Bureau of Land Management

National Training Center Fire and Aviation

Do What’s Right

1 2019 Edition

You are accountable for your actions on the line just as you are in the office.

Prevention of Sexual Harassment

Discussion Notes
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National Training Center Fire and Aviation

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Appendix 1-1 2019 Edition

Appendix 1 – The EEO Process

EEO Counseling

As an employee or job applicant, you are protected from discrimination based on race, color, 

national origin, sex (including sexual harassment and sexual orientation), religion, age (40 years 

old or older), disability, or reprisal for your participation in the EEO process. Federal statutes and 

regulations–Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment 

Act, the Rehabilitation Act, the Fair Labor Standards Act (Equal Pay Act), and 29 CFR. Part 

1614 – are in place to offer relief to victims of discrimination. 

An allegation of discrimination may result from any employment issue or action such as hiring, 

promotion, time and attendance, work environment, training, appraisal, discipline, firing, layoffs, 

or other terms, privileges, conditions, and benefits of employment.

If discrimination occurs

If you believe you have been discriminated against, you have 45 days to contact an EEO 

Counselor to try to resolve the matter. EEO Counseling provides an opportunity to raise 

questions, discuss allegations, get timely information, and seek solutions. 

What Counselors Do

 Determine the issue (actions the agency has taken that cause you to believe you have been 

discriminated against) and the basis (race, color, sex, religion, national origin, age, sexual 

orientation, disability or reprisal) of the matter.

 Conduct an inquiry in the 30 calendar days following the initial interview. Counseling can be 

extended an additional 60 days if you have agreed in writing to participate in an alternative 

dispute resolution (ADR) procedure.

 Seek resolution acceptable to both you and management.

 Document the resolution or advise you of your right to file a formal discrimination 

complaint.

 Counselors never act as advocates either for you or management.

 Counselors never determine if discrimination has occurred.

When Counseling Doesn’t Resolve the Matter

If the problem has not been resolved by the end of the counseling period, the Counselor holds a 

final interview and issues a Notice of Final Interview. This provides information on how to file a 

formal complaint along with the names and addresses of persons authorized to receive 

complaints. You have 15 days to file a written formal complaint.
Bureau of Land Management

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Alternative Dispute Resolution – Mediation

ADR is an umbrella term for any one of several approaches to settling disputes and is a strategy 

for producing winners on both sides of a conflict.

ADR can be used to resolve both informal and formal EEO matters. If you choose ADR, your 

rights to traditional administrative redress and due process systems are preserved if ADR fails.

Why Choose ADR?

 It promotes the early resolution of EEO disputes;

 It reduces disruptions resulting from interpersonal conflicts in the work place;

 It promotes lasting solutions and may reduce the potential for future conflict;

 It fosters an environment of teamwork and cooperation.

Mediation

Mediation, a type of ADR, is a confidential problem-solving process conducted in a neutral 

environment. It can be a timely, cost-effective and less-stressful alternative to other processes. 

Mediators are trained to facilitate communication about difficult issues. They guide individuals 

in reaching mutually-agreeable solutions to disputes using a process which ensures that the 

concerns of all parties are understood and considered.

Who Uses Mediation?

Mediation can be appropriate when disputing parties want to resolve conflict and take 

responsibility for implementing agreed-upon solutions, especially when the primary relationship 

between the disputants extends beyond the conflict at hand. Mediation can help you to attain a 

better understanding of the issues. 

Who Are the Mediators?

Mediators may be BLM or other-agency employees, private-sector practitioners, or qualified 

persons from other sources. Mediators are neutral and do not render judgment or decision.
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Formal EEO Complaints

Once the informal EEO counseling process is completed and there has not been a resolution, you 

can choose to file a formal complaint of discrimination. The complaint of discrimination must:

 be submitted in writing;

 be filed within 15 days of receipt of the EEO Counselor's Notice of Right to File a 

Discrimination Complaint;

 be specific and limited to matters discussed during informal counseling; 

 should state to the complainant's best knowledge, information, and belief what personnel 

matter or action occurred in which they were treated differently from others not in their 

protected group (e. g., race, sex, age) and when it occurred; and

 be signed by you, the complainant, or your attorney.

The complaint can be mailed to the offices indicated on the Notice of Final Interview.

Investigation of Complaints

If your complaint is accepted it must be processed within 180 days. An investigator is assigned

who compiles a case file that includes witness statements and relevant documents. You will then 

be provided with a copy of the Record of the Investigation. Settlement attempts will continue.

After receiving the Record of Investigation you have 30 days to request either an immediate 

decision by the Department of Interior or a hearing before an Administrative Judge from EEOC. 

If a hearing is requested, the Administrative Judge will issue findings of fact and conclusions 

within 180 days and provide the Department with a recommended decision. The Department has 

60 days to reject or modify or use the recommended decision.

Age Discrimination Complaints

For complaints based on age, you may choose to forego the complaint process and go directly to 

court. You must advise the EEOC 30 days before such filing in District Court.

Freedom from Reprisal

The complainant, representatives, witnesses, EEO Officers, investigators, and counselors are to 

be free from restraint, interference, coercion, discrimination, or reprisal at all stages of an EEO 

complaint. If any of these persons allege reprisal, they may file an individual complaint of 

discrimination.
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Appendix 2-1 2019 Edition

Appendix 2 – Prevention and Elimination of Harassing Conduct

Personnel Bulletin 18-01 (PB 18-01)

The Department of the Interior (DOI) is committed to providing all employees with an work

environment free from discrimination and harassment. There is no tolerance for offensive sexual

or non-sexual harassing behavior against another employee, intern, volunteer, contractor, visitor,

or member of the public.

Protecting Employees

 Employees are protected through the elimination of harassing conduct before it becomes

severe or pervasive enough to violate the law.

 Expectations are clearly communicated and enforced.

 Appropriate officials are notified of, and have the opportunity to promptly correct, 

harassing conduct.

 Employees are held accountable at the earliest possible stage, before conduct escalates to

harassment as defined under the law.

The Goal

 That more employees are willing to report harassing behavior.

 That fire personnel understand how to report harassment while on incident assignment, 

and when at their home unit.

 Stop behavior early so that it does not turn into harassment as defined by EEOC.

