EEOC FORM U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT Part A - D

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1 Part A - D For period covering October 1, 2007, to September 30, PART A Department or Agency Identifying Information 1. Agency Headquarters United States Army 1.a. 2 nd level reporting component 1.b. 3 rd level reporting component 1.c. 4 th level reporting component 2. Address 1225 S. Clark St., Suite City, State, Zip Code Arlington VA CPDF Code ARSA 5. FIPS Code 8840 AR 8840 PART B Total Employment 1. Enter total number of permanent full-time and part-time employees 226, Enter total number of temporary employees 5, Enter total number employees paid from non-appropriated funds 28, TOTAL EMPLOYMENT [add lines B 1 through 3] 259,520 PART C Agency Official(s) Responsible For Oversight of EEO Program(s) 1. Head of Agency Official Title Hon. Pete Geren 2. Agency Head Designee Hon. Thomas Lamont, ASA Manpower & Reserve Affairs 3. Principal EEO Director/Official Official Title/series/grade Mr. Norvel Dillard 4. Title VII Affirmative EEO Program Official Mr. Michael Gautier 5. Section 501 Affirmative Action Program Official Ms. Ernestine Moya 6. Complaint Processing Program Manager Mr. Spurgeon Moore 7. Other Responsible EEO Staff Ms. Ernestine Moya - Director, Hispanic Employment Program Mr. Norvel Dillard - Principal Deputy, EEO & CR Mr. Michael Gautier - Director, EEO Modernization Program Ms. Yolanda Maldonado - Deputy, Outreach & Special Emphasis Programs Ms. Margaret Barfield - Director, Minority College Relations Programs HQ Department of the Army Page 1 of 98

2 PART D List of Subordinate Components Covered in This Report Subordinate Component and Location (City/State) CPDF and FIPS Codes United States Army Office of the Secretary of the Army ARSJ 8840 United States Army Criminal Investigation Command ARCB 8840 United States Army Installation Management Command ARBA 8840 United States Army Human Resources Command ARMP 8840 United States Army Contract Agency ARCA 8840 United States Army Joint Activities ARJA 8840 United States Army SHAPE ARJ United States Army Pacific Command ARP United States Army Military District of Washington ARMW 8840 United States Army Recruiting Command ARRC 5135 Office of the Secretary of the Army ARSA 8840 Field Operating Agencies of HQ DA and Secretary of the Army ARSB 8840 United States Army Special Operations Command ARSP 8840 United States Military Academy ARMA United States Army Information Security Command ARSP 8840 Joint and DoD Activities ARJA 8840 Staff Support Agencies, HQDA ARSS 8840 Joint and DoD Activities ARSJ 8840 United States Army South ARSA 7240 United States Army Training and Doctrine Command ARTC 5135 United States Army Corps of Engineers ARCE 8840 United States Army Materiel Command AR United States Army National Guard Bureau ARNG 8840 United States Army Test and Evaluation Command ARAT 8840 HQ Department of the Army Page 2 of 98

3 United States Army Netowrk Enterprise Technology Command ARG US Army DoD Agencies ARDF 8840 Office of the Chief of Staff of the Army ARCS 8840 United States Army Central Command ARCT 8280 United States Army Overstrength Command ARDM 8840 United States Army Europe and 7th Army ARE United States Army Forces Command ARFC 0520 DOD and DA Joint Activities ARJA 8840 Military Entrance and Processing Command ARFC 0520 United States Army Japan ARP Space and Strategic Missile Defense Command ARSC 3440 Field Operating Agencies for the Secretary of the Army OA22 ARSE 8840 Field Operating Agencies of the Secretary of the Army ARSF 8840 United States Army Medical Command ARMC 7240 EEO FORMS and Documents Included With This Report *Executive Summary [FORM PART E], that includes: *Optional Annual Self-Assessment Checklist Against Essential Elements [FORM PART G] x Brief paragraph describing the agency's mission and mission-related functions x *EEO Plan To Attain the Essential Elements of a Model EEO Program [FORM PART H] for each programmatic essential x Summary of results of agency's annual self-assessment against MD-715 "Essential Elements" x *EEO Plan To Eliminate Identified Barrier [FORM PART I] for each identified barrier x Summary of Analysis of Work Force Profiles including net change analysis and comparison to RCLF x *Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities for agencies with 1,000 or more employees [FORM PART J] x Summary of EEO Plan objectives planned to eliminate identified barriers or correct program deficiencies x *Copy of Workforce Data Tables as necessary to support Executive Summary and/or EEO Plans x Summary of EEO Plan action items implemented or accomplished x *Copy of data from 462 Report as necessary to support action items related to Complaint Processing Program deficiencies, ADR effectiveness, or other compliance issues. x *Statement of Establishment of Continuing Equal Employment Opportunity Programs[FORM PART F] x *Copy of Facility Accessibility Survey results as necessary to support EEO Action Plan for building renovation projects HQ Department of the Army Page 3 of 98

4 *Copies of relevant EEO Policy Statement(s) and/or excerpts from revisions made to EEO Policy Statements x *Organizational Chart x HQ Department of the Army Page 4 of 98

5 Part E EECUTIVE SUMMARY The Department of the Army (DA) is located within the Department of Defense. Army civilian employees work in a wide variety of positions and pay grades around the world as part of the mission of the United States Army, as described in the Army web site The Army s Equal Employment Opportunity (EEO) program administers and manages the Army s portion of the federal civil rights program. The mission of EEO staff members is uniform throughout the organization except in scope. The operating level installations, garrisons, and district EEO offices provide support to all Army activities and tenants located on the host installation as well as to activities outside those installations. This can include non-army activities and in some cases, non-department of Defense activities. However, the services provided to tenant and non-army installation activities are usually done with a formal support agreement. In the event a support agreement does not exist, EEO services are normally provided. At major Army Commands (ACOM), Army Service Component Commands (ASCC), and Direct Reporting Units (DRU) EEO staffs provide technical support and oversight of the Command s EEO program. Civilian personnel services are provided on a regional basis as detailed at The United States Equal Employment Opportunity Commission (EEOC) reclassified federal civilian positions after issuance of the EEOC Management Directive 715 (MD 715) in October This was done in concert with the United States Office of Management and Budget (OMB) as well as the United States Census Bureau (USCB). The United States Office of Personnel Management (OPM), while a member of the working group, has not concurred with the EEOC classifications. In addition, the Census Bureau, under contract with EEOC, and with OMB oversight and based on OMB Directive 15, remapped federal civilian positions based on the 2000 Census. USCB also used the Bureau of Labor Statistics Standard Occupational Categories (SOC) to relate federal job series to census data used by the private sector. Reclassifying federal jobs to mirror the private sector is not a precise science and many incompatibilities have been discovered, but on balance the effort is acceptable and superior to the previous census classification methodology. The EEOC categories are defined in Appendix A. All civilian employees, except for foreign local national employees, are included in this report. The data in this report is based on information as of September 30, The HQ Department of the Army Page 5 of 98

6 data provided in this report represents the workforce demographics of the Army civilian workforce by race, gender and disability in the format required by EEOC Management Directive 715. Although the national Civilian Labor Force statistic is used as a workforce comparator, the Federal Information Processing Standards (FIPS) code used in this report is 8840 (Washington DC, Northern Virginia, Maryland and Eastern West Virginia) because there is no national FIPS. Furthermore, most of the Army headquarters staffs and leadership are located in this FIPS area. Due to the size and complexity the Army, its broad scope, mission and organization, the report summarizes the Army EEO program in general terms. The information provided in this report is an aggregated summarization of the entire Department. The individual recruitment actions and EEO program operations at the garrisons or Corps of Engineers district offices have more direct impact on shaping the demographic profiles than the broader agency aggregated summarization level report. Due to the broad scope required of the report, the report contains comparisons to the national Civilian Labor Force. FY 2008 applicant pool data, extracted from the Resumix application system, as well as data from the Army s version of the Defense Civilian Personnel Data System (DCPDS) was used to develop the data analysis for this report. Although the applicant pool data contained a number of data anomalies and null values within certain categories, the data is sufficiently valid to form the basis of generalized conclusions. To note, applicant data on selections to the Senior Executive Service (SES) is not part of the Resumix system and the data on SES applications is not included. This is the first year we have had access to applicant flow data and will continue to work with the civilian personnel community in obtaining, refining and analyzing this critical data. Over time, we will be able to conduct trend analysis and focus our attention and energy in the areas with significant anomalies. NATIONAL SECURITY PERSONNEL SYSTEM 1 The ever-changing national security demands require a transformation throughout the Department of Defense to a more modern and agile force. The National Security Personnel System (NSPS) accelerates the Department of Defense's efforts to create a "Total Force" (military, civilian work force, Reserve, Guard, and contractors), operating as one cohesive unit. Congress authorized the NSPS as part of the fiscal 2004 National Defense Authorization Act to increase effectiveness through a simplified personnel management system that improves the way it hires and assigns, as well as compensates 1 HQ Department of the Army Page 6 of 98

7 and rewards its employees, while preserving employee rights and benefits. The NSPS is a forward-looking and flexible human resource management system that will enable the Department of the Army to recruit and motivate a high-performance workforce to meet the evolving national security requirements of the 21st Century 2. It incorporates many areas of the human resource process including staffing, classification, compensation, and performance management. Merit system safeguards, such as protection from discrimination, ensuring merit based selection, and veteran s preference will remain under the NSPS. Data showing overall information on the NSPS are included in this report. Number of pay pools 699 Number of employees rated 65,816 Average rating 3.46 Average number of shares 2.52 Figure 1 Average share value (weighted) Average payout (percentage of base salary) 2.42% 6.08% The data in Figure 1 shows 3 that the average number of shares paid out was 2.52 and that the average rating was 3 (valued employee). WORK FORCE SUMMARY Based on the EEOC classifications, the Army s reportable employee population is displayed in the following table. The population change shown for the larger RNO groups cannot be directly discerned from global Army data, but action items will be created to ask subordinate reporting activities to identify EEO- related issues related to demographic changes. 2 NSPS changes are found on 3 The numbers on these slides are from the Compensation Workbench files uploaded to DCPDS, which do not include any actions processed manually. HQ Department of the Army Page 7 of 98

8 Population 07 Population 08 Change White Men 101, , % White Women 56,262 58, % African American Men 19,200 20, % African American Women 22,853 24, % Hispanic Men 9,580 9, % Hispanic Women 6,003 5, % Asian Men 5,748 5, % Asian Women 5,149 4, % Native American/Alaskan Native /Alaskan Native Men 1,378 1, % Native American/Alaskan Native Women % HQ Department of the Army Page 8 of 98

9 Population 07 Population 08 Change Pacific Islander Men % Pacific Islander Women % Two or More Men 6,500 7, % Two or More Women 10,349 12, % Total Population 246, , % Figure 2 An examination of Figure 2 illustrates the overall population change based on Race and National Origin (RNO) and Gender. White men, followed by White women, constitute the largest racial group in the Army, followed by African American women and men. The data indicates that, overall, White men and women as well as African American men and women are at general parity; Hispanic men and women are not at parity. Asian men and women, Pacific Islander men and women and American Indian and Alaskan Native men and women are also at parity or are reasonably close to being at parity. The overall parity evaluation does not eliminate the results of more detailed evaluations by occupational series and grades which may change the evaluation. Detailed workforce analysis is contained in Appendix C. HQ Department of the Army Page 9 of 98

10 Percentage 07 Percentage 08 Parity Evaluation 08 White Men 41.27% 41.24% Parity White Women 22.81% 22.63% Not at Parity African American Men 7.78% 7.85% Parity African American Women 9.26% 9.26% Parity Hispanic Men 3.88% 3.64% Hispanic Women 2.43% 2.25% Not at Parity Not at Parity Asian Men 2.33% 2.03% Parity Asian Women 2.09% 1.87% Parity Native American Men 0.56% 0.55% Parity Native American Women 0.37% 0.36% Parity Pacific Islander Men 0.18% 0.22% Parity Pacific Islander Women 0.19% 0.22% Parity Two or More Men 2.64% 3.02% Parity Two or More Women 4.20% 4.86% Parity Total Population % % HQ Department of the Army Page 10 of 98

11 Figure 3 MODEL PROGRAM SUMMARY Element 1. Demonstrated commitment from agency leadership: Strength: The Secretary and Chief of Staff co-signed the EEO policy statement and the (anti) Harassment policy statement for fiscal year 08. Deficiency: There are 19 Functional Chief Representatives (FCR). Unfortunately, we were not successful in scheduling and setting up a State of EEO briefing with them in FY08. We are presently working to meet with the FCRs to set up a State of EEO briefing and to continue the dialogue concerning diverse feeder groups in career programs. Element 2. Integration of EEO into the agency's strategic mission Strengths: The Army EEO program is aligned in accordance with 29 CFR 1614 in that the EEO Director reports directly to the Agency s most senior leadership at the departmental and local levels. The organizational information indicates that the EEO is aligned with the senior leadership of the Army and that he EEO program is under the direct and personal supervision of The Assistant Secretary of the Army (Manpower & Reserve Affairs) (ASA (M&RA). ASA (M&RA) mission is firmly grounded in statute and regulation. Title 10 of the United States Code establishes the ASA (M&RA) as an entity and provides the mission foundation and states that the ASA (M&RA) has as its principal duty "the overall supervision of manpower and reserve component affairs of the Department of the Army." The Headquarters, Department of Army, General Order No. 3 provides further detailed descriptions of ASA (M&RA)'s responsibilities. Per General Order No. 3 (dated July 9, 2002), ASA (M&RA) serves as the Army's lead for civilian and military manpower policy, human resources, the review of Soldier records, reserve/active component force structure policy, the Army-wide Equal Employment Opportunity Program, and other critical matters as part of the Army leadership. HQ Department of the Army Page 11 of 98

12 Organization Chart (As of 30 Sep 08) ASA (M&RA) Dir, Business Principal Deputy DASA DASA DASA DASA ARBA DASA ASA(M&RA) Assistant Sec. Army (Manpower & Reserve Affairs) DASA Deputy Assistant Secretary of the Army PO Personnel Oversight RR Recruitment and Retention TRM Training, Readiness and Mobilization FMMR Force Management Manpower and Resources ARBA Army Review Boards Agency EEO & CR Equal Employment Opportunity and Civil Rights Element 3. Management and program accountability Strengths: SES awards and selection require review by Office of the General Counsel, the SES Office, and the Assistant Secretary of the Army for Manpower and Reserve Affairs with staff action review the Deputy Assistant Secretary of the Army for EEO and Civil Rights. Applicant pool data was obtained for FY08 and integrated into this report. This corrected an ongoing deficiency. In addition, the EEO staff is included in the implementation of the applicant pool replacement technical solution. Funds are generally committed for the integration of EEO policies and principles into organizational changes. Local funding conditions govern the degree of expenditures, but as a general rule, commanders at all levels take active measures to insure that the EEO program has as much of the available resources as possible. HQ Department of the Army Page 12 of 98

13 All supervisors are required to support EEO principles as stated in the Army Standard Supervisory Objective under the National Security Personnel System. The MD 715 reporter software has been upgraded to include Lean Six Sigma Pareto charts that graphically show the level of programmatic compliance. Deficiencies: The Army EEO has not collected data related to the Army s review of findings to determine whether discipline is appropriate. The review of disability accommodation decisions/actions is conducted locally; therefore, there is no visibility of the reasonable accommodation request process. There is no agency-wide automated tracking system in place to bring visibility to these requests or to analyze the information. However, Army policy on Reasonable Accommodation was recently published for FY09 and this area is being addressed. Multiple entries for disability codes into DCPDS has not been completed. Element 4. Proactive prevention of unlawful discrimination Strength: Agency policies and practices support program operations. The program infrastructure, as expressed in Army regulations and policies, provides visibility to EEO programs and practices. Redress methods are taught at employee orientations for both civilian and military personnel as well as military and civilian supervisors and managers. Deficiency: fiscal year. Due to operational constraints, the EEO/FCR Task Force did not meet this Element 5. Efficiency Strength: Army EEO deployed an automated MD 715 reporting tool that significantly reduced the level of effort required to manage the MD 715 process based on model program elements. The application includes Army Installation Status Report (ISR) HQ Department of the Army Page 13 of 98

14 themed metrics display4, Pareto charts, data Tables and forms creation that allows year round program management. The usage rate is now averaging 85% per month which indicates that the EEO community has accepted the software as an integral part of program management. Deficiency: There is no EEOC guidance or assistance in addressing the issue of information data policy for the EEO community which would aid in standardizing EEO data requirements federal sector wide. The technical solution for the replacement of Resumix has not been certified by EEOC or the EEO community. Element 6. Responsiveness and Legal Compliance Strengths: EEO, HR, and Legal review Army senior executive leaders performance awards with recommendations to the Secretary of the Army for approval or denial. Army s EEO complaints are managed at each programmatic level. The agency authority for final agency decisions rests with the EEO Complaint Compliance Review Division. The operational report is included in the complaints analysis of this report. Deficiency: Timeliness and case oversight of EEO complaints remains an ongoing concern. The most notable development was the drastic reduction in the average days taken to a Final Agency Decision on the merits of a complaint without an Administrative Judge (AJ) decision. While not yet below the regulatory requirement of 60 days, the Army average in FY 2008 was just under 81 days, a reduction of nearly two-thirds from the FY 2006 average of 224 days. Strategy for FY 09 for the next period the EEOCR Office will develop initiatives to address the following action items: Continue with the implementation of a Model EEO program to provide the infrastructure necessary for the agency to achieve the ultimate goal of a discrimination free work environment, characterized by an atmosphere of inclusion and free and open competition for employment opportunities. 4 Installation Status Report (ISR) Theme : Green (100-90% Compliant), Yellow (89-70% Compliant), Red (less than 70% Compliant) HQ Department of the Army Page 14 of 98

15 Restart interaction with the Functional Chief Representatives of the Career Programs to address the representation of EEO groups in senior positions. Refine the combination of virtual assessment with onsite program evaluations at Army Commands (ACOM), Army Service Component Commands (ASCC), and Direct Reporting Agencies (DRU). Move towards progressive diversity program planning. Diversity is the result of an enabling environment embedded in programs, policies, and plans that enable each member to self actualize their potential towards mission accomplishment. It is an expression of leadership, supported by law and guidelines that result in processes that move the enterprise toward an inclusive process model. Further refine our analysis of applicant flow data to look at possible systemic/strategic triggers and work with subordinate commands in developing more focused analytical strategies. HQ Department of the Army Page 15 of 98

16 HQ Department of the Army Page 16 of 98

17 Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP Requires the agency head to issue written policy statements ensuring a workplace free of discriminatory harassment and a commitment to equal employment opportunity. Compliance Indicator EEO policy statements are up-to-date. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report The Agency Head was installed on 7/16/2007. The EEO policy statement was issued on 7/31/2008.Was the EEO policy Statement issued within 6-9 months of the installation of the Agency Head? If no, provide an explanation. The new EEO policy statement was issued by the new agency head approximately 12 months after installation. During the current Agency Head's tenure, has the EEO policy Statement been re-issued annually? If no, provide and explanation. Are new employees provided a copy of the EEO policy statement during orientation? When an employee is promoted into the supervisory ranks, is s/he provided a copy of the EEO policy statement? Compliance Indicator EEO policy statements have been communicated to all employees. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Have the heads of subordinate reporting components communicated support of all agency EEO policies through the ranks? Has the agency made written materials available to all employees and applicants, informing them of the variety of EEO programs and administrative and judicial remedial procedures available to them? Has the agency prominently posted such written materials in all personnel offices, EEO offices, and on the agency's internal website? [see 29 CFR Â (b)(5)] Compliance Indicator Measures Agency EEO policy is vigorously enforced by agency management. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are managers and supervisors evaluated on their commitment to agency EEO policies and principles, including their efforts to: resolve problems/disagreements and other conflicts in their respective work environments as they arise? address concerns, whether perceived or real, raised by employees and following-up with appropriate action to correct or eliminate tension in the workplace? HQ Department of the Army Page 17 of 98

