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# Message from the Secretary of Veterans Affairs

President Obama has called for the transformation of the Department of Veterans Affairs (VA) into a high-performing 21st century organization, focused on our Nation’s Veterans as its clients.  We are in the process of building that 21st century VA around three guiding principles: being people-centric, results-driven, and forward-looking.  As directed by President Obama’s Open Government Initiative, we have also adopted the principles of transparency, participation, and collaboration in order to be more accountable and more effective.

Within VA’s transformation, the primary role of diversity management is to create and maintain an environment in which all employees can contribute, to the maximum extent possible, to the success of their organization and to the mission of our Department. As described in VA’s Diversity and Inclusion Strategic Plan for Fiscal Years 2009–2013, having a diverse, results-oriented, high-performing workforce and a flexible and inclusive work environment enables us to better meet the needs and expectations of our clients and our other stakeholders.

In this regard, the Diversity and Inclusion Annual Report for Fiscal Year 2010 serves several purposes: first, it identifies the roles and responsibilities of various offices within VA, with respect to workforce diversity, organizational inclusion, customer service, and stakeholder relations; second, it describes the activities and accomplishments of these offices over the past year, in relation to those roles and responsibilities and to VA’s Diversity and Inclusion Strategic Plan; and third, it sets our course for the upcoming year, in terms of targeted activities and accomplishments related to VA’s strategic goals and objectives for diversity and inclusion.  

As with any organizational change initiative, VA’s transformation is dependent upon the commitment and involvement of VA employees, from the top down and from the bottom up. Diversity management ensures that commitment and involvement, by identifying and removing barriers to participation, increasing awareness and acceptance of differing perspectives, and by linking diversity and inclusion to individual and organizational performance. The Diversity and Inclusion Annual Report for Fiscal Year 2010 provides a means of holding ourselves accountable for the commitments we have made to ourselves, to each other, and to our clients and other stakeholders.

       Eric K. Shinseki,Secretary of Veterans Affairs

# Message from the Assistant Secretary for Human Resources and Administration

Employees are the foundation of the Department of Veterans Affairs (VA) and the key to its success, and there is an obvious connection between the quality of VA’s workforce and the quality of VA’s programs and services.  In order to ensure a continuous high level of care and service to Veterans, VA must recruit, develop, and retain the best people possible.  To do so, VA must cultivate a diverse workforce and an inclusive work environment where all employees can contribute to the maximum extent possible to VA’s success.

Part of VA’s transformation into a high-performing 21st century organization involves the transformation of human capital management.  Projected retirements over the next five years will require the Department to undertake significant hiring, creating challenges and opportunities to refresh our overall workforce.  We will accomplish this in accordance with VA’s Diversity and Inclusion Strategic Plan for Fiscal years 2009–2013, which is VA’s framework for creating and sustaining a diverse workforce and an inclusive work environment (and which provides the framework for the Diversity and Inclusion Annual Report).

All of us share the responsibility of making VA an employer of choice, and leaders bear a special responsibility to ensure that employees are empowered to participate fully in the VA mission.  VA’s Diversity Council is specifically charged with identifying the strengths and weaknesses of policies and practices with regard to diversity and inclusion, and with providing a mechanism for VA leaders to make recommendations for improvement.  The Diversity Council also serves as a forum to share best practices, consider new initiatives, monitor progress, leverage resources, and ensure accountability.  Because of the important roles that they play in this regard, Diversity Council members were asked to provide the content for the Diversity and Inclusion Annual Report for Fiscal Year 2010, along with VA’s other stakeholders.

In the pages that follow are details of the current state of the Department with respect to diversity and inclusion, along with descriptions of many programs and initiatives that have been implemented with the intention of increasing awareness and acceptance of diversity, promoting a flexible and inclusive work environment, improving benefits and services to Veterans and their families, increasing stakeholder involvement, and making VA a great place to work.  

John U. Sepúlveda,Assistant Secretary for Human Resources and Administration

# Contents

Executive Summary1

Looking at Our Accomplishments...1

Goal 11

Goal 22

Goal 33

Looking ahead...4

Historical Perspective7

Strategic Alignment11

Organizational Overview15

Office of the Secretary15

Administrations15

The Veterans Health Administration15

The Veterans Benefits Administration15

The National Cemetery Administration16

Assistant Secretaries16

The Assistant Secretary for Management16

The Assistant Secretary for Information and Technology16

The Assistant Secretary for Policy and Planning16

The Assistant Secretary for Operations, Security, and Preparedness17

The Assistant Secretary for Human Resources and Administration17

The Assistant Secretary for Public and Intergovernmental Affairs17

The Assistant Secretary for Congressional and Legislative Affairs18

Staff Offices18

The Office of General Counsel18

The Office of Inspector General18

The Board of Veterans' Appeals18

The Office of Acquisition, Logistics, and Construction19

The Veterans Service Organizations19

The Center for Minority Veterans19

The Center for Women Veterans20

The Center for Faith-Based and Neighborhood Partnerships20

The Office of Small and Disadvantaged Business Utilization20

The Office of Employment Discrimination Complaint Adjudication20

The Office of Survivors Assistance20

The Federal Recovery Coordination Program21

The Non-Government Organization (NGO) Gateway Initiative Office21

FY 2010 Issues and Accomplishments23

Goal 1: A Diverse, Results-Oriented, High-Performing Workforce23

Issues23

Workforce Representation23

People with Disabilities25

Veterans27

Leadership28

Performance Culture29

Organizational Accomplishments31

Office of the Secretary31

Administrations31

The Veterans Health Administration31

The Veterans Benefits Administration33

The National Cemetery Administration34

Assistant Secretaries37

The Office of Human Resources and Administration37

The Office of Diversity and Inclusion37

The Office of Recruitment and Placement Policy Service37

The Office of Congressional and Legislative Affairs37

Staff Offices38

The Office of Acquisition, Logistics, and Construction38

The Office of Inspector General39

The Board of Veterans Appeals40

The Center for Minority Veterans40

Goal 2: A Flexible and Inclusive Work Environment42

Issues42

Telework42

Survey Results43

Accommodation of Individual with Disabilities45

EEO Complaints46

Alternative Dispute Resolution48

Leadership Development51

Promotion52

Attrition53

Organizational Accomplishments55

Office of the Secretary55

Administrations55

The Veterans Health Administration55

The Veterans Benefits Administration55

The National Cemetery Administration57

Assistant Secretaries57

The Office of Human Resources and Administration57

The Office of Diversity and Inclusion57

The Office of Resolution Management58

Staff Offices59

The Office of Inspector General59

The Board of Veterans Appeals59

The Center for Minority Veterans60

The Office of Employee Discrimination Complaint Adjudication60

Goal 3: Outstanding Customer Service and Stakeholder Relations61

Issue61

Customer Satisfaction61

Organizational Accomplishments61

Office of the Secretary61

Administrations62

The Veterans Health Administration62

The Veterans Benefits Administration62

The National Cemetery Administration63

Assistant Secretaries64

The Office of Human Resources and Administration64

The Office of Diversity and Inclusion64

The Office of Congressional and Legislative Affairs65

Staff Offices65

The Center for Minority Veterans65

The Center for Women Veterans65

The Center for Faith-based and Neighborhood Partnerships67

The Office of Small and Disadvantaged Business Utilization69

FY 2011 Planned Initiatives71

Office of the Secretary71

Administrations71

The Veterans Health Administration71

The Veterans Benefits Administration72

The National Cemetery Administration72

Assistant Secretaries72

The Office of Human Resources and Administration72

The Office of Diversity and Inclusion73

The Office of Resolution Management73

The Office of Human Resources Management73

The Office of Congressional and Legislative Affairs74

Staff Offices74

The Center for Women Veterans74

The Office of Small and Disadvantaged Business Utilization77

Appendix79

References79

VA Diversity & Inclusion Strategic Action Plan for FY 2009–201381

VA Diversity Council Charter99

VA Diversity Council Membership Roster108

EEO, Diversity, and No FEAR Policy Statement112

FY 2010 MD-715 EEO Plan Executive Summary120

2010 Federal Equal Opportunity Recruitment Plan/Report136

Glossary147

Image of three people

# Executive Summary

The Department of Veterans Affairs (VA) Diversity and Inclusion Annual Report for Fiscal Year (FY) 2010 presents the many accomplishments, initiatives, and outcomes associated with the VA Diversity and Inclusion Strategic Plan for FY 2009–2013.  VA’s groundbreaking work in the area of diversity and inclusion resulted in the Department’s being cited by the U.S. Equal Employment Opportunity Commission (EEOC) and the U.S. Office of Personnel Management (OPM) as a government-wide leader, and being named among the “Top 5 Federal Agencies” by DiversityInc magazine; the “Best Federal Agency” by Latinos for Hire Magazine; and the “#1 Federal Agency for People with Disabilities” by Careers and the DisAbled Magazine.  The following presents some of the highlights of VA’s achievements in FY 10 in the area of equal employment opportunity (EEO), workforce diversity, and workplace inclusion.

## Looking at Our Accomplishments...

VA made considerable progress and achieved many of its milestones and targets in its second year under the Diversity and Inclusion Strategic Plan.  

Goal 1 of the Plan is to “Create a diverse, results-oriented, high-performing workforce that reflects the communities we serve by identifying and eliminating barriers to equal opportunity.”

Some of VA’s noteworthy accomplishments under this goal include the following:

Experienced an increase in representation of historically underrepresented groups, including Hispanic males and females, and Asian males.

Experienced an increase in representation of individuals with targeted disabilities from 1.43 to 1.51 percent, reversing a decade long decline in this population.

Established 2 percent hiring goal for individuals with targeted disabilities.

Experienced an increase in disabled Veterans representation from 8.50 to 9.02 percent.

Experienced an increase representation of Hispanic men and women, Black women, White women, Asian men and women in SES FY 2006 to 2010.

Continued to lead the Federal government in maintaining a leading Web-based EEO workforce analysis system.

Recognized by the EEOC for having an “outstanding” EEO plan for addressing barriers in accordance with EEOC Management Directive 715.

Initiated an Adverse Impact Analysis Pilot to identify potential barriers to EEO in SES recruitment processes.

Developed and promulgated a “Recruitment & Selection Best Practices Guide” VA-wide.

Developed a Hispanic Employment Outreach Plan.

Developed a VHA Workforce Succession Strategic Plan with diversity infused throughout the plan.

Established a new centralized Diversity Internship Fund supporting a record-breaking number of 164 diverse internships, and hired 40 percent of interns who were employment ready.

Goal 2 of the Diversity and Inclusion Strategic Plan states: “Cultivate a flexible and inclusive work environment that enables full participation through strategic outreach and retention.”  

The following highlights some of the agency’s achievements and initiatives in this area:

Implemented updated Reasonable Accommodation Procedures to support the recruitment and retention of people with disabilities.  

Established a centralized reasonable accommodations fund through VA’s new Human Capital Investment Plan, to support people with disabilities; funded over 90 accommodations in the first year.

Acquired centralized Reasonable Accommodations Tracking System through Human Capital Investment Plan (HCIP) to ensure timely and legally compliant processing of accommodation requests.

Decreased per capita rate of formal EEO complaints from 0.76 to 0.72.

Increased Alternative Dispute Resolution participation and resolution rates in and outside of the EEO process.

Met strategic target of six Technical Assistance Reviews in the field.

Met strategic target of consulting on six Special Emphasis observance events;

Exceeded target of participating in six national diversity outreach events.

Updated Diversity and Inclusion briefing at New Employee Orientation and leadership development program orientations.

Goal 3 of the Diversity and Inclusion Strategic Plan is to “Facilitate outstanding customer service and stakeholder relations by promoting cultural competency, accountability, education, and communication.” 

In FY 2010, significant accomplishments included the following:

Published VA’s Open Government Plan, detailing specific actions VA will take to become more transparent, increase public participation, and be more collaborative in fulfilling VA’s core missions.

Created the VA Innovation Initiative to tap expertise inside and outside government in order to solve VA’s most important challenges.

Leveraged Web 2.0 technologies (including Facebook, Twitter, YouTube, Flickr, and blogs) to reach out to Veterans, family members, employees, and other stakeholders.

Published a new VA Strategic Plan, identifying 13 major initiatives that will serve as a platform for transforming VA into a 21st century organization, including the Human Capital Investment Plan.

Launched a multi-year initiative called Veterans Relationship Management to improve Veterans’ access to health care and benefits information.

Launched a comprehensive study of women Veterans who served in the military during the Vietnam War, to explore the effects of their military service upon their mental and physical health.

Launched the “Veterans Health IT Innovation Initiative,” an employee-based Health Information Technology competition to spur VA’s transformation into a 21st Century organization that is Veteran-centric, results-oriented, and forward-looking.

Invited employees, private sector companies, entrepreneurs, and academic leaders to contribute their best ideas and solutions to increase Veterans’ access to VA services, improve the quality of services delivered, enhance the performance of VA operations, and reduce or control the costs of delivering the services received by Veterans and their families.

Offered outreach services to approximately 62,000 homeless Veterans.

Issued an expanded EEO, Diversity, No FEAR Policy Statement signed by the VA Secretary, adding sexual orientation and genetic information protections.

Implemented a mandatory EEO, diversity, and inclusion critical performance element in all SES and supervisory performance plans linked to the Diversity and Inclusion Strategic Plan.

Provided 8-hour face-to-face training to over 95 percent of SES and Title 38 equivalent leaders in mandatory EEO, Diversity, and Conflict Management.

Implemented VA’s first mandatory online training entitled “EEO, Diversity, and Conflict Management Training for Managers and Supervisors” including reasonable accommodation.

Created new online mandatory EEO, Workplace Harassment, and No FEAR Training for all employees.

Expanded corporate VA-wide diversity and inclusion training portfolio and consultation program.

Infused diversity into the criteria and curricula of all VA leadership development programs.

Conducted four quarterly VA Diversity Council meetings.

Implemented Secretary’s 1st Diversity and Inclusion Excellence Awards Program.

Issued six bimonthly newsletters (Diversity@Work); distributed 52 weekly diversity-focused news summaries (NewsLink); produced 12 monthly video broadcasts (Diversity News); and delivered formal presentations at 12 major internal leadership and external stakeholder conferences.

## Looking ahead...

In FY 2011 and beyond, VA will focus on building upon current initiatives and adding new strategies in furtherance of its goal of “fostering a diverse workforce and an inclusive work environment.”  The following includes a sampling of these forward-thinking initiatives:

Design a Diversity and Inclusion Index as a standardized metric to assess progress on workforce diversity and organizational inclusion.

Implement an applicant flow system in USAStaffing to identify barriers to EEO in all recruitment and selection processes.

Develop and implement a Plan for Employment and Retention of Individuals with Disabilities; track progress on a quarterly basis.

Develop centralized Workforce Recruitment Program Fund to support hiring of interns with disabilities.  

Implement a training evaluation instrument and program metrics to assess the short- and long-term impacts of training and reasonable accommodation initiatives on VA culture.

Designate local reasonable accommodations coordinators and selective placement coordinators in all field facilities.

Expand marketing and use of the centralized VA reasonable accommodation fund.

Expand marketing and use of the centralized VA diversity internship program fund.

Develop and implement training on multi-generational diversity, reasonable accommodation, and Schedule A Hiring Authority.

Develop and implement training evaluation instrument to assess impact of EEO/diversity training.  

Develop a diversity-focused career pathways program framework to support upward mobility of entry level employees and bridge career gaps.

Expand the diversity and inclusion training portfolio and deploy customized diversity, multi-generational, and reasonable accommodation training.

Deploy mandatory EEO, Workplace Harassment, and No FEAR training for all employees.

Picture of the Civil Rights Act of 1964

# Historical Perspective

Since the Emancipation Proclamation in 1863, the quest for social justice has been both conflicted and transformative. In the public sector, EEO had its statutory roots in the Civil Rights Act (CRA) of 1964, the landmark legislation of the Great Society.  In 1969, President Nixon issued Executive Order 11478, which banned discrimination based on race, color, religion, sex, national origin, handicap, or age, and required Federal agencies to establish affirmative employment programs to foster EEO for minorities and women.  That order led to the Equal Employment Opportunity Act of 1972, which amended the CRA to extend coverage of the act to Federal employees.

The EEOC has had advisory authority for these affirmative employment functions in the Federal sector since 1978, including the responsibility to review and approve annual Federal agency equal opportunity plans.  EEOC implemented the Federal affirmative employment program requirements through a series of management directives requiring agencies to determine underrepresentation of minorities and women in various employment categories, and to submit plans for addressing such underrepresentation.

Since that time, the field of EEO and affirmative action has changed dramatically.  In the 1980s, the concept of EEO expanded into “respecting differences” and eventually was transformed by the groundbreaking work of Dr. R. Roosevelt Thomas, who introduced the concept of “diversity management” in his book Beyond Race and Gender; Unleashing the Power of Your Work Force by Managing Diversity.  Born largely in the private sector, the field of diversity management emerged from economic necessity and an increasingly compelling business case for diversity.

In 2003, the EEOC published Management Directive 715 to succeed and supplant previous directives on affirmative employment.  The new directive required all Federal agencies to perform annual self-assessments against six “essential elements” to create a “model EEO program” and to perform extensive demographic analyses of their workforces to identify disparities and develop plans to eliminate identified barriers to equal opportunity.

Over time, the concept of EEO moved from a reactive, exclusively legalistic model to a more proactive, business-driven paradigm.  The millennium also ushered in a new framework for diversity.  The focus was now shifting from diversity to inclusion, a rapidly emerging trend also born in the private sector.  This sea change occurred quietly as companies found themselves vigorously competing for diverse workforce talent in a globalized economy.  They soon realized that it was not enough to simply recruit a diverse workforce, but they must also retain and leverage that diverse workforce to advance the mission.  Organizations began looking internally at the organizational culture and the institutional processes that impacted employees’ ability to fully participate and contribute to the goals of the organization.  This required examining systemic barriers in all aspects of the organization—including cultural norms, business practices, communications, leadership development, training and education, management accountability, and work life.  Organizational inclusion became the means to actualize the enormous potential of workforce diversity.  The concept of inclusion galvanized the field of diversity management by stressing inclusion of all employees, not just legally-protected classes.

In VA, the EEO and affirmative employment functions operated in a decentralized structure until 1997.  In 1997, Congress mandated that VA’s EEO complaints management function be centralized at headquarters.  Affirmative employment operations continued to be decentralized to the field facilities, while EEO policy and planning functions remained at headquarters.  In 2001, VA asked the National Academy of Public Administration to review the Department’s diversity and EEO policies, organizational structure, and staffing.  The purpose of the review was to recommend improvements to VA’s diversity program that would contribute to the attraction and retention of a high-quality workforce, to the support of the Department’s strategic mission, and to the delivery of outstanding and cost-effective services to VA’s internal and external customers.  The Academy made more than a dozen recommendations for improvement, including the recommendation that VA’s diversity management strategy concentrate on three paramount goals:  a harmonious and productive work environment, a diverse workforce, and outstanding service to all Veterans.

In 2008, OPM issued regulations to implement certain provisions of the Chief Human Capital Officers Act of 2002, which set forth new responsibilities and requirements related to improving the strategic management of the Federal workforce.  Federal agencies are now required to maintain a current strategic human capital plan based on the Human Capital Assessment and Accountability Framework (HCAAF), and provide to OPM an annual human capital management report.  The HCAAF establishes and defines five human capital systems:  strategic alignment, leadership and knowledge management, results-oriented performance culture, talent management, and accountability.  The HCAAF includes requirements for addressing workforce diversity and organizational inclusion.

Also in 2008, the Deputy Assistant Secretary for the Office of Diversity Management and EEO led the development of VA’s first Diversity and Inclusion Strategic Plan.  To comport with this new direction, the Office of Diversity Management and EEO was restructured and renamed the Office of Diversity and Inclusion (ODI), to reflect the emerging need to complement the focus on workforce diversity with a focus on organizational inclusion (that is, leveraging diversity). Through this focus on both diversity and inclusion, VA can create the facilitating conditions to enable all employees to contribute their fullest to VA’s mission of providing optimum service to Veterans and their families.

In 2009, VA issued the Diversity and Inclusion Strategic Plan for FY 2009–2013.  As recommended by the National Academy of Public Administration, the plan focuses on three primary goals:  a diverse, results-oriented, high-performing workforce; a flexible and inclusive work environment; and outstanding customer service and stakeholder relations.  VA’s annual report on diversity and inclusion chronicles the Department’s progress toward meeting those three goals.

Image of Abraham Lincoln

# Strategic Alignment

The mission of the Department of Veterans Affairs (VA) is to fulfill President Abraham Lincoln’s promise “to care for him who shall have borne the battle, and for his widow, and his orphan.”  President Barack Obama has charged VA Secretary Eric K. Shinseki with transforming VA into a 21st century organization—one that adapts to new realities, leverages new technologies, and serves a changing population of Veterans with renewed commitment.

The Department of Veterans Affairs Strategic Plan Refresh 2011–2015 is the cornerstone of VA’s transformation effort.  That plan identifies four strategic goals, with three integrated objectives, 14 integrated strategies, 16 major initiatives, and 20 supporting initiatives.  

The four strategic goals represent the top priorities of the Department:

1. Improve the quality and accessibility of health care, benefits, and memorial services while optimizing value.

2. Increase Veteran client satisfaction with health, education, training, counseling, financial, and burial benefits and services.

3. Raise readiness to provide services and protect people and assets continuously and in time of crisis.

4. Improve internal customer satisfaction with management systems and support services to achieve mission performance and make VA an employer of choice by investing in human capital.

The three integrated objectives provide a common set of premises upon which operational strategies and initiatives are based:

1. Make it easier for Veterans and their families to receive the right benefits, meeting their expectations for quality, timeliness, and responsiveness.

2. Educate and empower Veterans and their families through proactive outreach and effective advocacy.

3. Build our internal capacity to serve Veterans, their families, our employees, and other stakeholders efficiently and effectively.

Among the integrated strategies for achieving objective 3 is this: “Recruit, hire, train, develop, deploy, and retain a diverse VA workforce to meet current and future needs and challenges.”

The Department of Veterans Affairs Strategic Human Capital Plan FY 2010–2020 is dedicated to identifying the right people, in the right jobs, with the right skills, at the right time by aligning their talents with the Department’s mission-critical requirements.  The human capital plan identifies five broad objectives:

1. Institutional knowledge is captured and shared throughout VA.

2. VA leaders at all levels are inspiring and effective.

3. Workforce and succession management results meet the agency mission to care for Veterans today and into the future.

4. Employees are engaged and satisfied.

5. Individual performance is aligned with organizational results.

The Department of Veterans Affairs Diversity and Inclusion Strategic Plan for FY 2009–2013 was developed with this underlying mission in mind: “to foster a diverse workforce and inclusive work environment that ensures equal opportunity through national policy development, workforce analysis, outreach, retention, and education, to best serve our Nation’s Veterans.”  The strategic plan for diversity and inclusion is designed to achieve three over-arching goals:

1. Create a diverse, results-oriented, high-performing workforce that reflects the communities we serve by identifying and eliminating barriers to equal opportunity.

2. Cultivate a flexible and inclusive work environment that enables full participation through outreach and retention.

3. Facilitate outstanding customer service and stakeholder relations by promoting cultural competency, accountability, education, and communication.

The vision described in the diversity and inclusion strategic plan is that the Department become a leader in creating and sustaining a high-performing workforce by leveraging diversity and empowering all employees to achieve superior results in service to our Veterans.

The values identified in the diversity and inclusion strategic plan include respect, trust, and responsiveness to promote a culture of performance excellence.  In service to our Nation’s Veterans, we are committed to pursuing the Department’s mission and fully utilizing the creativity, energy, and diversity of our workforce.

Image of buildings

# Organizational Overview

Responsibility for creating a great place to work rests with *all* VA employees at *all* levels of the organization.

## Office of the Secretary

The Secretary of Veterans Affairs has the responsibility of demonstrating commitment to equality of opportunity and access to programs for all employees and applicants for employment, and communicating this commitment throughout the Department, as detailed in VA Directive 5975 “Diversity Management and Equal Employment Opportunity.” The Secretary is also responsible for making diversity and EEO an integral part of VA’s strategic mission; issuing to all VA employees an annual policy statement prohibiting discrimination and affirming the value of diversity and EEO; ensuring the enforcement of EEO and diversity program requirements; annually certifying that VA is in full compliance with Federal laws, regulations, and Executive orders; and ensuring that final judgments from the Equal Employment Opportunity Commission (and other adjudicatory bodies) are tracked and fully implemented.

## Administrations

The Veterans Health Administration (VHA) provides hospital, nursing home, and domiciliary care, and outpatient medical and dental care to eligible Veterans of military service in the Armed Forces.  It conducts both individual medical and health-care delivery research projects and multi-hospital research programs, and it assists in the education of physicians and dentists and with training of many other health care professionals through affiliations with educational institutions and organizations.  The VHA EEO/Affirmative Employment Team assists in creating and maintaining a work environment based on the principles of EEO.  In FY 2010, VHA established a dedicated Office of Diversity and Inclusion to work collaboratively with the EEO-Affirmative Employment Office.

The Veterans Benefits Administration (VBA) provides information, advice, and assistance to Veterans, their dependents, beneficiaries, representatives, and others applying for VA benefits.  It also cooperates with the Department of Labor and other federal, state, and local agencies in developing employment opportunities for Veterans and referral for assistance in resolving socioeconomic, housing, and other related problems. The VBA Office of Diversity Management and Equal Employment Opportunity assists VBA’s leaders, managers, and employees in creating and maintaining a workplace environment that promotes the fair and equitable treatment of employees and customers.

The National Cemetery Administration (NCA) is responsible for the management and oversight of more than 131 national cemeteries in the United States and Puerto Rico, as well as 33 soldiers’ lots, Confederate cemeteries, and other monument sites.  Burial in a national cemetery is available to eligible Veterans and their eligible spouses and dependent children.  At no cost to the family, a national cemetery burial includes the gravesite, grave liner, opening and closing of the grave, headstone or marker, and perpetual care as part of a national shrine.  If a Veteran is buried in a private cemetery anywhere in the world, NCA will provide a headstone or marker.  NCA’s State Cemetery Grants Program provides funds to State and tribal governments to establish, expand, or improve State-operated Veterans’ cemeteries.  NCA issues Presidential Memorial Certificates to recognize the service of honorably discharged Servicemembers or Veterans.  The NCA Equal Employment Office develops and monitors EEO policies and regulations that ensure each employee is afforded the opportunity to excel to their highest potential.

## Assistant Secretaries

The Assistant Secretary for Management serves as the Department’s Chief Budget Officer, Chief Financial Officer, and Senior Real Property Officer.  The Assistant Secretary is responsible for financial management, budget administration, resources planning, and monitoring the development and implementation of VA’s performance measures.  The Assistant Secretary serves as the Department’s principal advisor for budget, fiscal, capital, and green program management (energy, environment, transportation/fleet, and sustainability) policy, and supports the VA governance bodies with regard to capital asset portfolio management and implementing the strategic capital asset planning process.  

The Assistant Secretary for Information and Technology serves as the Chief Information Officer (CIO) for the Department. As the CIO, the Assistant Secretary is the principal advisor to the Secretary on matters relating to information and technology management in the Department as delineated in Public Law No. 104-106, the Clinger-Cohen Act; the Paperwork Reduction Act, Chapter 35 of Title 44 United States Code; and any other associated legislative or regulatory media.  