The EEO Complaint Process and PB 18-01

Two Different Programs

The EEO process and anti-harassment program exist for different reasons:

The EEO process is designed to make individuals whole for illegal discrimination which 

has occurred

 Damages/relief to victim

 EEO process cannot require that discipline be issued
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Anti-harassment program’s goal is to eliminate harassing conduct regardless of whether it

violated the law

 Prevent further harassing conduct from occurring

 Issue immediate and appropriate disciplinary or other corrective action
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Appendix 3 - Harassment Quick Reference Guide

If you are a victim of harassing behavior, you should let someone know: 

The harassing conduct cannot be corrected if a supervisor, manager, or other Department official 

is not aware of it.

1. Employees are encouraged to inform the person(s) responsible for the conduct that is 

unwelcome and offensive, and request that it cease.

2. If the conduct continues, is severe, or if the employee is uncomfortable addressing the 

responsible person(s) about the conduct, the employee is encouraged to report the matter to:

a. the supervisor of the employee engaging in the misconduct;

b. another supervisor or management official;

c. the servicing Human Resources office; or

d. the Office of the Inspector General (OIG).

4. Employees who know of or witness possible harassing conduct directed at others are 

expected to report the matter to any of the officials or offices listed above.

5. Supervisors/managers who observe or are informed of allegations of harassing conduct must 

comply with the following requirements:

a. report the conduct/allegations to the appropriate officials, even if the employee

raising allegations requests confidentiality;

b. ensure that a prompt, objective, and thorough investigation is conducted; and

c. take steps to ensure that the harassing conduct is appropriately addressed to deter 

further misconduct, including taking disciplinary action, if appropriate.

The fact that a potential victim of harassing conduct will or has filed an EEO complaint or 

grievance alleging harassment does not relieve the supervisor/manager of his or her duty to act 

pursuant to this policy. Therefore, it is possible that multiple inquiries into a given complaint 

may proceed in parallel.

Appropriate corrective action, disciplinary or otherwise, up to and including removal, will be 

taken against any supervisor or other management official who fails to perform her or his 

obligations set forth in this policy, including any failure to report known violations of this policy.
Bureau of Land Management

National Training Center Fire and Aviation

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 2019 Edition

Sexual Harassment

Federal Law

Sexual harassment is a violation of Title VII of the 1964 Civil Rights Act, which prohibits 

employment discrimination based on race, color, national origin, religion, and sex.

Sexual harassment is a form of sex-based discrimination.

Definition of Sexual Harassment

The U.S. Equal Employment Opportunity Commission (EEOC) is the federal agency that 

enforces employment discrimination law.

The EEOC defines Sexual Harassment as unwelcome sexual advances, requests for sexual 

favors, and other verbal or physical conduct of a sexual nature when...

 Submission to such conduct is made, either explicitly or implicitly, a term or 

condition of an individual’s employment.

 Submission to or rejection of such conduct by an individual is used as the basis for 

employment decisions affecting such individual.

 Such conduct has the purpose or effect of unreasonably interfering with an 

individual’s work performance by creating an intimidating, hostile, or sexually 

offensive work environment.

BLM Policy

The Bureau of Land Management has a policy of zero tolerance of sexual harassment. It is the 

policy of the BLM to:

 Prohibit sexual harassment

 Maintain a work environment that is free of sexual harassment.

 Take immediate and appropriate action when sexual harassment is alleged or is found 

to have occurred.

All persons who work for the BLM have a responsibility to help maintain a work environment 

that is free from sexual harassment.

Sexual harassment is also prohibited in any location that can be reasonably regarded as an 

extension of the workplace, such as any customer location, an off-site social business function, 

or any other facility or field location where BLM business is being conducted.
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Consequences for Policy Violations

All employees are subject to the Bureau’s Sexual Harassment Policy. Individuals who violate the 

policy may be subject to discipline ranging from a written warning up to and including discharge 

or other appropriate sanction.
Bureau of Land Management

National Training Center Fire and Aviation

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 2019 Edition

Appendix 4 – Administrative Grievance Procedures

DOI Administrative Grievance Procedure, Part 370 DM, Chapter 771

Applicability – the grievance procedure is available to non-bargaining unit employees of the

Department of the Interior and those bargaining unit employees who are not covered by a

negotiated procedure or contract. Bargaining unit employees who are represented by a Union and

covered under negotiated procedures should follow the grievance process contained within their

respective contract.

Grievance – a request by an employee for personal relief in a matter of concern or

dissatisfaction relative to their employment and which is subject to the control of management.

Policy – DOI encourages prompt, informal resolution of any dissatisfaction or disagreement

amongst employees at the earliest opportunity and the lowest level possible. The DOI

administrative grievance policy is a collaborative process, which promotes the use of ADR and

attempts to avoid a “win-lose” outcome. Employees are free to use the grievance process without

restraint, interference, coercion, discrimination, or reprisal.

Alternative Dispute Resolution (ADR) – a process for seeking consensual resolution of the

issues and concerns underlying a grievance.

Informal Procedure/ADR – prior to engaging in the formal grievance process, the grievant

and the grievance official are strongly encouraged, where appropriate, to engage in ADR in an

attempt to resolve the issue. An employees must present a grievance in writing within 15 days

(all references to “days” means calendar days, unless otherwise stated) of the particular action or

inaction giving rise to the grievance, or 15 days from the date the employee became aware of the

action/inaction.

An informal grievance must be submitted in writing to the grievance official with a copy

provided to the Servicing Human Resources Officer (SHRO). The option to pursue ADR, if not

already considered and rejected, will be raised by the SHRO for consideration by the grievant. If

there is no agreement to enter into the ADR process, the grievance official must provide the

grievant a written decision within 10 days. If the relief requested is not granted, the grievant is to

be advised of the time limit in which to request further consideration under the formal procedure.

(In general, the time frame in which to request formal consideration is within 7 days of receipt of

the informal decision or from the end of the ADR process).

Employees are not required to engage in the informal process where their grievance is related to

a written reprimand or other disciplinary action that has provided an opportunity to respond and

a subsequent decision in the matter. In those cases, employees may proceed directly to the formal

grievance procedure.
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 2019 Edition

Formal Procedure – If the grievance is not resolved at the informal/ADR level, an employee

may file a formal grievance. Formal grievances must be filed in writing, using the AGF (DI

7600) form and must include a copy of the informal decision or ADR termination document, as

appropriate. Once accepted, the formal grievance will be assigned to an appropriate deciding

official as determined by management in consultation with the SHRO. At management’s

discretion, ADR may again be offered at this point, which, if used, may hold the grievance in

abeyance for up to 45 days. An employee is entitled to make an oral presentation on the

grievance matter if they have requested to do so when completing the DI 7600 grievance form.

