DEPARTMENT OF THE NAVY
CIVILIAN HUMAN RESOURCES MANUALSUBCHAPTER 1603
EQUAL EMPLOYMENT OPPORTUNITY PROGRAM ASSESSMENTS
TABLE OF CONTENTS

Sections
1.
2.
3.
4.
5.
6.
7.
8.

Purpose
PolicyBackground
Types of DON EEO Program Assessment
Applicability
Responsibility
ActionGuide for Subchapter 1603 Table of Contents¬ Section 1 – Command/Activity Level EEO Program
Self-Assessment Requirements¬ Section 2 – DON Assessment of Major Command
EEO Program¬ Section 3 – Assessment of Subordinate Activity
EEO Program By Major Command¬ Section 4 – AD HOC Program Reviews/Other
Required Assessments

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Department of the NavyEQUAL EMPLOYMENT OPPORTUNITY PROGRAM ASSESSMENTS
SUBCHAPTER 1603
References:(a) 29 CFR Part 1614 of 9 November 1999(b) Americans with Disabilities Act of 1990, as amended(c) Rehabilitation Act of 1973, as amended(d) Age Discrimination in Employment Act of 1967 (ADEA)(e) Equal Pay Act of 1963(f) EEOC Management Directive 715 of 1 October 2003(g) EEOC Management Directive 110 of 9 November 1999(h) Civilian Human Resource Manual Subchapter 1601
(i) Civilian Human Resource Manual Subchapter 1614.1(j) SECNAVINST 5430.57G of 29 December 2005(k) SECNAVINST 12250.6 of 22 January 2003(l) SECNAVINST 5040.3A of 13 July 2000(m) SECNAVINST 12273.1 of 16 March 1999

1. Purpose. This Subchapter establishes policy guidance and assigns responsibility for theeffective assessment and evaluation of the Equal Employment Opportunity (EEO) Program
within the Department of the Navy (DON).
2. Policy. DON major commands and subordinate activities shall conduct regular internal
assessments to evaluate the effectiveness and efficiency of their Title VII and Rehabilitation Act
programs and to ascertain command and activity efforts in identifying and removal of barriers toequality of opportunity in the workplace.
3. Background.
a. In accordance with references (a) through (i), DON requires its major commands andsubordinate activities to implement the elements necessary to create and maintain a model EEO
Program and provide equality of opportunity to all DON employees and applicants.
b. DON shall maintain effective systems for assessing and evaluating its EEO programs toensure DON major commands and subordinate activities implement an EEO program in supportof and in alignment with the overall DON EEO Program strategic goals and objectives.
c. On-going assessments of major command and subordinate activity EEO programs arevital to maintain the highest level of effectiveness and efficiency. References (a) through (m)establish the requirement to evaluate DON organizations and functions, including EEO
programs, through an annual self-assessment, a DON-level assessment of major commands,
major commands’ assessment of subordinate activities, a DON-level assessment of activities andservicing EEO offices, Civilian Human Capital Management Assessment Program evaluations
and Navy Inspector General (NAVINSGEN) inspections.

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4. Types of DON EEO Program Assessment.
a. Annual Self-Assessment. An ongoing obligation for DON major commands andsubordinate activities, in compliance with reference (f), to assess, evaluate and monitor theeffectiveness of its EEO programs and to identify and eliminate barriers that impede free andopen competition in the workplace to ensure that all employees and applicants for employment
enjoy equal opportunity in the federal workplace regardless of race, sex, national origin, color,religion, disability or reprisal for engaging in prior protected activity.
b. DON Assessment and Validation Visits to Major Commands. A top-level assessmentby the Office of EEO and Diversity Management on the overall effectiveness of the majorcommand’s EEO program and validation of self-assessment efforts in accordance with reference(f).
c. Major Command Assessment of Subordinate Activities. A full review by the majorcommand of its subordinate activities’ EEO programs to ascertain the effective implementationand management of EEO programs and validation of self-assessment efforts per reference (f).
d. Special Review of Activity Level EEO Program. A more in-depth review by the
Office of EEO and Diversity Management of the activity level and/or servicing EEO offices’
EEO program and their efforts to identify and eliminate any barriers that impede free and open
competition in the workplace to ensure compliance with reference (f). This assessment will be
conducted on an as needed basis and will involve the appropriate major command(s).
e. Civilian Human Capital Management Assessment Program. An assessment of the
Civilian Human Capital Management (HCM) Program to include both Human CapitalManagement and EEO, in accordance with reference (m), to improve and maintain efficiency,
productivity, and mission accomplishment of DON activities and commands.
f. Navy Inspector General (NAVINSGEN) Inspection. DON-level and command-level
inspections, investigations, assessments or inquiries as required by references (j) and (l) into any
and all matters of importance to DON/commands with particular emphasis on readiness,
including but not limited to: effectiveness, efficiency, discipline, morale, economy, ethics andintegrity, environmental protection, safety and occupational health, medical and dental matters,
physical security; information systems management, personnel support services and other issues
affecting quality of life, command relationships, and organizational structures.
5. Applicability. This Subchapter applies to all DON major commands and subordinate
activities.
6. Responsibilities.
a. The Assistant Secretary of the Navy (ASN) Manpower and Reserve Affairs (M&RA)
has overall responsibility for assessment and evaluation of the DON EEO Program.

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b. The Deputy Assistant Secretary of the Navy (DASN) Civilian Human Resources(CHR) is responsible for management and administration of the DON EEO Program assessmentand evaluation, and shall:(1) Ensure assessment policy and procedures are developed, established andimplemented.
(2) Direct and ascertain compliance with established policy and procedures.
c. The Program Director for DON EEO & Diversity Management oversees the effective
implementation of the DON EEO Program assessment process and shall:(1) Develop and establish assessment policy and procedures.
(2) Ensure DON policy on effective program assessment is understood andimplemented by all DON major commands and subordinate activities.
(3) Direct, coordinate and consolidate DON-wide efforts to assess the EEO
Program and report the state of the health of the DON EEO Program.
(4) Conduct a self-assessment of the overall DON EEO Program, on at least anannual basis, and a review of the Annual EEO Program Status Report submissions from the
major commands to ensure that an effective assessment of the major command and subordinate
activity EEO Programs were accomplished.
(5) Conduct on-site validations at the major command level to determine theoverall effectiveness of the program and to ensure that EEO Program self-assessments areaccomplished as reported in Annual EEO Program Status Report submissions.
(6) Conduct special review visits, as necessary, at the activity and servicing EEO
offices to address identified problems/issues.
(7) Prepare and submit the DON Annual EEO Program Status Report to
Department of Defense (DoD) and Equal Employment Opportunity Commission (EEOC), as
required.
(8) Regularly brief the EEO Director and senior leaders on the status of the DON
EEO Program.
d. Command Equal Employment Opportunity Officer (CEEOO). The Commander is the
CEEOO and is responsible for ensuring that his/her senior leadership and supervisors implement
and practice EEO principles and that all efforts are exerted to regularly evaluate the EEO
Program. As such, the CEEOO will:(1) Ensure this policy is disseminated and implemented command-wide.

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(2) Direct annual and periodic assessments on the EEO program in accordancewith Sections 1 and 3 of this Subchapter.
(3) Provide necessary support, resources and information to comply with therequirements of this Subchapter.
(4) Ensure full cooperation of all personnel during assessments and on-site
validation visits.
(5) Ensure compliance with all requirements of this Subchapter.
e. Command Deputy Equal Employment Opportunity Officer (CDEEOO). The
CDEEOO will:(1) Effect compliance with all requirements of this Subchapter.
(2) Conduct annual and periodic assessments of subordinate activities’ EEO
programs in accordance with this Subchapter.
(3) Regularly brief the CEEOO and senior leadership regarding the status of the
Command’s EEO Program.
(4) Provide necessary support, resources and information to comply with therequirements of this Subchapter.
f. Equal Employment Opportunity Officer (EEOO). The Activity Commander or Headis the EEOO and is responsible for the implementation and assessment of the EEO Program. As
such, she/he will:(1) Ensure this policy is disseminated and implemented activity-wide.
(2) Direct annual and periodic assessments on the EEO program in accordancewith Section 1 of this Subchapter.
(3) Provide necessary support, resources and information to comply with therequirements of this Subchapter.
(4) Ensure full cooperation of all personnel during assessments and on-site
validation visits.
(5) Ensure compliance with the requirements of this Subchapter.
g. Deputy Equal Employment Opportunity Officer (DEEOO). The DEEOO will:(1) Effect compliance with the requirements of this Subchapter.

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(2) Establish and maintain a continuing EEO program and conduct a selfassessment of serviced activities’ EEO programs in accordance with this Subchapter andreference (f).
(3) Report results of self-assessment and barrier analysis efforts to the appropriate
major command.
(4) Provide necessary support, resources and information to comply with therequirements of this Subchapter.
(5) Regularly brief the serviced activities’ EEOO and senior leadership on thestatus of their EEO Program.
7. Action. All DON major commands and subordinate activities will comply with therequirements of this Subchapter.

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EQUAL EMPLOYMENT OPPORTUNITY PROGRAM ASSESSMENTSGUIDE FOR SUBCHAPTER 1603
TABLE OF CONTENTS

PAGE
Section 1 – Command/Activity Level EEO Program Self-Assessment Requirements
I.
PurposeII.
Assessment ResponsibilityIII.
Self-Assessment of the EEO Program
IV.
Maintenance of Self-Assessment Records
Attachments:
1. Special Program Plan for the Recruitment, Hiring, and Advancement of IndividualsWith Targeted Disabilities
2. Hispanic Employment Program Annual Status Report
3. DON-Specific Instructions For Completing Annual EEO Program Status Report

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Section 2 – DON Assessment of Major Command Program
I.
PurposeII.
Assessment Responsibility
III.
Records MaintenanceAttachments:
1. Scope Of EEO Program Review At The Major Command Level
2. Documents/Information Required For On-Site Validation Visits

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Section 3 – Assessment of Subordinate Activity EEO Program By Major Command
I.
PurposeII.
Assessment Responsibility
III
Records MaintenanceAttachments:
1. Scope Of EEO Program Review At The Activity Level

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Section 4 – AD HOC Program Reviews/Other Required Assessments
I.
II.
III

Special Review of Activity Level EEO Programs
Civilian Human Capital Management Assessment Program
Naval Inspector General (NAVINSGEN)

