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Affirmative Action Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

 

SECTION I: EFFORTS TO REACH REGULATORY GOALS

SECTION II: MODEL DISABILITY PROGRAM

A.  PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR DISABILITY PROGRAM

B.  PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM

SECTION III: PROGRAM DEFICIENCIES IN THE DISABILITY PROGRAM 

SECTION IV: PLAN TO RECRUIT AND HIRE INDIVIDUALS WITH DISABILITIES

A.  PLAN TO IDENTIFY JOB APPLICANTS WITH DISABILITIES

B.  PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS

C.  PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

SECTION V: PLAN TO ENSURE ADVANCEMENT OPPORTUNITIES FOR EMPLOYEES WITH DISABILITIES

A.  ADVANCEMENT PROGRAM PLAN

B.  CAREER DEVELOPMENT OPPORTUNITIES

C.  AWARDS

D.   PROMOTIONS

SECTION VI: PLAN TO IMPROVE RETENTION OF PERSONS WITH DISABILITIES

A.  VOLUNTARY AND INVOLUNTARY SEPARATIONS

B.  ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

C.  REASONABLE ACCOMMODATION PROGRAM

D.   PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE WORKPLACE

SECTION VII: EEO COMPLAINT AND FINDINGS DATA

A.  EEO COMPLAINT DATA INVOLVING HARASSMENT

B.  EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION 

SECTION VIII: IDENTIFICATION AND REMOVAL OF BARRIERS 

To capture agencies' affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities (PWTD), EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their affirmative action plan will improve the recruitment, hiring, advancement, and retention of applicants and employees with disabilities.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 C.F.R. § 1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation of persons with reportable and targeted disabilities in the federal government.

1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the permanent workforce? If "yes", describe the trigger(s) in the text box.

a.  Cluster GS-1 to GS-10 (PWD) Answer: No

b.  Cluster GS-11 to SES (PWD) Answer: No

 

* For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC metropolitan region.

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the permanent workforce? If "yes", describe the trigger(s) in the text box.

a.  Cluster GS-1 to GS-10 (PWTD) Answer: No

b.  Cluster GS-11 to SES (PWTD) Answer: No

 

3. Describe how the agency has communicated the numerical goals to the hiring managers and/or recruiters.

The goals are in the Agency's "Operational Plan for Increasing Employment of Individuals with Disabilities" The Plan is on the Agency's intranet page. An email was circulated to all hiring managers on the Plan and the Schedule A recruiting procedures.

 

Section II: Model Disability Program

Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program, and oversee any other disability hiring and advancement program the agency has in place.

A.   PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR DISABILITY PROGRAM

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? If "no", describe the agency's plan to improve the staffing for the upcoming year.

Answer: No

The Agency is currently in the process of recruiting for a new Disability Program Manager.

 

2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff employment status, and responsible official.

Disability Program Task

# of FTE Staff by Employment Status

Responsible Official
(Name, Title, Office, Email)

Full Time

Part Time

Collateral Duty

Processing applications from PWD and PWTD

5

0

0

Christine Nalli, Asst. Dir., Operations Services Division, christine.nalli@eeoc.gov

Answering questions from the public about hiring authorities that take disability into account

6

0

0

Rodney Yelder, DPM, Business Operations & Strategic Planning Division, rodney.yelder@eeoc.gov

Processing reasonable accommodation requests from applicants and employees

1

0

0

Rodney Yelder, DPM, Business Operations & Strategic Planning Division, rodney.yelder@eeoc.gov

Section 508 Compliance

2

0

0

Terri Youngblood, Accessibility Consultant, OIT, terri.youngblood@eeoc.gov

Architectural Barriers Act Compliance

4

0

0

George Betters, Director, Central Services Division

Special Emphasis Program for PWD and PWTD

0

0

3

Erica D. White-Dunston, Director Office of Equal Opportunity, erica.white- dunston@eeoc.gov

3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the reporting period? If "yes", describe the training(s) that disability program staff have received. If "no", describe the training(s) planned for the upcoming year.

Answer: Yes

For this reporting period, the Disability Program Manager is the only full-time employee who serves in this position. He is a graduate of the Defense Equal Employment Management Institute (DEOMI 15 weeks), and he has completed 40 hours of Reasonable Accommodation and Disability Law training with the National Employment Law Management Institute (NELI).

 

B.   PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM

Has the agency provided sufficient funding and other resources to successfully implement the disability program during the reporting period? If "no", describe the agency's plan to ensure all aspects of the disability program have sufficient funding and other resources.

