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Postal Regulatory Commission FY 2022

Affirmative Action Plan

for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities (PWTD), 

EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their affirmative action plan will 

improve the recruitment, hiring, advancement, and retention of applicants and employees with disabilities.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation 

of persons with disabilities and persons with targeted disabilities in the federal government

1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

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

b. Cluster GS-11 to SES (PWD) Answer Yes

The Commission has 20% PWD in grade cluster GS-1 to GS-10 equivalent levels and 3.39% PWD in grade cluster GS-11 to SES 

equivalent levels. It did not meet the target for GS-11 to SES equivalent. The Commission notes the incredibly small sample size in 

both categories, with 14 non-political employees in grade cluster GS-1 to GS-10 equivalent levels and 50 non-political employees in 

grade cluster GS-11 to SES equivalent levels.

*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all 

other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC 

metropolitan region.

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWTD) Answer Yes

b. Cluster GS-11 to SES (PWTD) Answer Yes

The Commission has 0% PWTD in its workforce. The Commission notes the incredibly small sample size with 64 total nonpolitical employees at the agency.

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10 5 1 20.00 0 0.00

Grades GS-11 to SES 59 2 3.39 0 0.00

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

The Commission's HR team communicates the numerical goals for persons with disabilities to all hiring managers across the 

Commission for every vacancy. These targets are addressed in the Commission's robust Schedule A hiring process as well as in the 

EEO training for managers and supervisors.
Postal Regulatory Commission FY 2022

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Section II: Model Disability Program

Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with 

disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program, 

and oversee any other disability hiring and advancement program the agency has in place.

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

PROGRAM

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? 

If “no”, describe the agency’s plan to improve the staffing for the upcoming year.

Answer Yes

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

employment status, and responsible official.

Disability Program Task

# of FTE Staff By Employment Status Responsible Official 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Architectural Barriers Act Compliance 0 0 2 Erica Barker

Secretary and CAO

Processing applications from PWD and PWTD 1 0 0 Sherri Proctor

HR Manager

Special Emphasis Program for PWD and 

PWTD

0 0 2 Erica Barker

Secretary and CAO

Section 508 Compliance 0 0 2 Steve Perry

CIO

Processing reasonable accommodation requests 

from applicants and employees

0 0 1 Sherri Proctor

HR Manager

Answering questions from the public about 

hiring authorities that take disability into 

account

0 0 1 Sherri Proctor

HR Manager

3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the 

reporting period? If “yes”, describe the training that disability program staff have received. If “no”, describe the training 

planned for the upcoming year.

Answer Yes

Disability program staff receive training via policy review and updates, and take continued training courses as appropriate over the 

course of the year.

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM

Has the agency provided sufficient funding and other resources to successfully implement the disability program during 

the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have sufficient 

funding and other resources.

Answer Yes
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Section III: Program Deficiencies In The Disability Program

Brief Description of Program 

Deficiency

B.4.a.8. to effectively administer its special emphasis programs (such as, Federal Women’s Program, Hispanic 

Employment Program, and People with Disabilities Program Manager)? [5 USC § 7201; 38 USC § 4214; 5 CFR § 

720.204; 5 CFR § 213.3102(t) and (u); 5 CFR § 315.709]

Objective

The Commission has multiple activities planned over the next two fiscal years, including issuing 

updated workplace harassment and EEO policies, issuing a new Gender Transition Policy and Use 

of Gender-neutral Pronoun Policy, additional training to cover Schedule A hiring, and training its 

volunteer SEP managers to establish programs.

Target Date Sep 30, 2023

Completion Date

Planned Activities

Target Date Completion Date Planned Activity

Mar 1, 2020 March 1, 2020 Gather volunteers, including senior managers, to establish a D&I 

Committee. Research SEP programs, SEP manager duties and 

responsibilities. Designate volunteer collateral duty SEP managers in the 

upcoming fiscal year.

Sep 30, 2022 The Commission has identified special emphasis program managers for 

the Federal Women’s Program, Hispanic Employment Program, and 

People with Disabilities Program. The SEP managers have volunteered to 

not only serve in the SEP manager role as collateral duty but also are 

assisting with creating and implementing the programs within the 

Commission. In FY 2022, the Commission is working to establish the 

Federal Women’s Program and is currently acquiring training for its SEP 

managers.

Sep 30, 2023 Work through draft policies with members of Diversity and Inclusion 

Committee to publish policies related to the Use of Gender-neutral 

Pronouns and Gender Transition at the Commission.