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DON EEO PROGRAM ASSESSMENTS
SECTION 1
COMMAND/ACTIVITY LEVEL EEO PROGRAM SELF-ASSESSMENTREQUIREMENTS
I. PURPOSE: This document outlines the requirements and procedures for all DON majorcommands and subordinate activities to conduct an earnest and objective assessment of theiron-going efforts to establish and maintain effective affirmative programs of equal employment
opportunity under Section 717 of Title VII and effective affirmative action programs under
Section 501 of the Rehabilitation Act as required by reference (f).
A. Goal of an Inclusive Work Environment: It is important to emphasize that creating asolid infrastructure for the DON EEO Program at all levels is necessary to achieve our goal of adiscrimination free work environment that is characterized by an atmosphere of inclusion andfree and open competition for employment opportunities. Therefore, it is critical and arequirement that all DON commands/activities initially focus their efforts to establish a model
EEO program, as outlined in reference (f), and then, more importantly, after it has been
established, to sustain those efforts on an on-going basis.
B. Report of Efforts to Accomplish Goal of an Inclusive Work Environment: The
purpose of a self-assessment is not to produce a report. A self-assessment provides direction andfocus for the EEO Program at all levels while the resultant report is merely a snapshot of the
on-going efforts and accomplishments toward the achievement of an inclusive work environment
at a particular point in time. If there are no on-going program efforts, there is nothing to report.
These self-assessments are critical to the DON’s efforts to: establish and maintain a model EEO
program; identify barriers that are common to DON; implement the DON’s plan of action toeliminate any identified barriers; and effectively execute the agency’s Special Program Plan for
the Recruitment, Hiring and Advancement of Individuals with Targeted Disabilities Program and
Hispanic Employment Program.
II. ASSESSMENT RESPONSIBILITY: It is the collaborative responsibility of all managers,
supervisors, HR practitioners, EEO practitioners, and any other designated individuals to conduct
the self-assessments described in this section.
III. SELF-ASSESSMENT OF THE EEO PROGRAM:
A. There are two aspects of an EEO Program that must be addressed during a selfassessment at all levels:
1. The first element is a self-assessment of the command’s/activity’s EEO
program measured against the six essential elements of a model EEO program using the EEOC
Agency Self-Assessment Checklist provided in reference (f). More detailed information and a
copy of the checklist, EEOC Form 715-01, Part G, may be obtained from the EEOC website at
http://www.eeoc.gov/federal/715instruct/part_g.html.

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a. This checklist provides an efficient and effective means for eachcommand/activity to determine, on at least an annual basis, whether its overall EEO Program isproperly established and compliant with the six essential elements of a model EEO program.
The Checklist is not just an annual reporting requirement to be completed at the end of eachfiscal year. Each command/activity is expected to establish and manage an on-going andeffective EEO Program. Proactively managing an effective EEO Program involves a conscious
effort to continuously improve the DON’s EEO posture. The integration of access, inclusion andequality of opportunity into all aspects of the mission and aligning equal opportunity principles
with strategic agency plans and objectives will provide the infrastructure necessary for DON toachieve the goal of a discrimination free work environment. The completion of the Checklist
serves as an opportunity to annually conduct a baseline review of the EEO Program at all levels
to identify program deficiencies, develop planned activities for achieving a model EEO program,and to determine progress towards the goal of establishing and maintaining an inclusive work
environment that provides equal employment opportunities to all employees.
b. Every command and activity with 50 or more employees is required tocomplete the Self-Assessment Checklist at the end of each fiscal year. It is recommended thateach activity review the Checklist in its entirety and determine the appropriate responsible
party(ies) to respond to each question well before the submission date designated by its majorcommand. An activity’s servicing EEO Office is responsible for consolidating all the Checklist
responses for the Commanding Officer’s approval and signature. Checklists will be submitted tothe activity’s major command annually. Major commands are responsible for establishing due
dates and consolidating subordinate activity checklists into a single self-assessment of the entire
command’s EEO Program for submission to the DON Office of EEO and Diversity Management
as part of the command’s annual report.
c. Supporting documentation for “yes” responses must be maintained andmade available upon request by the activity’s command, DON, and/or EEOC officials.
Commands/activities are not required to submit supporting documentation with their completed
Checklists unless specifically requested to do so, but should retain it. Inspector General (IG)inspections, validation, and/or special reviews will include the review of supporting
documentation for command/activity responses to the Checklist.
d. If a command/activity responds in the negative to a question(s) on the
Checklist, the following actions are required:(1) A negative response is indicative of an area(s) that requires
improvement for the command/activity to attain the goal of a model EEO program and requires
the development of an EEO Plan to Attain the Essential Elements of a Model EEO Program,
EEOC Form 715-01, Part H. A copy of Part H may be found on the EEOC website at
http://www.eeoc.gov/federal/715instruct/forms.html(a) Negative responses should be reviewed forcommonality to determine if the development of a single Part H is sufficient to address the areas
identified for correction or improvement rather than many individual ones. If there is no

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commonality, the command/activity will complete a Part H for each area identified for correction
or improvement.
(b) Section III of reference (f) provides instructions forcompleting these EEO Plans. Commands/activities should document their accomplishments foreach objective as soon as a planned activity is completed and not wait until the end of the fiscal
year. In certain circumstances, modifications of a stated objective may be warranted during theyear. In this event, a brief explanation of why the objective was modified should be provided
and a review of applicable planned activities to determine whether or not modification to these
activities is also required. Target dates should be adjusted accordingly.
(c) The Part H form is used specifically to report plans ofaction aimed at correcting identified deficiencies in a command’s/activity’s EEO program. An
assessment of a command’s/activity’s barrier identification and elimination efforts is the second
requirement of the self-assessment process. The results of this self-assessment, i.e., plans toeliminate identified barriers, should be reported on EEOC Form 715-01 Part I, EEO Plan to
Eliminate Identified Barrier.
(2) In the event a Checklist question(s) is not applicable to acommand’s/activity’s assessment of its EEO Program, in accordance with EEOC Instructions,the Checklist should be marked “No” and an explanation must then be provided in the comments
section.
2. The second element of the self-assessment process provides a snapshot of thestatus of command/activity efforts to identify and eliminate any barriers to EEO. Barrier
identification and elimination is the process by which commands/activities uncover, examine andremove barriers to equal participation at all levels of the workforce. A barrier is an agency
policy, principle or practice that limits or tends to limit employment opportunities for membersof a particular sex, race, or ethnic background, or based on an individual’s disability status.
Section II of reference (f) and the DON Barrier Analysis Civilian Human Resources Manual(CHRM) provide more specific guidance on how to conduct an effective barrier analysis.
Commands/activities must read these references before initiating barrier analysis efforts toensure their analyses are focused, meaningful and sufficiently in-depth in order to result in theaccurate identification and pinpointing of any barriers to EEO.
a. Activities will conduct this analysis on a quarterly basis as part of theiron-going effort to identify and eliminate any potential barriers in their employment programs,
policies and procedures.
(1) The first step of the barrier analysis process is to look at theworkforce racial, national origin, gender and disability profiles. To assist in this first step, EEOC
has developed 28 Workforce Data Tables. While the EEOC Workforce Data Tables are merely
one source of data to be reviewed in this process, if completed properly, they will help to identify
triggers to be explored. A trigger is an identified problem area that may indicate the existence ofa potential barrier to EEO. As the command/activity performs its review of their completed
Workforce Data Tables, a trigger for a potential barrier will typically manifest itself through the

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identification of low participation rates of a particular group when compared to the Relevant
Civilian Labor Force (RCLF). Guidance for completing the EEOC Workforce Data Tables andcopies of blank table forms may be found at
http://www.eeoc.gov/federal/715instruct/datatables.html andhttp://www.eeoc.gov/federal/715instruct/tables.html, respectively.
(2) A thorough review will include the analysis of all employment
processes, i.e., recruitment, hiring and placement, employee development and training
opportunities, promotions and other internal selections, award distribution, discipline andseparations and discrimination complaint activity, its trends and impact upon employment
processes. Section II of reference (f) identifies these employment processes as areas wherebarriers to EEO typically arise and also provides a list of questions to be answered by thecommand/activity as part of its thorough investigation into each of these processes.
b. After the command/activity has analyzed all available source materials,
followed clues to pinpoint potential barriers, conducted thorough investigations of these potential
barriers, and identified specific barriers, the next step is to plan for improvement by developing
overall objectives for barrier elimination, with corresponding action items, identify responsible
personnel and target completion dates. The command/activity plan will be documented on
EEOC Form 715-01 Part I (Part I). A blank copy of this form may be found at
http://www.eeoc.gov/federal/715instruct/forms.html.
(1) As a result of the barrier analysis efforts, several potential
barriers may be identified. Rather than preparing and submitting an unrealistic number of EEO
Plans (Part I), the command/activity should prioritize the identified problem areas and focus on
making incremental, but meaningful progress on their more significant problem areas. It is
recommended that the command/activity develop no more than three to five EEO Plans (Part I)
to reflect what they expect to accomplish within the next reporting period. When EEO Plans areclosed out and/or if there is a change in priority, a new EEO Plan should be prepared andsubmitted for the remaining identified problem areas.
(2) Commands/activities should document their accomplishments
for each objective as soon as a planned activity is completed and not wait till the end of the fiscal
year. In certain circumstances modifications of a stated objective may be warranted at a later
date. In this event, a brief explanation of why the objective was modified should be provided
and a review of applicable planned activities to determine whether or not modification to these
activities is also required. Target dates should be adjusted accordingly.
(3) A trigger is merely an indication of a potential problem area
and the first step of the analysis process. After a trigger has been identified thecommand/activity must follow clues to pinpoint potential barriers and conduct a thoroughinvestigation of potential barriers before it can be concluded that a specific employment policy,
practice or procedure is the barrier of the undesired condition. For example, a table that shows
low participation of Hispanic females in the 855 series does not necessarily indicate a need formore aggressive recruitment efforts. Further analysis may show an applicant pool with a large

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number of Hispanic female candidates already exists. What at first glance appears to be a
recruitment problem might actually be a selection process issue.
c. It must be emphasized that the barrier identification and removal
process is a continuous, evolving process. These efforts must be on-going throughout eachreporting period in order for the DON to achieve the goal of a discrimination free work
environment that is characterized by an atmosphere of inclusion and free and open competition
for employment opportunities.
d. Section 501 of the Rehabilitation Act of 1973, as amended, requires
federal agencies to take proactive steps to provide equal opportunity to qualified individuals withdisabilities in all aspects of federal employment. Reference (f) further states that agencies must
regularly evaluate their employment practices to identify barriers to equality of opportunity for
individuals with disabilities.
(1) Congress anticipated that the federal government, as a model
employer of individuals with disabilities, would take additional steps to include individuals withdisabilities at all levels of the federal workforce. As a result, reference (f) directs agencies with1,000 employees or more (in DON this requirement applies to all commands and activities with
500 or more employees) to maintain a special recruitment program for individuals with targeted
disabilities and to establish specific goals for the employment and advancement of suchindividuals.
(2) There is no applicable RCLF data for individuals with targeted
disabilities to use as a benchmark. Rather, a goal for the federal government, and subsequently
DON’s goal, has been set that individuals with targeted disabilities represent 2% of theworkforce.
(3) A command/activity must conduct a self-assessment of its
efforts on a quarterly basis to determine how well it is meeting its responsibility to provide
employment opportunities for qualified applicants and employees with disabilities, especiallythose with targeted disabilities. Commands/activities will document their self-assessment efforts
in the format prescribed by DON. A blank copy of the report form and instructions for the DON
Annual EEO Program Status Report, Special Program Plan for the Recruitment, Hiring andAdvancement of Individuals with Targeted Disabilities, is provided (Attachment 1). Do not use
the EEOC Part J format for completing this part of the self-assessment process.
e. SECNAVINST 12720.8, Department of the Navy Civilian Hispanic
Employment Program, directed that all echelon 1 and 2 commands develop plans and issue
guidance to their subordinate activities for addressing the low participation rate of Hispanics.
(1) Major commands and their subordinate activities must conduct
a self-assessment on a quarterly basis to determine progress in maintaining the command’s
program for the recruitment and development of Hispanic employees across all career fields andat all grade levels.