The Assistant Secretary for Policy and Planning is responsible for the Secretary’s policy analysis and planning processes and their integration into the Department’s Strategic Management Process.  The Assistant Secretary’s functions entail responsibility for performing Department-level policy analyses and development, program evaluations, strategic planning, quality improvement, actuarial studies and assessments, Veterans’ demographics, VA/Department of Defense (DoD) coordination services, and statistical analyses.  The Assistant Secretary is responsible for the Nation’s official estimates and projections of the Veteran population and the National Survey of Veterans, Active Duty Servicemembers, Activated National Guard and Reserve Members, Family Members, and Survivors.  

The Assistant Secretary for Operations, Security, and Preparedness is the principal advisor to the Secretary and Deputy Secretary on VA’s capability and readiness to continue services to Veterans and their families, respond to contingency support missions to the DoD and other Federal agencies engaged in emergency response activities and respond effectively during national emergencies.  

The Assistant Secretary for Human Resources and Administration (AS/HRA) is responsible for providing VA-wide responsibilities to such programs as human resources management, diversity and inclusion, discrimination complaint resolution, labor-management relations, VA’s Learning University, corporate senior executive management, and general administrative support (primarily services to VACO).  The Assistant Secretary serves as the Department’s Designated Agency Safety and Health Official and is responsible for administering the Occupational Safety and Health and Workers’ Compensation programs.  The Assistant Secretary also serves as the Department’s Chief Human Capital Officer and EEO Director, advising and assisting the Secretary in carrying out VA’s responsibilities for selecting, developing, training, and managing a high quality workforce in accordance with merit systems principles and EEO laws and regulations.  Under the auspices of the AS/HRA, the Office of Diversity and Inclusion (ODI) is responsible for leading the effort to foster a diverse workforce and inclusive work environment through policy development, workforce analysis, outreach, retention, and education strategies. The Office of Resolution Management (ORM) is responsible for managing the EEO complaint and alternative dispute resolution (ADR) programs in VA.

The Assistant Secretary for Public and Intergovernmental Affairs develops, maintains, and communicates the Department’s message through media relations and public, intergovernmental, and Veteran engagement to empower Veterans and their families.  The Assistant Secretary oversees the Department’s communications with Veterans, the general public, VA employees, and the news media.  The Office of the Assistant Secretary for Public and Intergovernmental Affairs works to build confidence in the VA and its readiness to serve America’s Veterans of all generations. 

The Assistant Secretary for Congressional and Legislative Affairs (OCLA) is the principal point of contact between VA and Congress.  OCLA is responsible for advising the Secretary and senior VA leaders on developing and maintaining VA’s relationships with Members of Congress and congressional committees on all congressional issues involving VA policies and programs. OCLA manages congressional hearings, briefings, and site visits, and ensures Congress receives pertinent and timely information about VA programs and policies and items of congressional interest.  In addition, OCLA provides support and assistance with respect to specific legislative issues and develops and manages the Department’s annual legislative program.

## Staff Offices

The Office of General Counsel (OGC) provides legal advice and services to the Secretary and all organizational components of the Department.  The General Counsel is, by statute, the Department’s chief legal officer.  OGC interprets all laws, regulations, executive orders, and judicial precedents pertaining to the Department and advises Department officials.  It also serves as the final legal authority in issuing departmental regulations that have the force of law.  OGC represents the Secretary in various administrative forums and works in close cooperation with the Department of Justice in defending legal actions brought against VA, as well as prosecuting affirmative claims, throughout the country.  Further, OGC directly represents the Secretary in all cases litigated before the U.S. Court of Appeals for Veterans Claims.  Working in close cooperation with Department officials, OGC prepares for the Secretary’s approval draft bills and legislative testimony for presentation to Congress.  Among its various other responsibilities, OGC manages the Department’s ethics program.

The Office of Inspector General (OIG) conducts audits, investigations, and inspections of VA programs, operations, and other activities carried out or financed by VA; to recommend policies that promote economy, efficiency, and effectiveness; and to prevent and detect criminal activity, waste, abuse, and mismanagement in VA.  OIG is dedicated to helping VA ensure that Veterans and their families receive the care, support, and recognition they have earned through service to their country.  OIG strives to help VA achieve its vision of becoming the best-managed service delivery organization in Government.  OIG continues to be responsive to the needs of its customers by working with the VA management team to identify and address issues that are important to them and the Veterans served.

The Board of Veterans' Appeals (BVA) is responsible for entering the final appellate decisions in claims of entitlement to Veterans’ benefits and for deciding certain matters concerning fees charged by attorneys and agents for representation of Veterans before VA and requests for revision of prior BVA decisions on the basis of clear and unmistakable error.  Final Board decisions are appealable to the U.S. Court of Appeals for Veterans Claims.

The Office of Acquisition, Logistics, and Construction (OALC) has two fundamental roles. First, OALC has an operational role to provide acquisition, logistics, construction, and leasing support to the Department’s administrations and staff offices.  Second, OALC has responsibility for program oversight and policy development of Department-wide acquisition, logistics and construction efforts.  OALC provides direct operational support to the Department’s administration offices through its two major organizational components: the Office of Acquisition and Logistics and the Office of Construction and Facilities Management.  Each of these offices has staff in Washington, DC, as well as field sites across the Nation.

The Veterans Service Organizations (VSO) Liaison is the VA Secretary’s primary advisor on matters affecting VSOs and is responsible for the Department’s day-to-day liaison with those organizations.  Liaison responsibilities include communicating regularly with VSO officials to ensure VA’s responsiveness to the needs of the organizations and their members; attending the VSO Midwinter conferences and national conventions; and communicating with Veterans concerning issues they feel strongly about, including health care.  The incumbent attends all National Commanders’ testimony on Veteran’s issues to the House and Senate Veterans Affairs Committees.  Other responsibilities include articulating the Department’s point of view on issues affecting America’s Veterans; maintaining and publishing lists of VSOs and their representatives for use by VA and the public; advising the Secretary and Deputy Secretary of VSO policy statements or specific positions on Veterans’ issues; and assisting VSOs in their dealings with other Federal agencies.

The Center for Minority Veterans (CMV) promotes, evaluates, and assesses minority Veterans’ use of VA programs and recommends solutions to better serve minority Veterans. Serving as a principal advisor to the VA Secretary, the CMV is charged with identifying barriers to service and health care access as well as increasing local awareness of minority Veteran-related issues by developing strategies for improving minority participation is existing VA benefits programs.  Specifically, these Veterans include the following Veteran minority groups: African American, Hispanic, Asian American, Pacific Islander, and Native American, including American Indian, Alaska Native, and Native Hawaiian. Cultural, economic, and ethnic differences may hinder access to VA services by Veterans minority groups. Outreach activities, surveys, site visits, and direct contact with Veterans are some of the channels through which the CMV gathers information to identify opportunities for improvement.

The Center for Women Veterans (CWV) monitors and coordinates VA’s administration of health care and benefits, services and programs for women Veterans.  The Center serves as an advocate for a cultural transformation (both within VA and in the general public) in recognizing the service and contributions of women Veterans and women in the military, and the responsibility to treat women Veterans with dignity and respect. The Director, Center for Women Veterans, serves as the primary advisor to the Secretary on all matters related to policies, legislation, programs, issues, and initiatives affecting women Veterans.

The Center for Faith-Based and Neighborhood Partnerships (CFBNP) develops partnerships with and provides relevant information to faith-based and secular organizations in order to expand their participation in VA programs and better serve the needs of Veterans, their families, and survivors.  Through outreach efforts, CFBNP provides opportunities for VA’s external partners to expand their understanding of and participation in VA programs.

The Office of Small and Disadvantaged Business Utilization (OSDBU) consists of the Office of Small Business Programs and the Center for Veterans Enterprise.  The OSDBU executive director serves as the Department’s advocate for the participation of service-disabled Veteran-owned small businesses, Veteran-owned small businesses, small business concerns, small disadvantaged businesses, women-owned small businesses, and Historically Underutilized Businesses in VA contracts and subcontracts.  This office plans, implements, and coordinates Department programs for small businesses and works closely with VA program offices and contracting activities to ensure maximum practical opportunity for small businesses in the Department’s procurements.

The Office of Employment Discrimination Complaint Adjudication (OEDCA) issues final agency decisions and orders on the merits of EEO complaints and on any relief that may be available, and reports cases involving a finding of intentional discrimination or retaliation against employees to the VA Secretary or Deputy Secretary.  Complainants who are dissatisfied with a final agency decision or order may either appeal to the EEOC (or in some cases the Merit Systems Protection Board) or file a civil action in an appropriate United States District Court.

The Office of Survivors Assistance oversees VA programs for survivors and dependents of survivors.  The Office ensures that the surviving spouses, children, and parents of deceased Veterans have access to applicable benefits and services under the law and will advocate for their special needs in the policy and programmatic decision of the Department.  The Office serves as a primary advisor to the Secretary of Veterans Affairs on all matters related to the policies, programs, outreach, legislative issues and other initiatives affecting survivors and dependents of survivors.  The Office also serves as the Department’s liaison for inter- and intra-agency cooperation on survivor issues.

The Federal Recovery Coordination Program (FRCP) was created in response to a recommendation made in 2007 by the President’s Commission on Care for America’s Returning Wounded Warriors.  FRCP is a joint VA and Department of Defense (DoD) program designed to coordinate access to federal, state, and local programs, benefits, and services for severely wounded, ill, or injured Servicemembers, Veterans, and their families through recovery, rehabilitation, and reintegration into the community.  Federal Recovery Coordinators (FRCs) help clients in accessing the services and benefits available to them and navigating through the DoD and VA systems.  FRCs develop a customized Federal Individual Recovery Plan for each client.

The Non-Government Organization (NGO) Gateway Initiative Office assists NGOs in planning, improving, and carrying out their programs on behalf of Veterans, their families, and their survivors.  Under the NGO Gateway Initiative, the Veterans Coalition Inc., a non-profit organization formed by several major national Veterans groups, assist NGOs in identifying the unmet needs of Veterans, their families, and their survivors, working with VA to help minimize duplication of effort and confusion among NGOs with programs for Veterans.  In addition, the program encourages continuous feedback from NGOs on issues such as physical and mental health, employment and satisfaction with government services and benefits affecting Veterans.

Image of three people.

# FY 2010 Issues and Accomplishments

## Goal 1: A Diverse, Results-Oriented, High-Performing Workforce

# Issues

#### Workforce Representation

Federal agencies are required to maintain a current strategic human capital plan and produce an annual human capital management report.  (See 5 CFR 250, subpart B.)  Those plans and reports must address, among other things, a system that promotes a diverse, results-oriented, high-performing workforce.  Although VA defines diversity in the broadest possible sense, our primary measure of diversity involves comparing the demographic characteristics of VA’s workforce with those of the relevant civilian labor force (RCLF)[footnoteRef:1].  The following graph provides a comparison of VA’s workforce with the RCLF and the overall civilian labor force (CLF)[footnoteRef:2] at the end of fiscal year 2009 and 2010. [1:  RCLF reflects all people in America employed in or actively seeking employment in a specific occupation—the occupations representative of the VA workforce.  The RCLF compares the applicants seeking specific VA occupations such as Doctors, Nurses, Human Resources, etc.]  [2:  CLF consists of all people, 16 years of age or over, excluding those in Armed Forces, who are employed or seeking employment.  The CLF contains all occupations and is an accurate comparative basis for Federal Government-wide comparison, the largest employer in the U.S. with all occupations represented.] 

 (Data Source: VSSC Human Resources UREP Report retrieved on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.  CLF data as of 2000 from Census Bureau.)

Compared to the RCLF, VA had significantly fewer White women.  In addition, compared to the RCLF, VA had slightly fewer Hispanic women and slightly more Asian women.  Since FY 2009, the proportion of White women in the workforce remained largely the same while the proportions of Hispanic men and women increased slightly.

Comparing the demographic characteristics of RCLF with the demographic characteristics of employees hired in FY 2010, we can see that the representation of White women and Hispanic men and women was less than would be expected:

 (Data Source: VSSC Human Resources Nature of Action Breakout Report (Hires) retrieved on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.  CLF data as of 2000 from Census Bureau.)

Since 2006, the representation of virtually all demographic groups has generally increased along with the total workforce, as has the proportional representation of several historically underrepresented groups. The change in the demographic composition of the workforce over the past six years is provided in the figure below.

 (Data Source: VSSC HR Employee cube retrieved in ProClarity on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.  Native Hawaiian/Pacific Islander data separation occurred in 2009.)

#### People with Disabilities

Another measure of diversity is the percentage of the workforce who report having a disability. At the end of FY 2010, approximately 10 percent of VA permanent and temporary employees reported having a disability, and 1.51 percent reported having a targeted disability (see categories in the table on the following page, as established by the Equal Employment Opportunity Commission).  In FY 2010, the percentage of employees with targeted disabilities in the VA workforce increased for the first time in a decade. While still short of VA’s goal of 2 percent, the increase is testament to the effectiveness of VA’s targeted hiring and retention strategies for this historically underrepresented population.

**(Data Source: VSSC HR Employee cube retrieved in ProClarity on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)**

Since 2006, the proportion of employees with reportable disabilities (the sum total of targeted and non-targeted disabilities) in VA has increased as has the percentage of employees with targeted disabilities.

 (Data Source: VSSC HR Employee cube retrieved in ProClarity on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

#### Veterans

On November 9, 2009, President Obama signed an executive order launching the Government-wide Veterans Employment Initiative, designed to increase the number of Veterans in the Federal workforce. The initiative stresses the importance of recruiting and training Veterans and helping them adjust to Government service as civilians. 

At the end of FY 2010, nearly 30 percent of VA employees were Veterans, still shy of VA’s goal of 33 percent. VA ranks second only to the Department of Defense in Veteran representation.

 (Data Source: VSSC Human Resources Veteran Change Report retrieved on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

#### Leadership

Empirical studies have shown that workforce diversity is a key component for high performance. Accordingly, in order to have a high performing organization in an increasingly globalized society, diversity in leadership is essential.  Therefore, in addition to looking at overall diversity, we also look at diversity at the senior leadership levels to ensure there are no “glass ceilings” or other barriers to equal opportunity.

The Senior Executive Service (SES) is the government’s cadre of senior leadership.  Since 2006, diversity has increased in the SES. The following graph provides perspective on diversity in VA’s SES and leadership pipeline.

Similar to SES, diversity has increased in the leadership pipeline (grades 13 through 15) since 2006.  The following table provides perspectives on diversity in VA’s leadership pipeline (employees in GS/GM grades 13, 14, and 15).  

 (Data Source: VSSC HR Employee cube retrieved in ProClarity retrieved on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.  Native Hawaiian/Pacific Islander data separation occurred in 2009.)	

#### Performance Culture

Having a diverse workforce is not enough to ensure optimum individual and organizational performance.  For that reason, the first goal of VA’s Strategic Plan for Diversity and Inclusion aims for a “diverse, results-oriented, high-performing workforce,” the key to which—as identified in the Human Capital Assessment and Accountability Framework (HCAAF)—is a performance management system that differentiates between high and low levels of performance and links individual/team/unit performance to organizational goals and desired results effectively.

As described in the HCAAF, a results-oriented performance culture system consists of the following critical success factors that work together to create a diverse, results-oriented, high performance workforce:

Communication.  The agency has a process for sharing information and ideas about the organization with all employees.  This vital process includes eliciting employee feedback and involvement so that all employees play an appropriate role in planning and executing the mission.

Performance Appraisal.  The agency has a process under which performance is reviewed and evaluated.

Awards.  The organization takes actions to recognize and reward individual or team achievement that contributes to meeting organizational goals or improving the efficiency, effectiveness, and economy of the Government.  Such awards include, but are not limited to: employee incentives which are based on predetermined criteria, rating-based awards, or awards based on a special act or service.

Pay for Performance.  The agency uses pay-for-performance systems, where authorized by law and regulation, to link salary levels and adjustments to an individual’s overall performance and contribution to the agency’s mission. Employees receive base salary adjustments within their assigned bands.

Diversity Management.  The agency maintains an environment characterized by inclusiveness of individual differences and responsiveness to the needs of diverse groups of employees.

Labor/Management Relations.  The organization promotes cooperation among employees, unions, and managers.  This cooperation enhances effectiveness and efficiency, cuts down the number of employee-related disputes, and improves working conditions, all of which contribute to improved performance and results.

To measure the extent to which VA meets that standard, we examine items in the Federal Employee Viewpoint Survey (formerly the Federal Human Capital Survey) which address an organization’s performance culture.  

Items with increased favorable response from 2006 include:

I know how my work relates to the agency’s goals and priorities.

I am held accountable for achieving results.

Awards in my work unit depend on how well employees perform their jobs.

In my work unit, differences in performance are recognized in a meaningful way.

Pay raises depend on how well employees perform their jobs.

Items with decreased favorable response from 2006 include:

In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.

Promotions in my work unit are based on merit.  

# Organizational Accomplishments

#### Office of the Secretary

In accordance with the President’s Executive Order on the employment of Veterans in the Federal government, the Secretary co-chaired the Interagency Council on Veterans employment.  The mission and functions of the council are (i) to advise and assist the President and the Director of OPM in establishing a coordinated Government-wide effort to increase the number of Veterans employed by the Federal Government by enhancing recruitment and training; (ii) to serve as a national forum for promoting Veterans’ employment opportunities in the executive branch; and (iii) to establish performance measures to assess the effectiveness of, and submit an annual report to the President on the status of the Veterans Employment Initiative..

#### Administrations

The Veterans Health Administration (VHA) workforce is 39 percent minority and 61 percent female.  VHA established a dedicated Office of Diversity and Inclusion to work collaboratively with the EEO-Affirmative Employment Office.  VHA’s commitment to VA’s diversity and inclusion goals was evident in the performance contracts of the administration’s executives.  The contracts with VHA field and central office executives focused on cultural competency in patient care and with the workforce, recruitment and retention, and mentor certification.  In FY 2010, VHA set a 1.75 percent hiring goal for people with targeted disabilities. (This goal has been increased to 2 percent for FY 2011.) 

Performance measures for field executives focused on identifying and eliminating employment barriers, especially in areas of under-representation and the leadership pipeline.  As a result, a particular focus was placed on recruitment through collaborative efforts with colleges, universities, professional and civic organizations, and the use of internship programs.  VHA has developed a national database for interns that registers profiles of interns and provides a centralized database which serves as a potential applicant pool.  Over 1000 profiles are registered in the database.  

 (Data Source: VSSC UREP Report retrieved on January 11, 2011.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

To assure diversity at all levels in the organization, VHA sponsors several leadership development programs; Facility LEAD, VISN LEAD, and the executive level leadership program.  As part of a comprehensive program evaluation, automated diversity reports were developed and released to the various program managers. Comparisons of selectees to the eligible applicant pool indicate Black males and females are well represented in the programs. However, other minorities are under-represented.  As a part of VHA’s national succession process, VISN and facility programs are intervening to evaluate barriers and assure adequate marketing of programs to diverse groups.

The Veterans Benefits Administration (VBA) onboard workforce is depicted below.

 (Data Source: VSSC UREP Report retrieved on January 11, 2011.  Includes permanent and temporary employees in full-time, part-time, intermittent, pay status.)

In FY 2010, all of the groups represented within the VBA workforce by race, national origin, and gender are above their respective level in the RCLF, with the exception of White females, Hispanic females, and Asian females.  White females represent 29.73 percent of VBA’s workforce and the RCLF is 46.7 percent in FY 2010.  These numbers reflect a slight decrease from FY 2009 when White females represented 30.51 percent of VBA’s workforce and their RCLF was 46.66 percent.  Even though White females continue to be significantly below the RCLF, they consistently maintain being the second largest group within VBA’s workforce and significantly represented in the leadership pipeline.  There is a slight underrepresentation of Hispanic females, and Asian females at VBA.  However, underrepresentation for both of these groups has declined.  

Hispanic females represented 2.50 percent of VBA’s workforce and the RCLF was 4.48 percent in FY 2009.  Hispanic females in FY 2010 represent 2.72 percent and the RCLF is 4.44 percent. In FY 2009, Asian females represented 1.25 percent of VBA’s workforce, and the RCLF was 2.06 percent.  Asian females in FY 2010 represent 1.26 percent of VBA’s workforce and the RCLF remains 2.06 percent.  

VBA Sponsored and participated in numerous job fairs to obtain qualified applicants from diverse backgrounds including Veterans and persons with disabilities.  For example, the Milwaukee Regional Office participated in the military job fairs conducted at Loyola University, DePaul University, and Northern Illinois University.  The Providence Regional Office hosted two career fairs during the Spring and Summer of FY 2010. The WACO Regional Office participated in the National Multicultural Job Exposition at Texas State University and Baylor University Job Fair.

VBA continued to cultivate and develop the next generation leaders in the workplace through the Summer Internship Program.  VBA increased the number of interns sponsored in FY 2010 as compared to FY 2009.  In FY 2009, VBA sponsored 11 interns and in FY 2010 22 interns were sponsored, of which 6 were recruited from the Hispanic Association for Colleges and Universities National Internship Program (HACU), 1 intern from the National Association for Equal Opportunity in Higher Education Internship Program (NAFEO), and 8 interns from the Minority Access (MA) Program.

VBA continued internal recruitment initiatives through career development programs such as the Leadership Enhancement and Development (LEAD) Program.  Of the 35 candidates enrolled in this program for FY 2010, there were 8 White females, 16 White males, 6 Black females, 2 Black males, 1 Asian female, and 1 Hispanic female.      

VBA utilized other programs in addition to those cited above in order to increase the pool of qualified and diverse employees within the workforce.  These programs include the following: Federal Career Internship Program (FCIP), Student Temporary Employment Program (STEP), Student Career Employment Program (SCEP), and Promotion Certification Process (PCP).

The National Cemetery Administration (NCA) total workforce at the end of FY 2010 was 1,702—a decrease of 55 employees from the previous year.  This total includes 1,571 permanent employees which increased by 7, and 131 temporary employees which decreased by 62 from the previous year.  When compared to the RCLF, NCA’s workforce is at or above the RCLF representation in all areas except for White women, Hispanic men/women, Asian women and American Indian men/women.  Less than expected Hispanic and American Indian representation is concentrated in the northeast region of the United States.  The number of employees in each of the reported RNO categories (White; Black/African American; Native Hawaiian/Pacific Islander; American Indian/Alaska Native) decreased in FY 2010 with the exception of Hispanic women who increased 0.33 percent and Asian men/women remained the same.  Additionally, for the past three years Black/African American and Asian males have steadily decreased although their representation is above the RCLF.

 (Data Source: VSSC UREP Report retrieved on January 11, 2011.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

Employees with targeted disabilities in NCA’s permanent positions, represent 1.65 percent, below the Federal high of 2.55 percent.  The largest representation of employees with targeted disabilities continues to be in the categories of laborers and craft workers.  NCA’s most populated major occupation, cemetery caretaker, continues to have the highest participation rate (2.27 percent).  Although the hiring rates of people with targeted disabilities in the major occupations slightly increased from the previous year, their representation in the total workforce has steadily decreased for the past three years.

In FY 2009 White women and Hispanic males and females were at a less than expected participation rate in the NCA workforce.  One of the recruitment strategies employed was to expand the outreach efforts.  In FY 2010 recruitment outreach efforts were increased 50 percent going from attending 30 events in FY 2009 to attending over 60 in FY 2010.  Outreach events included LULAC, Federal Employed Women National Conference, SAIGE, National Image, Golden Star Wives of America, American GI Forum, AMVETS National Convention, Women’s Marines Association, to name just a few.  

Outreach efforts and recruitment efforts were supported by all levels of the organization beginning with the Acting Under Secretary to the Cemetery Caretaker.  Through the Minority Veterans Program, NCA staff addressed audiences throughout the United States about the opportunities within the administration as well as the benefits available to our Veterans.  One of the NCA Minority Veterans Program coordinators participated in an outreach event for the Cheyenne and Arapaho Tribe; approximately 249 minority Veterans attended.  NCA sponsored 24 non-traditional interns. An orientation and exit teleconference was conducted to enrich the time the interns were a part of the NCA family..

The Acting Under Secretary, Steve Muro, personally participated in many of the outreach efforts and encouraged other members of the leadership staff to do the same.  With the increased focus and collaborative effort to address lower than expected participation rates, NCA experienced an increase of White and Hispanic females.  Hispanic females showed the greatest increase moving from 0.00 percent in FY 2009 to 0.37 percent in FY 2010.  There is still a need in FY 2011 to increase the overall representation of all members of minority groups in the mission critical positions of Miscellaneous Administration and Program; Management and Program Analysis; Cemetery Administration; and Cemetery Caretaking.  The EEO Office will continue to conduct barrier analysis to identify other ways to increase the representation of all targeted groups.

Veterans represent 69.99 percent of NCA’s workforce which is the highest Veteran employee representation in VA and the Federal government.  Disabled Veterans represent 20.94 percent.  In FY 2010, NCA hired 86 OEF/OIF Veterans and 54 Veterans with 30 percent or more disability.

NCA is continually working with the Center for Minority Veterans (CMV) and the Minority Veterans Program Coordinators (MVPC) at each cemetery throughout the Nation and other VA MVPC’s at regional offices and health care facilities to conduct outreach activities to increase local awareness of minority Veteran related issues, and develop strategies for increasing their participation in employment opportunities and existing VA benefit programs for eligible Veterans.  The EEO office also partners with the office of Veteran Employment Outreach to ensure widest dissemination of vacancy announcements.  Also, Veterans with 5 to 10 point preference appear to be doing well in being promoted at the GS 12-15 grade levels.

Additional NCA accomplishments include providing EEOC Management Directive (MD) 715 analysis training to all five memorial service networks (MSNs), with all MSN directors and cemetery directors participating.  In addition, the Sacred Trust video received the Council of International Nontheatrical Events Golden Eagle Award.  Over 400 judges reviewed this video which provides the purpose and mission of NCA.

#### Assistant Secretaries

The Office of Human Resources and Administration (OHR&A).

The Office of Diversity and Inclusion (ODI), a program office within OHRA, has primary responsibility for initiatives related to workforce diversity and organizational inclusion.  In FY 2010, ODI accomplished the following pursuant to Goal 1 of the Diversity and Inclusion Strategic Plan:

Continued to lead the Federal Government in maintaining a leading Web-based EEO workforce analysis system.

Recognized by the EEOC for having an “outstanding” EEO plan addressing barriers to EEO in accordance with EEOC MD 715.

Initiated an Adverse Impact Analysis Pilot to identify potential barriers to EEO in SES recruitment processes.

Developed and promulgated a “Recruitment & Selection Best Practices Guide” VA-wide.

Developed an Hispanic Employment Outreach Plan.

Established a new centralized diversity internship fund, achieved a record-breaking number of 164 diverse internships, and hired 40 percent of employment-ready interns.

The Office of Recruitment and Placement Policy Service****(R&PPS), a program office within OHR&A, has, in keeping with the goals presented in the *VA Diversity and Inclusion Strategic Plan,*accomplished the following:

Established 18 Memorandums of Understanding (MOU) with Historically Black Colleges and Universities (HBCU). 

Established 6 MOUs with Hispanic Association of Colleges and Universities (HACU).

Established 7 MOUs with Native American Colleges/Universities.

To date, 55 MOUs have been established with various colleges/universities. Additional schools have been contacted and are currently in the process of establishing MOUs.

Currently working on uploading established MOUs on the VA Intranet for VA wide accessibility.

In support of hiring reform initiatives, RPPS has identified and will be conducting outreach activities at various colleges/universities throughout 2011.

