White Bird Clinic in Eugene, Oregon agreed to settle a federal lawsuit filed by former CAHOOTS worker, Megan Plett, by paying her $600,000. CAHOOTS is a mobile crisis intervention service of White Bird Clinic.
Plett had alleged retaliation and discrimination against the employer for reporting a coworker's sexual and physical assault, including comments about wanting sex with an underage client.
Plett said that after she reported the misconduct to colleagues and to Human Relations, her hours were cut, she was placed on involuntary leave, and she was pressured to resign in what she described as an intolerable work environment. The Oregon Bureau of Labor & Industries (BOLI) later found "severe sexual harassment, hostile work environment, retaliation, and constructive discharge."
Internal emails cited by BOLI showed that HR and outside counsel knew of concerns that the accused coworker was "super inappropriate" with underage clients and had engaged in other alleged misconduct, leading to his paid administrative leave before he was later allowed to return because there was said to be "no hard evidence."
Emails also showed HR discussing a severance package to induce Plett to leave, citing performance issues and referring to her as "the victim" of the coworker, while Plett's lawsuit claimed she was nitpicked and micromanaged to push her out before she ultimately gave notice in March 2023 and was escorted out and paid through her resignation date.
Plett originally sought a million dollars in damages. The case was dismissed after the settlement, and her attorney framed the lawsuit as exposing a toxic culture in an otherwise well-meaning organization. White Bird responded that it is committed to a safe, inclusive workplace and is working to strengthen policies and training amid broader financial struggles and reduced CAHOOTS services.
Source: https://www.klcc.org/health-medicine/2025-10-13/white-bird-agrees-to-settlement-in-cahoots-retaliation-lawsuit
Commentary
The above matter centers on a claim for retaliation in the context of employment at a health facility.
We focus on the reporting of a coworker's behavior with a minor. Retaliation prevention must start with an enforced written policy that any report of sexual misconduct, especially involving underage people, is protected and expected.
Those who work with minors are usually obligated under state laws as mandatory reporters to report any reasonable suspicion of sexual abuse to the child protection agency and/or to law enforcement. Organizations should educate staff on this requirement and support them in making a report - whether about requests for sex with minors, grooming behaviors, or boundary violations. Let them know they will not face adverse actions such as schedule changes, demotions, pay cuts, ostracism, or termination for good faith reports.
Leadership sets the tone: when executives and managers visibly support reporters, investigate promptly, and avoid minimizing disturbing disclosures, employees learn that speaking up is safe, not career-ending. Training must repeatedly reinforce that safety of minors is paramount, that reporting is a duty, and that retaliation is itself a serious violation subject to discipline up to and including termination.
Reports about any suggestion of sexual activity with minors should trigger immediate safety assessments, mandatory reporting where required by law, and separation measures that protect the complainant, not punish them. HR and supervisors must be trained to recognize "hidden" retaliation, such as sudden negative performance scrutiny, schedule disruptions, involuntary leave, or pressure to accept severance simply because someone reported misconduct.
The last takeaway is that organizations should offer follow-up with reporters, inviting them to raise any concern that they are being retaliated against and responding swiftly and transparently, thereby reinforcing a culture where protecting minors and those who speak up on their behalf is non-negotiable.
