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DOD Defense Technical Information 

Center

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 No

In FY22, PWDs were well represented for the GS-1 to GS-10 cluster (4, 21.05%); PWD participation rates increased from FY21 (3, 

14.29%) by 6.76% (1). PWDs were well represented for the GS-11 to SES cluster (27, 18.75%). Although the number of employees 

declined by 2, the PWD participation rates slightly increased as compared to FY21 (29, 17.68%).

*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 No

In FY22, PWTD participation rates were not represented for the GS-01 to GS-10 cluster; this is a decline from FY21 (6, 28.57%). 

In FY22, PWTD participation rates were well represented at 4.17% (6). Although the number of employees remained the same as 

compared to FY21 (6, 3.66%), FY22 saw an increase in the participation rate by 0.51%.

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10 19 4 21.05 0 0.00

Grades GS-11 to SES 144 27 18.75 6 4.17

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

DO-S communicated the numerical goals to the DTIC Administrator when conducting the annual EEO program status report 

briefing. DTIC continues to implement its procedure of having all hiring officials review their Schedule A applicants for vacancies 

prior to announcement.
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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)

Special Emphasis Program for PWD and 

PWTD

1 0 0 Michael Bellinger, Jr.

EEO Specialist

Michael.Bellinger@dla.mil

Processing reasonable accommodation requests 

from applicants and employees

1 0 0 Quentin Mason

DPC

Quentin.mason@dla.mil

Section 508 Compliance 1 0 0 Nga Paluzsay

Chief Web Services

nga.l.paluzsay.civ@mail.mil

Architectural Barriers Act Compliance 1 0 0 Tamberly Averett

Chief DLA Installation Spt

tamberly.averett@dla.mil

Processing applications from PWD and PWTD 1 0 0 Lora Plummer

HR Specialist

Lora.j.plummer.civ@mail.mil

Answering questions from the public about 

hiring authorities that take disability into 

account

1 0 0 Lora Plummer

HR Specialist

Lora.j.plummer.civ@mail.mil

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

The DO-S DPM has attended RA and Disability Program manager training. In addition, the DLA Enterprise EEO office, 

Affirmative Employment and Diversity Division host regular meetings to discuss RA issues. The meetings also give an opportunity 

to receive updates to disability-related issues, discuss challenges and share best practices.

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

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 Agency continues its use of Schedule A and Veterans appointing authorities to hire PWDs and PWTDs. In addition to the 

available mechanisms to hire, DTIC uses the WRP for College Students with Disabilities to hire persons for 14 weeks of experience 

with the agency. This program provides the opportunity for both students and DTIC to assess skills, capability, and desire to work 

for the Agency. At the end of the 14 weeks, the Agency has the opportunity to hire a student on its rolls. DO-S does not administer 

WRP for DTIC. The WRP is managed by DTIC’s servicing human resources office, which is the Defense Finance and Accounting 

Service (DFAS).

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

DTIC continues its use of Schedule A (5 CFR 213.3102 (u)) to hire persons with intellectual, severely physical, and psychiatric 

disabilities. Persons eligible for such appointment must apply against specific job announcements and submit required 

documentation. Unsolicited resumes that are not for specific job opportunity announcements are not accepted. DTIC also utilized 

Veteran’s Preference appointments to hire veterans with disabilities. DTIC vacancy announcements on USAJOBs are nearly always 

open to Veterans eligible for Veterans Recruitment Appointment, GS-11 and below, 30% Disabled Veteran (no grade limitation); 

and Veterans Employment Opportunity Act (VEOA), competitive with no grade limitation.

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.

Individuals eligible for Schedule A or Veterans appointing authorities must apply for specific vacancies. They are encouraged to 

apply via USAJOBs. Candidates must submit the proper documents to substantiate their Schedule A or Veterans appointment 

eligibility. Depending on the appointment authority, documentation is a letter from a physician or care provider certifying their 

hiring eligibility, a DD Form 214, Military Discharge Paperwork, and letter from the Department of Veterans’ Affairs or military 

branch of service certifying their overall service-connected disability. DFAS HR reviews the documentation to determine eligibility. 