The deciding official will provide a written response to the grievant within 20 days from the date

the grievance matter was referred to them, or, if requested and made, 20 days from the date of

the oral presentation. The decision/response from the deciding official should include a summary

of the grievance, the consideration given to it, and the conclusion reached. The decision of the

deciding official is final and there are no additional rights of appeal.
United States Department of the Interior

BUREAU OF LAND MANAGEMENT

Fire and Aviation

3833 S Development Ave

Boise, Idaho 83705-5354

http://www.nifc.gov

October 9, 2018

In Reply Refer To: 

1400-713 (FA-120) P

EMS Transmission 10/09/2018

Instruction Memorandum No. FA IM-2019-002

Expires: 09/30/2020 

To: All Fire and Aviation Directorate Employees

From: Assistant Director, Fire and Aviation

Subject: Equal Employment Opportunity (EEO) Policy Statement

Program Area: Equal Employment Opportunity (EEO)

Purpose: To clearly communicate expectations that all employees will be provided a workplace 

which is free of discrimination based on race, color, religion, sex, age, national origin, sexual 

orientation, or mental or physical disability, and that all employees will be treated with respect. 

This policy applies in all aspects of our personnel policies, programs, practices, and operations.

Policy/Action: As Assistant Director for the Bureau of Land Management (BLM) Fire and 

Aviation (FA), I expect that our work environment will be free from discrimination and unlawful 

harassment. All FA employees (including students, interns, and volunteers), as well as 

contractors who perform services for BLM, are expected to treat each other with respect, and to 

ensure that the work environment is safe and inclusive. Managers and supervisors have a 

responsibility to monitor the work environment, and to encourage respectful workplace behavior. 

All employees should be diligent in reporting any form of inappropriate workplace behavior, 

including discrimination or harassing conduct, so that the behavior can be stopped immediately. 

Managers and supervisors who become aware of any form of inappropriate workplace behavior, 

are required to follow procedures outlined in the Department of the Interior (DOI) Prevention 

and Elimination of Harassing Conduct policy, Personnel Bulletin 18-01 (PB 18-01), to ensure 

that the behavior is addressed. All FA employees are required to read and adhere to PB 18-01: 

(https://www.doi.gov/sites/doi.gov/files/pb-18-01-prevention-and-elimination-of-harassingconduct.pdf)

Harassing conduct is unacceptable in any form, every employee is expected to refrain from such 

behavior, and in addition, employees must understand that workplace harassment may also be in 

violation of federal law. There are distinct differences between the prevention of harassment 

program and the EEO process. The prevention of harassment program seeks to eliminate 
2

harassing conduct regardless of whether such conduct violates the law. The EEO process is 

designed to make individuals whole for illegal discrimination that has occurred.

Any employee who believes they have been discriminated against in the workplace due to 

discrimination based on Race, Color, Sex (including pregnancy, sexual orientation, and gender 

identity), National Origin, Religion, Age (40 and over), Disability, Genetic Information or 

Reprisal, may elect to enter the EEO process. If Employees believe they have been 

discriminated against may initiate the EEO process by contacting the EEO office within 45-

calendar days of becoming aware of the alleged discriminatory action, or if the matter concerns a 

personnel action, within 45-calendar days from the effective date of the action. The EEO 

Manager will ensure that the EEO process is initiated within three (3) business days. The FA 

EEO Office is located in the Jack Wilson Building on the second floor, Room 220. You may 

also call the EEO Manager, Eileen Wallace, at (208) 387-5454.

The EEO process begins with the informal complaint, and the aggrieved will be able to choose 

between EEO counseling or Alternative Dispute Resolution (ADR) to attempt resolution in the 

informal stage. If there is no resolution reached in the informal stage, the aggrieved will be 

issued a notice of right to file, and will have 15-calendar days to file a formal EEO complaint.

The EEO formal complaint process includes an investigation to be conducted by EEO 

Investigators, who are neutral and outside of BLM. The EEO investigations are extensive, and 

should be completed within 180-days from the date the complaint was filed, unless the 

complainant agrees to an extension in writing. Any employee who files or anyone who is named 

in an EEO complaint must be responsive to EEO officials and Investigators and must comply 

with requests for cooperation from the BLM Office of Civil Rights.

Reprisal for participating in the EEO process, including opposition to discriminatory actions, is 

illegal and strictly prohibited. There will be appropriate corrective and disciplinary actions when 

retaliation is found.

The EEO process allows for limited confidentiality, and during the informal phase, an employee 

may elect to remain anonymous. In the informal phase an employee may elect to remain 

anonymous; however, if the complaint goes forward to the formal phase, confidentiality cannot 

be maintained. The EEO officials will keep complaint information confidential as much as 

possible; however, there will be times when the information will be shared with agency officials 

on a need-to-know basis.

The BLM requires EEO Managers to administer required EEO and diversity training. All 

managers and supervisors are required to complete a minimum of six (6) hours each year, and all 

employees are required to complete a minimum of four (4) hours each year. The EEO Manager 

will determine the training which will be provided, and ensure that all EEO and diversity training 

is creditable. 

All employees are required to complete Prevention of Sexual Harassment (POSH) each year. 

The POSH training is found in DOI Learn, or may be conducted by the FA EEO Manager or the 
3

Bureau Office of Civil Rights. The POSH training is creditable toward the annual EEO training 

requirement.

Discrimination, in any form, has no place in our organization and will not be tolerated. This 

includes sexual or non-sexual harassment; any discriminatory act, policy, practice, or procedure 

that denies equal opportunity; or any conduct that demeans the dignity of another person. This 

policy of equal employment opportunity will be pursued in every aspect of Fire and Aviation 

practice and procedure in recruitment, employment, development, advancement, supervision and 

treatment of employees and applicants. Fire and Aviation recognizes that adherence to Equal 

Employment Opportunity laws and policies continue to be a vital contributory element to our 

success. The EEO program helps maintain a quality work force, representation of our nation’s 

diversity, and an environment where all employees can do their best work and reach their full 

potential.

This policy extends to those times when BLM personnel are away from their home unit on 

incident assignment. All incident harassment will be reported in accordance with the DOI Office 

of Wildland Fire (OWF) Policy Memorandum 2018-011, Implementing Procedures for the DOI 

Personnel Bulletin 18-01: Prevention and Elimination of Harassing Conduct.