18 support the agency's EEO program through allocation of mission personnel to participate in community out-reach and recruitment programs with private employers, public schools and universities? ensure full cooperation of employees under his/her supervision with EEO office officials such as EEO Counselors, EEO Investigators, etc.? ensure a workplace that is free from all forms of discrimination, harassment and retaliation? ensure that subordinate supervisors have effective managerial, communication and interpersonal skills in order to supervise most effectively in a workplace with diverse employees and avoid disputes arising from ineffective communications? ensure the provision of requested religious accommodations when such accommodations do not cause an undue hardship? ensure the provision of requested disability accommodations to qualified individuals with disabilities when such accommodations do not cause an undue hardship? Have all employees been informed about what behaviors are inappropriate in the workplace and that this behavior may result in disciplinary actions? Describe what means were utilized by the agency to so inform its workforce about the penalties for unacceptable behavior. Have the procedures for reasonable accommodation for individuals with disabilities been made readily available/accessible to all employees by disseminating such procedures during orientation of new employees and by making such procedures available on the World Wide Web or Internet? See Part H. Headquarters, Department of the Army-procedures were finalized March 19, 2009 Have managers and supervisor been trained on their responsibilities under the procedures for reasonable accommodation? In lieu of Department of the Army-level policy, subordinate Commands implemented their own policies. Essential Element B: INTEGRATION OF EEO INTO THE AGENCY'S STRATEGIC MISSION Requires that the agency's EEO programs be organized and structured to maintain a workplace that is free from discrimination in any of the agency's policies, procedures or practices and supports the agency's strategic mission. Compliance Indicator Measures The reporting structure for the EEO Program provides the Principal EEO Official with appropriate authority and resources to effectively carry out a successful EEO Program. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Is the EEO Director under the direct supervision of the agency head? [see 29 CFR Â (b)(4)] Are the duties and responsibilities of EEO officials clearly defined? Do the EEO officials have the knowledge, skills, and abilities to carry out the duties and responsibilities of their positions? If the agency has 2nd level reporting components, are there organizational charts that clearly define the reporting structure for EEO programs? HQ Department of the Army Page 18 of 98

19 If the agency has 2nd level reporting components, does the agency-wide EEO Director have authority for the EEO programs within the subordinate reporting components? If not, please describe how EEO program authority is delegated to subordinate reporting components. Compliance Indicator Measures The EEO Director and other EEO professional staff responsible for EEO programs have regular and effective means of informing the agency head and senior management officials of the status of EEO programs and are involved in, and consulted on, management/personnel actions. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the EEO Director/Officer have a regular and effective means of informing the agency head and other top management officials of the effectiveness, efficiency and legal compliance of the agency's EEO program? Following the submission of the immediately preceding FORM , did the EEO Director/Officer present to the head of the agency and other senior officials the "State of the Agency" briefing covering all components of the EEO report, including an assessment of the performance of the agency in each of the six elements of the Model EEO Program and a report on the progress of the agency in completing its barrier analysis including any barriers it identified and/or eliminated or reduced the impact of? A state of the Agency Brief will be given to the new ASA(M&RA) 31 Aug 09. Are EEO program officials present during agency deliberations prior to decisions regarding recruitment strategies, vacancy projections, succession planning, selections for training/career development opportunities, and other workforce changes? Does the agency consider whether any group of employees or applicants might be negatively impacted prior to making human resource decisions such as re-organizations and re-alignments? Are management/personnel policies, procedures and practices examined at regular intervals to assess whether there are hidden impediments to the realization of equality of opportunity for any group(s) of employees or applicants? [see 29 C.F.R. Â (b)(3)] Is the EEO Director included in the agency's strategic planning, especially the agency's human capital plan, regarding succession planning, training, etc., to ensure that EEO concerns are integrated into the agency's strategic mission? Compliance Indicator Measures The agency has committed sufficient human resources and budget allocations to its EEO programs to ensure successful operation. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the EEO Director have the authority and funding to ensure implementation of agency EEO action plans to improve EEO program efficiency and/or eliminate identified barriers to the realization of equality of opportunity? HQ Department of the Army Page 19 of 98

20 Are sufficient personnel resources allocated to the EEO Program to ensure that agency self-assessments and self-analyses prescribed by EEO MD-715 are conducted annually and to maintain an effective complaint processing system? Are statutory/regulatory EEO related Special Emphasis Programs sufficiently staffed? Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214; Title 5 CFR, Subpart B, Hispanic Employment Program - Title 5 CFR, Subpart B, People With Disabilities Program Manager; Selective Placement Program for Individuals With Disabilities - Section 501 of the Rehabilitation Act; Title 5 U.S.C. Subpart B, Chapter 31, Subchapter I-3102; 5 CFR (t) and (u); 5 CFR Are other agency special emphasis programs monitored by the EEO Office for coordination and compliance with EEO guidelines and principles, such as FEORP - 5 CFR 720; Veterans Employment Programs; and Black/African American; American Indian/Alaska Native, Asian American/Pacific Islander programs? Compliance Indicator The agency has committed sufficient budget to support the success of its EEO Programs. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are there sufficient resources to enable the agency to conduct a thorough barrier analysis of its workforce, including the provision of adequate data collection and tracking systems Is there sufficient budget allocated to all employees to utilize, when desired, all EEO programs, including the complaint processing program and ADR, and to make a request for reasonable accommodation? (Including subordinate level reporting components?) Has funding been secured for publication and distribution of EEO materials (e.g. harassment policies, EEO posters, reasonable accommodations procedures, etc.)? Is there a central fund or other mechanism for funding supplies, equipment and services necessary to provide disability accommodations? Does the agency fund major renovation projects to ensure timely compliance with Uniform Federal Accessibility Standards? Is the EEO Program allocated sufficient resources to train all employees on EEO Programs, including administrative and judicial remedial procedures available to employees? Is there sufficient funding to ensure the prominent posting of written materials in all personnel and EEO offices? [see 29 C.F.R. Â (b)(5)] Is there sufficient funding to ensure that all employees have access to this training and information? HQ Department of the Army Page 20 of 98

21 Is there sufficient funding to provide all managers and supervisors with training and periodic up-dates on their EEO responsibilities: for ensuring a workplace that is free from all forms of discrimination, including harassment and retaliation? to provide religious accommodations? to provide disability accommodations in accordance with the agency's written procedures? in the EEO discrimination complaint process? to participate in ADR? Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITY This element requires the Agency Head to hold all managers, supervisors, and EEO Officials responsible for the effective implementation of the agency's EEO Program and Plan. Compliance Indicator Measures EEO program officials advise and provide appropriate assistance to managers/supervisors about the status of EEO programs within each manager's or supervisor's area or responsibility. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are regular (monthly/quarterly/semi-annually) EEO updates provided to management/supervisory officials by EEO program officials? Do EEO program officials coordinate the development and implementation of EEO Plans with all appropriate agency managers to include Agency Counsel, Human Resource Officials, Finance, and the Chief information Officer? Compliance Indicator Measures The Human Resources Director and the EEO Director meet regularly to assess whether personnel programs, policies, and procedures are in conformity with instructions contained in EEOC management directives. [see 29 CFR Â (b)(3)] Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Have time-tables or schedules been established for the agency to review its Merit Promotion Program Policy and Procedures for systemic barriers that may be impeding full participation in promotion opportunities by all groups? Have time-tables or schedules been established for the agency to review its Employee Recognition Awards Program and Procedures for systemic barriers that may be impeding full participation in the program by all groups? Have time-tables or schedules been established for the agency to review its Employee Development/Training Programs for systemic barriers that may be impeding full participation in training opportunities by all groups? Compliance Indicator When findings of discrimination are made, the agency explores whether or not disciplinary Measure has been met For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM HQ Department of the Army Page 21 of 98

22 Measures actions should be taken. Yes No PART H to the agency s status report Does the agency have a disciplinary policy and/or a table of penalties that covers employees found to have committed discrimination? Have all employees, supervisors, and managers been informed as to the penalties for being found to perpetrate discriminatory behavior or for taking personnel actions based upon a prohibited basis? Has the agency, when appropriate, disciplined or sanctioned managers/supervisors or employees found to have discriminated over the past two years? If so, cite number found to have discriminated and list penalty /disciplinary action for each type of violation. See Part H. Army does not currently track this data. Does the agency promptly (within the established time frame) comply with EEOC, Merit Systems Protection Board, Federal Labor Relations Authority, labor arbitrators, and District Court orders? Does the agency review disability accommodation decisions/actions to ensure compliance with its written procedures and analyze the information tracked for trends, problems, etc.? Army policy published 19 Mar 09 will correct this. Essential Element D: PROACTIVE PREVENTION Requires that the agency head makes early efforts to prevent discriminatory actions and eliminate barriers to equal employment opportunity in the workplace. Compliance Indicator Analyses to identify and remove unnecessary barriers to employment are conducted throughout the year. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Do senior managers meet with and assist the EEO Director and/or other EEO Program Officials in the identification of barriers that may be impeding the realization of equal employment opportunity? We have re-initiated in FY09 meetings with all Career Program Functional Chief Representatives in reviewing demograohics, applicant flow data, training and developmental opportunity assignments for all careerists When barriers are identified, do senior managers develop and implement, with the assistance of the agency EEO office, agency EEO Action Plans to eliminate said barriers? Do senior managers successfully implement EEO Action Plans and incorporate the EEO Action Plan Objectives into agency strategic plans? Are trend analyses of workforce profiles conducted by race, national origin, sex and disability? Are trend analyses of the workforce's major occupations conducted by race, national origin, sex and disability? Are trends analyses of the workforce's grade level distribution conducted by race, national origin, sex and disability? Are trend analyses of the workforce's compensation and reward system conducted by race, national origin, sex and disability? HQ Department of the Army Page 22 of 98

23 Are trend analyses of the effects of management/personnel policies, procedures and practices conducted by race, national origin, sex and disability? Compliance Indicator The use of Alternative Dispute Resolution (ADR) is encouraged by senior management. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are all employees encouraged to use ADR? Is the participation of supervisors and managers in the ADR process required? Essential Element E: EFFICIENCY Requires that the agency head ensure that there are effective systems in place for evaluating the impact and effectiveness of the agency's EEO Programs as well as an efficient and fair dispute resolution process. Compliance Indicator The agency has sufficient staffing, funding, and authority to achieve the elimination of identified barriers. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the EEO Office employ personnel with adequate training and experience to conduct the analyses required by MD-715 and these instructions? Has the agency implemented an adequate data collection and analysis systems that permit tracking of the information required by MD-715 and these instructions? Applicant Pool data available Have sufficient resources been provided to conduct effective audits of field facilities' efforts to achieve a model EEO program and eliminate discrimination under Title VII and the Rehabilitation Act? Is there a designated agency official or other mechanism in place to coordinate or assist with processing requests for disability accommodations in all major components of the agency? Are 90% of accommodation requests processed within the time frame set forth in the agency procedures for reasonable accommodation? Data collection system was not in place for FY08 but are now in place (effective 19 Mar 09 with published policy) Compliance Indicator Measures The agency has an effective complaint tracking and monitoring system in place to increase the effectiveness of the agency's EEO Programs. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the agency use a complaint tracking and monitoring system that allows identification of the location, and status of complaints and length of time elapsed at each stage of the agency's complaint resolution process? Does the agency's tracking system identify the issues and bases of the complaints, the aggrieved individuals/complainants, the involved management officials and other information to analyze complaint activity and trends? HQ Department of the Army Page 23 of 98

24 Does the agency hold contractors accountable for delay in counseling and investigation processing times? If yes, briefly describe how: Does the agency monitor and ensure that new investigators, counselors, including contract and collateral duty investigators, receive the 32 hours of training required in accordance with EEO Management Directive MD-110? Does the agency monitor and ensure that experienced counselors, investigators, including contract and collateral duty investigators, receive the 8 hours of refresher training required on an annual basis in accordance with EEO Management Directive MD-110? Army does not use contractors for these functions. However, each Army organization has a contracting office that holds contractors accountable for service contract. Compliance Indicator Measures The agency has sufficient staffing, funding and authority to comply with the time frames in accordance with the EEOC (29 C.F.R. Part 1614) regulations for processing EEO complaints of employment discrimination. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are benchmarks in place that compare the agency's discrimination complaint processes with 29 C.F.R. Part 1614? Does the agency provide timely EEO counseling within 30 days of the initial request or within an agreed upon extension in writing, up to 60 days? Does the agency provide an aggrieved person with written notification of his/her rights and responsibilities in the EEO process in a timely fashion? Does the agency complete the investigations within the applicable prescribed time frame? When a complainant requests a final agency decision, does the agency issue the decision within 60 days of the request? When a complainant requests a hearing, does the agency immediately upon receipt of the request from the EEOC AJ forward the investigative file to the EEOC Hearing Office? When a settlement agreement is entered into, does the agency timely complete any obligations provided for in such agreements? Does the agency ensure timely compliance with EEOC AJ decisions which are not the subject of an appeal by the agency? Compliance Indicator Measures There is an efficient and fair dispute resolution process and effective systems for evaluating the impact and effectiveness of the agency's EEO complaint processing program. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report In accordance with 29 C.F.R. Â (b), has the agency established an ADR Program during the pre-complaint and formal complaint stages of the EEO process? HQ Department of the Army Page 24 of 98

25 Does the agency require all managers and supervisors to receive ADR training in accordance with EEOC (29 C.F.R. Part 1614) regulations, with emphasis on the federal government's interest in encouraging mutual resolution of disputes and the benefits associated with utilizing ADR? After the agency has offered ADR and the complainant has elected to participate in ADR, are the managers required to participate? Does the responsible management official directly involved in the dispute have settlement authority? Compliance Indicator The agency has effective systems in place for maintaining and evaluating the impact and effectiveness of its EEO programs. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the agency have a system of management controls in place to ensure the timely, accurate, complete and consistent reporting of EEO complaint data to the EEOC? Does the agency provide reasonable resources for the EEO complaint process to ensure efficient and successful operation in accordance with 29 C.F.R. Â (a)(1)? Does the agency EEO office have management controls in place to monitor and ensure that the data received from Human Resources is accurate, timely received, and contains all the required data elements for submitting annual reports to the EEOC? Do the agency's EEO programs address all of the laws enforced by the EEOC? Does the agency identify and monitor significant trends in complaint processing to determine whether the agency is meeting its obligations under Title VII and the Rehabilitation Act? Does the agency track recruitment efforts and analyze efforts to identify potential barriers in accordance with MD-715 standards? Does the agency consult with other agencies of similar size on the effectiveness of their EEO programs to identify best practices and share ideas? Compliance Indicator Measures The agency ensures that the investigation and adjudication function of its complaint resolution process are separate from its legal defense arm of agency or other offices with conflicting or competing interests. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Are legal sufficiency reviews of EEO matters handled by a functional unit that is separate and apart from the unit which handles agency representation in EEO complaints? Does the agency discrimination complaint process ensure a neutral adjudication function? HQ Department of the Army Page 25 of 98

26 If applicable, are processing time frames incorporated for the legal counsel's sufficiency review for timely processing of complaints? Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCE This element requires that federal agencies are in full compliance with EEO statutes and EEOC regulations, policy guidance, and other written instructions. Compliance Indicator Agency personnel are accountable for timely compliance with orders issued by EEOC Administrative Judges. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the agency have a system of management control to ensure that agency officials timely comply with any orders or directives issued by EEOC Administrative Judges? Compliance Indicator Measures The agency's system of management controls ensures that the agency timely completes all ordered corrective action and submits its compliance report to EEOC within 30 days of such completion. Measure has been met Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Does the agency have control over the payroll processing function of the agency? Are there steps in place to guarantee responsive, timely, and predictable processing of ordered monetary relief? Are procedures in place to promptly process other forms of ordered relief? The Defense Finance and Accounting Service is the proponent. Compliance Indicator Agency personnel are accountable for the timely completion of actions required to comply with orders of EEOC. Measure has been met Measures Yes No For all unmet measures, provide a brief explanation in the space below or complete and attach an EEOC FORM PART H to the agency s status report Is compliance with EEOC orders encompassed in the performance standards of any agency employees? If so, please identify the employees by title in the comments section, and state how performance is measured. Is the unit charged with the responsibility for compliance with EEOC orders located in the EEO office? If not, please identify the unit in which it is located, the number of employees in the unit, and their grade levels in the comments section. Have the involved employees received any formal training in EEO compliance? Does the agency promptly provide to the EEOC the following documentation for completing compliance: Attorney Fees: Copy of check issued for attorney fees and /or a narrative statement by an appropriate agency official, or agency payment order dating the dollar amount of attorney fees paid? HQ Department of the Army Page 26 of 98

27 Awards: A narrative statement by an appropriate agency official stating the dollar amount and the criteria used to calculate the award? Back Pay and Interest: Computer print-outs or payroll documents outlining gross back pay and interest, copy of any checks issued, narrative statement by an appropriate agency official of total monies paid? Compensatory Damages: The final agency decision and evidence of payment, if made? Training: Attendance roster at training session(s) or a narrative statement by an appropriate agency official confirming that specific persons or groups of persons attended training on a date certain? Personnel Actions (e.g., Reinstatement, Promotion, Hiring, Reassignment): Copies of SF-50s Posting of Notice of Violation: Original signed and dated notice reflecting the dates that the notice was posted. A copy of the notice will suffice if the original is not available. Supplemental Investigation: 1. Copy of letter to complainant acknowledging receipt from EEOC of remanded case. 2. Copy of letter to complainant transmitting the Report of Investigation (not the ROI itself unless specified). 3. Copy of request for a hearing (complainant's request or agency's transmittal letter). Final Agency Decision (FAD): FAD or copy of the complainant's request for a hearing. Restoration of Leave: Print-out or statement identifying the amount of leave restored, if applicable. If not, an explanation or statement. Civil Actions: A complete copy of the civil action complaint demonstrating same issues raised as in compliance matter. Settlement Agreements: Signed and dated agreement with specific dollar amounts, if applicable. Also, appropriate documentation of relief is provided. HQ Department of the Army Page 27 of 98

28 PART H EEO Plan To Attain the Essential Elements of a Model EEO Program FY 2008 AR STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY: OBJECTIVE: RESPONSIBLE OFFICIAL: Requires that the agency's EEO programs be organized and structured to maintain a workplace that is free from discrimination in any of the agency's policies, procedures or practices and supports the agency's strategic mission. Data systems for self assessment and barrier analysis have not been finalized. Deploy Applicant Pool reporting tool and Document Management System Director, EEO Modernization; Director, PECP-HRS-A DATE OBJECTIVE INITIATED: 3/2/2005 TARGET DATE FOR COMPLETION OF OBJECTIVE: 5/30/2007 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Submit requirements for development of applicant pool reporting tool 3/30/2005 Get approval from Configuration Control Board (CCB) for development of applicant pool reporting tool 4/27/2006 Provide reporting elements for functional review 3/28/2007 Finalize deployment of Applicant Pool Universe 7/31/2007 Review requirements for Document Management System (DMS) for EEO Complaint files 3/26/2007 Modify requirements for DMS 3/30/2007 Submit functional requirements to G6 8/30/2007 Update MD 715 Reporter based on NSPS requirements and new RNO codes 1/11/2007 Deploy MD 715 Reporter Army wide 8/28/2006 Submit requirements for updating data set to capture information on employees who have attended minority colleges 9/27/2004 Applicant Pool Data loaded into Business Objects 12/31/2008 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE Requirements for Applicant Pool universe submitted and are awaiting final development MD 715 reporter has been successfully deployed Army wide. Includes EEOC approved data tables and model program metrics. Training was successfully concluded and all MACOMS have been instructed in its use for FY 06. Application HQ Department of the Army Page 28 of 98

29 performed as required to assemble MD 715 Reports for all Army EEO offices Deployment of MD 715 Reported completed on-time Draft requirements for digitizing storage of EEO case files completed, awaiting technical review by G Draft requirements for online EEO training using distance learning have been initiated, awaiting final functional review Requirement to capture employee data such that Army can account for employees that graduated or attended Minority Colleges is on hold pending approval from Civilian Personnel Management Service (CPMS) Requirements submitted updating data set to capture information on employees who attended minority colleges No progress to data on creating applicant pool reporting tool. 12/31/2008 Applicant Pool data loaded into Business objects; standard HR data query tool. Although the data set has expected inconsistencies, the data was valid enough to use for analysis. HQ Department of the Army Page 29 of 98

30 PART H EEO Plan To Attain the Essential Elements of a Model EEO Program FY 2008 AR STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY: OBJECTIVE: RESPONSIBLE OFFICIAL: Requires that the agency head ensure that there are effective systems in place for evaluating the impact and effectiveness of the agency's EEO Programs as well as an efficient and fair dispute resolution process. Timely issuance of Final Agency Decisions outside of tolerance. To average less than sixty days for the issuance of a Final Agency Decision. Deputy for EEO Compliance and Complaints Review DATE OBJECTIVE INITIATED: 12/1/2008 TARGET DATE FOR COMPLETION OF OBJECTIVE: 12/1/2009 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Continue to reduce FAD processing time until the 60-day standard is achieved. 4/1/2009 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE The number of days it took the Army to issue FADs in FY 2008 increased to from in FY 2007 due to having less than half our normal compliment of analysts for the first half of the fiscal year. Two additional analysts and a lead analyst were hired in April 2008, and a third analyst returned from a posting abroad in July Since the arrival of the new analysts the monthly average for FAD processing time has dropped dramatically, from a high average of over 154 days in April 2008 to a current December 2008 average of 75 days. We anticipate dropping our monthly average below 60 days within in the next two to three months. HQ Department of the Army Page 30 of 98

