Disabilities

Includes a Review of the 2015 Achievements and Goals for 2016

Arlington County Government

Arlington Virginia

Mark Schwartz

Acting County Manager

Raul Torres, Esq.

Asst. County Manager

Antonio Acevedo, MBA, J.D.

Compliance Programs Mgr.

Office of the County Manager

Human Rights Commission & EEO/ADA

Affirmative Action Plan For Minorities, Females & Individuals with

Disabilities Fiscal Year 2016

2

Table of Contents

I. Introduction …………………………………….…………………………….…….....3

II. Responsibility for Implementation …….…………………………………...................3

III. Workforce Analysis, Demographics and County Workforce....…………………….....4

a. Review of Personnel Actions ….………………………………………….....4

IV. Goals & Achievements.…………………………………………………………….......5

a. Diversity Five Year Countywide Goals ……………………………………..5

V. Program Strategies for Special Focus Recruitment Efforts ……………..……………..6

VI. Availability Analysis ...……………………………...………………………………....7

VII. Identification of Barriers & Problem Areas……………………………………………8

VIII. Strategies to Achieve Affirmative Action Goals………………………………………9

IX. Tables …………………………………………………………………………………10

Table 1- Demographics & County Workforce………..................................................10

Table 2 – 4 Personnel Actions…...................................................................................11

Table 5 Goals Achieved…...........................................................................................14

Table 6 Placement Goals………………………………………………………….....15

Table 7 Diversity Targeted 5 Year Goals…………………………………………....16

X. Recommendations & Conclusion……….………………...………………………......17

XI. Appendix………………………………………….………….....….……....…………18

3

I. Introduction A.R. 2.9 § 2

In the preparation of this Affirmative Action Plan (AAP), the Office of Human Rights used as

a guide, the County’s Equal Opportunity Policy adopted by the Arlington County Board on

June 24, 1995. Also, Arlington County’s Administrative Regulation 2.9, and federal guidelines

issued by the Equal Employment Opportunity Commission (EEOC) in 29 CFR, Chapter 1608.

The goals adopted in this plan can be attained by good faith efforts applied through its

implementation. These goals are not quotas and are not intended to discriminate against an

individual otherwise qualified for an employment opportunity.

In developing this affirmative action plan, the County performed a workforce utilization

analysis, a job group analysis, and an availability analysis. Each job group was analyzed. The

plan represents the County’s efforts and strategies to implement the Equal Employment

Opportunity Policy (EEO).1The analysis of employment data shows a commitment to equal

employment opportunity. The data does not show evidence of systemic discriminatory

employment practices.

The basis for the data analysis provided in this plan is information obtained from several

sources, including the Arlington County Department of Human Resources and the U.S. Census

Bureau. The foundation for the analysis is data available as of June 30, 2015.

II. Responsibility for Implementation

The County Manager has overall responsibility for the implementation of the Equal

Employment Opportunity and Affirmative Action Plan (AAP). The County Manager has

assigned primary management responsibility for ensuring full compliance with the program to

the Assistant County Manager for Human Rights & EEO. The Assistant County Manager

develops policy statements and internal and external communications to ensure an efficient

affirmative plan implementation. The recruitment responsibility belongs to the Director of

Human Resources, department directors and managers share the accountability for the hiring

decisions and meeting the AAP goals. The County Manager actively supports the AAP and

afford the resources and assistance whenever needed. Arlington County is a local government

committed by its vision statement to diversity and inclusiveness.

1 Administrative Regulation 2.9§2

4

III. Analysis of Personnel Actions

The Affirmative Action Plan (AAP) covers all Arlington County government employees.

Pursuant to A.R. 2.9 § 3.3 employees in Constitutional Offices are included in the analysis but

these employees are not the responsibility of the County Manager. The personnel practices and

hiring goals in those departments are the sole responsibility of the constitutional officers.

A. Composition and Analysis of the Workforce A.R. 2.9 § 3.3

As of June 30, 2015, the workforce had 3,435 employees of which 1,698 (49.4%) were

minorities, and 1,737 (50.6%) were non-minorities2. When further divided by gender, the

workforce had a composition of 1,574 (45.8%) females and 1,861 (54.2%) males. Women are

analyzed as a minority group3. There was a net increase of 17(.5%) employees in the County’s

workforce from the previous fiscal year.4

The workforce was compared to the 2010 U.S. Census Bureau report on estimated availability.

The result of this analysis determines if there is underutilization by job group, and the need to

establish placement goals pursuant to Administrative Regulation 2.9 §3.4-5. An underutilization

analysis was done based on U.S. Census population data of the qualified workforce and the

application of a standard deviation test.