The Office of Congressional and Legislative Affairs (OCLA) hired nine new employees in FY 2010.  In building a high-performing workforce, 89 percent of new hires were Veterans, and one third were minorities.  OCLA’s Office of Advisory Committee Management provided support to all of VA’s advisory committees, especially the Advisory Committee on Minority Veterans and Advisory Committee on Women Veterans.  In FY 2010, VA issued a policy memorandum regarding membership balance requirements for VA advisory committees established under the Federal Advisory Committee Act and for developing a membership balance plan for each VA advisory committee’s future membership appointments.  One of VA’s principal objectives in managing its advisory committees is to ensure that committee members appropriately reflect the diversity of American society and the Veteran population.  In the selection of members for discretionary committees, VA considers a cross-section of those directly affected, interested, and qualified, as appropriate to the nature of the advisory committee.  Committees requiring technical expertise should include persons with demonstrated professional or personal qualifications and experience relevant to the functions and tasks to be performed.  Each committee shall represent, to the extent possible, members with diverse professional and personal qualifications; experience in military service, military deployments, working with Veterans, committee subject matter expertise; working in large and complex organizations; Veterans of diverse eras and branch of service; diversity in race/ethnicity, gender, religion, disability, and geographical background.

#### Staff Offices

The Office of Acquisition, Logistics, and Construction (OALC) The Office of Acquisition, Logistics, and Construction (OALC) has made great strides in increasing employee diversity. OALC further promotes diversity by encouraging current staff to market career opportunities within its offices to potential applicants and networks with the assistance of Veteran service coordinators to hire disabled Veterans under direct hiring authority.  Specific examples of OALC’s achievements include: 

· In fiscal year (FY) 2010, 84 new employees were hired to provide support to major construction field sites and facility management services across the country and within Puerto Rico. Sixty percent of the 84 hires were minorities and women.  With its major construction programs, each minority category showed an increase in representation from the previous fiscal year, and in some cases, representation extended well above the RCLF.  

· Advertisements were made in the 2010 spring and summer editions of the “Diversity Careers in Engineering & lT,” publication; each highlighted multiple career opportunities.  Also of note in the summer edition was an article profiling one of OALC’s Hispanic resident engineers. 

· OALC also participated in the OPM disability job fair in April 2010 and reviewed postings on the Workforce Recruitment Program (WRP) Web site, resulting in the hiring of two 30-percent disabled Veterans.

· Representatives from OALC visited six colleges and universities across the country, one of which was a HBCU and another was a Hispanic-Serving institution.  OALC also posted multiple advertisements on college and university Web sites; 7 of the 12 employees subsequently hired as a result of those outreach initiatives were from a minority group. 

OALC also participated in diversity recruiting through summer internship programs such as the Organization for Chinese Americans, Washington internships for Native Students, and the Hispanic Association for Colleges and Universities.  During FY 2010, 14 of 19 student interns within the construction and facilities management specialties were minorities.

The Office of Inspector General (OIG) in 2010 hired over 140 new employees with the goal of creating an exceptionally qualified, diverse workforce dedicated to helping VA ensure that Veterans and their families receive the care, support, and recognition they have earned through service to our country.  This unprecedented growth in FY 2010 increased the size of the OIG’s nationwide footprint by 20 percent over FY 2009 levels.  To support the need for diversity in thought and perspective, OIG selected employees from other VA organizations and Government agencies, private business, the military and Veteran community, and universities and colleges. These different sources add a richness and depth of perspective that contribute positively to the diversity within OIG.  Bringing in new employees from different backgrounds, rather than hiring exclusively from within the Inspector General community, has helped to increase the flow of new ideas and contributions to the organization.

Throughout FY 2010, the OIG made great strides in hiring both women and Veterans.  Women accounted for approximately 48 percent of all new hires in FY 2010, which represents a significant increase from the 38 percent of women new hires in FY 2009.  New hires of Asian Americans doubled from 5.8 percent in FY 2009 to 11 percent in FY 2010.  Furthermore, OIG’s commitment and focus on hiring Veterans resulted in a record number of Veteran hires, which comprised roughly one-third of all new OIG accessions in FY 2010.

Overall, the consistent pursuit of diversity has helped to create an OIG workforce that is comprised of 56 percent minority and women employees.  These percentages indicate the strength of FY 2010 hiring efforts as the OIG increased the total number of African American employees by 15 percent over FY 2009, increased the total number of women employees by 20 percent over FY 2009, and increased the total number of Veteran employees by 25 percent over FY 2009.  Each of these measures demonstrate OIG’s commitment and realization of diversity in thought and experience that will benefit OIG’s efforts to provide appropriate oversight as required statutorily.

The Board of Veterans Appeals (BVA) has a long standing tradition of dedicated recruiting efforts with local law schools.  High-ranking BVA staff routinely attends two job fairs for law schools in the DC metropolitan area and three job fairs for students from law schools outside the DC metropolitan area annually.  These recruiting efforts have allowed BVA to attract highly motivated attorneys who bring diversity to the workforce and a strong commitment to public service.  The Board has established itself as a work environment where diversity is valued and employees are engaged and motivated to contribute the full extent of their knowledge, skills, and experience to the benefit our organization.

The Board continues to use dedicated hiring flexibilities and efforts to attract and retain Veterans.  These activities promote BVA’s efforts to institutionalize a culture which fully leverages and values our commitment to a diverse workplace which also effectively utilize the wide range of talent and skills that Veterans can provide to the workplace.  We have had great success in hiring Veterans via an internally established Wounded Warrior Program.  The Board reaches out to returning Veterans to secure resumes and actively seek job placements based upon their skill levels and experience via the Veteran Recruitment Appointment (VRA) authorities.  BVA is currently partnering with the Marine and Army Wounded Warrior Regiments for these efforts.

The Center for Minority Veterans (CMV) promoted VA job opportunities when interacting and collaborating with external stakeholders to encourage more diverse applicants to seek VA as their employer of choice.  CMV included VA’s Human Resources representatives in outreach activities to share opportunities provided by the Veterans Employment Coordination Service.  Particularly noteworthy CMV outreach activities during FY 2010 included the following:

Native American Veterans Liaison was instrumental in establishing a United South & Eastern Tribe Veterans Committee and facilitating a Veterans Forum consisting of VA staff members to brief on VA benefits and services to Native American Veterans.

Asian American/Pacific Islander Veterans Liaison participated as Guest Speaker for the VA Pre-Conference, Exhibitor, and Moderator for the Veteran’s Empowerment Workshop during the National Federal Asian Pacific American Council (FAPAC) Conference.  He was recently selected as the VA FAPAC Chapter President.

Hispanic Veterans Liaison established communication between American GI Forum and MVPCs in Houston, Texas, to conduct collaborative outreach activities targeting Hispanic/Latino Veterans.

African American Veterans Liaison conducted a Veterans Empowerment Forum at the 32nd Annual Blacks In Government (BIG) Conference. The forum consisted of VA staff members, a Veterans pavilion that featured 10 Veteran centric organizations and two Workshops on Veterans entrepreneurship and VA’s Veterans hiring initiative.

CMV staff coordinated a Veterans Forum at a Mega Jobs/Entrepreneurship Expo. Presentations were conducted by representatives from the Center for Veterans Enterprise, Veterans Employment Coordination Services, Veterans Benefits Administration, and the Office of Personnel Management.

CMV staff served as active participants and leaders in VA Central Office (VACO) Special Emphasis Programs recognizing ethnic heritage monthly observances designed to increase culture awareness and appreciation among VACO employees.  The Director, CMV served on VA’s Diversity Advisory Council.

## Goal 2: A Flexible and Inclusive Work Environment

# Issues

#### Telework 

Workplace flexibility refers to employee discretion related to where, when, and how work gets done.  Examples of workplace flexibilities include alternate work schedules and telework.

Over the past four years, the number of VA employees who regularly telework has more than doubled, but is still fairly low.

 (Data Source: Veterans Health Administration Support Service Center.)

In the 2010 Federal Employee Viewpoint Survey, only 25 percent of VA employees said they were satisfied with telework, and 19 percent said they were dissatisfied.  (Others were neither satisfied nor dissatisfied.)  Only 31 percent of VA employees said they were satisfied with alternative work schedules, with 28 percent of VA employees dissatisfied.  In the 2010 VA All Employee Survey, only 41 percent of VA employees agreed with the statement, “I have a lot of say about what happens on my job.”

Organizational inclusion refers to the way an organization configures opportunity, interaction, communication, information, and decision-making in order to utilize the potential of diversity.  To define organizational inclusion in measurable terms, we look to the attributes of inclusive organizations identified by participants in the 1998 Alice and Richard Netter Labor-Management Public Interest Seminar (the Netter Principles):

Demonstrated commitment to diversity.  

Holistic view of the employees and the organization.

Equitable access to opportunities for personal and professional growth.

Accommodation for diverse physical and developmental abilities.

Equitable systems for recognition, acknowledgement, and reward.

Shared accountability and responsibility.

360-degree communication and information sharing.

Demonstrated commitment to continuous learning.

Participatory work organization and work process.

Alignment of organizational culture and process.

Collaborative conflict resolution processes.

Demonstrated commitment to community relationships.

#### Survey Results

To measure the extent to which VA has an inclusive work environment, we look primarily to the results of employee surveys.  For example, the Federal Employee Viewpoint Survey (FEVS) includes several items related to organizational inclusion.  

Items with increased favorable response from 2006 to 2010:

Awards in my work unit depend on how well employees perform their jobs.

I am given a real opportunity to improve my skills in my organization.

Pay raises depend on how well employees perform their jobs.

I have enough information to do my job well.

Employees have a feeling of personal empowerment with respect to work processes.

Items with decreased favorable response from 2006 to 2010:

Supervisors/team leaders in my work unit support employee development.

Promotions in my work unit are based on merit.

My talents are used well in the workplace.

Managers/supervisors/team leaders work well with employees of different backgrounds.

Policies and programs promote diversity in the workplace.

The Partnership for Public Service summarizes the results of the FEVS using various indexes created from combinations of survey items.  Using the results of the 2010 FHCS, the Partnership’s “Support for Diversity” index placed VA at number 23 out of 28 large Federal agencies; the Partnership’s “Performance Based Rewards and Advancement” index also placed VA at number 23 out of 28; the Partnership’s “Work/Life Balance” index placed VA at number 26 out of 28; and the Partnership’s “Family Friendly Culture and Benefits” index placed VA at number 28 out of 28.

#### Accommodation of Individual with Disabilities

Individuals with disabilities represent an important aspect of VA’s workforce diversity. Providing reasonable accommodation for these individuals is an essential strategy to promote full inclusion of this group in our workforce.  The following table presents the types, number and related costs of accommodations provided to employees with disabilities in FY 2010 through VA’s newly centralized Reasonable Accommodations Fund, funded by the Human Capital Investment Plan.  Note that these data do not reflect accommodations provided by individual VA organizations or those funded through the Department of Defense Computer/ Electronic Accommodation Program.

 (*Reimbursement requests for interpreters and captioning combined several service instances into one request.)

#### EEO Complaints

Another measure of organizational inclusion focuses on EEO complaint activity.  From FY 2005 through FY 2010, the number of formal EEO complaints ranged from a high of 2,220 to a low of 1,921, with an average of 2,103 complaints per year.  The per capita formal EEO complaint filing rate declined from 0.76 in FY 2009 to 0.72 in FY 2010.  This may indicate the effectiveness of various risk management strategies employed in recent years, including alternative dispute resolution and EEO and diversity training.

 (Data Source: Office of Resolution Management)

In an analysis of the root cause of EEO complaints, the Office of Resolution Management found that a lack of communication between managers or supervisors and their employees has contributed most significantly to the filing of EEO complaints.  In its 2002 review of VA’s diversity management and EEO program, the National Academy of Public Administration recommended that training for supervisors and managers concentrate on communications, interpersonal relations, and teambuilding skills.  The Academy repeated that recommendation in its 2008 report for VA on recruiting and retaining a diverse high‐performance workforce.

In FY 2010, as in FY 2009, the top three bases cited in EEO complaints were reprisal, race, and disability in that order.

 (Data Source: FY 2010 EEOC Form 462 provided by the Office of Resolution Management.)

In FY 2010, as in FY 2009, the top three specified issues cited in EEO complaints were non-sexual harassment, promotions/non-selection, and disciplinary action in that order.

 (Data Source: FY 2010 EEOC Form 462 provided by the Office of Resolution Management.)

#### 

#### Alternative Dispute Resolution

The use of alternative dispute resolution (ADR) to address workplace disputes has risen dramatically over the last two years.  In FY 2010, the number of disputes engaging in ADR nearly doubled from FY 2009 and more than tripled from 2008.  The rate at which these complaints were resolved using ADR also increased, from 82 percent in 2009 to 87 percent in 2010.  ORM’s ADR program has had an extremely positive impact on the efficiency of VA’s EEO program nation-wide.  VA reached an important milestone in this area in FY 2009 when the three Administrations (VHA, VBA, and NCA), signed a Memorandum of Understanding (MOU) with ORM allowing ORM to offer ADR in initial EEO counseling throughout VA.  For FY 2010, this process improvement has led to a fourteen percent increase in VA’s ADR offer rate within the informal EEO complaint process.  ADR is used for both EEO and non-EEO disputes with very positive results:

VA estimates that without early intervention, approximately 50 percent of these conflicts could become EEO complaints.  The early resolution of these conflicts translates into an estimated $9 million or more in annual cost avoidance.

 (Data Source: Office of Resolution Management.)

VA’s commitment to ADR is clearly evident in the EEO complaint process.  In FY 2009, VA’s ADR offer rate for informal complaints was 83 percent, the ADR participation rate was 48 percent, and the resolution rate was 49 percent.  In FY 2010, VA’s ADR offer rate increased to 97 percent, ADR participation rate increased to 52 percent, and the resolution rate increased to 50 percent.

 (Data Source: Office of Resolution Management.)

#### Leadership Development

Approximately 50 percent of VA’s leaders are either currently eligible or will be eligible to retire in the next five years.  As such, it is imperative that VA be prepared to address the impending challenges through succession planning and leadership development.  VA administers several leadership development programs to provide developmental opportunities for employees aspiring to leadership positions.  One of the top VA wide leadership development program is the Leadership VA (LVA) available to employees in grades 13 through 15.  This program is instrumental in developing leadership and acceding to VA’s imminent succession planning needs.  As such, it is important that these programs are representatively diverse and harbor no barriers to equal opportunity.

 (Data Source: LVA data provided by VA Learning University.  Workforce data from VSSC Onboard by Race and Gender Report retrieved on January 18, 2011.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

#### Promotion

Another measure of inclusion involves the comparison of the demographic characteristics of the overall workforce with the demographic characteristics of employees who get promoted.  As evidenced in the figure below, there appears to be some disparities between the promotion rate and onboard representation:  for example, Black men are promoted at a rate higher than their onboard representation, but Asian men and women are promoted at rates lower than their onboard representation.

 (Data Source: VSSC Nature of Action Breakout Report (Promotions) retrieved on January 11, 2011.  Excludes Manila citizens and medical residents.  Includes permanent and temporary employees in full-time, part-time, intermittent, and pay status.)

#### Attrition

 An indicator of inclusion involves comparing the demographic characteristics of employees who leave the agency with those who stay, by appointment type—permanent and temporary.  In FY 2010, 52 percent of separations from the permanent workforce resigned or transferred to another government agency (Regrettable Loss) and 44 percent retired.  

 (Data Source: VSSC Nature of Action Breakout Report (Separations) retrieved on January 11, 2011.  Excludes Manila citizens, medical residents, and temporary.  Includes permanent employees in full-time, part-time, intermittent, and pay status.)****

In FY 2010, the majority of temporary employees who left did so due to the expiration of their appointments (Other), and 38 percent resigned or transferred to another government agency (Regrettable Loss).

For each type of attrition, the graph below provides detail of the attrition by ethnicity, race, and gender.

 (Data Source: VSSC Nature of Action Breakout Report (Separations) retrieved on January 11, 2011.  Excludes Manila citizens, medical residents, and permanent Includes temporary employees in full-time, part-time, intermittent, and pay status.)

# Organizational Accomplishments

#### Office of the Secretary

At his nomination hearing, VA Secretary Eric Shinseki expressed his intention to pursue the transformation of the Department into a 21st century organization, one that is people-centric, results-driven, and forward-looking.  He has also said that he intends to encourage teamwork, reward initiative, seek innovation, and demand the highest levels of integrity, transparency, and performance in leading the Department through the fundamental and comprehensive change it must quickly undergo.

#### Administrations

The Veterans Health Administration (VHA) headquarters staff focused on cultural competency gaps in the workplace.  Executives reviewed their All Employee Survey (AES) results and developed action plans to improve diversity, retention, and cultural acceptance in the workplace.  These plans which began in 2010 will be fully implemented in FY 2011.

VHA extended the EEO Pilot Program to include all Veterans Integrated Services Networks.  The program encouraged the use of ADR to resolve workplace disputes and executives success was measured by the EEOC standards of an offer rate of 98 percent, participation rate 53 percent and resolution rate 51 percent (EEOC’s Bench mark:  offer rate 80 percent, participation rate of 48 percent, and a resolution rate of 55 percent).

Through the Mentor Certification Program, VHA assures access to and quality of mentors in the organization.  Executives were charged with assuring 1 percent of the workforce was in the certification process and 0.4 percent achieved. This measure was met or exceeded by the field and headquarters.

The Veterans Benefits Administration (VBA) Office of Diversity Management and EEO co-sponsored with the Office of Resolution Management two separate sessions of ADR training on March 4 and March 5, 2010.  This training was taped and made available on the Learning Management System (LMS) for all employees to view.  

VBA senior executives attended VA’s Mandatory EEO, Diversity and Conflict Resolution Management Training on September 15 and September 16, 2010.  There was 100 percent compliance with this requirement.  Those managers and supervisors, who are Grade 15 and below have completed the online version of this training on LMS by the deadline of October 26, 2010.

VBA completed Phase III of the One-VA EEO Pilot, which was effective September 1, 2009, thru August 21, 2010.  The St. Louis Regional Office will continue through Phase IV of the Pilot Program.  The goal of the Pilot is to increase the knowledge and skills of EEO Program Managers in ADR techniques, in order to resolve workplace disputes at the earliest stage, preferably before an EEO complaint is filed.  

A VBA representative from the Diversity Management and EEO Office participated in Occupational Climate Program audits conducted at the Winston Salem Regional Office, and the St. Louis Regional Office.

VBA supported special emphasis programs for the purpose of increasing diversity awareness; for example, disseminated information by having special observance displays for Martin Luther King’s Birthday, Black History Month, Asian Pacific American Heritage Month, Hispanic Heritage Month, National Disability Employment Awareness Month and Native American Indian Heritage Month.  

VBA partnered with ORM to authorize EEO counselors to directly contact VBA employees to offer mediation.  This agreement was memorialized in a memorandum of understanding in June 2010.

VBA’s Office of Diversity Management and EEO developed its strategic plan to be included in the VBA Office of Management Strategic Plan for 2011 to 2016.

VBA continues to comply with training requirements mandated by the Department, such as having senior executives attend VA’s mandatory EEO, Diversity and Conflict Resolution Management Training on September 15 and September 16, 2010, and managers and supervisors completed the online version of this training by deadline of October 26, 2010.  Additionally, VBA employees completed mandatory training such as Prevention of Sexual Harassment online. EEO program managers and ADR coordinators are still required to complete annual core technical training online.  New EEO program managers are required to complete 16 hours of training. Seasoned EEO program managers and ADR coordinators must complete 8 hours of training.  

In addition to the above training, VBA continues to offer all employees career development opportunities through participation in various training programs that include:  Introduction to Leadership Training, Division Leadership Management Training, Assistant Director Development Program, Leadership Coaching Program, and the Executive Fellows Program.

The National Cemetery Administration (NCA) Organizational Assessment and Improvement Program identifies and prioritizes improvement opportunities and enhances program accountability by providing managers and staff at all levels with a cemetery-specific rating or score based upon a uniform, NCA-wide set of standards.  As part of the program, assessment teams conduct site visits to all national cemeteries on a rotating basis to validate performance reporting.  In FY 2010, NCA conducted seven organizational climate assessments.

The NCA EEO staff conducted 15 EEO training sessions at various NCA sites.  Topics included Title VII, generational differences, conflict management, reasonable accommodation, settlement agreements, and effective workplaces.  In addition, the NCA EEO staff strengthened interagency partnerships by conducting diversity training at the Internal Revenue Service and the Drug Enforcement Administration.

In FY 2010, NCA offered ADR for all informal complaints, and ADR was elected in 58 percent of those cases.

In FY 2010, more employees were informed of the new reasonable accommodation program. Managers, being aware of the resources, consulted with the EEO staff and NCA provided two requested accommodations.  These were reported to the EEO office.  For FY 2011, the EEO Office is already working on increasing the use of this program and is currently working with four sites to provide five different accommodations.  The EEO staff has also been an active team member in developing the new reasonable accommodation tracking system for VA.

#### Assistant Secretaries

The Office of Human Resources and Administration (OHR&A).

The Office of Diversity and Inclusion (ODI), a program office within the OHRA, has primary responsibility for initiatives related to workforce diversity and organizational inclusion. In FY 2010, ODI accomplished the following to promote inclusion in the VA workforce:

Established and administered a centralized reasonable accommodations fund to support people with disabilities and funded over 90 accommodations in the first year through VA’s new Human Capital Investment Plan (HCIP).

Established 2 percent hiring goal for individuals with targeted disabilities.

Acquired centralized Reasonable Accommodations Tracking System through HCIP to ensure timely and legally compliant processing of accommodation requests.

Met strategic target of six Technical Assistance Reviews in the field.

Met strategic target of consulting on six Special Emphasis observance events.

Exceeded target of participating in six diversity outreach events.

Updated Diversity and Inclusion briefing for New Employee Orientation and leadership development program orientations.

The Office of Resolution Management (ORM), also within OHRA, is responsible for managing the EEO complaint and ADR processes.  ORM increased VA’s efficiency in processing EEO complaints, reducing processing time to well below the regulatory 180 day time frame.  VA’s capability to process, track, and report data concerning the EEO process has been increased through the use of the Complaints Automated Tracking System (CATS).  CATS allows ORM to track EEO complaint processing for each stage of the EEO complaint process from the initial informal contact through closure.  Simultaneously, VA has developed ADRTracker, a distinct electronic monitoring system of EEO and non-EEO ADR activity that also generates relevant reports.  ADRTracker includes an interface with CATS which permits greater consistency in information and reporting by the two separate but related systems.

ADVANCE, also known as the Human Capital Investment Plan (HCIP), is a new Human Resources and Administration initiative launched by VA to invest in people development, workforce engagement, and talent management for the delivery of health care, benefits, and other services to Veterans and their families.  It is a long‐term investment in the professional and personal growth of VA employees nationwide and will provide employees the opportunity to access the VA Learning University’s (VALU) extensive curriculum of courses to build new skills that will further their career at VA.

In January 2010, the OHRA signed an intra-agency agreement with VHA’s National Center for Organization Development (NCOD) to expand the VHA All Employee Survey to encompass all VA employees once per year.  In addition, NCOD is to provide services to HRA that include support for action plan development, based on the results of employee surveys.

#### Staff Offices

The Office of Inspector General (OIG) strives to provide a flexible, inclusive work environment where employees can comfortably communicate thoughts, ideas, suggestions, and concerns.  Several different programs help to foster the OIG’s atmosphere of constructive communication.  The OIG Advisory Council helps to identify and bring to light employee issues and concerns, as well as recommendations for improvement.  This program allows each employee to have their voice heard by senior management via an advisory council member.  The Advisory Council has taken on many issues that have resulted in higher efficiency and improved morale.  The second program the OIG uses to promote communication is the Ombudsman Program.  This program offers employees an informal option to resolve concerns and issues through a neutral, confidential representative.  OIG also regularly engages employees through periodic environmental scans to assess job satisfaction and organizational happiness.  All of these outreach efforts help to create an atmosphere where different viewpoints and ideas work to strengthen and unite the organization.

The Board of Veterans Appeals (BVA) has a very structured mentoring program for aspiring managers and new hires to ensure they have the opportunity and means to reach their maximum potential.  Each newly hired attorney is assigned an experienced attorney as a mentor who assists with training and professional development.  The individualized aspect of the BVA’s mentoring program allows the Board to embrace and value the contributions of all employees and pursue an inclusive vision of getting staff from diverse backgrounds to join together in the pursuit of a common goal:  exceptional service to Veterans and their families.

The Board utilizes several informal, but very effective, techniques which reward and recognize the contributions of staff members.  Shadowing opportunities and developmental details are made available for several high level positions, to include the Executive Assistant position in the Vice Chairman’s Office, to fully leverage the diverse makeup of our workforce and promote professional development.  Travel Board assignments are based, to some degree, on exceptional and sustained performance.  A multitude of communication venues are utilized to facilitate sharing of knowledge; review and discussion of current events; and provide a forum for recognition of diverse achievements and use of staff feedback.  The Board also uses a very formalized and effective flexiplace plan which serves as a valuable recruitment and retention tool.

The BVA Training Office provides not only required training but also creates new curriculum as needs and issues are identified.  This dedicated training mission ensures employees achieve their full potential and gives due consideration to retaining and promoting personnel from widely varying ethnic and cultural backgrounds.  The Board continues to promote the use of the VA LMS as an effective tool for annual training such as the Prevention of Sexual Harassment and the No Fear Act and individualized learning needs.

BVA continues to conduct strategic workforce planning to ensure that its workforce is mission ready and prepared for the future.  Various staff components work in unison to gather and review comprehensive and inclusive information on projected hiring needs based upon workload and potential retirements; achievement of a diverse workforce and risk areas for mission critical occupations and senior positions.  This type of approach allows for a 360 degree approach to workforce and succession planning which builds a talented, diverse and results oriented Board.

The Center for Minority Veterans (CMV) staff served as advocates for minority Veterans on numerous working groups and task forces to ensure that the needs of minority Veterans were included in discussions and addressed.  CMV continued to highlight to VA Leadership the fact that the demographics of our Nation’s Veteran population are becoming more diverse as evidenced by the increasing diversity among active duty Servicemembers.  The CMV has an ongoing mission to assist in the development of a Department-wide methodology to collect race/ethnicity data in order to measure the effectiveness of outreach activities targeting minority Veterans.

The Office of Employee Discrimination Complaint Adjudication (OEDCA) provided columns to the Office of Diversity and Inclusion’s bimonthly newsletter, Diversity@Work to spotlight recent OEDCA decisions on reasonable accommodation protocols, age discrimination claims, and per se reprisal actions.

OEDCA also participated as a panelist at three SES leadership forums discussing how to successfully manage a diverse workforce, participated as an ex officio member on VA’s Diversity Council, provided recommendations and review of VA’s SES EEO performance element, promoted VA’s business case for diversity by recommending and having VA’s Deputy Assistant Secretary for Diversity and Inclusion speak at the 2010 FDR Conference .  (The FDR Conference draws over 1,000 Federal agency attorneys, HR specialists, and EEO professionals.) In addition, OEDCA presented a workshop for Office of Resolution Management personnel, including EEO counselors and specialists, on Veterans hiring initiatives and reasonable accommodation issues that have resulted in findings of discrimination against VA.

## Goal 3: Outstanding Customer Service and Stakeholder Relations

# Issue

#### Customer Satisfaction

The American Customer Satisfaction Index (ACSI) provides information on the satisfaction of some VA customers.  For example, the ACSI measures the satisfaction of outpatients at VA clinics, inpatients at VA medical centers, relatives of Veterans buried at national cemeteries, and users of VA’s main Web site and the MyHealtheVet Web site.  By those measures, VA customer satisfaction is fairly high, especially for the NCA.