31 PART H EEO Plan To Attain the Essential Elements of a Model EEO Program FY 2008 AR STATEMENT of MODEL PROGRAM ESSENTIAL ELEMENT DEFICIENCY: OBJECTIVE: RESPONSIBLE OFFICIAL: Requires that the agency's EEO programs be organized and structured to maintain a workplace that is free from discrimination in any of the agency's policies, procedures or practices and supports the agency's strategic mission.: Four Commands are non-compliant with 29 CFR (4)and EEOC Management Directive 110 Ch 1(III) Insure the alignment of EEO offices is compliant with EEOC requirements. Commanders, DASA EEO/CR DATE OBJECTIVE INITIATED: 11/1/2006 TARGET DATE FOR COMPLETION OF OBJECTIVE: 10/1/2008 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Form working group to examine the force alignment of EEO Army wide. 3/1/2007 Coordinate staff actions with applicable commanders to determine realignment issues 3/30/2007 Determine next step in alignment process 4/26/2007 Continue Review process 5/29/2009 Review EEO portion of Army Regulation 5- for Decision point 91 impact 3/2/2009 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE ASA M&RA reorganization to support oversight mission is being updated. This impacts alignment of EEO offices and subordinate missions. HQ Department of the Army Page 31 of 98

32 PART I EEO Plan To Eliminate Identified Barrier FY 2008, AR STATEMENT OF CONDITION THAT WAS A TRIGGER FOR A POTENTIAL BARRIER: The representation of EEO groups in career programs impacts the movement of EEO groups to senior positions. BARRIER ANALYSIS STATEMENT OF IDENTIFIED BARRIER: OBJECTIVE: RESPONSIBLE OFFICIAL: DATE OBJECTIVE INITIATED: The Impact of the implementation of NSPS on EEO groups has not been measured. The move from GS pay grades to NSPS pay bands means that the number of traditional promotions and other methods of employee movement have been changed. This will impact the definition of career development and how employee perceptions of success are managed. The movement within pay bands and the impact of pay pool activities have yet to be determined because of the staggered implementation of NSPS and the lack of guidance from EEOC. The implementation of NSPS will have an impact on the civilian workforce. The career paths previously used by members of EEO groups have been altered because of the elimination of pay grade standards and the implementation of pay bands. The definition of promotions remains, but the possibility of fewer promotions will impact career development. Measure the impact of NSPS on EEO groups within Career Programs. Deputy OSEP, Deputy CCR, MACOM EEOs 12/1/2004 TARGET DATE FOR COMPLETION OF OBJECTIVE: 12/1/2009 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Conduct statistical tests to examine NSPS changes on EEO groups 4/22/2008 Meet with EEOC to obtain MD 715 impact guidance relative to MD 715 reporting. 11/15/2007 Provide midyear report on MD 715 with focus on NSPS based information. 7/25/2008 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE : A Functional Career Representative's task force was established to meet quarterly to review progress toward barrier reductions. The next meeting is scheduled for : EEOC has not issued guidance relative to MD 715 and how reporting activities are to statistically frame their NSPS based results : Completed - Provide midyear report on MD 715 with focus on NSPS based information. The data elements for analysis of NSPS data is 95% completed, but actual NSPS program execution will not be done until Analysis of impact of NSPS will be accomplished by midyear : Provide PECP-HRS-A with functional requirements to support NSPS reporting under NSPS was completed. Not Completed -Conduct statistical tests to forecast NSPS changes on EEO groups - Not completed because payout of NSPS HQ Department of the Army Page 32 of 98

33 employees completion due no later than 31 January HQ Department of the Army Page 33 of 98

34 PART I EEO Plan To Eliminate Identified Barrier FY 2008, AR STATEMENT OF CONDITION THAT WAS A TRIGGER FOR A POTENTIAL BARRIER: EEO documentation is does not account for language differences of Army employees BARRIER ANALYSIS STATEMENT OF IDENTIFIED BARRIER: Army employees occupy a wide range of occupations and language groups. Although American English is widely used, the ability to communicate with employees and customers to insure understanding, particularly in the complaint process requires that EEO documents be provided in languages in common usage at the operational level EEO complaint process documents are not multilingual. OBJECTIVE: RESPONSIBLE OFFICIAL: DATE OBJECTIVE INITIATED: Provide EEO complaint and policy documentation in multilingual formats. Deputy OSEP 10/2/2006 TARGET DATE FOR COMPLETION OF OBJECTIVE: 1/30/2009 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Draft requirements to identify documents that can be converted 3/29/2007 Obtain technical solution and task order to begin document conversion. 6/29/2007 Assemble writing group to review and create master conversion documents 8/31/2007 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE : No action taken on this item. HQ Department of the Army Page 34 of 98

35 PART I EEO Plan To Eliminate Identified Barrier FY 2008, AR STATEMENT OF CONDITION THAT WAS A TRIGGER FOR A POTENTIAL BARRIER: Examination of applicant pool data indicated that application rates for all EEO groups except for White men was less than expected. BARRIER ANALYSIS STATEMENT OF IDENTIFIED BARRIER: When the job application rates were compared to the CLF, in varying degrees and categories, the number of applicants was below the expected number. This impacted referral and selection rates. The number of applications from EEO groups, other than White men, is less than expected. OBJECTIVE: RESPONSIBLE OFFICIAL: DATE OBJECTIVE INITIATED: Increase the number of applicants to exceed the expected application rate. USA G1 - HR, All EEO officers, FCRs 10/30/2008 TARGET DATE FOR COMPLETION OF OBJECTIVE: 10/30/2009 PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE (Must be specific) Create reporting requirements for operational EEO offices to analyze applicant data and identify applicant pool triggers and barriers 4/30/2009 Midterm report will be used to capture first applicant pool analysis. 7/9/2009 REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE : Applicant pool data tables added to MD 715 Reporter in order to distribute content based data analysis requirements. HQ Department of the Army Page 35 of 98

36 PART J Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities Part I Department of Agency Information 1. Agency 1. Headquarters United States Army 1.a. 2 nd Level Component 1.a. 1.b. 3 rd Level or lower 1.b. Part II Employment Trend and Special Recruitment for Individuals With Targeted Disabilities Enter Actual Number at the beginning of FY.... end of FY. Net Change Number % Number % Number % Total Work Force 217, % 231, % 13, % Reportable Disability 17, % 18, % % Targeted Disability* 1, % 1, % % * If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of change for the total workforce, a barrier analysis should be conducted (see below). 1. Total Number of Applications Received From Persons With Targeted Disabilities during the reporting period. 0 * If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of change for the total workforce, a barrier analysis should be conducted (see below). 2. Total Number of Selections of Individuals with Targeted Disabilities during the reporting period. 0 Part III Participation Rates In Agency Employment Programs Other Employment/Personnel Programs TOTAL Reportable Disability Targeted Disability Not Identified No Disability # % # % # % # % 3. Competitive Promotions 4. Non-Competitive Promotions 5. Employee Career Development Programs 5.a. Grades ,910 1, % % % 17, % % % % % 95,001 7, % % 1, % 86, , , % % 2, % 107, b.Grades , % % % 11,881 5.c. Grade 15/SES % % % % % % % HQ Department of the Army Page 36 of 98

37 6. Employee Recognition and Awards 6.a. Time-Off Awards (Total hrs awarded) 6.b. Cash Awards (total $$$ awarded) 6.c. Quality-Step Increase EEOC FORM Part J % % % % 25,046 2, % % % 21,801 90,124 7, % % 1, % 81, % % % % % % Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities Part IV Identification and Elimination of Barriers See Appendix C Part V Goals for Targeted Disabilities See Appendix C HQ Department of the Army Page 37 of 98

38 Appendix A Definitions The following definitions apply to Management Directive 715:Applicant: A person who applies for employment. Applicant Flow Data: Information reflecting characteristics of the pool of individuals applying for an employment opportunity. Barrier: An agency policy, principle, practice or condition that limits or tends to limit employment opportunities for members of a particular gender, race or ethnic background or for an individual (or individuals) based on disability status. Disability: For the purpose of statistics, recruitment, and targetedgoals, the number of employees in the workforce who have indicated having a disability on a Office of Personnel Management Standard Form (SF) 256. For all other purposes, the definition contained in 29 C.F.R applies. Civilian Labor Force (CLF): Persons 16 years of age and over, except those in the armed forces, who are employed or are unemployed and seeking work. EEO Groups: Members of groups protected under Title VII of the Civil Rights Act and other Federal guidelines. Includes: White Men, White Women, Black Men, Black Women, Hispanic Men, Hispanic Women, Asian Men, Asian Women, Native American Men, Native American Women, and Persons with Disabilities. Employees: Members of the agency's permanent or temporary work force, whether full or part-time and whether in competitive or excepted service positions. Employment Decision: Any decision affecting the terms and conditions of an individual's employment, including but not limited to hiring, promotion, demotion, disciplinary action and termination. Feeder Group or Pool: Occupational group(s) from which selections to a particular job are typically made. Federal Categories (Fed9): For the first time EEOC is requiring agencies to report their workforce data by aggregating it into nine employment categories. These categories are more consistent with those EEOC uses in private sector enforcement and will permit better analysis of trends in the federal workplace than previous categories used. The Commission has created a Census/OPM Occupation Cross-Classification Table by OPM Occupational Code (crosswalk) which assists agencies in determining the category in which to place a position through use of the position's OPM or SOC codes or the OPM or Census Occupation Title. The crosswalk may be accessed at the Commission's website: This crosswalk is intended as general guidance in cross-classifying OPM occupational codes to the EEO nine categories. Agencies are encouraged to contact EEOC with specific questions about what category might be appropriate for their particular occupations. The nine job category titles are: HQ Department of the Army Page 38 of 98

39 - Officials and Manager Occupations requiring administrative and managerial personnel who set broad policies, exercise overall responsibility for execution of these policies, and direct individual offices, programs, divisions or other units or special phases of an agency's operations. In the federal sector, this category is further broken out into four sub-categories: (1)Executive/Senior-Level,(2)Mid-Level,(3) First-Level and (4)Other. When an employee is classified as a supervisor or manager, that employee should be placed in the Officials and Managers category rather than in the category in the crosswalk that they would otherwise be placed in based on their OPM occupational code. Those employees classified as supervisors or managers who are at the GS-12 level or below should be placed in the First-Level sub-category of Officials and Managers, those at the GS-13 or 14 should be in the Mid-Level sub-category, and those at GS-15 or in the SES should be in the Executive/Senior-Level sub-category. An agency may also choose to place employees who have significant policy-making responsibilities, but do not supervise other employees, in these three sub-categories. The fourth sub-category, called "Other " contains employees in a number of different occupations which are primarily business, financial and administrative in nature, and do not have supervisory or significant policy responsibilities. For example, Administrative Officers (OPM Code 0341) are appropriately placed in the "Other " sub-category. - Professionals - Occupations requiring either college graduation or experience of such kind and amount as to provide a comparable background. Includes: accountants and auditors, airplane pilots and navigators, architects, artists, chemists, designers, dietitians, editors, engineers, lawyers, librarians, mathematicians, natural scientists, registered professional nurses, personnel and labor relations specialists, physical scientists, physicians, social scientists, teachers, surveyors and kindred workers. - Technicians - Occupations requiring a combination of basic scientific knowledge and manual skill which can be obtained through two years of post high school education, such as is offered in many technical institutes and junior colleges, or through equivalent on-the-job training. Includes: computer programmers, drafters, engineering aides, junior engineers, mathematical aides, licensed, practical or vocational nurses, photographers, radio operators, scientific assistants, technical illustrators, technicians (medical, dental, electronic, physical science), and kindred workers. - Sales - Occupations engaging wholly or primarily in direct selling. Includes: advertising agents and sales workers, insurance agents and brokers, real estate agents and brokers, stock and bond sales workers, demonstrators, sales workers and sales clerks, grocery clerks, and cashiers/checkers, and kindred workers. - Administrative Support Workers - Includes all clerical-type work regardless of level of difficulty, where the activities are predominantly non-manual though some manual work not directly involved with altering or transporting the products is included. Includes: bookkeepers, collectors (bills and accounts), messengers and office helpers, office machine operators (including computer), shipping and receiving clerks, stenographers, typists and secretaries, telegraph and telephone operators, legal assistants, and kindred workers. - Craft Workers(skilled) - Manual workers of relatively high skill level having a thorough and comprehensive knowledge of he processes involved in their work. Exercise considerable independent judgment and usually receive an extensive period of training. Includes: the building trades, hourly paid supervisors and lead operators who are not HQ Department of the Army Page 39 of 98

40 members of management, mechanics and repairers, skilled machining occupations, compositors and typesetters, electricians, engravers, painters (construction and maintenance), motion picture projectionists, pattern and model makers, stationary engineers, tailors, arts occupations, hand painters, coaters, bakers, decorating occupations, and kindred workers. - Operatives(semiskilled) - Workers who operate machine or processing equipment or perform other factory-type duties of intermediate skill level which can be mastered in a few weeks and require only limited training. Includes: apprentices (auto mechanics, plumbers, bricklayers, carpenters, electricians, machinists, mechanics, building trades, metalworking trades, printing trades, etc.), operatives, attendants (auto service and parking), blasters, chauffeurs, delivery workers, sewers and stitchers, dryers, furnace workers, heaters, laundry and dry cleaning operatives, milliners, mine operatives and laborers, motor operators, oilers and greasers (except auto), painters (manufactured articles), photographic process workers, truck and tractor drivers, knitting, looping, taping and weaving machine operators, welders and flame cutters, electrical and electronic equipment assemblers, butchers and meat cutters, inspectors, testers and graders, hand packers and packagers, and kindred workers. - Laborers (unskilled) - Workers in manual occupations which generally require no special training who perform elementary duties that may be learned in a few days and require the application of little or no independent judgment. Includes: garage laborers, car washers and greasers, grounds keepers and gardeners, farm workers, stevedores, wood choppers, laborers performing lifting, digging, mixing, loading and pulling operations, and kindred workers. - Service workers - Workers in both protective and non-protective service occupations. Includes: attendants (hospital and other institutions, professional and personal service, including nurses aides, and orderlies), barbers, char workers and cleaners, cooks, counter and fountain workers, elevator operators, firefighters and fire protection, guards, door-keepers, stewards, janitors, police officers and detectives, porters, waiters and waitresses, amusement and recreation facilities attendants, guides, ushers, public transportation attendants, and kindred workers. Fiscal Year: The period from October 1 of one year to September 30 of the following year. Goal : Under the Rehabilitation Act, an identifiable objective set by an agency to address or eliminate barriers to equal employment opportunity or to address the lingering effects of past discrimination. Major Occupations: Agency occupations that are mission related and heavily populated, relative to other occupations within the agency. Onsite Program Review: Visit by EEOC representatives to an agency to evaluate the agency's compliance with the terms of this Directive and/or to provide technical assistance. Reasonable Accommodation: Generally, any modification or adjustment to the work environment, or to the manner or circumstances under which work is customarily performed, that enables an individual with a disability to perform the essential functions of a position or enjoy equal benefits and privileges of employment as are enjoyed by similarly situated individuals without a disability. For a more complete definition, see 29 C.F.R (o). See also, EEOC's Enforcement Guidance on Reasonable Accommodation and HQ Department of the Army Page 40 of 98

41 Undue Hardship under the Americans with Disabilities Act, No (October 17, 2002). Relevant Labor Force: The source from which an agency draws or recruits applicants for employment or an internal selection such as a promotion. Section 501 Program: The affirmative program plan that each agency is required to maintain under Section 501 of the Rehabilitation Act to provide individuals with disabilities adequate hiring, placement, and advancement opportunities. Section 717 Program: The affirmative program of equal employment opportunity that each agency is required to maintain for all employees and applicants for employment under Section 717 of Title VII. Selection Procedure: Any employment policy or practice that is used as a basis for an employment decision. Special Recruitment Program: A program designed to monitor recruitment of, and track applications from, persons with targeted disabilities. Targeted Disabilities: Disabilities that the federal government, as a matter of policy, has identified for special emphasis in affirmative action programs. They are: 1) deafness; 2) blindness; 3) missing extremities; 4) partial paralysis; 5) complete paralysis; 6) convulsive disorders; 7) mental retardation; 8) mental illness; and 9) distortion of limb and/or spine. Technical Assistance: Training, assistance or guidance provided by the EEOC in writing, over the telephone or in person. Under representation: Result of conditions in which the representation of EEO groups is lower than expected. DATABASE NOTES 1. The data for this report reflects the organization as of 1 October The HR database of record, the Defense Civilian Personnel Data System (DCPDS), was used to obtain the data. It is recognized that the HR database contains anomalies that affect data reporting. The variance didn't appear severe enough to affect the calculations. 2. Applicant pool dataset is not available, limiting conclusions on data tables. 3. Manifested Imbalances and Conspicuous Absences (MICA) are the correct terms required by federal rulings to describe the term under representation". Manifested Imbalances indicate that although women and minorities are present, their representation is below the CLF. Conspicuous Absences refers to an absence of women and/or minorities. 4. Grade designations are the same ones used in DCPDS based on federal guidelines. Senior individuals are defined as those members of the Senior Executive Service or equivalent, such as all pay plans that start with an E, or I, pay plan ST and some positions in the AD category. Data for Pay plan E are excluded. 5. Because the HR data system has not been retooled to meet MD 715 requirements, and OPM has not issued an authorization for the retooling, many data points in the accompanying data tables will not consistently sum to the total Army workforce. This is especially true in HQ Department of the Army Page 41 of 98

42 the calculations for persons with disabilities. The reportable codes used by EEOC vary from those in the HR data system in that some codes were excluded. Because of this exclusion, many of the data tables will not sum to the total Army workforce. In addition, many of the tables that capture data on RNO groups, because of the variety of pay plans used in Army do not fit into the aspects of GS or Wage Grade equivalents. Therefore, many of those data points were excluded. HQ Department of the Army Page 42 of 98

43 Appendix B Tables HQ Department of the Army Page 43 of 98

44 Appendix C Supporting Documents Program Assessment The assessment of the Army s EEO program is based on the cumulative scores of reporting EEO offices in Army as they assessed their individual EEO programs; the scores are aggregated by command into an agency score and extracted from the MD 715 Reporter. The assessment is based on an implementation of a Balanced Score Card as framed in the Installation Status Report. The data in Appendix C Table 1 indicates the degree of improvement by command when the two year median of the self assessment scores is applied. As each command conducts its own self assessment, based on Form G and scores, the MD 715 software aggregates the scores for the past two years and calculated the median score for those years. The data in Figure Appendix C table 1 is an indication of the Army wide effort to move towards the implementation of the model EEO program as required by EEOC MD 715. Most commands are within 90% of compliance with the six essential elements required by EEOC. The commands below the norm report that their greatest challenge is within elements B and E which indicate challenges in programmatic integration with command programs and the efficiencies derived from that integration. The self assessment summary, Appendix C table 2, indicates that progress has been made in the implementation of each essential element with the greatest progress being made in element C (Management and Program Accountability), while the element requiring the most effort is element B (Integration of EEO into the Agency s Strategic mission). The other elements do not require as much attention as their scores have remained consistent over the years. The analysis of the Army s EEO program from Appendix C Table 3, indicates that while the Army s EEO program exerts substantial effort in all programmatic elements, that the areas of greatest deficiency are in element E (Efficiency) and element B (Integration of EEO into the Agency s Strategic mission). This is inferred from the 462 Report where of the complaint s process and in the areas that still require oversight based command and operational evaluations. The exertion to gain 13% improvements in the program management of element C (Management and Program Accountability) in Appendix C Table 3, are reflected in the low Pareto score for that element. Element E (Efficiency) is HQ Department of the Army Page 44 of 98

