federal agency annual eeo program status report · 2009-09-17 · federal agency annual eeo program...

EEOC FORMU.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

HQ Department of the Army of 98

715-01 Part A - D

For period covering October 1, 2007, to September 30, 2008.

PART ADepartmentor AgencyIdentifyingInformation

1. Agency Headquarters United States Army

1.a. 2nd level reporting component

1.b. 3rd level reporting component

1.c. 4th level reporting component

2. Address 1225 S. Clark St., Suite 207

3. City, State, Zip Code Arlington VA 22202

4. CPDF Code ARSA5. FIPS Code8840

AR 8840

PART BTotal

Employment

1. Enter total number of permanent full-time and part-time employees 226,126

2. Enter total number of temporary employees 5,373

3. Enter total number employees paid from non-appropriated funds 28,021

4. TOTAL EMPLOYMENT [add lines B 1 through 3] 259,520

PART CAgency

Official(s)Responsible

For Oversightof 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 OfficialTitle/series/grade

Mr. Norvel Dillard

4. Title VII Affirmative EEO ProgramOfficial

Mr. Michael Gautier

5. Section 501 Affirmative ActionProgram Official

Ms. Ernestine Moya

6. Complaint Processing ProgramManager

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 EmphasisPrograms

Ms. Margaret Barfield - Director, Minority College RelationsPrograms




PART DList of

SubordinateComponents

Covered in ThisReport

Subordinate Component and Location (City/State)CPDF and FIPSCodes

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 ARJ1 8840

United States Army Pacific Command ARP1 3320

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 36071

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 ARX1 8840

United States Army National Guard Bureau ARNG 8840

United States Army Test and Evaluation Command ARAT 8840




United States Army Netowrk Enterprise Technology Command ARG6 6200

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 ARE1 8840

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 ARP3 8840

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 715-01 PART E],that includes:

*Optional Annual Self-Assessment Checklist Against EssentialElements [FORM 715-01PART G]

x

Brief paragraph describing the agency'smission and mission-related functions x

*EEO Plan To Attain the Essential Elements of a Model EEO Program[FORM 715-01PART H] for each programmatic essential

x

Summary of results of agency's annualself-assessment against MD-715"Essential Elements"

x*EEO Plan To Eliminate Identified Barrier [FORM 715-01 PART I] foreach identified barrier

x

Summary of Analysis of Work ForceProfiles including net change analysis andcomparison to RCLF

x*Special Program Plan for the Recruitment, Hiring, andAdvancement of Individuals With Targeted Disabilities for agencieswith 1,000 or more employees [FORM 715-01 PART J]

x

Summary of EEO Plan objectives plannedto eliminate identified barriers or correctprogram deficiencies

x*Copy of Workforce Data Tables as necessary to support ExecutiveSummary and/or EEO Plans

x

Summary of EEO Plan action itemsimplemented or accomplished x

*Copy of data from 462 Report as necessary to support actionitems related to Complaint Processing Program deficiencies, ADReffectiveness, or other compliance issues.

x

*Statement of Establishment of ContinuingEqual Employment OpportunityPrograms[FORM 715-01 PART F]

x*Copy of Facility Accessibility Survey results as necessary tosupport EEO Action Plan for building renovation projects




*Copies of relevant EEO Policy Statement(s)and/or excerpts from revisions made to EEOPolicy Statements

x*Organizational Chart x




715-01 Part E

EXECUTIVE 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

www.army.mil.

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

http://www.cpocma.army.mil/.

The United States Equal Employment Opportunity Commission (EEOC)

reclassified federal civilian positions after issuance of the EEOC Management Directive

715 (MD 715) in October 2003. 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, 2008. The




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 SYSTEM1

The ever-changing national security demands require a transformation throughoutthe Department of Defense to a more modern and agile force. The National SecurityPersonnel System (NSPS) accelerates the Department of Defense's efforts to create a"Total Force" (military, civilian work force, Reserve, Guard, and contractors), operating asone cohesive unit. Congress authorized the NSPS as part of the fiscal 2004 NationalDefense Authorization Act to increase effectiveness through a simplified personnelmanagement system that improves the way it hires and assigns, as well as compensates

1 http://cpol.army.mil/library/general/nsps/




and rewards its employees, while preserving employee rights and benefits. The NSPS isa forward-looking and flexible human resource management system that will enable theDepartment of the Army to recruit and motivate a high-performance workforce to meet theevolving national security requirements of the 21st Century2. It incorporates many areasof the human resource process including staffing, classification, compensation, andperformance management. Merit system safeguards, such as protection fromdiscrimination, ensuring merit based selection, and veteran’s preference will remainunder the NSPS. Data showing overall information on the NSPS are included in thisreport.

Number of pay pools 699

Number of employees rated 65,816

Average rating 3.46

Average number of shares 2.52

Average share value(weighted)

2.42%

Average payout (percentage ofbase salary)

6.08%

Figure 1

The data in Figure 1 shows3 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 http://cpol.army.mil/library/general/nsps/3 The numbers on these slides are from the Compensation Workbench files uploaded to DCPDS, whichdo not include any actions processed manually.




Population

07

Population

08 Change

White Men 101,810 107,028 5.13%

White Women 56,262 58,741 4.41%

African American Men 19,200 20,385 6.17%

African American

Women 22,853 24,026 5.13%

Hispanic Men 9,580 9,445 -1.41%

Hispanic Women 6,003 5,828 -2.92%

Asian Men 5,748 5,262 -8.46%

Asian Women 5,149 4,856 -5.69%

Native

American/Alaskan

Native /Alaskan Native

Men 1,378 1,439 4.43%

Native

American/Alaskan

Native Women 923 930 0.76%




Population

07

Population

08 Change

Pacific Islander Men 450 575 27.78%

Pacific Islander

Women 460 558 21.30%

Two or More Men 6,500 7,835 20.54%

Two or More Women 10,349 12,612 21.87%

Total Population 246,665 259,520 5.21%

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.




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%

Not at

Parity

Hispanic Women 2.43% 2.25%

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


Pacific Islander Men 0.18% 0.22% Parity

Pacific Islander


Two or More Men 2.64% 3.02% Parity

Two or More Women 4.20% 4.86% Parity

Total Population 100.00% 100.00%




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 thatthe EEO Director reports directly to the Agency’s most senior leadership at thedepartmental and local levels. The organizational information indicates that the EEO isaligned with the senior leadership of the Army and that he EEO program is under thedirect 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 theUnited States Code establishes the ASA (M&RA) as an entity and provides the missionfoundation and states that the ASA (M&RA) has as its principal duty "the overallsupervision of manpower and reserve component affairs of the Department of the Army."The Headquarters, Department of Army, General Order No. 3 provides further detaileddescriptions 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 forcestructure policy, the Army-wide Equal Employment Opportunity Program, and othercritical matters as part of the Army leadership.




Organization Chart(As of 30 Sep 08)

• 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, theSES Office, and the Assistant Secretary of the Army for Manpower and ReserveAffairs with staff action review the Deputy Assistant Secretary of the Army for EEOand Civil Rights.

Applicant pool data was obtained for FY08 and integrated into this report. Thiscorrected an ongoing deficiency. In addition, the EEO staff is included in theimplementation of the applicant pool replacement technical solution.

Funds are generally committed for the integration of EEO policies and principlesinto organizational changes. Local funding conditions govern the degree ofexpenditures, but as a general rule, commanders at all levels take active measuresto insure that the EEO program has as much of the available resources aspossible.

ASA (M&RA)

Dir, Business

Operations

Principal

Deputy

DASA

PO

DASA

RR

DASA

TRM

DASA

FMMR

ARBADASA

EEO & CR




All supervisors are required to support EEO principles as stated in the ArmyStandard Supervisory Objective under the National Security PersonnelSystem.

The MD 715 reporter software has been upgraded to include Lean Six SigmaPareto 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 todetermine whether discipline is appropriate.

The review of disability accommodation decisions/actions is conducted locally;therefore, there is no visibility of the reasonable accommodation requestprocess. There is no agency-wide automated tracking system in place tobring visibility to these requests or to analyze the information. However, Armypolicy on Reasonable Accommodation was recently published for FY09 andthis 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: Due to operational constraints, the EEO/FCR Task Force did not meet this

fiscal year.

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)




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 informationdata policy for the EEO community which would aid in standardizing EEO datarequirements federal sector wide.

The technical solution for the replacement of Resumix has not been certified byEEOC or the EEO community.

Element 6. Responsiveness and Legal Compliance

Strengths:

EEO, HR, and Legal review Army senior executive leaders’ performance awardswith recommendations to the Secretary of the Army for approval or denial.

Army’s EEO complaints are managed at each programmatic level. The agencyauthority for final agency decisions rests with the EEO Complaint Compliance ReviewDivision. 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 daystaken to a Final Agency Decision on the merits of a complaint without anAdministrative Judge (AJ) decision. While not yet below the regulatoryrequirement of 60 days, the Army average in FY 2008 was just under 81 days, areduction 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 theinfrastructure necessary for the agency to achieve the ultimate goal of a discriminationfree work environment, characterized by an atmosphere of inclusion and free andopen competition for employment opportunities.

4 Installation Status Report (ISR) Theme : Green (100-90% Compliant), Yellow (89-70% Compliant), Red(less than 70% Compliant)




Restart interaction with the Functional Chief Representatives of the Career Programsto address the representation of EEO groups in senior positions.

Refine the combination of virtual assessment with onsite program evaluations at ArmyCommands (ACOM), Army Service Component Commands (ASCC), and DirectReporting Agencies (DRU).

Move towards progressive diversity program planning. Diversity is the result of anenabling environment embedded in programs, policies, and plans that enable eachmember to self actualize their potential towards mission accomplishment. It is anexpression of leadership, supported by law and guidelines that result in processesthat move the enterprise toward an inclusive process model.

Further refine our analysis of applicant flow data to look at possible systemic/strategictriggers and work with subordinate commands in developing more focused analyticalstrategies.