Hiring managers may coordinate with HR when desiring to utilize Schedule A or Veterans appointing authorities to hire. They are 

to provide HR with the candidate’s resume, Schedule A letter and veterans documentation if applicable. HR also refers qualified 

applicants to hiring managers based on their identified appointing authority (e.g., Schedule A, 30% or more disabled veteran, or 

both).

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
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DTIC educates its hiring managers on Schedule A hiring at the time a vacancy is identified. DO-S also educates all supervisors on 

hiring authorities during EEO training for managers and supervisors. A total of 144 employees and 26 supervisors and managers of 

DTIC’s workforce received EEO and prevention of harassment training.

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.

DO-S will connect DTIC with the Fort Belvoir Soldiers for Life – Transition Assistance Program Office to increase its outreach 

footprint to soldiers who are planning to retire and current veterans. DO-S has an informal partnership that has led to increased 

awareness of the participation in SFL-TAP outreach events for the purpose of increasing awareness of DLA. DO-S and DTIC can 

partner to do the same for DTIC. DO-S partnered with DLA HR for participation in an Operations Warfighter (OWF) Outreach/

Recruitment event. DTIC HR liaison staff member was in attendance promoting DTIC to attendees. DTIC regularly participates in 

Operation Warfighter Outreach events and has had several OWF interns, several are now full-time DTIC civilians. DO-S can ensure 

DTIC awareness of the OWF events. DO-S attended a Wounded Warrior Career Fair. Feedback received on this event, indicated it 

was a good investment of manpower and resources. As this was the first time that DO-S attended the outreach events for SFL-TAP, 

OWF, and Wounded Warrior an assessment was made concerning the Return on Investment on loss of manpower and resources. 

DO-S determined that these events effectively serve the purpose of outreach – publicizing DLA to attendees and will recommend 

them to DTIC for their participation as well. DO-S works with the Computer/Electronic Accommodations Program to assist 

PW(T)D with maintaining successful employment through the attainment of equipment that will make it possible and/or easier to 

successfully execute the duties of the job.

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

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

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

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

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

During FY22, DTIC’s MCO permanent new hires consisted of 25.53% (12) for PWD and 6.38% (3) for PWTD, exceeding the 

target goal.

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

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

0

0

0

% 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 No

b. New Hires for MCO (PWTD) Answer No
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During FY22, DTIC’s MCO permanent new hires consisted of 25.53% (12) for PWD and 6.38% (3) for PWTD, exceeding the 

target goal.

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 No

b. Qualified Applicants for MCO (PWTD) Answer No

During FY22, DTIC’s MCO permanent new hires consisted of 25.53% (12) for PWD and 6.38% (3) for PWTD, exceeding the 

target goal.

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 No

b. Promotions for MCO (PWTD) Answer No

During FY22, DTIC’s MCO permanent new hires consisted of 25.53% (12) for PWD and 6.38% (3) for PWTD, exceeding the 

target goal.

Section V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities

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

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

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

data on programs designed to ensure advancement opportunities for employees with disabilities.

A. ADVANCEMENT PROGRAM PLAN

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

DTIC informs all employees, including Persons with Disabilities and Persons with Targeted Disabilities, of all DTIC job 

opportunity announcements (JOAs) posted to USAJOBs. DTIC’s HR servicing is provided by DFAS. DFAS sends the DTIC 

Resource Management Directorate (DTIC-R) the USAJOBs web-link for the JOA. DTIC-R then emails its workforce to provide the 

position, title, series, grade, duties, geographic location of the position; and the JOA’s opening and closing dates, area of 

consideration for applicants, and the specific USAJOBS link for the vacancy. The emails are sent the day the vacancy 

announcements are open. Personnel are directed to the HR Customer Care Center contact identified on the announcements.