45 element that requires has most compliance measures and indicators and requires a greater level of activity to lower its deficiency rate. The Pareto data indicates that programmatic integration, element B, remains an enterprise wide challenge although improvements have been made. These issues center on inclusion of EEO staff members into the strategic deliberations of the operational and command decision making. The oversight task is to validate the data with follow on surveys and interactive activities to obtain more specific issues and develop corrective strategies. Workforce Analysis and Summary The demarcation between temporary and permanent employees, while set in policy, is transparent in today s civilian workforce. The implementation of policy and programs is such that regardless of an employee s career status, all members of the civilian workforce are affected by the implementation of civil rights policy and therefore have access to EEO services. Appendix C Tables 4 and 5 show general population data. The applicant data shown in Appendix C Table 6 indicates that White men constitute the largest applicant population followed by White women, African American women/men and Hispanic men and women. When the number of applicants is distributed based on the CLF, the number of persons expected to apply from each group is also shown in Appendix C Table 6. Percentages are shown at Appendix C Table 7. The number selected is shown in Appendix C, Table 8. The number expected to apply, based on the CLF for the individual group indicates that while the number of White men as well as African American men and women applying for positions meets expectations when compared to the CLF, the number of expected applications from members of other groups, especially Hispanic men and women, varies from their expected numbers. The variations may be due to a number of context driven factors such as those identified by the US Merit Systems Protection Board (MSPB) report on Hispanic representation in the federal government 5. This report states that demographic issues have a significant impact on the representation of Hispanics in the federal workforce; the Army population of Hispanic employees may be impacted by similar factors. Army EEO offices will be asked to examine their applicant pool data to determine the impact of geographic issues on the organization. 5 Achieving a Representative Federal Workforce: Addressing the Barriers to Hispanic Participation, US MSPB September 1997 HQ Department of the Army Page 45 of 98

46 An examination of Appendix C, Table 9 indicates that the application rate for most groups except for white women is comparable to their representation in the CLF. This indicates that, in general terms, the rate of applications is not outside of what would be expected relative to the overall Civilian Labor Force statistic. The relationship between the number of individuals who apply and are referred are similar enough that the referral rate relationship can be compared with the Civilian Labor Force statistics to determine if the referral rate is sufficient. The following information discusses the applicant pool data differentiated by EEOC categories. The data analysis was limited to those EEOC categories of over 100K applicants. In the event that the number of applicants is less than expected, Army EEO offices will be tasked to examine their applicant pool data in context and identify barriers for each group within specified categories such as occupational series and groupings. Applicant Pool Analysis and Summary The general applicant pool analysis indicates that for the most part, the number of applicants expected, based on their representation in the Civilian Labor Force, is within acceptable statistical ranges. Drawing inferential conclusions based on the general applicant population does not control for the differentiation in occupational categories or the impact of geographical factors. However, the data does describe the connection between the workforce demographics and the pool of persons applying for jobs. The first conclusion is that the number of persons applying for positions has a direct impact on the pool of persons selected. This is evidenced by the data that shows that White men dominate the number of those selected because White men are the overwhelming majority of applicants and their number usually exceeded the number of applicants expected to apply. This is not surprising since the general CLF indicates that White men are 39% of the CLF, the highest CLF statistic, and men are 53% of the CLF statistic. This creates a demographic phenomena centered on the idea that workforce is impacted by the number of persons selected; the number of selections is impacted by the sheer number of those who apply. The sheer size of the applicant pool of White men does not control for applicant quality as evident by the ratio of those groups that had applied who were referred. In some cases, the ratios of those who applied and were referred exceed the ratio of White Men who were referred in that category. The occupational series that constitute the EEOC categories are the variables that impact the size of the applicant pool. Some EEOC HQ Department of the Army Page 46 of 98

47 categories had a median number of applicants much smaller than other; this validates the idea that the mass of applicants are located in the managerial, professional and administration categories. The data does not control for the impact of geographical and organizational factors that would alter the conclusions when the data is deconstructed from its total aggregations. The general applicant data indicates that in FY 2008, there were more than 4 million applicant records. When the applicant data is further delineated by the EEOC Categories, the domination of White men in the applicant pool is impacted by the types of positions contained within those categories. With a data set of this size and the demographic distribution of the workforce, the susceptibility of the selection process to interpersonal forces is significantly decreased; the applicant pool tends to align itself around the CLF. This means that groups with smaller CLF statistics are impacted by larger groups. As the MSPB study pointed out, the broad strategic view and the region and local view are often conflicted. The most significant conclusion is that the size of the applicant pool matters and the choices managers make through the implementation of diversity efforts has a direct and long termed impact on the statistical distribution of the workforce. Officials and Managers Category The total number of applicants in the category of Officials and Managers is 595,130 applicants. The data contained in Appendix C Table 10 shows the overall applicant pool differentiated by EEOC categories while the data for positions classified as Officials and Managers shown in Appendix C 11 and 12 indicates that the overall percentage of White men expected to apply for positions within the Officials and Managers category is less than the expected number although White men are the largest group of applicants followed by White women. Future analysis categorized by grade or band rankings could possibly yield a different result. The number of African American men and women applicants is above the expected number of applicants as is the number of men in the other racial categories. The number of women applicants in the smaller racial groups is less than expected. The data in Appendix C Table 13 and 14 shows the ratio of those who applied for positions and were referred and the ratio of those who were referred who were selected. The applied to referral ratio indicates that the ratio of women who applied were referred at a higher rate than the ratio of men who applied and were referred. Only White men were HQ Department of the Army Page 47 of 98

48 selected at a rate higher than their corresponding selection rate for women. The selection rate does not control for the complexity of series and grades/bands which may indicate a different selection rate. However, the differences between the percentage of those who applied and those who were referred show few significant differences. Within this category, Hispanic women as well as Pacific Islander women had the highest ratio of those who were referred and selected. Professional Category The number of applicants in the Professionals Category is 431,806, which is lower than the number of applications received from the Officials and Managers category. The data in Appendix C Table 15 indicates that the number of White men and women in the Professionals category who applied for positions is less than expected, although the number of African American men and women, as well as Hispanic men, Asian men, Pacific Islander men, Native American men and women, is greater than expected. White men constitute the largest number of applicants and overall, the White men are the largest number of persons selected followed by White women. The number of Hispanic men applicants exceeds their expected number, but the number of Hispanic women applicants does not. The data for occupations that impact this category will be further examined to determine anomalies or barriers. Although the data indicates that certain groups have a higher rate of applicants than expected, the data in Appendix C Tables shows that the ratio of Asian men who applied for positions and were referred for selection was higher than the ratio for other groups although the number of applicants from other groups was higher. Conversely, the ratio of Asian men who were referred and subsequently selected was one of the lower ratios of those referred who were selected although the distribution of Asian men selected was the fourth highest. Administrative Support Category The number of applicants in the Administrative Support Category is 578,247 applicants. The number of women who applied for positions was greater than the number of men as shown in Appendix C Table 18. Although the number of White men who applied for positions in this category was less than expected, the number of African American men was greater than expected. The number of White women was less than expected, but the number of African American and Asian women was greater than expected. The expectation for members of other groups was within expected parameters. HQ Department of the Army Page 48 of 98

49 Within this EEOC group, the overall ratios of those who applied and were referred show no significant differences as shown in Appendix C table 19. The ratio of those that were selected, based on being referred, indicates that the women s group s entire ratio was higher than their male counterparts although the selection rate of White men was higher than any group except for the selection rate of White and African American women as shown in Appendix C table 20. Operatives Category The number of applicants in the Operatives Category is 100,606. The data in Appendix C Table 21 indicates that the overall numbers of applicants for these jobs are dominated by White and African American men, while most of the women s groups applying for these positions are less than the expected rate. White men are the largest group of applicants followed by African American men. Craft Workers Category The number of applicants in the Craft Workers Category is 184, 375. The number of Hispanic men and women as well as the number of Asian men and Pacific Islander women is well below the expected number as shown in Appendix C Table 22. The majority of applicants are White, African American and Hispanic men. Of those individuals who applied and were referred, Asian men, followed by White and African American men had the highest distribution. Asian men who applied, comprised the highest percentage of applicants selected, although White men were the largest group selected. Disability Category The number of persons with disabilities who applied for Army positions was 216,846 of the 1,869,726 or 10% of the applicants who could be identified with a disability. The number of persons with disabilities expected to apply is 146, 060, so the number of applicants with disabilities is higher than expected. The number of persons with targeted disabilities who were expected to apply is 41, 731; the number of applicants with targeted disabilities was 13,001. The Army did not meet its goal of 2% of the applicant pool with persons with targeted disabilities at Appendix C Table 23. HQ Department of the Army Page 49 of 98

50 Black Employment Program Outreach and Special Emphasis Programs The Department of the Army Black Employment Program (BEP) provides guidance to identify barriers to upward mobility for Blacks within the workforce and creates proactive initiatives for improving the representation of Blacks throughout the Army. Additionally, the DA BEP has worked closely with DOD and the DA Minority College Relations Program Director to increase awareness of opportunities for employment with the Department of the Army; communicate current employment, education, health and the economic status of Blacks to affinity groups; and to develop partnerships with Historical Black Colleges and Universities (HBCUs). The DA, Director, Black Employment Program conducted a department forum at the Blacks in Government Training Conference in New Orleans, LA. The forum was a huge success with 160 or more attendees from the DOD, Army and other federal agencies. The topics that were discussed were on leadership, joining and working with community organizations and investing in one s career. Additionally, to assist with recruiting and awareness efforts, the Army set up booths for military and civilian employment opportunities at events sponsored by various nationally recognized African American organizations such as the NAACP, Blacks in Government, Black Engineer of the Year Awards, among others. African Americans comprise 44,411 or 15.0% of the total workforce, compared to the CLF for African Americans of 10.50%. The overall African American workforce declined by 781 employees, while the permanent workforce increased by 3,074 employees. In the temporary workforce, there was a decline of 39 African American males and an increase of 65 African American females. African Americans that are employed in the Non-Appropriated Fund personnel system declined by 742 (males 274 and females 468). The Non-Appropriated Fund positions have a high number of turnovers in the workforce because some of the work is seasonal (life guards, food service operators, housekeepers, etc). In the ten most populous occupations, African American men and women are at parity or below parity with the CLF. In FY 2008 there was an overall increase in Senior Executive Service (SES) positions for African American men from five in FY 2007 to six in FY 2008, but the representation is below the CLF of 2.80%. African American women SES decreased from three to one in FY There was no change in the representation of African HQ Department of the Army Page 50 of 98

51 Americans in both genders in the Scientific Technology and Intelligence Professionals series. In General Schedule (GS) positions, the overall representation remained the same in grade levels 15, 14, 9, and 7 while the representation increased in GS grades 13 (0.84%),12 (0.85%), 11 (0.54%), 4 (1.67%), and 3 (4.72%). The representation decreased in GS grades 10 (-1.76%), 8 (-2.18%), 6 (-0.78%), 5 (-0.49%), 2 (- 2.28%), and 1 (-3.48%). Within the data for the NSPS and demonstration projects, the data for African Americans in Pay Band 5 remained the same as FY 2007 at 3.84%, while there were slight increases in Pay Bands 4 through 1. The population of African American employees increased in seven of the EEOC categories. The representation in two categories, sales workers and laborers and helpers increased by 2.11% and 2.05% respectively from the previous fiscal year. There was a very small decrease in the African American representation in the Craft Workers and Operatives categories. The number of external accessions decreased from 18.67% to 17.85% in FY There was also an increase of 1.30% of African Americans that were promoted in FY 2008 compared to 2007 data. American Indian/Native Alaskan Employment Program The outreach efforts for Tribal Colleges and Universities (TCUs) have been successful as the Army continues coordinating with these organizations. It is anticipated that TCUs will become a major source of new employees for the Army. One initiative was the Workforce Recruitment Program for College Students with Disabilities which aided in the recruitment of one American Indian and Alaskan Native in The population of American Indian/Alaskan Native (AI/AN) comprise 2,369 or 1.0% of the workforce. When compared to the CLF, this group is at parity. In FY 2008, there was an increase of 99 American Indian/Alaskan Native permanent employees (74 males and 25 females). In the most populous occupations, American Indian/Alaskan Native men and women are at parity with the exception of American Indian/ Alaskan Native women who are below the CLF in series 0203 Human Resources Assistant, There are no American Indian/Alaskan Native employees in the Senior Executive Service. In comparing the FY 2007 data with that of the FY 2008, in the General Schedule (GS), American Indians/Alaskan Native overall representation remained the same in grade levels 11, 10, 05, and 03. Their representation increased in the GS grades of 14 (0.14%), and 08 (0.42%). The representation of American Indian/Alaskan Native decreased in the GS grades 15, 13, 12, 09, 07, 06, 04, 02, and 01 in the Army workforce. HQ Department of the Army Page 51 of 98

52 The NSPS and demonstration projects Pay Band, American Indian/Alaskan Native representation had a slight increase in Pay Band 3. There was a small decline in their representation in Pay Bands 4, 2, and 1. The representation of American Indian/Alaskan Native employees increased in six of the nine EEOC categories. There was a very small decrease of American Indian/Alaskan Native representation in the Official & Managers, Professionals, Administrative Support, and Operatives categories. There was an increase of 0.08% of American Indian/Alaskan Native employees who were promoted when compared to 2008 data. Asian/Native Hawaiian or Other Pacific Islander Employment Program The success of the Department of the Army Asian American and Pacific Islander (AA/PI) Employment Program is due to an emphasis on providing technical advice and direction to Asian American and Pacific Islander employment organizations that directly impact career development. Consequently, Army EEO offices are directed to insure that the AA/PI employment issues are made visible and that interactions with AA/PI employees are sensitive and aware of cultural differences that exist within the 43 nations that comprise this ethnic group. The guidelines and operational aspects focus on educating the workforce about the diversity and historical factors impacting AA/PI employees. This is markedly different from other observances. The feedback received reveals that the focus on addressing stereotypes has improved the professional interaction between AA/PI employees and the workforce. Asian/Native Hawaiian or Other Pacific Islander employees comprise a combined workforce of 11,251 or 4.34% of the workforce 6. In FY 2008, the permanent Asian/Native Hawaiian or Other Pacific Islander workforce increased by 432 employees (187 males and 245 females). In the most populous occupations, Asian/Native Hawaiian or Other Pacific Islander men and women are at parity with the CLF for Human Resources Assistant, Contracting and Heavy Mobile Equipment. The representation of Asian/Native Hawaiian or Other Pacific Islander males in the Army s workforce decreased when compared to the CLF for Miscellaneous Clerk & Assistant, Management & Program Analysis, Civil Engineering, and Nurses (Add chart below). Both (males and females) Asian/Native Hawaiian or 6 For the purpose of this analysis we have combined the Asian and the Native Hawaiian or Other Pacific Islander population together due to their small number in the workforce. HQ Department of the Army Page 52 of 98

53 Other Pacific Islander representation also declined in Miscellaneous Administration and Program, Logistic Management and Information Technology Management. In the SES, there are six (four males, two females) Asian/Native Hawaiian or Other Pacific Islanders. In the Scientific Technology (ST) category the representation of Asian/Native Hawaiian or Other Pacific Islander in the Army s workforce (12.82% males and 2.56% females) is above the CLF, 2.10% males and 1.30% respectively. There is no Asian/Native Hawaiian or Other Pacific Islander representation in the Intelligence Professional category. In comparing the FY 2007 data with the FY 2008, in the category of General Schedule (GS), Asian/Native Hawaiian or Other Pacific Islander overall representation increased in the GS grades 15, 14, 13, 12, 10, 08, 07, 06, 04, and 03. The representation of Asian/Native Hawaiian or Other Pacific Islander decreased in the GS grades 11, 09, 05, 02, and 01 in the Army workforce. In the NSPS and Demonstration Projects pay band positions, Asian/Native Hawaiian, or Other Pacific Islander increased in pay bands 6 and 4 but remained the same in pay band 5. There was a decline in their representation in Pay Bands 3 (-.10%), 2 (0.61%), and 1 (1.25%). The representation of Asian/Native Hawaiian or Other Pacific Islanders increased in two EEOC categories: Technicians and Service Workers. There was a decrease of Asian/Native Hawaiian or Other Pacific Islander representation in the seven categories of Official & Managers, Professionals, Sales Workers, Administrative Support, Craft Workers, Operatives categories, and Labor & Helpers. The external Accessions decreased from FY 2007, 3.40% to 3.27% in FY There was an increase of 0.17% of Asian/Native Hawaiian or Other Pacific Islander employees who were promoted in FY 2008 (3.77%) compared to 2007 (3.60%) data. Hispanic Employment Program In FY 2008, the DA Director of the Hispanic Employment Program participated in several DOD outreach activities, for example, at the National IMAGE, Inc DOD Forum, League of United Latin American Citizens (LULAC) DOD Military Awards Breakfast, National Organization of Mexican American Rights, and the Hispanic Youth Symposium. The Army also had recruitment and exhibit booths in the national organization mentioned above. The Department of the Army Hispanic workforce participated in the first Hispanic Community Career Advancement Summit, hosted by the HQ Department of the Army Page 53 of 98

54 Department of Labor. The training and information that was provided during the Summit was exceptional. The Army was a member of the steering committee and participated in the discussion, planning, and establishment of milestones to implement the Interagency Hispanic Career Advancement Summit. The Summit workshop topics focused on leadership skills such as: Executive Core Qualifications (ECQs) Leading Change, Leading People, Results Driven, Business Acumen, Building Coalitions; Executive Order 13434, National Security Professional Development (promoting education, training and experience for national security positions in executive departments/ agencies); training for managers and supervisors; Generational Tracks and Culture and Diversity. Hispanics comprise of 15, 273 or 6.06% of the workforce. In comparing the CLF for Hispanics of 10.8% with the Army s Hispanic workforce of 6.06%, Hispanics are underrepresented. In FY 2008, the Hispanic male population declined by 47 employees, but the Hispanic women increase by 63 employees. In FY 2008, the percentage of Hispanics in the SES (ES, ST, and IP) remained the same as FY 2007 at 1.0%. In comparing the FY 2007 data with that of the FY 2008, in the General Schedule (GS) categories pay grades, the number of Hispanic employees increased in grades 8(0.22%), 6 (0.53%), 3 (0.45%). The Hispanics representation decreased in the GS-15 (-0.56%), 14 (-0.60%), 13 (-1.03%), 10 (-0.81%), 5 (-1.0%), 4 (-1.02%), and 2 (-1.76%). In the NSPS and demonstration projects pay bands, the representation of Hispanics in pay band 5 remained the same as FY 2007 at 4.61%. There was an increase in the number of Hispanic employees of 0.44% in pay band 3, while the population decreased in pay bands 4 (-0.25%), 2 (-0.29%), and 1 (-1.12%). Hispanics increased in EEOC category Laborers and Helpers from 4.28% from FY 2007 to 5.31% in FY There were slight decreases in Hispanic representation from the FY 2007 and FY 2008 data in Officials and Managers (-0.21%), Professionals (-0.25%), Technicians (- 0.40%), Administrative Support Workers (- 0.45%), and Service Workers (-0.17%). A large decrease of the Hispanic workforce representation occurred in three categories: Sales Workers (-1.89%), Craft Workers (-1.02%), and Operatives (-3.05%). The Hispanic workforce in the Army decreased slightly in the External Accessions from the FY 2007 data by There was a substantial decrease for Hispanics in the Separation category in FY 2008 (4.74%) compared to the same category in FY 2007 (7.54%). HQ Department of the Army Page 54 of 98

55 FEDERAL WOMEN S PROGRAM Department of the Army s (DA) Federal Women s Program (FWP) provides guidance to improve the representation of women in the general workforce and the under representation of women at senior level positions. Women comprise 38.67% of the workforce, an increase of 19%. However, Army is below general parity with the civilian labor force (CLF) which is 46.8%. Army exceeds Department of Defense (DOD) representation of women at 35.5%. In The number of women in Senior Executive Service (SES) decreased from previous years to 19.55% from the previous year s representation of 19.68%. Women are not at parity in the SES when compared to the CLF s In FY 08, Women accounted for 40.71% of all external accessions and 43.60% of all separations. A closer review of separations should examine the reasons women separate from DA (i.e. are these adverse separations and/or opportunities for promotions outside the agency.) The most commonly received award Women received in DA is the Performance Award and women represent 39.71% of the recipients. In the top ten most populous occupations, women s representation in comparison with the CLF is shown below: Series CLF Dept of Army % 301 Miscellaneous Administration & Programs Males 43.40% Females 56.60% Males 62.54% Females 37.45% 303-Miscellaneous Clerk & Assistant 2210 Information Technology Management 346 Logistics Management 26.60% 73.40% 31.74% 68.25% 66.80% 33.20% 68.13% 31.86% 65.10% 34.90% 67.26% 32.73% HQ Department of the Army Page 55 of 98