Accomplishments

Fiscal Year Accomplishment

2022 In FY 2022, the Commission established the Federal Women’s Program, and the 

special emphasis program manager began outreach with other government 

agencies on best practices and training opportunities.

2020 In March 2020, the Commission established a Diversity and Inclusion (D&I) 

Committee consisting of volunteer staff representing all departments within the 

Commission, including senior managers. The D&I Committee has been 

gathering information regarding the SEP duties and responsibilities required of 

SEP managers and requirements of individual SEP programs.

Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of 

individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment program plan for 

PWD and PWTD

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES

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

targeted disabilities.

The Commission's Human Resources (HR) function is the centralized hub for all Commission hiring, and the HR Manager serves as 

the primary staff resource to identify job applicants with disabilities. HR maintains a separate file of applications received that 

indicate Schedule A eligibility that is digitally searchable prior to posting a vacancy. The Commission also uses the shared list of 

disabilities available on max.gov to locate qualified applicants with disabilities, including targeted disabilities. Prior to publicly 

posting a vacancy, HR sends a disability awareness email to the hiring manager advising them that prior to posting a job vacancy, 

they will need to review the Commission's list of Schedule A applicants as well as the OPM shared list.
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2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account 

(e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce

The Commission uses Schedule A hiring authority as the first step in its recruitment process for vacancies. The Chairman of the 

Commission directed all hiring managers to first use Schedule A hiring authority for Commission vacancies. As a result of this 

direction, the HR Manager oversees this required utilization of Schedule A, ensures that hiring managers comply with the 

Chairman's directive, and documents the result for each vacancy. Prior to posting those vacancies, hiring managers review the file 

of Schedule A candidates maintained by the HR Manager and search the OPM shared list. If the hiring official identifies a candidate 

from the Schedule A list, the candidate is then scheduled for an interview and if successful, the candidate is offered the position 

prior to the position being posted.

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain 

how the agency (1) determines if the individual is eligible for appointment under such authority; and, (2) forwards the 

individual's application to the relevant hiring officials with an explanation of how and when the individual may be 

appointed.

The HR Manager reviews all Schedule A applications and provides the applications to the hiring manager. When a hiring manager 

is interested in a hiring authority eligible candidate, the HR Manager coordinates the use of the applicable appointment authority.

4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account 

(e.g., Schedule A)? If “yes”, describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide 

this training.

Answer Yes

The Commission provides specific training during the in-person biennial EEO/No FEAR Act training. Additionally, the HR 

Manager has received specific training from the online OPM training offerings. Additionally, prior to posting a vacancy, the HR 

Manager reviews the Schedule A process with the hiring manager and provides guidance.

B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in 

securing and maintaining employment.

During FY 2022, the Commission continued its outreach to establish relationships with organizations that assist PWD, including 

PWTD, and established relationships with the American Dream Employment Network (ADEN), Gallaudet University, and the 

National Employment Team (NET) led by the Council of State Administrators of Vocational Rehabilitation (CSVAR). For these 

organizations, the Commission has requested resumes for their Schedule A candidates and posts vacancy announcement to their job 

boards.

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among 

the new hires in the permanent workforce? If “yes”, please describe the triggers below.

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

b. New Hires for Permanent Workforce (PWTD) Answer Yes

The Commission exceeded its target for new hires for permanent workforce, with 14% of the new permanent hires representing 

PWD. The Commission did not meet the target for PWTD.

New Hires Total Reportable Disability Targeted Disability
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Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

(#) (%) (%) (%) (%)

% of Total 

Applicants

% of Qualified 

Applicants

% of New Hires

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any 

of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for MCO (PWD) Answer N/A

b. New Hires for MCO (PWTD) Answer N/A

The Commission's applicant pools reveal that the vast majority of applicants select (01) and do not identify disability either in the 

affirmative or negative. With this lack of substantive data, the Commission is unable to determine whether triggers exist. Out of the 

fourteen hires in FY 2022, two hires were PWD.

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal 

applicants for any of the mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if 

the applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Qualified Applicants for MCO (PWD) Answer Yes

b. Qualified Applicants for MCO (PWTD) Answer Yes

In FY 2022, the Commission had one vacancy that was filled by an internal applicant. This applicant was not a PWD and PWTD.

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted 

to any of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Promotions for MCO (PWD) Answer N/A

b. Promotions for MCO (PWTD) Answer N/A

The Commission did not have any promotions for MCO in FY 2022.