The OWF Policy Memorandum provides clarification for implementing the DOI Personnel 

Bulletin 18-01 Prevention and Elimination of Harassing Conduct policy while employees are 

deployed on incidents. 

Equal opportunity is a professional conduct issue and it is based on a premise of fair and equal 

treatment and respect for all persons. It is everyone’s responsibility to assist in promoting an 

environment free of discrimination. Mere compliance with minimum requirements is not enough 

to meet our obligations. I challenge everyone to be a role model of appropriate behavior and to 

confront any form of discrimination, harassment, or other improper behavior when it is observed 

or brought to your attention. In addition, you are encouraged to resolve issues at the lowest level 

possible and to use alternative dispute resolution (ADR), when possible. Contact Eileen 

Wallace, EEO Manager, for more information on ADR.

The discrimination complaint process is posted on official bulletin boards and on the Fire and 

Aviation EEO web page. All reports of alleged discrimination will be taken seriously, promptly 

investigated and handled with professionalism, dignity, and fairness. If you believe you have 

been subjected to discrimination, harassment or reprisal, you must contact the EEO Manager or 

an EEO Counselor within 45 days of the alleged discriminatory matter or, in the case of a 

personnel action, within 45 days of the effective date of the action.

All FA employees are strongly encouraged to review the attached link to the U. S. Equal 

Employment Opportunity Commission’s website, to gain a better understanding of all the 

protections afforded by Title VII of the Civil Rights Act of 1964, as amended, and all other 

applicable statues: (https://www.eeoc.gov/federal/fed_employees/complaint_overview.cfm) 

Timeframe: This policy is effective upon signature.
4

Background: Management has determined that employees need to be reminded of this policy 

on a yearly basis.

Manual/Handbook Sections Affected: None.

Coordination: None.

Contact: If you have questions or concerns regarding this policy, please address them to Eileen 

Wallace, EEO Manager, Fire and Aviation, at (208) 387-5454.

Signed by: Authenticated by:

John F. Ruhs Kris King

Assistant Director, Fire and Aviation Records Manager

Distribution:

BLM_ADs

BLM_FA_AD_Staff

BLM_Library

Eileen Wallace (FA-120)



2

history), status as a parent, marital status, or political affiliation, and free from illegal retaliation.

The Department will not tolerate offensive sexual or non-sexual harassing behavior against any 

Department employee, intern, volunteer, contractor or other non-Federal employee, visitor, or 

other member of the public. The Department also will not tolerate adverse treatment of 

employees because they report harassing conduct or provide information related to such 

complaints. The purpose of this policy is to ensure that the Department takes immediate and 

appropriate corrective action, including appropriate disciplinary action, to eliminate harassing 

conduct regardless of whether the conduct rises to the level of a violation of law. Therefore, the 

goal of this policy is to address harassing conduct at the earliest possible stage, before it becomes 

“severe or pervasive,” i.e., harassment within the meaning of anti-discrimination law.

A. Prohibited Harassing Conduct. The conduct prohibited by this policy includes, but is 

broader than, the legal definitions of harassment and sexual harassment. Harassing conduct 

prohibited by this policy is defined as unwelcome conduct, verbal or physical, including 

intimidation, ridicule, insult, comments, or physical conduct, that is based on an individual’s 

protected status or protected activities under this policy, when:

1. the behavior can reasonably be considered to adversely affect the work environment; or

2. an employment decision affecting the employee is based upon the employee’s acceptance 

or rejection of such conduct.

Protected status is defined as an individual’s race, color, religion, sex (including pregnancy and 

gender identity), sexual orientation, national origin, age, disability, family medical history 

(including genetic information), status as a parent, marital status, or political affiliation. 

Protected activities under this policy are defined in Section 5.B.

Although not every instance of inappropriate behavior may meet the legal definition of 

harassment, such behavior undermines morale and the Department's mission. Accordingly, the 

misconduct prohibited by this policy is broader than the definition of illegal harassment under 

Title VII of the Civil Rights Act to ensure that appropriate officials are notified of, and can 

promptly correct, harassing conduct. Harassment becomes illegal when enduring the offensive 

conduct becomes a condition of continued employment or the conduct is sufficiently severe or 

pervasive as to create a work environment that a reasonable person would consider intimidating, 

hostile, or abusive. All harassing conduct, as defined above, is a violation of this policy.

Employees are subject to disciplinary action, up to and including removal, for engaging in 

harassing conduct while in the workplace or in any work-related situation, including while on 

official travel. Off-duty misconduct may subject the employee to potential discipline if the 

misconduct is likely to have an adverse effect on the Department (e.g., harassing a co-worker, 

visitor, contractor, or volunteer during off-duty hours). Harassing conduct can occur in person, 

through phone calls or in writing, or through the use of social media, or other forms of 

technology. 

B. Prohibited Retaliatory Conduct. It is a violation of this policy to retaliate against 

employees who engage in protected activity under this policy. Protected activity includes

reporting harassing conduct, discrimination or retaliation; filing a claim of harassment; providing 

evidence in any investigation; or intervening to protect others who may have suffered harassing 
3

conduct, discrimination or retaliation. A manager may not fire, demote, harass, or otherwise take 

any personnel action against an individual for reporting an allegation of misconduct under this 

policy.

It is important that supervisors and managers protect employees who report alleged misconduct, 

and do not take any retaliatory personnel action against these individuals in order to deter 

reporting harassing conduct or filing a complaint. A supervisor/manager found to have engaged 

in retaliation is subject to disciplinary action.

The following examples are a non-exhaustive list of actions that would be prohibited retaliation 

if they were taken because of, or were motivated by, an employee’s protected activity: 

transferring the complainant or witness against his or her will, ignoring or not communicating 

with the complainant or witness, engaging in verbal or physical abuse, or non-selection for an 

employment opportunity.

Engaging in protected activity under this policy does not shield an employee from all personnel 

actions. Supervisors/managers can take personnel actions, including discipline and removal, if 

they are motivated by non-retaliatory and non-discriminatory reasons that would otherwise 

result in such consequences (e.g., transferring an employee for legitimate business reasons or 

closely monitoring the performance of an employee on a Performance Improvement Plan).

C. Employee Reporting Expectations. The Department cannot correct harassing conduct if a 

supervisor, manager, or other Department official is not aware of it. Any employee who has 

been subjected to harassing conduct is encouraged to inform the person(s) responsible for the 

conduct that it is unwelcome and offensive, and request that it cease. If the conduct continues, is 

severe, or if the employee is uncomfortable addressing the responsible person(s) about the 

conduct, the employee is encouraged to report the matter to:

• the supervisor of the employee engaging in the misconduct;

• another supervisor or other management official;

• the servicing Human Resources office; or

• the Office of the Inspector General (OIG).