56 Series CLF Dept of Army % 343 Management and Program Analysis 5803 Heavy Mobile Equipment 61.40% 38.60% 35.75% 64.24% 99.10% 1.00% 96.09% 3.90% 1102 Contracting 47.00% 53.00% 39.05% 60.94% 810 Civil Engineering 203 Human Resource Assistance 89.90% 10.10% % 15.75% 18.90% 81.00% 31.07% % 610 Nurse 7.60% 92.40% 12.99% 87.00% In comparing the FY 2007 data with that of the FY 2008, in the category of General Schedule (GS), women s overall representation increased in the following GS grades 15, 14, 13, 12 and 11. The representation of women decreased in the GS grades 10, 8, 6, 5, 2, and 1 in the Army workforce. The causes for the increase and decrease require further study to determine if any local barriers exist for women in these occupational series In the Department of the Army, women increased their representation in six categories in the Federal 9 Occupations; Professionals, Technicians, Operatives, Laborers and Helpers, Service Workers. Their representation in three categories experienced an decrease; Officials and Managers, Craft Workers and Sales Workers. Federally Employed Women s Conference 08 Department of the Army sponsored its annual forum in conjunction with the Federally Employed Women s (FEW) National Training Program (NTP). FEW is a private, non-profit organization founded in 1968 shortly after Executive Order (EO) was issued to add HQ Department of the Army Page 56 of 98

57 added sex-discrimination to the list of prohibited discrimination within the Federal Government. FEW is a membership organization working for the elimination of sexual harassment and the advancement of women in the government. Their current initiatives involve, Compliance, Diversity, Legislative and Training. COMPLIANCE For the purposes of FEW, the term in its broadest meaning is conformance on the part of a federal department, agency, or subordinate agency with existing laws pertaining to the administration of the Equal Employment Opportunity (EEO) Program and the Federal Personnel System. FEW is primarily concerned with the regulations and compliance with these laws by monitoring agency and local activity programs and in providing guidance to FEW members and other employees. DIVERSITY Because minority women have historically suffered the double discrimination of sex and racial/national origin, FEW recognized the need to establish a policy to assist the National President. This policy would assist in paving the way for promoting better understanding and recommending change that would make FEW more responsive to the needs of minority members. Legislation FEW supports the premise that analysis of proposed legislation designed to eliminate discrimination against women employed in government should receive top priority. However, it is increasingly important to support legislation that affects the status of women as a class, whether or not federally employed. Training The educational policy of FEW is to fulfill the purposes stated in Article II of the Bylaws through research and development of appropriate programs and materials; and promotion of the effective use of such programs and materials. This is a continuing commitment to offer a valuable career development and leadership training program through national, regional, and local FEW meetings, seminars, and conferences to each member and prospective member. HQ Department of the Army Page 57 of 98

58 The 2008 Department of the Army -Wide Forum for FEW was held on 14 July 2008, at the Hilton Anaheim Hotel in Anaheim, CA. The DA forum has been traditionally held in conjunction with the conference. The theme for 2008 was Moving On, Moving Up. The objective for this year s three hour annual workshop was to address current initiatives for the Federal Women s Program (FWP) and examine statistical trends and employment concerns for women within Department of the Army. A program booklet was designed highlighting all women who are in the Senior Executive Service (SES) and General Officers within DA. The program booklet was used to recognize the nomination of General Ann E. Dunwoody to the rank of four-star General, the first woman in U.S. military history to attain this rank. Forty five personnel attended the DA forum. The guest presenter was Major General Carla G. Hawley-Bowland, Commander of the US Army North Atlantic Regional Medical Command/Walter Reed Army Medical Command. She presented a 36 slide presentation on A History of Women in the Military focusing on the various conflicts and women s progression and recognition throughout history. In addition, MG Hawley-Bowland presented a segment entitled The Front Lines of Healing which focused on the role and innovation of military hospitals throughout Department of the Army. She concluded her presentation with an overview of her career in the military and her career progression to the General Officer ranks. The second part of the DA Forum focused on panelists giving presentations on career success and a Best Practice overview that highlighted the accomplishments of three model FWP/SEP Programs in Department of the Army: US Army Special Operations (USASOC) Presenter, Ms. Lisa Berry Distinguishing between EEO Special Emphasis Programs and EO Observances. Sample Workshop Guide Community & Educational Outreach as EEO Initiatives US Medical Command (MEDCOM) Presenter, Ms. Carmen Lopez Provided a comprehensive 35 question FWP Evaluation Checklist to monitor program efficiency Incorporating MD 715 to Implement an Effective FWP Program Evaluating SEP and FWP s from a MEDCOM perspective HQ Department of the Army Page 58 of 98

59 Office of the Assistant Secretary of the Army Presenter, Ms. Beatrice Bernfeld Enhance opportunities for an efficient and effective use of MD 715 Training (i.e. Observances, Lunch n Learns, Process and Procedures & Continuing Education) Advancement (i.e. Barrier Analysis &Learn the Process) DA Overview of FWP Program Presenter Ms. Angela Love Objectives, Vision & Legal Authorities for FWP Roles and Responsibilities of SEP/FWP 22 slide Overview of Women s Representation in DA to include Awards, Supervisory Positions and College Education. Army s participation was consistent with two of the seven goals for Manpower and Reserve Affairs: Recruit, retain and support a capable, diverse, adaptive and high quality Army: military and civilian. Train and educate Army soldiers, leaders and civilians. Insure the ASA (M&RA) workforce is an assertive, diverse, highly-skilled, cohesive team prepared to meet the Army s human capital challenges, today and tomorrow. We recommend the continued support and participation in FEW--the only national organization dedicated to promoting equality for women and addressing their concerns in the Federal workforce. Individuals with Disabilities (IWD) Program The Army s efforts to increase employment opportunities for IWD were recognized by the Department of Defense for The Army was the recipient of the DoD Best Disability Program Award for 2008 as efforts to increase opportunities within the Army continues. In the Department of the Army IWD Program, the data indicates that participation rates of persons with targeted disabilities are less than expected. There was a 5.78% increase in the employment of persons with disabilities (PWD). The population HQ Department of the Army Page 59 of 98

60 increased by 1,233 PWD with a minor increase of 0.73% of individuals with targeted disabilities. Major proactive initiatives to address this low percentage include increased marketing and use of the DOD centrally funded Workforce Recruitment Program for College Students with Targeted Disabilities as a recruitment source. We also ensure recruiters, managers, supervisors, IWD Program Managers, and selecting officials are aware of the special appointment authorities, i.e., Schedule A, Disabled Veterans, internships, etc., for hiring. We actively pursue higher visibility and achievements of IWD program objectives; continued establishment of liaison relationship with Historically Black, Hispanic Serving and American Indian Tribal Colleges and Universities Programs to ensure needs and skills of individuals with disabilities are included for employment consideration. Further, we continued development and presentation of awareness training for employees, managers, and supervisors to ensure commitment to issues affecting IWD full participation as well as participated in the implementation of the wounded service member programs to provide civilian employment opportunities to severely disabled returning Soldiers. We actively marketed reasonable accommodations options and the availability of Computer/Electronic Accommodations Program services; and continue establishing liaison relationships with state and local rehabilitation offices, the Department of Veterans Administration (VA) and other training/rehabilitation organizations in an effort to provide training for retention, unpaid work experience and other employment opportunities. The Army Director of the Program for Individuals with Disabilities continuously conducts extensive training throughout Army activities and provides information on hiring, advancement, reasonable accommodations, and placement of individuals with disabilities and disabled veterans. The IWD Director also participates in the technical workshops and career fairs for the wounded warriors. As a result, the Army is actively ensuring that disabled veterans receive training that provides opportunities for career enhancement and professional growth, i.e., the US Office of Personnel Management (OPM) Leadership Communication Workshop, the OPM Conflict Resolution Skills Course, the Leadership Education and Development (LEAD) course, the OPM Developing High-Performance Teams, the Dale Carnegie Course and the Pat Roberts Intelligence Scholars Program (PRISP), a pilot program to recruit and train entry-level analysts and linguists with specialized skills. The number of persons with disabilities increased by 1,233 employees. Of those employees who have a disability, but did not identify their disability, there was a 4.86% increase. In the workforce, there was also a 5.99% increase in employees who identified their disability. The number of employees with targeted disabilities increased by four HQ Department of the Army Page 60 of 98

61 employees or 0.24% during FY The total Targeted Disability population in the Army workforce is.73% or -1.43% when compared to the federal high of 2.16%. The applicant pool data for persons with disabilities, as shown in Appendix C, Table 31-33, indicates that the Army s goal of obtaining an applicant pool with 7% of the applicants as persons with disabilities was met. However, the applicant pool data indicates that the Army did not meet the 2% goal of persons with targeted disabilities. Army activities are also working closely with Department of Defense transition programs for military personnel retiring from active duty to ensure that disabled veterans are aware of available employment programs and have also established partnerships with the US Department of Veterans Affairs (VA) in a compensated work therapy program to bring veterans into the work environment in a non-pay status. Command staff visits the military hospitals, including Bethesda Naval Medical Center, Walter Reed Army Medical Center, and the Fort Sam Houston Brooke Army Medical Center to reach out to individuals with disabilities, including disabled veterans. The Always A Soldier Program (AASP) is a US Army Materiel Command (AMC) initiative focused on assisting disabled veterans to provide continuing support to service-connected disabled veterans beyond their active service. The AASP provides the disabled veteran opportunities to seek employment, career advancement, and job mobility. To accomplish this goal, the program partners with existing Army programs (Army Wounded Warrior Program, Army Community Service) and the VA/Disabled American Veterans to market the program. The AASP established formal partnerships with the Veterans of Foreign Wars, American Legion, Disabled Veterans of America, and the Paralyzed Veterans of America to integrate Soldiers back into the workforce. The Army Test & Evaluation Command (ATEC) participates in the Operation Warfighter Program, an employment initiative for wounded service members headed by the Department of Defense. ATEC currently has one soldier assigned at Aberdeen Proving Ground, MD and is on the waiting list to fill four more positions with military service members. The Headquarters (HQ) US Army Medical Command (MEDCOM) Office of EEO Programs participated with the Office of the Secretary of Defense, Recruitment Assistance Division, Defense Applicant Assistance Office, HQ, US Army Installation Management Command, and other sponsoring organizations within Department of the Army in planning and executing a well-attended (by service members/spouses) résumé writing workshop and career fair at Fort Sam Houston, Texas, for service members wounded in Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF). HQ Department of the Army Page 61 of 98

62 These workshops and career fairs have become semi-annual events to coincide with San Antonio Military Community Fairs in March and September each year. MEDCOM also collaborated with the US Army Training and Doctrine Command (TRADOC) and the Military Severely Injured Center (MSIC) to host two career fairs at the Walter Reed Army Medical Center (WRAMC). Over 300 service members and their family members participated. The WRAMC Civilian Personnel Assistance Center and Directorate of Community Activities hosted over 25 resume writing workshops in the Washington, DC area. The MEDCOM EEO Director participated at the IMCOM H3 (Heal, Help, Hire) workshop and discussed the topics of Combat-Related Special Compensation/Traumatic Service Members Group Life Insurance, Special College Programs and Services for the Disabled; the DOD Computer/ Electronic Accommodations Program (CAP), the Civilian Workforce Reasonable Accommodation Program, Education and Counseling Services. The Occupational Therapy (OT) Section at Brooke Army Medical Center (BAMC) established an Assistive Technology Training Center (ATTC). A visit to the ATTC has been incorporated into the OT program for all wounded soldiers. This program ensures that Soldiers become aware of the technologies available to accommodate their disabilities and the requirements for acquiring the technology through CAP. Through this experience, wounded soldiers/service members are prepared to return to duty or transition to federal, state, or private sector employment after separation from military service. The US Army Special Operations Command s (USASOC) Student Educational Employment Program (SEEP) is a resource for recruitment of disabled veterans. This program is for degree-seeking students attending Fayetteville Sate University (FSU). Often, the veterans elect to continue their education and attend FSU. Currently, 25 percent of the USASOC SEEP participants are veterans. TRADOC s Army Wounded Warrior Education Initiative (AW2EI) is a two year pilot program being conducted at Fort Leavenworth, Kansas. Army Wounded Warriors (AW2) who remain on active duty or who have been medically retired may be eligible to attend the University of Kansas (KU) to complete a master s degree in an appropriate field of study followed by employment at TRADOC locations. Upon graduation in 2010, the participants will be integrated into the workforce. TRADOC is the lead agency for this program and will identify at least five civilian positions each year to be filled by members of AW2. The program participants will begin at the GS-9 grade level while enrolled in school and will earn GS-11 pay after graduation. HQ Department of the Army Page 62 of 98

63 US Army Installation Management Command (IMCOM) established initiatives and programs that have strengthened participation rates and support for disabled veterans that include (1) IMCOM H3 (Heal, Help, Hire) Program and, (2) US Army Wounded Warrior Program (AW2). Soldier Family Assistance Centers (SFACs) have been established with new facilities. The AW2 program coordinates services and benefits to soldiers who are severely disabled, those with a disability rating of 30% and above. The three phases of the AW2 system are notification and evacuation, medical care and board evaluation, and retirement and reintegration. During the last phase, soldiers are linked to VA and AW2 Soldier Family Management Specialists for assistance with benefits and employment assistance. SFACs will provide these services to Warriors in Transition (WITs) and family members. The IMCOM H3 program is identified as an IMCOM Best Practice for employment of disabled veterans. The IMCOM H3 Program provides technical assistance and transition to WITs at Warrior Transition Units (WTUs) and geographic locations lacking access or availability of the SFACs. The Army Director for the Program for Individuals with Disabilities is an active participant in the IMCOM H3 Program. During FY 08, the Community Based Health Care Organization (CBHCO) units were renamed Community Based Warrior Transition Units (CBWTUs). The United States Army Europe (USAREUR) EEO Office created a European Diversity Council where information about disabled veterans employment and benefits is shared and posted on the Council s webpage for dissemination at installations across Europe. The USAREUR Equal Employment Opportunity (EEO) Office also partners with the Education Centers in Europe, Army Community Services (ACS), and several other groups to provide information on employment programs. EEO provides quarterly briefings at the Community Update to apprise the community of employment efforts and weekly briefings are provided about the EEO Program at the Newcomers Orientation. Transition Assistance Offices in Europe provide information on the Department of the Army s Disabled Transition Assistance Program (DTAP), which is an integral component of transition assistance that involves intervention on behalf of service members who may be released because of a disability or who believe they have a disability qualifying them for the VA Vocational Rehabilitation and Employment Program. The goal of DTAP is to encourage and assist potentially eligible service members in making informed decisions about the VA's Vocational Rehabilitation and Employment Program. It is also intended to facilitate the expeditious delivery of vocational rehabilitation services to eligible persons by assisting them in filing an application for vocational rehabilitation benefits. HQ Department of the Army Page 63 of 98

64 Information on the Department of the Army s Wounded Warrior Program (AW2) is provided on USAREUR websites and in various forums. This program provides severely disabled Soldiers and their families with a system of advocacy and follow-on support to assist them as they transition back to military service or into the civilian community. Three new Warrior Transition Units were established in Germany. EEO staff attends WTU meetings to see where employment assistance can be established. The Wounded Warrior Entitlement Handbook is available on the USAREUR G1 webpage. The US Army Forces Command (FORSCOM) identified 83 position vacancies for tentative employment offers. FORSCOM, along with other Army commands, continues to seek qualified AW2 soldiers to fill vacancies across the Army footprint. The Secretary of the Army and Chief of Staff of the Army approved the Army Mild Traumatic Brain Injury (MTBI) and the Post Traumatic Stress Disorder (PTSD) Teaching Program. The US Army Special Operations Command (SOC) personnel stationed at Fort Bragg, NC, were briefed on the Department of Defense Computer/ Electronics Accommodations Program (CAP), where the Wounded Soldier Initiative and Ergonomic Principles were the topics of discussion. The Disability Program Manager developed relationships with local disability outreach organizations and attends meetings where federal career opportunities are shared. Through the Computer/Electronic Accommodations Program (CAP), Department of the Army completed 4382 to include support to wounded service members. This is a total cost of $1,803, funded by CAP 7 as shown in Figure 3. The Table also shows the accommodations provided for wounded service members (WSM) as further shown in Figure 1. ARMY EMPLOYEE ACCOMMODATIONS 7 CAPTEC Data HQ Department of the Army Page 64 of 98

65 Fiscal Year Employee Total Employee Value WSM Accommodations Total WSM Value Total Total Value FY FY FY FY FY FY $ 333, $ $333, $ 289, $ $289, $ 392, $ $392, $ 568, $0.00 1,212 $568, $ 406, ,274 $956, ,306 $1,362, $ 354, ,533 $1,449, ,382 $1,803, Grand Total 5157 $2,346, ,807 $2,405, ,964 $4,751, Figure 4 WOUNDED SERVICE MEMBERS Fiscal Year Number of Accommodations Total Value FY $956, FY $1,449, Grand Total 5,807 $2,405, Figure 5 The data in Appendix C Tables shows the applicant pool by veteran s status. The data indicates that the majority of applicants was either non veterans or post Vietnam era veterans. Subsequently, the majority of persons selected were either veterans or non HQ Department of the Army Page 65 of 98

66 veterans. The selection ratio between non veterans and veterans is differentiated by approximately 2%. This means that veterans are being selected at a rate nearly equal to non veterans and that 7% of individuals apply for jobs are 30% disabled veterans and 10% of those referred are 30% disabled veterans and 10% of the those selected. Minority College Relations Program The Army presently has education partnerships with six HBCU/MIs. The objective of the Army s Educational Outreach Program (AEOP) is to develop and execute programs that provide learning and teaching aids, incentives, and rewards for students and teachers while ensuring opportunities for socially and economically disadvantaged students. The Army has created AEOP to expand and integrate as array of Army educational opportunities for the future generations of America s workforce and its teachers. The AEOP is comprised of Army-sponsored research, education, competitions, internships, and practical experiences designed to engage and guide students and teachers in science, technology, engineering and mathematics. From kindergarten through graduate school, students of all proficiency levels, interests, and ethnic, economic, and academic backgrounds are encouraged to participate in real world experiences involving these important disciplines. Programs and events involve interactive activities and mentors, school visits, neighborhood activities and community science fairs. In AEOP, high school students can choose from a wide range of educational challenges such as the Junior Science and Humanities Symposium. For those in grades 6-9 who prefer cyberspace, ecybermission is an inclusive Web-based science, mathematics, and technology competition with significant monetary awards for small teams of students who are interested in open-ended challenges that are relevant and linked to their community. Gains in the Education of Mathematics and Science (GEMS), The Science and Engineering Apprentice Program (SEAP), the Uninitiated Introduction to Engineering (UNITE), and the Research and Engineering Apprentice Program (REAP) provide hands-on internships to pre-college students, each program tailored to a different age and interest. Materials World Modules enables students and teachers from middle to high school to experience science through the process of self-discovery. AEOP programs are also available for college undergraduate and graduate students that include extensive scholarship opportunities available at numerous institutions across the country. Taking advantage of these numerous educational opportunities available in science, mathematics, engineering, and technology will ensure that America will continue to maintain its technological leadership in a globally competitive world. HQ Department of the Army Page 66 of 98

67 The MCRP goals were realigned to conform to the Secretary of the Army strategic priorities by matching minority institutions of higher education (IHEs) research capabilities with Army program requirements. This goal seeks to improve the interaction of key senior leaders with minority institutions, especially the smaller ones and encouraging participation in Army funded programs technical assistance workshops, campus visits and other outreach activities. Research and Development Awards and Grants: Instituted five (5) HBCUs Battlefield Capability Enhancement Centers of Excellence. The Centers are: Intelligence Sensor Fusion, located at Tennessee State University (TSU); Environmentally Stable Flexible, located at North Carolina A&T University (NC A&T); Flexible Extremities Protection, located at Tuskegee University (TU); Human Centric C2 and Decision Making, located in NC A&T University; and Digital Battlefield Communication; located in Prairie View A&M University. (Note: These Centers are: (1) executed via cooperative agreement; (2) HBCU/MI led with TRADOC battle lab collaboration; (3) focused on rapid transition of basic research; (4) 5-year duration; (5) $500K/year efforts; and (6) three out of four of the universities attend at least two MCRP workshops); DA received congressional funding for breast and prostate cancer research program. This was the first time that a military service received congressional funding for a congressional directed medical research project. This program has enhanced the DOD through investment in military research infrastructure, improved quality of life for military personnel and their family members, and positive public relations for DOD; Awarded contract to Institute of American Indian Arts for development of a logo for the Army EEO/CR office; Corps of Engineers Construction Engineering Research Laboratory (CERL). Awarded a contract to design and implement a multi-purpose geographic information system (GIS) a partnership to benefit Army COE and the Caddo Indian Nation Binger Oklahoma. The GIS contract assisted the Caddo Nation s characterization of aboriginal homeland including Ft. Polk, Louisiana; Awarded contract to Salish Kootenai College, Montana for performing archeological and records management services; Awarded a contract to North Carolina A&T University for environmental services; HQ Department of the Army Page 67 of 98