Section V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for employees 

with disabilities. Such activities might include specialized training and mentoring programs, career development opportunities, 

awards programs, promotions, and similar programs that address advancement. In this section, agencies should identify, and provide 

data on programs designed to ensure advancement opportunities for employees with disabilities.
Postal Regulatory Commission FY 2022

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A. ADVANCEMENT PROGRAM PLAN

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

The Commission is committed to using disability as a positive factor when advancement opportunities arise within the organization. 

The Commission is a very small agency and is a relatively flat organization with limited opportunities for advancement. In 

recognition of this limitation, the Commission developed career ladders through its grade system for mission critical occupations 

(MCOs), to ensure that all employees in MCOs, including PWD and PWTD, have an identified advancement path. The Commission 

also offers tuition reimbursement and specialized training for all employees so they can improve their skills and develop their 

careers during their time at the Commission. The Commission is working on strengthening its internal training program to provide 

training opportunities to all employees and focus on managerial training to understand how to provide and support advancement 

opportunities for employees with disabilities.

B. CAREER DEVELOPMENT OPPORTUNITES

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

The Commission is committed to the development and training of all employees to enable them to acquire knowledge and skills 

relevant to their current position, prepare them for greater responsibilities, and advance their careers. While the Commission does 

not have a formal career development program, it provides individual training opportunities to develop its employees. The 

Commission provides budgetary resources for training and encourages staff to take training throughout the year. In FY 2022, the 

Commission provided a Learning Management System to all employees with thousands of training courses. The Commission 

identified career development as part of its new Strategic Plan for 2023-2028 and intends to create a more robust and structured 

career development program.

2. In the table below, please provide the data for career development opportunities that require competition and/or 

supervisory recommendation/ approval to participate.

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Mentoring Programs 0 0 0 0 0 0

Fellowship Programs 0 0 0 0 0 0

Other Career Development 

Programs

0 0 0 0 0 0

Coaching Programs 0 0 0 0 0 0

Training Programs 0 0 0 0 0 0

Internship Programs 0 0 0 0 0 0

Detail Programs 0 0 0 0 0 0

3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWD) Answer N/A

b. Selections (PWD) Answer N/A

The Commission does not have internal career development programs but provides training opportunities to all employees.

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 
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describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWTD) Answer N/A

b. Selections (PWTD) Answer N/A

The Commission does not have internal career development programs but provides training opportunities to all employees.

C. AWARDS

1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of 

the time-off awards, bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.

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

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

The Commission applies a merit-based compensation policy that provides time-off awards and spot awards (bonuses) to all 

employees.

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Average Hours

0 0.00 0.00 0.00 0.00
Postal Regulatory Commission FY 2022

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Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $501 - $999: Awards 

Given

0 0.00 0.00 0.00 0.00

Cash Awards: $501 - $999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $501 - $999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: 

Average Amount

0 0.00 0.00 0.00 0.00

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step 

increases or performance- based pay increases? If “yes”, please describe the trigger(s) in the text box.

a. Pay Increases (PWD) Answer No

b. Pay Increases (PWTD) Answer No

The Commission applies a merit-based compensation policy that provides performance-based increases to all employees.

Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Total Performance Based Pay 

Increases Awarded

0 0.00 0.00 0.00 0.00

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately 

less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the 

employee recognition program and relevant data in the text box.

a. Other Types of Recognition (PWD) Answer N/A
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b. Other Types of Recognition (PWTD) Answer N/A

The Commission had no other recognition program in FY 2022.

D. PROMOTIONS

1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

The Commission did not have any internal promotions in FY 2022.

2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants 

and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If 

“yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and 

describe your plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer N/A
Postal Regulatory Commission FY 2022

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ii. Internal Selections (PWTD) Answer N/A

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

The Commission did not have any internal promotions in FY 2022.

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires 

to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the 

trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWD) Answer Yes

b. New Hires to GS-15 (PWD) Answer Yes

c. New Hires to GS-14 (PWD) Answer Yes

d. New Hires to GS-13 (PWD) Answer Yes

As the qualified internal applicant pool does not meet the benchmark, the Commission identifies a trigger for PWD among the new 

hires to the senior grade levels.

