a
date should not constitute harassment. However, continued asking or
retaliation

for a negative response can be considered harassment. When a person
makes it clear that sexual content in the relationship is not welcome,
his or her wishes must be respected.

MYTH: Many women make up and report stories of sexual harassment to get
at someone who may have angered them.

REALITY: Research shows that less than 1% of complaints are false. In
fact, many victims never report harassment at all.

\[Page 8}

Myth v. Reality (continued)

MYTH: Women who are sexually harassed bring it on themselves by the way
they dress or act.

REALITY: Reality Studies have shown that sexual harassment victims vary
in physical appearance, type of dress, age and behavior.

MYTH: Women who enter into a predominately male field should expect to
put up with rough language, dirty jokes, and sexual hazing.

REALITY: What usually happens when one woman or a small number of women
begin work in an all-male environment is that men escalate their foul
language or sexual conduct as a way of excluding the newcomers.
Intensified, continuing sexually directed conduct has been found to be
sexual harassment by the courts.

MYTH: Sexual harassment is a woman's issue.

REALITY: Sexual harassment is a power issue. At this point in our work
environments, men are more likely to be in power positions. In FY's 2002
& 2003 nearly 15% of the sexual harassment complaints filed were filed
by men.

MYTH: If you ignore harassment, it will go away.

REALITY: It won't. Harassers use harassment to boost their selfesteem.
Chances are they will not stop of their own volition.

Notes

Based on research done by the American Psychological Association, 750
First St. NE. Washington DC 20002-4242. 202-336-5700.

Observations on the effects of power on sexual conduct in organizations
were nade by Rosabeth Moss Kanter in \"Men and Women in the
Corporation.\"

\[Page 9\]

Preventing Sexual Harassment

General Principles

These general principles portray a range of workplace behaviors and
reactions to them that can help you decide whether a particular behavior
is acceptable or sexual harassment. A wide range of experiences, which
color individual perceptions, may generate ambiguity within these
boundaries. To create and maintain a work environment that fosters the
productivity and development of all employees, we need to be sensitive
to individual differences and to initiate dialogue on these boundaries
when they are ambiguous.

\*Acceptable\* behavior includes counseling on performance or
communications, normal social interactions, polite compliments, and
touching which could not reasonably be perceived in a sexual or
threatening way.

\*Uncomfortable behavior is that which creates discomfort in the
recipient or an observer, but which appears to be acceptable to the
majority or leaders of the group. Provocative comments on dress, or hugs
or kisses routinely given in greeting are behaviors that may fall in
this category.

\*Inappropriate\* behavior is that which most people perceive as
improper in the workplace. It includes sexual jokes, boasting of sexual
prowess, violations of personal space; and touching someone in a
sexually suggestive way. This behavior is situational and whether or not
it is harassment depends on the individuals involved as well as on those
who witness it. If inappropriate behavior is pervasive, it can
constitute a hostile environment and move into an unacceptable range.

\*Unacceptable\* behavior includes asking for sexual favors in return
for promotion, assignments, travel, or training; making supervisory
decisions based on race or gender; sending "hate" mail; and, of course,
criminal offenses such as assault or rape.

\[Page 10}

What to do about it\...

If You Feel You Have Been Harassed

There is no one way to respond to harassment. Every situation is
different and ultimately you must decide on the best course of action.
The Equal Opportunity (EO) Programs Office Staff, any of the Goddard EO
counselors, or if you are a contractor your Human Resources Office
staff, can offer information and advice to help with your choice of
action.

\*There are two things you can be sure of: sexual harassment will not go
away by itself and you are not to blame.\*

Victims of harassment have found a number of strategies to be effective.

If the behavior is in the \*unacceptable\* range:

\* Do what you need to do to keep yourself safe.

\* Immediately inform a manager and a designated EO or union official.

\* If you are experiencing psychological distress, you may want to
consult with a mental health professional such as the Employee
Assistance Program counselor here on Center.