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(2) Major Commands and their subordinate activities will
document their self-assessment efforts and progress. As this is a DON-unique reporting
requirement of the annual self assessment, there is no equivalent EEOC form to use. A blankcopy of the required format and instructions for completing the DON Hispanic Employment
Program Annual Status Report is provided (Attachment 2).
B. DON Annual EEO Program Status Reporting Requirements: All commands/activities
must report annually on the status of the activities undertaken to implement their EEO Program
under Title VII and activities taken to implement their affirmative action obligations under the
Rehabilitation Act to the Office of EEO and Diversity Management. EEOC instructions forcompleting this report and blank report forms may be found at
http://www.eeoc.gov/federal/715instruct/index.html. DON-specific reporting requirements are
outlined below:
1. Reporting Deadlines: The DON must submit an Annual EEO Program Status
Report to the EEOC on or before January 31st following the end of the fiscal year that is being
reported. Therefore, all major commands must submit their Annual EEO Program Status Report
each year by the Friday before the Thanksgiving holiday. Because the major commands rely on
the submissions from subordinate activities to complete the command’s report, a complete final
draft, without a signed Part F, Certification of Establishment of Continuing EEO Programs, isacceptable in order for DON to meet its assigned due date. Signed, final reports must be
submitted on or before the 2nd Friday of February following the end of the fiscal year that isbeing reported to the Office of EEO and Diversity Management. All major commands are
responsible for establishing and communicating due dates and command-specific requirements(if applicable) for their EEO Program and annual report to their subordinate activities.
2. Annual Report Required Components: Annual Reports must be completed inaccordance with the instructions outlined in Attachment 3 of this section.
a. All major commands will submit an Annual EEO Program Status
Report that is reflective of the command’s total EEO Program to include subordinate activities
with less than 500 employees.
(1) All major commands must develop a plan to implement andconduct an assessment of the command’s EEO Program that accounts for all subordinate
activities, regardless of size.
(2) A copy of this plan will be provided to the Office of EEO andDiversity Management and to all subordinate activities.
b. Major commands that employ more than 50 employees, but less than
500, are required to submit PARTs A through K as instructed in Attachments 1, 2, and 3.

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IV. MAINTENANCE OF SELF-ASSESSMENT RECORDS: Self-assessment records
covered by this section are to be maintained by the responsible command and/or activity. This
includes not only the signed report, but supporting documentation used to determine objectives
and action items. Command records will include a signed copy of all subordinate activity
reports. These records must be maintained for possible review and/or request by the Office of
EEO and Diversity Management for the current reporting year and four (4) previous fiscal years,
at a minimum.

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Instructions for Completing
Department of the Navy
Report of Accomplishments for Special Program Plan
For the Recruitment, Advancement and Placement of
Individuals with Targeted Disabilities
PART JBACKGROUND
Section 501 of the Rehabilitation Act of 1973, as amended, 29 U.S.C. 791, requires
federal agencies to take proactive steps to provide equal opportunity to qualified
individuals with disabilities in all aspects of federal employment. Congress has directed
the federal government to serve as a model employer of people with disabilities. Towardthat end, each agency must develop and maintain an affirmative action program plan forthe hiring, placement, and advancement of individuals with disabilities that, among otherthings, provides adequate employment opportunities and describes how the agency willmeet the needs of its employees with disabilities. EEO Management Directive 715
provides specific requirements for the agency's Special Program Plan for the
Recruitment, Placement and Advancement of Individuals with Targeted Disabilities.
DON POLICY
It is the goal of the Department of the Navy (DON) to achieve a workforce representationof 2% individuals with targeted disabilities (IWTD) by 2010 and to maintain this level, at
a minimum, in the out years.
DON REPORTING REQUIREMENTS
In support of this goal and to demonstrate their commitment, commands with 50 or more
employees and activities with 500 or more employees must develop and maintain an ongoing Special Program and Plan for the Recruitment, Placement and Advancement of
IWTD. Each command is responsible for annually reporting the status of their program
plan, to include subordinate activities with 499 or less employees, to the DON Office of
EEO and Diversity Management on the DON PART J form.
PART JEXECUTIVE SUMMARY
The Executive Summary is intended to provide a brief but informative summary of thecommand/activity's overall program, program deficiencies, identified barriers to equal
opportunity, their plan to correct deficiencies/eliminate barriers, and to reportprogram/plan accomplishments for the current reporting period. The Executive Summary
must include the following information:
1) A brief description of the command/activity's strategies and activities undertaken,
to include current status, to maintain a Special Program for the Recruitment,
Placement and Advancement of IWTD.
2) A summary of the results of the workforce analyses conducted by thecommand/activity.
3) A brief description of the current state of the strengths and weaknesses of the

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command's/activity's Special Program when evaluated against the program
elements identified in DON PART J-1.
4) A brief description of the command’s/activity's planned activities to address
identified program deficiencies during the next reporting period andaccomplishments for the current reporting period.
5) A brief description of the command's/activity's planned activities to address
identified barriers to equal opportunity during the next reporting period andaccomplishments for the current reporting period.
6) A brief description of any other noteworthy activities and/or accomplishments.
PROGRAM CERTIFICATIONThe certification that a Special Program has been established and is being maintained
must be signed by the command's Equal Employment Opportunity Officer (EEOO) andthe command's Deputy EEO Officer (CDEEOO). The EEOO may delegate the authority
to sign this certification in rare circumstances. Any delegation of this responsibility must
be documented in writing, to include a brief explanation for the delegation, and provided
to the Office of EEO and Diversity Management for approval and recordkeeping
purposes.
PART J-1
CHECKLIST
FOR THEANNUALASSESSMENT
OF IWTD
PROGRAMPART J-2
EEO PLAN TOATTAIN THE
ESSENTIALELEMENTS OF
AN IWTD
PROGRAM

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All command/activities with 50 or more employees must annuallyassess their efforts to establish and maintain an IWTD Programthat is in compliance with the requirements set forth by the DON
Office of EEO and Diversity Management. Each question inPART J-1 must be marked with either a 'yes' or 'no' response. Anyquestion that is marked with a 'no' response will require thedevelopment of an EEO Plan to Attain the Essential Elements ofan IWTD Program (PART J-2). The development of a single EEO
Plan for deficiencies that are common in nature is acceptable aslong as planned activities to eliminate each deficiency are
addressed in the submitted Plan.
This PART will be completed in accordance with the instructions
provided below:(1) Provide a clear, succinct statement of the program
deficiency(ies) that will be addressed in this PART.
(2) A Responsible Official(s) must be identified by name andposition title.
(3) The Target Date for completion of each objective andplanned activities must be specific, i.e., target dates
identified as 'on-going' is not acceptable.
(4) Short, descriptive Planned Activities that relate back to theidentified program deficiency and objective must be
provided.
(5) Two separate PART J-2 forms are to be submitted, one forthe current reporting period and one for the upcoming one

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as follows: (a) PART J-2 forms for the current reporting
period will be identified by the appropriate FY, i.e., thecurrent reporting period, and will include a report ofaccomplishments and results toward the completion ofplanned activities described in the command's/activity's
report for the previous reporting period. (b) PART J-2
forms for the next reporting period will be identified by theappropriate FY, i.e., the next reporting period, and will
outline planned activities for the upcoming fiscal year.
PART J-3
WORKFORCE
ANALYSIS FOR
IWTD

A thorough analysis of the IWTD workforce population must be
accomplished in order to effectively initiate and conduct thebarrier identification and elimination process. This analysis willassist the command/activity in the identification of any triggers forpotential barriers. If a trigger is identified the command/activity
must conduct a further investigation to determine the potential
cause(s) for these triggers in order to accurately identify andeliminate specific barrier(s). This PART will be completed inaccordance with the instructions provided below and in the PARTJ-3 form.
Section 1. EEOC Workforce Data Table B-1 will be used for thiscomparison. Compare the IWTD overall workforce numbers forthe current reporting period with the previous period. Somequestions to be considered include, but are not limited to:(1) Did the IWTD overall workforce number increase or
decrease from the previous year?
(2) What was the number of IWTD new hires for the reporting
period (Table B-8)?
(3) What was the number of IWTD separations for thereporting period (Table B-14)?
(4) Was there an organizational action that occurred during thereporting period that could account for any differences,e.g., reduction-in-force, BRAC?
Section 2. EEOC Workforce Data Table B-3 will be used for thisanalysis. Compare the IWTD workforce and their representationin the different occupational groups. Some questions to beconsidered include, but are not limited to:(1) Which occupational group(s) does the majority of thecommand's/activity's workforce fall into?
(2) What is the participation rate of IWTD in the different
occupational groups in comparison to their representationin the overall workforce?
(3) Is the IWTD workforce represented proportionately in the
different occupational groups when compared to the rest of
the workforce?

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Section 3. EEOC Workforce Data Tables B-4 and B-5 will be
used for this analysis. Compare the IWTD workforce and theirrepresentation in the different grade levels/pay bands. Somequestions to be considered include, but are not limited to:(1) What is the participation rate of IWTD in the different
grade groups in comparison to their representation in theoverall workforce?
(2) Is the IWTD workforce represented proportionately in the
different grade groups when compared to the rest of theworkforce?
(3) What grade groups do the majority of the IWTD workforce
fall into?
Section 4. EEOC Workforce Data Table B-6 will be used for thisanalysis. Compare the IWTD workforce and their representationin the command's/activity's major occupations. Some questions to
be considered include, but are not limited to:(1) What is the participation rate of IWTD in thecommand's/activity's major occupations?
(2) Which major occupation(s) do the majority of the IWTD
workforce fall into?
(3) Were any of the IWTD new hires in thecommand's/activity's major occupations?
Section 5. EEOC Workforce Data Table B-7 will be used for thisanalysis. Some questions to be considered include, but are notlimited to:(1) Is the applicant pool for major occupations sufficiently
diverse and includes IWTD?
(2) Does the command/activity routinely use the Schedule A
appointing authority as a source to fill vacant positions?
Section 6. EEOC Workforce Data Table B-8 will be used for thisanalysis. Some questions to be considered include, but are notlimited to:(1) How many IWTD were hired in the reporting period?
(2) Which series/occupational groups were IWTD hired into?
(3) How many IWTD were hired through use of the Schedule
A appointing authority?
(4) How do the number of IWTD accessions compare with
their separation rate (Table B-14)?
Section 7. EEOC Workforce Data Table B-9 will be used for thisanalysis. Some questions to be considered include, but are notlimited to:(1) How many IWTD were selected in major occupation
positions under merit promotion procedures?
(2) Was there a sufficient number of IWTD applying for these
positions?
(3) Are there a sufficient number of IWTD on the certificate ofSubchapter 1603