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new 

hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe 

the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWTD) Answer Yes

b. New Hires to GS-15 (PWTD) Answer Yes

c. New Hires to GS-14 (PWTD) Answer Yes

d. New Hires to GS-13 (PWTD) Answer Yes

As the qualified internal applicant pool does not meet the benchmark, the Commission identifies a trigger for PWTD among the 

new hires to the senior grade levels.

5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

supervisory

positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not 

available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

b. Managers

i. Qualified Internal Applicants (PWD) Answer N/A
Postal Regulatory Commission FY 2022

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ii. Internal Selections (PWD) Answer N/A

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer N/A

ii. Internal Selections (PWD) Answer N/A

The Commission did not have any internal promotions in FY 2022.

6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

b. Managers

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer N/A

ii. Internal Selections (PWTD) Answer N/A

While the Commission did not have any internal promotions in FY 2022.

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees 

for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is 

not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWD) Answer N/A

b. New Hires for Managers (PWD) Answer N/A

c. New Hires for Supervisors (PWD) Answer N/A

The Commission did not have new hires to supervisory positions in FY 2022.

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the 

selectees for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWTD) Answer N/A

b. New Hires for Managers (PWTD) Answer N/A

c. New Hires for Supervisors (PWTD) Answer N/A
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The Commission did not have new hires to supervisory positions in FY 2022.

Section VI: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain employees with 

disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers retaining employees with 

disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) provide information on the reasonable 

accommodation program and workplace assistance services.

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive 

service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If “no”, please explain why the agency did 

not convert all eligible Schedule A employees.

Answer N/A

The Commission is an excepted service agency and all Schedule A employees have "career" status

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations 

exceed that of persons without disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWD) Answer No

b.Involuntary Separations (PWD) Answer No

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 0 0.00 0.00

Permanent Workforce: Resignation 0 0.00 0.00

Permanent Workforce: Retirement 0 0.00 0.00

Permanent Workforce: Other Separations 0 0.00 0.00

Permanent Workforce: Total Separations 0 0.00 0.00

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations 

exceed that of persons without targeted disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWTD) Answer No

b.Involuntary Separations (PWTD) Answer No

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 0 0.00 0.00

Permanent Workforce: Resignation 0 0.00 0.00

Permanent Workforce: Retirement 0 0.00 0.00

Permanent Workforce: Other Separations 0 0.00 0.00

Permanent Workforce: Total Separations 0 0.00 0.00
Postal Regulatory Commission FY 2022

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

interview results and other data sources.

There is no trigger for the separation of PWD and/or PWTD.

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights under Section 

508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency technology, and the Architectural 

Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of agency facilities. In addition, agencies are required to 

inform individuals where to file complaints if other agencies are responsible for a violation.

1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under Section 508 of the Rehabilitation Act, including a description of how to file a complaint.

https://www.prc.gov/accessibility

2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under the

Architectural Barriers Act, including a description of how to file a complaint.

https;//www.prc.gov/accessibility

3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal 

year, designed to improve accessibility of agency facilities and/or technology.

The Commission is located in a LEED Gold-certified, privately-owned building that meets all accessibility requirements. In FY 

2019, the property owner renovated both main entrances. This renovation included updates to accessibility points. In FY 2021, the 

Commission continued to update its government furnished equipment for employees, including accessibility options for remote 

work. In FY 2022, the Commission's Diversity and Inclusion Committee reviewed accessibility of Commission meeting rooms and 

hearing space prior to the return to the physical workspace. The Commission also plans to conduct an ADA assessment of its 

facilities in FY 2023.

C. REASONABLE ACCOMMODATION PROGRAM

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

and employees, reasonable accommodation procedures.

1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting 

period. (Please do not include previously approved requests with repetitive accommodations, such as interpreting services.)

The average time frame for processing initial requests for reasonable accommodation is 2 days.

2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation 

program. Some examples of an effective program include timely processing requests, timely providing approved 

accommodations, conducting training for managers and supervisors, and monitoring accommodation requests for trends.

The Commission's reasonable accommodation program processed all requests in a timely fashion, provided requested 

accommodation in a timely fashion, monitored accommodation requests for trends and worked with IT and accounting to obtain 

needed equipment based on the requests.
Postal Regulatory Commission FY 2022

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D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE 

WORKPLACE

Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal 

assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue 

hardship on the agency.

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of 

an effective program include timely processing requests for PAS, timely providing approved services, conducting training 

for managers and supervisors, and monitoring PAS requests for trends.