B. Review of Personnel Actions

Personnel actions were analyzed to identify any impediment to equal employment opportunities.

These personnel actions included applications received and screened for employment, hiring,

promotions, terminations, employment offers, compensation, and disability accommodations.

(EEO Policy §B.2; A.R.2.9 §3.1 & 3.4.)

Applicants

The flow of applicants reveals that the percentage of qualified minorities that applied was 64.8%,

the percentage of qualified female applicants was 52.5%, and the percentage of qualified non-

minority applicants was 31.1%. There were 12,094 qualified employment applicants reported

during the fiscal year, which included 7,836 (64.78%) minorities and 3,756 (31.10%) identified

as non-minorities. The analysis revealed that the percentage of minority applicants compares

very favorably with the general availability in the respective categories. Applicants by group:

American Indians 74 (.61%) Asians 801 (6.62%); Blacks 5,373 (44.42%); Hispanics 1,555

(12.86%); Pacific Islanders 33 (0.27%); non-minority 3,756 (31.10%). As the groups moved through the selection process, the selection rate of minority applicants was

77.5%, the selection rate for female applicants was 99.3% and the selection rate of non-minority

2 An employee with no race identification is included in this count. 3 See the Workforce demographic profile at page 10. 4 Previous year total workforce 3,418.

5

applicants was 160.3%. See, Applicants Table on page 11 for an explanation of how selection

rates are derived.5

Hires

Arlington County hired 301 employees in fiscal year 2015. These hires included 151 minorities

(50.2%), 157 females (52.2 %), 144 males (47.8%) and 150 (49.8%) non-minority. There were

19 minority new hires and 14 minority promotions into positions with AAP goals during FY

2015. These results signal a positive, affirmative action trend.

Promotion Practices

Seventy-five 75 (51.4%) of the 146 employees promoted in FY15 under the jurisdiction of the

County Manager were minorities, and 14 (9.6%) promotions were into positions with AAP goals.

Therefore, promotions represent an area of substantial employment opportunity for the

development and advancement of minorities and female employees. The constitutional officers

promoted 15 employees of which 11(73.3%) were minorities. See, Advancement and

Development Table on page 12.

Separations

In FY 2015, resignations, retirements, and AWOLs accounted for 99.1% of the voluntary

separations excluding deaths (3). There were 21 (6.2%) involuntary separations. See, Separations

Table on page 13.

Individuals with disabilities

In FY15, the County granted eight (8) requests for reasonable accommodations. Five (5) were

given to employees and three (3) awarded to applicants for employment. No request for a

reasonable accommodation to participate in the application process was denied. The employment

application process, with its accommodation component, results in a non-discriminatory process

for employment applicants with disabilities. One (1) new hire self-identified as disabled.

IV. Goals and Achievements

The County achieved or advanced its AAP goals in five of nine job groups by hiring diverse

applicants and females into positions where employment goals had been established. See, Goals

Achieved Table on page 14.

Placement Goals

The County established goals during 2015 to improve the representation of female and minorities

in job groups and sub-groups where the Census data and market availability indicated an

opportunity to increase diversity in the workforce. See Placement Goals Table on page 15.

5 Females appear to have overcome employment barriers, in the overall hiring rate of 99%. These selection rates are a reflection of the County commitment to diversity.

6

Five (5) Year Diversity Target Goals

Between 2011 and 2016, the employment of females and minorities have been targeted to

positions and job groups where it has been difficult to recruit and meet their availability in the

market. This targeting responds to the County leadership’s efforts to promote and increase

diversity at all levels. See Diversity Targeted 5 Year Countywide Goals on page 16.

V. Program Strategies for Special Focus Recruitment Efforts - A.R. 2.9 § 2.1

Where there is an opportunity to hire or promote a minority or female in any of the job groups, in

which goals exist, departments are being advised to consider hiring qualified minorities and

females. Also,

a. Continue implementing recruitment plans and developing strategies to attract and recruit

from a more diverse pool of applicants. The plan should be carried out by the Department

of Human Resources (HR). 6

b. HR and the County departments should continue to focus recruitment efforts, which

address AAP goals when developing recruitment strategies.

c. The composition of the interview and selection panels should be diverse and monitored.

d. Consider the progress made toward hiring goals as an element of the department

director’s and hiring supervisors’ annual performance evaluation criteria.

Persons with Disabilities

The County realizes that investing in programs to improve and promote the employment of

persons with disabilities is in the best interest and well-being of the community.

Notwithstanding, the recruitment of persons with disabilities continues to present a challenge.

6 County continues to conduct competitive benchmarking - study award-winning outreach campaigns and best ranking company practices.