Essential Element A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIPRequires the agency head to issue written policy statements ensuring a workplace free of discriminatory

harassment and a commitment to equal employment opportunity.

ComplianceIndicator

EEO policy statements areup-to-date.

Measurehas beenmet

For all unmet measures, provide a briefexplanation in the space below or completeand attach an EEOC FORM 715-01 PART H tothe agency’s status reportMeasures Yes No

The Agency Head was installed on 7/16/2007. The EEO policystatement was issued on 7/31/2008.Was the EEO policyStatement issued within 6-9 months of the installation of theAgency Head? If no, provide an explanation.

X

The new EEO policy statement was issuedby the new agency head approximately 12months after installation.

During the current Agency Head's tenure, has the EEO policyStatement been re-issued annually? If no, provide andexplanation.

X

Are new employees provided a copy of the EEO policy statementduring orientation?

X

When an employee is promoted into the supervisory ranks, iss/he provided a copy of the EEO policy statement?

X

ComplianceIndicator

EEO policy statements have beencommunicated to all employees.

Measurehas been

met

For all unmet measures, provide a briefexplanation in the space below or

complete and attach an EEOC FORM715-01 PART H to the agency’s status

reportMeasures Yes No

Have the heads of subordinate reporting componentscommunicated support of all agency EEO policies through theranks?

X

Has the agency made written materials available to allemployees and applicants, informing them of the variety of EEOprograms and administrative and judicial remedial proceduresavailable to them?

X

Has the agency prominently posted such written materials in allpersonnel offices, EEO offices, and on the agency's internalwebsite? [see 29 CFR Â§1614.102(b)(5)]

X

ComplianceIndicator

Agency EEO policy is vigorouslyenforced by agency management.

Measurehas been

met




Are managers and supervisors evaluated on their commitmentto agency EEO policies and principles, including their efforts to:

X

resolve problems/disagreements and other conflicts in theirrespective work environments as they arise?

X

address concerns, whether perceived or real, raised byemployees and following-up with appropriate action to corrector eliminate tension in the workplace?

X




support the agency's EEO program through allocation ofmission personnel to participate in community out-reach andrecruitment programs with private employers, public schoolsand universities?

X

ensure full cooperation of employees under his/her supervisionwith EEO office officials such as EEO Counselors, EEOInvestigators, etc.?

X

ensure a workplace that is free from all forms of discrimination,harassment and retaliation?

X

ensure that subordinate supervisors have effective managerial,communication and interpersonal skills in order to supervisemost effectively in a workplace with diverse employees andavoid disputes arising from ineffective communications ?

X

ensure the provision of requested religious accommodationswhen such accommodations do not cause an undue hardship?

X

ensure the provision of requested disability accommodations toqualified individuals with disabilities when suchaccommodations do not cause an undue hardship?

X

Have all employees been informed about what behaviors areinappropriate in the workplace and that this behavior mayresult in disciplinary actions? Describe what means wereutilized by the agency to so inform its workforce about thepenalties for unacceptable behavior.

X

Have the procedures for reasonable accommodation forindividuals with disabilities been made readilyavailable/accessible to all employees by disseminating suchprocedures during orientation of new employees and by makingsuch procedures available on the World Wide Web or Internet?

X

See Part H. Headquarters, Department ofthe Army-procedures were finalized March19, 2009

Have managers and supervisor been trained on theirresponsibilities under the procedures for reasonableaccommodation?

XIn lieu of Department of the Army-levelpolicy, subordinate Commandsimplemented their own policies.

Essential Element B: INTEGRATION OF EEO INTO THE AGENCY'S STRATEGIC MISSIONRequires 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 strategicmission.

ComplianceIndicator

The reporting structure for theEEO Program provides thePrincipal EEO Official withappropriate authority andresources to effectively carry outa successful EEO Program.

Measurehas beenmet

For all unmet measures, provide a briefexplanation in the space below orcomplete and attach an EEOC FORM715-01 PART H to the agency’s statusreport

MeasuresYes No

Is the EEO Director under the direct supervision of the agencyhead? [see 29 CFR Â§1614.102(b)(4)]

X

Are the duties and responsibilities of EEO officials clearlydefined?

X

Do the EEO officials have the knowledge, skills, and abilities tocarry out the duties and responsibilities of their positions?

X

If the agency has 2nd level reporting components, are thereorganizational charts that clearly define the reporting structurefor EEO programs?

X




If the agency has 2nd level reporting components, does theagency-wide EEO Director have authority for the EEO programswithin the subordinate reporting components? If not, pleasedescribe how EEO program authority is delegated tosubordinate reporting components.

X

ComplianceIndicator

The EEO Director and other EEOprofessional staff responsible forEEO programs have regular andeffective means of informing the

agency head and seniormanagement officials of the

status of EEO programs and areinvolved in, and consulted on,

management/personnel actions.

Measurehas been

met For all unmet measures, provide a briefexplanation in the space below or


report

Measures

Yes No

Does the EEO Director/Officer have a regular and effectivemeans of informing the agency head and other topmanagement officials of the effectiveness, efficiency and legalcompliance of the agency's EEO program?

X

Following the submission of the immediately preceding FORM715-01, did the EEO Director/Officer present to the head of theagency and other senior officials the "State of the Agency"briefing covering all components of the EEO report, including anassessment of the performance of the agency in each of the sixelements of the Model EEO Program and a report on theprogress of the agency in completing its barrier analysisincluding any barriers it identified and/or eliminated or reducedthe impact of?

X

A state of the Agency Brief will be given tothe new ASA(M&RA) 31 Aug 09.

Are EEO program officials present during agency deliberationsprior to decisions regarding recruitment strategies, vacancyprojections, succession planning, selections for training/careerdevelopment opportunities, and other workforce changes?

X

Does the agency consider whether any group of employees orapplicants might be negatively impacted prior to making humanresource decisions such as re-organizations and re-alignments?

X

Are management/personnel policies, procedures and practicesexamined at regular intervals to assess whether there arehidden impediments to the realization of equality of opportunityfor any group(s) of employees or applicants? [see 29 C.F.R. Â§1614.102(b)(3)]

X

Is the EEO Director included in the agency's strategic planning,especially the agency's human capital plan, regardingsuccession planning, training, etc., to ensure that EEO concernsare integrated into the agency's strategic mission?

X

ComplianceIndicator

The agency has committedsufficient human resources and

budget allocations to its EEOprograms to ensure successful

operation.

Measurehas been

met




Does the EEO Director have the authority and funding to ensureimplementation of agency EEO action plans to improve EEOprogram efficiency and/or eliminate identified barriers to therealization of equality of opportunity?

X




Are sufficient personnel resources allocated to the EEO Programto ensure that agency self-assessments and self-analysesprescribed by EEO MD-715 are conducted annually and tomaintain an effective complaint processing system?

X

Are statutory/regulatory EEO related Special EmphasisPrograms sufficiently staffed?

Federal Women's Program - 5 U.S.C. 7201; 38 U.S.C. 4214;Title 5 CFR, Subpart B, 720.204

X

Hispanic Employment Program - Title 5 CFR, Subpart B,720.204

X

People With Disabilities Program Manager; Selective PlacementProgram for Individuals With Disabilities - Section 501 of theRehabilitation Act; Title 5 U.S.C. Subpart B, Chapter 31,Subchapter I-3102; 5 CFR 213.3102(t) and (u); 5 CFR 315.709

X

Are other agency special emphasis programs monitored by theEEO Office for coordination and compliance with EEO guidelinesand principles, such as FEORP - 5 CFR 720; VeteransEmployment Programs; and Black/African American; AmericanIndian/Alaska Native, Asian American/Pacific Islanderprograms?

X

ComplianceIndicator The agency has committed

sufficient budget to support thesuccess of its EEO Programs.

Measurehas been

met




Are there sufficient resources to enable the agency to conduct athorough barrier analysis of its workforce, including theprovision of adequate data collection and tracking systems

X

Is there sufficient budget allocated to all employees to utilize,when desired, all EEO programs, including the complaintprocessing program and ADR, and to make a request forreasonable accommodation? (Including subordinate levelreporting components?)

X

Has funding been secured for publication and distribution ofEEO materials (e.g. harassment policies, EEO posters,reasonable accommodations procedures, etc.)?

X

Is there a central fund or other mechanism for funding supplies,equipment and services necessary to provide disabilityaccommodations?

X

Does the agency fund major renovation projects to ensuretimely compliance with Uniform Federal AccessibilityStandards?

X

Is the EEO Program allocated sufficient resources to train allemployees on EEO Programs, including administrative andjudicial remedial procedures available to employees?

X

Is there sufficient funding to ensure the prominent posting ofwritten materials in all personnel and EEO offices? [see 29C.F.R. Â§ 1614.102(b)(5)]

X

Is there sufficient funding to ensure that all employees haveaccess to this training and information?

X




Is there sufficient funding to provide all managers andsupervisors with training and periodic up-dates on their EEOresponsibilities:

X

for ensuring a workplace that is free from all forms ofdiscrimination, including harassment and retaliation?

X

to provide religious accommodations? X

to provide disability accommodations in accordance with theagency's written procedures?

X

in the EEO discrimination complaint process? X

to participate in ADR? X

Essential Element C: MANAGEMENT AND PROGRAM ACCOUNTABILITYThis 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.

ComplianceIndicator

EEO program officials advise andprovide appropriate assistance tomanagers/supervisors about thestatus of EEO programs withineach manager's or supervisor'sarea or responsibility.

Measurehas beenmet

For all unmet measures, provide a briefexplanation in the space below orcomplete and attach an EEOC FORM715-01 PART H to the agency’s statusreport

MeasuresYes No

Are regular (monthly/quarterly/semi-annually) EEO updatesprovided to management/supervisory officials by EEO programofficials?

X

Do EEO program officials coordinate the development andimplementation of EEO Plans with all appropriate agencymanagers to include Agency Counsel, Human ResourceOfficials, Finance, and the Chief information Officer?

