Diversity & Inclusion

Annual Report FY 2011

Office of Diversity & Inclusion

Human Resources & Administration

U.S. Department of Veterans Affairs

U.S. Department of Veterans Affairs

Diversity and Inclusion

Annual Report

Fiscal Year 2011

Human Resources and Administration | Office of Diversity and Inclusion 

http://www.diversity.va.gov

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 i

Message from the Secretary

of Veterans Affairs

Three years ago, President Obama charged us with the goal of transforming the Department of 

Veterans Affairs (VA) into a 21st century organization that delivers the high quality services our 

Veterans deserve. Today, we are on our way to realizing that vision as we continue our journey 

of building a VA that is people-centric, results-driven, and forward-looking. Doing so will require 

the full engagement and participation of our diverse workforce. President Obama has said, 

“Our Nation derives strength from the diversity of its population and from its commitment to 

equal opportunity for all. We are at our best when we draw on the talents of all parts of our 

society, and our greatest accomplishments are achieved when diverse perspectives are brought to 

bear to overcome our greatest challenges.”

In pursuit of this aim, VA published its first Departmental Diversity and Inclusion Strategic 

Plan in 2009. The Plan articulated three overarching goals that laid the foundation for 

creating a diverse, inclusive, and high performing organization. Each year since the inception 

of that Plan, VA has issued a Diversity and Inclusion Annual Report to transparently report 

on the progress made toward achievement of our strategic goals. The VA Diversity and 

Inclusion Annual Report for 2011 reflects the state of VA as of September 30, 2011, and 

presents the accomplishments and initiatives to promote diversity and inclusion throughout 

our Department.

Transformation requires the collective efforts of all of our employees, leaders, and stakeholders. 

I want to thank the Office of Diversity and Inclusion for their leadership in guiding the 

Department’s efforts toward diversity and inclusion, and the VA Diversity Council for its role 

in the development of this Report. I ask for your continued commitment to cultivating a 

diverse workforce and inclusive workplace so that we can provide the best possible services to 

our Nation’s Veterans.

Eric K. Shinseki,

Secretary of Veterans Affairs
ii Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 iii

Message from the Assistant Secretary

for Human Resources and Administration

The past fiscal year marks a momentous milestone for the 

work of diversity and inclusion in the Federal Government. 

On August 8, 2011, President Obama signed the long-awaited 

Executive Order 13583, entitled “Establishing a Coordinated 

Government-wide Initiative to Promote Diversity and 

Inclusion in the Federal Workforce,” and assigned roles and 

responsibilities to Federal agencies.

In the Executive order, President Obama instructed the 

Office of Personnel Management (OPM) to produce a 

Federal Government Diversity and Inclusion Strategic Plan, 

the first of its kind. VA is proud to have played a leadership 

role in the development of this Plan. Further, OPM directed 

each Federal agency to develop its own complementary 

strategic plan.

VA’s Office of Diversity and Inclusion (ODI) has the primary responsibility for providing 

leadership and guidance for the Department’s diversity and inclusion initiatives. The VA 

Diversity Council (VADC) serves as an advisory body to the Secretary of VA and a forum to 

share best practices, consider new initiatives, monitor progress, and ensure accountability in 

the areas of diversity and inclusion. Because of the important roles that they play, ODI and 

the VADC led the process of updating VA’s current Diversity and Inclusion Strategic Plan to 

comport with the new Government-wide Plan, in response to the President’s call for a more 

comprehensive, integrated, and strategic focus on diversity and inclusion.

In order to ensure a high level of care and service to Veterans, VA must recruit, retain, develop, 

and engage the best people possible. To do so, VA must cultivate a diverse workforce and an 

inclusive work environment—an environment in which all employees can contribute to the 

maximum extent possible, without fear or prejudice, to VA’s success. We thank our partners for 

making diversity and inclusion a cornerstone of our human capital management strategy in the 

21st century VA.

John U. Sepúlveda,

Assistant Secretary for Human Resources and Administration
iv Department of Veterans Affairs
Acronyms

Board of Veterans' Appeals BVA

Center for Minority Veterans CMV

Center for Women Veterans CWV

National Cemetery Administration NCA

Office of Acquisition, Logistics, and Construction OALC

Office of Congressional and Legislative Affairs OCLA

Office of Diversity and Inclusion ODI

Office of Employment Discrimination Complaint Adjudication OEDCA

Office of General Counsel OGC

Office of Human Resources and Administration HRA

Office of Inspector General OIG

Office of Management OM

Office of Operations, Security, and Preparedness OSP

Office of Policy and Planning OPP

Office of Public Information and Affairs OPIA

Office of Resolution Management ORM

Office of Small and Disadvantaged Business Utilization OSDBU

U.S. Department of Veterans Affairs VA

U.S. Equal Employment Opportunity Commission EEOC

U.S. Office of Personnel Management OPM

VA Learning University VALU

Veterans Benefits Administration VBA

Veterans Health Administration VHA

Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Looking at Our Accomplishments... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Awards and Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Goal 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Goal 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Goal 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Road Ahead... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Historical Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Strategic Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Organizational Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Office of the Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

VA Diversity Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Administrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Veterans Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Veterans Benefits Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

National Cemetery Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Assistant Secretaries and Staff Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Fiscal Year 2011 Status and Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

GOAL 1:

A Diverse, Results‐Oriented, High‐Performing Workforce . . . . . . . . . . . . . . . . . . . . . . . . 25

Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Workforce Representation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

People with Disabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Results-Oriented Performance Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

VA Diversity and Inclusion Indices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

The VA Diversity Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

The VA Inclusion Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

FY 2011 Organizational Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Office of the Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Administrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Veterans Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Veterans Benefits Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

National Cemetery Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Assistant Secretaries and Staff Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Office of Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Office of Information and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Office of Policy and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Office of Operations, Security, and Preparedness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Office of Human Resources and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Office of Diversity and Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Office of Resolution Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

The VA Learning University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Office of General Counsel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Office of Inspector General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Board of Veterans Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Office of Public and Intergovernmental Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Office of Congressional and Legislative Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Office of Acquisition, Logistics, and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Office of Acquisition Operations, Strategic Acquisition Center . . . . . . . . . . . . . . . . . . 48

Office of Acquisition Operations, Acquisition Service of Frederick . . . . . . . . . . . . . . . 48

Technology Acquisition Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Center for Minority Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

Center for Women Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Office of Employment Discrimination Complain Adjudication . . . . . . . . . . . . . . . . . . . . 50
GOAL 2:

A Flexible and Inclusive Work Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Workplace Flexibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

An Inclusive Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Accommodation of Individuals with Disabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

EEO Complaints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Alternative Dispute Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Leadership Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Separations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Organizational Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Office of the Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Administrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

Veterans Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

Veterans Benefits Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

National Cemetery Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Assistant Secretaries and Staff Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Office of Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Office of Information and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Office of Policy and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Office of Human Resources and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Office of Diversity and Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Office of General Counsel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Office of Inspector General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Board of Veterans Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Office of Public and Intergovernmental Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Office of Congressional and Legislative Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Office of Acquisition, Logistics, and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Office of Acquisition Operations, Strategic Acquisition Center . . . . . . . . . . . . . . . . . . 77
Office of Acquisition Operations, Acquisition Service of Frederick . . . . . . . . . . . . . . . 77

Technology Acquisition Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Center for Minority Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78

Center for Women Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Office of Employee Discrimination Complaint Adjudication . . . . . . . . . . . . . . . . . . . . . . 78

GOAL 3:

Outstanding Customer Service and Stakeholder Relations . . . . . . . . . . . . . . . . . . . . . . . . 79

Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Customer Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Organizational Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Office of the Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

VA Diversity Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Administrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Veterans Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Veterans Benefits Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

National Cemetery Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Assistant Secretaries and Staff Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Office of Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Office of Information and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Office of Policy and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Office of Human Resources and Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Office of Diversity and Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

VA Learning University . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Office of General Counsel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Board of Veterans’ Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Office of Public and Intergovernmental Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Office of Congressional and Legislative Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Office of Acquisition, Logistics, and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

Office of Acquisition Operations, Acquisition Service of Frederick . . . . . . . . . . . . . . . 90

Technology Acquisition Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

Center for Minority Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Center for Women Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
FY 2012 Planned Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Office of the Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

VA Diversity Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Administrations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Veterans Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Veterans Benefits Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

National Cemetery Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Assistant Secretaries and Staff Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

VA Diversity & Inclusion Strategic Plan for FY 2009–2013 . . . . . . . . . . . . . . . . . . . . . . . . . 107

EEO, Diversity, and No FEAR Policy Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

FY 2010 MD 715 EEO Plan Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
x Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 1

Executive Summary

The Department of Veterans Affairs (VA) Diversity and Inclusion Annual Report for 

Fiscal Year (FY) 2011 presents the accomplishments, recognitions, and outcomes as of 

September 30, 2011 associated with the VA Diversity and Inclusion Strategic Plan for 

FY 2009–2013. We begin with the public recognitions VA has recieved this past year.

Looking at Our Accomplishments...

Awards and Recognition

VA’s groundbreaking work in the area of diversity and inclusion resulted in the Department 

being cited as a government-wide leader by various public and private organizations. Below are 

some of the awards and recognitions VA received in FY 2011.

•	 DiversityInc named VA as one of top five Federal Agencies for diversity.

•	 HBCUConnect ranked VA seventh in hiring student interns from Historically Black 

Colleges and Universities.

•	 Hispanic Association for Colleges and Universities (HACU) named VA “Federal Partner 

of the Year.”

•	 Latinos for Hire Magazine named VA Best Federal Agency.

•	 Partnership for Public Service named VA Best Federal Agency for Employees starting their 

careers under 30.

•	 VA ranked seventh on the Careers and the Disabled Magazine 21st Annual “Top 20 

Government Agencies.”

•	 VA received “Chairman’s Award” at the National Image Annual Conference.

•	 VA Learning University received the Brandon Hall Excellence in Learning Award for 

its custom learning content in VA Learning University’s Military Cultural Awareness 

e-Learning program.

•	 VA Learning University was awarded Best New Corporate University by the Corporate 

University Best in Class.

•	 INSIGHTS bestowed the VA Learning University with the Best Deployment to an 

Organization award.

•	 Chief Learning Officer Magazine awarded VA Learning University’s Dean, Alice 

Muellerweiss, the Practitioner Leadership Award.
2 Department of Veterans Affairs

Executive Summary | Looking at Our Accomplishments

•	 VA Learning University received the Federal Government Distance Learning Association 

Eagle Award for Advocacy, Innovation, and Leadership.

•	 VA was ranked first in a September 2011 report released by the Partnership for Public 

Service entitled, “Best Places to Launch a Career in the Federal Government.”

•	 VA was recognized by the Center for American Progress in for its Monthly Performance 

Review process.

•	 VA featured in Disaboom article on “VA has Jobs for People with Disabilities.” 

•	 VA featured in Diversity/Careers Magazine in IT on “VA Vision for Diversity.” 

•	 VA featured in OPM-sponsored published study by Human Capital Shared Interest 

Group on “How Diversity & Inclusion Can Transform Your Organization.”

•	 VA mentioned in Federal News Radio article on “Diversity Hiring Keeps Agencies Alive.”

VA made considerable progress in meeting its milestones and targets in its third year under the 

Diversity and Inclusion Strategic Plan for FY 2009-2013.

Goal 1

“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 in FY 2011 include the following:

•	 Increased the representation of people with targeted disabilities from 1.51 percent in 

FY 2010 to 1.65 percent in FY 2011.

•	 Increased hires of people with targeted disabilities to 1.89 percent.

•	 Increased employment of disabled Veterans from 9.02 percent in FY 2010 to 9.61 percent 

in FY 2011.

•	 Increased diversity of Senior Executive Service (SES), specifically the representation of 

Black men and women.

•	 Implemented new VA-wide Mandatory EEO, Diversity and Inclusion Performance 

Element for all SES and managers and supervisors.

•	 Conducted virtual Management Directive 715 trainings to field facilities.

•	 Developed and implemented an innovative new Diversity Index to measure VA’s 

workforce diversity.

•	 Designed and implemented a system to capture component-based applicant flow data for 

SES vacancies.

•	 Distributed and posted “Recruitment & Selection Best Practices Guide” on-line VA-wide.

•	 Re-designed the ODI Web site and refreshed online content.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 3

Executive Summary | Looking at Our Accomplishments

Goal 2

“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:

•	 Increased the number of Reasonable Accommodations (RA) funded by the 

VA Centralized RA Fund to 233 accommodations (considered a best practice 

Government-wide.)