Renewing its focus on employment brand awareness to diverse age groups using social media and updating the Arlington County Jobs website.

Arlington County started using the LinkedIn group for Arlington County Careers as well as a Facebook account for advertising hard-to-fill

openings.

7

VI. Availability Analysis

A.R. 2.9 (2.1) (II.)

The availability analysis under A.R. 2.9 takes into account the relevant labor markets from which

applicants for County positions can be expected to apply and the current incumbency vs. the

estimated availability in the market as indicated by the US Census data. An analysis of the

patterns of hiring and promotions from the available employment data, for each of the 15 job

groups was done.

The proportion of employees who entered the county job groups directly as external hires and the

proportion that entered the job groups through internal promotions were established. Where a job

group had different job titles that carried different availability rates, we calculated a composite

availability figure.

The availability data was developed separately for minorities and women. For each job group,

the analysis examines two potential areas of availability: individuals with the requisite skills

outside the County government workforce (external availability) and those within the Arlington

County government who could be promoted (internal availability). For the purpose of

determining external availability, the United States was defined as the recruitment area for those

job groups with a national recruitment effort and the Washington, DC-MD-VA for those job

groups with a local recruitment area.7 The source for the above statistics is the United States

Department of Commerce 2010 Census and updates as released by the US Census Bureau. See,

Placement Goals and Diversity Tables on page 16.

7 Washington Metro Area includes District of Columbia; Calvert County, MD; Charles County, MD; Frederick County, MD; Montgomery

County, MD; Prince George’s County, MD; Arlington County, VA; Fairfax County, VA, Fauquier County, Clarke, Warren Counties, VA; Loudon County, VA; Prince William County, Manassas County, Manassas City, VA; Spotsylvania County, VA; Stafford County, VA; Alexandria City, VA;

Fairfax City, Falls Church City, VA; Fredericksburg City, VA. In some cases pools were extended to Pennsylvania, West Virginia and New

Jersey in particular for firefighter applicants.

8

VII. IDENTIFICATION OF BARRIERS & PROBLEM AREAS A.R. 2.9 § 3.4

A. Identification of Problem Areas

We have conducted an analysis of the employment process, including the workforce by

departments, job groups, and personnel actions to the extent of the information available to

determine whether there were impediments to equal employment opportunity. We found that the

following areas should be subject of further study.

Develop performance rating guidelines for the accountability of managers and

supervisors for the achievement of AAP goals.

Create a strategy to implement a consistent practice to have diversity in the interview

and selection panels.

The County should be able to track applicants, candidates being interviewed, considered

and selected, uniformly, by developing a consistent methodology, interoperability of its

systems and address the human factor involved in the management of data.

B. Addressing the Barriers

The County is conducting a barrier analysis targeted for completion in calendar year 2016. The

results of this effort will provide a roadmap to address current and future employment barriers.

The County departments should be attentive in providing minority employees with opportunities

to develop skills, close the gap between skills, experience, and the job requirement of higher-

level positions to achieve readiness for promotional opportunities as they occur. These

opportunities could be reached through special assignments and professional activities designed

to develop skills or on the job experience needed for the next level.

The County has established placement goals to address employment of minorities, and will

continue to make good faith efforts to reach these goals and the implementation of the action-

oriented programs detailed in this AAP. Opportunities to promote minorities require a

commitment to current County employees. The establishment of a mentorship program can

provide a tool for the development and advancement of minorities.

The Department of Human Resources is developing a consistent methodology to improve record

keeping practices and interoperability of systems for recruitment, hiring and tracking of

personnel actions.

9

VIII. STRATEGIES TO ACHIEVE AFFIRMATIVE ACTION GOALS & WORKFORCE

DIVERSITY A.R. 2.9 § 3.1 & § 2.4

The Office of Human Rights and EEO (OHR) will provide the departments with their respective

goals for hiring within the groups where AAP goals exist. To assist the departments, this AAP

presents the recommendations below as part of a general strategy. We ask departments to address

the AAP goals and to develop an implementation plan that monitor results for affected job

groups. Some successes were evident utilizing this strategy during FY 2015. The job groups of

Police, Fire, Senior Executive and Administrators, and trade level are achieving their goals and

are on target to meet their 5-year AAP goals.

General Strategies:

a. Continue the recruitment strategy of using professional and social networks sites to

attract diverse candidates.

b. Develop a strategic plan to reach out and recruit underrepresented groups using the

internet.

c. Communicate the AAP goals to persons responsible for the recruitment activity and

the hiring action.

d. Ensure that the hiring process is aligned with the affirmative action goals to achieve

the AAP goals of the County.

e. Continually train interview panels on equal employment opportunity issues and the

AAP goals prior to recruitment.

f. Develop a methodology to ensure that interview and selection panels are diverse.

g. Ensure that managers are aware of the AAP employment goals in their

departments/units prior to selection activities.8

h. Provide opportunities for assignments for the development of skills in different areas

and functions within the departments as a way to prepare minorities for

advancement.

i. Identify mentoring opportunities for minorities.