Answer: Yes

 

 

Section III: Program Deficiencies in the Disability Program

In Part G of its FY 2017 MD-715 report, the agency identified the following program deficiencies involving its disability program:

Program Deficiencies

Agency Comments

Have the procedures for reasonable accommodation for individuals with disabilities been made readily available/accessible to all employees by disseminating such procedures during orientation of new employees and by making such procedures available on the World Wide Web or Internet?

See H2 action plan

Have managers and supervisors been trained on their responsibilities under the procedures for reasonable accommodation?

See H2 Action Plan

Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. § 1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of individuals with disabilities. The questions below are designed to identify outcomes of the agency's recruitment program plan for PWD and PWTD.

A.   PLAN TO IDENTIFY JOB APPLICANTS WITH DISABILITIES

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with targeted disabilities.

OPM's Shared List of People with Disabilities for recruitment; Ticket-to-Work Program which provides people receiving Social Security disability benefits choices for receiving employment services; State Vocational Rehabilitation Agencies (SVRAs) and State Disability Service agencies to recruit potential applicants with disabilities; DOL's Veterans' Employment and Training Service (VETS) program; VA's Vocational Rehabilitation and Employment (VR&E) Service, which fills workforce needs with trained, educated, and experienced disabled veterans; DOD's Operation Warfighter and Hiring Heroes Programs.

 

2. Pursuant to 29 C.F.R. § 1614.203(a)(3), describe the agency's use of hiring authorities that take disability into account (e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce.  

Schedule A hiring authority is used when applicants apply and are selected based on being a PWD or PWTD.

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain how the agency (1) determines if the individual is eligible for appointment under such authority and (2) forwards the individual's application to the relevant hiring officials with an explanation of how and when the individual may be appointed.

A.      Job advertisement for EEOC vacancy announcements are primarily posted on USAJOBS, where applicants with disabilities are directed to fax or email their completed application package directly to the DPM specifying the vacancy they wish to be considered, by vacancy identification number. Once received, the DPM determines if the applicant meets the Schedule A 213.23102(u) requirements and then forwards the application package to the appropriate HRS for a qualification analysis.

B.    Applicants with disabilities may also provide their application directly to the hiring office at any time. The DRM or HRS should forward any medical documentation to the DPM to certify the candidate meets the Schedule A 213.3102(u) requirements and to insure the confidentiality of all medical information. The DRM or HRS may then certify that the applicant meets the qualifications for the position.

C.    Applicants with disabilities may also provide their application to an EEOC representative at hiring job fairs. These applications are then provided to the DPM who will then certify that the candidate meets the Schedule A 213.3102 (u) requirements before forwarding the application package to the appropriate DRM and/or HRS for a qualification analysis.

D.    Applicants with disabilities may also provide their application directly to the DPM at any time. The DPM reviews the current recruitment inventory to identify potential position (s), determines that the applicant meets the Schedule A 213.3102(u) requirements and then forwards the application package onto the appropriate HRS for possible certification.

E.    As an additional recruitment source, EEOC vacancy announcements are provided to various stakeholder groups by the DPM. Applications received by the DPM are then forwarded to the appropriate HRS for a qualification analysis.

 

4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account (e.g., Schedule A)? If "yes", describe the type(s) of training and frequency. If "no", describe the agency's plan to provide this training.

Answer: Yes

The agency does yearly training for new supervisors and mid-level supervisors on hiring, which includes Schedule A hiring for PWD/PWTD. EEOC also has developed for government-wide usage the "ABCs of SCHEDULE A for the Hiring Manager and How to Hire Using the Schedule A Appointing Authority". The guidance is located on EEOC.gov and our intranet page.

 

B.   PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS

Describe the agency's efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in securing and maintaining employment.

We maintain contact information with the Social Security Administration for the Ticket- to-Work Program; State Vocational Rehabilitation Agencies (SVRAs) and State Disability Service agencies; DOL's Veterans' Employment and Training; and Veteran's Administration Vocational Rehabilitation and Employment (VR&E) Service.

 

C.   PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among the new hires in the permanent workforce? If "yes", please describe the triggers below.

a.  New Hires for Permanent Workforce (PWD) Answer: No

b.  New Hires for Permanent Workforce (PWTD) Answer: No

 

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any of the mission-critical occupations (MCO)? If "yes", please describe the triggers below.

a.  New Hires for MCO (PWD) Answer: No

b.  New Hires for MCO (PWTD) Answer: No

 

3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal applicants for any of the mission- critical occupations (MCO)? If "yes", please describe the triggers below.

a.  Qualified Applicants for MCO (PWD) Answer: No

b. Qualified Applicants for MCO (PWTD) Answer: No

 

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted to any of the mission-critical occupations (MCO)? If "yes", please describe the triggers below.

a.  Promotions for MCO (PWD) Answer: No

b.  Promotions for MCO (PWTD) Answer: No

 

Section V: Plan to Ensure Advancement Opportunities for Employees with Disabilities

Pursuant to 29 C.F.R §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for employees with disabilities. Such activities might include specialized training and mentoring programs, career development opportunities, awards programs, promotions, and similar programs that address advancement. In this section, agencies should identify, and provide data on programs designed to ensure advancement opportunities for employees with disabilities.