X

ComplianceIndicator

The Human Resources Directorand the EEO Director meet

regularly to assess whetherpersonnel programs, policies, andprocedures are in conformity with

instructions contained in EEOCmanagement directives. [see 29

CFR Â§ 1614.102(b)(3)]

Measurehas been

metFor all unmet measures, provide a brief

explanation in the space below orcomplete and attach an EEOC FORM

715-01 PART H to the agency’s statusreport

Measures

Yes No

Have time-tables or schedules been established for the agencyto review its Merit Promotion Program Policy and Procedures forsystemic barriers that may be impeding full participation inpromotion opportunities by all groups?

X

Have time-tables or schedules been established for the agencyto review its Employee Recognition Awards Program andProcedures for systemic barriers that may be impeding fullparticipation in the program by all groups?

X

Have time-tables or schedules been established for the agencyto review its Employee Development/Training Programs forsystemic barriers that may be impeding full participation intraining opportunities by all groups?

X

ComplianceIndicator

When findings of discriminationare made, the agency explores

whether or not disciplinary

Measurehas been

met


complete and attach an EEOC FORM




Measures actions should be taken.Yes No


Does the agency have a disciplinary policy and/or a table ofpenalties that covers employees found to have committeddiscrimination?

X

Have all employees, supervisors, and managers been informedas to the penalties for being found to perpetrate discriminatorybehavior or for taking personnel actions based upon aprohibited basis?

X

Has the agency, when appropriate, disciplined or sanctionedmanagers/supervisors or employees found to havediscriminated over the past two years? If so, cite number foundto have discriminated and list penalty /disciplinary action foreach type of violation.

X

See Part H. Army does not currently trackthis data.

Does the agency promptly (within the established time frame)comply with EEOC, Merit Systems Protection Board, FederalLabor Relations Authority, labor arbitrators, and District Courtorders?

X

Does the agency review disability accommodationdecisions/actions to ensure compliance with its writtenprocedures and analyze the information tracked for trends,problems, etc.?

X

Army policy published 19 Mar 09 will correctthis.

Essential Element D: PROACTIVE PREVENTIONRequires that the agency head makes early efforts to prevent discriminatory actions and eliminate barriers to

equal employment opportunity in the workplace.

ComplianceIndicator Analyses to identify and remove

unnecessary barriers toemployment are conductedthroughout the year.

Measurehas beenmet

For all unmet measures, provide a briefexplanation in the space below orcomplete and attach an EEOC FORM715-01 PART H to the agency’s statusreportMeasures Yes No

Do senior managers meet with and assist the EEO Directorand/or other EEO Program Officials in the identification ofbarriers that may be impeding the realization of equalemployment opportunity?

X

We have re-initiated in FY09 meetings withall Career Program Functional ChiefRepresentatives in reviewing demograohics,applicant flow data, training anddevelopmental opportunity assignments forall careerists

When barriers are identified, do senior managers develop andimplement, with the assistance of the agency EEO office,agency EEO Action Plans to eliminate said barriers?

X

Do senior managers successfully implement EEO Action Plansand incorporate the EEO Action Plan Objectives into agencystrategic plans?

X

Are trend analyses of workforce profiles conducted by race,national origin, sex and disability?

X

Are trend analyses of the workforce's major occupationsconducted by race, national origin, sex and disability?

X

Are trends analyses of the workforce's grade level distributionconducted by race, national origin, sex and disability?

X

Are trend analyses of the workforce's compensation and rewardsystem conducted by race, national origin, sex and disability?

X




Are trend analyses of the effects of management/personnelpolicies, procedures and practices conducted by race, nationalorigin, sex and disability?

X

ComplianceIndicator The use of Alternative Dispute

Resolution (ADR) is encouragedby senior management.

Measurehas been

met




Are all employees encouraged to use ADR? X

Is the participation of supervisors and managers in the ADRprocess required?

X

Essential Element E: EFFICIENCYRequires 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.

ComplianceIndicator The agency has sufficient

staffing, funding, and authority toachieve the elimination ofidentified barriers.

Measurehas beenmet


Does the EEO Office employ personnel with adequate trainingand experience to conduct the analyses required by MD-715and these instructions?

X

Has the agency implemented an adequate data collection andanalysis systems that permit tracking of the informationrequired by MD-715 and these instructions?

XApplicant Pool data available

Have sufficient resources been provided to conduct effectiveaudits of field facilities' efforts to achieve a model EEO programand eliminate discrimination under Title VII and theRehabilitation Act?

X

Is there a designated agency official or other mechanism inplace to coordinate or assist with processing requests fordisability accommodations in all major components of theagency?

X

Are 90% of accommodation requests processed within the timeframe set forth in the agency procedures for reasonableaccommodation?

XData collection system was not in place forFY08 but are now in place (effective 19 Mar09 with published policy)

ComplianceIndicator

The agency has an effectivecomplaint tracking and

monitoring system in place toincrease the effectiveness of the

agency's EEO Programs.

Measurehas been

met




Does the agency use a complaint tracking and monitoringsystem that allows identification of the location, and status ofcomplaints and length of time elapsed at each stage of theagency's complaint resolution process?

X

Does the agency's tracking system identify the issues and basesof the complaints, the aggrieved individuals/complainants, theinvolved management officials and other information to analyzecomplaint activity and trends?

X




Does the agency hold contractors accountable for delay incounseling and investigation processing times? If yes, brieflydescribe how: X

Army does not use contractors for thesefunctions. However, each Army organizationhas a contracting office that holdscontractors accountable for servicecontract.

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 EEOManagement Directive MD-110?

X

Does the agency monitor and ensure that experiencedcounselors, investigators, including contract and collateral dutyinvestigators, receive the 8 hours of refresher training requiredon an annual basis in accordance with EEO ManagementDirective MD-110?

X

ComplianceIndicator

The agency has sufficientstaffing, funding and authority tocomply with the time frames inaccordance with the EEOC (29

C.F.R. Part 1614) regulations forprocessing EEO complaints ofemployment discrimination.

Measurehas been




MeasuresYes No

Are benchmarks in place that compare the agency'sdiscrimination complaint processes with 29 C.F.R. Part 1614?

X

Does the agency provide timely EEO counseling within 30 daysof the initial request or within an agreed upon extension inwriting, up to 60 days?

X

Does the agency provide an aggrieved person with writtennotification of his/her rights and responsibilities in the EEOprocess in a timely fashion?

X

Does the agency complete the investigations within theapplicable prescribed time frame?

X

When a complainant requests a final agency decision, does theagency issue the decision within 60 days of the request?

X

When a complainant requests a hearing, does the agencyimmediately upon receipt of the request from the EEOC AJforward the investigative file to the EEOC Hearing Office?

X

When a settlement agreement is entered into, does the agencytimely complete any obligations provided for in suchagreements?

X

Does the agency ensure timely compliance with EEOC AJdecisions which are not the subject of an appeal by the agency?

X

ComplianceIndicator

There is an efficient and fairdispute resolution process and

effective systems for evaluatingthe impact and effectiveness of

the agency's EEO complaintprocessing program.

Measurehas been

met



reportMeasures

Yes No

In accordance with 29 C.F.R. Â§1614.102(b), has the agencyestablished an ADR Program during the pre-complaint andformal complaint stages of the EEO process?

X




Does the agency require all managers and supervisors toreceive ADR training in accordance with EEOC (29 C.F.R. Part1614) regulations, with emphasis on the federal government'sinterest in encouraging mutual resolution of disputes and thebenefits associated with utilizing ADR?

X

After the agency has offered ADR and the complainant haselected to participate in ADR, are the managers required toparticipate?

X

Does the responsible management official directly involved inthe dispute have settlement authority?

X

ComplianceIndicator

The agency has effective systemsin place for maintaining andevaluating the impact and

effectiveness of its EEOprograms.

Measurehas been

met




Does the agency have a system of management controls inplace to ensure the timely, accurate, complete and consistentreporting of EEO complaint data to the EEOC?

X

Does the agency provide reasonable resources for the EEOcomplaint process to ensure efficient and successful operationin accordance with 29 C.F.R. Â§ 1614.102(a)(1)?

X

Does the agency EEO office have management controls in placeto monitor and ensure that the data received from HumanResources is accurate, timely received, and contains all therequired data elements for submitting annual reports to theEEOC?

X

Do the agency's EEO programs address all of the laws enforcedby the EEOC?

X

Does the agency identify and monitor significant trends incomplaint processing to determine whether the agency ismeeting its obligations under Title VII and the RehabilitationAct?

X

Does the agency track recruitment efforts and analyze efforts toidentify potential barriers in accordance with MD-715standards?

X

Does the agency consult with other agencies of similar size onthe effectiveness of their EEO programs to identify bestpractices and share ideas?

X

ComplianceIndicator

The agency ensures that theinvestigation and adjudication

function of its complaintresolution process are separate

from its legal defense arm ofagency or other offices with

conflicting or competinginterests.

Measurehas been




Measures

Yes No

Are legal sufficiency reviews of EEO matters handled by afunctional unit that is separate and apart from the unit whichhandles agency representation in EEO complaints?

X

Does the agency discrimination complaint process ensure aneutral adjudication function?

X




If applicable, are processing time frames incorporated for thelegal counsel's sufficiency review for timely processing ofcomplaints?

X

Essential Element F: RESPONSIVENESS AND LEGAL COMPLIANCEThis element requires that federal agencies are in full compliance with EEO statutes and EEOC regulations,

policy guidance, and other written instructions.

ComplianceIndicator Agency personnel are

accountable for timelycompliance with orders issued byEEOC Administrative Judges.

Measurehas beenmet


Does the agency have a system of management control toensure that agency officials timely comply with any orders ordirectives issued by EEOC Administrative Judges?

X

ComplianceIndicator

The agency's system ofmanagement controls ensures

that the agency timely completesall ordered corrective action andsubmits its compliance report to

EEOC within 30 days of suchcompletion.

Measurehas been




MeasuresYes No

Does the agency have control over the payroll processingfunction of the agency?