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eligible candidates?
Section 8. EEOC Workforce Data Table B-12 will be used forthis analysis. Some questions to be considered include, but are notlimited to:(1) What are the different career development programs and
IWTD application rates for these programs?
(2) What is the selection rate for IWTD?
Section 9. EEOC Workforce Data Table B-13 will be used forthis analysis. Some questions to be considered include, but are notlimited to:(1) How did the receipt of awards for IWTD compare to theirrepresentation in the workforce?
(2) How did the amount and type of awards for IWTD
compare to employees with no disabilities?
Section 10. EEOC Workforce Data Table B-14 will be used forthis analysis. Some questions to be considered include, but are notlimited to:(1) Is the separation rate for IWTD higher than the ratio for
employees with no disabilities?
(2) Is the separation rate for IWTD higher than their accession
rate?
(3) Is there a difference between the rate of involuntary
separations when compared to voluntary for IWTD?
Section 11. Some other questions to be considered include, but
are not limited to:(1) Where and how does the command/activity conduct their
recruitment efforts for positions other than their major
occupations?
(2) Have these efforts resulted in a sufficiently diverse
applicant pool to include IWTD?
(3) Are special accommodations considered beforehand, e.g.,large print publications, accessible areas.
NOTE: The above sections are not the only areas where IWTD
may be denied equal access to employment opportunities. Other
areas that should be reviewed include, but are not limited to: acomparison of IWTD workforce representation within a command(Table B-2), time-in-grade/pay schedule for non-competitive
promotions (Table B-10), internal selections for senior level
positions (Table B-11), performance ratings, reduction-in-force
actions, discrimination complaint trends, etc.
PART J-4

Subchapter 1603

All command/activities with 500 or more employees must
establish and maintain an on-going Special Program for the
Recruitment, Placement and Advancement of IWTD. These ongoing efforts are essential to the achievement of the DON goal of a
2% representation of IWTD in our workforce. More importantly,

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STRATEGIESANDACTIVITIES TO
MAINTAINPROGRAM FOR
IWTDPART J-5

Subchapter 1603

these on-going efforts will allow us to sustain and achieve IWTD
representation at or above our 2% goal. This PART will becompleted in accordance with the instructions provided below andin the PART J-4 form.
Section 1. The command/activity must establish and maintain an
on-going Special Recruitment Program and Plan for IWTD.
Components of this program and plan must include, but is not
limited to:(1) How and where recruitment is executed;(2) The expected results of recruitment efforts;(3) Training to stakeholders, e.g., recruiters, selecting officials,
HR practitioners;(4) Establishment of appropriate tracking/monitoring systems;(5) Establishment of a collaborative partnership withindividuals responsible for the recruitment program andthose individuals responsible for the IWTD Program; and(6) Accomplishments and results.
Section 2. The command/activity must establish and maintain an
on-going Special Employment Program and Plan for IWTD.
Components of this program and plan must include, but is not
limited to:(1) The use of special hiring authorities, e.g., Schedule A;(2) A description of the command's/activity's plan to achieve
the DON goal of an IWTD workforce representation of atleast 2%;
(3) The command's/activity's strategy to communicate theprogram and plan to stakeholders, e.g., recruiters, selecting
officials;(4) Retention strategy; and(5) Accomplishments and results.
Section 3. The command/activity must establish and maintain an
on-going Special Advancement Program and Plan for IWTD.
Components of this program and plan must include, but is not
limited to:(1) Strategies for the placement of IWTD in such a way to
improve possibilities for career development;(2) Strategies to improve possibilities for promotion
opportunities;(3) Command's/activity's strategy to communicate the programand plan to stakeholders, e.g., supervisors/managers, HR
practitioners, IWTD workforce; and(4) Accomplishments and results.
If a trigger(s) for a potential barrier(s) is identified after ananalysis of the MD-715 Workforce Data Tables B, PART J-3,
PART J-4, review of command/activity employment policies,

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EEO PLAN TOELIMINATE
IDENTIFIEDBARRIERS FOR
IWTD

Subchapter 1603

practices and/or procedures and any other relevant
data/information, an investigation to pinpoint actual barriers androot causes must be initiated. If a barrier(s) to equal opportunity
for IWTD is identified, the command/activity must report theirbarrier analysis efforts, plans to eliminate identified barriers andaccomplishments toward completion of objectives in this PART.
This PART will be completed in accordance with the instructions
provided below and in the PART J-5 form.
(1) Provide a clear, succinct statement of the trigger(s) for apotential barrier. Hint: a trigger may be identified as aresult of the analysis conducted in PART J-3, a review ofcommand/activity employment policies, practices orprocedures, discrimination complaint data trends.
(2) Describe the results of the in-depth investigation that was
conducted to determine the root cause of an identified
barrier. For example if a low participation rate of IWTD in
the overall workforce was identified as a trigger for apotential barrier, a more in-depth investigation may
involve a review of applicant flow data, review of hiring
authorities used, recruitment efforts, selection process,separation rates, etc.
(3) Describe the specific command/activity policy, practice orprocedure that was identified as the barrier to equal
opportunity. Only after the in-depth investigation has beenaccomplished as described in (2) above will it be possible
to pinpoint the actual barrier to equal opportunity for
IWTD. Hint: Using the example in (2) above, the low
participation rate of IWTD in the overall workforce is NOT
the barrier.
(4) Describe the expected change, alternative or revision to thecommand's/activity's policy, practice or procedure
identified as a barrier to equal opportunity. Hint: Using
the example in (2) above, if the barrier identified is anapplicant pool that is not sufficiently diverse to include
IWTD, a potential objective could be achange/modification to the current recruitment plan.
(5) A Responsible Official(s) must be identified by name andposition title.
(6) The Target Date for completion of each objective andplanned activities must be specific, i.e., target dates
identified as 'on-going' is not acceptable.
(7) Short, descriptive Planned Activities that relate back to theidentified barrier to equal opportunity and objective must
be provided.
(8) Two separate PART J-5 forms are to be submitted, one forthe current reporting period and one for the upcoming one

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as follows:(a) PART J-5 forms for the current reporting period will beidentified by the appropriate FY, i.e., the current
reporting period, and will include a report ofaccomplishments and results toward the completion ofplanned activities described in the command's/activity's
report for the previous reporting period.
(b) PART J-5 forms for the next reporting period will beidentified by the appropriate FY, i.e., the next reporting
period, and will outline planned activities for theupcoming fiscal year.

Attachment 1

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DEPARTMENT OF THE NAVYREPORT OF ACCOMPLISHMENTS ON SPECIAL PROGRAM PLAN FOR THE
RECRUITMENT, PLACEMENT AND ADVANCEMENT OF INDIVIDUALS WITHTARGETED DISABILITIESPART J
COMMAND/ACTIVITY:FYEXECUTIVE SUMMARY

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DEPARTMENT OF THE NAVY
SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, PLACEMENT AND
ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIESCERTIFICATION of ESTABLISHMENT and MAINTENANCE of a CONTINUINGSPECIAL PROGRAM and PLAN FOR THE RECRUITMENT, PLACEMENT AND
ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIES
I, insert name and official title, am the Command Deputy EEO Officer/Deputy EEO Officer for
insert organizational title, geographic location.
The insert organizational title has a Special Program and Plan for the Recruitment, Placement
and Advancement of Individuals with Targeted Disabilities, to include identified strategies andactivities, in place.
The insert organizational title has conducted an annual self-assessment of its Section 501
programs against the essential elements of a model Special Program as outlined in DON PARTJ-1 and EEO Management Directive (MD) 715. If our program and/or plan was not fullycompliant with an essential element(s), a DON PART J-2 EEO Plan(s) for Attaining the Essential
Elements of a model Special program, is included in the command's/activity's Annual EEO
Program Status Report.
The insert organizational title has analyzed its workforce profiles for individuals with targeted
disabilities, DON PART J-3, and barrier analyses efforts aimed at detecting whether any
management or personnel policy, practice or procedure is operating to disadvantage individuals
with targeted disabilities are on-going. DON PART J-5 EEO Plan/s to Eliminate Identified
Barriers, if needed, is/are included with the command's/activity's Annual EEO Program Status
Report.
I certify that proper documentation of this assessment is in place and is being maintained for
DON and/or EEOC review upon request.

Signature of Command Deputy EEO Officer/Deputy EEO Officer

DATE

Certifies that this Annual EEO Program Status Report is in compliance with DON guidance/EEO MD-715.

Signature of Command/Activity EEO Officer

Subchapter 1603

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DATE

December 2008

DEPARTMENT OF THE NAVY
ANNUAL ASSESSMENT OF THE COMMAND'S/ACTIVITY'S INDIVIDUALS WITHTARGETED DISABILITIES PROGRAM (IWTD)
PART J-1
COMMAND/ACTIVITY:FYMeasurement Met

1. Demonstrated Commitment from Command/Activity Leadership

Yes

No

Each question marked with a no response requires completion of a Form PART J-2.

a.

Have you communicated your commitment to create/further employment
opportunities for IWTD within your command and subordinate activities?

b.

Are new supervisors briefed on your command's/activity's IWTD Program andPlan upon promotion into the supervisory ranks?

c.

Is information on the command/activity IWTD Program and Plan communicatedand made available to all employees?
Are managers and supervisors evaluated on their commitment to yourcommand's/activity's IWTD policies, program and plan to include:
The recruitment, placement and advancement of individuals withtargeted disabilities?
Ensuring that the Reasonable Accommodation POC is involved in
all requests for disability accommodation?
Reasonable accommodation requests are processed in accordancewith applicable law, rule and DON instructions.

d.

2. Integration of EEO into the Command's/Activity's Strategic Missiona.

Are the duties and responsibilities of your IWTD Program Manager (at thecommand and activity levels) clearly defined?

b.

Does the IWTD Program Manager have the knowledge, skills, and abilities tocarry out the duties and responsibilities of your program?

c.

Are you and other senior management officials regularly briefed on the status ofyour organization's IWTD Program and Plan?

d.

Do you and/or senior management officials consider the possible impact on your
IWTD workforce prior to the implementation of a newly establishedemployment process, procedure or policy?

e.

Are management/personnel policies, procedures and practices, e.g., recruitment,
hiring, promotion, training, discipline, retention, examined on a regular schedule
to assess if there are any barriers to equality of opportunity for IWTD?

f.

Are sufficient personnel resources allocated to the IWTD program to ensure thatyour command and subordinate activities annually conduct the self-assessments
and self-analyses required by EEO MD-715 and the DON?

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g.

Are accessibility studies of your command/activity facilities conducted on aregular cycle?
Are identified accessibility issues brought to the attention of the
facility's point of contact to ensure the timely implementation ofcorrective action?
Are major building accessibility issues brought to the attention of theappropriate point of contact to ensure the timely implementation ofcorrective action?

h.