A.     ADVANCEMENT PROGRAM PLAN

Describe the agency's plan to ensure PWD, including PWTD, have sufficient opportunities for advancement.

In FY 2017, EEOC provided a wide range of training and developmental opportunities to employees at various levels (entry, mid, supervisory, managerial, and executive). A myriad of 25 career, professional, supervisory and executive development courses and seminars were offered. Each program offers competency development in one or more of OPM's Executive Core Qualifications or competency levels for GS employees.

Also, EEOC provides technical training and development through its national training program. This Program is geared towards EEOC's mission-critical occupations.

In FY 2017, EEOC continued its internal rotational (details) program aimed at developing leadership and cross-functional skills and capabilities. EEOC also supported professional and technical training and developmental needs by offering training courses through our Individual Development Program (IDP). Employees submit training requests quarterly. During FY 2017, 637 employee training requests were approved.

The EEOC Mentoring Program is focused on connecting employees across EEOC with leaders who have experience and passion in the development of others. The goal of the Program is to foster relationships between the leaders of EEOC with employees, who might work in a completely separate area, and to create discussion and learning around a specific topic. This program is open to every EEOC employee, regardless of position, grade, or status.

In all training and development activities, EEOC ensures that employees with disabilities are accommodated.

 

B.     CAREER DEVELOPMENT OPPORTUNITIES

1. Please describe the career development opportunities that the agency provides to its employees.

In FY 2017, EEOC provided a wide range of training and developmental opportunities to employees at various levels (entry, mid, supervisory, managerial, and executive). A myriad of 25 career, professional, supervisory and executive development courses and seminars were offered. Each program offers competency development in one or more of OPM's Executive Core Qualifications or competency levels for GS employees.

Also, EEOC provides technical training and development through its national training program. This Program is geared towards EEOC's mission-critical occupations.

In FY 2017, EEOC continued its internal rotational (details) program aimed at developing leadership and cross-functional skills and capabilities. EEOC also supported professional and technical training and developmental needs by offering training courses through our Individual Development Program (IDP). Employees submit training requests quarterly. During FY 2017, 637 employee training requests were approved.

The EEOC Mentoring Program is focused on connecting employees across EEOC with leaders who have experience and passion in the development of others. The goal of the Program is to foster relationships between the leaders of EEOC with employees, who might work in a completely separate area, and to create discussion and learning around a specific topic. This program is open to every EEOC employee, regardless of position, grade, or status.

In all training and development activities, EEOC ensures that employees with disabilities are accommodated.

2. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The appropriate benchmarks are the relevant applicant pool for applicants and the applicant pool for selectees.) If "yes", describe the trigger(s) in the text box.

a.  Applicants (PWD) Answer: No

b.  Selections (PWD) Answer: No

 

3. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs identified? (The appropriate benchmarks are the relevant applicant pool for applicants and the applicant pool for selectees.) If "yes", describe the trigger(s) in the text box.

a.  Applicants (PWTD) Answer: No

b. Selections (PWTD) Answer: No

 

 

C.   AWARDS

1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of the time-off awards, bonuses, or other incentives? If "yes", please describe the trigger(s) in the text box.

a.  Awards, Bonuses, & Incentives (PWD) Answer: No

b.  Awards, Bonuses, & Incentives (PWTD) Answer: No

 

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step increases or performance-based pay increases? If "yes", please describe the trigger(s) in the text box.

a.  Pay Increases (PWD) Answer: No

b.  Pay Increases (PWTD) Answer: No

 

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If "yes", describe the employee recognition program and relevant data in the text box.

a.  Other Types of Recognition (PWD) Answer: No

b.  Other Types of Recognition (PWTD) Answer: No

 

D. PROMOTIONS

1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If "yes", describe the trigger(s) in the text box.

  1. SES
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
  2. Grade GS-15
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
  3. Grade GS-14
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
  4. Grade GS-13
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
 

2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If "yes", describe the trigger(s) in the text box.

  1. SES
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
  2. Grade GS-15
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
  3. Grade GS-14
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
  4. Grade GS-13
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
 

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If "yes", describe the trigger(s) in the text box.