Are there steps in place to guarantee responsive, timely, andpredictable processing of ordered monetary relief?

XThe Defense Finance and AccountingService is the proponent.

Are procedures in place to promptly process other forms ofordered relief?

X

ComplianceIndicator Agency personnel are

accountable for the timelycompletion of actions required to

comply with orders of EEOC.

Measurehas been

met




Is compliance with EEOC orders encompassed in theperformance standards of any agency employees? If so, pleaseidentify the employees by title in the comments section, andstate how performance is measured.

X

Is the unit charged with the responsibility for compliance withEEOC orders located in the EEO office? If not, please identify theunit in which it is located, the number of employees in the unit,and their grade levels in the comments section.

X

Have the involved employees received any formal training inEEO compliance?

X

Does the agency promptly provide to the EEOC the followingdocumentation for completing compliance:

Attorney Fees: Copy of check issued for attorney fees and /or anarrative statement by an appropriate agency official, oragency payment order dating the dollar amount of attorney feespaid?

X




Awards: A narrative statement by an appropriate agency officialstating the dollar amount and the criteria used to calculate theaward?

X

Back Pay and Interest: Computer print-outs or payrolldocuments outlining gross back pay and interest, copy of anychecks issued, narrative statement by an appropriate agencyofficial of total monies paid?

X

Compensatory Damages: The final agency decision andevidence of payment, if made?

X

Training: Attendance roster at training session(s) or a narrativestatement by an appropriate agency official confirming thatspecific persons or groups of persons attended training on adate certain?

X

Personnel Actions (e.g., Reinstatement, Promotion, Hiring,Reassignment): Copies of SF-50s

X

Posting of Notice of Violation: Original signed and dated noticereflecting the dates that the notice was posted. A copy of thenotice will suffice if the original is not available.

X

Supplemental Investigation: 1. Copy of letter to complainantacknowledging receipt from EEOC of remanded case. 2. Copy ofletter to complainant transmitting the Report of Investigation(not the ROI itself unless specified). 3. Copy of request for ahearing (complainant's request or agency's transmittal letter).

X

Final Agency Decision (FAD): FAD or copy of the complainant'srequest for a hearing.

X

Restoration of Leave: Print-out or statement identifying theamount of leave restored, if applicable. If not, an explanation orstatement.

X

Civil Actions: A complete copy of the civil action complaintdemonstrating same issues raised as in compliance matter.

X

Settlement Agreements: Signed and dated agreement withspecific dollar amounts, if applicable. Also, appropriatedocumentation of relief is provided.

X




715-01 PART HEEO Plan To Attain the Essential Elements of a Model EEO Program

FY 2008AR

STATEMENT ofMODEL PROGRAMESSENTIAL ELEMENTDEFICIENCY:

Requires that the agency's EEO programs be organized and structured to maintain aworkplace that is free from discrimination in any of the agency's policies, procedures orpractices and supports the agency's strategic mission.Data systems for self assessment and barrier analysis have not been finalized.

OBJECTIVE: Deploy Applicant Pool reporting tool and Document Management System

RESPONSIBLE OFFICIAL: Director, EEO Modernization; Director, PECP-HRS-A

DATE OBJECTIVE INITIATED: 3/2/2005

TARGET DATE FORCOMPLETION 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 applicantpool 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 Complaintfiles

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 whohave attended minority colleges

9/27/2004

Applicant Pool Data loaded into Business Objects 12/31/2008

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

3-30-06 Requirements for Applicant Pool universe submitted and are awaiting final development.7-28-06 MD 715 reporter has been successfully deployed Army wide. Includes EEOC approved data tables and modelprogram metrics. Training was successfully concluded and all MACOMS have been instructed in its use for FY 06. Application




performed as required to assemble MD 715 Reports for all Army EEO offices.8-28-06 Deployment of MD 715 Reported completed on-time.9-30-06 Draft requirements for digitizing storage of EEO case files completed, awaiting technical review by G-6.10-1-06 Draft requirements for online EEO training using distance learning have been initiated, awaiting final functionalreview.9-27-05 Requirement to capture employee data such that Army can account for employees that graduated or attendedMinority Colleges is on hold pending approval from Civilian Personnel Management Service (CPMS).9-27-04 Requirements submitted updating data set to capture information on employees who attended minority colleges10-2-07 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 hasexpected inconsistencies, the data was valid enough to use for analysis.





FY 2008AR


Requires that the agency head ensure that there are effective systems in place forevaluating the impact and effectiveness of the agency's EEO Programs as well as anefficient and fair dispute resolution process.Timely issuance of Final Agency Decisions outside of tolerance.

OBJECTIVE: To average less than sixty days for the issuance of a Final Agency Decision.

RESPONSIBLE OFFICIAL: Deputy for EEO Compliance and Complaints Review



12/1/2009


Continue to reduce FAD processing time until the 60-day standard is achieved. 4/1/2009


The number of days it took the Army to issue FADs in FY 2008 increased to 121.81 from 80.58 in FY 2007 due to having lessthan half our normal compliment of analysts for the first half of the fiscal year. Two additional analysts and a lead analystwere hired in April 2008, and a third analyst returned from a posting abroad in July 2008. Since the arrival of the newanalysts the monthly average for FAD processing time has dropped dramatically, from a high average of over 154 days inApril 2008 to a current December 2008 average of 75 days. We anticipate dropping our monthly average below 60 dayswithin in the next two to three months.





FY 2008AR


Requires that the agency's EEO programs be organized and structured to maintain aworkplace that is free from discrimination in any of the agency's policies, procedures orpractices and supports the agency's strategic mission.:Four Commands are non-compliant with 29 CFR 1614.102(4)and EEOC ManagementDirective 110 Ch 1(III)

OBJECTIVE: Insure the alignment of EEO offices is compliant with EEOC requirements.

RESPONSIBLE OFFICIAL: Commanders, DASA EEO/CR



10/1/2008


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-XX for Decision point 91 impact 3/2/2009


10-1-2008 ASA M&RA reorganization to support oversight mission is being updated. This impacts alignment of EEO officesand subordinate missions.




715-01 PART IEEO Plan To Eliminate Identified Barrier

FY 2008, AR

STATEMENT OFCONDITION THAT WAS ATRIGGER FOR APOTENTIAL BARRIER:

The representation of EEO groups in career programs impacts the movement of EEO groups tosenior positions.

BARRIER ANALYSIS The Impact of the implementation of NSPS on EEO groups has not been measured. The movefrom GS pay grades to NSPS pay bands means that the number of traditional promotions andother methods of employee movement have been changed. This will impact the definition ofcareer development and how employee perceptions of success are managed. The movementwithin pay bands and the impact of pay pool activities have yet to be determined because of thestaggered implementation of NSPS and the lack of guidance from EEOC.

STATEMENT OFIDENTIFIED BARRIER:

The implementation of NSPS will have an impact on the civilian workforce. The career pathspreviously used by members of EEO groups have been altered because of the elimination of paygrade standards and the implementation of pay bands. The definition of promotions remains,but the possibility of fewer promotions will impact career development.

OBJECTIVE: Measure the impact of NSPS on EEO groups within Career Programs.

RESPONSIBLE OFFICIAL: Deputy OSEP, Deputy CCR, MACOM EEOs

DATE OBJECTIVEINITIATED:

12/1/2004

TARGET DATE FORCOMPLETION OFOBJECTIVE:

12/1/2009


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


7-15-2005: A Functional Career Representative's task force was established to meet quarterly to review progress toward barrierreductions. The next meeting is scheduled for 2008.

11-15-07: EEOC has not issued guidance relative to MD 715 and how reporting activities are to statistically frame their NSPSbased results.

8-30-2007: Completed - Provide midyear report on MD 715 with focus on NSPS based information. The data elements foranalysis of NSPS data is 95% completed, but actual NSPS program execution will not be done until 2008. Analysis of impact ofNSPS will be accomplished by midyear 2008.

10-1-2007: 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




employees completion due no later than 31 January 2008.





FY 2008, AR


EEO documentation is does not account for language differences of Army employees

BARRIER ANALYSIS Army employees occupy a wide range of occupations and language groups. Although AmericanEnglish is widely used, the ability to communicate with employees and customers to insureunderstanding, particularly in the complaint process requires that EEO documents be providedin languages in common usage at the operational level


EEO complaint process documents are not multilingual.

OBJECTIVE: Provide EEO complaint and policy documentation in multilingual formats.

RESPONSIBLE OFFICIAL: Deputy OSEP


10/2/2006


1/30/2009


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


10-1-2009: No action taken on this item.





FY 2008, AR


Examination of applicant pool data indicated that application rates for all EEO groups except forWhite men was less than expected.

BARRIER ANALYSIS 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 selectionrates.


The number of applications from EEO groups, other than White men, is less than expected.

OBJECTIVE: Increase the number of applicants to exceed the expected application rate.

RESPONSIBLE OFFICIAL: USA G1 - HR, All EEO officers, FCRs


10/30/2008


10/30/2009


Create reporting requirements for operational EEO offices to analyze applicant data and identifyapplicant pool triggers and barriers

4/30/2009

Midterm report will be used to capture first applicant pool analysis. 7/9/2009


2-25-09: Applicant pool data tables added to MD 715 Reporter in order to distribute content based data analysis requirements.




715-01 PART JSpecial Program Plan for the Recruitment, Hiring, and Advancement of Individuals With

Targeted Disabilities

Part IDepartmentof AgencyInformation

1. Agency 1. Headquarters United States Army

1.a. 2nd Level Component 1.a.

1.b. 3rd Level or lower 1.b.

Part IIEmploymentTrend and

SpecialRecruitment

forIndividuals

WithTargeted

Disabilities

Enter Actual Number atthe ...

... beginning of FY. ... end of FY. Net Change

Number % Number % Number %

Total Work Force 217,453 100.00% 231,421 100.00% 13,968 6.42%

Reportable Disability 17,531 8.06% 18,529 8.00% 998 5.69%

Targeted Disability* 1,693 0.77% 1,684 0.72% -9 -0.53%

* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate ofchange for the total workforce, a barrier analysis should be conducted (see below).