68 Awarded a contract to University of Arkansas Pine Bluff, for software development. Awarded a contract to New Mexico State University for analyzing water flows at Tooele Army Depot, a Joint Munitions Command installation located in Utah. Training and Recruitment: Under the Summer Faculty and Student Program, the Army hired 10 faculty members and a host of college students from various culturally diverse IHEs to work on special projects during the summer break. The Army Joint Munitions Command reported that as of 2002, more than 140 students from 34 different colleges and universities have participate in this program, working at twelve different sites stretching from New York to California. The DA partnership with the HBCUs business and industry cluster is a collaboration of progressive educators and astute business persons to provide quality programs and experiences to student, faculty, colleges and universities Presidents and Chancellors. Minority College Relations Program (MCRP) Summary: The Army s MCRP goals were realigned to conform to the Secretary of the Army strategic priorities and to develop science, technology, and engineer capabilities. This was accomplished by matching minority institutions of higher education (IHEs) research capabilities with Army program requirements. This goal relates to improving the participation rate of Army key senior leadership attendance at the MCRP technical assistance workshop and increasing the number of minority institutions participating in the Army s research programs, especially the smaller institutions, encouraging greater minority institutions participation in Army funded programs through technical assistance workshops, campus visits and other outreach activities. The goal also relates to championing the Army as a model employer for scientists and engineers; increasing utilization of minority IHEs set-aside and subcontracting opportunities to enhance the participation of minority colleges and universities in key Army programs focusing on math, science, and engineering activities; and maintaining a positive and productive relationship with affinity groups and organizations. Notwithstanding, under the MCRP the total amount of contracted activities reported was: $272,117,557. Of this amount most of the Army Commands used their resources for outreach, contracts, grants, and cooperative agreements with HBCUs/MIs within their area. These partnerships varied from providing opportunities for colleges HQ Department of the Army Page 68 of 98

69 and universities to perform research and developmental initiatives, to participating job fairs, and/or conducting technical assistance and information exchange seminars, workshops, and/or briefing. Furthermore, over 100 contracts, grants, and cooperative agreements were awarded to a HBCUs/MIs for research & development. It was reported that each college and/university who received funding, exceeded the goals of DA. Moreover, over 200 students and/or faculty members were hired under the MCRP. Under this outreach initiative, most commands instituted a mentoring program to assist students and faculty members in becoming acclimated to the Army culture. Overall, the Army s senior leadership strongly endorsed participation in the Army s MCRP and outreach efforts. Below is the summary of reported financial activity by commands: School Name/Program # Awards Contract Amounts ($) Grants/R&D Amounts ($) Other Totals ($) Historically Black Colleges and Universities/ Minority Institutions (22) 46 $7,886,432 $21,788,698 $30,000 $21,818,698 Hispanic Servicing Institutions (16) 41 0 $10,723,090 $20,000 $10,743,000 Tribal Colleges/ Universities (13) 13 0 $2,402,000 $2,402,000 Other Minority Servicing Institutions (02) 3 0 $2,368,529 $2,368,529 Hispanic Employment Initiatives $48,402,661 $186,382,579 $234,785,240 TOTAL 99 $56,289,093 $223,664,896 $50,000 $272,117,557 HQ Department of the Army Page 69 of 98

70 Figure 6 General Representations At Appendix C Table 39 shows the general demographics by EEOC category. The largest group of employees is in the Professional and Officials and Managers categories; the population changes between the current and last fiscal years have been slight as shown in Appendix C Table Although the population of men and women has not changed proportionally, the representation of women is below the CLF as shown in Appendix C Table 43. As stated in other parts of this report, the representation of women and minorities in the SES and equivalent categories shows that not do White men dominate those positions, as shown in Appendix C Table 44, but that the representation of White men in those positions is substantial when compared to the CLF. This phenomenon is further demonstrated in Appendix C Table 45 that shows that the majority of supervisors and managers are White men. Further, Appendix C Table 46 shows that White Men are the largest recipients of awards. The domination in these categories is supported by the fact that White Men are the largest EEO group in the Army, as shown in Appendix C Table 4, although their representation is above the CLF, as shown in Appendix C Table 5. Long termed representative data is shown in Appendix C Tables The data indicates that the population of EEO groups has remained steady since 1996 with slight increases and decreases in the group populations. FY Report Analysis There was an increase in the number of informal and formal complaints filed against the Department of the Army during Fiscal Year 2008, but activity remained in line with totals from previous years. Informal complaints filed rose to 2,304 in FY 2008, compared with 2,166 informal complaints in FY 2007 and 2,345 in FY Formal filings increased to 1,216 complaints in FY 2008, slightly higher than the 1,175 complaints filed in FY 2007 and 1,181 filed in FY 2006 as shown in Appendix C Tables Informal closures rose from 2,166 in FY 2007 to 2,313 in FY 2008, consistent with the similar increase in pre-complaints filed during the year. The vast majority of Army pre-complaints continue to be closed with the issuance of a Notice of Right to File a Formal Complaint, rising from 84.9% in FY 2007 to 88.7% in FY 2008, resulting in a drop in complaints closed by settlement agreements from 15.1% in FY 2007 to 11.3% in FY The overall percentage of informal complaints which result in the filing of a formal complaint remained around the 50% level, as it has for several years running. HQ Department of the Army Page 70 of 98

71 The top two issues raised in formal complaints in FY 2008 were harassment (non-sexual) and promotion/non-selection, the same as in the previous two fiscal years. The top two bases were also the same as in years past, reprisal and race (black). A total of 1,196 formal complaints were closed by the Army in FY 2008, a small decrease from the 1,268 cases closed during FY Dismissals increased from 19.9% to 22.1% of closures, while withdrawals dropped from 11% to 9.8%; all other types of closures remained in line with FY 2007 percentages. The average days taken to issue a Final Agency Decision on the merits of a complaint without an Administrative Judge (AJ) decision rose from in FY 2007 to in FY 2008 due to staffing shortages in the Army organization responsible for issuing FADs. That office was operating with less than half its normal number of FAD writers for over half of FY New analysts were brought on board in April and July of 2008, and as of December 2008 the monthly average processing time for FADs has decreased to just over 75 days. A total of 969 formal complaints were still open at the close of FY 2008, a noticeable increase due to the increase in formal complaints filed and the decrease in formal complaints closed. More than half, 468 were pending in the investigative stage while 321 were pending a hearing before an Administrative Judge and 21 were pending written acknowledgment of the formal complaint. Of the 159 cases reported as pending the complainant s post-investigative election or a Final Agency Decision/Action, the Army s complaint tracking database indicated that 88 complaints were pending the complainant s election and 71 were pending final action. The Army completed 514 investigations in FY Completion of the investigations within the EEOC s 180-day timeframe fell from in FY 2007 to in FY 2008, the third consecutive year in which this figure has decreased. The percentage of Army investigations considered timely also increased from 41.5% in FY 2007 to 51.2% in FY While these continued year-to-year improvements are encouraging there are a few areas of our complaints processing which are not of concern to Army leadership, and remain reliable sources of significant delays in the investigative process, so Army continues to work to resolve those issues and further reduce our investigative timeframes. ADR was offered in 1,075 informal complaints in FY 2008, and was accepted in 508 cases, for an acceptance rate of 47.3%, a slight increase from the 46.6% rate in FY ADR participation remained low, with only 22% of all closed informal complaints having entered the ADR process. 178 complaints in which ADR was accepted were closed with a settlement, a noticeable decrease from FY 2007 both in raw numbers and in HQ Department of the Army Page 71 of 98

72 resolution rate, from 43.1% (236 settlements) in FY 2007 to 35% in FY ADR settlements totaled only 7.7% in FY 2008, dropping significantly from FY 2007 s rate of 10.9%. ADR was offered in only 334 complaints in the formal stage during FY 2008, and accepted in 223, for a participation rate of 18.3% 8. While the number of cases in which ADR was offered declined slightly from FY 2007 the number of acceptances rose, resulting in an increase in the participation rate from 16.9% in FY of those complaints were closed with a settlement, a dramatic increase to a 66.8% settlement rate from 55.3% in FY 2007 s. ADR settlements accounted for 12.2% of all formal closures in FY 2008, also a noticeable increase from 9.1% in FY While these improvements are encouraging, it is too early to know whether this is a one-year aberration or the beginning of a trend. Army continues to be concerned by the low number of complaints in which ADR is offered and the high number of complainants rejecting offers of ADR in either the formal or informal stage. We are currently working to finalize and implement an ADR policy to encourage greater understanding and utilization of ADR in EEO complaints. There were a total of 4 findings of discrimination against the Army in FY 2008, all resulting from Administrative Judge decisions that the Army fully implemented. This is a 69% drop from the 11 findings issued in FY The issues involved in findings continue to be varied and without any identifiable trend or commonality, but reprisal continues to be the most common basis on which discrimination is found. All of Army s findings in FY 2008 involved a finding of reprisal. Overall, the Department of the Army s complaints processing in Fiscal Year 2008 showed marked signs of improvement in some areas from the program s performance in Investigative timeframes continued to drop, and the Army is working to further reduce FAD processing times until the 60-day standard is achieved. 8 These numbers were calculated out of Army s own complaint tracking database, looking at all formal complaints in which ADR was offered during FY 2008, regardless of their status at the end of the fiscal year. As of the FY report, Part I Formal ADR Activities only gives ADR participation data for those complaints which closed during the fiscal year. As this excludes all ADR activity during FY 2008 in complaints which did not close during the fiscal year, and includes ADR activity which took place in previous fiscal years in complaints which happened to close in FY 2008, most likely not as a result of any FY 2008 ADR activity, Army does not believe that Part I as it is now composed accurately reflects the work of Army s ADR programs in the formal stage during the course of FY Therefore, in order to evaluate the performance of Army s ADR programs during FY 2008 for this MD 715 report, Army has relied on its own database and calculations for the participation and resolution rates, and is not utilizing any of the data from Part I of the FY report. HQ Department of the Army Page 72 of 98

73 Command Summaries Army Material Command (AMC) In late FY 08, the MCRP control was delegated to the Army G1 to be incorporated into their centralized recruiting efforts. However, AMC had several strong relationships across the country, as summarized below. The ASC Acquisition Center personnel were active members of the Minority College Relations Team. One Student Career Entry Program (SCEP) student was hired (Hispanic male). The Acquisition Center also hired three SCEP students (two Black males and one Hispanic male who was hired after completing the WRP program), four ACTED FCIPs (three white females and one Hispanic male). The Acquisition Center also hired three students through the Minority College Relations Program for the summer (one Hispanic man, one Hispanic woman, one white man). All Acquisition Center supervisors/managers are required to review the MD 715 on an annual basis. One person was hired under the Always a Soldier Program. The Always a Soldier program also participated with G1 in a recruitment effort to the Iowa Workforce Development Center. The Acquisition Center Support Division Chief was very active and innovative with proactive recruitment. The Director of the Acquisition Center was active in working with the ASC EEO Officer and HEPM in implementing a Hispanic Advisory Committee (HAC). The ASC EEO office established and filled the position of the MCRP Project Coordinator last year. This full time position is dedicated to the efforts of working with Minority Institutions. The MCRP Project Coordinator has since taken a position in Iraq and a new Coordinator has been hired. The ASC EEO hired a MCRP student (one Black male) for a 15 week period. They also hired a Summer Hire student (one Black female) and she will be returning at Christmas. ASC EEO HEPM spearheaded the implementation of a Hispanic Advisory Committee and a charter has been signed by the Commander on 20 October The HEPM also led the WRP for College Students with Disabilities this year with a total of five students hired for the summer. Four of the five students have been picked up at the ASC Headquarters. DA made a request for a video regarding the success of our WRP students this year. This video will be part of a program that DA will conduct at the Individuals with Disabilities Conference and Training in December in Washington, D.C. The HEPM has attended several recruiting events to attract, recruit, and promote people of diverse backgrounds. RDECOM contributes the majority of MCRP. The MCRP activities are summarized below. MCRP Totals HQ Department of the Army Page 73 of 98

74 School Name/Program # Awards Contract Amounts ($) Grants/R&D Amounts ($) Totals ($) Historically Black Colleges and Universities/ Minority Institutions (19) Hispanic Servicing Institutions (14) Tribal Colleges/ Universities (13) Other Minority Servicing Institutions (02) 43 $ 7,886,432 $ 21,788,698 $ 21,788, $ 10,723,090 $ 10,723, $ 2,402,000 $ 2,402, $ 2,368,529 $ 2,368,529 Hispanic Employment Initiatives $ 48,402,661 $ 186,382,579 $ 234,785,240 TOTAL ALL 99 $56,289,093 $223,664,896 $272,067,557 Figure 7 AMC sent a GS-12 EEO Specialist to Iraq to support civilian operations in the war zone and is supervised by the Commander of the ASC s 401s Army Field Support Brigades (SWA) and also acts as the advisor to all Brigade and Battalion Commanders and senior leaders. She processes all ASC complaints, conducts training, supervises EEO counselors for all ASC sites, and conducts sensing sessions or climate assessments when requested by commanders and make staff visits. The ASC EEO Officer was responsible for the request and construction of this necessary position in SWA in FY 07. The Office of Counsel recruited a Black male through the AMC Fellows Program and the student is now a GS-12 Attorney Advisor. Two women filled positions that were restructured to entry level. Deputy Chief Counsel is acting as a mentor and all Supervisors and GS-14 attorneys are required to mentor the more junior attorneys/employees in the office. One SCEP student was hired for the summer; she is a Hispanic woman. Two WRP students were hired for the summer and one of these students was hired as a paralegal. This student has since passed the BAR exam and HQ Department of the Army Page 74 of 98

75 the Chief Counsel and several other attorneys will be attending a ceremony for this prestigious event. Resource Management (G8) hired five SCEP students for the summer (one Black male, two White females, and two White males). They also hired a student through the Minority College Relations Program (one Black male). The Director, the Deputy, and one Division Chief are a part of the ASC Mentoring Program. The Command Assessment and Continuous Improvement Directorate hired three Minority College Relations Interns (one Black female, one Hispanic male, one Hispanic female). One WRP student (Hispanic female) has been converted to a Federal Career Intern Program (FCIP) intern. The Director is also the Minority College Relations Program Champion. The ASC (G1) conducted 23 briefings to a total of 343 veterans at Illinois and Iowa job services. Many of these veterans receive compensation from the VA for service-connected disabilities. They were provided information on federal employment, resume writing, veteran s preference, veteran s appointments, and the RESUMI application center. In FY 08, ASC placed 6 Always a Soldier (AAS) wounded Soldiers for a final total placement of 13 AAS veterans. In FY 08, 4 AAS Program employees were promoted based on their exceptional skills in providing ASC mission support. Recruitment methods to employ disabled veterans include workshops with Illinois and Iowa Job service. ASC G1 also attends other community events such as the Stand Down For Homeless Veterans, Iowa Job Service Open House for Veterans, and Military Retiree Appreciation Day. ASC networks with Army Materiel Command, Illinois and Iowa State Veterans Representatives, North Central Civilian Personnel Advisory Center, Joint Munitions Command, and other agencies located at Rock Island Arsenal. There were thirty-six Summer Hires (22 white students, 11 Black students, 3 Hispanic students). Information Management (G-6), hired a SCEP student (one Black female), two WRP students (one Hispanic male and one White male), three summer hires (one Black female, one Black male, one White female). They have also hired one DA Intern (Hispanic male). United States Army Europe (USAREUR) The Army in Europe maintains/retains a vast number of services and resources in support of the diverse workforce and family members to include American Forces Network (AFN) (television and radio programs), recreation centers throughout Europe, social services, self-help organizations such as Alcoholics Anonymous, arts and crafts, HQ Department of the Army Page 75 of 98

76 auto skills centers, Boy and Girl Scouts, various religious services/churches, child development centers, child and youth services, clubs, grocery stores, shopping centers, community centers, community support groups, counseling centers/services, crisis hotlines, schools, education centers/colleges, educational and developmental intervention services, family advocacy services, child care, family support centers, fitness centers, flexible work hours, health care facilities, legal assistance, libraries, movie theaters, new parent support programs, outdoor recreation services, skills development centers, sports shops, tax preparation, and youth activities among others mentioned in this summary. Transition assistance offices in Europe provide information on the Disabled Transition Assistance Program (DTAP), which is an integral component of transition assistance that involves intervention on behalf of service members who may be released because of a disability or who believe they have a disability qualifying them for the Veterans Administration's (VA) Vocational Rehabilitation and Employment Program. The goal of DTAP is to encourage and assist potentially eligible service members in making informed decisions about the VA's Vocational Rehabilitation and Employment Program. It is also intended to facilitate the expeditious delivery of vocational rehabilitation services to eligible persons by assisting them in filing an application for vocational rehabilitation benefits. Information on the DA Wounded Warrior Program (AW2) is provided on USAREUR websites and in various forums. This program provides severely disabled Soldiers and their families with a system of advocacy and follow-on support to assist them as they transition back to military service or into the civilian community. There are three phases the AW2 has established to assist severely disabled Soldiers, from the initial process of notification and evaluation; to medical care and medical board evaluation; and finally through the reintegration back into the Army or retirement and transition to civilian employment. Three new Warrior Transition Units (WTU s) were established in Germany to assist wounded service members and their families with re-establishing their lives. EEO is attending WTU meetings to see where employment assistance can be established. The Wounded Warrior Entitlement Handbook is available on the USAREUR G1 webpage. Television infomercials on AFN and articles in community newspapers featured the Workforce Recruitment Program (WRP) for college students with disabilities and outlined the purpose of the WRP and application procedures. This year USAREUR was able to facilitate the hiring of a WRP student whose parents live and work in Europe, which assisted with the myriad logistical arrangements necessary for placing WRP HQ Department of the Army Page 76 of 98

77 students in various locations. An aggressive campaign to market the WRP is ongoing and several additional communities have asked to join the WRP hiring effort for Forces Command (FORSCOM) A FORSCOM EEO Working Group was formed in Mar 08, which consists of representatives from the HQ staff elements (GS-13 and above or equivalent) to jointly work with the EEO officials in the identification and elimination of possible barriers to equal employment opportunity. They will also assist in the development and implementation of the EEO Action Plan objectives to attain the Model EEO Program, as appropriate. The FORSCOM EEO Working Group will meet on quarterly basis or as needed. The FORSCOM EEO Office has implemented a Staff Assistance Visit (SAV) program to keep senior leaders informed on the status of the EEO Program, discuss areas that need improvement and share ideas on how to improve them. Staff Assistant Visits were scheduled and conducted with all the HQ FC Staff Elements, Special Staff and with the Army Air Traffic Support Command (ATSCOM) at Fort Rucker, AL, First Army at Fort Gillem, GA and VIII Airborne Corps/82d Airborne at Fort Bragg, NC. The FORSCOM Commanding General signed, published and distributed its Reasonable Accommodation Policy, dated 24 Mar 08, to all Commanders, Managers/Supervisors and FORSCOM Units. This policy is also available on the FORSCOM website. Forces Command nominated 25 positions to participate in the Deputy Under Secretary of the Army s (DUSA) initiative to centrally manage selected Army Senior Civilian positions (YA-3 & YC-3 (GS-15 equivalents), and GG-15s). This effort is designed to promote mobility, diversity, greater career opportunity and an enterprise-wide approach to workforce planning driven by the Army s goals and requirements. Individuals with targeted disabilities participation rate in FORSCOM increased from 0.62% in FY07 to 0.72% in FY08. This percentage is still below the DA goal of 2%. Other Outreach initiatives include FORSCOM initiation of preliminary discussions to establish collaborative partnerships with the Rehabilitation Services of Georgia Department of Labor and the Office of Disability Services at Georgia State University. Forces Command participated in the Department of Defense Workforce Recruitment Program (WRP). As a result, one WRP summer student was hired in Jun 08. In addition, the FORSCOM EEO Director conducts regular briefings with senior leaders in order to promote awareness and solicit participation in the WRP. HQ Department of the Army Page 77 of 98