8 It is advisable that when panels are used during the selection process that they be informed if there are any AAP or diversity goals for the

position.

10

IX. TABLES

1. ARLINGTON DEMOGRAPHICS & COUNTY WORKFORCE

DEMOGRAPHIC ANALYSIS FY-2015

Workforce

Demographics

FY 2015

American

Indian/Alaska

Native

Asian Black Hispanic Female

(of All

Races)

Non-

Minority

White

No-Race Total Minority

Representation*

Total Workforce

3,435

1

252*

922

523

1,574

1, 736

1

1,698

Percentages

County Gov.

Workforce

(By Group)

.1

7.3

26.8

15.2

45.8

50.5

.1

49.4

Percentage of

Arlington County

Population

( US Census Jan.

2015 Most Recent

Estimates)***

.2

10.5

8.4

15.7

50

62.5

N/A

37.6 9

County

Supervisors

676

0

31

144

57

308

443

1

232

Percentage of

Supervisors by

Group

0

4.6

21.3

8.4

45.5

65.5

.1

34.3

As to US Census data, the most recent demographic estimate reveals that minorities represent

34.8%, plus 2.8% from persons of two races and females 50% of Arlington County population.

Please note that the Census counts two races as minorities in general.

The number of minority supervisors in the County was increased by twenty-three (23) during FY

-2015 representing an increase of 2.92% in the percentage of minorities in supervisory

/managerial positions.

9 Census data for County population of two or more races not of Hispanic origin is included here thus impacting this percentage by 2.8%. The

Census data is used to explain the presence of a two-race population in the County that otherwise would not be counted in the traditional groups.

The County AAP Regulation requires specific count of race/ethnicity. Two races or no race identification are not contemplated by the regulation. Data as provided by the Census appears to add up to over one hundred percent but that is how the US Census presents this data.

For total minority supervisors we are including all minority supervisors as an aggregate. The female count by race/ethnicity is already included. * Aggregate includes American Indians/Alaska Natives, Asians/Hawaiian/Pacific Isl., Blacks, and Hispanics. Non-minority females are not included in the count.

**Native Hawaiian and Pacific Islander employees are included in the count because their number is too small for separate analysis.

*** The County demographics as reflected in the chart represent the January 2015 percentage estimates provided by the US Census. HR Dept. records show employees with no race designation. US Census does not provide a count for no-race and federal and local AAP regulations does

not provide for such count either.

11

2. AAP 2015 Year End Review of Personnel Actions

Personnel actions were analyzed to identify any impediment to equal employment

opportunities. EEO Policy § B.2; A.R.2.9 § 3.1 & 3.4

A. Qualified Applicants

Applicants

GENDER Applicants Amer. Ind. Asian Black Hispanic Pac. Is. All Min

Non-

Minority No Race Totals

Males 5,711 37 431 2,291 636 12 3,407 2,055 249 5,711

Females 6,352 37 368 3,077 919 21 4,422 1,700 230 6,352

No Gender 31 0 2 5 0 0 7 1 23 31

Totals 12,094 74 801 5,373 1,555 33 7,836

3,756 502 12,094

Representation

Males % 47.22% 0.31% 3.56% 18.94% 5.26% 0.10% 28.17% 16.99% 2.06% 47.22%

Females % 52.52% 0.31% 3.04% 25.44% 7.60% 0.17% 36.56%

14.10% 1.90% 52.52%

(+/-No Gender) .26% 0 .017 .041% .058% .01% .19% .26%

Total % Applicants 100.00% 0.61% 6.62% 44.42% 12.86% 0.27% 64.78% 31.10% 4.15% 100.00%

Applicants

Hired

Selection Rate* Gender Min Selection Rate

Males 101.31% 0% 65.73% 65.30% 126.23% 0.00% 75.47% 157.50% 77.47%

Females 99.31% 0% 175.0% 57.80% 118.02% 0.00% 79.05%

161.30%

Maj. Selection Rate

160.26%

By Race - 0% 115.40% 60.58% 121.38% 0.00% 77.43% 160.26%

B. New Hires

GENDER

Amer.

Hires Ind. Asian Black Hispanic

Pac.

Is.