1. Total Number of Applications Received From Persons With TargetedDisabilities during the reporting period.

0

* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate ofchange for the total workforce, a barrier analysis should be conducted (see below).

2. Total Number of Selections of Individuals with Targeted Disabilitiesduring the reporting period.

0

Part III Participation Rates In Agency Employment Programs

OtherEmployment/Personnel

Programs

TOTALReportableDisability

TargetedDisability

Not Identified No Disability

# % # % # % # %

3. CompetitivePromotions

18,910 1,410 7.45% 101 0.53% 321 1.69% 17,17890.84

%

4. Non-CompetitivePromotions

0 0 0.00% 0 0.00% 0 0.00% 0 0.00%

5. Employee CareerDevelopment Programs

95,001 7,130 7.50% 587 0.61% 1,813 1.90% 86,01990.54

%

5.a. Grades 5 - 12120,40

010,226 8.49% 968 0.80% 2,241 1.86%

107,891

89.61%

5.b.Grades 13 - 14 13,020 872 6.69% 76 0.58% 265 2.03% 11,88191.25

%

5.c. Grade 15/SES 578 42 7.26% 2 0.34% 10 1.73% 52590.83

%




6. Employee Recognitionand Awards

0 0 0.00% 0 0.00% 0 0.00% 0 0.00%

6.a. Time-Off Awards(Total hrs awarded)

25,046 2,60910.41

%201 0.80% 625 2.49% 21,801

87.04%

6.b. Cash Awards (total$$$ awarded)

90,124 7,248 8.04% 766 0.84% 1,610 1.78% 81,24190.14

%

6.c. Quality-StepIncrease

0 0 0.00% 0 0.00% 0 0.00% 0 0.00%

EEOC FORM 715-01Part J

Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With TargetedDisabilities

Part IVIdentification and Elimination

of Barriers

See Appendix C

Part VGoals for Targeted Disabilities

See Appendix C




Appendix ADefinitions

The following definitions apply to Management Directive 715:Applicant: A person whoapplies for employment.

Applicant Flow Data: Information reflecting characteristics of the pool of individualsapplying for an employment opportunity.

Barrier: An agency policy, principle, practice or condition that limits or tends to limitemployment opportunities for members of a particular gender, race or ethnic background orfor an individual (or individuals) based on disability status.

Disability: For the purpose of statistics, recruitment, and targetedgoals, the number ofemployees in the workforce who have indicated having a disability on a Office of PersonnelManagement Standard Form (SF) 256. For all other purposes, the definition contained in 29C.F.R. § 1630.2 applies.

Civilian Labor Force (CLF): Persons 16 years of age and over, except those in the armedforces, who are employed or are unemployed and seeking work.

EEO Groups: Members of groups protected under Title VII of the Civil Rights Act and otherFederal guidelines. Includes: White Men, White Women, Black Men, Black Women, HispanicMen, Hispanic Women, Asian Men, Asian Women, Native American Men, Native AmericanWomen, and Persons with Disabilities.

Employees: Members of the agency's permanent or temporary work force, whether full orpart-time and whether in competitive or excepted service positions.

Employment Decision: Any decision affecting the terms and conditions of an individual'semployment, including but not limited to hiring, promotion, demotion, disciplinary actionand termination.

Feeder Group or Pool: Occupational group(s) from which selections to a particular job aretypically made.

Federal Categories (Fed9): For the first time EEOC is requiring agencies to report theirworkforce data by aggregating it into nine employment categories. These categories aremore consistent with those EEOC uses in private sector enforcement and will permit betteranalysis of trends in the federal workplace than previous categories used. The Commissionhas 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 positionthrough use of the position's OPM or SOC codes or the OPM or Census Occupation Title. Thecrosswalk may be accessed at the Commission's website:http://www.eeoc.gov/federal/715instruct/00-09opmcode.html. This crosswalk is intendedas general guidance in cross-classifying OPM occupational codes to the EEO nine categories.Agencies are encouraged to contact EEOC with specific questions about what categorymight be appropriate for their particular occupations.

The nine job category titles are:




- Officials and Manager Occupations requiring administrative and managerialpersonnel who set broad policies, exercise overall responsibility for execution of thesepolicies, and direct individual offices, programs, divisions or other units or specialphases of an agency's operations. In the federal sector, this category is further brokenout 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 inthe category in the crosswalk that they would otherwise be placed in based on their OPMoccupational code. Those employees classified as supervisors or managers who are atthe GS-12 level or below should be placed in the First-Level sub-category of Officialsand Managers , those at the GS-13 or 14 should be in the Mid-Level sub-category, andthose 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-makingresponsibilities, but do not supervise other employees, in these three sub-categories.The fourth sub-category, called "Other " contains employees in a number of differentoccupations which are primarily business, financial and administrative in nature, and donot have supervisory or significant policy responsibilities. For example, AdministrativeOfficers (OPM Code 0341) are appropriately placed in the "Other " sub-category.

- Professionals - Occupations requiring either college graduation or experience of suchkind and amount as to provide a comparable background. Includes: accountants andauditors, airplane pilots and navigators, architects, artists, chemists, designers,dietitians, editors, engineers, lawyers, librarians, mathematicians, natural scientists,registered professional nurses, personnel and labor relations specialists, physicalscientists, physicians, social scientists, teachers, surveyors and kindred workers.

- Technicians - Occupations requiring a combination of basic scientific knowledge andmanual 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 equivalenton-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: advertisingagents and sales workers, insurance agents and brokers, real estate agents andbrokers, 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 levelof difficulty, where the activities are predominantly non-manual though some manualwork 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, legalassistants, and kindred workers.

- Craft Workers(skilled) - Manual workers of relatively high skill level having a thoroughand comprehensive knowledge of he processes involved in their work. Exerciseconsiderable independent judgment and usually receive an extensive period of training.Includes: the building trades, hourly paid supervisors and lead operators who are not




members of management, mechanics and repairers, skilled machining occupations,compositors and typesetters, electricians, engravers, painters (construction andmaintenance), motion picture projectionists, pattern and model makers, stationaryengineers, tailors, arts occupations, hand painters, coaters, bakers, decoratingoccupations, and kindred workers.

- Operatives(semiskilled) - Workers who operate machine or processing equipment orperform other factory-type duties of intermediate skill level which can be mastered in afew 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 andparking), blasters, chauffeurs, delivery workers, sewers and stitchers, dryers, furnaceworkers, heaters, laundry and dry cleaning operatives, milliners, mine operatives andlaborers, motor operators, oilers and greasers (except auto), painters (manufacturedarticles), photographic process workers, truck and tractor drivers, knitting, looping,taping and weaving machine operators, welders and flame cutters, electrical andelectronic equipment assemblers, butchers and meat cutters, inspectors, testers andgraders, hand packers and packagers, and kindred workers.

- Laborers (unskilled) - Workers in manual occupations which generally require nospecial training who perform elementary duties that may be learned in a few days andrequire 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 pullingoperations, 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 oreliminate barriers to equal employment opportunity or to address the lingering effects ofpast 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 theagency's compliance with the terms of this Directive and/or to provide technical assistance.

Reasonable Accommodation: Generally, any modification or adjustment to the workenvironment, or to the manner or circumstances under which work is customarilyperformed, that enables an individual with a disability to perform the essential functions ofa position or enjoy equal benefits and privileges of employment as are enjoyed by similarlysituated individuals without a disability. For a more complete definition, see 29 C.F.R. §1630.2(o). See also, EEOC's Enforcement Guidance on Reasonable Accommodation and




Undue Hardship under the Americans with Disabilities Act, No. 915.002 (October 17, 2002).

Relevant Labor Force: The source from which an agency draws or recruits applicants foremployment or an internal selection such as a promotion.

Section 501 Program: The affirmative program plan that each agency is required tomaintain under Section 501 of the Rehabilitation Act to provide individuals with disabilitiesadequate hiring, placement, and advancement opportunities.

Section 717 Program: The affirmative program of equal employment opportunity thateach agency is required to maintain for all employees and applicants for employment underSection 717 of Title VII.

Selection Procedure: Any employment policy or practice that is used as a basis for anemployment decision.

Special Recruitment Program: A program designed to monitor recruitment of, and trackapplications from, persons with targeted disabilities.

Targeted Disabilities: Disabilities that the federal government, as a matter of policy, hasidentified for special emphasis in affirmative action programs. They are: 1) deafness; 2)blindness; 3) missing extremities; 4) partial paralysis; 5) complete paralysis; 6) convulsivedisorders; 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 islower than expected.

DATABASE NOTES

1. The data for this report reflects the organization as of 1 October 2008. The HR database ofrecord, 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. Thevariance 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 requiredby federal rulings to describe the term “under representation". Manifested Imbalancesindicate that although women and minorities are present, their representation is below theCLF. 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. Seniorindividuals 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 “EX” are excluded.

5. Because the HR data system has not been retooled to meet MD 715 requirements, and OPMhas not issued an authorization for the retooling, many data points in the accompanyingdata tables will not consistently sum to the total Army workforce. This is especially true in




the calculations for persons with disabilities. The reportable codes used by EEOC vary fromthose 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 thetables that capture data on RNO groups, because of the variety of pay plans used in Army donot fit into the aspects of “GS” or “Wage Grade” equivalents. Therefore, many of those datapoints were excluded.




Appendix B

http://mikegautier.workspace.office.live.com/Docs/Data Tables




Appendix CSupporting 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




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 government5. 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.

5Achieving a Representative Federal Workforce: Addressing the Barriers to Hispanic Participation, US MSPB – September 1997




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




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




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 16-17 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.




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.




Outreach and Special Emphasis Programs

Black Employment Program

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 2008. There was no change in the representation of African




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 2008. 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 2008.

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.




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 workforce6. 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 PacificIslander population together due to their small number in the workforce.




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 2008.

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, http://www.apasummit.gov/) hosted by the




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 2008. 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 -0.15. 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%).