If you perceive the behavior to be \*inappropriate\* in the workplace:

\* Say NO to the harasser. Be direct and specific about what is
offensive to you.

\* If you are not comfortable with a personal confrontation, write a
letter that describes the behavior and makes it clear that you want it
to stop. Keep a copy, have someone witness it, or send it certified
mail.

\* Describe exactly what happened. Document the alleged harassment:
include dates of incidents, time of day, location, names of the persons
involved, and possible

witnesses.

\* Document your work: compile copies of your performance

\[Page 11\]

What to do about it\... (continued)

appraisals and accomplishments. The offending person may question your
job performance in order to justify his/her behavior.

\* Report the incident to a manager.

\* Contact an EO official or union representative.

If the behavior is \*uncomfortable\* for you:

\* Discuss your experience with a friend.

\* Ask an EO or union official to act as a sounding board.

\* Initiate a dialogue or ask a friend or supervisor to join you in
dialogue with the person who offended you.

If the behavior is \*acceptable\*, no action is required.

\[Page 12}

What to do about it\... (continued)

If You Are A Supervisor Who Has Observed Or Been Approached About
Offending Behavior

\*Supervisors are required by law to take action if an allegation of
sexual harassment is made or if he or she has reason to believe a person
is being harassed.\* Subsection 1604.11 (d) states that \"an employer is
responsible for acts of sexual harassment in the workplace where the
employer (or its agents or supervisory employees) knows or should have
known of the conduct, unless it can show it took immediate and
appropriate corrective action.\"

Sexual harassment can result in lost productivity, more frequent use of
leave, loss of an employee, or legal action. Goddard's supervisors are
in the best position to protect employees and the Center from sexual
harassment and its consequences. They are aware of their employees'
interactions, work performance, and work problems. They are in frequent
contact with and have responsibility for managing their immediate
employees. They are charged with applying Goddard's policies to foster
an environment free of discrimination and harassment.

To create a positive workplace climate, a supervisor must:

\* phasize to all employees that sexual harassment will not be
tolerated.

\* Advise all employees what kinds of behaviors are illegal.

\* Ask employees to report offensive conduct.

\* Inform all employees what to do if they feel harassed.

\* Treat all allegations of harassment seriously.

\* Take immediate corrective action when you witness an employee engaged
in harassment.

\* Outline the possible consequences of harassment such as reprimand,
suspension or even dismissal.

\* Set an appropriate example of professional work behavior.

I an employee comes to you with an allegation of sexual harassment, you
are required to take them seriously and follow-up. Recommended steps you
can take are:

\[Page 13\]

What to do about it\... (continued)

a\. Defuse the situation by listening to the allegation and responding
seriously. Promise nothing beyond a thorough review of the facts.

b\. At any time feel free to contact the Equal Opportunity Programs
Office for advice.

c\. GET THE FACTS. Identify exactly what happened. Who was involved?
Were there witnesses? What was the impact on the work environment or an
employee's performance? Avoid hearsay by going directly to the source
and eyewitnesses. Maintain confidentiality and document your sources and
conclusions.

d\. STAY NEUTRAL: Avoid drawing conclusions before you have fully
researched the allegations. Treat both the accused and alleged victim
with respect. False allegations of sexual harassment, as well as sexual
harassment, are subject to disciplinary procedures.

e\. Ascertain what happened and compare the circumstances to what is
prohibited by law or Goddard policy.

\* If the facts remain contradictory or confused:

\- Do not accept the unsubstantiated word of one party over another.

\- At a minimum, advise the person against whom the complaint was made
to engage only in work related interactions. It does not matter whether
the alleged

harasser thinks his or her behavior was \"harmless\" or
\"misunderstood,\" chances are it was not work-related.

\* If you determine that the behavior is either unacceptable or
inappropriate:

\- Protect the victim by removing the source of misconduct and by
restoring unlawfully denied opportunities, employment benefits, or
income.