The Commission has a separate PAS procedure and follows procedures for PAS requests in a similar manner to reasonable 

accommodation requests. The Commission did not receive any requests during FY 2022.

Section VII: EEO Complaint and Findings Data

A. EEO COMPLAINT DATA INVOLVING HARASSMENT

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared 

to the governmentwide average?

Answer N/A

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

discrimination or a settlement agreement?

Answer N/A

3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last 

fiscal year, please describe the corrective measures taken by the agency.

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a 

reasonable

accommodation, as compared to the government-wide average?

Answer N/A

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

discrimination or a settlement agreement?

Answer N/A

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation 

during the last fiscal year, please describe the corrective measures taken by the agency.

Section VIII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, or practice 

may be impeding the employment opportunities of a protected EEO group.

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

PWD and/or PWTD?

Answer Yes
Postal Regulatory Commission FY 2022

Page 15

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

Answer Yes

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible 

official(s), planned activities, and, where applicable, accomplishments
Postal Regulatory Commission FY 2022

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STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B1

The Commission did not meet the 12% target for PWD. The Commission has 6.25% PWD in its 

workforce. This condition was recognized as a potential barrier through analysis of the 

Commission's workforce demographics.

Y

Y

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Lack of PWD in applicant 

pool

In late FY 2020, the Commission was able to gain access to its 

applicant demographic data and has been able to analyze the data for 

the small number of vacancies. Assessment of this data revealed an 

issue with applicant reporting, where the majority of applicants 

select code 01 when responding to a vacancy notice. This makes it 

difficult for the Commission to determine the success of its targeted 

recruitment efforts of PWD.

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

04/22/2020 09/30/2020 Yes 07/01/2020 Improved ability to analyze the applicant pool by 

gaining access to applicant demographic data collected 

by USA staffing.

03/13/2020 09/30/2020 Yes 04/01/2020 Improve the diversity of the applicant pool by 

increasing outreach.

Responsible Official(s)

Title Name Standards Address The Plan?

HR Manager Sherri Proctor Yes

Secretary and CAO Erica Barker Yes
Postal Regulatory Commission FY 2022

Page 17

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Collaborate with USA staffing to gain an understanding 

of how to utilize existing tools, specifically access to the 

results from the applicant demographic data form, to gain 

visibility and analyze the applicant pool. 

Implement the selected tool(s).

Yes 04/01/2020

09/30/2020 Establish and implement a standard recruitment practice 

for outreach to ensure persons from underrepresented 

groups are aware of and encouraged to apply to 

Commission vacancies. The Commission will 

specifically reach out to America Job Centers, State 

Vocational Rehabilitation Agencies, the Veterans' 

Vocational Rehabilitation and Employment Program, 

Centers for Independent Living, and Employment 

Network Service providers.

Yes 12/01/2021

Report of Accomplishments

Fiscal Year Accomplishment

2022 During FY 2022, the Commission hired fourteen individuals, two individuals were PWD. The Commission 

continues to increase its emphasis on Schedule A hiring for its vacancies and provided assistance to hiring 

officials in their search for qualified candidates and has had great success quickly onboarding talented 

individuals using this Schedule A hiring. The Chairman of the Commission directed all hiring managers to first 

use Schedule A hiring authority for Commission vacancies. The HR Manager oversees this required utilization 

of Schedule A, ensures that hiring managers comply with the Chairman's directive, and tracks and documents 

the result for each vacancy.

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

The Commission completed its planned activities to increase its outreach and gain access to its applicant data.

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

barrier(s).

The Commission will be better able to assess potential barriers to employment for targeted groups by analyzing applicant data. Prior 

to FY 2020, the Commission had no insight into demographic data from applicants to its vacancies and was unable to assess 

whether its recruitment efforts were effective. As the Commission is a very small agency and has few vacancies available, it will 

take time to gather sufficient data to analyze potential barriers. As it has conducted reviews of the applicant data, the majority of the 

applicants select (01) and do not identify disability either in the affirmative or negative. With this lack of substantive data, the 

Commission is unable to determine whether triggers exist. Out of the fourteen hires in FY 2022, two hires were PWD.

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

the plan for the next fiscal year.

It is difficult for the Commission to determine whether barriers actually exist based on the Commission's very small sample size. 

The Commission believes that Schedule A hiring program, which requires Schedule A review prior to posting a vacancy, is a very 

strong program that has successfully recruited candidates over the past few years. In addition, out of the fourteen hires in FY 2022, 

two hires were PWD.