Does your command/activity have a sufficient budget to ensure that approved
reasonable accommodation requests are fully implemented?

3. Management and Program Accountabilitya.

Are you and your subordinate management/supervisory officials provided
regular (monthly/quarterly/semi-annually) EEO updates by EEO program
officials to include the status of your command's/activity's IWTD program, plan,issues and initiatives?

b.

Are appropriate managers at your command/subordinate activities included ascollaborative partners in the on-going development and implementation ofPARTs J-2 and J-5 EEO Plans?

c.

Are the reviews of your command/activity recruitment, hiring and placement,
promotion, award, training, discipline programs performed at regular intervals todetermine if there are any systemic barriers that may impede the fullparticipation of IWTD?

d.

Have all your employees, supervisors and managers been informed of thepenalties for findings of discrimination resulting from discriminatory behavior or
personnel actions (to include decisions regarding reasonable accommodation
requests) based upon an individual's disability status?

e.

Has your command/activity, when appropriate, disciplined managers/supervisors
or employees found to have discriminated on the basis of disability over the past
two years?
If yes, cite the number of discriminatory findings and describe thecorrective/disciplinary action for each violation.

f.

Does your command/activity promptly (within the established time frame)
comply with third party decision/orders on disability based claims?

g.

After a review of your command's/activity's disability accommodation
decisions/actions to ensure compliance with written procedures and an analysis
of information tracked for trends, problems, etc., is corrective action, if
appropriate, promptly initiated and implemented?

4. Proactive Preventiona.

Do senior managers meet with and assist the EEO Officer and/or other EEO
Program officials in the identification of barriers that may be impeding therealization of equality of opportunity for IWTD?

b.

When barriers are identified for IWTD, do senior managers develop andimplement, with the assistance of the servicing EEO office, PART J-5 EEO
Plans to eliminate identified barriers?

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c.
Do senior managers successful implement PARTs J-2 and J-5 EEO Plans andincorporate Plan Objectives into command/activity strategic plans?

d.

Are the results of trend analysis of workforce profiles, by disability, tracked,
monitored and a more in-depth analysis accomplished when triggers for potential
barriers are identified?

e.

Are the results of trend analyses of the workforce's major occupations, by
disability, tracked, monitored and a more in depth analysis accomplished when
triggers for potential barriers are identified?

f.

Are the results of trend analyses of the workforce's grade level distribution, by
disability, tracked, monitored and a more in depth analysis accomplished when
triggers for potential barriers are identified?

g.

Are the results of trend analyses of the workforce's compensation and award
distribution, by disability, tracked, monitored and a more in depth analysis
accomplished when triggers for potential barriers are identified?

h.

Are all employees encouraged to use ADR during the reasonableaccommodation process, as needed?

5. Efficiencya.

Does your servicing EEO Office employ personnel with adequate training andexperience to conduct the disability analyses required by MD-715 and DON
instructions?

b.

Has your command/activity implemented an adequate data collection andanalysis systems that permit tracking of the disability information required by
MD-715 and DON instructions?

c.

Has the designated Reasonable Accommodation point of contact been provided
adequate training and has the experience to assist in processing reasonableaccommodation requests in accordance with DON instructions?

d.

Does your command/activity have an adequate process/system for
tracking/monitoring the timely processing of reasonable accommodation
requests?

e.

Does your command/activity conduct an appropriate analysis of disability
complaints and implement recommendations for corrective action, if needed?

f.

Are complaints of discrimination raising the basis of disability processed within
the guidelines and timeframes identified in the DON Discrimination Complaints
Manual?

6. Responsiveness and Legal Compliancea.

Does your command/activity submit timely and complete responses to the DON
with respect to reporting requirements, data calls, request for information, etc.,
regarding the IWTD Program and Plan?

b.

Is your command's/activity's IWTD Program and Plan established andmaintained in accordance with law, EEOC and DON guidance/instructions?

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DEPARTMENT OF THE NAVY
EEO PLAN TO ATTAIN THE ESSENTIAL ELEMENTS OF AN INDIVIDUALS WITHTARGETED DISABILITIES PROGRAMPART J-2
COMMAND/ACTIVITY:FY -STATEMENT OF
IWTD PROGRAM
DEFICIENCY:OBJECTIVE:RESPONSIBLE
OFFICIAL(S):DATEOBJECTIVEINITIATED:TARGET DATEFORCOMPLETION
OF OBJECTIVE:
PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

TARGET DATE(MUST BE
SPECIFIC)REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE:

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DEPARTMENT OF THE NAVY
WORKFORCE ANALYSIS OF INDIVIDUALS WITH TARGETED DISABILITIESPART J-3
COMMAND/ACTIVITY:

FY-

Section 1: Provide a brief narrative summary of the analysis of the command's/activity's
IWTD overall workforce as compared to the previous year, e.g., did the IWTD overall
workforce numbers increase or decrease from the previous year.

Section 2: Provide a brief narrative summary of the analysis of the command's/activity's
IWTD workforce by occupational groups, e.g., what is the participation rate of IWTD in the
different occupational groups in comparison to their representation in the overall workforce.

Section 3: Provide a brief narrative summary of the analysis of the command/activity's
IWTD workforce by grade levels, i.e., NSPS, GS, WG, Demo, e.g., what is the participation
rate of IWTD in the different grade groups in comparison to their representation in theoverall workforce.

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Section 4: Provide a brief narrative summary of the analysis of the command's/activity's
IWTD workforce by major occupations, e.g., what is the participation rate of IWTD in the
major occupations.

Section 5: Provide a brief narrative summary of the analysis of the command's/activity's
applicant flow data for major occupations specific to IWTD, e.g., is the applicant poolsufficiently diverse to include IWTD.

Section 6: Provide a brief narrative summary of the analysis of the command/activity's
IWTD accessions, e.g., number of accessions, number of accessions by series/occupationalgroups, compare accession rate to separation rate, use of Schedule A appointments.

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Section 7: Provide a brief narrative summary of the analysis of the command's/activity's
IWTD selection rate for merit promotions for major occupations e.g., number of IWTD
selections, is there a sufficient number of IWTD applying for these positions.

Section 8: Provide a brief narrative summary of the analysis of the participation rate of
IWTD for the command's/activity's career development/training programs, e.g., identify
different career development programs, IWTD application/participation rates.

Section 9: Provide a brief narrative summary of the analysis of the participation rate of
IWTD with respect to employee recognition and awards, e.g., how do IWTD fare in thereceipt of awards when compared to their representation in the workforce.

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December 2008

Section 10: Provide a brief narrative summary of the analysis of the separation rate of
IWTD, e.g., is the separation rate for IWTD higher than the ratio for employees with nodisabilities, is the IWTD separation rate higher than their accessions.

Section 11: Provide a brief narrative summary of the analysis of the command's/activity's
recruitment efforts, e.g., have these efforts resulted in a sufficiently diverse applicant pool to
include IWTD.

Other Reviews: Identify and provide a brief narrative summary of other employment
processes that were reviewed and analyzed.

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December 2008

DEPARTMENT OF THE NAVYSTRATEGIES AND ACTIVITIES UNDERTAKEN TO MAINTAIN A SPECIAL
PROGRAM FOR THE RECRUITMENT, EMPLOYMENT AND
ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIESPART J-4
COMMAND/ACTIVITY:

FY-

Section 1: Describe the command's/activity's special recruitment program and plan for IWTD, e.g. how
and where recruitment executed, what are the expected results of these efforts, are recruiters provided a
copy of the plan, describe progress of program/plan compared to the previous reporting period(s).

Section 2: Describe the command's/activity's special employment program and plan for IWTD, e.g.
what special hiring authorities will be used, what are the expected results of employment efforts,
description of the command's/activity's plan to achieve the DON goal of an IWTD workforce
representation of at least 2%, how is the plan communicated to selecting officials, describe progress ofprogram/plan compared to the previous reporting period(s).

Section 3: Describe the command's/activity's special advancement program and plan for IWTD, e.g.
how will IWTD be placed in such a way to improve possibilities for career development, what is theplan for the promotion of IWTD, how is the plan communicated to supervisors/managers, describe
progress of program/plan compared to the previous reporting period(s).

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December 2008

DEPARTMENT OF THE NAVY
EEO PLAN TO ELIMINATE IDENTIFIED BARRIER FOR INDIVIDUALSWITH TARGETED DISABILITIESPART J-5
COMMAND/ACTIVITY:

FY-

If a trigger(s) for a potential barrier(s) is identified after an analysis of the data in MD-715 Workforce
Data Tables B, PART J-3, PART J-4, command/activity employment policies, practices and procedures
and/or any other relevant data/information, an investigation to pinpoint actual barriers and root causesmust be undertaken. If a barrier(s) to equality of opportunity for IWTD is identified, thecommand/activity must report their barrier analysis efforts, plans to eliminate identified barriers andaccomplishments toward completion of objectives in this PART.
STATEMENT OF
CONDITION THAT WAS A
TRIGGER FOR A
POTENTIAL BARRIER:
Provide a brief narrativedescribing the condition at issue.
How was the condition
recognized as a potential barrier?

BARRIER ANALYSIS:Provide a description of the steps
taken and data analyzed todetermine the cause of thecondition.
STATEMENT OF
IDENTIFIED BARRIER:
Provide a succinct statement of
the command/activity policy,
procedure or practice that has
been determined to be the barrierof the undesired condition.
OBJECTIVE:
State the alternative or revisedcommand/activity policy,
procedure or practice to be
implemented to correct theundesired condition.

RESPONSIBLE
OFFICIAL(S):DATE OBJECTIVE
INITIATED:Subchapter 1603

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TARGET DATE FORCOMPLETION OFOBJECTIVE:

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

TARGET DATE
(Must be specific)

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE:

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December 2008

PART K

DEPARTMENT OF NAVYHISPANIC EMPLOYMENT PROGRAM
ANNUAL STATUS REPORTPART I

1. Command

1.

CommandInformation

Part II

Command Workforce Profile
Total

Command#Command%National
CLF

Part III

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

100%

Command Major Occupations (top 5)

SeriesCommand#Command%National
Series
CLF

Total

SeriesCommand#Command%National
Series
CLF

Total

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

100%

100%

Attachment 2
Subchapter 1603

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December 2008

SeriesCommand#Command%National
Series
CLF

Total

SeriesCommand#Command%National
Series
CLF

Total

SeriesCommand#Command%National
Series
CLF

Total

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

WM

WF

BM

BF

HM

HF

AM

AF

NM

NF

HM

HF

AM

AF

NM

NF

100%

100%

100%

Part IV

Command High-Grade Profile

Total

WM

WF

BM

BF

GS13
%
GS14
%
GS15
%
SES

%

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December 2008

Part
V

Department of Navy Civilian Hispanic Employment Program
SECNAVINST 12720.8 (28 Aug 2002)

Part
V-A

Echelon 1 and 2 Command Responsibilities
Yes

No

For all unmet measuresprovide a brief explanationin the space below, or complete
and attach a DON HEP PLAN
FORM K-1.