\- Take corrective action in accordance with Center Policy. Seek advice
from the Equal Opportunity Programs Office and/or Human Resources.

\[Page 14\]

What to do about it\... (continued)

\* If the behavior appears to be \*uncomfortable\* for the victim,
generate dialogue between both parties with the aim of clarifying
boundaries, increasing mutual respect for differences, and improving
working relationships in the group.

\* If you perceive the behavior to be \*acceptable\*, share your
perceptions with both parties and explain why. Mediate to promote
understanding of individual differences and establish clear behavioral
boundaries.

f\. If a contractor on a contract that your organization oversees
accuses one of your employees of harassment:

\* Advise your employee of the allegations and suggest that he or she
stop the offending behavior pending resolution of the allegations.

\* Work with the appropriate contract management officials in pursuing
steps (a) through (e) above.

\* Take appropriate corrective action.

g\. If you observe offensive or harassing behavior:

\* Stop it immediately.

\* Take corrective action.

\* Follow up to ensure resolution.

If You Witness Or Hear About Behavior That May Be Harassment

It's possible that you, as an observer or as a friend or confidant of
either a victim or accused harasser, may be able to help prevent sexual
harassment. As a co-worker, it's important that you treat allegations of
sexual harassment seriously. Listen to discern what actually happened
and what was the impact of the behavior; offer to intervene and support
if appropriate; maintain confidentiality when feasible; and be prepared
to report the situation to management if it cannot be resolved between
the parties involved.

\[Page 15\]

What to do about it\... (continuted)

a\. If you are approached by a person who feels harassed or offended:

\* Listen attentively to the issues raised.

\* If the behavior is \*unacceptable\*,

\- Encourage the recipient to seek help from a supervisor or through the
EO complaint process.

\- Offer to accompany him or her in talking with management.

\- Inform management, if appropriate.

\- Refer the person for counseling, if he or she is experiencing
distress.

\* If the behavior is \*inappropriate\*,

\- Encourage your co-worker to approach directly or send a letter to the
offending person in order to make clear that the behavior is offensive.

\- Offer to accompany your co-worker to meet with either the offending
person or a supervisor.

\* If the behavior is \*uncomfortable\* for your co-worker, but
generally \*acceptable\*,

\- Share why you believe the behavior to be acceptable.

\- Encourage him or her to discuss the issues with the offending person.

\* If you perceive the behavior as \*acceptable\* share your reasons
with your co-worker. Offer to help him or her initiate dialogue on
boundaries with the offending person.

b\. If you are sought out by a person who has been accused of sexual
harassment or feels he or she may have been offensive:

\* If the behavior is \*unacceptable\* or \*inappropriate\*

\- Advise the offending person to stop.

\- Assist the person by offering to accompany him or her in discussing
the issues with management.

\- Advise the offending person to seek mediation help to rebuild a
working relationship with the recipient.

\- Inform management, if appropriate.

\[Page 16\]

What to do about it\... (continued)

\* If you perceive the behavior to be \*acceptable\* whether or not it
may be \*uncomfortable\* to the recipient

\- Share your perception with the offending person and explain why.

\- Initiate dialogue with this person concerning individual differences
and mutuality in establishing relational boundaries.

\- Encourage the offending person to talk with the recipient to discuss
the situation.

c\. If you observe harassing or offensive behavior:

\* If the behavior is \*unacceptable\*

\- Stop it, if practical.

\- Inform management of the incident.

\- Encourage the recipient to pursue redress through supervisor or EO
complaint process.

\- Refer all parties to appropriate support services.

\- Document your observations.

\* If the behavior is \*inappropriate\*:

\- Stop the offending behavior, if feasible.

\- Encourage your co-worker to directly approach or send a letter to the
offending person in order to make clear that the behavior is offensive.

\- Offer to accompany the recipient to meet with either the offending
person or a supervisor.

\- Approach the offending person and indicate what you observed. Urge
that person to correct his or her behavior.