B. CAREER DEVELOPMENT OPPORTUNITES

1. Please describe the career development opportunities that the agency provides to its employees.
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DO-S will continue to work with DTIC on collection of this data for required and necessary data analysis. In the meantime, DTIC does provide career development opportunities for its employees. As mentioned earlier, DTIC provides emails to its entire 

workforce with the USAJOBS links of its job announcements. DTIC also issues internal vacancy announcements to fill positions 

using members of its current workforce. Many times, internal vacancy announcements are filled through reassignments. DTIC does 

not have a formal detail program. However, DTIC does encourage its workforce to seek out detail assignments by having 

discussions with managers of programs or directorate of interest. DTIC also offers temporary fill/promotion opportunities allow for 

its employees while vacant positions exist and are going through the ‘fill’ process. Details, rotations, and temporary fill/promotion 

opportunities allows the employee to assess their interest in a specific career field and/or new level of responsibility and allow 

management and DTIC Administrator to determine, before permanently filling the position, if an employee(s) is a good fit for a 

position. DTIC also has a centrally funded training program. Monies are set aside annual to conduct agency-wide training. The 

training is not necessarily function-driven, or section focused. However, if a supervisor sees training that is specific for their area or 

the career fields of their employees, they ensure employees in that area or career field attends. The training is open to the DTIC 

workforce. Sample training sessions addressed: enhancing leadership and computer skills; developing results-driven resumes; and 

increasing awareness about retirement/Thrift Savings Plan. Persons interested in attending any centrally funded training must have 

supervisory approval.

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 (%)

Fellowship Programs 0 0 0 0 0 0

Mentoring Programs 0 0 0 0 0 0

Internship Programs 0 0 0 0 0 0

Coaching Programs 0 0 0 0 0 0

Training Programs 0 0 0 0 0 0

Other Career Development 

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

DTIC had zero career development data for FY22

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”, 

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

DTIC had zero career development data for FY22
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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 Yes

b. Awards, Bonuses, & Incentives (PWTD) Answer Yes

Time-Off Award (1-41 or more hours): PWD and PWTD not represented. Cash Awards ($500 and under): PWTD not represented. 

Cash Awards ($1,000-$1,999): PWD underrepresented (2, 6.45%) and PWTD not represented. Cash Awards ($3,000-$3,999): PWD 

underrepresented (1, 4.55%). Cash Awards ($4,000-$5,000 or more): PWTD not represented.

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

1 0.00 0.82 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Total Hours

6 0.00 4.92 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Average Hours

6 0.00 4.92 0.00 0.00

Time-Off Awards 11 - 20 hours: 

Awards Given

1 0.00 0.82 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Total Hours

16 0.00 13.11 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Average Hours

16 0.00 13.11 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

10 0.00 7.38 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Total Hours

400 0.00 295.08 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Average Hours

40 0.00 32.79 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

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $501 - $999: Awards 

Given

20 10.00 12.30 16.67 8.33

Cash Awards: $501 - $999: Total 

Amount

14461 7323.33 8863.11 10833.33 6445.83

Cash Awards: $501 - $999: 

Average Amount

723.05 2441.10 590.88 10833.33 343.04

Cash Awards: $1000 - $1999: 

Awards Given

31 6.67 22.95 0.00 8.33

Cash Awards: $1000 - $1999: Total 

Amount

47331 13246.67 34213.11 0.00 16558.33
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Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $1000 - $1999: 

Average Amount

1526.81 6623.33 1221.89 0.00 8279.17

Cash Awards: $2000 - $2999: 

Awards Given

27 23.33 15.57 50.00 16.67

Cash Awards: $2000 - $2999: Total 

Amount

65382 55060.00 37722.95 110750.00 41137.50

Cash Awards: $2000 - $2999: 