Employees who know of or witness possible harassing conduct directed at others are expected to

report the matter to any of the officials or offices listed above.

Reports made pursuant to this policy do not replace, substitute, or otherwise satisfy the separate 

obligations of an Equal Employment Opportunity (EEO) complaint, negotiated or administrative 

grievance, or other complaint process. Unlike this policy, other complaint procedures typically 

provide for remedial relief to the victims. See Section 9 for more information about how an 

employee may pursue rights under one of these separate processes, in addition to reporting the 

misconduct under this policy.

Engaging in additional processes and services available to support employees who have 

experienced harassing conduct, such as consulting with a union representative to get advice, 

engaging in alternative dispute resolution procedures, consulting an ombuds/CORE PLUS 
4

neutral1, or contacting the employee assistance program, do not constitute a report under this 

policy. See Section 10 for additional information.

D. Management Duty to Act. Supervisors/managers who observe or are informed of 

allegations of harassing conduct must comply with the following requirements:

a) report the conduct/allegations to the appropriate officials, even if the employee raising 

the allegation requests confidentiality (see Section 8.A. for additional details);

b) ensure that a prompt, objective, and thorough investigation is conducted; and

c) take steps to ensure that the harassing conduct is appropriately addressed to deter further 

misconduct, including taking disciplinary action, if appropriate.

The fact that a potential victim of harassing conduct will or has filed an EEO complaint or 

grievance alleging harassment does not relieve a supervisor/manager of his or her duty to act 

pursuant to this policy. Therefore, it is possible that multiple inquiries into a given complaint 

may proceed in parallel.

Appropriate corrective action, disciplinary or otherwise, up to and including removal, will be 

taken against any supervisor or other management official who fails to perform her or his 

obligations as set forth in this policy, including any failure to report known violations of this 

policy.

E. Distinction from EEO and Other Remedial Procedures. This policy and its reporting

procedures are separate and distinct from the EEO process, which focuses on making employees 

whole after they have experienced discrimination (including harassment) by issuing remedial 

relief, such as compensatory damages. This policy does not replace an employee’s EEO or other 

rights. Corrective action taken under this policy does not provide the remedies available in the 

EEO process, administrative or negotiated grievance procedures, or any other processes.

Reporting allegations of misconduct under this policy does not satisfy the requirements for filing 

an EEO complaint, administrative or negotiated grievance, or other procedure, nor does it delay 

the time limits for initiating those procedures. See Section 9 for additional information on 

remedial processes.

6. Responsibilities.

As noted in Section 4, Bureaus may issue implementing procedures to add additional 

responsibilities to each of the below roles and/or identify additional roles within their 

organizational structures in order to implement this policy.

 1 Ombuds and other CORE PLUS neutrals are available to discuss any workplace-related concern, including those 

related to harassing or inappropriate conduct. Ombuds, in particular, work independently from management’s 

chain of command, are impartial, and help with both individual and systemic issues.
5

A. Deputy Assistant Secretary for Human Capital & Diversity

The Deputy Assistant Secretary for Human Capital & Diversity, as the Department’s Chief 

Human Capital Officer (CHCO), is responsible for:

1. Disseminating this policy to all employees on an annual basis and periodically reminding 

employees of their responsibilities under this policy.

2. Ensuring that performance plans of all supervisors/managers include a critical element

that would rate their performance on taking appropriate action against employees for 

misconduct.

3. Fulfilling the role of Bureau Human Capital Officer, as defined in Section 6.C., for the 

Office of the Secretary.

4. Providing periodic reports to the Deputy Secretary of the Interior or his/her designee on 

information received from the Bureau Human Capital Officers pursuant to Section 6.C.5

of this policy on allegations of misconduct under this policy and the necessary corrective 

action taken, if any.

B. Bureau Directors and Equivalent Office Heads

Bureau/Office Heads are responsible for:

1. Ensuring that supervisors/managers are appropriately rated on the critical element

described in Section 6.A.2.

2. Ensuring that their organizations are in full compliance with requirements of this policy.

3. Monitoring the work environment following a report alleging a violation of this policy to 

ensure that there are no further violations or incidents of retaliation against any individual 

who has reported harassment or participated in the investigation.

C.Bureau and Equivalent Office Human Capital Officers (Bureau HCOs)

Bureau HCOs are responsible for:

1. Developing and providing periodic communications to all Bureau/Office employees on 

this policy and any Bureau/Office-specific requirements, and incorporating this policy 

into the Bureau/Office’s supervisory training curriculum.

2. Resolving any disagreements involving investigations between management officials and 

consulting staff from servicing Human Resources Offices or the Office of the Solicitor

regarding whether and what type of investigation is necessary.

3. Providing oversight, technical assistance, and support to Bureau/Office staff to ensure 

compliance with this policy.

4. Ensuring that the procedures in this policy are properly executed by monitoring inquiries 

and investigations of reported or otherwise discovered harassing conduct; providing 

guidance concerning the information to be gathered and methods to be used during 
6

inquiries and investigations; and otherwise ensuring that the investigations are swift, 

thorough, impartial, and appropriate to the allegation.

5. Reviewing on a monthly basis the information contained in the system used by servicing 

Human Resources Offices to track harassing conduct allegations, as described in Section 

8.B., and providing information to the Bureau/Office Director and the CHCO as 

requested.

6. Providing the record of actions taken under this policy to any office handling a parallel 

statutory or grievance claim, as referenced in Section 7.F.

D. Servicing Human Resources Offices (HROs)

Servicing HROs (normally the Employee Relations function in particular) are responsible for:

1. Receiving reports alleging violations of this policy and, as described in Section 7 of this 

policy, notifying and assisting the relevant management officials in handling allegations 

of harassing conduct and taking corrective action, as appropriate and necessary.

2. Tracking all reports made and actions taken pursuant to this policy in line with the 

Department’s Office of Human Resources case tracking procedures, and reporting on 

them to the Bureau HCO.

E. Office of the Solicitor (SOL)

The Office of the Solicitor is responsible for advising and assisting the relevant management 

officials and servicing HROs in handling allegations of harassing conduct and taking corrective 

action, as appropriate and necessary. Within SOL, the Employment and Labor Law Unit 

(ELLU) is the initial point of contact for issues related to harassing conduct, and is responsible 

for providing Harassment Duty Attorney coverage on weekdays, 8:00 am – 7:00 pm Eastern 

time. 