Develop and implement plans and programs insupport of the policy established in this
instruction.
Establish and issue command objectives that
address the elimination of low participation rateof Hispanics in the command.
Consider the appointment of Hispanic Federal
executives to rating, selection, performance
review, and executive resources panels andboards.
Ensure that performance plans for senior
executives, managers, and supervisors include
language related to significant accomplishments
in diversity requirement and career development.
Ensure that sufficient program resources areavailable to staff and implement a viable programthat addresses activity and command objectives
to eliminate low participation of Hispanic people.
Identify and eliminate at subordinate commands
and activities any systemic barriers to theeffective recruitment and consideration of
Hispanics.
Evaluate command and activity support of thepolicy established by this instruction, including
but not limited to efforts by subordinate
activities to:

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December 2008

•

Establish a diverse pool of applicants
through the use of innovative
recruitment techniques such as
student employment programs;•

Ensure that selection factors areappropriate and achieve the broadest
consideration of applicants and do not
impose barriers to selections based on
non-merit factors.

Part
V–B

Command Deputy EEO Officer Responsibilities
For all ‘yes’ answers, provide abrief narrative in the space
below describing efforts or
attach an additional sheet if
necessary.

No

Yes

For all ‘no’ answers, provide abrief explanation in thespace below, or complete andattach a DON HEP PLAN FORM
K-2.
Provide direct support to their respective
commands and activities.

1

2

Oversee development, implementation,
management, and evaluation of field
activities’ Hispanic Employment Programs.

3

4

Advise the echelon 1 and 2 commands on the
success of their activities in meeting
command objectives.

56Work with commands and activities to:

7

8

9

1

•

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Improve outreach efforts to include
organizations outside the federal
government in order to increase thepool of candidates;

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••

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Promote participation of Hispanic
employees in management, leadership,
and career development programs;
Ensure that managers and supervisors
receive periodic training in diversity
management in order to carry out
their responsibilities to seek andmaintain a diverse work force.

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1

1

1

1

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Part V–C
The
Command
Objective
portion ofPart V-C canduplicated asneededCOMMAND HISPANIC EMPLOYMENT PROGRAM
FY 2005 ACCOMPLISHMENT REPORT

Command Objective # ____
STATEMENT OF
CONDITION THATWAS A TRIGGER
FOR A POTENTIALBARRIER:
Provide a brief
narrative describing
the condition at issue.
How was thecondition recognized
as a potential
barrier?
BARRIERANALYSIS:
Provide a descriptionof the steps taken
and data analyzed todetermine cause of
the condition.
STATEMENT OF
IDENTIFIEDBARRIER: Provide a
succinct statement of
the command policy,
procedure or practicethat has been
determined to be thebarrier of theundesired condition.

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OBJECTIVE:
State the alternativeor revised command
policy, procedure orpractice to be
implemented tocorrect the undesiredcondition.
RESPONSIBLE
OFFICIAL:

DATE OBJECTIVE
INITIATED:TARGET DATE FORCOMPLETION OFOBJECTIVE:

PLANNED ACTIVITIES TOWARD COMPLETION OFOBJECTIVE:

TARGET
DATE

Completion
Date

REPORT OF MODIFICATIONS TO OBJECTIVES NOTCOMPLETED AT END OF FY 2005

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Part V–D

Command Hispanic Employment Program
FY2005 Report of Command Significant Accomplishments

Report significant accomplishments, best practices and areas of
improvement in Hispanic employment in FY 2005.
•
•
•
•
•

Part V–E

Command Hispanic Employment Program
Plan for FY 2006

Subchapter 1603•

Plan Objectives - Update for FY 2006, if appropriate•

Command Recruitment Initiatives•

Command Outreach Initiatives•

Command HEP Activity Oversight

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DON HEP FORM K-1

DEPARTMENT OF NAVY HISPANIC EMPLOYMENT PROGRAM
Command Plan to Attain/Address Program Deficiencies

FY _____[Insert Name of Command]
STATEMENT of
HISPANIC EMPLOYMENTPROGRAM DEFICIENCY:OBJECTIVE:RESPONSIBLE OFFICIAL:DATE OBJECTIVE
INITIATED:TARGET DATE FORCOMPLETION OFOBJECTIVE:
PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

TARGET DATE
(Must be specific)

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

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DON HEP FORM K-2

DEPARTMENT OF NAVY HISPANIC EMPLOYMENT PROGRAM
Command Deputy EEO Officer Plan to Accomplish Program Requirements

FY _____[Insert Name of Command]
STATEMENT OF HEP
DEFICIENT CDEEOORESPONSIBILITY:OBJECTIVE:RESPONSIBLE CDEEOO:DATE OBJECTIVE
INITIATED:TARGET DATE FORCOMPLETION OFOBJECTIVE:
PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE:

TARGET DATE
(Must be specific)

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE (FY 2006)

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PART APART BPART CPART DPART E

DON-SPECIFIC INSTRUCTIONS FOR COMPLETINGANNUAL EEO PROGRAM STATUS REPORT
Department or Agency Identifying Information
No DON-specific instructions; EEOC instructions should be followed.
Total Employment
No DON-specific instructions; EEOC instructions should be followed.
Agency Official(s) Responsible for Oversight of EEO Programs
No DON-specific instructions; EEOC instructions should be followed.
List of Subordinate Activities Covered in This Report
EEOC instructions should be followed. Also include in this part:(1) Full organization title for all subordinate activities.
(2) Geographical location.
(3) Unit Identification Code.
(4) Total number of employees.
Executive Summary
EEOC instructions should be followed with these DON-specific additions:(1) A brief description of the command’s mission and mission related functions.
(2) A brief description of any changes to the command’s organizational structure,e.g., realignments, consolidations, etc.
(3) A brief description of the strengths and weaknesses of the command’s EEO
Program when evaluated against the six essential elements of a model EEO program.
(4) A summary of the command’s analysis of its workforce demographics. The
analysis should include, at a minimum, total workforce, occupational groups, gradelevels (i.e., GS, NSPS, DEMO, WG), and major occupations compared to theapplicable relevant civilian labor force (RCLF) data and the impact of complaints
trends (both negative and positive) upon command personnel management programs.
(5) A brief discussion of any problems discovered during the self-assessment
process (PART G).
(6) A brief description of the command’s planned activities for the next reporting
period as described in its PART H EEO Plan(s) and accomplishments for the current
reporting period.
(7) A brief description of any barriers to EEO that were identified as a result of
ongoing barrier analyses efforts.
(8) A brief description of the command’s planned activities for the next reporting
period as described in their PART I, EEO Plan(s) and their accomplishments for thecurrent reporting period.
(9) A brief description of the command’s accomplishments for the current
reporting period and planned activities for the next reporting period as described in
PART J, Special Program for the Recruitment, Hiring, and Advancement of
Individuals with Targeted Disabilities.
(10) A brief description of the command’s accomplishments for the current
reporting period and planned activities for the next reporting period as described in
PART K, DON Hispanic Employment Program.
(11) A brief description of any other noteworthy activities and/or
accomplishments.
Attachment 3

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PART F

PART GPART H

Certification of Establishment of Continuing EEO Programs
This certification must be signed by the command’s Equal Employment Opportunity
Officer (EEOO). The authority to sign this certification may be delegated in rare
circumstances. Any delegation of this responsibility must be documented in writing,to include a brief explanation for the delegation, and provided to the Office of EEO
and Diversity Management for approval recordkeeping purposes. Copies of thecommand’s most recent EEO Policy Statements must also be included in this PART.
Agency Self-Assessment Checklist Measuring Essential Elements
Follow EEOC instructions for completion. Additional guidance is provided in
Section 1 of the Subchapter. DON-specific instructions are as follows:(1) All commands/activities with 50 employees or more must complete andsubmit this checklist. Major commands may modify this Checklist as appropriate forsmaller component activities.
(2) Supporting documentation for all checklist responses must be maintained andmade available upon request.
EEO Plan to Attain the Essential Elements of a Model EEO Program
Follow EEOC instructions for completion with these additional DON-specificinstructions:(1) Commands/activities will not identify planned activities as “on-going” orestablish completion dates in out years beyond the next reporting period. Only thoseplanned activities and/or milestones that are expected to be completed within the nextreporting period should be reported in the plan.
(2) Beginning with the FY-08 Annual EEO Program Status Report,commands/activities must submit two separate PART H forms, one for the current
and one for the upcoming reporting period as follows:(a) PART H forms for the current reporting period will be identified by theappropriate fiscal year (the current reporting period) and will include a report ofaccomplishments toward the completion of planned activities described in thecommand’s previous report; and,(b) PART H forms for the next reporting cycle will be identified by theappropriate fiscal year (the next reporting period) and will outline planned activities
for the upcoming fiscal year.
(3) Compare PART H submissions for the current reporting period with theprevious year’s submission and provide a report of progress in addressing identified
program deficiencies.

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PART I

PART J

PART KEEO Plan to Eliminate Identified Barriers
Follow EEOC instructions for completion with these additional DON-specificrequirements:(1) Beginning with the FY-08 Annual EEO Program Status Report,commands/activities will be required to submit two separate PART I forms, one forthe current and one for the upcoming reporting periods as follows:(a) PART I’s for the current reporting period will be identified by theappropriate fiscal year (the current reporting period) and will include a report ofaccomplishments toward the completion of planned activities described in thecommand’s previous report; and,(b) PART I’s for the next reporting cycle will be identified by the appropriate
fiscal year (the next reporting period) and will outline planned activities for theupcoming fiscal year.
(2) Compare Part I submissions for the current reporting period with the prioryear’s submission, document that barrier analyses efforts are on-going andincremental progress in addressing previously identified barriers to equal employment
opportunity is being made.
Special Program Plan for the Recruitment, Hiring, and Advancement of
Individuals with Targeted Disabilities
Do not use the EEOC PART J form. A detailed DON-specific reporting format forthis PART has been developed (see Attachment 1 of this Section which includes a
copy of the form). All DON commands and activities with 500 or more employees
must complete this PART. Compare PART J submissions for the current reporting
period with the prior year’s submission to verify that the command/activity strategicplan is on track, barrier analyses efforts are on-going and incremental progress inaddressing previously identified barriers for individuals with targeted disabilities isbeing made.
DON Hispanic Employment Program Annual Status Report
This is a DON-unique reporting requirement that was established by SECNAVINST
12720.8. A copy of this PART is provided as Attachment 2 of this Section.
(1) Annually compare PART K submissions for the current reporting period withthe prior year’s submission to verify that the command/activity program and plan ison track, barrier analyses efforts are ongoing and incremental progress in addressing
previously identified barriers is being made.
(2) Executive Order 13171 tasked the Office of Personnel Management (OPM) to
prepare an Annual Report on Hispanic Employment for submittal to the President of
the United States. Usually in October of each year, every agency is asked to prepare areport that identifies effective and innovative human capital practices used to recruitand retain talented and skilled citizens, including Hispanics, for their workforces. In
order to meet this reporting requirement and to eliminate duplicative reporting
requirements, all commands must submit a copy of PART K of their annual report by
the 2nd Friday in September of every year.