Average Amount

2421.56 7865.70 1985.42 36916.67 602.96

Cash Awards: $3000 - $3999: 

Awards Given

22 3.33 15.57 16.67 0.00

Cash Awards: $3000 - $3999: Total 

Amount

76481 23106.67 54118.03 51433.33 16025.00

Cash Awards: $3000 - $3999: 

Average Amount

3476.41 23106.67 2848.32 51433.33 16025.00

Cash Awards: $4000 - $4999: 

Awards Given

21 13.33 11.48 0.00 16.67

Cash Awards: $4000 - $4999: Total 

Amount

93194 60743.33 50495.08 0.00 75929.17

Cash Awards: $4000 - $4999: 

Average Amount

4437.81 15185.83 3606.80 0.00 18982.29

Cash Awards: $5000 or more: 

Awards Given

20 13.33 13.11 0.00 16.67

Cash Awards: $5000 or more: Total 

Amount

127284 98653.33 80072.13 0.00 123316.67

Cash Awards: $5000 or more: 

Average Amount

6364.2 24663.33 5004.51 0.00 30829.17

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 Yes

PWTD were not represented

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

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

DTIC does not have any other employee recognition programs.

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 
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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 Yes

ii. Internal Selections (PWD) Answer Yes

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

For GS-15, PWDs were not represented. There were no promotions at the SES grade level.

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 Yes

ii. Internal Selections (PWTD) Answer Yes

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes
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PWTDs not represented at any grade level. There were no promotions at the SES grade level.

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 N/A

b. New Hires to GS-15 (PWD) Answer N/A

c. New Hires to GS-14 (PWD) Answer N/A

d. New Hires to GS-13 (PWD) Answer N/A

Grade level data was not provided; therefore, PWD data was not able to be analyzed.

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 N/A

b. New Hires to GS-15 (PWTD) Answer N/A

c. New Hires to GS-14 (PWTD) Answer N/A

d. New Hires to GS-13 (PWTD) Answer N/A

Grade level data was not provided; therefore, PWTD data was not able to be analyzed.

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 Yes

ii. Internal Selections (PWD) Answer Yes

b. Managers

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

c. Supervisors

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

ii. Internal Selections (PWD) Answer N/A
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PWD not represented for Executives. There were no internal promotions for Supervisors.

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 Yes

ii. Internal Selections (PWTD) Answer Yes

b. Managers

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

c. Supervisors

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

ii. Internal Selections (PWTD) Answer N/A

PWTD not represented for Executives and Managers. There were no internal promotions for Supervisors.

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

Grade level data was not provided; therefore, PWD data was not able to be analyzed.

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

Grade level data was not provided; therefore, PWD data was not able to be analyzed.

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 
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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 Yes

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 Yes

b.Involuntary Separations (PWD) Answer Yes

PWD and PWTD were not represented.

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 7 0.00 5.19

Permanent Workforce: Retirement 16 0.00 11.85

Permanent Workforce: Other Separations 13 0.00 9.63

Permanent Workforce: Total Separations 36 0.00 26.67

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 Yes

b.Involuntary Separations (PWTD) Answer Yes

PWD and PWTD were not represented.

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 7 0.00 4.40

Permanent Workforce: Retirement 16 0.00 10.06

Permanent Workforce: Other Separations 13 0.00 8.18

Permanent Workforce: Total Separations 36 0.00 22.64

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.

Resignation, Retirement, and other separations
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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.

The DTIC website is https://disover.dtic.mil. Information pertaining to website accessibility can be found at https://discover.dtic.mil/

accessibility-section-508/

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.

The DLA website is provided because DLA is the lead tenant for the McNamara Complex, the facility where DTIC is co-located. 

All physical accessibility issues pertaining to DTIC employees is addressed with DLA. The Architectural Barriers Act information 

is found at https://www.dla.mil/EEO/Business/Architectural-Barriers-Act/.

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.