F. Supervisors and Management Officials

Supervisors and management officials must:

1. Make every effort to provide a work environment free of illegal harassment.

2. Ensure that their subordinates are aware of this policy and its requirements.

3. Act promptly and effectively to stop harassing conduct of which they are aware, and hold 

employees who have engaged in harassing conduct accountable.

4. Receive reports alleging violations of this policy and, as described in Section 7 of this 

policy, make or direct further inquiries into such reports and take corrective action, as 

appropriate and necessary.

5. Follow any additional procedures, handbooks, or guidelines issued by the Department or 

the Bureau/Office as related to this policy.
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6. Notify appropriate officials in their chain of command of reported or observed conduct 

under this policy and of their efforts to correct the conduct.

7. Appropriately evaluate and hold accountable subordinate supervisors/managers of their 

performance under this policy.

8. Protect employees who report misconduct from retaliation.

G. All Employees

All Department employees must:

1. Refrain from engaging in harassing conduct.

2. Participate in any training required under this policy.

3. Cooperate fully in any inquiry or investigation.

All Department employees are expected to:

1. Understand their rights and responsibilities under this policy.

2. Report harassing conduct of which they are aware or witness in the work environment, as 

described in Section 5.C. of this policy.

All Department employees who are victims of harassing conduct are encouraged to report the 

harassing conduct.

7. Management Response to Reports of Harassing Conduct.

A. Documenting Report of Harassing Conduct. A supervisor, manager, or HR official who 

receives a report of, or otherwise becomes aware of, harassing conduct, must within one 

business day:

1. Document the allegation in writing (see Appendix A, Sample Intake Form).

2. Acknowledge receipt of the report to the reporting party.

B. Supervisor/Manager Immediate Actions

1. Determinations to be made

The supervisor/manager who receives a report of, or otherwise becomes aware of, 

harassing conduct involving subordinates must promptly contact the servicing HRO. In 

consultation with the servicing HRO, the supervisor/manager must determine:

a. What conduct is at issue, whether it arguably could be considered harassing 

conduct, and whether it is potentially criminal in nature;

b. Who may be involved; and
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c. Whether the reported activity poses a security risk and whether it is necessary to 

alert law enforcement (e.g., in instances where there is a threat of immediate 

physical harm).

If the report is made outside of the regular business hours of the servicing HRO, 

supervisors/managers should take action based on their best judgment to minimize any 

perceived risk of immediate harm and contact the servicing HRO as soon as normal 

business hours resume.

2. Conflicts of interest of senior-level officials

If an Assistant Secretary, Deputy Assistant Secretary, Bureau or equivalent Office Head, 

or similar high ranking official is implicated in the potentially harassing conduct, the 

CHCO will designate an appropriate management official to be responsible for making

the preliminary determinations and directing any further investigation that is warranted.

3. Interim measures to ensure harassing conduct does not continue

Before directing a thorough investigation into the allegations of misconduct, a 

supervisor/manager must take any necessary interim steps to ensure that the potentially 

harassing conduct does not continue. The interim measures taken will depend on the 

severity of the conduct alleged. The two interim measures listed below are required in 

cases of serious misconduct, including, but not limited to, harassing conduct of a sexual 

nature, depending on the circumstances.

Before implementing either of the measures below, the supervisor/manager must consult 

with the servicing HRO and the Harassment Duty Attorney of SOL/ELLU for advice and 

guidance. If the report is made outside of the regular business hours of the servicing 

HRO, supervisors/managers should take action based on their best judgment to minimize 

any perceived risk of immediate harm and contact the servicing HRO as soon as normal 

business hours resume.

a. Separation of the Allegedly Harassing Employee from the Alleged Victim

If the conduct is severe or pervasive, including, but not limited to, threatening 

behavior, touching, punching, or other egregious harassing behavior, the 

supervisor/manager should separate the employee alleged with harassing conduct 

from the alleged victim, at least until the matter otherwise can be resolved. 

Management should not move the employee who reported or otherwise was the 

alleged victim of harassing conduct. If the alleged victim, without having been 

asked or prompted, specifically requests such a move or transfer, management 

should inform the employee that she or he need not leave, and that instead the 

employee alleged to be responsible for the harassing conduct may be moved. 

Nonetheless, to the extent possible, management should honor the alleged victim’s 

request. Appropriate steps to separate the alleged victim from the alleged harasser 

include, but are not limited to:

• assigning the alleged harasser to a telework status or a temporary detail;

• moving him or her to another office space, desk or floor; or
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• requesting approval to place him or her on administrative or investigative leave.

b. Issuing No Contact Instructions

Another interim measure that a supervisor/manager may take to help ensure that 

harassing conduct stops is to instruct the allegedly harassing employee to have no 

further contact or communications with the alleged victim.

C. Notifying Appropriate Officials of Report. In implementing this policy, Bureaus may 

identify additional roles or change which of the below roles accomplish the notifications required

in this section. 

Management officials must notify the following parties within one business day:

1. Supervisors/managers who become aware of harassing conduct involving their 

subordinates must notify their own first-line supervisor or, if the conduct implicates the 

first-line supervisor, notify the second-line supervisor.

2. Supervisors/managers who become aware of harassing conduct involving employees 

outside of their chain of command must:

a. Notify the allegedly harassing employee’s supervisor; and

b. Notify the alleged victim’s supervisor, or, if the conduct implicates the supervisor 

or another manager, the Bureau HCO.

3. When a supervisor/manager has consulted with the servicing HRO regarding a report of 

alleged harassing conduct, the HR officer or assigned Employee Relations 

supervisor/specialist will:

a. Notify the Harassment Duty Attorney of the SOL/ELLU at SOLAntiharass@sol.doi.gov; and

b. If applicable, notify the servicing HRO of the allegedly harassing employee.

4. When a report of alleged harassing conduct is made directly to the servicing HRO, the 

HR officer or assigned Employee Relations supervisor/specialist will:

a. Notify the SOL/ELLU Harassment Duty Attorney at SOLAntiharass@sol.doi.gov; and

b. Notify and assist the next appropriate level of management above the allegedly 

harassing employee implicated in the report with immediately making the 

determinations described in Section 7.B. and taking any other necessary and 

appropriate action.