# Organizational Accomplishments

#### Office of the Secretary

On November 19, 2009, Secretary of Veterans Affairs Eric K. Shinseki announced that the Department would launch a comprehensive study of women Veterans who served in the military during the Vietnam War, to explore the effects of their military service upon their mental and physical health.

The VA Innovation Initiative (VAi2) is designed to tap the talent and expertise that exists both inside and outside of government.  Through VAi2, VA invites employees, private sector companies, entrepreneurs, and academic leaders to contribute their best ideas and solutions that increase Veterans’ access to VA services, improve the quality of services delivered, enhance the performance of VA operations, and reduce or control the costs of delivering the services received by Veterans and their families.  VAi2 provides a structure way for VA to identify, fund and test the most promising solutions to VA’s most important challenges.

On February 18, 2010, Secretary Shinseki launched the “Veterans Health IT Innovation Initiative,” an employee-based Health Information Technology (HIT) competition to spur VA’s transformation into a 21st century organization that is Veteran-centric, results-oriented, and forward-looking.

On June 7, 2010, Secretary Shinseki announced the opening of the Industry Innovation Competition, seeking the best ideas from the private sector to address the Department’s most important challenges.  Public and private companies, entrepreneurs, universities, and non-profits were encouraged to participate in the competition, which targeted advancements in these areas:

Innovative Housing Technology to Address Veteran Homelessness

Telehealth

New Models of Dialysis and Renal Disease Prevention

Improvement of Polytrauma Care

Reduction of Adverse Drug Events

Integrated Business Accelerator

#### Administrations

The Veterans Health Administration (VHA) reached out to employees to find innovative ways to improve or create health information technology. In February 2010, approximately 45,000 VHA employees submitted 6,500 ideas and cast 500,000 votes on the ideas of others. Six panels reviewed the 75 ideas that received the most votes, along with 25 ideas dubbed “gems” by the Under Secretary for Health. The panels selected 26 ideas for funding and implementation.

A cultural competency assessment was launched for all VISNs. The assessment focused on cultural linguistic services for patients in the health care setting. Gaps were identified and plans developed to assure cultural and linguistic services were available for all Veterans and their families. The plans commenced in 2010 and will be fully implemented in FY 2011.

The Veterans Benefits Administration (VBA).  In August 2009, President Obama challenged employees of VBA to an innovation competition to improve claims processing for Veterans.  Over 7,000 VBA employees submitted 3,000 ideas.  Each VBA Regional Office selected the top idea and the final selection panelists received all 57 ideas to evaluate them.  Ten finalists’ ideas were selected by a panel comprised of Admiral Patrick W.  Dunne, former VA Under Secretary for Benefits; Craig Newmark, founder of craigslist.org; Dr.  Peter Levin, Chief Technology Officer; and Garry Augustine, Deputy National Service Director for Disabled American Veterans.  Ten ideas were chosen, including five that required funding, and all are being developed and implemented.

The National Cemetery Administration (NCA) has the highest customer satisfaction score of any Federal agency and any private sector company, according to the University of Michigan’s American Customer Satisfaction Index.  NCA has set for itself these customer service standards:

Courtesy.  We will treat you with respect, dignity and compassion every time you interact with any National Cemetery Administration employee.

Access.  We will provide gravesite locator assistance that is accessible, current and accurate at each national cemetery.  We will provide a toll-free telephone line for you to make inquiries about headstone and marker orders.  Your call will be answered by a Customer Service Representative within three minutes.

Prompt Delivery of Service and Benefits.  We will confirm eligibility and schedule your committal service within two hours of the request.  We will set headstones and markers at national cemeteries within 60 days of interment.  We will deliver headstones and markers to recipients other than national cemeteries within 60 days of receipt of your application.  We will mail Presidential Memorial Certificates to families of eligible Veterans within 45 days of the Veterans’ death information being reported to the U.S. Department of Veterans Affairs (VA).

Accuracy—Doing it Right.  We will provide a headstone or marker that is correctly inscribed.  We will replace a headstone or marker that is damaged or incorrectly inscribed within 30 days of notification.  We will replace a Presidential Memorial Certificate that is incorrectly inscribed within 20 days of notification.

Appearance.  We will maintain the appearance of VA’s national cemeteries in a manner befitting a national shrine.

Effective Outreach.  We will seek every opportunity to provide you with accurate and timely information about burial benefits and services.

NCA activities and accomplishments in FY 2010 included the following:

In FY 2010, the Presidential Memorial Certificate was offered to Veterans’ families in Braille.

EEO staff conducted fifteen EEO training sessions at various NCA sites.  Topics included Title VII, Generational Differences, Conflict Management, Reasonable Accommodation, Settlement Agreements, and Effective Workplaces.

The EEO Staff was able to strengthen our interagency partnerships by conducting Diversity Training at the Internal Revenue Service and Generations in the Workplace at the Drug Enforcement Administration

NCA participated in eight VA sponsored Stand Downs for the homeless Veterans and over ten other events specifically for the homeless Veteran.

#### Assistant Secretaries

The Office of Human Resources and Administration (OHR&A).

The Office of Diversity and Inclusion (ODI) has primary responsibility for initiatives related to workforce diversity and organizational inclusion. In FY 2010, ODI accomplished the following:

Issued an expanded EEO, Diversity, No FEAR Policy Statement signed by the Secretary, adding sexual orientation and genetic information protections. 

Developed a mandatory EEO, diversity, and inclusion critical performance element in all SES and supervisory performance plans. 

Provided 8-hour face-to-face training to over 400 SES and title 38 equivalent leaders in mandatory EEO, diversity, reasonable accommodation, and conflict management. 

Trained over 9,400 VA managers and supervisors in online mandatory EEO, diversity, reasonable accommodation, and conflict management training by the target date. 

Updated workplace harassment and No FEAR training for all employees. 

Expanded a VA-wide diversity and inclusion training portfolio and consultation program. 

Infused diversity into the criteria and curricula of all VA leadership development programs. 

Conducted four quarterly VA Diversity Council meetings. 

Implemented Secretary’s 1st Diversity and Inclusion Excellence Awards Program. 

Issued 6 bimonthly newsletters (Diversity@Work); distributed 52 weekly diversity-focused news summaries (NewsLink); produced 12 monthly video broadcasts (Diversity News); and delivered formal presentations at 12 major internal leadership and external stakeholder conferences.

The Office of Congressional and Legislative Affairs (OCLA) Office of Advisory Committee Management provided support to all of VA’s advisory committees, especially the Advisory Committee on Minority Veterans and Advisory Committee on Women Veterans.

#### Staff Offices

The Center for Minority Veterans (CMV) provided oversight and guidance to VA’s approximately 300 Minority Veterans Program Coordinators’ outreach efforts, which resulted in approximately one million Veterans being seen in FY 2010 (40 percent were minority Veterans).  In addition, in FY 2010 Minority Veterans Program Coordinators were given a mission to target at least one outreach activity per quarter consisting of stand downs, meetings, visiting homeless shelters, and consultations to homeless Veterans.  This resulted in approximately 62,000 homeless Veterans being offered outreach services in FY 2010.

CMV staff organized a Veterans Pavilion in collaboration with VHA, VBA, NCA, and the Veterans Employment Coordination Service to provide minority Veterans, minority serving organizations, and VSOs with information on VA benefits and services.  These venues included the following conferences: Congressional Black Caucus, Federal Asian Pacific American Council, Hispanic Federal Career Day, American GI Forum, Veterans of Foreign Wars, Blacks In Government, and United South and Eastern Tribes.

The Center for Women Veterans (CWV) 2010 activities included: collaborating and coordinating with VA’s three Administrations (VHA, VBA, NCA), and staff offices (including CMV) on their delivery of benefits and services, and conducting liaison with other Federal agencies: GAO, DoD (DACOWITS, Defense Task Force on Sexual Assault in the Military Services), DOL (Women’s Bureau, Veterans’ Employment and Training Service), HHS (Office of Women’s Health, Indian Health Service, Centers for Disease Control and Prevention, and HUD), state, local, and other external partners (VSOs, faith-based and community organizations), serving as VA representative on White House Interagency Council on Women and Girls; facilitating joint training and networking among women Veterans program managers and coordinators across VA; providing women Veteran stakeholders the opportunity to share their concerns and issues with VA through community forums and gatherings, and regional/ national summits; monitoring VA’s research agenda to ensure that women Veterans and their issues are included in VA studies; serving as a resource center; performing joint outreach to improve women Veterans’ awareness of VA services, benefits and eligibility criteria; educating VA staff on women Veterans contributions; and recommending policy and legislative proposals to the Secretary. Center staff has membership on or attended all major Department-wide workgroups, task forces, and committees, and joint Federal collaborative committees.  The Center Director serves on the EEO Council on Diversity and Inclusion and helped to craft the EEO second Diversity and Inclusion Strategic Plan.

The CWV also provided consultation and support to the Advisory Committee on Women Veterans.  This statutory Committee provides advice and guidance to the Secretary on the administration of benefits and services by the Department for women Veterans, and submits a biennial report to the Secretary on its findings and recommendations.

During FY 2010, the CWV specifically kicked-off the “Her Story” campaign during March, Women’s History Month. Each week, the Center highlighted a woman Veteran employee and shared “Her Story” of military service and her current position at VA (with narrative and photos).  This campaign was culminated over Veterans Day 2010 with a Her Story video highlighting women Veterans’ stories. Also, in July 2010, a Women Veterans Forum was held at the Women’s Memorial.  The purpose of this Forum was to engage and educate Veterans service organizations and women Veteran advocates about enhancements in VA services for women Veterans.  Over 200 participants received the latest information on women’s Veterans health care and benefits. The event was attended by women Veterans, VSOs and women Veteran advocates. The VSO hosted a Pre-Forum Reception with Congressional Members, senior VA staff, women Servicemembers from each military service, Reserves and Guard, along with many women Veterans.

The Center for Faith-based and Neighborhood Partnerships (CFBNP).  During FY 2010, the CFBNP attended, participated in and or presented at the following events:

In May 2010, CFBNP Director and Deputy Director attended and presented at the Indian Country conference in Rapid City, SD.  The conference was co-organized by the Department of Housing and Urban Development (HUD) CFBNP and the Oglala Sioux Tribe.

In June 2010, CFBNP staff resented and provided VA outreach information at the Society for American Indian Government Employees (SAIGE) National Training Conference held in Uncasville, CT.

CFBNP Deputy Director and staff participated in the Congressional Muslim Staff Association’s (CMSA) Intern Day on Capitol Hill.  Staff distributed information on the programs and services VA has for Veterans.  Information was also distributed on VA employment and internship opportunities.  The event was held at the Capitol Visitors’ Center, Washington, DC.

In August 2010, CFBNP Deputy Director attended and presented at the 32nd Annual Blacks in Government (BIG) Conference in Kansas City.  Center staff also managed an exhibit booth at the Veterans Empowerment Forum organized by the VA Center for Minority Veterans.  The Forum consisted of a Veterans pavilion that featured ten Veteran centric organizations and two Workshops on Veterans entrepreneurship and VA’s Veteran hiring initiative.

In September 2010, CFBNP Director attended and presented at the 2010 VA Women Chaplains’ Conference in Asheville, NC.

The CFBNP co-hosted four regional Veterans Roundtables with the VBA Vocational Rehabilitation and Employment (VR&E) Service and the VR&E Regional Office in the following cities:

· December 2009 Jackson, MS,

· March 2010 Seattle, WA,

· May 2010 Newark, NJ, and 

· July 2010 Waco, TX.

The VA Regional Roundtables have two primary goals:

1. To facilitate collaborative working relationships among faith-based and secular organizations, Veterans Benefits Administration, National Cemetery Association, and Veterans Healthcare Administration so that holistic service can be provided to Veterans, their families, and survivors in the community where the Roundtable is held.  

2. To inform attendees of the number of Veterans in their community, what their current needs are, and potential funding available to faith-based and secular organizations who can demonstrate an ability to meet those needs in collaboration with the VA.

CFBNP conducted outreach to faith-based and secular organizations using video technology.  The CFBNP gave leadership to the creation and production of a video entitled “VA Chaplains Answering the Call.”  The video captures the significant work VA Chaplains are doing in collaboration with Military Chaplains to assist combat Veterans, active military personnel and couples with successful reintegration.  The video illustrates how VA Chaplains and Military Chaplains are providing counseling to individuals and couples as well as to each other.  The VA Chaplains are also working with local clergy training them on ways to effectively work with women and men returning from the theatre of war.  The video is a part of the VA’s American Veterans weekly television programming.  This program reaches over 500,000 military and Veterans weekly via the Department of Defense Pentagon channel.

The Office of Small and Disadvantaged Business Utilization set these goals for fiscal year 2010:

VA is launching a multi-year initiative called Veterans Relationship Management (VRM) to improve Veterans’ access to health care and benefits information.  VRM will deliver improved telephone services to enable Veterans to reach a call center agent faster.  Recording and review of calls will ensure the quality of services provided to Veterans.  VRM enhancements will be rolled out in six-month increments.  An important component of VRM is the Internet site, which puts the Veteran in the driver’s seat for information.  VA collaborated with the DoD to provide a single sign-on capability for both Servicemembers and Veterans.  Single sign-on will quickly establish an individual’s identity and allow that person to complete transactions without having to re-enter information.  Self-service access through the Internet site (www.ebenefits.va.gov) is already available in some benefit areas, including military personnel records, VA home loan eligibility certificates, and status information on compensation and pension claims. Once fully realized, VRM promises Veterans a “better experience” when they contact VA for assistance.

Image of people at a meeting

# FY 2011 Planned Initiatives

In FY 2011 and beyond, VA will focus on building upon current initiatives and adding new strategies in furtherance if its goal of “fostering a diverse workforce and an inclusive work environment.” 

## Office of the Secretary

In the Department of Veterans Affairs Strategic Plan Refresh for Fiscal Years 2011–2015, Secretary Shinseki describes his commitment to President Obama’s charter to transform the Department of Veterans Affairs into a high-performing 21st century organization focused on our Nation’s Veterans as its clients.  As he describes it, the 21st century VA will be built around three guiding principles: people-centric, results-driven, and forward-looking.

Major initiatives described in the Strategic Plan Refresh include developing capabilities and enabling systems to drive performance and outcomes, establishing a strong VA management infrastructure and integrated operating model, and transforming human capital management by investing in the development of employees to help them reach their full potential.

## Administrations

The Veterans Health Administration (VHA).  By the end of FY 2016, 40 percent of the VHA full- and part-time workforce will become eligible for full retirement; with 21.4 percent projected to actually retire.  Recruiting to back-fill these positions presents VHA an incredible opportunity to diversify the workforce.  Hispanic males and females are the only ethnicity group below the national RCLF, they are at 97 percent and 80 percent of their full RCLF level.  At 0.2 percent and 0.3 percent, the Other/Multiple Race categories are also below the RCLF, but have increased since adding the “multiple” category.  All other ethnicity/race groups, except for White women, have a representation level that is equal to or greater than the RCLF.  VHA also has a low ratio of people with targeted disabilities.  In FY 2011 VHA is emphasizing recruitment for Hispanic persons.  The administration is also focusing on the utilization of special hiring authorities for Persons with Disabilities and Veterans.

In FY 2011, executive performance measures continue to focus on cultural competency, mentoring, diversity recruitment, inclusion, retention, and employee development.  The bar from FY 2010 performance contract was raised for FY 2011.  The focus on a diverse pipeline within the administration’s workforce development programs will continue via VHA’s comprehensive succession planning process..  

The VHA Diversity and Inclusion Subcommittee is taking a comprehensive look at various data sets across the administration to identify gaps in clinical and workforce cultural competency, recruitment, retention, employee development, and health care disparities.  Targeted interventions are planned based on gaps identified.  Additionally, the committee will focus on engaging leadership in the business case for diversity and the link to innovation.  The committee will sponsor exercises and conversations to provide practical experience and enlighten leadership in the diversity and inclusion arena.

Most importantly VHA will continue the process of establishing patient centric care via the Patient Aligned Care Team (PACT.) The PACT model assures the health care team partners with the patients ensuring access and coordination of care. VHA continues to define excellence in health care in the 21st century.

The Veterans Benefits Administration (VBA) Office of Diversity and EEO plans to sponsor its third EEO conference in the fourth quarter of FY 2011 providing additional training for its EEO program managers, and ADR coordinators.  

The National Cemetery Administration (NCA) intends to expand its recruitment efforts into more diverse communities with the assistance of its newly acquired community prosperity partnership coordinator.  NCA also intends to hold its first joint meeting between the Offices of Human Resources, Labor Relations, and EEO, to strengthen partnerships between those offices. Other planned initiatives for NCA include publishing the NCA workforce diversity strategic plan, developing a special emphasis program, increasing proactive measures to prevent EEO complaints, establishing a workforce diversity committee, developing a cultural competency program, and researching the use of social media to expand outreach efforts.

## Assistant Secretaries

The Office of Human Resources and Administration (OHR&A).  In FY 2011, the Office of Human Resources and Administration (OHRA) will begin a new multi-year initiative on Multi-Generational Recruitment and Retention.  For FY 2011 the initiative will have three components:

1. Establishing a VA-wide Steering Committee on Multi-Generational Diversity;

2. Conducting a VA-wide comprehensive study on the recruitment and retention of students and recent graduates; and

3. Implementing the Pathway Programs established in the President’s December 27, 2010 Executive Order on Recruiting and Hiring Students and Recent Graduates.

The Office of Diversity and Inclusion (ODI), a program office within OHRA, has primary responsibility for initiatives related to workforce diversity and organizational inclusion. In FY 2011 and beyond, ODI will lead the following initiatives:

Designing a diversity and inclusion index as a standardized metric to assess progress on workforce diversity and organizational inclusion. 

Implementing an applicant flow system in USAStaffing.

Developing and implementing an employment plan for people with disabilities.

Expanding marketing and use of the centralized VA diversity internship program fund.

Identifying local reasonable accommodation coordinators and selective placement coordinators in all field facilities.

Expanding marketing and use of the centralized VA reasonable accommodation fund.

Developing a diversity-focused career pathways program framework to support upward mobility and bridge career gaps.

Expanding the diversity and inclusion training portfolio and deploying customized diversity, multi-generational, and reasonable accommodation training.

Deploying mandatory workplace harassment/No FEAR training for all employees.

Implementing a training evaluation instrument and program metrics to assess the short- and long-term impacts of training and reasonable accommodation initiatives on VA culture.

The Office of Resolution Management (ORM), also in OHRA, will implement a new EEO, diversity and ADR dashboard to communicate the status on key indicators in those areas to senior leadership.  ORM will also continue to market and expand use of ADR in FY 2011 and beyond to resolve workplace conflict at its earliest stage.

The Office of Human Resources Management (OHRM).  The Strategic Human Capital Planning Service within OHRA’s OHRM has coordinated the creation of an action plan based on findings from the 2010 Federal Employee Viewpoint Survey. That action plan has three components:

1. Improving employee engagement.

2. Developing career mapping for most VA occupations.

3. Increasing performance management accountability and awareness.

The Office of Congressional and Legislative Affairs (OCLA).  The President’s FY 2011 budget will increase the OCLA workforce by eight full-time equivalents.  Coupled with personnel shortfalls at the end of FY 2010, OCLA will conduct a total of 16 hiring actions in FY 2011.  OCLA seeks results-oriented employees who will be major contributors to accomplishing the organization’s mission.  OCLA is a very dynamic organization and values its employees’ initiative and ability to rapidly re-prioritize work actions.  During November 2010, OCLA held two training sessions for all employees on Customer Service Training.  The training was conducted by VA Learning University and focused on how OCLA can provide world-class customer service support to VA leaders, Congress, and our Nation’s Veterans.

## Staff Offices

The Center for Women Veterans (CMV).  Planned initiatives for CMV include the much anticipated National Summit on Women Veterans’ Issues.  The diversity of women Veterans through each era will be embraced.  The purpose of Summit 2011 is to educate women Veterans, women Veterans advocates, VSOs, Congress, and all who have an interest in women Veterans issues; to gather and receive information on VA’s enhancements to benefits and services; and to provide a forum for a double-loop exchange of information.

At Summit 2008, over 400 attended the 3-day event in Washington, DC. We anticipate Summit 2011 attendance to far surpass previous summits and propose to accommodate nearly 700 attendees.  The increase in attendance serves a two-fold purpose:  (1) allows for concurrent sessions regarding VA’s enhancements in services and benefits for the general constituency, and (2) allows for a targeted training, education, and collaborative pre-Summit for VA staff primarily responsible for providing services and benefits specifically to women Veterans and their families (the 144 Women Veterans Program Managers (WVPM) and 21 Lead WVPMs (VHA), the 75 VBA Women Veterans Coordinators (WVC), and the 44 Vet Center staff).

This pre-Summit event would be the first meeting of all WVCs at VA, and the first ever collaborative VHA/VBA training and education of those who care for our women Veterans. However, offering it during the Summit allows for the individuals to receive training and education on women Veterans’ issues in one place and to have face-to-face interaction with their cross organizational counterparts, removing the stove-piping of information and fostering an environment to discuss and collaborate on mutual interest items.  Just as important, the pre-Summit training will reduce duplicative training because we will have all the training experts in one place, at one time, giving the same information to the entire group.  

The 1-day Pre-Summit Training Conference for the Vet Center staff, WVPMs, and WVCs, and a 3-day Summit (to include a public Town Hall Meeting, screening of Veteran documentaries such as the Lioness and portions of the 6-hour documentary For Love of Liberty:  The Story of America’s Black Patriots (there are sections focused on women Veterans), VA’s Faces Behind the File: Women at War, and a visit to the Women’s Memorial) will be held.  The 50+ exhibitors at the Summit will provide information to participants as well as a health screening-time sponsored by the DC VAMC.  It is our hope that VBA can register Veterans on-site for claims/ eBenefits and that VHA will also have the ability to enroll Veterans for healthcare.  

The Advisory Committee on Women Veterans’ 2010 report to the Secretary of Veterans Affairs included the following recommendations:

1. That the Department of Veterans Affairs (VA) establishes more collaborative partnerships that would enable women Veterans, especially those with children, to receive comprehensive recovery treatment through established alcohol and drug abuse programs.  [VA concurred.]

2. That VA provides childcare options for eligible Veterans to facilitate access to quality health care services, to include public and private partnerships.  [VA concurred in principle, saying the Caregivers and Veterans Omnibus Health Services Act of 2010 (PL 111-163) authorized VA to carry out a 2-year pilot program to assess the feasibility and advisability of childcare for qualified Veterans who are the primary caretaker of a child.]

3. That VA establishes more gender-specific health treatment programs for women Veterans, such as “women only” PTSD programs and Military Sexual Trauma (MST) programs.  [VA concurred in principle, saying that the VHA has a long-standing practice of promoting treatment in environments that are sensitive to gender-related issues, and pointing out that mixed-gender programs that provide specialized MST-related care also have advantages.]

4. That VA establishes a women Veterans awareness training program in an effort to educate new employees about the changing roles of women in the military, their combat-related exposures, and MST sensitivity.  [VA concurred.]

5. That VA develops a plan of action to reverse the high turnover rate of full time women Veterans program managers, and develops a succession plan to ensure continuity of care for women Veterans.  [VA concurred.]

6. That Veterans Benefit Administration (VBA) establishes permanent full time Women Veterans Coordinator (WVC) positions in VA regional offices (RO) that serve a catchment area that has greater than 40,000 women Veterans--to direct assistance to women Veterans accessing benefits and services through VA.  [VA concurred.]

7. That duties and functions of WVCs be standardized for consistency of services provided to women Veterans and that these duties be evaluated in each VA regional office (VARO) during the scheduled internal Compensation and Pension Services site visit to ensure compliance and efficiency.  [VA concurred.]

8. That VBA conducts Area conferences every 2 years for WVCs and others who provide women Veterans-specific services, in an effort to build greater communication, collaboration of functions, and awareness of issues, concerns, policies and programs for women Veterans in their respective areas.  [VA concurred.]

9. That VA ensures rural health mobile vans and clinics have standardized protocols for providing care to rural women Veterans that ensure access and availability of health care screenings, and treatment; are appropriately equipped and staffed with specially trained personnel to adequately address the gender-specific health care needs of women Veterans; and have standardized protocols to address issues that require follow-up or referral.  [VA concurred.]

10. That VA collaborates with the Center for Women Veterans on media campaigns to ensure the consistent inclusion of women Veterans in posters, printed materials, brochures, Web sites, videos and news releases.  [VA concurred.]

The Office of Small and Disadvantaged Business Utilization has set these prime and subcontracting goals for fiscal year 2011:

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# Appendix

## References

National Academy of Public Administration.  2002.  Diversity: A New Direction.  [Available from the Office of Diversity and Inclusion <odi@va.gov>.]

National Academy of Public Administration.  2008.  Recruiting and Retaining a Diverse High-Performing Workforce.  [Available from the Office of Diversity and Inclusion <odi@va.gov>.]

Partnership for Public Service.  2010.  The Best Places to Work in the Federal Government 2010.  [Available online: <http://data.bestplacestowork.org>.]

Thomas, R.  Roosevelt.  1991.  Beyond Race and Gender; Unleashing the Power of Your Work Force by Managing Diversity.

U.S. Department of Veterans Affairs.  2009.  Diversity and Inclusion Strategic Plan for FY 2009–2013.  <http://www.diversity.hr.va.gov/docs/strat.pdf>

U.S. Department of Veterans Affairs.  2010.  Department of Veterans Affairs Strategic Plan Refresh: FY 2011–2015.  < http://www.va.gov/VA_2011-2015_Strategic_Plan_Refresh_wv.pdf>

U.S. Department of Veterans Affairs.  2010.  Department of Veterans Affairs Organizational Briefing Book.  <http://www.va.gov/ofcadmin/docs/vaorgbb.pdf>

U.S. Department of Veterans Affairs.  2010.  FY 2010 Performance and Accountability Report.  <http://www.va.gov/budget/report/>

U.S. Department of Veterans Affairs.  2010.  Open Government Plan.<http://www.va.gov/OPEN/docs/open_govt_plan.pdf>

U.S. Department of Veterans Affairs.  2010.  Recruitment & Selection Best Practices Guide.  <http://www.diversity.hr.va.gov/docs/Recruitment.pdf>

U.S. Department of Veterans Affairs, Advisory Committee on Women Veterans.  2010.  Women Veterans—A Proud Tradition of Service.  <http://www1.va.gov/WOMENVET/docs/ACWV_Report_2010.pdf>

The Workplace Diversity Network.  1999.  A Framework for Building Organizational Inclusion.  [<http://www.ilr.cornell.edu/wdn/upload/paper2.pdf>]

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## VA Diversity & Inclusion Strategic Action Plan for FY 2009–2013

Message from the das Dear Colleagues, 

It is with great pride that we present the Department of Veterans 

Affairs (VA) first Diversity & Inclusion Strategic Plan. This Plan, 

developed in collaboration with VA’s Administrations, Staff Offices, and many 

other stakeholders internally and externally, serves as a living roadmap to guide 

our efforts in making VA a leader in creating and sustaining a high-performing 

workforce that leverages diversity and empowers all employees to achieve 

superior results in serving our nation’s veterans. 

The Diversity and Inclusion Strategic Plan is specifically aligned with VA’s 

strategic objective to “recruit, develop, and retain a competent, committed, and 

diverse workforce that provides high-quality service to veterans and their 

families.” VA is the second-largest of the 15 Cabinet departments, with over 

280,000 employees in its ranks all working to fulfill President Abraham 

Lincoln’s promise: “To care for him who shall have borne the battle, and for his 

widow, and his orphan.” As a major health care and benefits provider, VA must 

maintain a workforce that is reflective of the communities it serves. 