•	 Disseminated new standardized VA-wide RA Procedures to ensure timely compliance 

with EEOC regulations.

•	 Implemented VA’s first Centralized Workforce Recruitment Program to centrally fund 

interns with disabilities.

•	 Implemented new centralized Diversity Internship Fund supporting a record-breaking 

number of 164 diverse internships including 20 from the Puerto Rico, and hired 

40 percent of interns who were employment ready.

•	 Administered six Technical Assistance Reviews at field facilities to evaluate EEO program 

strengths and deficiencies.

•	 Implemented the VA “Plan for Increasing Employment of Individuals with Disabilities for 

FY 2011-2015” in support of Executive Order 13548.

•	 Procured a customized contract to obtain registers of candidates with targeted disabilities 

qualified for VA jobs and eligible for immediate hire under Schedule A.

•	 Worked with the Compensated Work Therapy staff to facilitate the hiring via the 

Schedule A excepted appointment authority of 366 disabled Veterans who were homeless 

or at risk of homelessness into temporary positions funded by the Secretary.

•	 Established new lesbian, gay, bisexual, transgender (LGBT) employee resource group as a 

committee under the VA Diversity Council.

•	 Distributed “Guidance Regarding the Employment of Transgender Individuals in the 

Federal Workplace” VA-wide.

Goal 3

“Facilitate outstanding customer service and stakeholder relations by promoting cultural 

competency, accountability, education, and communication.”

In FY 2011, significant accomplishments under this goal included the following:

•	 Reinforced employee protections (for sexual orientation and, parental status, marital status 

and political affiliation) and added a new employee protection for genetic information 

and gender identity to the Secretary’s EEO, Diversity, and No FEAR Policy Statement for 

FY 2012.

•	 Trained 36 Community Based Outpatient Clinic senior medical professional 

representatives from 26 states on “Cultural Competency Considerations in Healthcare” 
4 Department of Veterans Affairs

Executive Summary | The Road Ahead

with 5 face to face training sessions at the Rural Health Professions Institute in 

partnership with East Tennessee State University in two locations at Johnson City, TN 

and Portland, OR.

•	 Achieved 98 percent completion rate for VA’s Mandatory EEO, Diversity, and Conflict 

Management Training for Executive, Managers, and Supervisors; trained 417 SES and 

Title 38 executives and over 26,000 managers and supervisors VA-wide.

•	 Reviewed diversity and inclusion content in VA’s “Supervisory Essentials” e-learning 

module and developed face-to-face training on “Championing Diversity.”

•	 Implemented the 2nd Secretary’s Diversity and Inclusion Excellence Awards Program.

•	 Implemented new diversity and inclusion onboard briefing at new employee orientation.

•	 Launched the Change Academy – a series of customized programs based on VA 

strategic goals and objectives as well as the desired outcomes of individual facilities 

or organizations.

•	 Organized the first Social Learning Summit, which brought together social learning 

thought leaders (in VA and industry) to engage in dialogue with VA employees about 

social learning concepts, strategies and technologies.

•	 Issued six bimonthly newsletters (Diversity@Work); distributed 52 weekly 

diversity-focused news summaries (NewsLink); produced 12 monthly video broadcasts 

(Diversity News).

The Road Ahead...

In FY 2012 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:

•	 Develop and implement a new VA Diversity and Inclusion Strategic Plan for 

FY 2012-2016.

•	 Implement VA’s new Inclusion Index and apply the algorithm as a standardized metric to 

assess progress on organizational inclusion.

•	 Implement an applicant flow system in USAStaffing to identify barriers to EEO in all 

recruitment and selection processes.

•	 Increase the awareness and participation of the Workforce Recruitment Program Fund to 

support hiring of interns with disabilities.

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

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

•	 Expand the diversity and inclusion training portfolio and deploy customized training on 

multi-generational, disability employment (Schedule A), reasonable accommodation, and 

LGBT issues.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 5

Executive Summary | The Road Ahead

•	 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 accommodation coordinators and selective placement 

coordinators in all field facilities.

•	 Expand marking and participation in MyCareer@VA, new pathways program to support 

upward mobility of entry level employees and bridge career gaps.
6 Department of Veterans Affairs

Civil Rights Act of 1964 , 07/02/1964 

Courtesy National Archives

ARC Identifier 299891 / MLR Number A-1 5A 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 7

Historical Perspective 

Since the Emancipation Proclamation in 1863, the quest for social justice has been long 

and circuitous. 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 U.S. Equal Employment Opportunity Commission (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 (MD) 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. MD 715 is 

also unique in that it does not focus on minorities; it requires agencies to focus on any group 

that has a low participation rate.

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 
8 Department of Veterans Affairs

Historical Perspective | The Road Ahead

looking internally at the organizational culture and the institutional processes that negatively 

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.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 9

Historical Perspective | The Road Ahead

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. This annual 

report on diversity and inclusion chronicles the Department’s progress toward meeting those 

three goals.
10 Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 11

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” by serving and honoring the men and women who are America’s Veterans. 

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 VA Diversity and Inclusion Strategic Plan is aligned with strategic goal four. 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.

Strategic Alignment
12 Department of Veterans Affairs

Strategic Alignment

The VA Diversity and Inclusion Strategic Plan is aligned with integrated objective three. 

Among the integrated strategies for achieving objective 3 is: “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.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 13

Strategic Alignment

This Diversity and Inclusion Annual Report measures the progress made against those aligned 

goals and objectives.

The vision described in the diversity and inclusion strategic plan is that the Department 

becomes 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.

Having a diverse workforce and an inclusive workplace will help VA provide compassionate, 

culturally competent service to the broad diversity of Veterans who are our clients.
14 Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 15

Organizational Overview

Responsibility for creating a diverse workforce and an inclusive workplace 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.

VA Diversity Council

The VA Diversity Council (VADC) serves as an independent executive level body that 

provides advice and recommendations to the Secretary of Veterans Affairs on areas related to 

diversity and inclusion. The Council comprises representatives from each of the Department’s 

major organizations, staff offices, and stakeholders. It serves as a communications link 

between the workforce and leadership and as a forum to share best practices, consider new 

initiatives, monitor progress, leverage resources, and provide accountability in the area of 

organizational diversity and inclusion. The VADC also ensures that diversity and inclusion 

considerations are integrated throughout VA’s strategic planning efforts, business practices, and 

organizational components.
16 Department of Veterans Affairs

Organizational Overview | Administrations

Administrations

Veterans Health Administration

The Veterans Health Administration (VHA) leads the nation in measures of health care 

quality. For our Veterans that is not enough; VHA seeks to transform the delivery of health 

care by “Defining Excellence in Health Care.” To do this, VHA is transforming to a patient 

centered care model characterized by team care that is continuously improving and evidence 

based. VHA is leveraging diversity to establish excellence in health care. It is through a 

diverse workforce that innovative strategies are born. It is through an inclusive workforce that 

innovative thought flourishes. Leaders and employees must understand and appreciate the 

various cultures represented in our Veteran patients and our workforce. To provide patient 

centric care and meet the challenges of health promotion and disease management, VHA is 

striving to:

•	 Create a diverse and inclusive environment that seeks and encourages diverse 

backgrounds, opinions and perspectives.

•	 Develop the cultural competency of all staff leading to appreciation, accommodation and 

respect for Veteran’s and co-worker’s beliefs, life styles and practices.

The VHA Diversity and Inclusion (D&I) Subcommittee plays an integral role in “Defining 

Excellence in Health Care.” The primary objectives for the committee are to cultivate a culture 

of inclusion, develop cultural competency, engage leadership, and positively impact workforce 

diversity and inclusion through effective recruitment and retention strategies.

Veterans Benefits Administration

The Veterans Benefits Administration (VBA) provides benefits and services to Veterans and 

their families in a responsive, timely, and compassionate manner in recognition of their service 

to our Nation. Those benefits and services include compensation, pension, education, loan 

guarantee, vocational rehabilitation and employment, insurance, and fiduciary services. In 

order to carry out this mission effectively, VBA is committed to the implementation of equal 

and affirmative employment policies and objectives that support recruiting, retaining, and 

advancing highly skilled individuals, who will enhance the quality, productivity, and diversity 

of its workforce.

VBA’s policy is to provide equal employment opportunity for all employees and applicants 

by prohibiting discrimination in all aspects of employment based on race, color, religion, 

sex, national origin, age, and disability. Elimination of these forms of discrimination serves 

to promote a positive, affirmative employment program designed to eradicate barriers to 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 17

Organizational Overview | Administrations

employment and advancement with special emphasis on promoting diversity by increasing 

the representation of minorities, women, and people with disabilities at all levels of 

the organization.

National Cemetery Administration

The National Cemetery Administration (NCA) honors Veterans and their families with final 

resting places in national shrines and with lasting tributes that commemorate their service 

and sacrifice to our Nation. NCA provides burial space for Veterans and their eligible family 

members, maintains national cemeteries as national shrines, marks Veterans’ graves with 

a Government-furnished headstone, marker or medallion, provides Presidential Memorial 

Certificates in recognition of Veterans’ service to a grateful nation, and administers grants for 

establishing or expanding state and tribal government Veterans cemeteries.

NCA has the responsibility to manifest sustained progress towards a diverse workforce which 

is attuned with the American population. This is accomplished through NCA leadership’s 

commitment to ensuring the administration is in compliance with Management Directive 

715, as well as other EEO reporting requirements. NCA will persist in improving barrier 

identification, and ensuring the administration has systems in place to analyze applicant 

flow data, onboard workforce data, and HR actions. NCA will continue issuing updated 

information to field components to aide in development of diversity programs incorporating 

assessment of their ability to evaluate, and increase diversity in their own departmental areas. 

NCA remains devoted to the equality of opportunity for all employees and applicants, and 

demonstrates it by communicating it throughout the administration, to managers as well as 

employees, and by training employees and managers on a wide range of diversity topics. In 

order to meet these requirements, NCA continues to employ inventive methods including 

the self assessment approach through utilization of NCA’s Organizational Assessment and 

Improvement (OAI) program, which assesses the efforts of the national cemeteries on “their 

ability to evaluate and increase diversity.”
18 Department of Veterans Affairs

Organizational Overview | Assistant Secretaries and Staff Offices

Assistant Secretaries and Staff Offices

Office of Management

The Office of Management (OM) provides strategic and operational leadership for VA’s budget, 

financial management, and asset enterprise management activities. The Office also promotes 

public confidence through stewardship and oversight of VA business activities, ensuring their 

consistency with national policy, law, and regulation. OM promotes diversity and inclusion 

by providing a forum allowing for sharing of best practices among its staff, developing 

initiatives, monitoring progress, leveraging resources and ensuring accountability in the area 

of organizational diversity and inclusion. OM fosters a diverse workforce and an inclusive 

work environment and ensures that diversity and inclusion are integrated into OM strategic 

planning efforts. OM encourages its employees to attend programs, activities and observations 

that emphasize diversity and inclusion. An OM senior executive serves on the VA Diversity 

Council, actively participating in meetings and voting on recommendations made by the 

Council. The senior executive provides OM with oversight in matters dealing with diversity 

and inclusion within the organization.

Office of Information and Technology

The Office of Information and Technology (OIT) provides strategy and technical direction, 

guidance, and policy to ensure that IT resources are acquired and managed for the Department 

in a manner that implements various Federal laws and regulations. OIT is the steward of VA’s 

IT assets and resources, and is responsible for ensuring the efficient and effective operation of 

VA’s IT Management System to meet mission requirements of the Secretary, Under Secretaries, 

Assistant Secretaries, and other key officials.

Office of Policy and Planning

The Office of Policy and Planning (OPP) serves as the principal advisor to VA leaders on all 

matters of policy and organizational strategy. OPP is responsible for guiding the development 

of the VA Strategic Plan, the cornerstone of VA’s transformation efforts. The Strategic Plan 

was developed with the underlying mission: “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.”
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 19

Organizational Overview | Assistant Secretaries and Staff Offices

Office of Operations, Security, and Preparedness

The Office of Operations, Security, and Preparedness (OSP) 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. To ensure preparedness to meet emergent national needs is one of 

the 13 major initiatives in the VA Strategic Plan for FY 2011 – 2015. VA’s Third Integrated 

Objective is to build our internal capacity to serve Veterans, their families, our employees, and 

other stakeholders efficiently and effectively by ensuring that VA environments for care and 

administration are safe, security and as free as possible from the threat of physical danger or 

property loss.