D. Conducting Further Investigation

1. Deciding whether further investigation is necessary
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Within three business days of the receipt of the allegation, the supervisor/manager of the 

allegedly harassing employee, or other designated management official, must consult 

with SOL and the servicing HRO to determine whether and what type of further 

investigation is required (as described in Section 7.D.2), or if the preliminary inquiry is 

sufficient to determine whether corrective action is necessary. These decisions are factspecific, and must be made on a case-by-case basis. Any disagreement between the 

responsible management official and the consulting offices will be directed to the Bureau 

HCO.

If it is determined that an investigation is necessary, the servicing HRO specialist will 

ensure that the investigative process is initiated within two business days of the decision 

being made regarding the appropriate investigative entity (e.g., refer the case to the OIG, 

initiate the funding process and prepare a statement of work for a third-party 

investigator). The servicing HRO specialist will serve as the primary point of contact for 

logistics related to getting an internal or third-party investigator in place, as well as when 

the allegations have been referred for criminal investigation or to the OIG.

2. Deciding who will conduct the investigation

If it is determined that further investigation is necessary, the following general guidelines 

will apply for choosing the type of investigation:

a. OIG: Allegations of criminal activity, allegations implicating a member of the 

Senior Executive Service, or other senior or prominent management official, 

senior law enforcement official, or any OIG employee, and allegations tied to 

waste, fraud, or abuse of Department funds/programs or violations of Federal 

ethics regulations must be referred to OIG, which has the right of first refusal in 

conducting the investigation;2

b. Bureau law enforcement internal affairs unit: Allegations involving law 

enforcement personnel of a Bureau’s law enforcement entity must be referred to 

the entity’s Office of Professional Responsibility or equivalent internal affairs 

unit;

c. Third-party investigator3: Allegations of harassing conduct of a sexual nature.

All other allegations under this policy may be handled by a third-party investigator, 

employee relations specialist(s), supervisor/manager, or another employee trained to 

conduct investigations. The supervisor/manager of the allegedly harassing employee, or 

other designated management official, in consultation with the servicing HRO and SOL, 

will make the final decision about the investigation method based on the complexity and 

scope of the allegation(s) and the availability of qualified investigators.

 2 OIG may also undertake any criminal, civil or administrative investigations regarding allegations of any grade 

employee involved in a serious or notorious allegation or incident that may negatively impact the operations and 

efficiency of the Department. 3 A third-party investigator can be a contract investigator, a DOI HR official from outside the servicing HRO, or a 

management official outside the Bureau/Office/Region chain of command.
11

3. Conducting the investigation

All investigations must be conducted swiftly, impartially, and in a manner appropriate to 

the allegation. All investigations handled by a Department supervisor/manager, servicing 

HRO, or third-party investigator must be conducted in accordance with the Department’s 

Investigator Guide to Conducting Administrative Investigations.

E. Taking Corrective Action. If it is determined that misconduct occurred, corrective action is

necessary.

1. To determine whether corrective action is necessary, the supervisor/manager of the 

employee alleged to have engaged in harassing conduct must consult with the servicing 

HRO and SOL to determine whether any disciplinary or other corrective action would be 

appropriate or if the allegation should be closed with no finding of misconduct.

2. If the decision is made that the allegation should be closed with no finding of misconduct, 

the supervisor/manager must write a memorandum detailing why no corrective action 

was warranted. This memorandum must be approved by the next higher level manager

and be included in the case file maintained by the servicing HRO.

3. If facts uncovered during the investigation or inquiry demonstrate that misconduct 

occurred, the supervisor/manager must propose disciplinary or corrective action. If there 

is disagreement between the supervisor/manager and the consulting offices on whether 

corrective action is appropriate, the next higher level of management will make the 

decision.

4. The appropriate corrective action will depend on the severity and/or pervasiveness of the 

offense, the action that would be required to end such conduct, the offender’s 

disciplinary/conduct history, and other surrounding circumstances. Corrective action 

may include counseling or any disciplinary action applicable to instances of misconduct, 

such as reprimand, suspension, demotion, or termination, in accordance with 370 DM 

752, Discipline and Adverse Actions. Where evidence indicates that employees are not 

sure about what conduct is appropriate and permissible, appropriate training should be 

provided.

5. A supervisor/manager’s failure to take appropriate disciplinary and/or corrective action 

will generally support a charge of negligent supervision and be an actionable charge. 

Appropriate corrective action, disciplinary or otherwise, up to and including removal will 

be taken against any supervisor or other management official who fails to perform her/his 

obligations as set forth in this policy, including any unreasonable failure to report known

violations of this policy. In addition, managers will appropriately evaluate and hold 

accountable subordinate supervisors/managers for their performance under this policy

using the required supervisory critical element.

F. Responding to Reports of Harassing Conduct Raised in a Statutory, Administrative, or 

Negotiated Grievance Process

If an employee pursues a claim of harassment through the EEO process, an MSPB appeal, or a 

negotiated/administrative grievance, the Department official who receives notice of such claim 

will promptly notify the appropriate responsible management official. The management official 
12

has a duty to act promptly upon learning that harassing conduct has been alleged, must treat the 

notice as a report under this policy, and must follow the steps outlined in this section, unless 

inconsistent with applicable regulatory or statutory requirements. It is possible that multiple 

inquiries into a given complaint may proceed in parallel.

8. Maintaining Confidentiality and Keeping Records.

A. Maintaining Confidentiality. Supervisors/managers must take action to investigate all 

allegations of harassing conduct, even if the employee raising the allegation requests 

confidentiality. All reports of harassing conduct and related information will be maintained on a 

confidential basis to the greatest extent possible. The identity of the employee alleging 

violations of this policy will be kept confidential, except as necessary to conduct an appropriate 

investigation into the alleged violations, to take appropriate disciplinary or corrective action, to 

comply with the reporting requirements of this policy, or when otherwise required by law.

Upon inquiry from the alleged victim, the supervisor/manager must notify the alleged victim of 

the harassing conduct about the completion of the process to the extent permitted under the 

Privacy Act. The alleged victim may not be provided the outcome of any disciplinary action 

against the allegedly harassing employee and may not be provided a copy of the fact-finding 

report. The supervisor/manager must consult with servicing HRO specialist and SOL about this 

notification.

B. Tracking Allegations of Harassing Conduct. The servicing HRO will be responsible for 

tracking the information related to the allegations of harassing conduct in separate case files, in 

accordance with established records management policies. The servicing HRO must monitor 

and record the status of allegations, including final resolution, in the appropriate tracking system

approved by the Department’s Office of Human Resources. This information will help the 

Department monitor compliance with this policy, understand trends related to harassing conduct, 

and ensure swift resolution of complaints.