The Plan was developed with the underlying mission in mind: “to foster a diverse 

workforce and inclusive work environment that ensures equal opportunity 

through national policy development, workforce analysis, outreach, retention, 

and education to best serve our Nation’s veterans.” It is designed to achieve 

three over-arching goals: 

1) Create a diverse, high performing workforce that reflects the 

communities we serve by identifying and eliminating barriers to equal 

opportunity; 

2) Cultivate an inclusive workplace that enables full participation 

through strategic outreach and retention ; and 

3) Promote accountability, education, and communication on diversity 

and inclusion matters with VA employees, leaders, and stakeholders to 

facilitate outstanding service to veterans. 

Message from the das Dear Colleagues, 

It is with great pride that we present the Department of Veterans 

Affairs (VA) first Diversity & Inclusion Strategic Plan. This Plan, 

developed in collaboration with VA’s Administrations, Staff Offices, and many 

other stakeholders internally and externally, serves as a living roadmap to guide 

our efforts in making VA a leader in creating and sustaining a high-performing 

workforce that leverages diversity and empowers all employees to achieve 

superior results in serving our nation’s veterans. 

The Diversity and Inclusion Strategic Plan is specifically aligned with VA’s 

strategic objective to “recruit, develop, and retain a competent, committed, and 

diverse workforce that provides high-quality service to veterans and their 

families.” VA is the second-largest of the 15 Cabinet departments, with over 

280,000 employees in its ranks all working to fulfill President Abraham 

Lincoln’s promise: “To care for him who shall have borne the battle, and for his 

widow, and his orphan.” As a major health care and benefits provider, VA must 

maintain a workforce that is reflective of the communities it serves. 

The Plan was developed with the underlying mission in mind: “to foster a diverse 

workforce and inclusive work environment that ensures equal opportunity 

through national policy development, workforce analysis, outreach, retention, 

and education to best serve our Nation’s veterans.” It is designed to achieve 

three over-arching goals: 

1) Create a diverse, high performing workforce that reflects the 

communities we serve by identifying and eliminating barriers to equal 

opportunity; 

2) Cultivate an inclusive workplace that enables full participation 

through strategic outreach and retention ; and 

3) Promote accountability, education, and communication on diversity 

and inclusion matters with VA employees, leaders, and stakeholders to 

facilitate outstanding service to veterans. 

In order to be a high performing organization in the 21st century, we must define 

diversity in its broadest context, including but not limited to the legally protected 

classes. Diversity must encompass all that makes us unique—including the 

diversity of thought and perspective that accompany our human diversity. Only 

then can we realize the full performance potential and competitive advantages of 

a diverse workforce. This is more than a legal or moral imperative, it is the 

business case for diversity that we in ODI will also champion. 

The implementation of this Diversity & Inclusion Strategic Plan reflects the 

Department’s continued efforts to improve service to our nation’s veterans. As a 

public service agency, diversity and inclusion must be the cornerstones of our 

human capital management strategy. Working collaboratively with you—the 

highly dedicated employees, managers, and stakeholders of VA—we will seize 

the challenges and opportunities to create and sustain a diverse and inclusive 

workforce that best serves our nation’s most precious assets—our veterans. 

We invite you to join us in this important journey. Thank you for your support. 

Georgia Coffey

Deputy Assistant Secretary 

Office of Diversity and Inclusion 

Foreword 

In 2008, the Deputy Assistant Secretary for the Office of Diversity and 

Inclusion (ODI— formerly the Office of Diversity Management and Equal 

Employment Opportunity) embarked on strategic planning initiative for the 

office—the first of its kind in VA. The intent was to develop a leading 

edge, living road map for incorporating diversity and inclusion in the VA, based 

on the best practices in the public and private sectors. 

The public sector is on the cusp of a major transformation that presents us with 

great challenges and even greater opportunities in the area of workforce diversity 

and inclusion. As we witness the dramatic effects of the globalization of our 

economy, never before has it been more critical that we adapt to the rapidly 

changing profile of our global marketplace. The viability of agencies in the 21st 

century will depend on their ability to service an increasingly diversified market 

through a strategically managed workforce that reflects the global community it 

serves. 

As a result of extensive benchmarking, it was revealed that the field of equal 

employment opportunity (EEO) and diversity management had changed 

dramatically since its statutory inception in the Civil Rights Act of 1964. In the 

1970s, EEO evolved into Affirmative Action; in the 1980s, it expanded into 

“respecting differences”; and in the 1990s, it was transformed by the 

groundbreaking work of Dr. R. Roosevelt Thomas who introduced the concept of 

“diversity management.” With each of these iterations, the concept of EEO 

moved from a reactive, exclusively legalistic model to a more proactive, 

business-driven paradigm. 

The millennium has also ushered in a new framework. In recent years, the focus 

has shifted from diversity to inclusion, a rapidly emerging trend born in the 

private sector. This sea of change occurred quietly as companies found 

themselves vigorously competing for diverse workforce talent in a globalized 

economy. They soon realized that it was not enough to simply recruit a diverse 

workforce, but they must also retain and leverage that diverse workforce to 

advance the mission. 

Companies began looking internally at the organizational culture and the 

institutional processes that impacted employees’ ability to fully participate and 

contribute to the goals of the organization. This required examining systemic 

barriers to inclusion in all aspects of the organizations: cultural norms, business 

practices, communications, leadership development, training and education, 

Foreword In 2008, the Deputy Assistant Secretary for the Office of Diversity and 

Inclusion (ODI— formerly the Office of Diversity Management and Equal 

Employment Opportunity) embarked on strategic planning initiative for the 

office—the first of its kind in VA. The intent was to develop a leading 

edge, living road map for incorporating diversity and inclusion in the VA, based 

on the best practices in the public and private sectors. 

The public sector is on the cusp of a major transformation that presents us with 

great challenges and even greater opportunities in the area of workforce diversity 

and inclusion. As we witness the dramatic effects of the globalization of our 

economy, never before has it been more critical that we adapt to the rapidly 

changing profile of our global marketplace. The viability of agencies in the 21st 

century will depend on their ability to service an increasingly diversified market 

through a strategically managed workforce that reflects the global community it 

serves. 

As a result of extensive benchmarking, it was revealed that the field of equal 

employment opportunity (EEO) and diversity management had changed 

dramatically since its statutory inception in the Civil Rights Act of 1964. In the 

1970s, EEO evolved into Affirmative Action; in the 1980s, it expanded into 

“respecting differences”; and in the 1990s, it was transformed by the 

groundbreaking work of Dr. R. Roosevelt Thomas who introduced the concept of 

“diversity management.” With each of these iterations, the concept of EEO 

moved from a reactive, exclusively legalistic model to a more proactive, 

business-driven paradigm. 

The millennium has also ushered in a new framework. In recent years, the focus 

has shifted from diversity to inclusion, a rapidly emerging trend born in the 

private sector. This sea of change occurred quietly as companies found 

themselves vigorously competing for diverse workforce talent in a globalized 

economy. They soon realized that it was not enough to simply recruit a diverse 

workforce, but they must also retain and leverage that diverse workforce to 

advance the mission. 

Companies began looking internally at the organizational culture and the 

institutional processes that impacted employees’ ability to fully participate and 

contribute to the goals of the organization. This required examining systemic 

barriers to inclusion in all aspects of the organizations: cultural norms, business 

practices, communications, leadership development, training and education, 

performance management, management accountability, strategic recruitment, and 

work life. Organizational inclusion became the means to actualize the potential 

of workforce diversity. 

The term “diversity and inclusion” reflects the emerging need to complement 

diversity practices which focused largely on recruitment outreach, with internal 

retention strategies to sustain, develop, and leverage the diversity in all human 

resources. The concept of inclusion galvanized the field of diversity 

management by stressing inclusion of all employees, not just legally-protected 

classes. Through inclusion, organizations create the facilitating conditions in the 

work environment that enable the competitive advantages of diversity to flourish. 

This relatively new terminology of “diversity and inclusion” supports the 

business case for diversity, a concept championed by ODI. The business case 

spoke to the higher performance outcomes associated with workforce diversity 

and inclusion. 

In championing this “business case for diversity and inclusion,” we rely on the 

research in this area. Empirical studies have shown that workforce diversity 

offers quantifiable advantages to organizational performance and productivity. 

Specifically studies show that, under facilitating conditions, workforce diversity 

is positively correlated with higher performance outcomes and greater economic 

returns. The Diversity Research Network conducted a major study on Fortune 

500 companies and found that racial diversity was positively associated with 

higher performance outcome measures in organizations that “integrate and 

leverage diverse perspectives.” It also found that gender diversity yielded more 

effective group processes and performance in organizations with “peopleoriented” 

performance cultures. Research is demonstrating the strong link 

between perceptions of fairness in the workplace and employee engagement. 

This speaks to the need for strategies that support “inclusion” as well as diversity 

in the workplace. 

The renowned Center for Creative Leadership conducted a large scale study on 

team dynamics and work productivity which revealed that diverse teams were 

more creative and performed better than homogenous teams. The study team 

analyzed employer and employee data of over 20,000 business establishments in 

the manufacturing, retail, and service commercial sectors. The results showed 

that racial and gender diversity was positively correlated with establishment 

productivity, product quality, and economic return on investment. Similarly, in 

2004, the Urban League reported that diverse companies generated 18 percent 

higher productivity than the U.S. economy overall. Finally, a study published in 

the Journal of the American Medical Association and Science Daily illustrated 

the business case for diversity in patient care. This study revealed that medical 

professionals from diverse medical schools were better equipped to provide 

better patient care in a diverse society. Here again, empirical data illuminates the 

nexus between workforce diversity and higher performance outcomes in the 

health care field 

While the private sector is in the business of profits, government is in the 

business of equity—equity of service, protections, opportunity. The same 

benefits apply in this context and the stakes are even higher. As a major health 

care and benefits provider, VA must maintain a workforce that is reflective of 

constituencies it serves so it can provide high quality, responsive, and equitable 

services. This is not only a matter of legal compliance, but smart business. 

It is important to note that the business case for diversity in no way diminishes 

our commitment to the legal and social imperatives for equal opportunity. VA 

remains unequivocally committed to ensuring the statutory protections for equal 

employment opportunity as prescribed by law. In fact, the social imperatives are 

strengthened by the business case. The business case is predicated on the value 

of diversity of thought—which is rooted in our human diversity. It is the 

inseverable link between diversity of thought and our human diversity that makes 

equal opportunity in the workplace essential. 

ODI defines diversity in its broadest context to include all that makes us unique: 

race, color, gender, sexual orientation, religion, national origin, age, disability, 

culture, educational background, socioeconomic status, intellectual perspective, 

organizational level, and more. By doing so, we are able to harvest the full 

performance potential and competitive advantages diversity has to offer. We are 

proud to lead the effort to promote policies in VA operationalize this concept so 

that we can provide superior service to our veterans and all Americans. To that 

end, we present to you VA’s inaugural Diversity and Inclusion Strategic Plan for 

FY 2009-2013. 

the business case for diversity in patient care. This study revealed that medical 

professionals from diverse medical schools were better equipped to provide 

better patient care in a diverse society. Here again, empirical data illuminates the 

nexus between workforce diversity and higher performance outcomes in the 

health care field 

While the private sector is in the business of profits, government is in the 

business of equity—equity of service, protections, opportunity. The same 

benefits apply in this context and the stakes are even higher. As a major health 

care and benefits provider, VA must maintain a workforce that is reflective of 

constituencies it serves so it can provide high quality, responsive, and equitable 

services. This is not only a matter of legal compliance, but smart business. 

It is important to note that the business case for diversity in no way diminishes 

our commitment to the legal and social imperatives for equal opportunity. VA 

remains unequivocally committed to ensuring the statutory protections for equal 

employment opportunity as prescribed by law. In fact, the social imperatives are 

strengthened by the business case. The business case is predicated on the value 

of diversity of thought—which is rooted in our human diversity. It is the 

inseverable link between diversity of thought and our human diversity that makes 

equal opportunity in the workplace essential. 

ODI defines diversity in its broadest context to include all that makes us unique: 

race, color, gender, sexual orientation, religion, national origin, age, disability, 

culture, educational background, socioeconomic status, intellectual perspective, 

organizational level, and more. By doing so, we are able to harvest the full 

performance potential and competitive advantages diversity has to offer. We are 

proud to lead the effort to promote policies in VA operationalize this concept so 

that we can provide superior service to our veterans and all Americans. To that 

end, we present to you VA’s inaugural Diversity and Inclusion Strategic Plan for 

FY 2009-2013. 

EXECUTIVE SUMMARY 

Mission 

The mission of the Office of Diversity and Inclusion (ODI) is to foster a diverse 

workforce and an inclusive work environment that ensures equal opportunity 

through national policy development, workforce analysis, outreach, retention, 

and education to best serve our Nation’s veterans. 

Vision 

It is the vision of ODI that the Department of Veterans Affairs (VA) is a leader in 

creating and sustaining a high performing workforce by leveraging diversity and 

empowering all employees to achieve superior results in service to our veterans. 

Values 

We serve our Nation’s veterans. We are committed to pursuing the agency’s 

mission and fully utilizing the creativity, energy, and diversity of our workforce. 

To this end, we hold ourselves to the values of respect, trust, and responsiveness 

to promote a culture of performance excellence. 

Goals 

The following primary goals have been identified in pursuit of this mission: 

1. Create a diverse, high performing workforce that reflects the communities 

we serve by identifying and eliminating barriers to equal opportunity. 

2. Cultivate an inclusive workplace that enables full participation through 

strategic outreach and retention. 

3. Promote accountability, education, and communication on diversity and 

inclusion matters with VA employees, leaders, and stakeholders to 

facilitate outstanding service to veterans. 

Implementation 

The following pages present the programmatic objectives, strategies, and 

measures designed to achieve the identified goals. The Diversity and Inclusion 

Strategic Plan is intended to be a multi-year effort and is not intended to be a 

static document as changing conditions will likely require refinement to the 

strategies published here. Implementation of this Plan will be led by the staff of 

ODI, in partnership with VA’s internal and external stakeholders. VA’s 

leadership plays a key role in the effective implementation of this Strategic Plan. 

Each year, ODI will revisit the Plan and in concert with VA’s stakeholders, 

evaluate the effectiveness of the strategies outlined here in a Diversity and 

Inclusion Annual Performance Report. 

ODI, in partnership with VA’s internal and external stakeholders. VA’s 

leadership plays a key role in the effective implementation of this Strategic Plan. 

Each year, ODI will revisit the Plan and in concert with VA’s stakeholders, 

evaluate the effectiveness of the strategies outlined here in a Diversity and 

Inclusion Annual Performance Report. 

Goals, objectives & strategies 

Goal 1 

Create a diverse, high performing workforce that reflects the 

communities we serve by identifying and eliminating barriers to equal 

opportunity. 

Objective 1A 

Identify underrepresentation in the VA workforce in accordance with equal 

employment opportunity (EEO) laws, regulations, and management directives. 

Strategies 

• Analyze workforce demographic data in comparison with the Relevant 

Civilian Labor Force (RCLF) to identify triggers and potential barriers to 

equal employment opportunity. 

• Compile data, conduct annual barrier analysis, and submit annual EEO Plan 

and Program Status report to U.S. Equal Employment Opportunity 

Commission (EEOC) in compliance with Management Directive 715 (MD 

715). 

• Compile data and submit Federal Equal Opportunity Recruitment Report 

(FEORP) to U.S. Office of Personnel Management (OPM). 

• Compile workforce diversity data for Monthly Performance Reviews (MPR) 

for agency leadership. 

• Conduct monthly technical assistance meetings with agency EEO and 

diversity managers and annual briefings with agency leadership on MD 715 

planning and reporting. 

• Conduct individualized live and virtual MD 715 EEO Plan technical 

assistance conferences with all VA subcomponents. 

• Provide ad hoc workforce diversity reports and trends analyses to internal 

and external stakeholders. 

• In partnership with key business process owners, identify and implement an 

automated applicant flow/adverse impact analysis system to identify barriers 

to equal opportunity in the selection process. 

Measures 

• Reduce number of historically underrepresented groups in the VA workforce. 

• Reduce underrepresentation in historically underrepresented groups in VA 

workforce and leadership pipeline each year. 

• Submit timely and accurate MD 715 Report to EEOC by designated deadline 

each year. 

• Submit timely and accurate FEORP Report to OPM by designated deadline 

each year. 

• Provide monthly performance report (MPR) updates and quarterly workforce 

analyses on EEO program metrics to agency leadership by 2009. 

• ODI will provide ad hoc workforce diversity reports and trends analyses 

within five business days of request. 

• Improve quality of agency sub-component and facility level EEO plans and 

reports. 

• Identify appropriate applicant flow data system by 2010 and implement 

applicant flow data system by 2012. 

Objective 1B 

Develop strategies to address underrepresentation and eliminate identified 

barriers to equal employment opportunity. 

Strategies 

• Analyze workforce data to determine if promotions, awards, recognitions, 

training, and upward mobility opportunities are occurring equitably. 

• Benchmark “best practices” in recruitment outreach strategies in the field and 

provide consultation service to field components. 

• Assess attrition rates and develop models to support diversity in succession 

planning efforts. 

• Collaborate with Office of Human Resources Management (OHRM) to 

design and administer employee exit surveys six months after employee 

leaves the organization. 

• Analyze exit survey data to identify trends and potential EEO related root 

causes for attrition. 

• Analyze employee separation data to identify triggers for barriers to equal 

opportunity. 

Measures 

• ODI will respond to requests for data analysis on promotions, awards, 

recognitions, training, and upward mobility opportunities within five days of 

initial request. 

• Reduce underrepresentation in historically underrepresented groups in VA 

workforce and leadership pipeline each year. 

• Submit timely and accurate MD 715 Report to EEOC by designated deadline 

each year. 

• Submit timely and accurate FEORP Report to OPM by designated deadline 

each year. 

• Provide monthly performance report (MPR) updates and quarterly workforce 

analyses on EEO program metrics to agency leadership by 2009. 

• ODI will provide ad hoc workforce diversity reports and trends analyses 

within five business days of request. 

• Improve quality of agency sub-component and facility level EEO plans and 

reports. 

• Identify appropriate applicant flow data system by 2010 and implement 

applicant flow data system by 2012. 

Objective 1B 

Develop strategies to address underrepresentation and eliminate identified 

barriers to equal employment opportunity. 

Strategies 

• Analyze workforce data to determine if promotions, awards, recognitions, 

training, and upward mobility opportunities are occurring equitably. 

• Benchmark “best practices” in recruitment outreach strategies in the field and 

provide consultation service to field components. 

• Assess attrition rates and develop models to support diversity in succession 

planning efforts. 

• Collaborate with Office of Human Resources Management (OHRM) to 

design and administer employee exit surveys six months after employee 

leaves the organization. 

• Analyze exit survey data to identify trends and potential EEO related root 

causes for attrition. 

• Analyze employee separation data to identify triggers for barriers to equal 

opportunity. 

Measures 

• ODI will respond to requests for data analysis on promotions, awards, 

recognitions, training, and upward mobility opportunities within five days of 

initial request. 

• ODI will provide customized guidance to VA Administrations, Central 

Office, and field components annually in first quarter of fiscal year MD 715 

to support their MD 715 EEO planning efforts. 

• Provide timely workforce data and technical assistance in support of VA 

succession planning efforts as requested. 

• Implement pilot delayed exit surveys in FY 2010. 

• Reduce “regrettable losses” (i.e, pre-retirement age separations) of employees 

in mission critical occupations agency-wide. 

Objective 1C 

Maintain state-of-the-art EEOC-compliant standardized workforce analysis 

system to efficiently support the agency’s workforce data management needs . 

Strategies 

• Continually upgrade and enhance VSSC to remain accurate, legally 

compliant, and user-friendly to aid managers in workforce planning efforts. 

• Train and facilitate EEO managers on the use of the VHA Support Service 

Center workforce analysis system (VSSC) VA-wide. 

• Perform random quality assurance checks on VSSC workforce data accuracy. 

• Utilize variety of communications tools to distribute workforce analysis 

information (newsletter, video, CDs, web). 

Measures 

• Produce reliable and accurate workforce analysis tables in support of the MD 

715 planning. 

• 

Receive accurate, responsive, and reliable EEO plans and reports from VA 

Administrations and Central Office. 

• 

Reduce number of MD 715 EEO Program Status Report deficiencies cited by 

EEOC. 

11 

Diversity and Inclusion Strategic Plan for FY 2009-2013 

Objective 2A 

Promote strategic recruitment outreach in order to maintain a competent, 

committed, and diverse workforce. 

Strategies 

• Conduct Technical Assistance Reviews (TARs) at agency facilities to address 

EEO program strengths and deficiencies and perform follow-up activities to 

ensure responsive corrective actions are implemented. 

• Provide guidance to agency Administrations, Central Office, and field 

components on best practices in recruitment outreach strategies. 

• Partner with OHRM and Office of Resolution Management (ORM) in 

conducting consolidated technical assistance on-site reviews. 

• Provide training and guidance in the area of Special Emphasis Programs 

(SEP) and related mandated reports. 

• Compile data and information for annual submission of Federally mandated 

SEP/diversity related reports (e.g., Hispanic Employment in Federal 

Government, Disabled Veterans Affirmative Action Program, etc.) 

• Design educational programs and outreach campaigns to promote science, 

medical, technology, engineering, and math occupations in diverse 

communities. 

• Develop strategic partnerships and collaborations with community 

organizations, public and private agencies, affinity groups, professional 

associations, and educational institutions to promote recruitment outreach to 

underrepresented populations. 

• Develop Recruitment Outreach and Selection Process Guide providing 

guidance on conducting a barrier-free and EEO-compliant selection process 

and citing strategic use of special hiring authorities for underrepresented 

groups. 

• Administer Community Prosperity Partnership (CPP) to leverage community 

resources for outreach to underrepresented communities. 

• Establish a full-time EEO Manager position in VA Central Office (VACO). 

Goal 2 

Cultivate an inclusive workplace that enables full participation through 

strategic outreach and retention. 

Objective 2A 

Promote strategic recruitment outreach in order to maintain a competent, 

committed, and diverse workforce. 

Strategies 

• Conduct Technical Assistance Reviews (TARs) at agency facilities to address 

EEO program strengths and deficiencies and perform follow-up activities to 

ensure responsive corrective actions are implemented. 

• Provide guidance to agency Administrations, Central Office, and field 

components on best practices in recruitment outreach strategies. 

• Partner with OHRM and Office of Resolution Management (ORM) in 

conducting consolidated technical assistance on-site reviews. 

• Provide training and guidance in the area of Special Emphasis Programs 

(SEP) and related mandated reports. 

• Compile data and information for annual submission of Federally mandated 

SEP/diversity related reports (e.g., Hispanic Employment in Federal 

Government, Disabled Veterans Affirmative Action Program, etc.) 

• Design educational programs and outreach campaigns to promote science, 

medical, technology, engineering, and math occupations in diverse 

communities. 

• Develop strategic partnerships and collaborations with community 

organizations, public and private agencies, affinity groups, professional 

associations, and educational institutions to promote recruitment outreach to 

underrepresented populations. 

• Develop Recruitment Outreach and Selection Process Guide providing 

guidance on conducting a barrier-free and EEO-compliant selection process 

and citing strategic use of special hiring authorities for underrepresented 

groups. 

• Administer Community Prosperity Partnership (CPP) to leverage community 

resources for outreach to underrepresented communities. 

• Establish a full-time EEO Manager position in VA Central Office (VACO). 

Goal 2 

Cultivate an inclusive workplace that enables full participation through 

strategic outreach and retention. 

Measures 

• Perform a minimum of six TARs on an annual basis at facilities based on 

established multidimensional needs assessment criteria. 

• Perform follow-up to TARs within six months of initial visit to monitor 

progress on implementation of recommended corrective actions. 

• Provide Issue updated guidance to agency subcomponents on “best practices” 

in recruitment outreach strategies in first quarter of fiscal year. 

• Develop a TAR tracking system to ensure continuity in recommending best 

practices. 

• Provide SEP training at 20% of the facilities by end of FY 2013. 

• Submit timely and accurate SEP/diversity-related Federally mandated reports 

to oversights agencies by designated deadlines each year. 

• Distribute SEP announcement memoranda to agency subcomponents 

annually and 30 days in advance of the SEP event. 

• Participate in six national affinity group conferences or outreach venues 

annually. 

• ODI will coordinate three CPP events annually based in diverse, 

underrepresented communities. 

• ODI will issue Recruitment Outreach and Selection Process Guide by end of 

FY 2009. 

• Establish a baseline for the purpose of measuring and improving diversity in 

applicant pools in underrepresented areas by 2012. 

• Increase representation of people with targeted disabilities to 2% of the 

agency workforce by 2013. 

• Reduce EEO complaints based on non-selection through appropriate EEO 

training for managers and supervisors. 

• Recruit EEO Manager for VACO by 2010, budget permitting. 

Objective 2B 

Support the retention and full participation of employees in order to provide high 

quality service to veterans and their families. 

Strategies 

• Analyze Federal Human Capital Survey (FHCS) and Annual Employee 

Survey (AES) data to identify trends with regards to diversity and inclusion. 

• Coordinate with national selective placement services to place applicants/ 

employees with disabilities. 

• Implement accurate reasonable accommodation tracking system to report 

national data. 

• Establish and train selective placement coordinators for placement of people 

with disabilities utilizing Schedule A Hiring Authorities. 

• Improve partnership and build strategic alliances with OHRM on EEO, 

diversity, and inclusion issues. 

Measures 

• Increase retention of historically underrepresented groups in VA workforce 

and mission critical occupations. 

• Increase favorable responses to diversity related items on employee surveys 

over prior year baselines. 

• Implement automated reasonable accommodation tracking system by FY 

2010. 

• Identify baseline and increase timeliness of processing of reasonable 

accommodation requests by 2010. 

• Produce one marketing/promotional material on reasonable accommodation 

requests by end of FY 2009. 

• Reduce EEO complaints based on failure to accommodate through 

appropriate EEO training of managers and supervisors. 

• Establish selective placement coordinator function in all facilities by FY 

2010; provide initial training in FY2010. 

• Implement monthly strategy meetings between ODI and OHRM key staff in 

FY 2009. 

Objective 2C 

Create a diverse pipeline for recruitment and career advancement opportunities in 

order to support agency succession planning and leadership development. 

Strategies 

• Coordinate agency-wide student non-traditional internship programs, 

including but not limited Hispanic Association of Colleges and Universities 

(HACU), National Association for Equal Opportunity in Higher Education, 

American Indian Science and Engineering Society, Washington Internships 

for Native Students, Workforce Recruitment Program (WRP), The 

Washington Center for Internships and Academic Seminars, International 

Leadership Foundation. 

• Create a national internship database for tracking the recruitment of 

• Implement accurate reasonable accommodation tracking system to report 

national data. 

• Establish and train selective placement coordinators for placement of people 

with disabilities utilizing Schedule A Hiring Authorities. 

• Improve partnership and build strategic alliances with OHRM on EEO, 

diversity, and inclusion issues. 

Measures 

• Increase retention of historically underrepresented groups in VA workforce 

and mission critical occupations. 

• Increase favorable responses to diversity related items on employee surveys 

over prior year baselines. 

• Implement automated reasonable accommodation tracking system by FY 

2010. 

• Identify baseline and increase timeliness of processing of reasonable 

accommodation requests by 2010. 

• Produce one marketing/promotional material on reasonable accommodation 

requests by end of FY 2009. 

• Reduce EEO complaints based on failure to accommodate through 

appropriate EEO training of managers and supervisors. 