Office of Human Resources and Administration

The Office of Human Resources and Administration (OHRA) is responsible for providing 

VA-wide guidance for such programs as human resources management, diversity and inclusion, 

discrimination complaint resolution, labor-management relations, training, and general 

administrative support (primarily services to VA Central Office (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 OHRA, 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.

Office of General Counsel

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 
20 Department of Veterans Affairs

Organizational Overview | Assistant Secretaries and Staff Offices

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.

Office of Inspector General

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 management and the Veterans served.

Board of Veterans’ Appeals

The Board of Veterans’ Appeals (BVA) is the component of the Department of Veterans Affairs 

responsible for making decisions on behalf of the Secretary when claims for Veterans’ Benefits 

are presented for appellate review. The Board’s mission is to conduct hearings and issue 

timely, understandable, and quality decisions for Veterans and other appellants in compliance 

with the requirements of law. The Board’s responsibilities relative to diversity and inclusion 

parallel those for VA as a whole: to actively foster a diverse workplace and an inclusive work 

environment that ensures equal opportunity and respect for an inclusive value system to best 

serve our Nation’s Veterans. The Board actively supports an environment where VA’s Strategic 

Human Capital Plan and Diversity and Inclusion Strategic Plan are closely aligned to expand 

recruitment efforts and capitalize on best qualified and diverse applicants. The Board is fully 

engaged in seeking similarities, understanding differences, and celebrating the diversity of its 

workforce in the achievement of its mission. BVA’s recruitment efforts focus on establishing 

a career, not simply a job. The Executive in Charge serves as a member on the VA Diversity 

Council, and the Board’s two SES officials regularly participate in the council meetings. The 

Board’s entire supervisory staff participates in the ODI’s annual training and has committed 

to fulfilling its objectives. By valuing the diversity of the Board’s staff, BVA is able to make the 

most of their strengths and valuable insights and foster creative and cooperative solutions to a 

wide array of issues.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 21

Organizational Overview | Assistant Secretaries and Staff Offices

Office of Public and Intergovernmental Affairs

The Office of Public and Intergovernmental Affairs (OPIA) serves as the Department’s liaison 

in all intergovernmental affairs matters and is the primary point of contact with Federal, state, 

local, American Indian/Alaska Native Government officials. In international affairs, OPIA 

coordinates with other Federal agencies in developing programs and subject matter exchanges 

for representatives of foreign governments concerning Veteran issues. The National Veterans 

Outreach Office assesses, standardizes and coordinates outreach activities for the entire 

Department. Under OPIA’s consumer affairs mandate, OPIA initiates and maintains customer 

service activities that facilitate interactions between VA, Veterans and their families. Among 

its other responsibilities, OPIA oversees Homeless Veterans Programs; rehabilitative National 

Veterans Sports Programs for disabled Veterans; National Observances, such as Veterans Day; 

and the full spectrum of public affairs for the Department.

Office of Congressional and Legislative Affairs

The Office of Congressional and Legislative Affairs (OCLA) has the overall responsibility for 

coordinating Departmental relations and activities with Congress. OCLA is the focal point 

for the Department’s interactions with Congress and the management and coordination of 

congressional affairs 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. OCLA also provides administrative support to the Department’s 24 

advisory committees, which provide the Secretary with important feedback on VA’s programs 

and services. The mission of the Office of Congressional and Legislative Affairs is to improve 

the lives of Veterans and their families by advancing pro-Veteran legislation and maintaining 

responsive and effective communications with Congress.

Office of Acquisition, Logistics, and Construction

The Office of Acquisition, Logistics, and Construction (OALC) is a multifunctional 

organization responsible for directing the acquisition, logistics, construction, and leasing 

functions within VA. OALC is implementing its reorganization as part of the Secretary’s 

initiative to transform VA’s acquisition and facilities management activities. The reorganization 

includes establishment of the new Office of Acquisition Operations (OAO) which will focus on 

operational aspects of the acquisition process, including planning, procurement, management, 

and close out. The Strategic Acquisition Center (SAC) is a new organization that was 

established in FY 2011 under the purview of the Office of Acquisition and Operations (OAO).
22 Department of Veterans Affairs

Organizational Overview | Assistant Secretaries and Staff Offices

Center for Minority Veterans

The Center for Minority Veterans (CMV) serves as the principal advisor to the Secretary, 

identifies barriers to benefits and health care access for minority Veterans, promotes awareness 

of minority Veteran-related issues, develops strategies for improving the participation in existing 

VA benefits and programs, and provides support for the Secretary’s Advisory Committee on 

Minority Veterans. The CMV also serves as an advocate for minority Veterans, conducts 

outreach activities to promote the awareness and utilization of VA benefits and services, and 

evaluates the overall effectiveness of the provision of VA benefits and services. Specifically, 

minority Veterans are from the following groups: African American, Hispanic, Asian 

American, Pacific Islander, and Native American, including American Indian, Alaska Native, 

and Native Hawaiian. Cultural, economic, ethnic differences may hinder Veteran minority 

groups from accessing VA services. 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.

Center for Women Veterans

The Center for Women Veterans (CWV) monitors and coordinates VA’s administration of 

health care, benefits services, and programs for women Veterans; 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 raises awareness of VA’s 

responsibility to treat women Veterans with dignity and respect. CWV’s Director serves as the 

primary advisor to the Secretary on all matters related to policies, legislation, programs, issues, 

and initiatives affecting women Veterans. CWV’s goals are to make health care and benefits 

services and programs for women Veterans part of VA’s institutional consciousness, through 

education and communication; identify and recommend effective VA policies, practices, 

programs, and related activities for women Veterans and promote the implementation of these 

actions throughout the Department; encourage acknowledgment of women Veterans’ service 

and contributions through training and in-reach efforts; advocate and support awareness of 

entitlement to VA benefits by promoting images of women Veterans through mass media; 

collaborate with other Federal, state and local agencies, Veteran Serving Organizations (VSO), 

faith-based, and community partners to promote and provide information on women 

Veterans; and promote a culture that honors their military service and treats them with dignity 

and respect.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 23

Organizational Overview | Assistant Secretaries and Staff Offices

Office of Employment Discrimination Complaint Adjudication

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.
24 Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 25

Fiscal Year 2011 

Status and Accomplishments

GOAL 1:

A Diverse, Results‐Oriented, High‐Performing Workforce

Workforce diversity may be one of the most transformative challenges facing public and private 

employers in the next decade. Globalization and the advancement of technology have led to the 

erosion of national boundaries leading to greater competition of human capital now more than 

ever before. The Federal Government must be positioned to recruit, hire, promote, and retain a 

more diverse workforce so that the diversity can be leveraged to improve services to the public.

Status

Workforce Representation

Federal regulations require agencies to maintain statistics on the demographic composition 

of its workforce. While VA defines diversity broadly, including the diversity of thought 

and perspective, we measure diversity by the demographic composition of our workforce as 

compared to the relevant civilian labor force (RCLF)1] and the civilian labor force (CLF)2]. The 

following graph is a comparison of VA’s workforce with the RCLF and the CLF at the end of 

FY 2010 and FY 2011.

VA Workforce vs. CLF and RCLF (FY 2010 and FY 2011)

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/

Pacific Islander 

American Indian/ 

Alaska Native Two or More Races 

CLF 39.03% 33.74% 4.84% 5.66% 6.17% 4.52% 1.92% 1.71% 0.06% 0.05% 0.34% 0.32% 0.88% 0.76% 

RCLF 25.13% 47.87% 3.13% 8.13% 3.11% 4.33% 2.39% 3.22% 0.03% 0.06% 0.31% 0.62% 0.34% 0.54% 

2010 Onboard 24.98% 36.24% 8.82% 14.44% 3.14% 3.61% 2.57% 4.13% 0.08% 0.11% 0.46% 0.69% 0.28% 0.44% 

2011 Onboard 24.95% 36.03% 8.84% 14.46% 3.12% 3.56% 2.59% 4.17% 0.09% 0.12% 0.46% 0.68% 0.36% 0.55% 

0% 

10% 

20% 

30% 

40% 

50% 

Data Source: VSSC Human Resources UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical 

residents. Include permanent and temporary employees in full-time, part-time, and intermittent and pay status. CLF and 

RCLF data are as of 2000 from Census Bureau.

1] RCLF reflects all people in America, by race, gender, and ethnicity, who are 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. Although VA also tracks hiring of People with 

Targeted Disabilities, there is no CLF or RCLF for this group.
26 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Workforce Representation

The participation of Black men and women, Asian men and women, Native Hawaiian/Pacific 

Islander men and women, and Two or More Races men and women increased in FY 2011. VA 

employment of White women and Hispanic women continues to be below their participation 

rates in the RCLF; VA’s employment of White women is 75 percent of their expected 

representation per the RCLF and employment of Hispanic women is at 82 percent of the 

RCLF. Since FY 2010, both groups have experienced slight decreases in representation, further 

compounding their low participation rates. While the onboard representation of Hispanic men 

decreased relative to FY 2010 levels, their representation in the VA workforce has been at the 

RCLF since FY 2009.

Comparing the workforce changes of each demographic group to the change in the total 

workforce can further show our progress in addressing low participation rates. While VA grew 

at a rate of 2.54 percent from FY 2010 to FY 2011, White men and women, Hispanic men and 

women, and American Indian/Alaska Native women experienced slower growth rates.

Net Change by Race, Ethnicity, and Gender (FY 2010 – FY 2011)

Permanent and Temporary

Number Net 

Change 2010 2011

Total Workforce 307,322 315,116 2.54%

White Male 76,772 78,636 2.43%

White Female 111,360 113,543 1.96%

Black Male 27,116 27,858 2.74%

Black Female 44,384 45,571 2.67%

Hispanic Male 9,659 9,835 1.82%

Hispanic Female 11,106 11,218 1.01%

Asian Male 7,886 8,159 3.46%

Asian Female 12,690 13,155 3.66%

Native Hawaiian/Pacific Islander Male 242 290 19.83%

Native Hawaiian/Pacific Islander Female 338 371 9.76%

American Indian/Alaska Native Male 1,424 1,460 2.53%

American Indian/Alaska Native Female 2,134 2,156 1.03%

Two or More Races Male 864 1,134 31.25%

Two or More Races Female 1,347 1,730 28.43%

Data Source: VSSC Human Resources UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical 

residents. Include permanent and temporary employees in full-time, part-time, and intermittent and pay status.

Workforce demographic distribution is affected by hires as well as separations. Hires of White 

men, Black men and women, Asian men and women, American Indian/Alaska Native men and 

women, Native Hawaiian/Pacific Islander men and women, and two or more races were above 

RCLF availability. However, comparing the demographic distribution of the RCLF with the 

demographic distribution of employees hired in FY 2011, the representation of White women 

and Hispanic men and women were less than would be expected. More specifically, Hispanic 

women were hired at 62 percent of their availability according to the RCLF, the lowest 

among all groups, and White women were hired at 76 percent of their RCLF availability, the 

second lowest.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 27

Fiscal Year 2011 Status and Accomplishments | Workforce Representation

VA Hires vs. CLF and RCLF (FY 2011)

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/

Pacific Islander 

American Indian/

Alaska Native 

Two or More 

Races 

CLF 39.03% 33.74% 4.84% 5.66% 6.17% 4.52% 1.92% 1.71% 0.06% 0.05% 0.34% 0.32% 0.88% 0.76% 

RCLF 25.13% 47.87% 3.13% 8.13% 3.11% 4.33% 2.39% 3.22% 0.03% 0.06% 0.31% 0.62% 0.34% 0.54% 

2011 Hires 26.60% 36.43% 9.05% 12.62% 2.92% 2.70% 2.62% 4.11% 0.20% 0.20% 0.57% 0.68% 0.54% 0.77% 

0% 

10% 

20% 

30% 

40% 

50% 

Data Source: VSSC Human Resources UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical 

residents. Include permanent and temporary employees in full-time, part-time, and intermittent and pay status. CLF and 

RCLF data is as of 2000 from Census Bureau.