9. Distinction from Statutory and Grievance Claims.

The purpose of this policy is to stop harassing conduct that has occurred and deter its occurrence 

in the future. However, corrective action under this policy does not provide the remedies 

available in the EEO, grievance, or other processes, such as compensatory damages. Filing a 

report under this policy does not satisfy the requirements for filing an EEO complaint, negotiated

grievance, or other procedure and obtaining remedies pursuant to them, nor does it delay the time 

limits for initiating those procedures. Thus, an employee who chooses to pursue statutory, 

administrative, or collective bargaining remedies for unlawful harassment must select one of the 

available forums as follows:

A. For an EEO complaint pursuant to 29 C.F.R. §1614 (available for all claims of illegal 

harassment other than those based on status as a parent, marital status and political affiliation), 

contact an EEO counselor in the Bureau’s or Office’s Equal Employment Opportunity/Civil 

Rights Office within 45 calendar days from the most recent incident of alleged harassment (or 

personnel action, if one is involved), as required in 29 C.F.R. §1614.105(a)(1); or
13

B. For a negotiated grievance claim, file a grievance in accordance with the provisions of the 

applicable Collective Bargaining Agreement; or

C. For an administrative grievance claim, file a written grievance in accordance with the 

provisions of 370 DM 771, Administrative Grievance Procedures; or

D. For an appeal to the Office of Special Counsel (OSC) regarding claims of harassment 

related to marital status and political affiliation, pursuant to 5 U.S.C. §2302(b)(1) and (b)(10), 

file a written appeal with the OSC as described in 5 C.F.R. §1800.1 and on www.osc.gov; or

E. For an appeal to the MSPB pursuant to 5 C.F.R. § 1201.22, file a written appeal with the 

Board within 30 days of the effective date of an appealable adverse action as defined in 5 C.F.R. 

§1201.3, or within 30 days of the date of receipt of the agency's decision, whichever is later.

10. Additional Resources.

A. Consultation Options. Employees who have experienced harassing conduct have multiple 

resources available that can provide assistance and advice. Engaging with the following

resources does not constitute a report under this policy, as these entities do not have an 

obligation to inform management of allegations of harassing conduct: 

• Ombuds/CORE PLUS neutrals. Office of Collaborative Action and Dispute 

Resolution (CADR) ombuds work independently from management’s chain of command 

and are impartial. CORE PLUS neutrals are qualified, certified providers of conflict 

management and alternative dispute resolution services. Conversations with ombuds and 

other CORE PLUS neutrals are confidential and informal and provide managers and 

employees a safe place to explore options for addressing individual or organizational 

concerns. Ombuds and CORE PLUS neutrals are not obliged to report discussions 

(outside of imminent risk of harm). Information about CADR programs is available at 

https://www.doi.gov/pmb/cadr/;

• Employee Assistance Program (EAP). The DOI EAP is an employee benefit program 

that helps employees with personal and/or work-related problems that may impact their 

job performance, health, and mental and emotional well-being. Information about EAP 

services is available at https://www.doi.gov/pmb/hr/eap;

• Victim Assistance Program. The DOI Office of Law Enforcement and Security or 

Bureau law enforcement office’s Victim Assistance Program provides general 

information about rights and services available for victims of crime; and

• Union Representative. Employees who are covered by a bargaining unit can consult 

with a union representative.

B. Additional Information. To learn more about the Department’s anti-harassment resources 

and Bureau-specific policies, visit www.doi.gov/employees/anti-harassment. 

11. Inquiries.

Any Department employee or employee representative seeking further information concerning 

this policy may contact the appropriate Bureau HCO. Servicing HROs may contact the 

15

Appendix A: Sample Harassing Conduct Allegation Intake Form

This sample intake form can be used by any management official to record a report of harassing 

conduct. It can be used as a prompt during a conversation with an employee reporting harassing 

conduct, or as a way to document the conversation after the fact. Gathering as much information 

as possible immediately from the individual reporting the alleged harassing conduct will aid 

management in swiftly determining the best course of action. Bureaus/Offices may wish to 

develop and issue their own versions of this form.

Management Official Taking the Report

Name: _________________________ Title: ____________________________________

Organization: __________________________________________________________________

Date Information Reported: ___________________________ Time: __________________ 

Individual Reporting Harassing Conduct

Name: _________________________ Title: ____________________________________

Organization: __________________________________________________________________

Phone: _________________________ Job location: ______________________________

Individuals Allegedly Engaging in Harassing Conduct (if known)

1. Name: _________________________ Title: ____________________________________

Organization: __________________________________________________________________

Phone: _________________________ Job location: ______________________________
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2. Name: _________________________ Title: ____________________________________

Organization: __________________________________________________________________

Phone: _________________________ Job location: ______________________________

3. Name: _________________________ Title: ____________________________________

Organization: __________________________________________________________________

Phone: _________________________ Job location: ______________________________

Questions to Ask the Individual Reporting the Harassing Conduct

1. Date(s) of alleged incident(s)/action(s):

2. Please describe specifically the alleged harassing conduct, including the protected status on 

which you believe it was based [i.e., race, color, religion, sex (including pregnancy and gender 

identity), sexual orientation, national origin, age, disability, family medical history (including 

genetic information), status as a parent, marital status, or political affiliation]:

3. Was this an isolated event or a pattern of similar events or behaviors?
17

4. Was the harassing conduct directed at you or someone else? If someone else, to whom was it 

directed?

 

5. What was your reaction?

6. How did this conduct or behavior affect you? How did it make you feel?

7. Did you speak to the person who engaged in harassing conduct to ask them to cease? If so, 

what was their response?

8. Can you identify other individuals with knowledge of the alleged conduct at issue or other 

actions/behaviors by the charged individual(s) in the past? (Include observations, what people 

heard, and who you told about the events in question.)
18

9. Are there any documents or physical evidence that may support the claim of alleged 

occurrences? If so, please identify them.

10. Do you feel that the alleged harasser(s) is a threat to your safety and well-being or that of 

others? If so, how?

11. Have you previously complained about this or related acts of harassing conduct by the same 

individual(s) to a supervisor or manager? If so, please identify the individual(s) to whom you 

complained, the date(s) of the complaint(s), and the resolution(s), if any.

12. Is there is any other information related to the incident(s)/action(s) or any other information 

related to the inquiry that you would like to provide?