\- Encourage both parties to seek appropriate support

\* If the behavior is \*uncomfortable\* for the recipient, but
\*acceptable\* to you:

\- Share your perceptions with the recipient and serve as a sounding
board on the issues raised by your observation.

\- Offer to mediate boundaries between the recipient and offending
person.

\- Inform the offending person of the impact of his or her behavior and
offer to mediate.

\[Page 17\]

What to do about it\... (continuted)

\* If the behavior is \*acceptable\* to both parties, but still
\*uncomfortable\* for you, share your reactions with them and request
that they refrain from the specific behavior in your presence.

\[Page 18\]

What to do about it\... (continuted)

If You Have Been Accused Of Harassment

Should you be accused of sexual harassment, take the allegations
seriously and be aware that management will follow up with fact-finding
activity. Seek to understand the issues raised, evaluate the impact of
your behavior, and be open to options for resolution. During the
fact-finding period, limit your interactions with the person who made
the allegations to work-related matters. If not possible, include a
third party in your interactions.

\* If the behavior you have been accused of is \*unacceptable\* by law
or organizational policy:

\- Stop it immediately, for your own protection.

\- Seek legal counsel or other assistance so you will know and
understand your rights.

\* If the behavior is \*inappropriate\*:

\- Change it.

\- Apologize, when it is appropriate to approach the person you
offended. Recognize also that your apology or explanation may be
inappropriate and refrain from approaching the person you offended if
asked to do so.

\- Ask a supervisor or friend for advice or to accompany you in talking
with the recipient or with management.

\- Seek training opportunities to increase your awareness of harassment
and EO issues.

\* If your behavior is \*uncomfortable\* for the recipient, but
generally considered to be acceptable:

\- Clarify with the other person or a supervisor why the behavior is
acceptable.

\- Ask another person or supervisor for advice or to accompany you in
discussing the issues with the offended person.

\- Explore ways to accommodate the offended party by modifying your
behavior.

\- Talk with the recipient about how the two of you can communicate more
effectively in the future.

\[Page 19\]

Complaints Options

Discrimination Complaint Process

The equal opportunity (EO) discrimination complaint process provides a
means of resolving individual employment problems or class actions
relating to issues involving race, gender, age (less than or equal to 40
years old), disability, ethnicity, color, or religion which of course
includes sex harassment issues. When an issue is first raised, the
Center will try to resolve it informally -- i.e. without making a
determination of discrimination. If the issues raised are not resolved
through an informal process, the petitioner may progress to the formal
stage, which involves sworn testimony and results in a decision as to
merit of the case.

In the informal process, any employee or applicant for employment who
believes she or he has been harassed or discriminated against should
contact an EO counselor within 45 days of the alleged offense. EO
counselors are Goddard employees who are trained to resolve issues
quickly at the lowest possible

organizational level. At the initial interview the counselor will listen
to the issues, clarify the basis of the complaint, inform the petitioner
of his or her rights, and provide information on the options available
for seeking resolution. After the initial interview, the aggrieved
person can choose between either the EO counseling or "mediation
(alternative dispute resolution process)" process to seek resolution to
the issues raised.

If the counseling or mediation options do not result in a resolution of
the issues raised, the petitioner may file a formal EO complaint. The
formal process must be initiated within 15 days of the termination of
the informal process. The EO counselor will provide a form and specific
information needed to file. The

complainant or a representative, who has been designated in writing, can
file the complaint with NASA Headquarters. If the complaint is accepted,
NASA headquarters will initiate a full investigation of the issues and
eventually issue an Agency decision on the merits of the case.

\[Page 20\]

Complaint Options (continued)

Contingent (contract) workers may qualify as "Federal employees" within
the meaning of the anti-discrimination statutes and must contact an EO
counselor within 45 days of alleged discrimination by NASA. Contract
workers will qualify as "Federal employees" only if they meet certain
criteria that show that NASA exercises control over the means and manner
of their performance. Contractor employees should also pursue resolution
through their company's complaint process.