• Establish selective placement coordinator function in all facilities by FY 

2010; provide initial training in FY2010. 

• Implement monthly strategy meetings between ODI and OHRM key staff in 

FY 2009. 

Objective 2C 

Create a diverse pipeline for recruitment and career advancement opportunities in 

order to support agency succession planning and leadership development. 

Strategies 

• Coordinate agency-wide student non-traditional internship programs, 

including but not limited Hispanic Association of Colleges and Universities 

(HACU), National Association for Equal Opportunity in Higher Education, 

American Indian Science and Engineering Society, Washington Internships 

for Native Students, Workforce Recruitment Program (WRP), The 

Washington Center for Internships and Academic Seminars, International 

Leadership Foundation. 

• Create a national internship database for tracking the recruitment of 

nontraditional programs and track credit in database and on Standard Federal 

50 forms. 

• Develop mentoring program framework and coaching toolkit to support 

diversity in succession planning. 

• Monitor Senior Executive Service Candidate development programs (SES 

CDP) and Leadership VA (LVA) candidate selection processes to ensure 

there are no barriers to equal opportunity. 

• ODI will collaborate with OHRM to develop a diversity focused marketing/ 

outreach plan to market the SES CDP and LVA programs. 

• Send VA SES job opportunity announcement to diversity organizations 

through diversity listserv. 

• Include voluntary race, gender, ethnicity disclosure form with all SES 

vacancies to anonymously track diversity of leadership applicant pool. 

• Develop Memoranda of Understanding (MOU) with diverse institutions of 

higher education and professional organizations to facilitate recruitment 

outreach to underrepresented groups. 

• Develop guide on conducting EEO compliant selection process, including 

legally compliant ways to incorporate diversity in selection panels. 

• In conjunction with OHRM, increase use of “open continuous” database in 

mission critical occupational. 

Measures 

• Sponsor 20 WRP and 50 HACU interns annually. 

• Convert 5% of qualified, sponsored WRP students utilizing special hiring 

authorities (e.g., Schedule A, 30% disabled veterans) annually, subject to 

availability of budget resources. 

• Establish a non-traditional internship database by end of FY 2009. 

• Establish a guide and materials on mentoring and coaching to improve 

retention and enhance diversity in leadership pipeline by 2011. 

• Increase marketing and outreach for leadership development programs such 

as SES CDP and LVA. 

• Increase number of internships, work-study cooperative arrangements, and 

student/faculty exchanges under MOUs. 

• Issue guidance on conducting EEO compliant selection processes by FY 

2010. 

• Develop open continuous database for diverse candidates in mission critical 

occupational categories by FY 2011. 

Goal 3 

Promote accountability, education, and communication on diversity and 

inclusion matters with VA employees, leaders, and stakeholders to 

facilitate outstanding service to veterans. 

Goal 3 

Promote accountability, education, and communication on diversity and 

inclusion matters with VA employees, leaders, and stakeholders to 

facilitate outstanding service to veterans. 

Objective 3A 

Develop agency policies that ensure commitment to and accountability for 

maintaining a diverse workforce and inclusive workplace. 

Strategies 

• Develop consolidated EEO, Diversity & Inclusion, and No FEAR Policy and 

related guidance in coordination with process owners. 

• Develop and implement VA Diversity & Inclusion (D&I) Strategic Plan. 

• Develop VA Annual Diversity & Inclusion Performance Report. 

• Implement office name change from “Office of Diversity Management and 

Equal Employment Opportunity” (DM&EEO) to “Office of Diversity and 

Inclusion.” 

• Develop recommended performance elements addressing EEO, diversity and 

inclusion in management and supervisory performance plans. 

• Update reasonable accommodation and accessibility (RA) policy directive; 

and provide timely and effective (RA) guidance and training. 

• Establish local reasonable accommodation coordinator function throughout 

agency. 

• Develop and implement VA Diversity and Inclusion Awards program. 

• Benchmark best practices for diversity and inclusion. 

• Develop and implement diversity product surveys. 

Measures 

• Issue consolidated EEO, Diversity & Inclusion, and No FEAR Policy and 

related guidance annually and within 6 months of appointment of new 

Secretary. 

• Develop and implement initial D&I Strategic Plan in FY 09; update Strategic 

Plan no later than FY 2014. 

• Issue first VA D&I Annual Performance Report by January 2010; issue 

succeeding Annual Reports within 100 days of the close of the reported fiscal 

year. 

• Publish and market best practices in diversity and inclusion by end of FY 

2009. 

• Promulgate office name change to “Office of Diversity and Inclusion” by FY 

2009. 

• Establish recommended EEOC MD 715 compliant diversity and inclusion 

performance element for SES, supervisors and manager performance plans 

by FY 2010. 

• Issue new agency-wide Reasonable Accommodation Directive by May 2009. 

• Begin training of reasonable accommodation coordinators in FY 2010. 

• Increase nominations for Diversity and Inclusion Awards by FY 2009. 

Objective 3B 

Educate employees and managers on EEO, diversity, and inclusion matters to 

promote competency in maintaining a fair, high performing, and healthy work 

environment. 

Strategies 

• Develop minimum standards for diversity, EEO, and conflict management 

training for all managers and supervisors. 

• Evaluate and update EEO, Harassment, No FEAR, and diversity related 

training for employees. 

• Develop and conduct training on Business Case for Diversity, including 

diversity of thought and perspective in workforce, internal operations, and 

service delivery. 

• Add content of the business case for diversity and inclusion to the ODI 

inclusion Web site. 

Measures 

• Develop VA-wide standards for recurring diversity, EEO, and conflict 

management training (content and delivery) for managers and supervisors by 

end of FY 2009; implement supervisory training by 2010. 

• Train supervisors/managers in diversity, EEO, and conflict management 

annually in accordance with timeframes contained in VA policies and 

directives. 

• Conduct training on Business Case for Diversity and Inclusion at a minimum 

of four leadership venues annually beginning in FY 2009. 

• Reduce VA’s per capita rate of EEO complaints through appropriate EEO 

and diversity training. 

• Post diversity related training content to diversity web site agency-wide by 

end of FY 2009; update training content annually. 

Objective 3C 

Promote effective communication with employees and stakeholders on diversity 

and inclusion issues to heighten awareness and share best practices. 

Strategies 

• Implement VA Diversity Advisory Council and provide coordination and 

staff support. 

• Redesign ODI website to feature more content in a user-friendly format. 

• Enhance format and informational content of Diversity@Work newsletter. 

• Enhance educational format and content of Diversity News video broadcast. 

• Electronically disseminate educational articles in the area of diversity and 

inclusion on NewsLink. 

• Develop systems to track viewership of communications vehicles and 

establish baseline measures. 

• Monitor responses on diversity related survey items on FHCS and AES; 

participate in develop of diversity related items as appropriate. 

• Develop a survey for recipients of diversity products to measure their 

effectiveness. 

• Develop and distribute marketing materials on diversity and inclusion. 

Measures 

• Standup VA-wide Diversity Advisory Council by FY 09 and provide staff 

support as needed. 

• Redesign ODI website by FY 2010. 

• Increase electronic distribution of Diversity@Work newsletter annually. 

• Establish baseline of Diversity News viewership on diversity web site by end 

of FY 2009, and increase viewership by 5% in FY 2010. 

• Increase distribution of diversity related web-based NewsLink annually. 

• Increase favorable responses to EEO and diversity related survey items in 

employee surveys (FHCS or AES) beginning in FY 2010. 

• Majority of respondents to diversity product surveys indicate understanding 

of business case for diversity and inclusion. 

• Implement at least one diversity and inclusion initiative annually agency-

wide beginning in FY 2010. 

For more information, 

please contact: 

Office of Diversity and Inclusion 

810Vermont Avenue, NW (06) 

Washington, DC 20420 

Phone: (202) 461-4131 

Email: odi@va.gov 

## VA Diversity Council Charter

Department of Veterans Affairs

Diversity Council

Charter 

Council’s Official Designation (Title)

The Department of Veterans Affairs Diversity Council (VADC)

Definitions of Diversity and Inclusion

The Charter operates with a common understanding of the following terms:

a.  Diversity: All of the ways in which people differ, including innate characteristics (such as age, race, gender, ethnicity, national origin, mental or physical abilities, and sexual orientation) and acquired characteristics (such as education, socioeconomic status, religion, work experience, language skills, cultural values, geographic location, family status, organizational level, work style, philosophical and intellectual perspective, etc).

b.  Inclusion: Enabling the full participation and contribution of all human resources in support of the mission of the organization by eliminating implicit and explicit barriers. Leveraging the diverse talents and attributes of the entire workforce by configuring work opportunities, business processes, functional operations, rewards systems, work-life options, professional interactions, communications, information-sharing, and decision-making to empower the full potential of all employees.  

Objectives and Scope of Activities

VADC will provide independent advice and recommendations to the Secretary, on areas relating to diversity and inclusion that may include, but are not limited to: 

Workforce Strategies

a.  Advice and recommendations on identifying barriers or challenges to recruitment, retention, and advancement of employees in underrepresented groups and on development of programs or initiatives to address the challenges and change paradigms.

b.  Advice and recommendations on VA’s framework development for integrating human resources programs into its strategic planning, annual planning, and management accountability for achieving diversity and inclusion results Department-wide.

Business Strategies

c.  Advice and recommendations regarding VA’s administration of Veterans’ health, benefits, and memorial affairs programs relating to service to groups with diverse backgrounds. 

d.  Advice and recommendations on VA’s existing and future information management systems, technologies, and data collection, as well as recommendations to conduct analyses that support and strengthen diversity and inclusion programs in all areas including administrative and scientific areas.

Measurement and Evaluation

e.  Advice and recommendations on measuring and evaluating VA’s progress, quality, and adequacy in planning, developing, and implementing diversity and inclusion strategies, projects, programs.

Communication and Outreach

f.  Advice and recommendations for improving how VA participates, collaborates, and communicates within the Department and with other Federal agencies, State or local governments, civil rights leaders, affinity networks (e.g. identity associations, professional societies, cultural groups, or organizations comprised of persons who are similar to the group that is targeted for outreach), military Veterans’ groups, legislators, and the public on diversity and inclusion issues.

Training and Education

g.  Advice and recommendations regarding VA’s awareness, education, training, and other risk management activities and policies involving inclusion, diversity, equal opportunity, and conflict management.

Council Role and Responsibilities

The primary role of the VADC is to provide advice and recommendations to the Secretary of Veterans Affairs through the Senior Review Group (SRG), the Strategic Management Council (SMC), and the VA Executive Board (VAEB) on areas related to diversity and inclusion as described above.  VADC responsibilities may include serving as a communication link between the workforce, subcomponent organizations, and VA leadership and also as a clearinghouse on diversity and inclusion issues.  To this end, the VADC may engage in research, benchmarking, data collection, special initiatives, and other activities, and may use its structure to share best practices and leverage organizational resources in support of common aims. 

Official(s) to Whom the Council Reports 

The VADC will provide advice and recommendations and report through the SRG, the SMC, and the VAEB to the Secretary of Veterans Affairs.  Recommendations presented to the Secretary of Veterans Affairs will require a simple majority vote of VADC members (or designated representatives who must be spokespersons for their organizations and have access to the heads of their organizations) who were in attendance at the meeting as recorded in the VADC minutes.    

Flow Chart

 (VA Executive Board (VAEB)Chairperson: SecretaryDeputy Secretary Chief of StaffUnder Secretary for HealthUnder Secretary for BenefitsUnder Secretary for Memorial AffairsAssistant Secretary for Public and Intergovernmental Affairs Assistant Secretary for Management Assistant Secretary for Information and Technology Assistant Secretary for Human Resources and Administration Assistant Secretary for Operations, Security and Preparedness Assistant Secretary for Policy and Planning Assistant Secretary for Congressional and LegislativeChair, Board of Veterans AppealsExecutive Director, Office of Acquisition, Logistics, and ConstructionGeneral CounselMeeting frequency: Monthly (nominally the fourth Tuesday of each month)) (VA Diversity Council (VADC)Co-chairs: Assistant Secretary for Human Resources and AdministrationDeputy Assistant Secretary for Diversity and InclusionMembers: Representatives from three Administrations and all major Staff Offices Representative from each of the National unionsMeeting frequency: Quarterly Senior Review Group (SRG)Senior most career official in each administration and staff office.Meeting frequency: VariesStrategic Management Council (SMC)Chairperson: Deputy SecretaryChief of StaffDeputy Under Secretary for HealthDeputy Under Secretary for BenefitsDeputy Under Secretary for Memorial AffairsAssistant Secretary for Public and Intergovernmental Affairs Assistant Secretary for Management Assistant Secretary for Information and Technology Assistant Secretary for Human Resources and Administration Assistant Secretary for Operations, Security and Preparedness Assistant Secretary for Policy and Planning Assistant Secretary for Congressional and Legislative AffairsChair, Board of Veterans AppealsDeputy General CounselExecutive SecretaryCounselor to the SecretarySenior Advisor to the Deputy SecretaryMeeting frequency: Biweekly (first and third Tuesday of each month))

Office Responsible for Providing the Necessary Support

The Department’s Office of Diversity and Inclusion (ODI) will be responsible for providing basic financial and administrative support. 

Estimated Annual Operating Costs and Work Years

The estimated annual operating cost of the VADC will include .50 person-years of ODI support.  ODI will be responsible for providing basic financial and administrative support and will arrange teleconferencing services for VADC members.  

When approved by their organizations’ sponsors, VADC members will receive travel expenses and per diem allowance from their home organizations’ operating budget in accordance with the Federal Travel Regulations for any travel made in connection with their duties as VADC Members.

As needed, financial and staff support for specific initiatives will be the responsibility of VA components that will sponsor the effort and designate representatives for the associated subcommittees or workgroups.

Process Owners and Council Chairs

The Assistant Secretary for Human Resources and Administration and Deputy Assistant Secretary for Diversity and Inclusion will serve as Process Owners and co-chairs of the VADC and may exercise a single combined vote as a tie breaker.

Member Composition

VADC members are classified as either “voting” or “nonvoting”. Only current VA employees may be designated VADC members, with the exception of national union representation described in paragraph 11.

The VADC will comprise voting members representing each of the Department’s three Administrations and all major Staff Offices.  The Secretary of Veterans Affairs will recognize the VADC members who are designated by their organizations’ leadership.  Voting VADC members and their designees must be spokespersons for their organizations and have access to the heads of their organizations.  When these members or their designees are called to vote on VADC matters, each organization will have one vote.

The VADC will include one representative from each of the National unions as voting members.  When these members are called to vote on VADC matters, each union will have one vote. 

Recommendations will be adopted on the basis of a simple majority vote of members present (physically or telephonically) at the meeting

The VADC may include representatives of VA employee groups or VA affinity groups that are structured or chartered to address VA business or employee matters.  These representatives will be nonvoting VADC members and will participate only to provide factual information or individual opinions without being involved in the deliberative process.

11.  	National Union Members Representation

VADC members who are union representatives shall be on duty time for work, travel and attendance to the VADC meetings.

The assigned Union representative may be a retired VA employee.

12.	Subcommittees

a.  The VADC may form subcommittees or workgroups as standing entities or ad hoc groups for any purpose consistent with this charter.  

b.  These subcommittees or workgroups may be assigned work by the VA Executive Board or the SMC.  The VA Executive Board comprises the Secretary, Deputy Secretary, Chief of Staff, Under Secretaries, Assistant Secretaries, Chairman of the Board of Veterans Appeals, and General Counsel.  The SMC comprises the Deputy Secretary, Chief of Staff, Principal Deputy Secretaries or Equivalents, Assistant Secretaries or Equivalents, Chairman of the Board of Veterans Appeals, and Deputy General Counsel. 

c.  These subcommittees or workgroups have no authority to make decisions on behalf of the chartered VADC nor may they report directly to the Secretary of Veterans Affairs.  Such subcommittees or workgroups may not work independently of the chartered VADC and must report their recommendations and advice to the VADC for full deliberation and discussion.  

d.  Although the VADC will have no oversight role over subcommittees or workgroups established by other authorities, strong collaborations and communications will be supported.

13.        Estimated Number and Frequency of Meetings

The VADC may meet quarterly, or as approved by the Assistant Secretary for Human Resources and Administration and the Deputy Assistant Secretary for Diversity and Inclusion, who serve as co-chairs of the VADC.  ODI will arrange teleconferencing services for VADC members who are outside of the Washington DC area.  The Office of Human Resources and Administration may pay travel and per diem expenses when determined necessary and appropriate by the VADC co-chairs.  

14.        Duration and Termination

The VADC will exist for ten years to facilitate the transition of the organization and to integrate diversity and inclusion initiatives into a normal course of business activities.  Revisions to the VADC charter may be proposed, and by approval of the Secretary of Veterans Affairs, a revised charter may be adopted during this period.

   __________________ ___________________________        

        Approval Date                                                      Eric K. Shinseki

						                 Secretary of Veterans Affairs

111

## VA Diversity Council Membership Roster

**NATIONAL UNION REPRESENTATIVES**

*VA National Partnership Council Members

**AFFINITY ORGANIZATIONS**

## 

## EEO, Diversity, and No FEAR Policy Statement

TO:  All Employees

SUBJECT:   Summary of VA’s EEO, Diversity, and No FEAR Policies

	The Department of Veterans Affairs (VA) is committed to ensuring equal employment opportunity (EEO), promoting diversity and inclusion, and resolving workplace conflict constructively in order to maintain a high performing workforce in service to our Nation’s veterans.  As Secretary of VA, it is my privilege to convey VA’s strong commitment to these fundamental principles that are essential to maintaining a high performing organization in the 21st century.  As our nation and our agency face unprecedented challenges and opportunities, never has it been more important that we reaffirm our pledge to protect and empower our most valuable asset – our employees.  To that end, VA will vigorously enforce all applicable Federal EEO laws, regulations, Executive Orders, and Management Directives to ensure equal opportunity in the workplace and full protection of our employees.[footnoteRef:5]   [5:  Title VII of the Civil Rights Act of 1964; the Rehabilitation Act of 1973, as amended; the Age Discrimination in Employment Act of 1975; the Equal Pay Act of 1963; the Notification and Federal Employee Antidiscrimination and Retaliation Act (No FEAR Act) of 2002; the Whistleblower Protection Act of 1989, and Executive Order 11478 on Equal Employment Opportunity in the Federal Government.   ] 

	This Memorandum summarizes VA’s EEO and Diversity related policies.  For additional information, please consult the related resources listed at the end of this memorandum, as well as guidance and Directives that may exist within each Administration.

No FEAR/Whistleblower Protection

	The Notification and Federal Employee Antidiscrimination and Retaliation Act (No FEAR) of 2002  protects Federal employees from unlawful discrimination and reprisal for participation in protected EEO and whistle blowing activity.[footnoteRef:6]  The Whistleblower Protection Act prohibits retaliation against public employees or applicants for employment who report official wrongdoing.[footnoteRef:7]  Retaliation against individuals for opposition to discrimination or participation in the discrimination complaint process is unlawful and will not be tolerated.  This includes complainants, witnesses, and others who provide information concerning such claims. We will work aggressively to protect employees from reprisal for participation in such protected activity, including the reporting of waste, fraud, and abuse in government practices. [6:  No FEAR Act Memorandum at http://vaww1.va.gov/ohrm/EmployeeRelations/GrievanceTopics/NoFearAct.PDF]  [7:  Please see the information on the Whistleblower Protection Act found at http://www.osc.gov/wbdisc.htm.] 

	To protect the integrity and high standards of our work at VA, we vigorously protect the rights of all employees to engage in protected activity under civil rights statutes, Executive Orders and Whistleblower protection laws.  The U.S. Office of Special Counsel is responsible for administering a complaint management process to address complaints of whistleblower retaliation for most of the Executive Branch, including the VA.[footnoteRef:8]  Reprisal against individuals for reporting violations of laws, rules, or regulations; gross mismanagement; gross waste of funds; abuse of authority; or a substantial and specific danger to public health or safety, will not be tolerated.  Reprisal includes taking or failing to take, or threatening to take or failing to take, a personnel action with respect to any employee because of a protected disclosure of information. [8:  Office of Special Council E-Filing form found at https://www.osc.gov/oscefile/.] 

Prohibited Discrimination

	VA will not tolerate discrimination or harassment on the bases of race, color, religion, national origin, sex, sexual orientation, pregnancy, age, disability, genetic information, or retaliation for opposing discriminatory practices or participating in the discrimination complaint process.  This applies to all personnel practices and terms and conditions of employment, including recruitment, hiring, promotions, transfers, reassignments, training, career development, benefits, and separation.  In addition, the VA will provide reasonable accommodation to qualified individuals with disabilities and for religious practices, as provided by the applicable laws and procedures.

	VA’s Office of Resolution Management (ORM) is responsible for administering an impartial and effective complaints management process to address and resolve complaints of employment discrimination at the earliest possible stage.  Employees may report allegations of discrimination to ORM at 888-737-3361.  Employees seeking redress under the regulations governing the Federal EEO complaint process (29 CFR Part 1614) must contact an EEO Counselor by dialing this number within 45 calendar days of the date of the alleged incident in order for the complaint to be investigated under this process.[footnoteRef:9]  Employees may also report allegations to their immediate local facility EEO program manager, their supervisor, another management official, their collective bargaining unit, an Employee Relations Specialist, or the Office of Labor-Management Relations staff in the Office of Human Resources and Administration, as appropriate. [9:  EEO Discrimination Complaints Process, VA Directive 5977, February 7, 2007 at http://www1.va.gov/vapubs/viewPublication.asp?Pub_ID=343&FType=2.  ] 

Workplace Harassment

	As Secretary of VA, I am firmly committed to ensuring that all VA employees, applicants, contract employees, clients, customers, and anyone doing business with the VA are not subjected to employment discrimination.  Prohibited discrimination may manifest itself in the form of harassment and is not tolerated at this Agency. Harassment is defined as any unwelcome, hostile, or offensive conduct taken on the basis of race, color, religion, national origin, sex, sexual orientation, age, or disability that interferes with an individual's performance or creates an intimidating, hostile or offensive environment.

	Sexual harassment is a form of sex discrimination that involves unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: (1) submission to or rejection of such conduct is made either explicitly or implicitly a term or condition of one's employment, or (2) submission to or rejection of such conduct by a person is used as a basis for career or employment decisions affecting that person, or (3) such conduct interferes with an individual's performance or creates an intimidating, hostile or offensive environment.

	Both supervisors and employees bear responsibility in maintaining a work environment free from discrimination and harassment.  Employees must not engage in harassing conduct and should immediately report such conduct to their supervisor, another management official, collective bargaining unit, Employee Relations Specialists, Labor Relations Specialists, or ORM, as appropriate.  Harassment claims will be handled confidentially to the greatest extent possible.  If an employee brings an issue of harassment to a supervisor's attention, the supervisor must promptly investigate the matter in a thorough and impartial manner and take appropriate and effective corrective action, as necessary.  Allegations of discrimination and harassment, including sexual and non-sexual, will be taken seriously and appropriate corrective action--up to and including termination--will be taken if allegations are substantiated.  Supervisors are strongly encouraged to seek guidance from your local EEO Manager or ORM, Employee and Labor Relations staff, or the Office of the General Counsel when addressing issues of discrimination or harassment. 

Alternative Dispute Resolution

Conflict in the workplace is inevitable.  Properly managed, it can be a source of creative thinking and better outcomes.  Left unmanaged, it can lead to organizational disruption, high attrition, low productivity, and poor employee morale. To maintain a respectful, productive, and harmonious work environment, I encourage employees and supervisors to resolve workplace disputes at the earliest possible stage.  VA offers Alternative Dispute Resolution (ADR) services such as mediation and facilitation to assist parties in resolving conflicts constructively.[footnoteRef:10]  ADR involves a neutral third-party working with the employee, supervisor, or group to engage in constructive communication, identify issues and concerns, and develop collaborative solutions.  Every employee has the power to prevent or resolve workplace disputes.  I encourage all VA employees to consult with their Administration’s ADR Coordinator or VA’s Workplace ADR program for assistance in resolving workplace disputes quickly and informally.[footnoteRef:11] [10:  Alternative Dispute Resolution, VA Directive 5978 at http://www1.va.gov/adr/page.cfm?pg=10.]  [11:  See VA ADR Coordinators list at http://www1.va.gov/adr/docs/ADR_Coordinators_List.pdf, and the VA Workplace  ADR website at http://www1.va.gov/adr/page.cfm?pg=86.] 

Reasonable Accommodation

	VA has a legal obligation to provide reasonable accommodation to certain individuals with disabilities and for certain religious practices, unless doing so causes undue hardship as provided by applicable laws and procedures.  With respect to employees or applicants for employment that meet the definition of “qualified” individuals with a disability, a reasonable accommodation is any change in the work environment or in the manner work is accomplished that enables them to enjoy equal employment opportunities.  Employees who believe they may need assistance in performing the essential functions of their job as a result of a medical condition should request accommodations from immediate supervisors.  Supervisors and managers bear the responsibility of providing reasonable accommodation to enable qualified employees to effectively perform their work.  Supervisors and managers should seek the assistance and consultation of your local EEO Manager or the Office of the General Counsel, an Employee Relations Specialist, Labor Relations Specialist, or the Office of Diversity and Inclusion for guidance consistent with applicable statutes, case law, and guidance in this area.  Processing of requests for reasonable accommodation will be consistent with VA Directive 5975.1.  Most reasonable accommodations can be provided at little or no cost and there are several resources to assist managers and supervisors in obtaining the appropriate and most cost-effective equipment for employees with disabilities.[footnoteRef:12] [12:  VA Directive 5975.1, Processing Requests for Reasonable Accommodation by Employees and Applicants with Disabilities, found at http://vaww1.va.gov/vapubs/viewPublication.asp?Pub_ID=261&FType=2. To obtain electronic and information technology at no cost, visit the Computer/Electronic Accommodations Program’s (CAP) website at http://www.tricare.mil/CAP/.  For electronic and information technology needs, including assistive technology, visit U.S. Department of Agriculture’s Target Center’s website at http://www.da.usda.gov/oo/target/index.html.  For individualized job accommodation consultation visit the Department of Labor’s Office of Disability Employment Program’s Job Accommodation Network (JAN) at http://www.jan.wvu.edu/index.htm.  The services of CAP, Target, and JAN are available to employees of the VA.] 

Mandatory EEO Related Training

	The No FEAR Act of 2002 requires all employees to take No FEAR training within 90 days of their initial hire and biannually thereafter.  VA also requires biennial harassment prevention training for all employees. These training modules are available through the VA Learning Management System (LMS). Managers and supervisors bear a legal obligation to maintain a discrimination free work environment.  As such, it is my expectation that managers and supervisors receive additional training on their responsibilities in these areas.  Therefore, VA is requiring that all managers and supervisors receive training in EEO, diversity, and conflict management every two years.  Training modules supervisory employees in these areas for are available on-line through LMS and through the Office of Diversity and Inclusion.

Towards Diversity and Inclusion

	To be a high performing public service agency in this millennium, we must cultivate an inclusive work environment that values human diversity in all its aspects.  I am convinced that the unique and diverse attributes each employee brings, offers incalculable benefits and higher performance outcomes for our Department.  This is more than a legal requirement; it is a business imperative.  Therefore, I am resolved to creating an environment within VA that is free of barriers to full participation, values diversity of perspectives, and empowers every individual to contribute to his or her fullest potential in service to this Department and to our veterans.  Each of us bears the responsibility to ensure that discrimination in the workplace is not tolerated and that diversity is valued. Supervisors and managers bear a special responsibility to ensure that the work environment is free from discrimination and harassment.  Promoting the complementary principles of equity, diversity, and inclusion in the workplace is pivotal to providing the excellent service that our Nation’s veterans deserve.  Thank you for your support in this.