As DLA is the lead tenant for the McNamara Complex, DTIC is subject to the facility policies, programs, or practices as outlined by 

DLA. Facilities: DLA HQs continues to provide architectural updates to its facility, when possible, to make it more compliant. In 

the meantime, DO-S continues to address reasonable accommodations requests submitted by DTIC employees. A request involving 

an architectural barrier often triggers the need for DLA Installation Management to become involved due to the possible need for 

architectural updates for PW(T)Ds. DO-S will raise DTIC’s concern of the exit route for individuals with disabilities during 

emergencies. Some DTIC employees and their co-workers who assist them, are challenged with leaving the facility during 

emergencies, as noted during emergency evacuation drills. Technology: The DTIC website, https://discover.dtic.mil/, includes 

several features designed to improve accessibility for users with disabilities. One of these features is images on the website 

containing “alt tags”, which aid users who listen to the content of the website by using a screen reader, rather than reading the 

website. Also, users can get information regarding the accessibility of Adobe Portable Document Format (PDF) files from the 

Access Adobe website. To improve the accessibility of https://discover.dtic.mil/, DTIC reviewed the website’s accessibility with 

outside web tools. The Web Team also welcomes comments on how to improve the website’s accessibility for users with 

disabilities.

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.)

In FY22, the average timeframe for processing RA requests was 35 days, an increase in processing time as compared to FY21 (22 

days) by 13 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.
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During FY22, DO-S provided substantial assistance and subject matter expertise to employees of DTIC. In the area of RA, DO-S 

conducted numerous counseling sessions with management and employees regarding RA processes and disability concerns; 

processed RA requests and contacts/inquiries; trained DTIC employees and managers on the RA process; and partnered with DLA 

Installations Management to provide individuals with furniture and equipment needed to address mobility and dexterity concerns, 

ensuring timely processing, and cutting timeframes in half. Increased awareness of the RA process by serviced employees and first 

line supervisors and policy changes has increased the amount and quality of the interactive process between employees, 

management officials and the RA Coordinator. As the facilitator of the process, the RA Coordinator provides individual guidance to 

the employee and management for the Agency to provide an effective means of accommodation agreed upon by all. While this 

process is not always easy, the RA Coordinator maintains contact with all involved parties of an RA request until all possible 

options are exhausted.

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.

DLA’s PAS Policy is included in DLA’s Reasonable Accommodations Procedures. DTIC follows DLA’s RA procedures as one of 

DLA’s EEO customers. DTIC supervisors and employees are given information about PAS during EEO training and may retrieve 

further information on PAS via DTIC’s public website at https://discover.dtic.mil/equal-employment-opportunity/ which directs the 

workforce to DLA’s public website at https://www.dla.mil/EEO/Offers/PersonalAssistanceServices/%20aria-label/%20/. DTIC did 

not have any PAS requests during the FY22 reporting period.

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 No

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.

N/A. DTIC had zero complaints filed in FY22. DTIC did not have any findings of discrimination during FY22.

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.
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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 No

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.

DTIC did not have any findings of discrimination during FY22. DTIC had zero complaints filed in FY22.

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

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
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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

PWD and PWTD underrepresented or not represented

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

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Hiring, promotion, and 

awards

Review hiring, promotion, and awards practices

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

07/19/2019 09/30/2020 Yes 07/19/2023 Review hiring, promotion, and award practices

Responsible Official(s)

Title Name Standards Address The Plan?

DO-S Staff Director Beverly D. Johnson Yes

DO-S AEP/SEP Manager Michelle Crafts Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2022 Monitor hiring, promotion, and awards practices Yes 07/19/2023

Report of Accomplishments

Fiscal Year Accomplishment

2021 Accomplishments towards this objective will be reported for FY23 MD715 report.
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4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.

N/A

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

barrier(s).

DO-S continues to monitor DTIC's hiring, promotion, and awards practices.

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.

N/A