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PART L

Workforce Data Tables
All EEOC A and B Workforce Data Tables must be completed and submitted with thecommands’/activities’ final signed report. Guidance for completing the EEOC
Workforce Data Tables and copies of blank table forms may be found at
http://www.eeoc.gov/federal/715instruct/datatables.html andhttp://www.eeoc.gov/federal/715instruct/tables.html, respectively.
NOTE: These tables are simply a snapshot of the reporting organization at the closeof the reporting period. They will be used during the upcoming years as a benchmark
for measuring progress/change. They are not to be developed at the end of thereporting period for use in starting barrier identification and elimination efforts thatshould have been occurring throughout that reporting period.

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DON EEO PROGRAM ASSESSMENTS
SECTION 2
DON ASSESSMENT OF MAJOR COMMAND EEO PROGRAM

I. PURPOSE: The purpose of this assessment is to ensure that each major command
establishes and maintains effective affirmative programs of equal employment opportunity under
Section 717 of Title VII and effective affirmative action programs under Section 501 of theRehabilitation Act. Major commands will be evaluated on their efforts to conduct:
A. A self-assessment of the command’s EEO Program against the six essential elementsof a model EEO program, to include an evaluation of their progress on their EEO Plans (Part H)
for program deficiencies identified in the previous reporting period(s); and,
B. A self-assessment on a quarterly basis to monitor progress on EEO Plans (Part I) toeliminate barriers identified in the previous reporting period(s) and to sustain an ongoing barrier
analysis effort to identify any additional barriers that may operate to exclude certain groups.
In addition to ensuring compliance with governing regulations, these ongoing self-assessment
efforts are critical to the DON’s efforts to establish and maintain an aligned EEO program thatcomplies with the six essential elements; identify and eliminate barriers to equality ofopportunity that is common to the agency; and effectively execute its Special Program Plan for
the Recruitment, Hiring and Advancement of Individuals with Targeted Disabilities and Hispanic
Employment Program.
II ASSESSMENT RESPONSIBILITY: The DON Office of EEO and Diversity Management
is responsible for assessing each major command’s Annual EEO Program Status reportsubmission and conducting on-site validation visits. This office will determine and publish thescope of review and frequency of these program assessments/visits.
A. Annual EEO Program Status Report (MD-715 Report) Review: Reference (f)requires each agency to report annually on the status of activities undertaken pursuant to its
obligation to establish and maintain effective affirmative programs under Section 717 of Title
VII and status of activities undertaken pursuant to its affirmative action obligations under
Section 501 of the Rehabilitation Act. The DON Office of EEO and Diversity Management is
responsible for preparing and submitting the DON Annual EEO Program Status Report to the
Department of Defense and the EEOC. Command level submissions are critical to thedevelopment and preparation of the DON report. Therefore, a periodic review of command
submissions will be accomplished to ensure DON EEO Program efforts are in compliance withthe requirements of reference (f) and this Subchapter.
1. Scope: A review of each major command’s annual report submission will beaccomplished on an annual basis and/or as needed. This review will evaluate a command’s

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efforts to conduct a self-assessment in accordance with the instructions provided in reference (f)and the DON requirements delineated in Section 1 of this Subchapter.
2. Feedback: Following the review of a major command’s Annual EEO Program
Status Report, feedback will be provided by memorandum to the Commander. If the feedback
contains recommendations for corrective action, a written response, signed by the Commander,
outlining the plan to implement these recommendations must be submitted to the Office of EEO
and Diversity Management no later than 30 calendar days after receipt of the review letter.
B. On-Site Validation Visits:
1. Scope: The purpose of these on-site visits is to conduct a top levelassessment of the overall effectiveness of the command’s EEO program and to validate thecommand’s self-assessment efforts. Validation visits will usually be accomplished on a threeyear cycle and commands will be provided advance notice of a scheduled visit. The scope ofthese visits will generally include:a. Interviews with the EEOO and/or senior level management officials tovalidate their understanding of and commitment to equality of opportunity for all employees andapplicants for employment.
b. A determination of how the principles of EEO have been integrated
into the command’s strategic mission and an evaluation of supervisors’/managers’ efforts to
execute their EEO role and responsibilities.
c. A determination of how supervisors/managers, EEO/HR practitioners,and Human Resources officers are held accountable for the effective implementation andmanagement of the command’s EEO program.
d. A status update on the command’s ongoing self-assessment efforts to
identify and eliminate any barriers to equality of access, competition and opportunity in thecommand’s workplace practices, policies or procedures.
e. A review of the command’s discrimination complaints management
process to determine if it provides for early informal resolution, and is efficient, timely,
compliant, fair and impartial.
f. An assessment to determine if the command is in compliance withapplicable EEO laws, rules, regulations, orders and instructions. In addition, a review of thecommand’s EEO program reports and accomplishments will be conducted to determine if they
are timely, accurate and complete.
g. A review of the guidance and direction provided by the majorcommand to subordinate activities and/or EEO service delivery providers on the effective
management and implementation of the EEO Programs at those levels, to include the results ofany recent reviews, assessments, and/or inspections accomplished by the major command.

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2. Preparation: To assist the major commands in preparing for on-site validation
visits, a list of the EEO program components that are subject to review is provided as
Attachment 1. A list of documents that may be requested prior to and/or to be made available
during the validation visit is provided as Attachment 2.
III. RECORDS MAINTENANCE: Records of the reviews covered by this Section will bemaintained by the Office of EEO and Diversity Management for the current and a minimum offour (4) previous fiscal years.

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DON EEO PROGRAM ASSESSMENTSSCOPE OF EEO PROGRAM REVIEW AT THE MAJOR COMMAND LEVEL

I. EEO PROGRAM MANAGEMENT:A. Validation of effective implementation of the major command’s EEO Program as
outlined in references (a) and (f).
B. Validation of the major command’s EEO program as reported in the Annual EEO
Program Status Report:
1. Assessment of command’s EEO Program measured against the six essential
elements of a model EEO program (to include a review of the documentation that validates thecommand’s responses to the Self-Assessment Checklist responses):(a) Demonstrated Commitment of Leadership(b) Integration of EEO into Strategic Mission(c) Management and Program Accountability(1) Review of the command’s plan for ensuring activity levelaccountability (to include activities with 499 or less employees)(2) Validation of management involvement and personalaccountability for executing their EEO role and responsibilities(d) Proactive Prevention of Discrimination(e) Efficiency(1) Processes, procedures, resources(f) Responsiveness and Legal Compliance(1) Status of pending cases.
(2) Validation of the command’s responsiveness to DON reporting
requirements/data calls
2. Assessment of barrier identification and elimination efforts:(a) Validation of the command’s barrier analysis efforts(b) Validation of the command’s Special Program Plan for the
Recruitment, Hiring and Advancement of Individuals with Targeted Disabilities(c) Validation of the command’s Hispanic Employment Program and Plan
3. Training Plan for managers, supervisors, and employees
II. SPECIAL EMPHASIS PROGRAMS. In addition to a review of the other required programs,
there will be particular emphasis on the People with Disabilities Program to include commandprocedures for requesting reasonable accommodation as well as the command’s tracking andmonitoring process.

Attachment 1

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III. Collaboration on Human Resources Programs. Validation that a collaborative relationshiphas been established with HR practitioners to ensure that EEO practitioners areknowledgeable/involved in all relevant employment programs/processes.
IV. Alternative Dispute Resolution (ADR) Program.
A. Validation that trends/statistical analysis are regularly accomplished
B. Validation that the ADR Program is managed and administered in accordance with
CHRM Subchapter 773
V. Discrimination Complaints Management Program
A. Validation that trends/statistical analysis are regularly accomplished
B. Validation that the command monitors the quality of complaints processing at
subordinate activity levels
C. Validation that the command monitors the timeliness of complaints processing at
subordinate activity levels through the use of iComplaints
VI. Anti-Harassment Program.
A. Validation that a command policy has been issued and disseminatedB. Validation that the Anti-Harassment Program is managed and administered inaccordance with CHRM Subchapter 1612
VII. Community Outreach. Validation that community outreach activities relate back to problem
areas identified by the command during their ongoing barrier analysis efforts.

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DON EEO PROGRAM ASSESSMENTS
DOCUMENTS/INFORMATION REQUIRED FOR ON-SITE
VALIDATION VISITS

NOTE:• Items annotated with an * must be provided to the Office of EEO and Diversity
Management prior to the scheduled on-site visit.
• Additional documents/information may be requested as needed.
I. EEO Program Management*A. EEO office organizational chart/staffing levels with program responsibility(ies)annotated*B. Documentation of training provided to EEO staff to develop and sustain technicalcompetence, to include EEO staff at the activity level*C. Documentation of guidance/training provided to subordinate activities on program
execution*D. Command issued EEO instructions, guidance, policies, issuances, standard operatingprocedures, etc.
*E. Listing of EEO training provided and/or made available to supervisors/managers andall employees*F. EEO Policy Statements
G. Documentation of EEO program information dissemination/availability to workforce
and/or applicants for employment*H. Documentation that performance plans for supervisors/managers include an EEO
element*I. Copies of most recent IG inspections (EEO portion only) of subordinate activities*J. List of EEO program service providers (if EEO program services are not provided bystaff employed within the command) to include contact information

Attachment 2

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*K. Copies of cross-servicing agreements if EEO program services are not provided bystaff employed within the command
L. Tracking/monitoring systems, e.g., training, reasonable accommodation requests,
discipline, etc.
II. Annual EEO Program Status Reports/Documentation
A. Subordinate activity Annual EEO Program Status Report submissions, to include any
guidance and/or feedback provided by the major command*B. Documentation of annual State of the Agency briefings to the EEOO
C. Documentation to validate responses for the most recent Self-Assessment Checklist
D. Documentation of progress, to date, on current Part H Plans
E. Documentation of ongoing barrier analysis efforts
F. Documentation of progress, to date, on current Part I Plans
III. Reasonable Accommodation Procedures
A. Implementation of reasonable accommodation processes and procedures
B. Documentation of training provided to managers/supervisors/employees
IV. Alternative Dispute Resolution (ADR) Program
A. Data/trend analysis of ADR events
B. Copies of command instructions/guidance for management, implementation, andadministration of the ADR Program
V. Discrimination Complaints Management Program
A. Data/trend analysis of complaints filed command-wide
B. Quality/timeliness/compliance of complaints processing procedures
VI. Anti-Harassment Program
A. Policy statement

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B. Command procedures for investigating allegations of harassment (non-sexual/sexual)when an employee elects not to file a discrimination complaint, as required by CHRM
Subchapter 1612
VII. Special Emphasis Programs
A. Hispanic Employment Program (as implemented by SECNAVINST 12720.8)*1. Command Hispanic Employment Program Plan
2. Documentation of progress, to date, on current Part K Plans
B. People with Disabilities Program*1. Copy of Program Plan
2. Documentation of progress to date on current objectives/action plans
C. Documentation that other Special Emphasis Programs listed below, at subordinate
activity levels, are managed and administered in accordance with the direction/guidance
provided by the command:
1. Alaskan Native/American Indian Employment Program
2. Asian/Pacific Islander Employment Program
3. Black Employment Program
4. Federal Women’s Program