All-Min Non-Min

Hires Hires

Totals

Males

144 0 7 37 20 0 64

80 144

Females

157 0 16 44 27 0 87

70 157

Totals

301 0 23 81 47 0 151

150 301

Males

48.16% 0.00% 2.32% 12.29% 6.64% 0.00% 21.26%

26.58% 47.84%

Females

51.84% 0.00% 5.32% 14.62% 8.97% 0.00% 28.90%

23.26%

52.16%

Totals

100% 0.00% 7.64% 26.92% 15.61% 0.00% 50.16%

49.84% 100%

*The applicant’s selection rate is calculated by dividing the hiring rate of new hires by the representation rate of the qualified applicants in a

particular group to determine the selection rate of the applicants selected for employment (Example: Fem. Hiring rate 52.16% is divided by 52.52%, which is the representation rate of female applicants = 99.31% selection rate).

12

C. Promotion Practices

3. ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) COUNTY PROMOTIONS DURING FISCAL YEAR 2015

By RACE/ETHNICITY GROUPS

ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) PROMOTIONS UNDER CONSTITUTIONAL OFFICERS DURING FISCAL YEAR 2015

By RACE/ETHNICITY GROUPS

GROUP NUMBER OF

PROMOTIONS

% FROM TOTAL

PROMOTIONS

American Indian

0

0

Asian

10

6.8%

Black

42

28.8%

Hispanic

23

15.8%

Non-Minority

71

48.6%

GROUP NUMBER OF

PROMOTIONS

% FROM TOTAL

PROMOTIONS

American Indian

0

0

Asian

0

0

Black

4

26.7%

Hispanic

7

46.6%

Non-Minority

4

26.7%

13

D. Separation Tables

4. Separations

*Involuntary separation is an inclusive term for dismissals, layoffs, and separations during probation.

Reasons for Involuntary Separations

Involuntary Separations by Reason or Cause

Reasons Totals Amer.

Indian

Asian Black Hispanic Hawaiian/Pac.

Islander

Total Minority Non-Minority

Involuntary*

(6.2%)

21

0

2 = 9.5%

8 =38.14%

4 = 19%

0 = 0%

14 = 66.7%

7 =33.3%

Voluntary

(93.8%)

318

0

19 = 6.0%

99 = 31.1%

39 = 12.3%

2 = .63%

159 = 50%

159 = 50%

Totals

339

0

21 = 6.2%

107 = 31.6%

43 = 12.7%

2 = .59%

173 = 51%

166 = 49%

Reasons Totals Amer.

Indian

Asian Black Hispanic Hawaiian/Pac.

Islander

Total Minority Non-Minority

Dismissal

(19.0%)

4

0 = 0%

0 = 0%

2 = 50%

2 = 50%

0 = 0%

4 = 100%

0 = 0%

Separation

During

Probation

(52.4%)

11

0 = 0%

0 = 0%

6 = 54.5%

1 = 9.2%

0 = 0%

7 = 63.6%

4 = 36.4%

Layoff

(28.6%)

6

0 = 0%

2 = 33;3%

0 = 0%

1 = 16.7%

0 = 0%

3 = 50%

3 = 50%

Totals

21

0= 0%

2 = 9.5%

8 = 38.1%

4 = 19.1%

0 = 0%

14 = 66.7%

7 = 33.3%

14

5. GOAL ACHIEVED BASED ON NUMBER OF HIRES DURING FISCAL YEAR 2015 For further guidance on how to read this table, see the last page of the appendix in this document

IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION

WAS LOWER THAN AVAILABILITY

A.R. 2.9 § 3.5

(With a Deviation of Statistical Significance)

Job Group Name Employment

Goals

FY 201510

Opportunities

to Hire in 2015

from Total

Hires11

Employment

Goals

Achieved thru

Hires

in FY 2015

Group with

Employment

Goals

Executives/Officials

& Senior

Administrators 12

20.5% (=2)

7

2

Black

Hispanic

Professionals

46.3% (=13)

61

7

11

6

Asian

Black

Hispanic

Firefighters/EMS/Fire

Supervisors

29.5% (=3)

30.4% (=5)

12.5% (=7)

2

0

0

0

Black

Hispanic &

Females

Librarian

28.6% (=4)

3

0

0

0

Asian

Black

Hispanic

Information Technology Specialist

67.6% (=3)

3

1

Hispanic

Police

25.6% (=4)

26.2% (=6)

22.3% (=4)

26

2

2

6

Asian,

Hispanic

Females

Police

Sub-Group:

Police Supervisors

28.0% (=2)

17.4% (=2)

10

1

0

1

Black,

Hispanic

Females

Planners

23.6% (=1)

23.6% (=2)

1

0

0

Black

Hispanic

Trade Workers13

4.41% (=3)

30

3

Females

The Achievement of goals can be impacted by factors such as hiring freezes, minorities leaving the

workforce, non-minority applicants hired into positions with goals, resignations, and retirements.