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 38.60. 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 & Assistant26.60% 73.40% 31.74% 68.25%

2210 – Information

Technology

Management 66.80% 33.20% 68.13% 31.86%

346 – Logistics

Management65.10% 34.90% 67.26% 32.73%




Series CLF Dept of Army %

343 –

Management and

Program Analysis 61.40% 38.60% 35.75% 64.24%

5803 – Heavy

Mobile Equipment99.10% 1.00% 96.09% 3.90%

1102 – Contracting

47.00% 53.00% 39.05% 60.94%

810 – Civil

Engineering89.90% 10.10% 84.248% 15.75%

203 Human

Resource

Assistance

18.90% 81.00% 31.07% 68.92.82%

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) 11375 was issued to add




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.




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 EOObservances.

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 tomonitor program efficiency

Incorporating MD 715 to Implement an Effective FWP Program Evaluating SEP and FWP’s from a MEDCOM perspective




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 qualityArmy: 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 2008. 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




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




employees or 0.24% during FY 2008. 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).




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.




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.




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 $1,803,936.38 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




Fiscal

Year Employee Total Employee Value

WSM

Total WSM Value Total Total ValueAccommodations

FY03 526

$

333,761.96 0 $0.00 526 $333,761.96

FY04 670

$

289,944.62 0 $0.00 670 $289,944.62

FY05 868

$

392,861.19 0 $0.00 868 $392,861.19

FY06 1212

$

568,970.73 0 $0.00 1,212 $568,970.73

FY07 1032

$

406,152.77 2,274 $956,291.60 3,306 $1,362,444.37

FY08 849

$

354,339.03 3,533 $1,449,597.35 4,382 $1,803,936.38

Grand

Total 5157 $2,346,030.30 5,807 $2,405,888.95 10,964 $4,751,919.25

WOUNDED SERVICE MEMBERS

Number of

Accommodations Total ValueFiscal Year

FY07 2274 $956,291.60

FY08 3533 $1,449,597.35

Grand

Total 5,807 $2,405,888.95

Figure 5The data in Appendix C Tables 34-38 shows the applicant pool by veteran’s status.

The data indicates that the majority of applicants was either non veterans or post Vietnamera veterans. Subsequently, the majority of persons selected were either veterans or non

Figure 4




veterans. The selection ratio between non veterans and veterans is differentiated byapproximately 2%. This means that veterans are being selected at a rate nearly equal tonon veterans and that 7% of individuals apply for jobs are 30% disabled veterans and10% 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.




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 ofExcellence. The Centers are: Intelligence Sensor Fusion, located at TennesseeState University (TSU); Environmentally Stable Flexible, located at North CarolinaA&T University (NC A&T); Flexible Extremities Protection, located at TuskegeeUniversity (TU); Human Centric C2 and Decision Making, located in NC A&TUniversity; and Digital Battlefield Communication; located in Prairie View A&MUniversity. (Note: These Centers are: (1) executed via cooperative agreement; (2)HBCU/MI led with TRADOC battle lab collaboration; (3) focused on rapid transitionof basic research; (4) 5-year duration; (5) $500K/year efforts; and (6) three out offour of the universities attend at least two MCRP workshops);

DA received congressional funding for breast and prostate cancer researchprogram. This was the first time that a military service received congressionalfunding for a congressional directed medical research project. This program hasenhanced the DOD through investment in military research infrastructure,improved quality of life for military personnel and their family members, andpositive public relations for DOD;

Awarded contract to Institute of American Indian Arts for development of a logo forthe Army EEO/CR office;

Corps of Engineers Construction Engineering Research Laboratory (CERL).Awarded a contract to design and implement a multi-purpose geographicinformation system (GIS) – a partnership to benefit Army COE and the CaddoIndian Nation Binger Oklahoma. The GIS contract assisted the Caddo Nation’scharacterization of aboriginal homeland including Ft. Polk, Louisiana;

Awarded contract to Salish Kootenai College, Montana for performingarcheological and records management services;

Awarded a contract to North Carolina A&T University for environmental services;




Awarded a contract to University of Arkansas – Pine Bluff, for softwaredevelopment.

Awarded a contract to New Mexico State University for analyzing water flows atTooele Army Depot, a Joint Munitions Command installation located in Utah.

Training and Recruitment:

Under the Summer Faculty and Student Program, the Army hired 10 facultymembers and a host of college students from various culturally diverse IHEs towork on special projects during the summer break.

The Army Joint Munitions Command reported that as of 2002, more than 140students from 34 different colleges and universities have participate in thisprogram, 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




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




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 41-42. 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

46-49. The data indicates that the population of EEO groups has remained steady since

1996 with slight increases and decreases in the group populations.

FY 2008 462 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 2006. 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 57-59.

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

2008. 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.




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 2007. 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 80.58 in FY 2007 to 121.81 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 2008. 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 2008. Completion of the

investigations within the EEOC’s 180-day timeframe fell from 209.56 in FY 2007 to

207.44 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 2008. 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

2007. 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




resolution rate, from 43.1% (236 settlements) in FY 2007 to 35% in FY 2008. 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 2007. 149 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 2007. 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 2007. 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

2007. 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 formalcomplaints in which ADR was offered during FY 2008, regardless of their status at the end of the fiscal year.As of the FY 2006 462 report, Part XI “Formal ADR Activities” only gives ADR participation data for thosecomplaints which closed during the fiscal year. As this excludes all ADR activity during FY 2008 incomplaints which did not close during the fiscal year, and includes ADR activity which took place in previousfiscal years in complaints which happened to close in FY 2008, most likely not as a result of any FY 2008ADR activity, Army does not believe that Part XI as it is now composed accurately reflects the work ofArmy’s ADR programs in the formal stage during the course of FY 2008. Therefore, in order to evaluatethe performance of Army’s ADR programs during FY 2008 for this MD 715 report, Army has relied on itsown database and calculations for the participation and resolution rates, and is not utilizing any of the datafrom Part XI of the FY 2008 462 report.




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 2008. 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




School Name/Program #

Awards

Contract

Amounts

($)

Grants/R&D

Amounts ($)

Totals ($)

Historically Black

Colleges and

Universities/ Minority

Institutions (19)

43 $ 7,886,432 $ 21,788,698 $ 21,788,698

Hispanic Servicing

Institutions (14)39 0 $ 10,723,090 $ 10,723,090

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 ALL 99 $56,289,093 $223,664,896 $272,067,557

Figure 7AMC 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




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 RESUMIX

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,




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




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 2009.

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 XVIII 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.




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 2009.

Installation Management Command

Senior Service Colleges (SSC) Academic Year (AY) 07-08 Graduates – out of thirty

two (32) graduates for all Senior Service Colleges, twelve (12) are IMCOM assets.




IMCOM represents 38% of the AY 07-08 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 07-08 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) 08-09 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.




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 2008.

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,




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 2 0 +2 200%

B 8 1 +7 700%

C 4 0 +4 400%

D 2 0 +2 200%

E 1 3 -2 -66%

F 0 0 0 0%

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




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 2007. 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 2006. 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, TX. 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

FY2003 3 2 (Contract Employees)




FY2004 7 1 (Full-time Employee)

1 (Seasonal Employee)

FY2005 5

FY2006 5 1 (Full-time Employee)

FY2007 6

FY2008 7

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 2007.

McAfee Army Health Clinic, Kimbrough Ambulatory Care Center, and William Beaumont

Army Medical Center were added in 2008. 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

(http://eeo.amedd.army.mil).

The CAP, a program under Health Affairs with TRICARE as the Executive Agent,

was founded in October 1990. Providing "real solutions for real needs" to ensure people




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 minoritystudent populations;

Summer training programs in science and computer skills for disadvantagedstudents; 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,




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, TX: 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




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 EEOPrograms (Evans Army Community Hospital, Fort Carson, CO; William Beaumont ArmyMedical Center, El Paso, TX; Winn Army Community Hospital, Fort Stewart, GA;Kimbrough Ambulatory Care Center, Fort George Meade, MD; Dwight D. EisenhowerArmy Medical Center, Fort Gordon, GA; Weed Army Community Hospital, Fort Irwin, CA;US Army Center for Health Promotion and Preventive Medicine, Aberdeen ProvingGround, MD; and Kirk Army Health Clinic, Aberdeen Proving Ground, MD. During theSAVs, coordination was made to ensure that information on AR 600-7 (Nondiscriminationon the Basis of Handicap in Programs and Activities Assisted or Conducted by theDepartment of the Army) and Title 10 US Code Section 1561 (Complaints of SexualHarassment: Investigation by Commanding Officers) complaint information wasfurnished to local commanders and staff. This information helps to ensure facility




accessibility compliance and proper processing of complaints filed under Title 10 USCSection 1561.

Some specific accomplishments include:

Evans Army Community Hospital (EACH) DCA, selected EACH managers andsupervisors, and the servicing EEO Offices collaborated to develop strategies forproviding reasonable accommodation to retain the cohort of knowledgeable andskilled employees required to provide excellent patient care.

William Beaumont Army Medical Center (WBAMC) Deputy Commander for PatientServices and Nursing, COL Karen Gausman, coordinated first-time participation inthe WRP, hiring a student skilled in computer technology to assist in implementinga Nursing Research Cell.

Kimbrough Ambulatory Care Center (KACC) has a contract available to obtain thelanguage interpreters from the surrounding community. This experience providesinterpreters an inside look at the mission of the organization and familiarizes themwith employment opportunities at the Center and within the DA and theDepartment of Defense (DoD).

The USAG Fort Detrick EEO Office maintains a partnership with the MarylandDepartment of Rehabilitative Services to address the employment needs ofindividuals with disabilities in the local commuting area.

The Walter Reed Installation EEO Office managed the Electric Scooter Programmaking four scooters available for use by employees recovering from surgeryand/or serious illness or injury.

The Walter Reed Installation EEO Office also contracted sign languageinterpreters on 96 occasions during FY2008 for meetings, training, etc., enablingdeaf or hearing impaired employees to participate actively in command oroffice-sponsored programs.