Since 2007, the number of employees in virtually all demographic groups has generally 

increased along with the total workforce. The change data for the demographic composition of 

the workforce over the past five years is provided in the figure below.

Workforce Trend (FY 2007 – FY 2011)

Permanent and Temporary

2007 2008 2009 2010 2011

# % # % # % # % # %

White

Men 63,938 25.27% 68,750 24.79% 73,591 24.89% 76,772 24.98% 78,636 24.95%

Women 90,764 35.88% 100,431 36.21% 107,421 36.33% 111,360 36.24% 113,543 36.03%

Black Men 22,714 8.98% 24,755 8.93% 26,067 8.82% 27,116 8.82% 27,858 8.84%

Women 37,578 14.85% 41,334 14.90% 43,394 14.68% 44,384 14.44% 45,571 14.46%

Hispanic

Men 8,067 3.19% 8,625 3.11% 8,946 3.03% 9,659 3.14% 9,835 3.12%

Women 8,909 3.52% 9,782 3.53% 10,255 3.47% 11,106 3.61% 11,218 3.56%

Asian Men 6,709 2.65% 7,254 2.62% 7,545 2.55% 7,886 2.57% 8,159 2.59%

Women 10,762 4.25% 11,967 4.31% 12,272 4.15% 12,690 4.13% 13,155 4.17%

Native Hawaiian/

Pacific Islander

Men 0 0.00% 0 0.00% 232 0.08% 242 0.08% 290 0.09%

Women 0 0.00% 0 0.00% 337 0.11% 338 0.11% 371 0.12%

American Indian/ 

Alaska Native

Men 1145 0.45% 1,373 0.50% 1,600 0.54% 1,424 0.46% 1,460 0.46%

Women 1,744 0.69% 2,096 0.76% 2,413 0.82% 2,134 0.69% 2,156 0.68%

Two or

More Races

Men 275 0.11% 431 0.16% 650 0.22% 864 0.28% 1134 0.36%

Women 369 0.15% 563 0.20% 931 0.31% 1347 0.44% 1,730 0.55%

Total

Men 102,848 40.66% 111,188 40.09% 118,631 40.12% 123,963 40.34% 127,372 40.42%

Women 150,126 59.34% 166,173 59.91% 177,023 59.88% 183,359 59.66% 187,744 59.58%

All 252,974 100.00% 277,361 100.00% 295,654 100.00% 307,322 100.00% 315,116 100.00%

Data Source: HR Employee cube retrieved in ProClarity retrieved on January 16, 2012. Exclude Manila citizens and medical residents. Include pay, 

permanent and temporary employees in full-time, part-time, and intermittent status. Native Hawaiian/Pacific Islander data separation occurred in 2009.
28 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | People with Disabilities

People with Disabilities

People with disabilities have had historically low participation rates in the Federal workforce 

and have the highest unemployment rate among the U.S. population. At the end of FY 2011, 

employees with disabilities were 10.88 percent of the VA workforce. Employees with 

targeted disabilities, the most severe forms of disability identified by the Equal Employment 

Opportunity Commission (EEOC) for special emphasis including deafness, missing 

extremities, partial paralysis, total paralysis, epilepsy, severe intellectual disability, psychiatric 

disability, and dwarfism, were 1.65 percent of the VA workforce.

While this ratio is lower than VA’s two percent onboard goal, the representation of people 

with targeted disabilities in VA has been steadily increasing since FY 2009. From FY 2010 to 

FY 2011, the onboard ratio for people with targeted disabilities grew over four times faster than 

the VA workforce; that is, 11.81 percent compared to 2.54 percent.

People with Disabilities Onboard (FY 2010 – FY 2011)

Permanent and Temporary

Number Percentage Net 

Change 2010 2011 2010 2011

Total Workforce 307,322 315,116 100.00% 100.00% 2.54%

No Disability Reported 276,313 280,828 89.91% 89.12% 1.63%

Other Disability 26,360 29,090 8.58% 9.23% 10.36%

Targeted Disability 4,649 5,198 1.51% 1.65% 11.81%

Data Source: VSSC HR Employee cube retrieved in ProClarity on January 16, 2012. Exclude Manila citizens and medical 

residents. Include pay permanent and temporary employees in full-time, part-time, intermittent status.

People with targeted disabilities remain a critical focus for the nation as well as VA. To that 

end, VA in FY 2011 implemented a 2 percent hiring goal for people with targeted disabilities, a 

legally compliant strategy. At the end of FY 2011, VA’s hiring of people with targeted disabilities 

in its permanent and temporary workforce was 1.89 percent, just short of the 2 percent goal. 

Hires of permanent employees with targeted disabilities surpassed the 2 percent hiring goal.

People with Disabilities Hires (FY 2010 – FY 2011)

Permanent and Temporary

Number Percentage Net 

Change 2010 2011 2010 2011

Total Workforce 40,208 38,466 100.00% 100.00% -4.33%

No Disability Reported 36,105 33,425 89.80% 86.89% -7.42%

Other Disability 3,521 4,117 8.76% 10.70% 16.93%

Targeted Disability 582 727 1.45% 1.89% 24.91%

Data Source: VSSC HR Employee cube retrieved in ProClarity on January 16, 2012. Exclude Manila citizens and medical 

residents. Include pay permanent and temporary employees in full-time, part-time, intermittent status.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 29

Fiscal Year 2011 Status and Accomplishments | Veterans

The overall employment of people with reportable disabilities in VA has increased since 2006. 

The employment trend for people with targeted disabilities began rising in FY 2010 after a steep 

decline from FY 2000 to 2009. The increase in this area can be attributed to VA’s continuous 

efforts to develop and implement effective targeted hiring and retention strategies.

People with Disabilities Trend (FY 2006 – FY 2011)

Permanent and Temporary

2006 2007 2008 2009 2010 2011 

Reportable Disability 9.25% 9.39% 9.36% 9.74% 10.09% 10.88% 

Targeted Disability 1.49% 1.48% 1.43% 1.43% 1.51% 1.65% 

0% 

2% 

4% 

6% 

8% 

10% 

12% 

Data Source: HR Employee data cube retrieved in ProClarity on January 16, 2012. Exclude Manila citizens and medical 

resident. Include pay, permanent and temporary employees in full-time, part-time, and intermittent 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 2011, over 32 percent of VA employees were Veterans, still short of VA’s goal 

of 40 percent. VA ranks second only to the Department of Defense in Veteran representation. 

Disabled Veterans are nearly 10 percent of the VA workforce. Both groups increased at a higher 

rate than the net change for the total workforce, which demonstrates VA’s commitment to 

hiring Veterans and disabled Veterans.
30 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Leadership

Veterans (FY 2010 – FY 2011)

Permanent and Temporary

Number Percentage Net 

Change 2010 2011 2010 2011

Total Employees 307,322 315,116 100.00% 100.00% 2.54%

Disabled Veterans 27,735 30,277 9.02% 9.61% 9.17%

Total Veterans 91,560 101,062 29.79% 32.07% 10.38%

White Male 39,829 43,187 12.96% 13.71% 8.43%

White Female 12,097 14,180 3.94% 4.50% 17.22%

Black Male 20,065 21,417 6.53% 6.80% 6.74%

Black Female 7,951 9,362 2.59% 2.97% 17.75%

Hispanic Male 5,691 6,002 1.85% 1.90% 5.46%

Hispanic Female 1,409 1,613 0.46% 0.51% 14.48%

Asian Male 2,002 2,179 0.65% 0.69% 8.84%

Asian Female 522 633 0.17% 0.20% 21.26%

Native Hawaiian/Pacific Islander Male 140 189 0.05% 0.06% 35.00%

Native Hawaiian/Pacific Islander Female 55 82 0.02% 0.03% 49.09%

American Indian/Alaska Native Male 770 828 0.25% 0.26% 7.53%

American Indian/Alaska Native Female 235 266 0.08% 0.08% 13.19%

Two or More Races Male 520 742 0.17% 0.24% 42.69%

Two or More Races Female 274 382 0.09% 0.12% 39.42%

Data Source: VSSC Human Resources Veteran Change Report retrieved on January 16, 2012. Excludes Manila citizens and medical 

residents. Includes pay, permanent and temporary employees in full-time, part-time, and intermittent status.

Leadership

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 Federal Government’s cadre of senior leadership. 

Since 2006, diversity has increased in the SES ranks. The following graph provides perspective 

on diversity in VA’s SES.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 31

Fiscal Year 2011 Status and Accomplishments | Leadership

SES Onboard Trend (FY 2006 – FY 2011)

Permanent and Temporary, Exclude T-38 Equivalents

Number Percentage

2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011

White

Men 184 177 171 173 175 194 64.79% 59.00% 56.07% 55.63% 54.01% 54.04%

Women 56 76 81 85 92 99 19.72% 25.33% 26.56% 27.33% 28.40% 27.58%

Black Men 16 15 17 16 15 19 5.63% 5.00% 5.57% 5.14% 4.63% 5.29%

Women 9 13 15 15 16 20 3.17% 4.33% 4.92% 4.82% 4.94% 5.57%

Hispanic

Men 8 8 9 9 12 12 2.82% 2.67% 2.95% 2.89% 3.70% 3.34%

Women 2 2 3 3 4 4 0.70% 0.67% 0.98% 0.96% 1.23% 1.11%

Asian Men 2 2 3 3 4 4 0.70% 0.67% 0.98% 0.96% 1.23% 1.11%

Women 1 1 1 1 1 0.35% 0.33% 0.33% 0.32% 0.31% 0.00%

Native Hawaiian/

Pacific Islander

Men 0 0 0 1 1 1 0.00% 0.00% 0.00% 0.32% 0.31% 0.28%

Women 0 0 0 0 0 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

American Indian/ 

Alaska Native

Men 5 5 5 4 3 2 1.76% 1.67% 1.64% 1.29% 0.93% 0.56%

Women 0 0 0 0 0 1 0.00% 0.00% 0.00% 0.00% 0.00% 0.28%

Two or

More Races

Men 1 1 0 0 1 2 0.35% 0.33% 0.00% 0.00% 0.31% 0.56%

Women 0 0 0 1 0 1 0.00% 0.00% 0.00% 0.32% 0.00% 0.28%

Total

Men 216 208 205 206 211 234 76.06% 69.33% 67.21% 66.24% 65.12% 65.18%

Women 68 92 100 105 113 125 23.94% 30.67% 32.79% 33.76% 34.88% 34.82%

All 284 300 305 311 324 359 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Data Source: VSSC Human Resources Onboard by Race and Gender Report retrieved on January 16, 2012. Exclude Manila citizens, medical 

residents, Title-38 Equivalents. Include pay permanent and temporary employees in full-time, part-time, and intermittent status.
32 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Results-Oriented Performance Culture

Results-Oriented 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 

GS/GM 13-15 Onboard Trend (FY 2006 – FY 2011)

Permanent and Temporary

Number Percentage

2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011

White

Men 6517 6769 6992 7520 7917 8422 45.96% 44.50% 42.23% 41.04% 39.89% 39.33%

Women 4676 5116 5806 6556 7186 7794 32.98% 33.64% 35.07% 35.78% 36.21% 36.40%

Black Men 681 719 777 881 959 1067 4.80% 4.73% 4.69% 4.81% 4.83% 4.98%

Women 1023 1138 1278 1454 1623 1782 7.21% 7.48% 7.72% 7.93% 8.18% 8.32%

Hispanic

Men 317 354 390 429 498 520 2.24% 2.33% 2.36% 2.34% 2.51% 2.43%

Women 273 320 364 381 441 466 1.93% 2.10% 2.20% 2.08% 2.22% 2.18%

Asian Men 355 390 435 465 500 537 2.50% 2.56% 2.63% 2.54% 2.52% 2.51%

Women 255 288 350 398 432 484 1.80% 1.89% 2.11% 2.17% 2.18% 2.26%

Native Hawaiian/

Pacific Islander

Men 0 0 0 7 7 8 0.00% 0.00% 0.00% 0.04% 0.04% 0.04%

Women 0 0 0 16 15 15 0.00% 0.00% 0.00% 0.09% 0.08% 0.07%

American Indian/

Alaska Native

Men 38 51 64 76 71 73 0.27% 0.34% 0.39% 0.41% 0.36% 0.34%

Women 36 44 58 73 65 72 0.25% 0.29% 0.35% 0.40% 0.33% 0.34%

Two or

More Races

Men 4 11 24 34 64 81 0.03% 0.07% 0.14% 0.19% 0.32% 0.38%

Women 5 10 17 34 69 91 0.04% 0.07% 0.10% 0.19% 0.35% 0.42%

Total

Men 7912 8294 8682 9412 10016 10708 55.80% 54.53% 52.44% 51.36% 50.47% 50.01%

Women 6268 6916 7873 8912 9831 10704 44.20% 45.47% 47.56% 48.64% 49.53% 49.99%

All 14180 15210 16555 18324 19847 21412 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Data Source: VSSC Human Resources Onboard by Race and Gender Report retrieved on January 16, 2012. Exclude Manila citizens and medical 

residents Include pay permanent and temporary employees in full-time, part-time, and intermittent status. Native Hawaiian/Pacific Islander data 

separation occurred in 2009.