10 Employment goals are achieved by hiring the desired percentages of the affected class into the job groups with goals at every opportunity to

hire. Goals are established after an analysis of the availability based on data provided by the Census. 11 The achievement of employment goals are based on the opportunities to hire into the job group and the results in the hiring of minorities. 12 The Goal was achieved with the hiring of two minority Executive/Officials and one promotion in the CMO. Treasurer and deputy treasurer

promotions in the constitutionals generated additional achievements by advancing minorities at the executive level. 13 DES continues to make progress in the recruitment and selection of females into the trades.

15

6. PLACEMENT GOALS 2016

IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION

WAS LOWER THAN AVAILABLE IN THE AREA JOB MARKET-ONLY GROUPS

WITH GOALS ARE INCLUDED

A.R. 2.9 § 3.5

(With a Deviation of Statistical Significance)

Job Group Name Employment Percentage

(%) of Minority & Female

Incumbents by Job Group

FY - 2015

Employment Goals

FY 201614

Groups with Employment

Goals

Executives/Officials & Senior Administrators

Minority 21.4% (=27 minorities)

Females 51.5%

(=65 Females)

0

N/A

Professionals

Minority 49%

(=622 minorities)

0

N/A

Firefighters/EMS

Minority 26.7%

(=54 minorities)

Female 8.9%

(=18 females)

2

4

7

Black

Hispanic

Female

Librarian

Minority 15.9%

(=7 minorities)

4

Asian Black

Hispanic

Information Technology

Specialist

Minority 44.3%%

(=31 minorities)

2

Hispanic

Police

Minority 24%

(=75 minorities)

Female 20.1% (63 females)

3

5

5

Asian

Hispanic

Female

Police

Sub-Group:

Police Supervisors

Minority 25.3%

(=19 minorities) Female 12.1% (=9 females)

2

1

2

Black

Hispanic

Female

Planners

Minority 19.4%

(=14 minorities)

1

2

Black

Hispanic

Trade Workers

Female 4.13% (=15 females)

3

Female

14 Employment goals are achieved by hiring this number of employees and/or the desired percentages of the affected class into the job groups with goals at every opportunity to hire. The goals assume the retention of minority employees in each job group. Goals are established after an

analysis of the availability based on data provided by the Census. When there are no goals for a group it means that their employment

representation meets or exceeds their availability. Females constitute 51.5% of Executive/Officials and Senior Administrator positions. Absent any adverse impact at this level, there is no need to establish a hiring goal for females at this time.

16

7. DIVERSITY TARGETED 5 YEAR COUNTYWIDE GOALS BY JOB/GROUP

POSITION TITLE (2012-2016)

* = Goal Achieved

Position/Titles in Job

Group Departments Group

Base

Year

Staff

Level

in

FY2011

Staff

Level

In

FY 2013

Staff

Level

In

FY 2014

Staff

Level

In

FY 2015

Targeted 5

Year Goals by

Job

Group/Position

Title

FY2016

Firefighters/EMS Fire

Marshals/Inspectors

Total Incumbents -201

Fire Department Asian Black

Hispanic

Females

3 34

12

18

6 35

16

17

6 35

17

19

6 36

16

19

6* 40

27

33

Human Resources/OD

Specialist/Sr. HR

Mgmt. Spec. Countywide Total

Incumbents - 57

Human Resources

(at HRD 40)

(Countywide - other than HRD

17)