  1. New Hires to SES (PWD) Answer: No
  2. New Hires to GS-15 (PWD) Answer: No
  3. New Hires to GS-14 (PWD) Answer: No
  4. New Hires to GS-13 (PWD) Answer: No
 

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If "yes", describe the trigger(s) in the text box.

  1. New Hires to SES (PWTD) Answer: No
  2. New Hires to GS-15 (PWTD) Answer: No
  3. New Hires to GS-14 (PWTD) Answer: No
  4. New Hires to GS-13 (PWTD) Answer: No
 

5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) If "yes", describe the trigger(s) in the text box.

  1. Executives
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
  2. Managers
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
  3. Supervisors
    1. Qualified Internal Applicants (PWD) Answer: No
    2. Internal Selections (PWD) Answer: No
 
 

6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) If "yes", describe the trigger(s) in the text box.

  1. Executives
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
  2. Managers
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
  3. Supervisors
    1. Qualified Internal Applicants (PWTD) Answer: No
    2. Internal Selections (PWTD) Answer: No
 

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees for new hires to supervisory positions? If "yes", describe the trigger(s) in the text box.

  1. New Hires for Executives (PWD) Answer: No
  2. New Hires for Managers (PWD) Answer: No
  3. New Hires for Supervisors (PWD) Answer: No
 

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the selectees for new hires to supervisory positions? If "yes", describe the trigger(s) in the text box.

  1. New Hires for Executives (PWTD) Answer: No
  2. New Hires for Managers (PWTD) Answer: No
  3. New Hires for Supervisors (PWTD) Answer: No
 

 

Section VI: Plan to Improve Retention of Persons with Disabilities

To be a model employer for persons with disabilities, agencies must have policies and programs in place to retain employees with disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers retaining employees with disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) provide information on the reasonable accommodation program and workplace personal assistance services.

A.   VOLUNTARY AND INVOLUNTARY SEPARATIONS

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If "no", please explain why the agency did not convert all eligible Schedule A employees.

Answer: No

Human Resources is currently working with supervisors to identify and convert employees that are eligible.

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations exceed that of persons without disabilities? If "yes", describe the trigger below.

  1. Voluntary Separations (PWD) Answer: Yes
  2. Involuntary Separations (PWD) Answer: Yes

Participation rate is 23.29%, voluntary separations is 29.50% and involuntary is 38.46%

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations exceed that of persons without targeted disabilities? If "yes", describe the trigger below.

  1. Voluntary Separations (PWTD) Answer: Yes
  2. Involuntary Separations (PWTD) Answer: Yes

Participation rate is 4.36% while voluntary separations is 6.05% and involuntary is 30.77%

4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit interview results and other data sources.

Have not been collecting demographic information on exit survey. Plan in place to correct this deficiency.

B.   ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

Pursuant to 29 C.F.R. § 1614.203(d)(4), federal agencies are required to inform job applicants and employees of their rights under Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b)), concerning the accessibility of agency technology, and the Architectural Barriers Act of 1968 (42 U.S.C. § 4151 - 4157), concerning the accessibility of agency facilities. In addition, agencies are required to inform individuals where to file complaints if other agencies are responsible for a violation.

1. Please provide the internet address on the agency's public website for its notice explaining employees' and applicants' rights under Section 508 of the Rehabilitation Act, including a description of how to file a complaint.      

https://www.eeoc.gov/accessibility.cfm (202) 540-9189, or e-mail 508coordinator@eeoc.gov. For information about filing a complaint against the EEOC under Section 508, contact the Office of Equal Opportunity at (202) 663-7081 or TTY at (202) 663-7002. To file a complaint against another agency, contact that agency's Section 508 Coordinator. Contact information for Section 508 Coordinators may be found at https://www.section508.gov/tools/coordinator-listing.

2. Please provide the internet address on the agency's public website for its notice explaining employees' and applicants' rights under the Architectural Barriers Act, including a description of how to file a complaint.     

https://www.eeoc.gov/accessibility The Architectural Barriers Act (ABA) requires access to facilities that are designed, built, altered, or leased with Federal funds. The Access Board is the federal agency responsible for enforcing the ABA. The Access Board's accessibility standards are available on their website at www.access-board.gov/guidelines-and- standards/buildings-and-sites/about-the-aba-standards, and information about filing a complaint may be found at https://www.access-board.gov/enforcement/.

3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal year, designed to improve accessibility of agency facilities and/or technology.

The Agency is currently purchasing new computer systems to include Windows 7. The new systems will enable assistive software such as Dragon Naturally Speaking, JAWS for Windows, and ZoomText to operate more efficient and within compliance.