/s/

Eric Shinseki

Additional Related Resources:

Executive Order 11478, as amended by Executive Order 13087 on May 28, 1998, providing a uniformed policy in the Federal Government prohibiting discrimination based on sexual orientation found at http://www.eeoc.gov/federal/eo11478/eo13087.html. 

Diversity Management and EEO, VA Directive 5975, March 6, 2007 at http://vaww1.va.gov/vapubs/viewPublication.asp?Pub_ID=348&FType=2.

Office of Diversity and Inclusion website (formerly the Office of Diversity and EEO) at http://www.va.gov/dmeeo/index.asp.  

Office of Resolution Management (ORM) website at http://www.va.gov/orm/.  .

VA Workplace Alternative Dispute Resolution website at http://www1.va.gov/adr/page.cfm?pg=86.

Office of Human Resources and Administration website at http://www.va.gov/ofcadmin/.

Office of Labor-Management Relations website at http://www1.va.gov/lmr/.

Employee Relations website at http://vaww1.va.gov/ohrm/EmployeeRelations/ERhome.htm.  

Office of Special Council website at http://www.osc.gov/.

## FY 2010 MD-715 EEO Plan Executive Summary

**Introduction**

The Department of Veterans Affairs (VA) is proud to present VA’s Management Directive (MD) 715 Equal Employment Opportunity (EEO) Program Status Report for Fiscal Year (FY) 2010 and EEO Plan for fiscal year (FY) 2011.  This report addresses all the required elements of EEOC’s Management Directive 715 toward building and sustaining a *Model EEO Program*.

VA provides health care, benefits, and memorial services for approximately twenty five million Veterans.  VA provides these services through three major organizational subcomponents: the Veterans Health Administration (VHA), with 157 medical centers; the Veterans Benefits Administration (VBA), with 57 centers; and the National Cemetery Administration (NCA), with 131 cemeteries (with four more slated to come onboard during FY 2011).  The VA Central Office (VACO) is the national headquarters office comprising numerous Staff Offices reporting to the Secretary.  

Unlike most Federal agencies, VA maintains a tri-partite structure for the administration of its Department-wide EEO and diversity management functions.  The respective functions and responsibilities are distributed among three independent offices as described below:

· *The Office of Diversity and Inclusion* (ODI) develops Department-wide EEO and diversity policies; performs workforce analyses and reporting; develops outreach and retention programs, and provides training and communication on EEO and diversity topics.

· *The Office of Resolution Management*(ORM) administers the EEO complaint processing system (counseling, acceptance, investigation, and compliance) and oversees VA’s Workplace Alternate Dispute Resolution (ADR) Program. 

· *The Office of Employment Discrimination Complaint Adjudication*(OEDCA) issues final agency decisions based upon an investigative record or a final order after receiving and/or appealing EEOC administrative decisions. 

**Workforce Composition**

As the second largest Cabinet level department, VA is proud to be one of the most diverse agencies in the Federal government.  Compared to the Relevant Civilian Labor Force (RCLF), VA’s workforce is at or above the RCLF representation in all areas except White and Hispanic females.  In FY 2010, we are pleased to report that the representation of Hispanic females rose from 3.46 percent to 3.61 percent, as did the representation of Hispanic and African American males.  In addition, the representation of people with targeted disabilities increased from 1.43 percent to 1.51 percent in FY 2010, reversing a decade long decline in onboard representation of that group in our workforce.  We believe this is a testament to the success of VA’s focused efforts as guided by its FY 2009-1013 Diversity and Inclusion Strategic Plan.

 At the end of FY 2010, VA’s workforce totaled 307,322 employees, including 21,519 temporary employees[footnoteRef:13].  The overall workforce increased by 11,190 or 3.8 percent during the year, while temporary employment declined by 2,302.  With the exception of the American Indian/Alaska Native, the number of employees in each of the other reported race and national origin (RNO) categories (White; Black/African American; Asian; Native Hawaiian/Pacific Islander; Hispanic) increased as well in FY 2010.  The number of American Indian/Alaska Natives (approximately about 1 percent of the workforce) decreased from 4,013 in FY 2009 to 3,558 in FY 2010. [13:  This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which excludes intermittent employees.] 

**Figure 1.  FY 2010/FY 2009 Workforce Comparison by Race/Ethnicity and Gender**

As seen in Figure 1, the actual counts in each of Race/Ethnicity and gender group increased, while the percent representation remained generally constant during FY 2010 through approximately 40,000 hires (permanent and temporary).  Among the historically underrepresented groups in VA, Hispanic females experienced the largest percentage increase of 0.15 percent.  Hispanic males also increase by 0.12 percent (see Table A1, Ratio Change).

**Figure 2.  VA Onboard Representation**

The total number of separations of permanent employees from VA in FY 2010 was 19,785, which is a 13 percent increase from FY 2009.  Ninety one percent of the separations were voluntary.  A distribution of the separations by type is provided at Figure 3.

**Figure 3.  VA Separations**

**Targeted Disabilities**

Provided at Figure 4 is information on the workforce profile by disability categories. As a result in the increased focus on outreach to people with targeted disabilities in VA’s Diversity and Inclusion Strategic Plan, the representation of employees with a targeted disability (temporary and permanent) increased from 1.43 percent in FY 2009 to 1.51 percent in FY 2010.  Broken down, permanent employees with target disabilities increased from 1.47 percent in FY 2009 to 1.55 percent in FY 2010.   The Federal government average for employees with targeted disabilities increased from 0.88 percent in FY 2009 to 0.92 percent in FY 2010, placing VA among the leaders in this area.   

**Figure 4.  Workforce by Disability/Non-Disability Classification**

According to Figure 5, there was an increase of employees with targeted disabilities indentified with mental illness.  The number of employees identified with mental Illness increased from 1,738 in FY 2009 to 2,058 in FY 2010.

****

**Figure 5. Comparison of Targeted Disabilities by Categories**

**Plan to Achieve Model EEO Program (Parts G and H)**

In FY 2010, VA continued to make progress toward becoming a *Model EEO Program* in accordance with EEOC’s six essential elements.  ODI monitors VA’s status on these elements though a sophisticated web-based system that tracks it’s self-assessment on MD-715 Parts G and H at all organizational levels.  Deficiencies identified at the national level focused mainly on structural challenges such as inconsistent coordination between field EEO and HR staffs, and lack of centralized tracking and enforcement in some areas.  These issues have been addressed in Part H.  The following depicts some of VA’s major accomplishments and challenges under each of the six essential elements:

***DEMONSTRATED COMMITMENT BY AGENCY LEADERSHIP****:*  The Secretary of VA, Eric Shinseki demonstrated his strong commitment to EEO and diversity in the workforce though several initiatives.  In FY 2010, Secretary Shinseki launched a major Department-wide initiative aimed at transforming the VA into a 21st century organization that was “people centric, results oriented, and forward looking.”  A key component of this initiative is the Human Capital Investment Plan (HCIP), an unprecedented investment in human capital that supports talent management, employee engagement, and leadership development.  One of the HCIP strategies was the implementation of VA’s first *mandatory EEO, Diversity and Conflict Management Training for Executives, Managers and Supervisors*.  The Secretary and Assistant Secretary for Human Resources and Administration mandated 8 hour face-to-face training for senior executives, and 3 hour on-line training for managers.  In addition, a mandatory *EEO, Diversity and Inclusion Critical Performance Element* was included in all executive performance plans, and cascaded down to all supervisory plans.  The Assistant Secretary and Deputy Assistant Secretary (DAS) for Diversity and Inclusion continued to co-chair and expand the membership of the VA Diversity Council to include employee union and affinity group representatives.  The Secretary also issued VA’s annual *EEO, Diversity, No FEAR Policy Statement*that added genetic information as a protected category and an internal complaint process for discrimination complaints based on sexual orientation.  The Secretary also issued VA’s first Diversity and Inclusion Excellence Award, and Alternative Dispute Resolution Award linked to the VA Diversity and Inclusion Strategic Plan goals.  In addition, the Secretary established a 2 percent hiring goal for individuals with disabilities and personally reiterated his expectation of meeting the goal to his senior leadership. VHA, VA’s largest Administration, maintains full-time EEO managers in every facility, and in FY 2010,  established its first Administration-wide Office of Diversity and Inclusion and Chief Diversity Officer position.  It also aligned its VHA Diversity and Inclusion Sub Committee with the VA Diversity Council.   As a result of these and other initiatives, VA was named as one the “Top Federal Agencies” by *DiversityInc*; “Best Federal Agency” by *Latinos for Hire Magazine*; “#1 Federal Agency for People with Disabilities” by *Careers and the Disabled Magazine*. VA was also recognized as a government-wide leader in diversity and inclusion, Veterans employment, and hiring reform by the U.S. Office of Personnel Management (OPM).   

***INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION****:*   In 2010, VA continued its implementation of its groundbreaking five-year *Diversity and Inclusion Strategic Plan*.  The Plan was strategically aligned with VA’s updated Strategic Plan, the MD 715 Plan, and organizational sub-component diversity plans.  Progress on the strategic objectives was reported to the Secretary, senior leadership, and disseminated publicly in the VA’s first *Diversity and Inclusion Annual Performance Report for FY 2009, and FY 2010,*currently in development.  Additionally, the EEO Director meets regularly with the Secretary and Deputy Secretary on diversity issues. The Deputy Assistant Secretary for Diversity and Inclusion co-chairs the VA Diversity Council along with the Assistant Secretary and participates on the Strategic Communications Council, the Monthly Performance Review Council, Human Resources and Administration senior staff meetings, and the Advisory Committee for Minority Veterans to ensure integration of EEO and diversity policies in Departmental operations.  She also co-chairs several leadership development program committees, thereby ensuring that EEO and diversity principles are infused in leadership development programs.  In VHA, EEO and diversity measures have been incorporated in the VHA Workforce and Succession Plan, Operational Plans, and all performance plans.  VHA Human Capital and EEO senior staff participate in quarterly meetings with ODI senior staff to strengthen collaboration and integrate EEO and diversity policies throughout the field.  EEO and diversity policies and initiatives are widely communicated through ODI’s expansive Department-wide communication vehicles, including the monthly *Diversity News* television broadcast, weekly *NewsLink* e-mail, bi-monthly *Diversity@Work*newsletter; technical assistance publications, and the ODI internet web page.   

***MANAGEMENT AND PROGRAM ACCOUNTABILITY****:*   In FY 2010, VA implemented a mandatory EEO, diversity and inclusion critical performance element in all Senior Executive Service performance standards, with instructions that it cascade down to all managers and supervisors.  This critical element was directly linked to demonstrated progress on the *VA Diversity and Inclusion Strategic Plan* and MD 715 EEO Plans.  VA executives were rated against appropriate performance metrics to ensure accountability on this element VA-wide.  ODI performed quarterly progress review meetings with all Administrations and performed six on-site Technical Assistance Reviews in field facilities in where it systematically analyzed hires, separations, promotions, EEO complaints, and employee survey results to identify potential barriers to EEO.  ODI continued to report EEO workforce statistics to the senior leadership through quarterly workforce diversity reports and briefings. To track and report on program results, ODI expanded its staff responsible for coordinating the Federal Equal Opportunity Recruitment Program, Selective Placement Program, Disabled Veterans Affirmative Action Program, and Diversity Internship Programs.  In FY 2010, VA created its first Centralized Reasonable Accommodation Fund and first Centralized Diversity Internship Program resulting in higher and faster accommodations of people with disabilities and a record number of diversity internships.  VHA, VBA, and NCA all held EEO and/or Leadership Conferences in FY 2010 which included EEO and diversity topics and technical assistance.  To support program accountability, ORM developed a new EEO Dashboard to report on EEO complaints, workforce analysis, and ADR participation by administration.   

***PROACTIVE PREVENTION OF UNLAWFUL DISCRIMINATION****:*  Under ODI’s leadership, VA implemented several major risk mitigation practices in FY 2010 to proactively address and pre-empt unlawful discrimination.  It implemented VA’s first Department-wide *Mandatory EEO, Diversity, and Conflict Management Training for Executives, Managers, and Supervisors* and trained over 10,000 members of this population in FY 2010, and the remainder in the months thereafter.  It expanded its corporate EEO and diversity training program and consultative function for the agency and provided face-to face training to over 1600 employees in FY 2010 in addition to the on-line training provided.  ODI developed new Reasonable Accommodations training to support its new Reasonable Accommodations procedural directive.  ODI and ORM staff delivered EEO and diversity presentations at over 20 leadership and stakeholder conferences and offered elective ADR and Conflict Management Training to managers and leaders.  As a result of these and other proactive measures, VA’s per capita EEO complaint filing rate decreased from 0.76 in FY 2009 to 0.72 in FY 2010.

VA’s Administrations also conducted EEO training, including VHA training on cultural competency, VBA training for new and current EEO Program Managers, eight hours of training for ADR Coordinators and topical Leadership training.  VHA and NCA also provided required training to its managers and employees covering EEO, diversity, disability program management, and ADR.  In the area of Alternative Dispute Resolution (ADR), ORM continues to administer a highly effective ADR program, achieving an 87 percent resolution rate for non-EEO disputes and increasing its ADR participation rate in EEO disputes to over 50 percent.  ORM also expanded its ADR personnel resources in the field.

In the area of recruitment, ODI designed a pilot adverse impact analysis project for Senior Executive Service (SES) member recruitment and selection processes.  Through this pilot, VA will identify barriers to equal opportunity in the executive recruitment process, as it did in its leadership development program selection processes.  VHA and the other administrations aggressively participated in various career and job fairs to expand equal employment opportunity of the hiring process.  Representatives from VHA attended 94 events with 18 % of the events targeting diversity.  ODI also produced a bi-lingual (Spanish-English) employment video for use at targeted outreach events and published a *Best Practices in Recruitment Outreach and Retention* guide in January 2009.  Further accomplishments of this essential element are addressed in the Part H accomplishments section.

***EFFICIENCY****:*  ORM’s ADR program has had an extremely positive impact on the efficiency of VA’s EEO program nation-wide.  VA reached an important milestone in this area in FY 2009 when the three Administrations (VHA, VBA, and NCA), signed a Memorandum of Understanding (MOU) with ORM allowing ORM to offer ADR in initial EEO counseling throughout VA.  For FY 2010, this process improvement has led to a 14 percent increase in VA’s ADR offer rate within the informal EEO complaint process.  ADR is used for both EEO and non-EEO disputes with very positive results:

*ADR in EEO Process*

*ADR Outcomes*

VA estimates that without early intervention, approximately 50 percent of the non-EEO disputes could become EEO complaints.  The early resolution of these conflicts translates into an estimated 

$9 million or more in annual cost avoidance.

ORM also increased VA’s efficiency in processing EEO complaints, reducing processing time to well below the regulatory 180 day time frame.  VA’s capability to process, track, and report data concerning the EEO process has been increased through the use of the *Complaints Automated Tracking System* (CATS).  CATS allows ORM to track EEO complaint processing for each stage of the EEO complaint process from the initial informal contact through closure.  Simultaneously, VA has developed *ADRTracker*, a distinct electronic monitoring system of EEO and non-EEO ADR activity that also generates relevant reports.  *ADRTracker* includes an interface with CATS which permits greater consistency in information and reporting by the two separate but related systems.  ODI is now working with ORM to add a reasonable accommodation (RA) case tracking module to this system to ensure quality and timeliness of RA case processing.  Further accomplishments of this essential element are addressed in the Part H accomplishments section.

***RESPONSIVENESS AND LEGAL COMPLIANCE****:*  ODI, ORM, OEDCA, Office of Human Resources Management, and the Administrations share responsibility for responsiveness and legal compliance in the area of EEO.  In FY 2010, ORM counselors averaged 27 days per counseling episode, slightly below EEOC’s mandate of 30 days, and completed the counseling process in which ADR was elected in an average of 71 days, well below the EEOC requirement of 90 days.  In the last two years, ORM has reduced the number of days required to complete a formal investigation every year.  VA reduced its investigative time from 183 days in FY 2008 to 171 days in FY 2010, a 7 percent reduction, making VA one of the few Federal agencies in compliance with the regulatory requirement of 180 days.  

ORM is engaged in projects to further reduce EEO case processing times.  ORM’s *Document Automation Production Service* (DAPS) Project will streamline the redaction and duplication of reports of investigation and reduce reliance on “hard copy” records.  DAPS will thus achieve greater efficiency, reduced costs, and further VA’s overall “Green Initiative.”  ORM also has an initiative to auto-populate routine EEO documents, such as the EEO Counselors Report, which would lessen the sheer burden of preparing such reports and the time needed to do so.  

VA has been a vigorous proponent of MD-715 since it was published and continues to improve and lead the government in the area of workforce analysis for EEO reporting purposes ODI developed the first government software for producing the tables and analytic tools, and made the software available for free to other agencies.  Further accomplishments of this essential element are addressed in the Part H accomplishments section.

**Barrier Analysis**

VA has identified six primary triggers in its barrier analysis.  The first trigger focuses on less than expected representation in the workforce as compared to the RCLF.  Historically, VA has experienced less than expected representation of White females and Hispanics when compared with the RCLF.  Less than expected Hispanic representation is primarily concentrated in blue collar occupations and in the southwestern United States where the relative availability is high.  The other RNO groups are either at or above RCLF availability Department-wide.  VA’s representation of people with targeted disabilities is approximately 50 percent above the government average.  Nevertheless, VA continues to address challenges in this area in its Part I and J Plans.  VA is also vigorously pursuing in 2 percent hiring goal for individuals with targeted disabilities.

The graph below depicts VA’s current on-board representation as compared with last year’s representation and the civilian and relevant civilian labor force (CLF, RCLF respectively).  

                      Civilian Labor Force(CLF) & Relevant Civilian Labor Force (RCLF) - Derived from 2000 Census), 

                                  CLF all occupations and RCLF which is limited to VA occupations in VA proportions

**Figure 6.  VA Onboard versus RCLF/CLF**

**(Permanent and Temporary)**

VA is able to track and report on its barrier analyses and corrective strategies through its web based workforce analysis system.  The system facilitates user-friendly data entry, tracking, and reporting on barriers and corrective strategies at all levels of the organization in the Part I Plans.  In order to fully integrate *VA’s Diversity and Inclusion Strategic Plan* goals with Administration operations, ODI embedded the Department-wide goals into the objectives of the MD 715 Part I Plans.  This was done to ensure accountability for Departmental goals with the field components, whose EEO offices do not report directly to ODI.  While the goals are Department-wide, subcomponent organizations were encouraged to identify and address their organization-specific triggers in their Part I Plans.  This was communicated through quarterly Microsoft Live web-based technical assistance meetings with field entities to assist them in the development of their organization-specific EEO Plans.  

The six triggers and corresponding strategic objectives identified in the VA Part I plan are:

1) **Less than expected representation of specific race/ethnicity and gender groups**: White women and Hispanic women (permanent and temporary employees) had less than expected representation in the VA workforce, 36.24 percent (11.54 percent below the RCLF) and 3.61 percent ( 0.72 percent below the RCLF)  while other groups met or exceeded expected representation.  Corrective strategies will focus on the professions where the underrepresented groups experienced most of the less than expected representation.  Specifically, White women were underrepresented in Medical and Dental, Legal, Accounting and Budget, General Administration, and Education professions.  Hispanic women had less than expected representation in the Medical and Dental General Services, Food Preparation, Social Sciences, and Human Resources professions.

2) **Grade disparity**: African Americans and Hispanics appear to have a sizable grade disparity in the higher GS/GM grades.  African Americans represent 38 percent of the GS 4 population and only 10 percent of the GS 15 level.  Hispanics represent 9 percent of the GS 4 population and only 3 percent of the GS 15 level.   Although the promotions rates for White women did improve during FY 2010, White women still received less than expected promotions for grades 7, 9, 11, and12, based on their on-board rate. The promotions rates for Asian men decreased and for Asian women increased during FY 2010.  However, Asians still received less than expected promotions for grades 7, 9, 11,and 12 based on their respective on board rates.  The promotion rate for White men at the grade 13, 14, and 15 levels did increase for FY 2010, however White men still received less than the number of promotions expected.  There was little or no change in the promotion rate for Asians at grade 13, 14, and 15 for FY 2010.  This disparity could be due to the difficulty for specific diverse groups to reach occupations with higher grade earnings potential.  Some corrective strategies to focus on are career mentoring programs and career development programs.

3) **Proportion of people with targeted disabilities**: In FY 2010, the percent of the VA workforce with a targeted disability increased to 1.55 percent, up from 1.47 percent in FY 2009 (permanent employment only - see Table B1).  This represents a reversal in a decade long decline in the representation of this group in the VA workforce.  In FY 2010, the Government average is 0.91 percent, an increase from 0.88 percent in FY 2009.  VA continues to be a leader in the employment of people with disabilities government-wide.  Further corrective strategies to attain the Secretary’s 2 percent goal for this group will focus on 1) Strategically placed “trained” regional Disability Program Managers, 2) Identification of Designated Special Placement Coordinators for all facilities, 3) Completion of the Reasonable Accommodations Tracking System, 4) and Training HR and managers on the use of Schedule A and VA’s reasonable accommodation procedures.

4) **Representation of Disabled Veterans**:  Since FY 2007, Veterans have represented approximately 30 percent of the VA workforce.  As of September 30, 2010, disabled Veterans represent 9 percent of the VA workforce.  Since FY 2007, the rate of growth of the population of disabled Veterans is approximately double the rate of growth of the entire VA workforce (42.1 percent vs. 21.4 percent, respectively).  From FY 1996 to FY 2010, the disabled Veteran population has grown 92 percent while the entire VA population has grown 34 percent.  Although the Veteran population has increased by about thirty thousand during the same time period, its corresponding representation of the entire workforce fluctuated between 25 percent and 31 percent.  Upon further analysis, the average age (51) of the Veteran population is higher than the non-Veteran population age (46) and can be attributed to the fact that government employment is typically a second career for the Veteran.  It appears the Schedule A hiring authority is helping to recruit and hire disabled Veterans.  In addition, VA will focus on targeted recruitment outreach to more Veteran affinity groups and retention of Veterans in mission critical occupations.

5) **Unfavorable survey responses on EEO and diversity issues**: This barrier requires identifying facilities with high concentrations of unfavorable responses and  then implement customized training and other organizational development interventions.  Overall VA employee responses on diversity related items in employee surveys, including the FY 2010 Federal Employee Viewpoint Survey (FEVS), are in the median range.  These responses vary widely by facility.  The facilities with less favorable employee survey results are often those with higher rates of EEO complaints (see Barrier 6). Both FEVS and the All Employee Survey (AES) reveal marginal decreases in favorable responses on the diversity related questions in 2010.  The Partnership for Public Service generates a “Support for Diversity Index” which calculates Federal agency standings in this area on the basis of employee responses on the Federal Human Capital Survey.  In FY 2010 VA’s ranking dropped from 16 to 23 out of 28 of the large Federal agencies.  Principle corrective strategies should focus on improving communications, education, and competencies on EEO and diversity issues.

6) **High volume of discrimination complaints**: The per capita filing rate at the informal stage remained steady at 1.46 percent from FY 2009 to FY 2010 (slightly higher than the government-wide average of 1.39 percent); and the formal filing rate decreased from .76 percent to 0.72 percent (still higher than the government-wide average is of 0.60 percent).  While the Department has made some progress in the last couple of years, continued work is needed to reach the government-wide levels.  VA experienced an increase in findings of discrimination for FY 2010 (22 in FY 2009 versus 33 in FY 2010).  Reprisal, sex, and disability were the most prevalent bases of discrimination in those findings.   Some corrective strategies to focus on include increasing use of ADR, developing and implementing standardized and customized competency-base EEO, diversity, and conflict management training for VA managers and supervisors focused on meeting EEO obligations, increasing EEO and consultative services.****

**The Road Ahead**

In FY 2011, VA will embark upon the following initiatives:

· Continue implementation of its Diversity and Inclusion Strategic Plan; update Plan.

· Continue with mandatory Workplace Harassment/No FEAR Training for all employees.

· Expand EEO, diversity and inclusion training portfolio; deploy multi-generational and reasonable accommodation training.

· Implement training evaluation instrument and metrics.

· Continue implementation of Hispanic Employment Outreach Plan.

· Designate Local Reasonable Accommodations Coordinators and Selective Placement Coordinators in all field facilities.

· Expand marketing and use of Centralized VA Reasonable Accommodation fund.

· Expand marketing and use of Centralized VA Diversity Internship Program fund.

· Implement Centralized WRP Internship Fund for Individuals with Disabilities.

· Analyze data collected from pilot Adverse Impact Analysis of SES recruitments. 

· Partner with OPM to implement Applicant Flow/Adverse Impact System in USAStaffing.

· Develop and implement Employment and Retention Plan for People with Disabilities.

· Develop diversity focused Career Pathways Program framework to support in accordance with new Executive Order.

· Develop Diversity and Inclusion Index as a standardized metric to assess progress on workforce diversity and organizational inclusion.

· Expand the use of ADR and training in conflict management; 

VA is proud to be a leader in building and maintaining a *Model EEO Program*.

154

## 2010 Federal Equal Opportunity Recruitment Plan/Report

Ms. Carmen Andujar

Manager

Recruiting, Examining and Assessment Group

Center for Talent and Capacity Policy

Strategic Human Resources Policy

ATTN:  FY 2009 FEORP REPORT

U.S. Office of Personnel Management

1900 E Street NW, Room 6547

Washington, DC  20415-9800

Dear Ms. Andujar:

	I am pleased to submit the Department of Veterans Affairs (VA) Annual Federal Equal Opportunity Recruitment Program (FEORP) Plan Certification for Fiscal Year (FY) 2010 and Accomplishment Report for FY 2009.

	In FY 2009, VA advanced the FEORP initiative’s goal of eliminating underrepresentation of minorities and women in the Federal service.  Significant gains were made in all General Schedule and related grade levels.  The number of women and minorities increased by 14,455, from 187,899 in FY 2008, to 202,354 in FY 2009.  VA is particularly proud of improved levels of representation of minorities and women in General Schedule and related grades 13-15.  The number of women and minorities increased by 1,022, from 8,957 in FY 2008, to 9,979 in FY 2009. The Department will continue to offer a variety of career development programs to all employees to ensure a diverse, challenging, and rewarding work environment.

	Should you require additional information, please have your staff contact

Ms. Wanda J. Jones, National Program Manager, Office of Diversity and Inclusion, at (202) 461-4039.  Ms. Jones may also be reached via e-mail at: wanda.jones@va.gov.

					Sincerely yours,

					John U. Sepulveda

**ANNUAL FEDERAL EQUAL OPPORTUNITY RECRUITMENT PROGRAM (FEORP) PLAN CERTIFICATION – FISCAL YEAR 2010**

**Please type or print clearly and retun this sheet with an original signature to:**

Ms. Carmen Andujar, Manager

Recruiting, Examining and Assessment Group

Center for Talent and Capacity Policy

Strategic Human Resources Policy

ATTN:  FY 2009 FEORP REPORT

U.S. Office of Personnel Management

1900 E Street NW, Room 6547

Washington, DC  20415-9800

**A.  Name and Address of Agency**

Department of Veterans Affairs

810 Vermont Avenue, N.W.

Washington, DC  20420

**B.  Name and Title of Designated FEORP Official (include address, if different from above, e-mail address, and telephone and fax numbers)**

Ms. Georgia Coffey

Deputy Assistant Secretary for Diversity and Inclusion

Telephone:		(202) 461-4131

Fax:			(202) 501-2145

**C.  Name and Title of Contact Person (include address, if different from above, e-mail address, telephone and fax numbers)**

Ms. Wanda J. Jones

National Program Manager

Office of Diversity and Inclusion

Telephone:  	(202) 461-4131

Fax:		(202) 501-2145

CERTIFICATION

I certify the above agency:  (1) has a current Federal Equal Opportunity Recruitment Program (FEORP) plan and the program is being implemented as required by Public Law 95-454 and subsequent regulations and guidance issued by the U.S. Office of Personnel Management; (2) all field offices or installations with fewer than 500 employees are covered by a FEORP plan; (3) all field office or installations with 500 or more employees are covered either by this plan or by a local plan; and (4) such plans are available upon request from field offices or installations.