Hispanics

1

1

3

3

3*

Librarians Total Incumbents - 44

Libraries Asian Black

Hispanic

1 2

3

2 3

3

2 3

4

2 1

4

3 5

6

Staff &Mgmt. Budget Spec

Total Incumbents- 31

Countywide: DES/DHS/DPR/D

MF

Hispanic

0

1 DES

1 DES

2

4

Design Engineering

Total Incumbents -39

Department of

Environmental

Services

Asian

Hispanic

3

1

14

2

14

3

15

3

6*

3*

Engineering Tech II-IV

Total Incumbents - 18

Department of

Environmental

Services

Asian

Black

Hispanic

2

5

3

2

4

1

2

6

2

2

7

2

3

6*

5

Planners/Sup. Planner

Total Incumbent- 47

Community

Planning, Housing & Development

Asian

Black Hispanic

2

10 2

0

12 1

1

9 1

1

8 1

3

11 5

Planners

Total Incumbent- 25

Department of

Environmental Services

Asian

Black Hispanic

Females

1

3 1

13

1

1 1

9

1

2 1

11

1

2 2

9

2

3 3

14

Police Corporal, Police

Office I&II Total Incumbents- 313

Police Department Asian

Black Hispanic

Females

13

29 23

58

14

28 25

52

13

30 31

64

13

30 32

67

22

33 44

68

Facilities Maintenance

Mechanics, Machinist, Motorized Vehicle

Operator, Printer, Plumber, Sr. Trade

Workers, Control

Systems Technicians, Traffic Signal Field

Technician, Multi-

Skilled, Trades Worker, Delivery Driver, WSS

Technicians,

Wastewater Technicians Total incumbents-340

Department of

Environmental Services

Females

7

11

12

15

18

17

X. RECOMMENDATIONS & CONCLUSION

General Recommendations:

1. Evaluate the recruitment and the outreach process to identify possible causes that can help

us address and explain the issues in difficult to hire areas.

2. Increase retention efforts for minorities and increase diversity in underrepresented job

groups and positions.

3. Alert and educate hiring managers on AAP goals and the need for diverse interview panels,

prior to the selection stage of the recruitment process.

4. Flag position titles with AAP goals for each vacancy that occurs.

5. Departments Directors should continue to be accountable to the County Manager for their

efforts in diversifying their department’s workforce. That accountability should be extended

to all levels of management and included as a factor in their performance review.

6. Continue to conduct reviews of compensation practices by job groups to impact multiple

classifications and individual positions under the AAP.

Conclusion

The County Manager delegated to the Assistant County Manager for Human Rights and EEO,

authority to take action, communicate policies, and pursue solutions to problems that might

encumber the progress of the Affirmative Action Plan. The EEO Standing Committee of the

Human Rights Commission is composed of residents and employees of Arlington County and

provide advice and support to the County in the development of this plan.

The demographics of the County Government workforce show a strong presence of equal

opportunity and commitment towards affirmative action. Its vision statement commits

Arlington County Government to diversity and inclusiveness. The County government

continues to make affirmative action both a commitment and a reality.

This AAP will remain in effect, with its goals and strategic programs, beyond the end of the

fiscal year until a revision to the plan is made, or a new plan is adopted.

18

XI. APPENDIX A. - (A.R. 2.9)

D E F I N I T I O N S

AAP Job Groups

AAP Category

1 Executives /Officials & Senior Administrators – the most senior management

level in the County with responsibility for directing departments, divisions or

bureaus (or similar organizational units), for county management, and executive

level policy implementation.

2 Professionals – positions requiring Bachelor’s or higher level degree or equivalent

experience with responsibility for engaging in the practice of a profession not

specifically defined elsewhere. Manage diverse programs. Positions may also

supervise others but do not include bureau chief or higher level positions in the

field.

3 Librarians – positions normally requiring a Master’s degree in library science or

equivalent experience with responsibility for professional research, reference,

readers’ advisory, collection maintenance, selection, acquisition, program

management and/or other related functions in a library setting. Positions may also

supervise other professional librarians but do not include bureau chief or higher

level positions in the field.

4 Information Technology Specialists – positions normally requiring a Bachelor’s

degree or equivalent experience responsible for programming functions develop

applications; coordinate systems operations, computer information systems,

databases and/or networks; and/or customize utility programs and software.

Positions may also supervise other information technology specialists but do not

include bureau chief or higher level positions in the field.

5 Planners – positions requiring a Bachelor’s degree or equivalent experience with

responsibility to coordinate, develop, document, present, administer and/or

facilitate implementation of community, facility, housing, land use and/or facility

planning, and/or economic development initiatives. Positions may also supervise

other planners but do not include bureau chief or higher level positions in the field.

6 Social Workers and Case Managers – positions requiring a Bachelor’s or higher

level degree or equivalent experience with responsibility to provide social,

eligibility, psychosocial, therapeutic, probation supervision, case management

and/or other related services for a wide array of clients. Positions typically conduct

intake, identify eligibility, facilitate services, provide services and/or monitor and

assess client progress. Positions may also supervise other social workers or case

managers but do not include bureau chief or higher level positions in the field.

7 Parks & Recreation Workers – positions that program and conduct recreation

activities with groups in public, private, or volunteer agencies, recreation, or nature

facilities. Includes Recreation Assistants and PRCR Programmers. Positions

typically organize and promote activities, such as arts and crafts, sports, games,

music, dramatics, social recreation, nature awareness and conservation, camping,

and/or hobbies. Monitors or manages recreational areas, such as pools and parks to

provide assistance and protection to participants. Positions may supervise

19

AAP Category

instructors and assistant coaches, but do not typically supervise permanent County

employees.