Army Network Enterprise Technology Command

The NETCOM EEO Manager serves on the Installation’s Minority College RelationsProgram Committee and participates in outreach projects along with the Installation EEOOffice. We are fortunate to have two local Hispanic Serving Institutions (HSIs) within a




close proximity to the installation -- Cochise College and University of Arizona – South.The MCRP Committee has established partnerships with both of these colleges andmeets 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 thetwo local HSIs and the local High School (Buena High School) to ensure that all studentsin the local area were aware of this opportunity and those that were interested were ableto apply. Nine of the students that were hired under the summer STEP were extendeduntil the end of the fiscal year. One Hispanic female student that was hired as a BudgetClerk was extended for a year. She is pursuing a degree in finance and is beingmentored by the Enterprise Systems Technology Activity (ESTA) Senior FinancialManager. Another female Hispanic student is being mentored by a Senior ComputerSpecialist in the G-6, and she has been converted to a permanent appointment under theStudent Career Experience Program (SCEP).

NETCOM is fortunate to have a team of Human Resources professionals thatoversee personnel management functions for the command. They continuallyencourage management officials to identify positions for potential restructure, offerincentives for employees to voluntarily retire or separate, and subsequently restructurepositions to increase developmental opportunities. For example, the 5th SignalCommand is headquartered in Mannheim, Germany, and has subcommands in variousparts of Europe. Their Human Resources Specialists continually work with managementto restructure positions and fill them at the entry level, which allows them to takeadvantage of the local military spouse/family member talent pool, which is predominantlyfemale.

This FY, the NETCOM Commanding General approved VERA/VSIP windowstargeting 16 positions in the Command for restructure, and 10 employees accepted theoffer and separated from the Command. As a result, seven positions were restructuredto lower grade levels, creating several upward mobility opportunities. The U.S. ArmySignal Activity-Southern Command, located in Miami, Florida, hired six compensableveterans as new hires into the Federal Civil Service in FY 08. As a significant portion ofthe NETCOM workforce becomes retirement eligible, FY 09 will bring focus to successionplanning and college recruitment. The EEO Officer will be a committee member on thefocus and action groups. Hispanic educational institutions with study programs inInformation Technology will be targeted for on-site, direct recruitment endeavors.Strategic plans include establishing a centralized intern program with NETCOM-widerotational assignments, standardized developmental/training plans, and central funding.Hiring flexibilities in the Federal Career Intern Program should enhance our ability toattract and appoint well qualified Hispanic graduates.




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 2007. The command participated in the employment

of students under the STEP by hiring 5 non-minority students as summer hires in FY

2008. 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 2008. 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.




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 XI 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




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 2009-2010. 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 EXCEL 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.




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.




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.




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 http://www.daughtersandsonstowork.org/. 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




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 – 12th 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.




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 EUSAworkforce. This is a .9% decrease from FY2007 percentage of 8.0% (40). Therepresentation of Individuals with a Targeted Disability dropped .2% (2) from FY 2007 rateof .20% which represents one Individual with a Targeted Disability. Individuals citing nodisability 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 targeteddisabilities 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




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




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.

Model Program ComplianceTwo Year Average Percentage of Model Program

Achieved by Command

93% 94% 94% 90%

77%87%

95% 95% 90% 87%95%

86% 89% 93% 91% 95%84%

92%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0.0%

10.0%

20.0%

30.0%

40.0%

DASA

EEO

&CR

ArmyMat

eriel C

omman

d

HQCo

rpsof

Engine

ers

HQUS

ArmyEu

rope

Forces

Comman

d

ArmyTe

stan

dEv

alua

tion

Comman

d

USAr

myRe

serve

Comm

and

Office

ofthe

Secretar

yof

the

Arm

y

Installatio

nMan

agem

ent C

omm

and

Inte

lligen

cean

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curit

yCo

mman

d

Med

ical

Com

man

d

Milit

aryEn

tranc

ean

dPr

oces

sing

Com

man

d

Netw

orkEn

terp

riseTe

chno

logy

Comm

and

Spac

ean

dMissil

eDe

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eCo

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d

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andDoc

trine

Comman

d

Spec

ial O

pera

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USMilitary

Acad

emy

Appendix C Table 1

Assessment of Army EEO Essential Element Compliance

OfficeFiscalYear

ALeadership

Commitment

BStrategic

Integration

CAccountability

DPrevention

EEfficiency

FCompliance

PercentCompliant

PercentAnswered

89% 91% 80% 90% 84% 100% 88% 100%

Appendix C Table 2

Army 2006

89% 91% 80% 90% 84% 100% 88% 100%

2007

95% 94% 100% 90% 91% 100% 91% 100%

2008

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 3

Total Permanent Army Population

FY07 101,810 56,262 19,200 22,853 9,580 6,003 5,748 5,149 1,378 923 450 460 6,500 10,349

FY08 107,028 58,741 20,385 24,026 9,445 5,828 5,262 4,856 1,439 930 575 558 7,835 12,612

White

Men

White

Women

Black

Men

Black

Women

Hispanic

Men

Hispanic

Women

Asian

Men

Asian

Women

Pacific

Islander

and

Pacific

Islander

and

Native

America

n and

Native

America

n and

Other

Men

Other

Women

Appendix C Table 4

Total Army Permanent Populationand Comparison of Workforce to General CLF

CLF 39.00% 33.70% 4.80% 5.70% 6.20% 4.50% 1.90% 1.70% 0.10% 0.10% 0.30% 0.30% 0.80% 0.80%

FY07 41.27% 22.81% 7.78% 9.26% 3.88% 2.43% 2.33% 2.09% 0.56% 0.37% 0.18% 0.19% 2.64% 4.20%

FY08 41.24% 22.63% 7.85% 9.26% 3.64% 2.25% 2.03% 1.87% 0.55% 0.36% 0.22% 0.22% 3.02% 4.86%

White

Men

White

Women

Black

Men

Black

Women

Hispanic

Men

Hispanic

Women

Asian

Men

Asian

Women

Pacific

Islander

and

Pacific

Islander

and

Native

America

n and

Native

America

n and

Other

men

Other

Women

Appendix C Table 5

General Population Data

Group Pop Applicants Referred Selected

Expected to

Apply

Expected

to be

Referred

White Men 107,028 1,536,736 312,642 14,723 1,445,147 285,619

White Women 58,741 759,544 129,219 8,160 1,248,755 246,804

Black Men 20,385 431,977 92,455 3,016 177,864 35,153

Black Women 24,026 487,549 92,055 3,761 211,214 41,744

Hispanic Men 9,445 182,974 34,048 1,282 229,741 45,406

Appendix C Page 6

Hispanic Men 9,445 182,974 34,048 1,282 229,741 45,406

Hispanic Women 5,828 120,285 17,408 818 166,748 32,956

Asian Men 5,262 85,427 21,908 640 70,405 13,915

Asian Women 4,856 55,802 21,908 581 62,994 12,450

Native American Men 1,439 19,302 4,827 229 11,117 2,197

Native Amercian Women 930 10,813 2,397 151 11,117 2,197

Pacific Islander Men 575 8,169 2,053 120 3,706 732

Pacific Islander Women 558 6,927 1,436 128 3,706 732

Total Population 239,073 3,705,505 732,356 33,609

General Population Data

Group Pop Applicants Referred SelectedApplied -Referred

Referred -Selected

SelectedPopulation

White Men 44.77% 41.47% 42.69% 43.81% 20.34% 4.71% 43.81%

White Women 24.57% 20.50% 17.64% 24.28% 17.01% 2.61% 24.28%

Black Men 8.53% 11.66% 12.62% 8.97% 21.40% 0.96% 8.97%

Black Women 10.05% 13.16% 12.57% 11.19% 18.88% 1.20% 11.19%

Appendix C Page 7

Hispanic Men 3.95% 4.94% 4.65% 3.81% 18.61% 0.41% 3.81%

Hispanic Women 2.44% 3.25% 2.38% 2.43% 14.47% 0.26% 2.43%

Asian Men 2.20% 2.31% 2.99% 1.90% 25.65% 0.20% 1.90%

Asian Women 2.03% 1.51% 2.99% 1.73% 39.26% 0.19% 1.73%

Native American Men 0.60% 0.52% 0.66% 0.68% 25.01% 0.07% 0.68%

Native Amercian Women 0.39% 0.29% 0.33% 0.45% 22.17% 0.05% 0.45%

Pacific Islander Men 0.24% 0.22% 0.28% 0.36% 25.13% 0.04% 0.36%

Pacific Islander Women 0.23% 0.19% 0.20% 0.38% 20.73% 0.04% 0.38%

Total Population 100.00% 100.00% 100.00% 100.00% 100.00%

Total Army Applicant Pool Data

Appendix C Table 8

White MenWhite

WomenBlack Men

BlackWomen

HispanicMen

HispanicWomen

Asian MenAsian

Women

PacificIslander

and NativeHawaian

Men

PacificIslander

and NativeHawaianWomen

NativeAmerican

andAlaskan

Native Men

NativeAmerican

andAlaskanNativeWomen

Two orMore Races

Men

Two orMore Races

Women

Applied 1,536,736 759,544 431,977 487,549 182,974 120,285 85,427 55,802 8,169 6,927 19,302 10,813 72,737 63,396

Expected 1,445,147 1,248,755 177,864 211,214 229,741 166,748 70,405 62,994 11,117 11,117 3,706 3,706

Total Army Applicant Pool Data Comparison to CLF

Appendix C Table 9

Total Army Applicant Pool DataSelected

White MenWhite

WomenBlack Men

BlackWomen

Hispanic MenHispanicWomen

Asian MenAsian

Women

PacificIslanderand

NativeHawaian Men

PacificIslanderand

NativeHawaianWomen

NativeAmerican and

AlaskanNative Men

NativeAmerican and

AlaskanNative

Women

Selected 312,642 129,219 92,455 92,055 34,048 17,408 21,908 11,267 4,827 2,397 2,053 1,436