78 Army Test and Evaluation Command (ATEC) ATEC participated in Colleges and Universities Career Fairs and Symposiums by displaying booths, ordering full page ads, and sponsoring students as a means of recruiting minorities. The results of the MCRP activities are shown below: Minority College Relations Program: School Name/Program Number Awards Contracts Amount ($) Educational Assistance Amount ($) Grants/R&D Amount ($) Other ($) ston Tillotson University 1 $10,000 Tougaloo College 1 $10,000 Fayetteville State University 1 $10,000 Texas College 1 $10,000 University of Texas at El Paso 1 $10,000 Figure 8 HQ Office of the Secretary of the Army (HQOSA) The participation rate of permanent employees with a targeted disability decreased from 1.2 percent in FY 2007 to 0.8 percent in FY 2008, below the established EEOC goal of 2 percent. In FY 2008, HQDA hired three students through the Workforce Recruitment Program (WRP) for College Students with Disabilities. DEEO assisted in permanently placing one student. HQDA plans to continue recruitment efforts through the WRP. The Disability Program Manager (DPM) initiated a Lean Six Sigma study to identify barriers to the recruitment, hiring and retention of individuals with targeted disabilities. Study results and an action plan are expected by the end of FY Installation Management Command Senior Service Colleges (SSC) Academic Year (AY) Graduates out of thirty two (32) graduates for all Senior Service Colleges, twelve (12) are IMCOM assets. HQ Department of the Army Page 78 of 98

79 IMCOM represents 38% of the AY graduating class. The breakdown of the IMCOM graduates is as follows: 5 from HQ IMCOM; 2 from Korea Region; 2 from West Region (1 Southwest, 1 Northwest); 1 from Pacific Region; 1 from Northeast Region; and 1 from Europe Region. Seventeen percent (17%) of the AY IMCOM graduates are minorities (1 Black Male, and 1 Black Female) (2 students) and Thirty-four percent (34%) (4 students) are female. Senior Service Colleges (SSC) Selections for the Academic Year (AY) are as follows: IMCOM holds 21.3% of all SSC civilian slots; a total of 16 selected. 100% of IMCOM applicants were selected as students or alternates: 16 selected and 12 alternates. The breakdown of the IMCOM selections is as follows: 4 from HQ IMCOM; 1 from Northeast Region; 3 from Southeast Region; 6 from Europe Region; 1 from Korea Region; and 1 from Family and Morale, Recreation, and Welfare Command. Twenty-five percent (25%) of the selected are minorities (1 Asian Male, 1 Black Male, 1 Black Female, and 1 Hispanic Female) (4 students) and Forty-four percent (44%) (7 students) are female. The Fellows Program is a five-year program which was established to create future multi-functional leaders for the Army. During the course of the program, Fellows earn master s degrees and begin a series of on-the-job training assignments in which they learn two career programs. Fellows are on the Army Civilian Training Education (ACTEDS) rolls and funding for the first two years of training and thereafter are transferred to HQ IMCOM rolls for the rest of their training prior to final placement. In FY06, IMCOM received four Fellows from Class 6 and in FY07 received five more Fellows from Class 7. IMCOM is currently recruiting five more Fellows from Classes 8 and 9. The four fellows on IMCOM rolls are all minorities and 50% Female: (1 Black Female, 1 Hispanic Female, 1 Black Male, and 1 Hispanic Male). DLAMP - In FY 08, there were five IMCOM Defense Leadership and Management Program graduates: 3 (60%) females and 2 (40%) males. There was one minority (1 Black Male) which constitutes 20% of the FY 08 graduates. FY 08 Harvard SEF Graduates There was a total of 6 IMCOM graduates; 5 (83%) Males and 1 (17%) Female. There was one minority identified as having Two or More Races. DoD Executive Leadership Development Program (DELDP) two graduates in FY 08. Both selections were White Females (100% Female participation); no minorities. HQ Department of the Army Page 79 of 98

80 The Civilian Education System (CES) Advanced Course this is a replacement for the Sustaining Base Leadership Management Program (SBLM) course. For FY 2008, there were 44 IMCOM graduates: 29 (66%) Males and 15 (34%) Females. There were 18 (40%) Minorities as follows: 5 (11%) Black Males, 2 (4.5%) Black Females, 2 (4.5%) Asian Males, 1 (2%) Hispanic Male, 1 (2%) American Indian Female and 7 (16%) identified as having Two or More Races. Developmental Assignment Program IMCOM had a total of 14 participants during FY 2008 which was comprised of 1 Local National and 13 Appropriated Fund (AF) employees. Of the 13 AF employees, 7 (54%) were Female and 6 (46%) were Male. Of the participants, 4 (15%) Minorities participated: 2 (8%) Asian Females, 1 (8%) Hispanic Female, and 1 (8%) Black Female. Garrison Pre-Command Courses - to date, three courses were held. Five (5) IMCOM civilian employees attended the courses. Of the 5 participants, there was 1 (20%) Female and 4 (80%) Males. No minorities attended any of the courses held in FY General Officer Senior Commander s Course One course was held during FY 2008, in which 1 IMCOM Civilian employee attended. No Females or Minorities attended. The HQ IMCOM Centralized Mentoring Program is a robust program implemented to enhance professional and career development for all employees. In kicking off its fourth year, senior executive mentors supported the Mentoring Program Orientation by opening the FY 2009 program. Each provided briefings on Leadership and What s Important to IMCOM. The program promotes opportunities for success and builds the bench of future Army leaders. The participation for the FY 2009 program is as follows: Total Number of Mentee Applicants = 78 Participation rate of Mentee Applicants by Gender and RNO is as follows: Female =42 (53.8%) Male =36 (46.2%) Minorities=33 (42.3%) The participation rate of minority mentee applicants by gender and RNO is as follows: 2 Asian Males, 3 Asian Females, 3 Hispanic Males, 4 Hispanic Females, 7 African American Males, 10 African American Females, 1 Male identified as having Two or More Races, and 3 Females identified with Two or More Races. Out of 78 mentee applicants, HQ Department of the Army Page 80 of 98

81 30 (38.4%) were selected. Of those selected, 13 (43%) are Female and 8 (26.6%) are minorities. Total Number of Mentor Applicants = 37 Participation rate of mentor applicants by gender and RNO is as follows: Female =22 (59.5%) Male =15 (40.5%) Minorities = 5 (13.5%) The participation rate of minority mentor applicants by gender and RNO is as follows: 1 Hispanic Male, 2 African American Males, and 2 African American Females. Form G Summary Form G Element Number of Deficiencies this year Number of Deficiencies last year Number increase/decrease Percent of Net change A % B % C % D % E % F % Figure 9 The dashboard summary as reflected in the MD 715 Reporter is a compilation of Headquarters and Region responses to the Part G, Self Assessment Checklist. IMCOM HQ Department of the Army Page 81 of 98

82 shows an 86% compliance rate (Amber) for the six essential elements in structuring a Model EEO Program. The compliance rate of 86% represents a decrease of 9% as compared to the 95% compliance rate in FY The percent compliance is a compilation of all Yes and No responses on Part G. The chart above reflects a significant increase in deficiencies in FY 2008 as compared to FY 2007; the number of No responses has increased significantly due to challenges reported by both the Northeast and Pacific Regions and may be the result of more accurate reporting. As part of the IMCOM Organization Inspection Program (OIP), Installations EEO Officers are required to produce documentation to support their MD 715 Part G score and thereby resulting in a more accurate report. Part H delineates actions taken to eradicate existing deficiencies. Medical Command (MEDCOM) MEDCOM managers and supervisors participate in the Workforce Recruitment Program (WRP) for College Students with Disabilities, providing a summer 14-week employment opportunity program for college students with disabilities. This has led to permanent hiring for one student in 2004 (GS-5 Trainee 7, Engineering Tech) and another in FY2006 (GS-11, Management Analyst). Notably, the student hired in 2006 was a WRP student in 2003 and continued working in the Command as a contract employee until Under the FY2008 WRP, MEDCOM had a total of seven students: three at HQ, MEDCOM; two at McAfee Army Health Clinic, White Sands, NM; one at Kimbrough Ambulatory Care Center (KACC), Fort Meade, MD; and one at William Beaumont Army Medical Center, El Paso, T. The students performed a variety of administrative duties using various computer software programs and systems. Notably, the WRP provides us the opportunity to match the right student with the right organization. This was personified this year when KACC was able to acquire a student whose studies as a Radiology Technician matched an unstaffed requirement in the Radiology Department at the Center. The following reflects MEDCOM s history of successful participation: FY # WRP Students Employed # Students who Remained Employed FY (Contract Employees) HQ Department of the Army Page 82 of 98

83 FY (Full-time Employee) 1 (Seasonal Employee) FY FY (Full-time Employee) FY FY Figure 10 Eight of the students in the matrix above brought such value to MEDCOM that they have been brought back on a by-name basis. Their return to the sponsoring organization reflected a requirement for only minimal reorientation and maximum use of talent. At one time, there were no students from San Antonio area colleges and universities registered in the Program. That availability has changed in the last five years with four local colleges and two area colleges registering for participation, a direct result of the contacts made by the MEDCOM Office of EEO Programs. Each year the Office of EEO Programs works to expand MEDCOM participation in the WRP beyond HQ MEDCOM. In 2006, USAG Fort Detrick EEO and the DENTAC at Aberdeen Proving Ground participated in the program. Tripler Army Medical Center was added in McAfee Army Health Clinic, Kimbrough Ambulatory Care Center, and William Beaumont Army Medical Center were added in One Industrial Engineering student from the University of Puerto Rico participated in the WRP in Korea at the US Army Hospital Yongsan, Facilities Engineering Division. Servicing EEO Offices are reminded annually to disseminate information on the WRP in a timely manner and solicit requests for DoD-funded allocations from serviced MEDCOM organizations. Information on the WRP will be posted on the MEDCOM Office of EEO Programs website ( The CAP, a program under Health Affairs with TRICARE as the Executive Agent, was founded in October Providing "real solutions for real needs" to ensure people HQ Department of the Army Page 83 of 98

84 with disabilities have equal access to the information environment and opportunities in the Federal government is the mission of CAP. All services are provided at no cost to the Federal employer. MEDCOM EEO Offices and organizations have maintained contact with CAP officials to (1) gather information on a variety of software programs and equipment available for use by employees and patients; (2) address the accommodation needs of employees who have experienced on-the-job injuries and filed Federal Employee Compensation Act (FECA) claims; and (3) provide/familiarize wounded service members with computer assistive technology available to them. The MEDCOM remains committed to the MEDCOM MCRP. The MEDCOM program has been in existence since the FY1996 inception of the Army s MCRP. It has raised awareness of and increased participation in such efforts as: Donation of excess computers and software to schools with significant minority student populations; Summer training programs in science and computer skills for disadvantaged students; and Research opportunities for students at Historically Black Colleges and Universities (HBCU), Hispanic Serving Institutions (HSI), Tribal Colleges and Universities (TCU), and other Minority Institutions (MI). Commanders of major subordinate commands and military treatment facilities (MTF) have been encouraged to be creative in implementing the MEDCOM MCRP, particularly through collaborative partnerships with minority colleges and universities. US Army Medical Command (MEDCOM) organizations have continued their successful partnerships with HBCUs, HSIs, TCUs, and other MIs in accordance with all the governing Executive Orders and in support of the MEDCOM MCRP. These partnerships vary from providing an opportunity for students to perform their student clinical practicums at MEDCOM hospitals, dental clinics, and veterinary services to participating in job fairs, career days, and mentoring programs at elementary, middle, and high schools. Along with many other continuing partnerships that have previously been reported, the following are examples of some of the partnerships reported during this fiscal year (FY) that exist at MEDCOM organizations: Evans Army Community Hospital (EACH), Fort Carson, CO: EACH has established out-reach initiatives and partnerships with 81 colleges and universities, including HBCUs, HQ Department of the Army Page 84 of 98

85 HSIs, TCUs, and MIs. EACH exceeded Department of Army (DA) goals to engage in contracts, research grants, etc. with HBCUs, HSIs, TCUs, and MIs. William Beaumont Army Medical Center (WBAMC), Fort Bliss, T: WBAMC has established partnerships with the University of Texas at El Paso and El Paso Community College. They also have partnerships with New Mexico State University (Dona Ana, Las Cruces) (MI). The Center has also established a mentoring program with the Maxine L. Silva Magnet High School for Health Care Professions and Jefferson High School. WBAMC and the Fort Bliss Equal Employment Opportunity (EEO) Office collaborated on a mini job fair and a nursing workshop with the University of Texas at El Paso. Kimbrough Ambulatory Care Center (KACC), Fort Meade, MD: KACC is exploring a partnership with three area colleges for an Emergency Medical Technician (EMT) Preceptor Program (Anne Arundel, Essex, and Baltimore City Community College). Dwight David Eisenhower Army Medical Center (DDEAMC), Fort Gordon, GA: DDEAMC is actively involved in college/university partnerships with the Medical College of Georgia, Augusta State University, and Augusta Technical College. DDEAMC has established a partnership with the A. R. Johnson Health Science and Engineering Magnet High School. The DDEAMC Community Health Nurse sponsors a Walk-to-School Program for elementary school students on Fort Gordon. US Army Dental Activity (DENTAC), Fort Gordon, GA: The Commander, Fort Gordon DENTAC, sponsors externships with the Medical College of Georgia for dentists and dental hygienists. Weed Army Community Hospital (WACH), Fort Irwin, CA: WACH is actively involved in college/university partnerships with Webster University and Barstow Community College. US Army Center for Health Promotion and Preventive Medicine (USACHPPM), Aberdeen Proving Ground, MD: The USACHPPM has been actively involved in college/university partnerships. This lends support to the MEDCOM Minority College Relations Program. Noteworthy is their memorandum of agreement with the US Department of Energy (DOE) for participation in the Oak Ridge Institute for Science and Education (ORISE) program. The Oak Ridge Associated Universities (Maryland) (ORAU) operates the ORISE for the DOE. ORISE provides internship and research opportunities in science and engineering education, training and management systems, medical sciences, and energy and environmental systems. Since FY 1993, 520 students have previously participated in the ORISE program and 58 are currently enrolled in the program for a total of 578. Approximately 19% of those students are minority students. Thirty percent (30%) of the HQ Department of the Army Page 85 of 98

86 students have accepted Federal employment opportunities and 17% have remained as contract employees. There are 8 HSIs in Florida, New Mexico, Puerto Rico, and Texas as members of the ORAU Consortium. Kirk US Army Health Clinic (KUSAHC), Aberdeen Proving Ground, MD: KUSAHC has been actively involved in three training agreements with TESST College of Technology, University of Maryland Baltimore Campus, and Keiser University. The MEDCOM Office of EEO Programs was actively involved once again during FY08 in assisting the DoD and a veterans organization, Heroes & Heritage, sponsor a Student Youth Symposium in San Antonio, Texas. The purpose of the symposium was to familiarize high school and college students with future career opportunities in DoD. Approximately 300 students and faculty members from six San Antonio school districts and various colleges attended the symposium to hear representatives from DoD organizations (Army, Navy, Air Force, Coast Guard, Marine Corps, Defense Logistics Agency, and the Air Force Academy) present information. The attendance this year increased by 100 students and two school districts. Approximately 60% of the students in attendance were Hispanic. Although many MEDCOM organizations have implemented the MCRP, much has yet to be accomplished in reporting, recognizing, and publicizing these MCRP success stories. Servicing EEO Offices are encouraged to familiarize themselves with MCRP-related activities at serviced MEDCOM organizations and provide this information to the Office of EEO Program for inclusion in EEO reports and posting on the MEDCOM EEO website. Eight staff assistance visits (SAV) were conducted by the MEDCOM Office of EEO Programs (Evans Army Community Hospital, Fort Carson, CO; William Beaumont Army Medical Center, El Paso, T; Winn Army Community Hospital, Fort Stewart, GA; Kimbrough Ambulatory Care Center, Fort George Meade, MD; Dwight D. Eisenhower Army Medical Center, Fort Gordon, GA; Weed Army Community Hospital, Fort Irwin, CA; US Army Center for Health Promotion and Preventive Medicine, Aberdeen Proving Ground, MD; and Kirk Army Health Clinic, Aberdeen Proving Ground, MD. During the SAVs, coordination was made to ensure that information on AR (Nondiscrimination on the Basis of Handicap in Programs and Activities Assisted or Conducted by the Department of the Army) and Title 10 US Code Section 1561 (Complaints of Sexual Harassment: Investigation by Commanding Officers) complaint information was furnished to local commanders and staff. This information helps to ensure facility HQ Department of the Army Page 86 of 98

87 accessibility compliance and proper processing of complaints filed under Title 10 USC Section Some specific accomplishments include: Evans Army Community Hospital (EACH) DCA, selected EACH managers and supervisors, and the servicing EEO Offices collaborated to develop strategies for providing reasonable accommodation to retain the cohort of knowledgeable and skilled employees required to provide excellent patient care. William Beaumont Army Medical Center (WBAMC) Deputy Commander for Patient Services and Nursing, COL Karen Gausman, coordinated first-time participation in the WRP, hiring a student skilled in computer technology to assist in implementing a Nursing Research Cell. Kimbrough Ambulatory Care Center (KACC) has a contract available to obtain the language interpreters from the surrounding community. This experience provides interpreters an inside look at the mission of the organization and familiarizes them with employment opportunities at the Center and within the DA and the Department of Defense (DoD). The USAG Fort Detrick EEO Office maintains a partnership with the Maryland Department of Rehabilitative Services to address the employment needs of individuals with disabilities in the local commuting area. The Walter Reed Installation EEO Office managed the Electric Scooter Program making four scooters available for use by employees recovering from surgery and/or serious illness or injury. The Walter Reed Installation EEO Office also contracted sign language interpreters on 96 occasions during FY2008 for meetings, training, etc., enabling deaf or hearing impaired employees to participate actively in command or office-sponsored programs. Army Network Enterprise Technology Command The NETCOM EEO Manager serves on the Installation s Minority College Relations Program Committee and participates in outreach projects along with the Installation EEO Office. We are fortunate to have two local Hispanic Serving Institutions (HSIs) within a HQ Department of the Army Page 87 of 98

88 close proximity to the installation -- Cochise College and University of Arizona South. The MCRP Committee has established partnerships with both of these colleges and meets regularly with officials from both institutions to further develop these relationships. Headquarters, NETCOM funded a very successful Summer Hire Program this year, which resulted in hiring 17 students under the Student Temporary Employment Program (STEP). NETCOM Human Resources Specialists worked closely with officials from the two local HSIs and the local High School (Buena High School) to ensure that all students in the local area were aware of this opportunity and those that were interested were able to apply. Nine of the students that were hired under the summer STEP were extended until the end of the fiscal year. One Hispanic female student that was hired as a Budget Clerk was extended for a year. She is pursuing a degree in finance and is being mentored by the Enterprise Systems Technology Activity (ESTA) Senior Financial Manager. Another female Hispanic student is being mentored by a Senior Computer Specialist in the G-6, and she has been converted to a permanent appointment under the Student Career Experience Program (SCEP). NETCOM is fortunate to have a team of Human Resources professionals that oversee personnel management functions for the command. They continually encourage management officials to identify positions for potential restructure, offer incentives for employees to voluntarily retire or separate, and subsequently restructure positions to increase developmental opportunities. For example, the 5th Signal Command is headquartered in Mannheim, Germany, and has subcommands in various parts of Europe. Their Human Resources Specialists continually work with management to restructure positions and fill them at the entry level, which allows them to take advantage of the local military spouse/family member talent pool, which is predominantly female. This FY, the NETCOM Commanding General approved VERA/VSIP windows targeting 16 positions in the Command for restructure, and 10 employees accepted the offer and separated from the Command. As a result, seven positions were restructured to lower grade levels, creating several upward mobility opportunities. The U.S. Army Signal Activity-Southern Command, located in Miami, Florida, hired six compensable veterans as new hires into the Federal Civil Service in FY 08. As a significant portion of the NETCOM workforce becomes retirement eligible, FY 09 will bring focus to succession planning and college recruitment. The EEO Officer will be a committee member on the focus and action groups. Hispanic educational institutions with study programs in Information Technology will be targeted for on-site, direct recruitment endeavors. Strategic plans include establishing a centralized intern program with NETCOM-wide rotational assignments, standardized developmental/training plans, and central funding. Hiring flexibilities in the Federal Career Intern Program should enhance our ability to attract and appoint well qualified Hispanic graduates. HQ Department of the Army Page 88 of 98