8 Technicians & Paraprofessionals – positions requiring technical experience,

training or skill in a specialized field (normally not requiring a Bachelor‘s degree)

with responsibility for the application of theories and principles of a specific

discipline or field of expertise and/or the provision of support to professionals in a

field of expertise.

9 Administrative and Services Support – positions providing reception, clerical,

account, records, purchasing, supply, inventory and other related support functions.

May also perform training, coordination, and supervisory functions to support staff.

10 Mechanic/Skilled Trades Occupations – positions requiring specialized training

and/or certifications in the performance of specialized craft or mechanic functions.

Positions also include those with responsibility for trade operations supervision.

11 Trades Workers/Motor Vehicle Operators – positions that perform laborer,

maintenance and/or driving functions in a variety of trade settings. Does not

include supervisory positions.

12 Firefighters/Emergency Medical Technicians – positions that control and

extinguish fires and respond to emergency situations where life, property, and/or

the environment are at risk. Duties may include fire suppression, fire prevention,

fire investigation, emergency medical services, hazardous material response, search

and rescue, and/or disaster management. Positions may also supervise other

firefighter/emergency medical technicians but do not include division chief or

higher level positions in the field.

13 Police Officers – positions that maintain order, enforce laws and ordinances, and

protect life and property in an assigned patrol district. Duties may include a

combination of the following duties: patrols a specific area, directs traffic, issues

traffic summonses, investigates crimes and accidents, responds to incidents as

directed, and apprehends and arrests suspects. Positions may also supervise other

police officers but do not include division chief or higher level positions in the

field.

14 Correctional Officers – positions include Sheriff Office officers and deputies.

Guards inmates in accordance with established regulations and procedures. May

guard prisoners in transit between jail, courtroom, prison, or other point. Includes

deputy sheriffs who spend the majority of their time guarding prisoners in a

detention facility. Maintains law and order in the courtroom and serves legal

processes. Positions may also supervise other correctional officers but do not

include division chief or higher level positions in the field.

15 Other Protective Service – positions that are not members of the sworn public

safety staff but perform protective services such as: patrols public buildings and

parking lots; issues tickets to parking violators; guides or controls vehicular or

pedestrian traffic; and/or receives emergency calls and dispatches appropriate

emergency responders. Positions may also supervise others but do not include

division chief or higher level positions in the field.

20

APPENDIX B.

HOW TO READ THE GOALS ACHIEVED TABLE

1. The table Goals Achieved Based on Number of Hires during the Fiscal Year on page 14 has five

columns, and you should read the table from left to right.

2. The table reflects the goals from the previous fiscal year (FY) and the hiring results obtained

while trying to achieve these goals in FY-2015.

3. The first column “Job Group Name,” lists only the County job groups, where there was a need to

increase the number of minorities or females during the previous year.

4. The job groups are listed in the Appendix on section XI of the plan.

For example, the first job group in the table is Executives/Officials & Senior Administrators.

The second column “Employment Goals,” shows that a number of two hires and two (20.5%) was

the established goal for fiscal year 2015.

We arrived at the figure by performing an availability analysis and a standard deviation.

o The County can increase the affirmative action effort and raise the employment

percentage of minorities in the job group of Executives/Officials & Senior Administrators

with an affirmative effort, statistically estimated, at 20.5% of every 100 hirings or

promotional opportunities that occur in the job group. (The standard deviation analysis

and statistical projections define that distribution).

o The County will strengthen its diversity at the Executive/Officials & Senior

Administrators level by hiring two (2) minority employees into this job group, which

occurred during the fiscal year.

o The third column “Opportunities to Hire,” shows how many opportunities there were to

hire an incumbent to fill positions into the job group of Executives/Officials &

21

Administrators. There were only seven (7) opportunities to recruit into this job group

during FY 2015, and two (2) were minorities.

o The fourth column is “Employment Goals Achieved thru Hires.” It shows the number of

minorities hired into the job group during FY2015. In this case, there were two (2) hires.

o The last column “Group with Employment Goals,” indicates the particular demographic

group to increase through recruitment and by hiring to meet the goal. In this case, the

demographic groups were Black or Hispanic.

The table is the result of a proportionate analysis between the racial composition of the County workforce

and the available pool in the market. The focus of the analysis is the impact of employment selections

within job groups.

Please note that the statistics only count hires as whole persons and not as fractions of a person.

Therefore, you calculate a fraction of a person as a person. We use workforce statistics from the

EEOC/US Labor Department and U.S. Census Bureau to perform tests and to determine if there is a need

to add minorities or females to a particular job group. The tests compare hiring results and opportunities

to employ against availability of similar persons in the employment market to determine the goals for the

following year.