  • The goal is to have all computer systems fully compliant by the end of the 3rd Quarter 2018.
  • This year, the Agency plans to continue purchasing vari-desks, ergonomic chairs, and adjustable work tables as a reasonable accommodation to assist employees with disabilities. This equipment will not only be purchased for qualified individuals with disabilities, but also for employees without disabilities through the Agency's Ergonomics Program.
  • We will continue to work with building lease holders throughout the country to arrange parking accommodations for employees, to ensure facility compliance with ingress and egress, and to provide safe evacuations of persons with disabilities from buildings during emergencies.

 

C.   REASONABLE ACCOMMODATION PROGRAM

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all job applicants and employees, reasonable accommodation procedures.

1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting period. (Please do not include previously approved requests with repetitive accommodations, such as interpreting services.)       

The overall average processing time for FY 2017 is 20.7 working days.

 

2. Describe the effectiveness of the policies, procedures, or practices to implement the agency's reasonable accommodation program. Some examples of an effective program include timely processing requests, timely providing approved accommodations, conducting training for managers and supervisors, and monitoring accommodation requests for trends.  

Since 2016, the agency has decreased the time to process reasonable accommodation by 50%. We provide training through webinars on the reasonable accommodation process to supervisors and managers. We are in the process of updating the Agency's reasonable accommodation policy that can be used as a model for other federal agencies. Also, all reasonable accommodation requests are updated into a database for tracking, trend analysis and reporting.

 

D.   PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE WORKPLACE

Pursuant to 29 C.F.R. § 1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue hardship on the agency.

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of an effective program include timely processing requests, timely providing approved services, conducting training for managers and supervisors, and monitoring PAS requests for trends.

All requests for personal assistance services are handled as a priority.

Section VII: EEO Complaint and Findings Data

A.   EEO COMPLAINT DATA INVOLVING HARASSMENT

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared to the government-wide average?

Answer: Yes

2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of discrimination or a settlement agreement?

Answer: Yes

3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last fiscal year, please describe the corrective measures taken by the agency.

In process of hiring a new Disability Program Manager. Will conduct a deeper review of data to identify trends that may impact upward mobility of occupations that feed into management positions. Data to be analyzed include management position feeder pools; applicant flow data for new hires and internal competitive promotions; summer intern trends, complaints data, exit interview, separations, reasonable accommodations.

B.  

EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a reasonable accommodation, as compared to the government-wide average?

Answer: Yes

2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of discrimination or a settlement agreement?

Answer: Yes

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation during the last fiscal year, please describe the corrective measures taken by the agency.   

In process of hiring a new Disability Program Manager. Will conduct a deeper review of data to identify trends that may impact upward mobility of occupations that feed into management positions. Data to be analyzed include management position feeder pools; applicant flow data for new hires and internal competitive promotions; summer intern trends, complaints data, exit interview, separations, reasonable accommodations.

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, or practice may be impeding the employment opportunities of a protected EEO group.

1.        Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for PWD and/or PWTD?

Answer: No

2.        Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD?

Answer: No

3.        Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible official(s), planned activities, and, where applicable, accomplishments.

Trigger

 

Barrier(s)

 

Objective(s)

 

Responsible Official(s)

Performance Standards Address the Plan?

(Yes or No)

   

Barrier Analysis Process Completed? (Yes or No)

Barrier(s) Identified? (Yes or No)

   

Sources of Data

Sources Reviewed? (Yes or No)

Identify Information Collected

Workforce Data Tables

   

Complaint Data (Trends)

   

Grievance Data (Trends)

   

Findings from Decisions (e.g.,

EEO, Grievance, MSPB, Anti- Harassment Processes)

   

Climate Assessment Survey (e.g.,

FEVS)

   

Exit Interview Data

   

Focus Groups

   

Interviews

   

Reports (e.g., Congress, EEOC,

MSPB, GAO, OPM)

   

Other (Please Describe)

   

Target Date
(mm/dd/yyyy)

Planned Activities

Sufficient Staffing & Funding (Yes or No)

Modified Date (mm/dd/yyyy)

Completion Date (mm/dd/yyyy)

         

Fiscal Year

Accomplishments

   

4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.   

•    Major transition and loss of staff.

5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the barrier(s).      

None

6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve the plan for the next fiscal year.  

In process of hiring a new Disability Program Manager. Will conduct a deeper review of data to identify trends that may impact upward mobility of occupations that feed into management positions. Data to be analyzed include management position feeder pools; applicant flow data for new hires and internal competitive promotions; summer intern trends, complaints data, exit interview, separations, reasonable accommodations.