Similar to SES, diversity in the leadership pipeline (GS/GM grades 13 through 15) has improved 

since 2006. The following table provides perspectives on diversity in VA’s leadership pipeline 

(employees in GS/GM grades 13, 14, and 15).
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 33

Fiscal Year 2011 Status and Accomplishments | Results-Oriented Performance Culture

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.
34 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | VA Diversity and Inclusion Indices

To measure the extent to which VA meets that standard, we examine items in the Federal 

Employee Viewpoint Survey (FEVS). The Results-Oriented Performance Culture Index 

is made up of 13 survey items from the FEVS. The resulting index score is the average of 

favorable responses from the selected items. Since 2006, the scores for VA have remained 

relatively consistent.

Results-Oriented Performance Culture Index

Percent Favorable Responses

Survey Question 2006 2008 2010 2011

12. I know how my work relates to the agency's goals and priorities. 85% 87% 87% 86%

14. Physical conditions (for example, noise level, temperature, 

lighting, cleanliness in the workplace) allow employees to perform 

their jobs well.

64% 64% 66% 64%

15. My performance appraisal is a fair reflection of my performance. 60% 64% 70% 68%

20. The people I work with cooperate to get the job done. 77% 81% 70% 70%

22. Promotions in my work unit are based on merit. 30% 36% 28% 33%

23. In my work unit, steps are taken to deal with a poor performer 

who cannot or will not improve.

32% 33% 29% 30%

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

meaningful way.

30% 32% 34% 35%

30. Employees have a feeling of personal empowerment with respect 

to work processes.

41% 44% 42% 45%

32. Creativity and innovation are rewarded. 36% 38% 36% 38%

33. Pay raises depend on how well employees perform their jobs. 19% 25% 22% 24%

42. My supervisor supports my need to balance work and other life 

issues.

75% 69% 68% 71%

44. Discussions with my supervisor/team leader about my 

performance are worthwhile.

50% 56% 58% 60%

65. How satisfied are you with the recognition you receive for doing a 

good job?

42% 47% 50% 47%

Index Score (Average) 49% 52% 51% 52%

Data Source: Federal Employee Viewpoint Survey data retrieved from http://www.fedview.opm.gov/ on January 16, 2012.

VA Diversity and Inclusion Indices

Empirical studies have shown positive correlations between diversity, inclusion, and 

organizational performance. The quest to measure such correlation in VA started in FY 2009 

with the development of the VA Diversity and Inclusion Strategic Plan. The Office of Diversity 

and Inclusion, a program office within the Office of Human Resources and Administration, 

began researching and developing a simple metric that is both flexible and scalable to measure 

an organization’s state of diversity and inclusion.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 35

Fiscal Year 2011 Status and Accomplishments | VA Diversity and Inclusion Indices

The traditional measure of workforce diversity has always been to compare the workforce 

representation ratio of each race, ethnicity, and gender (REG) group to their respective 

benchmark in the RCLF or the CLF. This approach, while valid, poses significant challenges 

when the analytical lens grows wider, for example, at the national level. In order to correlate 

organizational performance, the need for a singular measure is apparent.

We embarked on this initiative under three guiding principles: the metric must be empirically 

valid, legally defensible, and efficient. Also, the resulting algorithm must be scalable to any 

organizational level, occupational, or demographic group. For example, to be optimally useful 

the metric must be scalable to a VBA Regional Office or a VHA facility.

Literature review suggests a singular measure for both diversity and inclusion could only be 

achieved with the intuitive use of weighting—a technique that is scientifically difficult to 

defend. Therefore, we need to develop two distinct metrics: the Diversity Index to measure 

an organization’s workforce distribution compared to the CLF, RCLF or other accepted 

benchmark, and a separate Inclusion Index to measure the qualitative data points based mainly 

on the results of the Federal Employee Viewpoint Survey.

The application of these indices extend much further than correlating an organization’s diversity 

and its key performance indicators. Among other things, the Diversity and Inclusion Indices 

can be used to:

•	 Track an organization’s progress in workforce diversity,

•	 Assess the impact of programs and initiatives on workforce diversity,

•	 Compare the diversity and inclusion status across Federal Government on an 

agency-by-agency basis,

•	 Correlate the effects of diversity and inclusion on productivity, and

•	 Develop an empirical database to support the business case for diversity in VA.

While we continue to develop the Inclusion Index, we are proud to present the computational 

model for the Diversity Index.
36 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | The VA Diversity Index

The VA Diversity Index

In short, the Diversity Index is a single measure of workforce diversity based on the convergence 

of an organization’s aggregate workforce representation by REG with an appropriate 

benchmark, the CLF or the RCLF depending on the organization’s size. At the national level, 

the benchmark for VA is the CLF. The computational formula is shown below.

The Diversity Index is essentially the mean ratio of the normalized workforce composition 

by REG to its corresponding normalized CLF baseline, with maximum value of 100 percent. 

The rate is capped at 100 percent to avoid skewing the data due to overrepresentation of any 

group. The intent is to focus on underrepresentation. For each REG group, one of four 

possibilities exists:

Value of “M”

Value of REG Group in

CLF = 0

Value of REG Group in

CLF > 0

Value of REG Group in 

Workforce = 0

Remove REG group 

from computation model; 

increment M by 1

Keep REG group in 

computation model;

Value of REG Group in 

Workforce > 0

Keep REG group in 

computation model;

Keep REG group in 

computation model;

The value of M, therefore, is incremented only when the value of the REG group in the 

workforce and its corresponding benchmark value, the CLF or RCLF, are zeros. That is, when 

the representation of a specific group in the workforce and the CLF equals zero, the group is 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 37

Fiscal Year 2011 Status and Accomplishments | The VA Inclusion Index

removed from the computational model to minimize the skewing effects of the mathematical 

mean construct.

Applying this computation model to the VA dataset, we noticed an increasing trend. This is 

consistent with the traditional analytical approach; that is, diversity in VA’s workforce has been 

increasing over time. At the end of FY 2011, the REG distribution in the VA workforce is at 

about 85 percent of the CLF.

The score shown below is adjusted for the Native Hawaiian/Pacific Islander data separation 

which occurred in FY 2009.

Diversity Index Score Trend (FY 2002 – 2011)

Permanent and Temporary

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 

Score 74.78% 74.85% 75.01% 75.07% 76.23% 77.23% 78.07% 81.12% 83.19% 85.49% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

70% 

80% 

90% 

100% 

We fully acknowledge the limitations of our method; primarily that it excludes disability, age, 

religion, and a host of non-statutory dimensions of diversity. While we continue to examine 

efficient and defensible ways to measure these other important dimensions, we remain confident 

that this method serves as a valid and significant first step in establishing an effective tool for 

internal analysis and inter-agency comparisons.

The VA Inclusion Index

The Inclusion Index is intended to measure an organization’s inclusion based on the perspective 

of its employees. The Federal Employee Viewpoint Survey (FEVS) was used as the data source 

in order to serve as a government-wide benchmark.
38 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Office of the Secretary

While researchers continue to develop a universally accepted definition and framework 

for measuring organizational inclusion, our literature review has yielded several common, 

overarching themes. In developing the basis for our Inclusion Index, we relied primarily on 

Shore’s analysis of the pertinent literature, and Nishii’s specific research. Nishi identified three 

primary dimensions of inclusion: fairness of employment practices; integration of differences; 

and inclusion in decision-making. In the interest of being comprehensive, we reviewed work 

by other reputable researchers (Mor Barak & Cherin, 1998; April & Blass, 2010; Netter, 1998) 

and identified similar and additional emerging themes. We then cross-walked similar themes 

to the 79 FEVS items based on content validity. With the assistance of the National Center for 

Organizational Development, we then conducted multiple factor analyses to identify the most 

statistically salient items that comprised our Inclusion Index items. We identified the following 

six dimensions that will serve as the basis for our Index:

•	 fairness of employment practices (removal of barriers)

•	 integration of differences (empowerment of individual voices)

•	 inclusion/participation in decision-making

•	 inclusive management and leadership

•	 information access/open communication

•	 freedom from stereotyping

The development of this metric is ongoing and we expect to finalize and implement the 

methodology in FY 2012.

FY 2011 Organizational Accomplishments

Office of the Secretary

In FY 2011, VA launched a new initiative to combat homelessness among Veterans. Through 

partnerships with community groups, VA awarded more than $41.9 million in grants to 

organizations in 40 states. The Homeless Providers Grant and Per Diem Program provides 

grants and per diem payments to help public and nonprofit organizations establish and operate 

new supportive housing and service centers for homeless Veterans.

The $41.9 million is broken into two categories. About $26.9 million will help renovate, 

rehabilitate or acquire space for 1,352 transitional housing beds. A second group of awards, 

valued at $15 million, will immediately fund 1,216 beds at existing transitional housing for 

homeless Veterans this year. The awards will cover daily living costs based upon the number of 

homeless Veterans being served in transitional housing.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 39

Fiscal Year 2011 Status and Accomplishments | Administrations

A key component of VA’s plan to eliminate homelessness among Veterans within five years, the 

grants and per diem payments helped reduce the number of Veterans who were homeless on a 

typical night last year by 18 percent to about 107,000 Veterans within one year.

The Supportive Services for Veteran Families (SSVF) Program is another homeless prevention 

initiative that provides supportive services to very low-income Veterans and their families who 

are in or transitioning to permanent housing. In FY 2011, VA awarded $59.5 million to fund 

85 organizations under SSVF.

VA’s strategy to eliminate homelessness among Veterans is to implement a “no wrong door” 

approach, meaning Veterans who seek assistance should find it in any number of VA’s 

programs, from community partners or through contract services.

Administrations

Veterans Health Administration

The Veterans Health Administration (VHA) implemented the Secretary’s requirements for 

all Senior Executive Service members to be held accountable for the measureable results 

outlined in the VA Diversity and Inclusion Strategic Plan. VHA choose to implement this in 

a manner to optimize impact and change. Rather than establishing a standard intervention at 

the national level, VHA created a standard process with interventions and metrics established 

locally. Each VISN and Program Office was required to review their data (All Employee 

Survey, EEO, workforce demographics, succession, etc.) and determine their critical gaps. They 

developed an action plan to address the gaps, including at least two interventions, measuring 

the results of the interventions and taking action again based on the results. Action plans 

focused on recruitment, outreach, employee development and retention. The VHA Diversity 

and Inclusion Office monitored progress quarterly providing consultation and assistance. Plans 

were graded at the end of the year for impact.
40 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Administrations

Below is a graph of VHA’s workforce compared to the RCLF. Hispanic and White women 

have low participation rates.

VHA Workforce vs. RCLF (FY 2010 – FY 2011)

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races 

RCLF 23.70% 49.06% 3.06% 8.24% 3.00% 4.39% 2.36% 3.37% 0.03% 0.06% 0.30% 0.64% 0.33% 0.55% 

2010 Workforce 23.74% 37.49% 8.55% 14.34% 3.08% 3.70% 2.66% 4.48% 0.07% 0.11% 0.44% 0.70% 0.24% 0.40% 

2011 Workforce 23.67% 37.32% 8.54% 14.39% 3.04% 3.65% 2.68% 4.54% 0.09% 0.12% 0.44% 0.69% 0.32% 0.52% 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

35% 

40% 

45% 

50% 

Data Source: VSSC UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical residents. Include pay 

permanent and temporary employees in full-time, part-time, intermittent status.