SIGNATURE_____________________________		DATE______________

**FEORP:  FY 2009 ACCOMPLISHMENT REPORT**

During Fiscal Year 2009, the Department of Veterans Affairs (VA) continued its efforts to maximize and leverage human capital practices to ensure employment opportunities, both internal and external, reach diverse audiences, enabling VA to draw from the vast talents and skills required to serve this Nation’s Veterans.

VA implemented several ground-breaking Diversity initiatives, to include executing its first Diversity and Inclusion Strategic Plan, convening the Diversity Council, and executing significant community outreach functions with National affinity organizations. 

The number of women and minorities in full and part-time permanent positions increased by 14,455, from 187,899 in FY 2008, to 202,354 in FY 2009. 

The representation of women (GS/GM pay-plans) in full and part-time permanent positions increased from 99,250 in FY 2008 to 106,357 in FY 2009.

VA’s notable accomplishments for FY 2009:

**Workforce Planning**

· VA updated its Strategic Human Capital Plan, which is linked to the Department’s overall strategic plan and projects VA’s future workforce needs for mission critical occupations. The Plan includes diversity and inclusion as one of its key initiatives. Additionally, VA’s Office of Diversity and Inclusion (ODI) developed and published VA’s first ever Diversity and Inclusion Strategic Plan.  The alignment of both Plans affords VA the ability to strategically target and expand recruitment efforts to capitalize on the available diverse, qualified applicants, including minorities and women. 

1. VA convened its 1st ever VA-wide Diversity Council, an executive level body focusing on workforce diversity issues. 

1. ODI, in an effort to ensure affirmative employment plans are effectively  monitored and implemented and that senior leadership is apprised of workforce demographic trends, implemented quarterly Equal Employment Opportunity Commission Management Directive teleconferences/web training sessions, delivering 21 to field EEO managers (100 plus participants) and one briefing to VA’s Diversity Council.

1. VA created new VA-wide training function and portfolio in the Office of Diversity and Inclusion (ODI) to educate the workforce on diversity management issues, resulting in the following endeavors:

0. Collaborated with VA Learning University and the Office of Resolution Management to develop new, consolidated Mandatory EEO, Workplace Harassment, No FEAR training module for all VA employees; 

0. Created VA-wide EEO and Diversity Training Board to review, evaluate, and create new, updated EEO, Diversity, and Conflict Management Training programs for all VA managers and supervisors; and

0. Performed needs assessment of EEO training needs; developed curriculum.

1. VA developed, posted, and delivered 8 new diversity-related training modules, including live presentations to over 2,000 managers, and on-line modules available VA-wide on the following:

0. *Business Case for Diversity & Inclusion* (delivered 4 presentations at leadership venues, including Veterans Health Administration (VHA), Veterans Benefits Administration (VBA), Senior Executive Service Candidacy Development Program, and Diversity Council); 

0. *EEO Compliance Training for Managers & Supervisors;*

0. *Preventing Workplace Harassment* (delivered to VBA); 

0. *No FEAR Awareness Training* (on-line); 

0. *Diversity & Inclusion in the VA Workforce* (delivered 6 presentations  to New Employee Orientation and to Office of Acquisition and Logistics (OAL) and Construction); 

0. *Suspending Judgment; Cultural Competence* (delivered 3 presentations to Blacks In Government (BIG), Federal Employed Women (FEW), and OAL);

0. *Reasonable Accommodation* (delivered 4 presentations  to VA components); and 

0. *Americans with Disabilities Act Amendments Act* (ADAAA) of 2008 (delivered 3 presentations). 

1. Made formal diversity presentations at over 20 major internal and external leadership/stakeholder conferences to promote diversity and brand VA as Federal leader in diversity, including :

0. Veterans Health Administration (VHA), Veterans Benefits Administration (VBA), National Cemetery Administration (NCA) National EEO Conferences, Leadership, and Diversity Boards (1500 plus combined participants); 

0. VA Human Resources Conference (600 plus participants); 

0. VA Diversity Council (20 participants); 

0. Center for Minority Veterans National Advisory Committee Meeting (30 participants); 

0. Equal Employment Opportunity Commission’s  Excel National Conference (500 plus participants); 

0. Department of Labor Disability Task Force; 

0. Department of Health & Human Services Diversity Summit; 

0. Department of Treasury, Internal Revenue Service EEO Summit; 

0. League of United Latin American Citizens (LULAC) National Convention (Hispanic); 

0. National Image Convention  (Hispanic); 

0. Federal Asian Pacific American Council (FAPAC) National Convention (Asian); 

0. BIG National Convention (African American); 

0. FEW National Convention (Women); 

0. Perspectives Conference (Disability);

0. West Point’s Diversity Leadership Conference; 

0. Human Capital Management Institute; and

0. Human Capital Management Forum.

1. Expanded ODI communications to increase awareness to all employees on diversity issues; issued 6 bi-monthly *Diversity@Work* newsletters; 24 *Newslinks;* produced 12 *Diversity News* broadcasts.

**Recruitment and Community Outreach**

· Representatives from VA Central Office (VACO), VHA, VBA, and NCA attended various national and local job fairs and affinity organization conferences to extend recruitment opportunities to diverse candidates, including women and minorities. These venues included, but were not limited to: Second Annual Federal Hispanic Career Advancement Summit, FAPAC, BIG, National Association for Equal Opportunity in Higher Education (NAFEO), LULAC, FEW, Society of American Indian Government Employees (SAIGE), Perspectives on Employment of People with Disabilities, National Multicultural Job Exposition, Texas State University, Baylor University, National Association for the Advancement of Colored People, American G.I. Forum (AGIF), National Image, Inc., Thurgood Marshall College Fund’s 9th Annual Leadership Institute and Recruitment Conference & Career Fair, and Office of Personnel Management

· VA sponsored 113 student interns this summer under the nontraditional internship programs, as follows:

		-  63 interns from the Hispanic Association of Colleges and 				   Universities (HACU);

		-  7 interns from the Minority Access Inc.;

		-  2 from the International Leadership Foundation;

		-  5 interns from the National Association for Equal Opportunity in 			   Higher Education (NAFEO);

		-  7 from the American University’s Washington Internship for 			    Native Students;

		-  1 from the Organizations of Chinese Americans; and   

		-  28 from the Workforce Recruitment Program (WRP) for College 			   Students with Disabilities (3 of these students were hired after the 		   10-week summer session ended). 

· VA continues utilizing Student Career Experience Program (SCEP), Federal Career Intern Program (FCIP), and Presidential Management Fellows (PMF) Program to recruit, ensuring employment opportunities were appropriately extended to wide ranging sources for entry-level positions. VACO staff offices hosted five PMFs during FY 2009.  

· VA achieved exceptional outreach success during LULAC’s convention and exposition when over 7,000 potential applicants visited VA recruitment booths and were provided information on VA employment opportunities.  VA’s senior leadership, including the Acting Under Secretary for Memorial Affairs, Assistant Secretary for Human Resources and Administration, and Deputy Assistant Secretary for Diversity and Inclusion made public remarks at this outreach event.

· VA and National Image Inc. helped establish and implement two local community Veteran outreach groups -- the National Alliance for Veterans and San Antonio Coalition for Veterans.  These two new Hispanic affinity associations continued to work in the greater San Antonio metro area with institutions of higher education, private sector, Federal, state and local governments to improve employment opportunities for Texas Veterans, many of whom are Hispanic or Latino.****

· VBA utilized the following targeted recruitment strategies: 

· Advertised job vacancies in bilingual communities;

· Utilized the services of City and State Employment Offices

· Participated in outreach efforts targeted at colleges and universities that have significant Hispanic and Asian student populations;

· Advertised in local newspapers, such as *Hoy* to recruit Hispanics, as well as *Amsterdam News* and *Wave*to recruit African Americans. 

· Organized Hispanic clubs to promote and advertise job openings; and

· Mailed recruitment letters twice a year to Hispanic businesses to market employment opportunities.

· NCA utilized its Minority Veterans Program Coordinators (MVPC), who work closely with the VA’s Center for Minority Veterans, to participate in a myriad of outreach programs targeting minority Veterans. Those efforts included participation with women-owned businesses, Veterans Service Organizations, military briefings and stand-downs, minority-owned television, radio and news media, Pow-Wows, the Women’s Veterans Fair, and various community organizations, such as Workforce Oklahoma, an agency that assists Veterans with job training and skills to gain employment; the South Dakota Veterans Cemetery Support Council; community colleges and job service centers; and the Vocational Rehabilitation Office.  Their active involvement afforded opportunities to provide information not only on eligibility and burial benefits, but employment opportunities to the minority Veterans that participate in those programs.  

· VHA’s Health Recruitment and Retention Office, Human Resources, EEO staff, and Nurse Recruiters participated in numerous job fairs and implemented the following targeted outreach efforts:

· Established affiliation agreements with educational institutions in fields of dental hygiene, pharmacy, social work, dietetics, speech pathology, audiology, forensic science and physical therapy; 

· Published vacancy announcements in national journals and newspapers in large metropolitan areas; and

· Utilized community outreach programs, such as Groundhog Job Shadow Day (America’s Promise), DC Summer Works Program, Passport to Work, School at Work Program, and Take Sons/Daughters to Work Day to introduce students to medical related careers available at VA.

**Career Development Opportunities**

VA continues to promote and encourage participation in upward mobility, training, employee development, and career planning programs to assist the current workforce, at all grade levels, in completing educational goals and acquiring the necessary skills to be competitively marketable for promotional opportunities. These programs include the Introduction to Leadership Training; Division Leadership Management Training; Assistant Director Development; Leadership, Effectiveness (LEAD), Accountability, Development; Leadership VA (LVA); Leadership Development Institute; Senior Executive Service Candidacy; Executive Career Field (ECF); Technical Career Field; Learning Management System; and Leadership Coaching.

· LVA sponsored 78 employees which included a total of 48 women, 17 Blacks and 4 Asian/Pacific Islanders.  This four-week program is for employees (GS-13 and above) who demonstrate leadership qualities. 

· The Office of Diversity and Inclusion (ODI) hosted pre-conference employee-development training programs for over 200 employees at the FAPAC, BIG and FEW National Training Conferences.  Training topics included presentations on Leadership, Cultural Competency—Suspending Judgment, Performance-Based Interviews, Developing Knowledge, Skills, and Ability (KSA) statements, and Mentorship.

· NCA and VHA developed a number of resources devoted to career development, including individual development plans and training on resume writing and high-impact KSAs, along with classes preparing employees for performance-based interviews. 

· NCA continued its Cemetery Directors Intern Program which introduces interns to all aspects of cemetery operations and the administrative and leadership/management skills required to be successful in the director’s role.  NCA also developed a supervisory training that is conducted quarterly to help develop core supervisory skills.

· VHA identified and utilized upward mobility and career-ladder positions as internal recruitment tools for lower-graded employees. These positions allowed the employees to have a first opportunity to compete for positions with higher-graded potential. The positions included Pharmacy Technicians, Patient Services Assistants, Accounting Technicians, and Human Resources Assistants. 

· VHA utilized the Employee Incentive Scholarship program to award scholarships to VA employees pursuing degrees or training in Title 38 and Hybrid Title 38 health care disciplines in which recruitment or retention is difficult. 

· VHA continued the School at Work (SAW) initiative, which began in 2002 and was introduced VA-wide in FY 2007. SAW is a career-ladder program designed to help entry-level employees develop and refine the skills that make them marketable for higher-level vacancies within the facility.  It brings education and career counseling directly to the worksite using television, on-line instruction, and traditional classroom materials with assistance from an on-site coach.

**Mentoring**

· VACO’s Leadership Development Mentoring Program (LDMP), which is a career development tool, sponsored 15 minority participants who gained skills in leadership, conflict resolution, communications, problem solving, and diversity.  The program fosters mentoring as a key aspect of VA’s continuous learning culture and develops a leadership cadre that is competent, dedicated, and has a broader perspective of VA.

· VHA utilized the ECF and TCF programs, which are two-year programs with personal development planning, mentor and preceptor components, as well as a wide variety of educational and experiential learning opportunities. Candidates attend an assessment center and learning goals are tailored to meet the identified needs of the individuals. 

· NCA has a mentoring program that provides mentees an opportunity to expand their knowledge of leadership skills and management practices with an experienced individual. 

· VA continued its Aspiring Leaders Program where mentors support mentee’s developmental process by helping to develop and monitor his/her mentoring action plan, sharing organizational insight, expanding his/her network, acting as a sounding board, and providing developmental feedback. 

## Glossary

Affirmative Action: Positive steps taken by an employer that contribute toward greater employment opportunities for minorities, females, the elderly, and the disabled.  In federal employment, extra effort must be made to include qualified women, minorities, employees over 40, and the disabled at grade levels and in job categories where they are underrepresented.

Affirmative Action Plans/Affirmative Employment Plans: Written plans for programs required by Executive Order 11478 and other laws and regulations.  AAPs may contain studies that show how the workforce at the activity has been used, and they may include goals and timetables for increasing the representation of protected class members in those areas where they have been underrepresented.

Bias: A term used to describe a tendency or preference towards a particular perspective, ideology or result, especially when the tendency interferes with the ability to be impartial, unprejudiced, or objective.  The term biased is used to describe an action, judgment, or other outcome influenced by a prejudged perspective.  It is also used to refer to a person or body of people whose actions or judgments exhibit bias.  In this context, the term "biased" is often used as a pejorative.

Civilian Labor Force (CLF): Persons, 16 years of age or over, excluding those in the Armed Forces, who are employed or seeking employment.  [See also: Relevant Civilian Labor Force.]

Class Compliant/Class Action: A complaint stated or filed by a group of people who feel that personnel or management policies or practices discriminate against them as a group.  Members of the group believe that the characteristic they share -- race, color, religion, sex, national origin, age, or disabilities --forms the basis for the discrimination.  For example, a class may be made up of women who believe they have been consistently discriminated against at GSA because of their sex.  In such a case, all female employees, past and present, and all female applicants would be included in the complaint.  When a class complaint goes to court, it becomes a class action.  As with complaints by individuals, illegal discrimination may or may not have occurred.

COIN PAID: Computer Output Identification Number Personnel and Accounting Integrated Data system reports are the historical source for automated personnel data in VA.

Complaint: The first step taken by an employee who believes he or she has been discriminated against.  A complaint is an allegation of illegal discrimination that is handled through an administrative procedure.  A complaint may result when an employee believes he or she has been unfairly treated because of race, color, sex, national origin, religion, age, or disability.  The allegation itself is not proof that illegal discrimination has taken place.  The investigation that follows the filing of a complaint will determine whether illegal discrimination has, in fact, occurred.  A person who files a complaint is called a complainant.  

Discrimination: Discrimination is often used to mean illegal discriminatory acts.  Discrimination means noticing the differences between things or people that are otherwise alike, and making decisions based on those differences.  We discriminate when we buy one product over another, when we choose our friends, and when we make personnel decisions based on merit-related factors.  All these forms of discrimination are legal and necessary.  However, some types of discrimination in employment have been made illegal.  Illegal discrimination is unfavorable treatment of a person by category, class, or group rather than objective treatment on the basis of merit.  Under EEO law, it is illegal to discriminate on the basis of race, color, religion, national origin, sex, age, or handicap.  Discrimination can be intentional or unintentional.  See Disparate Treatment and Disparate Impact.  

Disparate Impact: Under Equal Employment Opportunity (EEO) law, a less favorable effect for one group than for another.  A disparate impact results when rules applied to all employees have a different and more inhibiting effect on women and minority groups than on the majority.  For example, nonessential educational requirements for certain jobs can have a disparate impact on minority groups looking for work, as they are often been limited in their access to educational opportunities.

Disparate Treatment: Inconsistent application of rules and policies to one group of people over another.  Discrimination may result when rules and policies are applied differently to members of protected classes.  Disciplining Hispanic and African American employees for tardiness, while ignoring tardiness among other employees, is an example of disparate treatment.  Such inconsistent application of rules often leads to complaints.

Diversity: all of the ways in which people differ, including innate characteristics (such as age, race, gender, ethnicity, mental and physical abilities, and sexual orientation) and acquired characteristics (such as education, income, religion, work experience, language skills, geographic location, and family status).

Diversity Management: A process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization's strategic goals and objectives.

Ethnic Group: A group of people who share a common religion, color, or national origin.  Irish Americans, Mexican Americans, German Americans, Italian Americans are examples of ethnic groups.  Some members of ethnic groups participate in the customs and practices of their groups, while others do not.  Discrimination based on these customs and practices may be illegal under EEO law.  See Minority.

Equal Employment Opportunity (EEO): The goal of laws that make some types of discrimination in employment illegal.  Equal employment opportunity will become a reality when each U.S. citizen has an equal chance to enjoy the benefits of employment.  EEO is not a guarantee of employment for anyone.  Under EEO law, only job-related factors can be used to determine whether an individual is qualified for a particular job.  Ideally, EEO laws and Affirmative Action programs combine to achieve equal employment opportunities.  See EEO law, Affirmative Action, and Affirmative Action Plans/Affirmative Employment Plans.

Equal Employment Opportunity Laws: Five laws that prohibit discrimination on the basis of race, color, religion, sex, national origin, age, or handicap in any terms, conditions, or privileges of employment.  The five EEO laws are: 

The Equal Pay Act of 1963, as amended 

Title VII of the Civil Rights Act of 1964, as amended by the Equal Employment Opportunity Act of 1972 and the Pregnancy Disability Act of 1978 

The Rehabilitation Act of 1973, as amended 

The Age Discrimination in Employment Act of 1967, as amended 

The Civil Rights Act of 1991

FEORP: Federal Equal Opportunity Recruitment Program published by OPM is a report to Congress on recruiting initiatives designed to eliminate under representation of minorities and women in the Federal workforce.

Grade Groupings: An accumulation of a group of people in specific grades, for example, grades one thru four; five thru seven; nine thru twelve; thirteen thru fifteen, etc.

Human Resources Flexibilities: Policies and practices that an agency has the authority to implement in managing its workforce.  Existing flexibilities that are most effective in managing the workforce are work/life programs (such as alternative work schedules, child care assistance, and transit subsidies), monetary recruitment and retention incentives (such as recruitment bonuses and retention allowances), special hiring authorities (such as student employment and outstanding scholar programs), and incentive awards for notable job performance and contributions (such as cash and time-off awards).

Inclusion: Configuring opportunity, interaction, communication, information, and decision-making to utilize the potential of employee diversity.  Fully and respectfully involving all employees in the activities and life of the organization.  

Job Related: Essential to job performance.  The knowledge, skills, abilities, and experience necessary to perform a particular job.  Tests are job related if they test whether an applicant or employee can perform the job in question.  A rule or practice is job related if it is necessary for the safe and efficient performance of a particular job.  For example, a rule prohibiting employees from wearing loose, flowing clothing around high-speed rotating equipment is job related.  However, the same rule applied in an office with no rotating equipment is not job related and may have a disparate impact on some ethnic minorities.

Labor Force/Labor Market: Labor Force describes all civilians who are at least 16 years old and are employed or looking for work.  The labor market is a group within the labor force whose members could fill a particular job.  To be considered part of the labor market for a GS-5 clerical position, for instance, an individual must meet all minimum job-related requirements for that grade and classification.  For most jobs, employers can find enough applicants in the local labor market.  For jobs that have high minimum qualifications, employers may need to tap the national labor market to find enough applicants.

Major Occupations: Those occupational series within an agency which have the largest number of authorized positions either actual or projected, or are deemed mission critical.

Merit Principles: The rules established by the Office of Personnel Management that the federal government follows in hiring, promoting, and all terms and conditions of employment.  One of those rules states that enforcing selection and advancement shall be made on the basis of an applicant's or employee's ability, knowledge, and skills in fair and open competition.

Minority: The smaller part of a group.  A group within a country or state that differs in race, religion, or national origin from the dominant group.  According to EEOC guidelines, minority is used to mean four particular groups who share a race, color, or national origin.  These groups are:

American Indian or Alaskan Native.  A person having origins in any of the original peoples of North America and who maintain their culture through a tribe or community.  

Asian or Pacific Islander.  A person having origins in any of the original people of the Far East, Southeast Asia, India, or the Pacific Islands.  These areas include, for example, China, India, Korea, the Philippine Islands, and Samoa.  

Black (except Hispanic).  A person having origins in any of the black racial groups of Africa.  

Hispanic.  A person of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish culture or origin, regardless of race.  

The many peoples with origins in Europe, North Africa, or the Middle East make up the dominant white population.  Of course, many more minority groups can be identified in the American population.  However, they are not classified separately as minorities under EEO law.  It should be noted that women are not classified as a minority.  However, they have experienced the same kind of systematic exclusion from the economy as the various minorities.  Thus, they are considered as having "minority status" as far as the law is concerned.

Numerical Goal: A target number of qualified women and minorities hired and advanced within a given period of time through an Affirmative Action Program.  A numerical goal is not a quota, as it may not be reached within the time frame.  It does not permit the hiring or advancement of unqualified employees.  Numerical goals provide a standard which allows an activity to measure the effectiveness of its Affirmative Action Program.  When numerical goals are reached, the percent of women and minority group members working at appropriate grade levels and classifications will be closer to their percentage in the labor market.

OPM: Office of Personnel Management establishes a standard for recruitment and hiring for careers in public service.

PAID Reports: Reports containing Personnel Accounting Integrated Data.

PATCOB: Professional, Administrative, Technical, Clerical, Other, and Blue Collar occupational categories established by EEOC.

Person with a Disability: A person who (1) has a physical or mental impairment that substantially limits one or more of such person's major life activities, (2) has a record of such impairment, or (3) is regarded as having such an impairment.  

Prima Facie: This Latin term translates as "on first view" or "at first appearance."  In EEO cases, complainants present evidence and arguments to support a claim of discrimination.  If those arguments cannot be rebutted with additional evidence, the claim will be supported by the court within further argument.  Thus, a prima facie case is established.  In the EEO area, statistics of underutilization have been sufficient to make a prima facie case for discrimination.  

Protected Class: A group protected from employment discrimination by law.  These groups include men and women on the basis of sex; any group that shares a common race, religion, color, or national origin; people over 40; and people with physical or mental handicaps.  Every U.S. citizen is a member of some protected class and is entitled to the benefits of EEO law.  However, the EEO laws were passed to correct a history of unfavorable treatment of women and minority group members.  

Quota: Fixed hiring and promotion rates based on race, sex, or other protected class standards which must be met at all costs.  In extreme cases, the courts have assigned quotas to some employers who have continued to practice illegal discrimination.  An agency or any other employer cannot use quotas to meet their affirmative action goals unless a court orders it.  Quotas are considered discriminatory against males and other nonminority people.

Racial or Ethnic Group:

American Indian or Alaskan Native.  A person having origins in any of the original peoples of North America, and who maintains cultural identification through tribal affiliation or community recognition.  

Asian or Pacific Islander.  A person having origins in any of the original peoples of the Far East, Southeast Asia, the Indian subcontinent, or the Pacific Islands This area includes China, India, Japan, Korea, the Philippine Islands, and Samoa.  

Black.  A person having origins in any of the black racial groups of Africa.  

Hispanic.  A person of Mexican, Puerto Rican, Cuban, Central or South American culture or origin, regardless of race.

Relevant Civilian Labor Force (RCLF): All the people in America employed in or actively seeking work in a specific occupation (as opposed to the total civilian labor force, which shows all workers; or the PATCOB, which breaks workers into categories).

Reasonable Accommodation: An accommodation is any change in the work environment or in the way things are customarily done that enables an individual with a disability to enjoy equal employment opportunities.  There are three categories of reasonable accommodations: 

Modifications or adjustments to a job application process that enable a qualified applicant with a disability to be considered for a position; or 

Modifications or adjustments to the work environment, or to the manner or circumstances under which the position held or desired is customarily performed, that enable a qualified individual with a disability to perform the essential functions of that position; or 

Modifications or adjustments that enable a covered entity's employee with a disability to enjoy equal benefits and privileges of employment as are enjoyed by its other similarly situated employees without disabilities.  

Reasonable accommodation is available to qualified applicants and employees with disabilities and must be provided to qualified employees regardless of whether they work part-time or are considered "probationary."  Generally, the individual with a disability must inform the employer that an accommodation is needed.  

SES: Senior executive service provides for a separate personnel system covering a majority of the top managerial supervisory, and policy-making positions in the Executive Branch of Government.

SMSA: Standard Metropolitan statistical Area.  

Targeted Disability: Disabilities (deafness, blindness, missing extremities, partial paralysis, complete paralysis, convulsive disorders, mental retardation, mental illness, and distortion of limbs and/or spine) targeted by the Equal Employment Opportunity Commission for special emphasis in the affirmative action program.

Underrepresentation: Inadequately represented in the workforce of a particular activity.  This term is used to describe the extent to which women and minorities are represented in particular grade levels and job categories.  The percentage of women and minorities in the labor market is used as a standard to determine underrepresentation.  For example, suppose there are 100 GS-12s at an agency; 3 of them (or 3 percent) are black.  However, the black labor market for GS-12 positions at that particular activity is 15 percent.  In this case, blacks are underrepresented at the GS -12 level.

Underutilized: To use less than fully; below potential use.  This term is often applied to categories of employees who are working at jobs that do not make use of their skills and abilities, although they may have been hired for those skills and abilities.  When an employee is consistently assigned to "dead end" jobs, he or she may be underutilized because that person is often seen as able to perform only limited tasks.  

VSSC: VISN Service Support Center, an intranet site maintained by VHA, provides numerous automated reports of personnel data.

Workforce Diversity: Refers to ways in which people in a workforce are similar and different from one another.  In addition to the characteristics protected by law, other similarities and differences commonly cited include background, education, language skills, personality, sexual orientation, and work role.

Workforce Profile: An organizational "snap shot" illustrating the dispersion of race, national origin, gender, and/or disability groups within specified employment categories.

VA Workforce vs. CLF and RCLF (FY 2009 and FY2010)Permanent and Temporary

VA Hires vs. CLF and RCLF (FY 2010)Permanent and Temporary

People With Disabilities Trend (FY 2006 - FY 2010)Permanent and Temporary

VHA Workforce vs. RCLF (FY 2010)Permanent and Temporary

VBA Workforce vs. RCLF (FY 2010)Permanent and Temporary

NCA Workforce vs. RCLF (FY 2010)Permanent and Temporary

EEO Complaint Activity

EEO Complaints by Basis

(FY 2010)

EEO Complaints by Issue

(FY 2010)

ADR Used for Workplace Disputes

ADR Used in the EEO Complaint Process

LVA Class of 2010 vs. FY 2009 GS/GM 13-15 Permanent Workforce

Promotion vs. Onboard (FY 2010)Permanent and Temporary

Attrition by Type (FY 2010)

Permanent

Attrition by Type vs. Onboard (FY 2010)Permanent

Attrition by Type (FY 2010)

Temporary

Attrition by Type vs. Onboard (FY 2010)Temporary

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