Appendix C Table 10

EEO Profile Total Applicant Pool by Federal Categories

Officials andManagers

ProfessionalsTechniciansSales

Workers

AdminSupportWorkers

CraftWorkers

OperativesLaborers and

HelpersServiceWorkers

Selected 9252714617631447247378520862201277

Referred 1815341378192151611861227973859725564192015797

Applied 595,130431,80675,5726,463578,247184,375100,60610,12683,012

Appendix C Page 11

Army Applicant PoolOfficials and Managers

Applied & Expected to Apply

Appendix C Table 12

Army Applicant Pool – Officials and ManagersComparison to CLF

Appendix C Table 13


Percent Applied and Referred

Appendix C Table 14


Referred Who Were Selected

Appendix C Table 15


Percent Referred & Selected

Appendix C Table 16

Army Applicant PoolProfessionals


Appendix C Table 17



Appendix C Table 18


Applied and Referred

Appendix C Table 19



Appendix C Table 20

Army Applicant PoolAdministrative Support


Appendix C Table 21

Army Applicant PoolAdministrative SupportApplied and Referred

Appendix C Table 22



Appendix C Table 23



Appendix C Table 24

Army Applicant PoolOperatives


Appendix C Table 25



Appendix C Table 26



Appendix C Table 27

Army Applicant PoolCraft Workers


Appendix C Table 28



Appendix C Table 29



Appendix C Table 30

Total Referred From Applicant Poolwith Disabilities

Appendix C Page 31

Goal for Individuals w/ Disabilities – 7%Goal for w/ Targeted Disabilities – 2%

Total Applicant Pool with Disabilities

Appendix C Page 32

Goal for Individuals w/ Disabilities – 7%Goal for w/ Targeted Disabilities – 2%

Total Army Populationwith Disabilities

Persons with

Disabilities

9%

Persons without

Disabilities

91%

Appendix C Page 33

Army Applicant PoolVeterans Applied by Category

Appendix C Page 34

Army Applicant PoolVeterans Applied and Referred by Category

Appendix C Page 35


Appendix C Page 36


Appendix C Page 37


Appendix C Page 38

EEO Profile Total Appropriated Distribution by FederalCategories

FY 07 24.09%32.34%6.64%0.04%16.14%10.78%4.87%0.62%4.43%

FY 08 24.44%32.48%6.69%0.03%15.70%11.07%4.98%0.52%4.03%

Officials and

ManagersProfessionalsTechnicians

Sales

Workers

Admin

Support

Workers

Craft

WorkersOperatives

Laborers and

Helpers

Service

Workers

Appendix C Page 39

Managers and Supervisorsby Race and Comparison to CLF

FY 08 0.48%0.58%0.10%0.17%1.49%1.53%2.28%3.15%9.95%8.08%29.84%40.54%

CLF 0.20%0.20%0.01%0.01%1.30%2.10%2.40%3.30%3.50%2.80%30.60%52.10%

Nat

Am

Wom

Nat

Am

Men

Pacific

Isl

Wom

Pacific

Isl Men

Asian

Wom

Asian

Men

Hisp

Wom

Hisp

Men

Black

Wom

Black

Men

White

Wom

White

Men

Appendix C Table 40

Total Army Appropriated Fund PopulationOfficials and Managers by Race and

Comparison to CLF

FY 08 0.48%0.58%0.10%0.17%1.49%1.53%2.28%3.15%9.95%8.08%29.84%40.54%

CLF 0.46%0.52%0.16%0.23%1.50%1.49%2.17%3.03%10.24%8.59%29.14%40.41%

NatAm

Wom

NatAmMen

PacificIsl

Wom

PacificIsl Men

AsianWom

AsianMen

HispWom

HispMen

BlackWom

BlackMen

WhiteWom

WhiteMen

Appendix C Table 41

Permanent Workforce by Genderand Comparison to General CLF

Men

Women

Men

Women

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

FY 08 58.55% 41.44%

FY 07 58.64% 41.35%

CLF 53.3% 46.7%

Men Women

0 50,000 100,000 150,000 200,000

FY 08 151,969 107,551

FY 07 144,666 101,999

Men Women

Appendix C Table 42

Total Army Pay Plans Executive Service (ES), Intelligence Executive (IE),Intelligence Professional (IP), Scientific and Technical (ST) Population by

Race and Comparison to CLF

ST 0.00%2.56%0.00%0.00%2.56%12.82%0.00%5.12%0.00%2.56%5.12%69.23%

IE/IP 0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00%0.00%7.41%92.59%

ES 0.00%0.00%0.00%0.00%0.73%1.47%0.36%1.10%0.73%2.21%17.34%74.90%

CLF 0.00%0.38%0.01%0.01%0.38%1.93%2.40%3.30%3.50%2.80%30.60%52.10%

Nat Am

Wom

Nat Am

Men

Pacific

Isl Wom

Pacific

Isl Men

Asian

Wom

Asian

Men

Hisp

Wom

Hisp

Men

Black

Wom

Black

Men

White

Wom

White

Men

Appendix C Table 43

Total Army Appropriated Fund PopulationProfessionals by Race and

Comparison to CLF

CLF 0.60%0.30%0.01%0.01%3.20%4.90%2.80%2.28%4.90%2.70%42.30%37.10%

FY 08 0.26%0.50%0.14%0.17%2.29%3.88%1.59%3.11%6.18%5.69%22.75%51.81%

NatAm

Wom

NatAmMen

PacificIsl

Wom

PacificIsl Men

AsianWom

AsianMen

HispWom

HispMen

BlackWom

BlackMen

WhiteWom

WhiteMen

Appendix C Table 44

AwardsAll Types By Race & Gender

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

0.00%

5.00%

10.00%

15.00%

20.00%

Recipients 45.29% 24.02% 8.08% 8.86% 4.46% 2.34% 2.30% 1.98% 0.22% 0.18% 0.62% 0.39%

Pop % 41.24% 22.63% 7.85% 9.26% 3.64% 2.25% 2.03% 1.87% 0.55% 0.36% 0.22% 0.22%

White

Men

White

Women

Black

Men

Black

Women

Hispanic

Men

Hispanic

Women

Asian

Men

Asian

Women

Pac Isl

Men

Pac Isl

Women

Amer

Ind Men

Amer

Ind

Women

Appendix C Table 45

4.00%

6.00%

8.00%

10.00%

African American Employees in the ArmyGeneral Representation Since 1996

0.00%

2.00%

4.00%

Men 7.22% 7.18% 7.32% 7.37% 7.44% 7.33% 7.44% 7.94% 7.99% 8.18% 7.85%

Women 9.16% 9.08% 8.98% 8.91% 8.96% 8.90% 8.87% 9.00% 9.04% 9.30% 9.26%

1996 1997 1998 1999 2002 2003 2004 2005 2006 2007 2008

Appendix C Page 46

40.00%

50.00%

60.00%

70.00%

Civilian Women in the ArmyGeneral Representation Since 1996

Appendix C Page 47

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Men 59.37% 59.60% 59.79% 59.94% 60.06% 60.00% 60.18% 60.34% 60.88% 61.41% 61.49% 61.44% 61.25% 61.24%

Women 40.63% 40.40% 40.21% 40.06% 39.94% 39.99% 39.81% 39.66% 39.12% 38.58% 38.51% 38.56% 38.75% 38.76%

0.00%

10.00%

20.00%

30.00%

Appendix C Page 47

20.00%

30.00%

40.00%

50.00%

White Employees in the ArmyGeneral Representation Since 1996

0.00%

10.00%

20.00%

Men 45.65% 45.78% 45.78% 45.59% 45.36% 45.45% 45.55% 45.52% 45.37% 45.23% 41.24%

Women 27.17% 26.91% 26.71% 26.55% 26.05% 25.86% 25.14% 24.46% 24.48% 23.83% 22.63%

1996 1997 1998 1999 2002 2003 2004 2005 2006 2007 2008

Appendix C Page 48

2.00%

3.00%

4.00%

5.00%

Hispanic Employees in the ArmyGeneral Representation Since 1996

0.00%

1.00%

2.00%

Men 2.15 2.21 2.19 2.26 2.26 2.26 2.26 2.38 2.36 2.37 2.36 3.88 3.64

Wom 1.67 1.72 1.74 1.75 1.75 1.75 1.75 1.91 1.90 1.92 1.93 2.43 2.25

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Appendix C Page 49

1.00%

1.50%

2.00%

2.50%

Asian Employees in the ArmyGeneral Representation Since 1996

0.00%

0.50%

1.00%

Men 2.15 2.21 2.19 2.26 2.26 2.26 2.26 2.38 2.36 2.37 2.36 2.25 2.03

Wom 1.67 1.72 1.74 1.75 1.75 1.75 1.75 1.91 1.90 1.92 1.93 1.87 1.87

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Appendix C Page 50

Top EEO Complaint Issues

20.00%

25.00%

30.00%

35.00%

40.00%

0.00%

5.00%

10.00%

15.00%

FY 06 27.90% 24.70% 13.40% 10.10% 8.10%

FY 07 35.30% 20.00% 15.00% 10.50% 7.60%

FY 08 33.30% 20.00% 14.20% 11.00% 7.90%

Harassment (Non-Sexual) Promotion/Non-Selection Disciplinary Action Evaluation/AppraisalTerms/Conditions of

Employment

Appendix C Table 51

Top EEO Complaint Basis

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

0.00%

5.00%

10.00%

15.00%

20.00%

FY 06 40.80% 28.60% 27.20% 25.80% 15.70%

FY 07 41.60% 29.40% 26.80% 23.40% 18.20%

FY08 43.90% 31.40% 25.00% 23.90% 16.30%

Reprisal Race (Black) Age Sex (Female) Disability (Physical)

Appendix C Table 52

EEO Complaints Inventory

1000

1500

2000

2500

0

500

FY 05 2,135 1,153

FY 06 2,345 1,181

FY 07 2,166 1,175

FY 08 2,304 1,216

Informal Formal

Appendix C Table 53