VHA continues to analyze workforce trends and projections, determine skill gaps and needs, 

and devise succession planning strategies to attract a more diverse workforce, and to ensure that 

VHA is people centric, results driven, and forward looking. By the end of FY 2017, 40 percent 

of the current full- and part-time workforce will become eligible for regular retirement with 

21.2 percent projected to actually retire. Based on these projections, VHA anticipates the need 

to hire an average of 27,000 employees annually.

VHA continues to provide training to its employees to promote the concept that a diverse 

workforce creates strength for the entire organization by leveraging the value of understanding 

differences, identifying an organization’s culture, and cross-cultural communication. In 

FY 2011, VHA EEO Managers continued to work with their HR counterparts to conduct 

barrier analysis to determine and remove barriers for equal employment opportunities for 

groups with low participation rates. As a result of this analysis, programs were identified to 

address upward mobility opportunities for these groups.

VHA’s Workforce Succession Strategic Plan encompasses a comprehensive analysis of the total 

workforce, leadership positions, program office considerations, and top occupations, as well 

as an array of strategies (i.e. employee development, leadership development and succession 

programs, organizational health assessments and initiatives, and recruitment and retention 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 41

Fiscal Year 2011 Status and Accomplishments | Administrations

strategies), and was recognized by VA and the Office of Personnel Management (OPM) as a 

federal best practice.

The Student Career Experience Program (SCEP) provided opportunities for students to gain 

Federal work experience while pursuing their studies. This program continued to be utilized 

under a cooperative education agreement with Hispanic Serving Institutions (HSI), Historical 

Black Colleges and Universities (HBCU), and Tribal Colleges and Universities (TCU). 

Upward mobility and career-ladder positions were utilized as internal recruitment tools for 

lower-grade employees to compete for positions with targeted grade levels.

Veterans Benefits Administration

The Veterans Benefits Administration (VBA) continued to utilize the following recruitment 

strategies: 1) Advertised job vacancies in bilingual communities, 2) Utilized the services of 

city and state employment offices, 3) Participated in job fairs to identify applicants from 

under-represented groups and provided hiring information to these prospects, 4) Participated 

in job fairs and college job fairs to encourage individuals from these groups to submit 

applications for employment, 5) Maintained contact with College Career Counselors, and 

6) Utilized Student Employment Program to recruit students from REG groups with low 

participation rates.

The graph below depicts VBA’s workforce compared to the RCLF at the end of FY 2011.

VBA Workforce vs. RCLF (FY 2010 – FY 2011)

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races 

RCLF 29.34% 46.33% 3.01% 9.55% 2.22% 4.42% 1.20% 2.06% 0.01% 0.07% 0.26% 0.53% 0.28% 0.47% 

2010 Workforce 31.52% 29.73% 10.74% 16.49% 2.83% 2.72% 1.26% 1.26% 0.13% 0.09% 0.73% 0.85% 0.64% 1.00% 

2011 Workforce 31.61% 29.36% 11.01% 16.39% 2.89% 2.68% 1.34% 1.21% 0.15% 0.09% 0.73% 0.83% 0.72% 1.00% 

0% 

10% 

20% 

30% 

40% 

50% 

Data Source: VSSC UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical residents. Include pay 

permanent and temporary employees in full-time, part-time, intermittent status.
42 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Administrations

 VBA’s noteworthy accomplishments in FY 2011:

•	 In FY 2011, there were 468 (2.31%) employees with targeted disabilities.

•	 Analyzed workforce demographic data in comparison with the Relevant Civilian Labor 

Force to identify triggers and potential barriers to EEO. (See OFO Letter 20F-07-11).

•	 Compiled data, conducted annual barrier analysis, and submitted annual EEO Plan and 

Program Status report to Equal Employment Opportunity Commission in compliance 

with Management Directive 715 (MD 715).

•	 Compiled data and submitted the Federal Equal Opportunity Recruitment Report 

(FEORP) to Office of Personnel Management.

•	 Partnered with ODI and conducted face-to-face EEO, diversity and inclusion training at 

the Records Management Center and nine regional offices. There were a total of 1,500 

participants, including managers, supervisors, and employees, who received this training.

•	 Continued to cultivate and develop the next generation leaders in the workplace through 

the Summer Internship Program. VBA sponsored 11 participants in the Summer 

Internship Program in 2011. VBA invested $122,644 in stipends that directly benefited 

women and minority students.

•	 In FY 2011, VBA had a decrease of informal complaints and an increase in ADR offer 

rate. Of VBA’s four areas, the Central Area (Area 3) maintains the highest offer rate at 

100%, with a participation rate of 63%, and a resolution rate of 56 percent.

•	 Continued its internal recruitment initiatives through employee development and career 

planning programs, such as the Leadership Enhancement and Development (LEAD) 

Program. VBA had 35 candidates in the FY 2011 program: there were seven White 

females; fifteen White males; six African American females; two African American males; 

two Asian females; one Hispanic female, and two Hispanic females.

National Cemetery Administration

The National Cemetery Administration (NCA). In FY 2011, 73 percent of NCA’s 

employees were Veterans, the highest level of any agency in the Federal Government. 

One-hundred percent of the FY 2011 SES at NCA participated in Equal Employment 

Opportunity, Diversity, and Conflict Management Training for SES members and equivalents.

Through the Cemetery Director Intern program, NCA continued to increase the ratios in 

leadership positions for groups that have low participation rates. The 2011 graduating class 

consisted of (2) African American females, (1) African American male, (1) Asian Pacific Islander 

female and (3) White males. The participants upon successful completion of the program were 

assigned to cemeteries as cemetery director, assistant director, or assistant to the director.

NCA also employed the Diversity Non-Traditional Intern program to recruit, retain and 

promote to leadership positions people from REG groups with low participation rates and 

continues to encourage employees to participate in programs that will enhance their career 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 43

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

development. Three employees from the FY 2011 student intern program were selected for 

permanent positions.

In FY 2011 two supervisory sessions were held, training forty supervisors. For FY 2011, 

(12) employees completed NCA’s Cemetery Foreman Training program, (11) employees 

completed NCA’s Cemetery Forman Boot Camp and (58) employees completed the newly 

developed Cemetery Caretakers training program.

Below is a graph of the NCA’s workforce compared with the RCLF. Women from each race/

ethnicity group have a low participation rate.

NCA Workforce vs. RCLF (FY 2010 – FY 2011)

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races 

RCLF 29.34% 46.33% 3.01% 9.55% 2.22% 4.42% 1.20% 2.06% 0.01% 0.07% 0.26% 0.53% 0.28% 0.47% 

2010 Workforce 53.53% 13.57% 11.40% 6.76% 7.87% 1.70% 2.17% 0.71% 0.24% 0.00% 0.59% 0.12% 1.12% 0.24% 

2011 Workforce 53.19% 13.56% 11.69% 7.07% 7.54% 1.69% 2.16% 0.70% 0.23% 0.00% 0.58% 0.23% 0.99% 0.35% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

Data Source: VSSC UREP Report retrieved on January 16, 2012. Exclude Manila citizens and medical residents. Include pay 

permanent and temporary employees in full-time, part-time, intermittent status.

Assistant Secretaries and Staff Offices

Office of Management

The Office of Management (OM) has worked diligently to establish a working environment 

that fosters an inclusive workplace, meeting all established hiring goals for a diverse, 

results-oriented, high-performing workforce. In FY 2011, OM sponsored several financial 

training venues including the following:

•	 Three financial management training conferences (training an estimated 2,700 employees)

•	 CFO Academy (training 19 employees)
44 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

•	 Certified Government Financial Manager (training 203 employees)

•	 Association of Government Accountants (AGA) Professional Development conference 

(training 81 employees)

•	 Certified Internal Auditor (training 30 employees)

•	 Certified Government Auditing Professional (CGAP) (training 20 employees)

This training allowed the Department to make an investment in employee professional and 

personal growth and strengthened the foundation needed to support VA’s transformation into a 

21st century Cabinet-level agency.

Office of Information and Technology

The Office of Information and Technology (OIT) in an effort to create a diverse, 

results-oriented, high-performing workforce, partnered with internal organizations to increase 

outreach to affinity organizations resulting in increased diversity in the workforce, especially 

for people with targeted disabilities and Veterans. In FY 2011, OIT increased the hiring of 

people with targeted disabilities to nearly 1.93 percent, a 0.78 percentage point increase from 

1.15 percent in FY 2010. Veterans represented 70.40 percent of gains for OIT in FY 2011. OIT’s 

current hiring of Veterans surpasses the Secretary’s goal of 40 percent.

Office of Policy and Planning

The Office of Policy and Planning (OPP) hired 36 new employees in FY 2011 with a goal of 

creating well-qualified, diversity workforce dedicated to helping VA ensure that Veterans and 

their beneficiaries receive the care, support, and recognition they have earned. OPP selected 

the 36 new hires from a variety of sources, i.e. other VA organizations and government 

agencies, private sector, the military and Veteran community, and universities and colleges. The 

consistent pursuit of diversity has created an OPP workforce that is comprised of 47 percent 

women, 39 percent minorities, 46 percent Veterans, and 2 percent with targeted disabilities. 

Each of these measures demonstrates OPP’s commitment to and realization of diversity 

and inclusion.

Office of Operations, Security, and Preparedness

The Office of Operations, Security, and Preparedness (OSP) ensures a diverse workforce from 

many educational backgrounds and abilities in order to ensure a diverse results-oriented, 

flexible and inclusive environment and outstanding customer service and stakeholder relations. 

Training and educational awareness is made available to every employee and OSP ensures every 

employee is properly train to perform their job and provides outstanding customer service and 

stakeholder relations.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 45

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Human Resources and Administration

The Office of Human Resources and Administration (OHRA) is the parent office of the 

Office of Diversity and Inclusion, the Office of Resolution Management, and the VA 

Learning University.

Office of Diversity and Inclusion

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, ODI accomplished the following pursuant to Goal 1 of the Diversity and Inclusion 

Strategic Plan:

•	 Increased the representation of people with targeted disabilities from 1.51 percent in 

FY 2010 to 1.65 percent in FY 2011.

•	 Increased hires of people with targeted disabilities to 1.89 percent.

•	 Increased employment of disabled Veterans from 9.02 percent in FY 2010 to 9.61 percent 

in FY 2011.

•	 Increased diversity of Senior Executive Service (SES), specifically the representation of 

Black men and women.

•	 Implemented new VA-wide Mandatory EEO, Diversity and Inclusion Performance 

Element for all SES and managers and supervisors.

•	 Conducted virtual Management Directive 715 trainings to field facilities.

•	 Developed and implemented an innovative new Diversity Index to measure VA’s 

workforce diversity.

•	 Designed and implemented a system to capture component-based applicant flow data for 

SES vacancies.

•	 Distributed and posted “Recruitment & Selection Best Practices Guide” on-line VA-wide.

•	 Re-designed the ODI Web site and refreshed online content.

Office of Resolution Management

The Office of Resolution Management (ORM) leadership participated in several outreach 

programs focused on recruiting persons with disabilities and Veterans into entry level positions 

in FY 2011. As a result from these efforts, ORM staff was composed of 33.8 percent Veterans, 

10.7 percent disabled Veterans and 3 percent employees with targeted disabilities at the end of 

FY 2011. In addition, ORM encouraged use of Veterans preference internships such as the VA 

work study program for Veterans sponsored by the Buffalo VA Regional Office, and utilized 

Presidential Management Fellow candidates to further diversify its workforce. Finally, ORM 

led a series of EEO/diversity trainings with executives to discuss EEO policies, provide examples 

of prohibited conduct and share EEO/diversity best practices; and provided two face-to-face 

EEO briefings to the National Council for Labor Management Relations.
46 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

The VA Learning University

The VA Learning University (VALU) works in tandem with the VA Office of Diversity and 

Inclusion (ODI) to ensure training is made available to assist with recruitment, development 

and retention of a competent, committed and diverse workforce that provides high-quality 

service to Veterans and their families. The close collaboration and communication between 

VALU and ODI is demonstrated through shared values, missions and objectives.

Office of General Counsel

The Office of General Counsel (OGC) actively supported and facilitated the work of a number 

of Departmental work groups and task forces dedicated to building and sustaining a diverse, 

results-oriented, high-performing workforce, including the VA Diversity Council, the VA 

Strategic Planning Workgroup, the VA Leadership Competencies Task Force, the Employee 

Development Task Force, and the VA Leadership Assessment Design Workforce. OGC also 

fostered diversity and high performance within its own workforce through targeted training on 

diversity and related topics in the FY 2011-2012 OGC Leadership Development Program.