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DON EEO PROGRAM ASSESSMENTS
SECTION 3
ASSESSMENT OF SUBORDINATE ACTIVITY EEO PROGRAM
BY MAJOR COMMAND
I. PURPOSE: These assessments will ensure DON activities establish and maintain effective
affirmative programs of EEO under Section 717 of Title VII and effective affirmative action
programs under Section 501 of the Rehabilitation Act. Activities will be evaluated by theirmajor command on their efforts to conduct:
A. A self-assessment of their EEO program against the six essential elements of a model
EEO program, to include an evaluation of their progress on their EEO Plans (Part H) for program
deficiencies identified in the previous reporting period(s); and,
B. A self-assessment on a quarterly basis to monitor progress on EEO Plans (Part I) toeliminate barriers identified in the previous reporting period(s) and to sustain an ongoing barrier
analysis effort to identify any additional barriers that may operate to exclude certain groups.
Ongoing activity level assessments are critical to the major command’s efforts to identify
barriers that are common to the command, to implement the command’s plan of action toeliminate any identified barriers and to effectively execute its Special Program Plan for the
Recruitment, Hiring and Advancement of Individuals with Disabilities Program, and Hispanic
Employment Program.
II. ASSESSMENT RESPONSIBILITY: The requirements described in this section will be
performed by the staff or designees of the CDEEOO.
A. Annual EEO Program Status Report (MD-715 REPORT) Review:
1. Scope: Each subordinate activities annual MD-715 report submission must be
reviewed on at least an annual basis by the major command. Refer to Section 1 of thisSubchapter for more detailed information on the scope of this review.
2. Feedback: Following the review of a subordinate activity level Annual EEO
Program Status Report, the major command will provide written feedback to the activity’s
EEOO. CDEEOO’s will determine the requirement for a written response outlining a plan forcorrective action from the activity’s EEOO on the feedback provided.
B. On-Site Assessment:
1. Purpose: Major Commands must establish a schedule for conducting regular,
more in-depth internal assessments of the EEO Program at all subordinate activities, regardlessof size, to ascertain the effective implementation and management of subordinate programs andto validate the activity’s good faith efforts to identify and remove barriers to equality ofSubchapter 1603

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opportunity in the workplace. It is strongly recommended that these internal assessments be
conducted on-site, when possible. Major commands are responsible for determining the mosteffective and efficient method for conducting these assessments.
2. Scope: At a minimum, assessment shall include an appropriate records review
and interviews with applicable stakeholders.
a. The following individuals and/or groups of individuals should bescheduled for interviews as appropriate:(1) EEOO(2) Senior level managers/supervisors(3) Mid and first level supervisors(4) DEEOO or EEO site manager(5) EEO/HR practitioners(6) Employees(7) EEO Program committee members(8) Union officials(9) Other employee groups(10) Community outreach partners
b. A list of EEO program components and documents that must be
reviewed by the major command is provided in Attachment 1.
3. Inspector General Inspection (IG): In accordance with references (j)and (l), the IG’s Office is authorized to inspect, investigate, assess or inquire into any and all
matters of importance to the command to include EEO programs. To avoid duplication of efforts
and minimize impact on personnel and fiscal resources, if an IG inspection is scheduled at thesame time as the on-site assessment required in this chapter, the CDEEOO must make adetermination if the IG inspection will encompass the same review as required by this chapter.
The IG inspection may take the place of the on-site assessment if it is determined that theinspection includes the same topics.
III. RECORDS MAINTENANCE: Records of the assessments covered by this section will bemaintained by the CDEEOO for the current and four (4) previous fiscal years, at a minimum.

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DON EEO PROGRAM ASSESSMENT
SCOPE OF EEO PROGRAM REVIEW AT THE ACTIVITY LEVEL
I. EEO Program Management:
A. Program Resources
1. EEO office organization, staff, and assigned program responsibilities
2. Documentation of training for EEO staff
3. Documentation of access to EEO Officer and participation in discussions,
meetings, committees, etc. where employment decisions impacting the workforce are made4. Accessibility of EEO Office
5. List of EEO program service providers (if EEO program services are notprovided by staff employed within the command) to include contact information
6. Copies of cross-servicing agreements (if EEO program services are notprovided by staff employed within the command
B. EEO policy statements, instructions, directives and program information. Validationthat command/activity issued instructions, guidance, policies and standard operating procedures
related to EEO program are issued and disseminated
C. EEO Performance Element and EEO Training for Supervisors
1. Random review of supervisor, manager and HR staff performance objectives
to ensure an EEO element is in place
2. List of EEO training provided and/or made available to supervisors, managers
and HR staff
D. Training for Employees. List of EEO training provided and/or made available to all
employees
II. Annual EEO Program Status Reports/Documentation
A. Documentation of actions taken to implement recommendations made by majorcommand, if applicable.
B. Documentation of annual State of the Agency briefings to the EEOO and information
provided to supervisors and managers.
Attachment 1

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C. Documentation to validate responses for the most recent Self-Assessment Checklist
D. Documentation of progress, to date, on current Part H Plans
E. Documentation of ongoing barrier analysis efforts
F. Documentation of progress, to date, on current Part I Plans
III. Reasonable Accommodation
A. Validation that request, tracking and monitoring system are in place
B. Random review of reasonable accommodation case files
IV. Alternative Dispute Resolution (ADR) Program.
A. Validation that ADR events are entered in ADR Tracker and iComplaints
B. Trend analysis of ADR events
C. Validation that documentation is maintained to support management decisions not toparticipate in ADR.
V. Discrimination Complaints Management Program.
A. Validation that data/trend analysis of contacts received, informal and formal
complaints is conducted
B. Validation of the quality and timely processing of complaints by the EEO office
C. Validation that information on discrimination complaints procedures, with filing andcontact information, is posted and disseminated
D. Validation of the accuracy, quality, and timeliness of complaints data input
iComplaints.
VI. Anti-Harassment Program
A. Review of current policy statement
B. Validation that the policy has been posted and disseminated
C. Conduct a review of the procedures and random case files for management inquiries
on allegations of harassment

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D. Validation that reporting requirements are met
VII. Special Emphasis Programs
A. Hispanic Employment Program
1. Implementation of Major Command’s Hispanic Employment Program Plan, as
directed
2. Documentation of progress, to date, to include ongoing barrier analysis efforts,
on current Part K Plan
3. Copy of committee charter, if applicable.
4. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
B. People with Disabilities Program
1. Review of Program Plan
2. Documentation of progress, to date, to include ongoing barrier analysis efforts,
on current Part J Plans.
3. Copy of committee charter, if applicable
4. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
5. Accessibility studies
C. Federal Women’s Program (FWP)
1. Documentation of ongoing barrier analysis efforts
2. Copy of committee charter, if applicable
3. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
D. American Indian/Alaskan Native (AI/AN) Employment Program
1. Documentation of ongoing barrier analysis efforts
2. Copy of committee charter, if applicable.

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3. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
E. Asian American/Pacific Islander (AA/PI) Employment Program
1. Documentation of ongoing barrier analysis efforts
2. Copy of committee charter, if applicable
3. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
F. Black Employment Program (BEP).
1. Documentation of ongoing barrier analysis efforts
2. Copy of committee charter, if applicable
3. Review of events/activities, to include outcome/results, to ensure linkage withany identified barriers
VIII. Collaboration with HR. Documentation/discussion of collaborative efforts between HR
and EEO in all employment processes to include the Federal Equal Opportunity Recruitment
Program and Disabled Veterans Affirmative Action Program
IX. Community Outreach Efforts. Validation that community outreach activities relate back toprogram areas identified by the activity during their ongoing barrier analysis efforts

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DON EEO PROGRAM ASSESSMENTS
SECTION 4
AD HOC PROGRAM REVIEWS/OTHER REQUIRED ASSESSMENTS
I. SPECIAL REVIEW OF ACTIVITY LEVEL EEO PROGRAMS
A. Purpose. There may be situations or events that require a more in-depth review of the
EEO Programs at the activity level by the DON Office of EEO and Diversity Management. This
review will be conducted on an as needed basis and will involve the appropriate majorcommand(s).
B. Scope of Review. The scope of this more in-depth program review will depend on
the circumstances requiring it. It may include the total program or it could focus on one
particular component, e.g., discrimination complaints. Correspondence prior to the visit will
provide more information. At a minimum, Attachment 1 of Section 3 of this Subchapter will
provide the scope of review.
II. CIVILIAN HUMAN CAPITAL MANAGEMENT ASSESSMENT PROGRAM
A. Purpose. Reference (m) requires all DON major commands and subordinate activities
to maintain effective systems for assessing and evaluating civilian HRM programs (bothpersonnel and EEO), results and accountability. Accountability includes compliance with law,regulation and policy, as well as ensuring that HRM supports mission accomplishment.
B. Shared Assessment Goals of Civilian Human Capital Management Assessment
Program Requirements. DON EEO Program policy (reference (h)) requires commands/activities
to submit an Annual EEO Program Status Report that describes the results of its ongoing selfassessment efforts in compliance with reference (f).
1. The Executive Summary of the Annual EEO Program Status Report provides a
succinct narrative of the status of the overall EEO program, discusses any problems discovered
during its self-assessment, reports on the barriers identified as a result of its barrier analyses, andbriefly outlines what activities will be undertaken to address program deficiencies and plans toeliminate the identified barriers. Part F of the Annual Report further requires the EEO Officer tocertify that it has a continuing program of EEO that is consistent with the requirements outlinedin EEOC MD-715.
2. As described above, these self-assessment requirements are consistent with the
Civilian Human Capital Management Assessment Program requirements to maintain effective
systems for assessing and evaluating civilian HRM programs, results and accountability.

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C. Policy and Reporting Requirements. In the interest of ensuring the effective use ofresources and to avoid duplication of effort, activity and/or major command self-assessment
efforts as documented in its Annual EEO Program Status Report will meet most of theassessment and evaluation requirements of reference (m). However, the activity or majorcommand must accomplish applicable requirements of the Civilian Human Capital Management
Assessment Program that are not covered in reference (f).
III. NAVAL INSPECTOR GENERAL (NAVINSGEN)
A. Purpose. Per references (j) and (l), NAVINSGEN shall inspect, investigate, assess orinquire into any and all matters of importance to DON with particular emphasis on readiness,
including, but not limited to, effectiveness, efficiency, discipline, morale, economy, ethics andintegrity, environmental protection, safety and occupational health, medical and dental matters,
physical security, information systems management, personnel support services and other issues
affecting quality of life, command relationships, and organizational structures.
B. Policy. NAVINSGEN, to include Inspector Generals at the DON and command
levels, will determine the scope of these inspections, special visits, technical inspections, special
one-time inspections, inspections required by law or for the exercise of command
responsibilities, and inspections conducted by “technical commanders”. No provision of thisSubchapter will limit or detract from the authority and responsibilities of NAVINSGEN.

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