COMPLAINT PROCESS – Sustainable Tucson

Guiding principles

Humane qualities such as friendliness, respect, kindness, and cooperation are essential for society to thrive. Our Code of Conduct describes values and guidelines which we believe will help us achieve a sustainable world. In line with these guidelines, we aim to speak and act in ways that promote:

positive, supportive interactions among volunteers, members, and staff; and
mutually satisfying work with agencies, businesses, elected officials, non-profits, and other regional organizations

When problems occur

We approach problem resolution on the premise that participants in the proceedings come in good faith and intend to support the health and future of our community. When conflict or mistreatment is reported or observed, our effort is to resolve, to heal, and to support the growth of all involved.

Complaint process

If you feel mistreated by another, or believe that a member is detracting from the integrity of any part of the organization (whether a meeting, program, committee, or action), the first step is to speak directly with that person . . . if this feels safe (i.e., you don’t fear an aggressive response or retaliation). If addressing this one-to-one does not feel safe, consider asking someone to accompany you as your ally, or agreeing with the person of concern on a third individual who can help you both hear each other.

Talking with the person of concern. Putting this step first presumes a base of trust and understanding between members. The Code of Conduct guidelines apply especially in a conversation of this sort. If you do meet with someone to discuss an issue or concern, we recommend the following:
1. Come with a clear plan of what you want to say
2. Begin by acknowledging your common interests in Sustainable Tucson and remarking on something that you appreciate about the other person
3. Describe what concerns you in a calm, patient, and matter-of-fact way
4. Explain how the problematic behavior affects you and/or others around you

Note: If you want to describe feelings that you have had about this situation, now is likely not the time to relive those feelings. Rather, report on them to the extent that you can in the way that you would report on other observable behaviors and events. Expressing strong emotions may trigger a defensive response in the other, blocking their ability to hear you fully. The goal is for the person to learn from you. We all shrink (psychologically, if not physically) from people who berate us. At the same time, emotional genuineness is an essential part of meaningful communication, provided it furthers mutual understanding.

Make your request. What is it that you would like the person to do or stop doing?
Be ready to respond with reflective listening. Try to paraphrase content, reflect feeling, and identify meaning, but briefly. When the person acknowledges your accurate understanding of their response, then re-assert your request.
If the person gives signs of agreeing to your request, thank them and restate your understanding of what they are agreeing to.
End with gratitude and hope.
After the meeting: record your agreement. Send a copy to the person with a note of appreciation, copying to one or more board members.

However, if talking to the other person might cause more harm than good, or if you talk, but without satisfaction, then:

Alternatively, take the concern to a leader of the organization (board member or staff person).
1. A first step may be a conversation with one board member or staff person. (If Board or Staff members are involved in issues related to the complaint, filing a written complaint may be the next step – see Point 2b below) Describe the situation as factually as possible, and with an open heart. Solicit an alternative perspective, and ideas on how to approach the person. Develop together a plan for attempting to resolve the issue. The board member or staff person will assure that the person raising a concern has a copy of the Sustainable Tucson Code of Conduct and this Complaint Process.
2. Written report/complaint If the ideas generated in the steps above seem inadequate, or if further attempts at resolution do not bring satisfaction, or if a complainant decided that step 2a was inappropriate (e.g., in the case of conflict of interest or trauma), the person raising a concern may submit a written report/complaint to a board member or staff person. The following elements suggested for this report are modeled on a “nonviolent communication” framework:
  1. Behavioral description. Recount specific, pertinent examples of what has happened, when, under what circumstances, and who (if anyone) witnessed it.
  2. Explanation of impact. Describe specific effects of these actions, on oneself and/or on others.
  3. Feelings. If you wish, describe any related feelings that you have experienced in these situations or later as a result of the event(s).
  4. Needs/wishes. Identify what change of behavior you hope for, how it will benefit you and/or the organization, and any action you are requesting of the board
  5. In addition, the report will describe the process of steps 1 and 2a, or explain why they were not taken. Accompanying documentation is welcome if available.
3. Calling a meeting. Upon receiving the written complaint, the person who was contacted by the complainant will call a meeting of the board to plan a response, which may include the following:
  1. Forming a complaint committee of persons with appropriate wisdom and without conflicts of interest to discern validity of the complaint and recommend response(s).
  2. Interviewing the complainant to elicit more information. Ask the complainant to identify their needs and expectations during the period in which the complaint is being processed and follow up this line of communication periodically.
  3. Sharing the written complaint and the code of conduct with the person of concern and offering to hear their perspective.
  4. Interviewing other members of the organization who are named as witnesses by the complainant, or the person in question, to confirm or offer alternative views of the situation.
  5. Discerning, to the best of their abilities, whether there was or was not problematic behavior. Document the finding, highlighting how the situation contravened or was in line with the Code of Conduct.
  6. If behavior is found to be problematic, determining conditions and expectations of the person’s continued involvement with the organization and whether there are ways to address the needs of the person who raised the concern.
  7. Sharing findings with the board, the complainant and the person about whose behavior concern was raised within 90 days of the complaint filing, or a duration agreed upon by all parties concerned. This sharing may be done verbally first, but the written finding will also be given to all parties.
4. Complaint committee members (1 or 2) meet with the person against whom the complaint has been initiated. Meeting elements should include:
  1. Acknowledge the good (e.g. honor the person’s contributions to the organization and their aspirations to serve the community).
  2. Present the committee’s findings. This includes the committee’s decision about the legitimacy of the complaint and any conditions or expectations of the person’s behavior going forward.
  3. Invite the person’s response. Practice reflective listening.
  4. Elicit the person’s understanding of the impact of their behavior and their commitment to improve and to repair the damage caused by their behavior.
  5. Offer, as appropriate, resources for getting the support they need for improvement and more success.
  6. If findings are accepted and changes in behavior agreed to, plan follow-up to review how things are going.
  7. If findings are not accepted, explain that they (the person of concern) has the right to appeal the committee’s decision. In the case of an appeal, the board will name a board member who is not implicated in the complaint to manage the appeal process. If there is no such person, or there is no satisfactory resolution, the board will seek support from a community conflict resolution service.
  8. Follow up the meeting with written documentation of understandings coming out of the meeting and a specific and timely response if they disagree.
5. Report back to the complainant, the board and staff, and, if appropriate, to other persons in the organization who were impacted and are aware of the situation. Describe how the conversation transpired, any significant learnings, intentions affirmed, and agreements made.

Approved 1/26/2026 by the Sustainable Tucson Board of Directors: Duane Ediger, David Eisenberg, Tres English, Skip Laitner, Stuart Moody, and Paula Schlusberg. We acknowledge the contributions of Carol Rose to the framing of this procedure.