Office of Inspector General

The Office of Inspector General (OIG) values diversity in thought and perspective as much 

as it values differences based on external characteristics. All supervisors are encouraged to 

emphasize hiring highly qualified and diverse employees, and are held accountable for results 

through the performance appraisal process. The OIG strives to create a work environment that 

focuses on inclusivity, productivity, communication, and collaboration.

During FY 2011, OIG hired more than 50 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. To support 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 provide a depth of 

perspective that contributes 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.

Board of Veterans Appeals

The Board of Veterans Appeals (BVA) routinely conducts strategic workforce planning to ensure 

that our workforce is mission ready now and in the future. Various staff components work in 

unison to review projected hiring needs based upon achievement of a diverse workforce, risk 

areas for mission critical occupations, and workload considerations. This 360 degree approach 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 47

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

helps build a talented, diverse, and results-oriented Board. Approximately two-thirds of BVA’s 

staff members are attorneys. BVA continues to rely on a longstanding tradition of dedicated 

recruiting efforts with law schools, both locally and nationwide. High-ranking BVA staff 

members routinely attend job fairs for law schools in the DC area and maintain relationships 

with career services offices across the country. These recruiting efforts allow BVA to attract 

highly motivated attorneys who bring unique skill sets and diversity to the workforce.

The Board also routinely participates in job fairs geared toward attracting Veterans, to fully 

leverage the wide range of talent and skills that Veterans can provide to the workplace. The 

Board has fostered a cooperative and results-oriented relationship with local Marine and Army 

Wounded Warrior Regiments, to reach out to returning Veterans to obtain their resumes and 

then actively seeks to place them via the Veteran Recruitment Appointment authority. Several 

supervisory staff members participate on task forces focused on the effective and enhanced 

recruitment of Veterans. The Board continues to be an active supporter of Student Education 

Employment Programs, like the Student Career Experience Program and the Student 

Temporary Employment Program, which provide federal employment for post-secondary 

students. These programs afford BVA maximum flexibility in providing developmental 

opportunities to students and in discovering first-hand the abilities of potential future 

employees. The Board has hired several former student employees as permanent staff members.

Office of Public and Intergovernmental Affairs

The Office of Public and Intergovernmental Affairs (OPIA) actively supported and facilitated 

the VA Diversity and Inclusion Strategic Plan. In addition to OPIA entities, OPIA worked 

with a number of Departmental work groups and task forces, as well as individual VA office 

programs, designed to build and sustain a diverse, results-oriented, high-performing workforce. 

In both depth and breadth, OPIA initiated and developed multiple programs to interact with 

American Indian/Alaska Native populations, as well as insular affairs with island populations, 

contributing to diversity and inclusion of these communities across all levels. OPIA provides 

diversity and inclusion multimedia support for both internal and external populations inclusive 

of the full range of programs. The National Veterans Outreach Office established an outreach 

work group made up of leads from various program offices, such as Center for Minority 

Veterans, Homeless Program, and Women Veterans. In addition, OPIA is a lead agent in 

development and implementation of hiring programs that directly contributes to achieving VA’s 

diversity and inclusion workforce goals.

Office of Congressional and Legislative Affairs

The Office of Congressional and Legislative Affairs (OCLA) hired 27 new employees in 

FY 2011. In building a high-performing workforce, OCLA’s new employees included 

70 percent Veterans. Additionally, OCLA hired a new employee with a targeted disability. At 

the end of FY 2011, OCLA’s diversified workforce was 50 percent Veterans.
48 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Acquisition, Logistics, and Construction

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. OALC is the parent organization of the Office of Acquisition Operations, Strategic 

Acquisition Center (SAC), the Office of Acquisition Operations, Acquisition Service of 

Frederick (AS-F), and the Technology Acquisition Center (TAC).

Office of Acquisition Operations, Strategic Acquisition Center

The Office of Acquisition Operations, Strategic Acquisition Center (SAC) embarked on 

the first phase of its three phase hiring approach to recruit and bring on-board six new 

employees in FY 2011. In an effort to identify and recruit acquisition professionals who meet 

the highly-specialized training and certification requirements, the SAC has used traditional 

recruitment tools (i.e., USAJOBS.gov) as well as tapping into several innovative recruitment 

outreach programs, such as coordination with the Veterans Employment Coordination 

Service (VECS) Program, representation at the National Contract Management Association 

(NCMA) Job Fair in Bethesda, Maryland, and participation in the NCMA World Congress 

in Denver, Colorado. During the latter half of FY 2011, preliminary steps were also taken for a 

VA-sponsored job fair to be held in the Fredericksburg, Virginia area (this event was deferred to 

a later date).

As part of the on-boarding process, new SAC employees are required to complete Prevention 

of Workplace Harassment and No Fear Act training. To date, all training has been completed 

on time. In FY 2011, the SAC’s Associate Executive Director completed the mandatory 

face-to-face EEO, Diversity and Conflict Management Class at the SES Executive Forum in 

April 2011. Additionally, the SAC is fully compliant with applicable EEO laws, regulations, 

and Executive Orders.

Office of Acquisition Operations, Acquisition Service of Frederick

The Office of Acquisition Operations, Acquisition Service of Frederick (AS-F) held three levels 

of on-site MS Excel training for the staff to enhance their proficiency. AS-F held team building 

events including potluck luncheons, ice cream socials, and an “End of the Year” Tailgating 

celebration held in November. AS-F also established peer-to-peer award recognition certificates 

for special contributions of individuals and teams. “Welcome” emails for all new employee 

and/or promotions with their biographies are sent out to the organization.

Technology Acquisition Center

The Technology Acquisition Center (TAC). Workforce analysis shows the distribution of 

TAC’s employees to be more female (53 percent) than male (47 percent). We mentored and 

grew three of our new key leaders of which two were women. The TAC recruited 19 new 

employees of which were one Veteran, and nine women. The TAC implemented a mentoring 

program to grow our employees and increase their skills. This assists in filling higher graded 

journeyman positions and possible leadership vacancies. Our lower graded employees get 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 49

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

hands on, valuable experience from some of our most experienced, talented, seasoned workforce 

enabling the transfer of the needed knowledge and skills to develop more highly skilled, 

competent employees. We assessed the success of these mentors and adjust as needed to assure 

the success of the process.

The TAC leadership has initiated monthly All-Hands meetings to communicate initiatives, 

strategies, and provide a forum to discuss challenges and ask questions. We also had regularly 

scheduled staff meetings for leadership in order to exchange ideas and share information. Staff 

notes from these meetings were published to all TAC employees. The Director conducted exit 

interviews addressing any issues, concerns or shortfalls. We participated in an Organization 

Climate Assessment and feedback was compiled and strategies were developed to remedy 

issues. The Director created a suggestion box where employees were able to anonymously offer 

suggestions or voice complaints. Any issues raised were addressed and resolved.

Center for Minority Veterans

The Center for Minority Veterans (CMV) conducted the 11th biennial Minority Veterans 

Program Coordinators (MVPC) conference in June 2011 to train, educate and equip MVPCs 

to enhance their outreach efforts and cultural competency to better serve minority Veterans 

and sensitize their internal and external stakeholders to the needs and challenges of minority 

Veterans. In addition, an interactive presentation on “Cultural Communications/Awareness” 

was given by the Office of Diversity and Inclusion. This presentation enhanced the MVPCs’ 

knowledge in conducting culturally sensitive interactions with clients and staff, and in creating 

culturally sensitive material to support their outreach efforts.

Center for Women Veterans

The Center for Women Veterans (CWV) accomplished many activities in FY 2011 including 

“The 2011 National Training Summit on Women Veterans,” where the purpose was to educate 

women Veterans, female active duty, Reserves and National Guard service members, women 

Veterans advocates, Veterans service organizations, Congressional representatives, and all 

those who have an interest in women Veterans issues; to gather and receive information on 

VA’s enhancements to benefits and services; to share the Department of Defense initiatives for 

female service members; and to provide a forum for the exchange of information. The Summit 

accommodated nearly 700 attendees. During the Summit, the Secretary announced plans for 

establishing a Task Force on Women Veterans to identify gaps in services and opportunities to 

better serve women Veterans. CWV staff attended all major Department-wide workgroups, 

task forces, and committees, and joint federal collaborative committees. CWV’s Director 

serves as VA’s designated representative on the White House Interagency Council on Women 

and Girls, and on the EEO Council on Diversity and Inclusion, helping to craft the EEO 

second Diversity and Inclusion Strategic Plan.
50 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Employment Discrimination Complain Adjudication

The Office of Employment Discrimination Complain Adjudication (OEDCA) had numerous 

achievements in the area of Diversity and Inclusion in FY 2011 including:

•	 OEDCA Director served as a judge for the VA’s Diversity Award competition

•	 Collaborated with ODI, ORM, and OGC to establish internal complaint processing 

procedures for sexual orientation discrimination complaints

•	 Provided EEO training at two SES orientation programs

•	 Provided quarterly articles for ODI’s Diversity Newsletter spotlighting VA discrimination 

findings and offering practice pointers to avoid discrimination findings

•	 Prepared trend analysis of OEDCA findings for the senior leadership and provided 

recommendations for training initiatives

•	 Collaborated with ODI, ORM, and OGC to develop FAQs focusing on reprisal and 

reprisal per se; the FAQs were disseminated agency-wide to managers and supervisors
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 51

Fiscal Year 2011 Status and Accomplishments | GOAL 2

GOAL 2:

A Flexible and Inclusive Work Environment

The American workplace has changed dramatically over the last half-century. Groups with 

historically low participation are entering the workforce with greater frequency. Dual-income 

households have become the hallmark of American society. In recent years, the National 

Center for Education Statistics reported that the percentage increase in the number of 

college students age 25 and over has been larger than the percentage increase in the number 

of younger students—this trend is expected to continue. As a result, the American worker 

has greater demands to balance employment with other responsibilities. Employers who are 

actively investing resources to create and sustain a flexible and inclusive work environment are 

reaping rewards as researchers have highlighted direct correlations between an organization’s 

environment and its ability to retain employees, increase productivity, and decrease absenteeism, 

aside from reduced administrative and logistic costs.

Status

Workplace Flexibility

A flexible work environment refers to how work gets done—when one works, where one works, 

and how one works. Examples of workplace flexibilities include telework and alternative 

work schedules. The progress of realizing a truly flexible work environment in the Federal 

Government has been incremental—that is, until last year.

The spirit of workplace flexibility began in the Federal Government with the passing of the 

Federal Employees Flexible and Compressed Work Schedules Act of 1982. This revolutionized 

the Federal workplace—employees, for the first time, have more control of their working 

hours than ever before. This act was the first definitive milestone for the quest for workplace 

flexibility in the Federal Government and paved the road for telework.

The principle of telework has existed in the Federal Government for many years under different 

headings including “work at home,” “flexible work,” and “telecommuting.” The official 

inception of telework into the legislative framework occurred in 2000 with Public Law 106-346. 

This law ultimately planted the inevitable seed-of-change in the Federal workplace.

The significant milestone for telework in the Federal Government occurred with the passing 

of the Telework Enhancement Act of 2010 (the Act). The Act specified roles, responsibilities 

and expectations for all Federal executive agencies with regard to telework policies, employee 

eligibility and participation, program implementation, and reporting. The Act further 

established baseline expectations for the Federal telework program and agencies. In VA, the Act 

motivated agency-wide reassessment of telework eligibility and improved data collection.
52 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Workplace Flexibility

According to OPM’s Telework Report for FY 2010, VA has the highest number of positions 

ineligible for telework. The Department of Homeland Security is next followed by the 

Railroad Retirement Board and the Social Security Agency. As of FY 2011, over 86 percent 

of VA positions are ineligible for telework. The low eligible rate is due to VA’s mission focus 

requiring a significant portion of the workforce to be physically present on a daily basis in order 

to support critical systems, processes, and services. This is especially true for VHA, with over 

91 percent of its workforce ineligible for telework, as a large proportion of its workforce is in the 

medical services field.

The graph below shows the proportion of positions suitable for telework and employee eligibility 

by administration.