89 U.S. Army Space and Missile Defense Command/Army Strategic Command (SMDC/ASC) SMDC/ARSTRAT s Minority College Relations Program (MCRP) is an outreach program to minority colleges and universities. EEO collaborated with the Human Resource office in developing a recruitment schedule for FY 2008 to visit minority institutions (MI s) to recruit for entry level positions. There was significant involvement and directives provided by the Commanding General to MSE Directors to include recruitment trips to minority institutions as a part of their recruitment plan. Several MI s were scheduled for potential visits to career fairs; however, due to decreased resources for hiring, an on-site visit was made to one Historically Black College/University (HBCU) to recruit students for employment under the Student Career Experience Program (SCEP). The command continues to hire students from HBCUs and Hispanic Servicing Institutions (HSIs) by utilizing the SCEP, and the Student Temporary Employment Program (STEP). As of 30 September 2008, the command s SCEP student workforce was comprised of 8 students, of which 5 (62.5%) are Whites, 3 (37.5%) are minorities and 3 (37.5%) are women. One student, a White male was hired under the SCEP in FY 2008 which was a decrease in the number hired in FY The command participated in the employment of students under the STEP by hiring 5 non-minority students as summer hires in FY The STEP workforce for FY 2008 consisting of current and prior students working under this program equals to 10 students, of which 1 (10%) is Black and 9 (90%) are Whites. The command continues to award grants/contracts to educational institutions. During FY 2008 one HBCU was awarded 8% of the grants and contracts awarded to all educational institutions. No other grants were awarded to other minority institutions. Training and Doctrine Command (TRADOC) TRADOC instituted an EEO Partnership Council in May of Purpose of the council is to provide equal opportunity in employment for all persons and assist in the prevention of discrimination, harassment, and reprisal. Initial goals are for members to partner with EEO officials to attain and maintain a model EEO program; discuss non-specific EEO practices, issues, and/or concerns; and improve communication flow of EEO related information. Ms. Ellen Helmerson, Senior Executive Service, TRADOC G-1/4, was the opening speaker for the first meeting held on 31 Oct 08. HQ Department of the Army Page 89 of 98

90 Civilian Human Resources Directorate (CHRD) conducts a quarterly video-teleconference (VTC) with supporting Civilian Personnel Advisory Center officials. During the latest VTC, the EEO manager presented a well received TRADOC Disability Program briefing. Information was provided on the Workforce Recruitment Program (WRP), Schedule A hiring authority, Employer Assistance & Recruiting Network (EARN), Computer/Electronic Accommodations Program, and Job Accommodations Network. The EEO Director joined the local Citizens Unity Commission in Feb 08 to increase the diversity of the TRADOC workforce and potentially provide low cost diversity training. EEO director graduated from Hampton Diversity College I on 24 Sep 08. The EEO Manager is a liaison for the City of Hampton Mayor s Committee for People with Disabilities and attends monthly meetings. A partnership has also been established between TRADOC EEO and the local DRS office to promote the value of working for the Federal government. AAC participated as a judicial level sponsor at this year s League of Latin American Citizens Training Conference. AAC senior leadership strongly endorsed participation in this conference in order to recruit, establish relationships, obtain commitments from attendees to consider educational opportunities through enlistment, and identify barriers in order to develop a better connection with the Hispanic community. They provided a guest speaker, manned an exhibit/recruitment booth, and gave ROTC and Junior ROTC drill team demonstrations. Command participation in the WRP this year increased by 300 percent. In addition, three TRADOC personnel volunteered to participate in E-mentorship, an initiative sponsored by the Office of the Under Secretary of Defense for Personnel and Readiness for WRP students who have had summer jobs in DOD. The E-mentorship program began in 2003, and this is the first year TRADOC has participated. The Army Wounded Warrior Education Initiative (AW2EI) is a 2-year pilot program being conducted at Fort Leavenworth, KS. Wounded warriors who remain on active duty or who have been medically retired may be eligible to attend the University of Kansas (KU) to complete a masters degree in an appropriate field of study followed by employment at TRADOC locations. All participants have a disability rating of 30 percent or more. The pilot program began in August 2008 and currently has five military members and four medically retired civilians attending classes at KU. Upon graduation HQ Department of the Army Page 90 of 98

91 in 2010, the participants will be integrated into the workforce. TRADOC is the lead agency for this program and will identify at least five civilian positions each year to be filled by members of AW2EI. Projected employment vacancies have already been identified for academic year Program participants begin at the GS-9 grade level while enrolled in school and will earn GS-11 pay after graduation. Ms. Mary Gifford Jones, Equal Opportunity Director, Fort Gordon, GA, was the Army Blacks in Government (BIG) Award winner. Ms. Jones was honored during the annual BIG conference for her faithful and honorable service as an Army civilian employee for more than 20 years. She has used her vast knowledge and experience to enhance understanding between individuals, organizations, and communities. Mr. Terry L. Smith, Deputy Chief Information Officer/ Requirements Officer, Defense Language Institute/Foreign Language Center, Presidio of Monterey, CA, was selected as the TRADOC winner for the 2008 Outstanding Individual with a Disability Award. His accomplishments include obtaining technical systems, identifying contract modifications, and directing a 100 percent inventory of property that led to the recovery of lost equipment. Despite his physical disability, Mr. Smith s tireless dedication to war fighters directly contributed to implementing new programs and developing/ executing concepts, broad program plans, and programming objectives. US Army Reserve Command (USAR) This year 14 disability workshops were conducted around the Army Reserve, and is one of the only commands in the Department of Army with a disability-specific workshop since disability and reprisal represent the top two bases and issues in findings of discrimination in the Army and the federal sector. The Army Reserve EEO Director and EEO Manager were invited by the EEOC to present at the 2008 National ECEL Conference on the Army Reserve EEO Office s MD 715 Strategic Initiative Program. The session entitled, Striving for Excellence and Producing Results: How You Can Develop a Business Plan to Achieve a Model EEO Program Based on MD 715 was a great success. The workshop was publicized in a Department of Defense press release, on the Department of Equal Opportunity Management Institute s (DEOMI) website, and was highlighted in the October 2008 edition of the Federal EEO Advisor. The alternative dispute resolution program was reengineered to increase usage of mediation when appropriate; a single point of contact was established to streamline the process and increase participation in the program. HQ Department of the Army Page 91 of 98

92 New distance learning products because of the difficulty incurred when attempting to personally visit the hundreds of separate locations in which Army Reserve employees work. Therefore, a No FEAR Distance Learning (DL) Course with original course content developed was developed. This course meets the Congressionally-mandated training requirements for our workforce. No FEAR DL is not only for civilian employees, but is also available for Soldiers as well. Special Operations Command (USASOC) The USASOC EEO Office offered an open house display as a proactive, informal way to meet and greet the workforce, introduce the recently appointed SEP Representatives to the command, distribute program policies, explain the importance of EEO training compliance, and provide useful information about the variety of services and programs offered thru the USASOC EEO Office. This activity provided an efficient and inviting method of sharing EEO programs information with a large number of customers and stakeholders and was a great forum to promote all EEO programs and dispel the myth that EEO is only focused on complaints. It was also responsive to noted workforce lack of differentiation between civilian EEO and military Equal Opportunity (EO). EEO Tool Box, an online EEO Tool Box has been made available to the USASOC workforce via the USASOC EEO portal which provides fact sheets as tools to increase employee and leadership knowledge base on EEO related issues. Some of the topics highlighted include, but are not limited to race, color, religious, sex, national origin, retaliation, equal pay and compensation, age, pregnancy discrimination, and sexual and protected genetic information harassment. The EEO Office Launched a training seminar in streaming video format, "EEO Pitfalls: Educating Federal Managers to Avoid Complaints" making it available to all USASOC Managers/Supervisors and enhancing their knowledge on how to avoid or eliminate EEO complaints. The video focused on issues such as nonselection, performance appraisals, hostile work environments, and accommodations as well as a barrier identification and elimination workshop. The USASOC EEO Office invited Mr. Dexter Brooks, Attorney Advisor to the Director of the EEOC s Office of Federal Operations (OFO), to provide an interactive workshop to USASOC senior leadership, managers and supervisor on effective barrier identification and elimination. This workshop was designed to assist in eliminating barriers identified in the FY 07 Federal Agency Annual Equal Employment Opportunity Program Status Report as approved by the Commanding General on 19 Dec 07. HQ Department of the Army Page 92 of 98

93 Federal Career Information Showcase was hosted for Methodist University (MU) Career Services staff and students. The showcase enabled the USASOC EEO Office to take a prominent role in supporting the national Call to Serve initiative. This joint venture between the Partnerships for Public Service, Office of Personnel Management (OPM), Federal agencies, colleges and universities, and other partner organizations is aimed at highlighting the importance of recruiting and maintaining a well-qualified, diverse civil service workforce. A panel of professionals which was composed of an enthusiastic, talented, and diverse group of employees from different career fields presented and focused on the benefits of a Federal civilian career, what agencies and career areas expect to recruit for the largest number of positions over the next five to ten years, how to conduct an effective Federal career search, and tips about completing Federal employment resumes and applications. After learning about the Federal civilian career process, students were treated to an opportunity to hear first-hand career path experiences from the USASOC. The USASOC EEO staff looks is scheduled to attend MU s 2008 Career Connections Business & Government Career Fair. In an attempt to encourage professional development and to provide leadership an opportunity to actively plan in the growth and reshaping of the future workforce, the SEPC implemented a command-wide mentoring program in FY 06. With over 40 past participants, the SEPC the third iteration of the USASOC mentoring program was implementing. The program partners senior-level professionals with entry and mid-level employees in order to facilitate the career and professional development of the employee. There are currently 6 protégés paired with 6 mentors in like fields that not only provide career guidance but leadership as well. The program capitalizes on the wisdom and experience of the mentors and enables the protégés to be multifunctional and capable of meeting future job challenges within USASOC. The program provides an opportunity for USASOC employees to share organizational knowledge and experience by encouraging communication and interaction between employees at different levels. The Speed Interview clinic focused on providing line staff with an opportunity to develop and/or improve their interviewing skills. The SEPC collaborated with USASOC senior leaders in the development of this fun, fast-paced event where candidates had 60 seconds to put their best foot forward. The Speed Interview clinic gave tips on how to make a first impression, polish elevator pitches and allowed participants to partake in speed interviews with multiple senior leaders. These express interviews were based on the popular singles events called speed dating. Approximately 15 civilian and military personnel participated in the event. Upon completion of the interview, each participant received constructive feedback concerning the strengths/weaknesses of their interviews. HQ Department of the Army Page 93 of 98

94 The USASOC EEO SEPC offered the first-ever "Take Your Child to Work Day" in a unique format that went well beyond just bringing a child to a parent s office for a day. The initiative was in support of the "Take Our Daughters and Sons to Work Day" national campaign. The activity fully supported EEO principles by "encouraging children to dream without gender limitations and to think imaginatively about their family, work, and community lives" - excerpt from In addition, it supported the USASOC overall mission to make this command the best place to work and grow professionally. The activities included succession planning and introducing the next generation of USASOC military and civilian employees to the vast array of Army Special Operations Forces career opportunities and explaining how it relates to what children are learning in school now. The outstanding success of this initiative is a testament to the command s continued investment in making this organization a great place to work and an employer of choice for future generations. The EEO staff is committed to working with a broad group of community agencies to support USASOC, DA, DOD, and Federal initiatives designed to inform the public about Federal career programs and opportunities. The EEO staff s participation in community outreach activities work towards achievement and maintenance of a competent, diverse, and capable workforce. Overall, the community outreach activities promote positive community relations with local organizations and special emphasis groups. The Director, EEO Programs was appointed as the USASOC representative to serve on the Fayetteville-Cumberland Human Relations Commission. The commission is an 11-member body appointed by the Mayor and City Council and comprises both city and county representatives. The Human Relations Commission provides the City Council with advice on improving human relationships and encourages harmony among racial and ethnic groups. The EEO staff continues to participate in career events offered throughout the year at Fayetteville State University (FSU). The purpose of participation in job fairs is to provide college students at the local HBCU with information about the command s student employment initiative and the requirements for participation. Additionally, staff members share information about other internship/employment opportunities available within the Federal government to include the DA Intern Program and the Presidential Management Fellows Program. An EEO staff member participates in the monthly Employment Readiness briefings hosted by Fort Bragg Army Community Service (ACS). The venue is an opportunity to provide military family members with information about the USASOC Student Education Employment Program (SEEP) as well as basic information on the processes involved in HQ Department of the Army Page 94 of 98

95 applying for other Federal employment and/or internship programs. This type of outreach targets a diverse group of potential civilian workforce applicants while also supporting DOD employment initiatives for military spouses. In support of the U.S. OPM s Nine-Point Hispanic Employment Initiative, USASOC EEO staff participated in several activities to maximize outreach to Hispanic-serving organizations. The staff participated in the Ninth Annual Hispanic Educational Summit sponsored by the North Carolina Society of Hispanic Professionals at North Carolina State University. The Hispanic Educational Summit was specifically geared to serve as an educational outreach program to encourage 6th 12 th grade Hispanic students to excel, stay in school, and pursue higher education. Over 700 Hispanic students, teachers, and parent chaperones from 30 counties throughout North Carolina attended the summit. This was the EEO staff s third invitation to participate in the event. The staff participated in the 3rd Annual Hispanic Career Fair at Sanderson High School hosted by the Sanderson High Business Alliance Committee in Raleigh, North Carolina. Over 150 students and faculty members were in attendance. The USASOC EEO staff distributed Federal employment and internship information handouts in both English and Spanish. The students were very receptive to the information, especially concerning how to access Federal employment and internships via the internet. The participants expressed their appreciation to USASOC for having a Spanish speaking representative. The Adopt a High School Initiative with South View High School in Fayetteville, North Carolina, was offered to provide USASOC student interns an opportunity to speak with high school students, faculty and staff about Federal career opportunities for students. The interns provided information about scholarships, summer hire programs, internships, student loan repayment programs, etc. Faculty and staff were particularly interested in a demonstration of how to successfully navigate the Federal career web sites discussed during the presentation. An EEO staff member participates in monthly meetings with local disability organizations, the Fayetteville Cumberland Advisory Council for People with Disabilities and the Projects with Industry Business Advisory Council. Participation in these forums affords the EEO staff an opportunity to share Federal career information with the disabled community in an effort to increase federal career opportunities for individuals with disabilities. HQ Department of the Army Page 95 of 98

96 The USASOC MCRP has a strong student employment component allowing management to augment their permanent staffs with student employees on a year-round basis. Student employees are valued assets of the organization offering fresh perspective and interest in applying the latest academic/career-specific technologies. Student employee positions (authorized 30 during FY 08) make up approximately two percent of the USASOC total civilian workforce; and since the program s inception, 22 of 84 students or 26 percent entered permanent Federal careers upon completion of the program which directly supports Army s strategic plans to recruit and hire the next generation of professionals. Student employees are primarily recruited from FSU, a Historically Black College/University (HBCU) within commuting distance to HQ, USASOC in North Carolina. USASOC has also partnered with Bowie State University (HBCU) in Maryland and the National Hispanic University, a Hispanic Serving Institution, in California based on outlying unit participation. Formal MCRP briefings are regularly provided to USASOC senior level staff and managers/supervisors. The MCRP manager participates in career activities hosted by local high schools and universities each FY and shares Federal career information with students, faculty, and staff. Career event examples include, but are not limited to presentations to students in honors programs, specified academic areas, and attendees at career fairs. USASOC is presently focused on expanding MCRP initiatives to the contracting and research grant arenas. Ongoing community relations and cooperative education efforts between USASOC and partner schools support the 1997 DA MCRP initiative and its mission to Develop and administer aggressive outreach strategies that promote mutually beneficial collaborative partnerships and relationships with minority institutions. US Forces Korea (USFK) Overall, Individuals with Disabilities represent 7.1% (38) of the total EUSA workforce. This is a.9% decrease from FY2007 percentage of 8.0% (40). The representation of Individuals with a Targeted Disability dropped.2% (2) from FY 2007 rate of.20% which represents one Individual with a Targeted Disability. Individuals citing no disability accounted for 90.5% (480) of the workforce and twelve (12) employees or 2.3% did not identify their disability. EUSA representation rate of 0.18% for targeted disabilities is significantly below the Army standard of 2% and the Federal High of 2.16%. US Military Academy (USMA) The Workforce Assessment Team (WAT) In FY 08 this initiative allowed the EEO Office to align the efforts of CPAC, DHR and the SEP Managers while addressing and engaging recruitment barriers and workforce disparities. The WAT allows for increased teamwork and more direct communication with leaders and management officials. More HQ Department of the Army Page 96 of 98

97 specifically, it allows all stakeholders to immediately identify unproductive demographic patterns, trends and statistics as they were occurring and to take actions to provide solutions during the year rather than simply reviewing the results at the end of the FY. One example is the EEO hiring action reviews that allows managers to actively affect the demographics of their own organization in a positive way. The FY 09 plan calls for continued emphasis and support of this extremely effective initiative. In FY 08 seven new primary and alternate program managers were trained and certified. The agency now has an active Hispanic Employment, Black Employment, Federal Women s and Individuals with Disabilities Program Manager which collaterally serves to assist the agency in attaining its specific EEO goals and objectives. While the aforementioned programs are considered priority, the EEO Office will continue to monitor the statistical data and demographics of the Asian/Pacific Islanders and Native American/Alaskan Native employee population groups. The SEP Managers will expand their outreach initiatives and will meet with managers and supervisors to discuss hiring practices, recruitment issues, promotions and awards disparities for underrepresented groups. The SEP Managers will also assist managers and supervisors with developing strategies and implementing effective plans to address deficient areas. The EEO Director and the Special Emphasis Program Manager will meet during the first quarter of FY 09 with the aforementioned program managers individually to review the MD 715 statistics and to discuss and outline a plan of address. Furthermore, it is also noted that the SEP will require adequate funding and therefore the EEO Director will submit a detailed and justifiable FY 09 Budget Requirements List to the Garrison Commander that will outline the SEP plan which will allow for individual SEP events and purposeful participation in various outreach activities. The EEO Director updated the training information and increased the opportunities for training by offering monthly sessions and occasional evening sessions. The increased opportunities resulted in 60 percent of the workforce receiving the required mandatory training. The EEO Director has already published the FY 09 EEO/POSH training schedule that allows more flexibility and continues the successful trend of offering monthly and occasional evening sessions. Several employees were recognized in FY 08 for their significant contributions and outstanding support of the EEO Program, the EEO Office fell short of actually implementing an official EEO Awards Program. The EEO Director s FY 09 plan requires the immediate development and implementation of an EEO Awards Program during the HQ Department of the Army Page 97 of 98

98 first quarter of FY 09 that will make it possible for employees and supervisors that have made significant contributions in support of the EEO Program to be officially nominated and recognized for their efforts and accomplishments. All Army civilian employees and military personnel, supervisors, directors, and Collateral Duty Counselors, if nominated, will be eligible for local and/or Department of the Army level recognition. In summary, continued promotion and attentive cultivation of existing and planned should serve to effectively continue the extensive process of making gradual improvements and providing viable solutions for many of the deficient findings listed in the FY 08 MD 715 report. All of which will serve to ensure that the agency continues to gain momentum towards attaining and sustaining a Model EEO Program. HQ Department of the Army Page 98 of 98

99 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% DASA EEO & CR Model Program Compliance Two Year Average Percentage of Model Program Achieved by Command 93% 94% 94% 90% 77% HQ Corps of Engineers Army Materiel Command HQ US Army Europe Forces Command Army Test and Evaluation Command 87% 95% 95% 90% 87% 95% 86% 89% 93% 91% 95% 84% 92% US Army Reserve Command Installation Management Command Office of the Secretary of the Army Intelligence and Security Command Medical Command Military Entrance and Processing Command Space and Missile Defense Command Network Enterprise Technology Command Special Operations Command Training and Doctrine Command US Forces Korea US Military Academy Appendix C Table 1

100 Assessment of Army EEO Essential Element Compliance Office Fiscal Year A Leadership Commitment B Strategic Integration C Accountability D Prevention E Efficiency F Compliance Percent Compliant Percent Answered Army % 91% 80% 90% 84% 100% 88% 100% 95% 94% 100% 90% 91% 100% 91% 100% 95% 94% 90% 90% 91% 100% 93% 100% Median 95% 94% 90% 90% 91% 100% 91% 100% % Chg 7% 3% 13% 0% 8% 0% 88% 100% Appendix C Table 2

101 Appendix C Table 3