The process associated with class action complaints is different from
that for individual complaints. If you are considering filing a class
action complaint, please contact the Equal Opportunity Programs Office
(EOPO) (301-286-7348) rather than an EO counselor.

If you'd like more information on the complaint process the EOPO visit
our Web site http://eeo.gsfc.nasa.gov or see our brochure entitled
\"EEO: What you need to know to file an EEO complaint.\"

If You Are A Bargaining Unit Member

Some of Goddard's unions provide a process for grieving issues of
discrimination. \*If you are a bargaining unit member, you cannot file
both a union grievance and a formal EEO complaint on the same issue.\*
Time frames for filing union grievances are often shorter than those for
pursuing EEO complaints; so if you are considering that option, check
with your union steward.

\[Page 21\]

Complaint Options (continued)

If You Are A Contractor

Educate yourself on the processes your company has put in place and make
use of them if your direct efforts to stop harassment have failed. In
some cases you may be able to file to complaint under the federal EO
complaint system (see above). If you feel you are being sexually
harassed by a civil service employee, please raise that issue with your
management, the harasser's supervisor, and/or the Goddard EO office. If
your issues are not resolved, you have the further option to contact the
Equal Employment Opportunity Commission local district

office or other local agencies, which are listed as resources at the end
of this brochure.

\[Page 22\]

Resources

\*Equal Opportunity Programs Office (EOPO)

Greenbelt

301-286-7348 (Voice/TTY)

Wallops

803-824-1412 (Voice/TTY)

Homepage: http://eeo.gsfc.nasa.gov

The homepage identifies EOPO staff as well as EO counselors.

Similar information is available in the Goddard phone book.

\*Employee Assistance Program

301-286-6666, (Voice/TTY)

\*Women's Advisory Committee (WAC)

Homepage: http://wac.gsfc.nasa.gov

The WAC homepage introduces committee members, provides

up-to-date WAC program information, and offers the latest

edition of Women 2 Women, the advisory committee monthly

newsletter.

\*ADR Program Office

301-286-0482

Homepage: http://adr.gsfc.nasa.gov

\*Office of Human Resources

301-286-5025

Homepage: http://ohr.gsfc.nasa.gov

\*Labor Relations Office

301-286-9218

\*Merit Systems Protection Board

202-653-8898

\*Equal Employment Opportunity Commission (EEOC)

Homepage: http://www.eeoc.gov

\[Page 23\]

Resources (continued)

\*If you are a Contractor, you can file a complaint directly with the
EEOC or local agencies\*

\*Equal Opportunity Programs Office (EOPO)

Greenbelt

301-286-7348 (Voice/TTY)

Wallops

803-824-1412 (Voice/TTY)

Homepage: http://eeo.gsfc.nasa.gov

The homepage identifies EOPO staff as well as EO counselors.

Similar information is available in the Goddard phone book.

\*Greenbelt Campus

EEOC: Baltimore, MD District Office

410-962-3932; TTY: 410-962-6065

Prince George's County Human Relations Commission

301-883-6170; TTY: 301-925-5167

\*Wallops Flight Facility

EEOC: Norfolk, VA Area Office

757-441-3470; TTY 757-441-3578

Virginia Council on Human Rights

804-225-2292; TTY 1-800-633-5510

Homepage: http://chr.vipnet.org/

\*Goddard Institute for Space Studies

EEOC: New York District Office

212-336-3620; TTY: 212-336-3622.

New York City Commission on Human Rights

212-306-7500

Homepage: http://www.nyc.gov/html/cchr/

\*IV&V Facility

EEOC: Pittsburgh Area Office

412-644-3444; TTY: 412-644-2720.

West Virginia Human Relations Commission

304-588-2616; TTY: 304-588-2976.

Homepage: http://www.wvf.state.wv.us/wvhrc/

Resources

\[Page 24\]

Notes

\[Back Cover\]

National Aeronautics and

Space Administration

Goddard Space Flight Center

NP-2004-12-680-GSFC