Telework Suitability and Eligibility by Administration 

(FY 2011)

Data Source: VSSC Employee Report retrieved on January 16, 2012. Exclude virtual employees. Include permanent and 

temporary employees in full-time, part-time, and intermittent and pay status.

The ratio of positions suitable for telework varies significantly by administration (sum of 

position suitable for telework regardless of employee eligibility): 5.09 percent of VHA positions 

are eligible, 46.11 percent of VBA are eligible, and 8.12 of NCA are eligible.

Position not suitable for Telework Position Suitable and Employee 

Eligible for Telework 

Position Suitable and Employee 

Ineligible 

VA 86.49% 7.35% 1.30% 

VHA 91.52% 4.27% 0.82% 

VBA 49.50% 38.21% 7.90% 

NCA 79.99% 7.52% 0.60% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

70% 

80% 

90% 

100% 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 53

Fiscal Year 2011 Status and Accomplishments | Survey Results

Of the positions suited for telework and employees are eligible for telework, total telework 

participation for VA is over 52 percent, for VHA is nearly 65 percent, and for VBA is 

7.84 percent. NCA data is unavailable.

Telework Participation Compared to Eligible

VA VHA VBA NCA

Ad hoc 31.41% 41.51% 2.62% N/A

Regular 20.85% 23.45% 5.22% N/A

TOTAL 52.26% 64.95% 7.84% N/A

However, when compared to the size of the total workforce, telework participation throughout 

VA is low. Compared to Federal Government average of 10.4 percent provided in OPM’s 

Telework Report FY 2010, VA is less than 4 percent. Total telework participation for VA is 

3.84 percent, for VHA is 2.77 percent, and VBA is 3.00 percent. NCA data is unavailable.

Telework Participation Compared to Workforce

VA VHA VBA NCA

Ad hoc 2.31% 1.77% 1.00% N/A

Regular 1.53% 1.00% 2.00% N/A

TOTAL 3.84% 2.77% 3.00% N/A

Survey Results

It may be tempting to shrug off efforts to ensure that federal employees are satisfied with their 

jobs and their organizations, but satisfaction drives employee engagement and ultimately 

leads to better performance and retention. Investing in the workforce and paying attention to 

employee viewpoints isn’t about happiness, it’s about building a more effective organization and 

delivering results to our Nation’s Veterans. To better understand workplace flexibility from the 

employee’s perspective, we examine selected questions from the Federal Employee Viewpoint 

Survey (FEVS).

When asked to describe the employee’s current teleworking situation, 8.4 percent of 12,483 

respondents indicated they participate in some kind of telework. About 10 percent of 

respondents indicated that they chose not to telework. However, over 30 percent indicated that 

they cannot obtain their supervisor’s approval for telework, even though the job is suitable; an 

increase of nearly 9 percentage points from 2010. (The FEVS first included telework related 

question in 2010 and response options was expanded in 2011.)
54 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Survey Results

Survey Item 73: Please select the response below that BEST describes your current 

telework situation.

2010 2011

I telework very infrequently, on an unscheduled or short-term basis. 6.5% 3.3%

I do not telework because I have to be physically present on the job

(e.g., Law Enforcement Officers, Park Rangers, Security Personnel).

50.8% 45.8%

I do not telework because I have technical issues (e.g., connectivity, inadequate 

equipment) that prevent me from teleworking.

5.3% 5.8%

I do not telework because I did not receive approval to do so, even though I have the 

kind of job where I can telework.

21.7% 30.6%

I do not telework because I choose not to telework. 7.1% 9.4%

Telework on a regular basis 8.6% 5.1%

I telework 3 or more days per week. N/A 2.4%

I telework 1 or 2 days per week. N/A 1.7%

I telework, but no more than 1 or 2 days per month. N/A 1.0%

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://www.fedview.opm.gov/.

When asked “How satisfied are you with telework?” only 22 percent responded favorably 

(sum of very satisfied and satisfied). This is a decrease of nearly three percentage points from 

FY 2010 and about 16 percentage points from 2008.

Telework Satisfaction

(FY 2008, FY 2010, and FY 2011)

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://www.fedview.opm.gov/.

2008 2010 2011 

Favorable Responses 38.6% 24.9% 22.0% 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

35% 

40% 

45% 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 55

Fiscal Year 2011 Status and Accomplishments | Survey Results

Survey Item 79: How satisfied are you with the following Work/Life programs in your 

agency? Telework.

2008 2010 2011

Very Satisfied 11.8% 8.9% 7.2%

Satisfied 26.8% 16.0% 14.8%

Neither Satisfied nor Dissatisfied 40.5% 56.5% 54.9%

Dissatisfied 12.7% 10.0% 11.4%

Very Dissatisfied 8.2% 8.6% 11.8%

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://www.fedview.opm.gov/.

Another measure of workplace flexibility includes the availability and the opportunity to 

use Alternative Work Schedules (AWS). Employees are more satisfied with alternative work 

schedules compared to telework; nearly 39 percent answered favorably when asked about AWS 

satisfaction, an increase of over 7 percentage points from 2010 but still lower than 2008 results.

Satisfaction with Alternative Work Schedules

(FY 2008, FY 2010, and FY 2011)

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://www.fedview.opm.gov/.

Survey Item 80: How satisfied are you with the following Work/Life programs in your 

agency? Alternative Work Schedules.

2008 2010 2011

Very Satisfied 13.0% 10.2% 13.9%

Satisfied 30.8% 21.1% 24.8%

Neither Satisfied nor Dissatisfied 32.2% 40.3% 38.2%

Dissatisfied 9.9% 12.8% 11.2%

Very Dissatisfied 13.1% 15.7% 11.9%

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://www.fedview.opm.gov/.

2008 2010 2011 

Favorable Responses 43.8% 31.3% 38.7% 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

35% 

40% 

45% 

50% 
56 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | An Inclusive Workplace

An Inclusive Workplace

Workforce diversity alone does not yield higher performance outcomes if the organizational 

environment is not inclusive. An organization can be very diverse with respect to race, 

ethnicity and gender and not be high performing because the diversity may actually result in 

greater workplace conflict. Simply put, diversity without inclusion will not deliver the promised 

performance outcomes.

In order to reap the benefits of workforce diversity, work environments must maintain the 

facilitating conditions that enable diverse perspectives to be heard and empower all participants 

to contribute. This requires deliberate efforts by leadership to provide flexibility; promote 

robust collaboration (through teamwork, participatory work systems, and matrix management); 

and engage all employees (through cultural competency, accommodation, pluralistic business 

processes, and constructive conflict management). These are more than retention strategies; 

they are strategies that engage and develop our human resources so that they may advance the 

VA mission.

Organizational inclusion refers to the way an organization configures opportunity, interaction, 

communication, information, and decision-making in order to utilize the potential of diversity. 

By extension, an inclusive work environment is one where everyone is treated with dignity and 

respect and where the talents and skills of different groups are valued and leveraged.

The Partnership for Public Service summarizes the results of the FEVS using various indexes 

created from combinations of survey items. The Partnership’s “Support for Diversity” index 

placed VA at number 20 out of 31 ranked agencies in 2011.

The Best Places to Work Ranking – VA

Index

2010 2011

Variance

Score Rank Score Rank

Support for Diversity 52.9 23 of 28 56.7 20 of 31 3.8

Effective Leadership - Supervisors 56.5 27 of 28 60.1 27 of 30 3.6

Effective Leadership 49.7 23 of 28 52.3 22 of 30 2.6

Strategic Management 56 18 of 28 58.1 11 of 30 2.1

Work/Life Balance 54.7 26 of 28 56.8 23 of 30 2.1

Performance Based Rewards and Advancement 42.5 23 of 28 43.7 23 of 30 1.2

Teamwork 62.3 21 of 28 62.8 24 of 30 0.5

Training and Development 61.3 13 of 28 61.4 13 of 30 0.1

Pay 53.2 28 of 28 53.3 30 of 30 0.1

Effective Leadership - Fairness No Data No Data 53.7 15 of 30 N/A

Effective Leadership - Leaders No Data No Data 47.3 21 of 30 N/A

Effective Leadership - Empowerment No Data No Data 45.1 22 of 30 N/A

Employee Skills/Mission Match 81.7 2 of 28 80.7 5 of 30 -1

Family Friendly Culture and Benefits 26.7 28 of 28 25.7 29 of 30 -1

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://bestplacestowork.org/BPTW/rankings/.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 57

Fiscal Year 2011 Status and Accomplishments | An Inclusive Workplace

The Partnership for Public Service also provided results by Administration. For VHA, the 

largest point increase was also in the “Support for Diversity” dimension.

The Best Places to Work Ranking – VHA Score

2010 2011 Variance

Support for Diversity 52.4 56.7 4.3

Effective Leadership 49.4 52.2 2.8

Work/Life Balance 54.3 56.7 2.4

Strategic Management 55.8 57.9 2.1

Performance Based Rewards and Advancement 42.2 43.6 1.4

Pay 51 51.8 0.8

Teamwork 61.8 62.3 0.5

Effective Leadership - Empowerment No data 45.4 0

Effective Leadership - Fairness No data 53.9 0

Effective Leadership - Leaders No data 47.1 0

Effective Leadership - Supervisors No data 60 0

Training and Development 62.1 61.6 -0.5

Employee Skills/Mission Match 82.1 81 -1.1

Family Friendly Culture and Benefits 26.2 24.9 -1.3

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://bestplacestowork.org/BPTW/rankings/.

For VBA and NCA, the largest point increase was in the area of “Training and Development,” 

which had a score increase of 2.3 and 1.7 percentage points, respectively.

The Best Places to Work Ranking – VBA Score

2010 2011 Variance

Training and Development 56.4 58.7 2.3

Performance Based Rewards and Advancement 40.6 42.8 2.2

Employee Skills/Mission Match 78.2 79.9 1.7

Support for Diversity 55.9 57.4 1.5

Effective Leadership 50.9 51.3 0.4

Effective Leadership - Empowerment No data 40.1 0

Effective Leadership - Fairness No data 51.2 0

Effective Leadership - Leaders No data 47.7 0

Effective Leadership - Supervisors No data 60.6 0

Teamwork 68.3 68.2 -0.1

Strategic Management 60.3 60.1 -0.2

Family Friendly Culture and Benefits 28.6 28.2 -0.4

Work/Life Balance 56.6 55.6 -1

Pay 73.8 68.6 -5.2

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://bestplacestowork.org/BPTW/rankings/.
58 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Accommodation of Individuals with Disabilities

The Best Places to Work Ranking – NCA Score

2010 2011 Variance

Training and Development 62.6 64.3 1.7

Effective Leadership - Empowerment No data 52.3 0

Effective Leadership - Fairness No data 58.9 0

Effective Leadership - Leaders No data 55.5 0

Effective Leadership - Supervisors No data 59.1 0

Support for Diversity 57.2 57.1 -0.1

Employee Skills/Mission Match 85.4 84.4 -1

Effective Leadership 58.9 56.7 -2.2

Strategic Management 64.8 62.2 -2.6

Teamwork 68 63.3 -4.7

Family Friendly Culture and Benefits 26.9 22 -4.9

Performance Based Rewards and Advancement 54.2 48 -6.2

Work/Life Balance 70.2 64 -6.2

Pay 64.2 55.7 -8.5

Data Source: Partnership for Public Service retrieved on January 20, 2012 at http://bestplacestowork.org/BPTW/rankings/.

Accommodation of Individuals with Disabilities

Individuals with disabilities represent an important aspect of VA’s workforce diversity. Aside 

from the legal imperative, providing reasonable accommodation for qualified applicants and 

employees with disabilities is an essential strategy to promoting full inclusion in the 21st century 

VA. Accommodations may be needed for an individual to (1) apply for a job; (2) perform the 

essential functions of a job; and (3) enjoy equal benefits and privileges of employment.

There are a number of possible reasonable accommodations that an employer may have to 

provide in connection with modifications to the work environment or adjustments in how and 

when a job is performed. These include but are not limited to:

•	 making existing facilities accessible

•	 job restructuring

•	 part-time or modified work schedules

•	 acquiring or modifying equipment

•	 changing tests, training materials, or policies

•	 providing qualified readers or interpreters

•	 reassignment to a vacant position

In FY 2010, VA, through the Human Capital Investment Plan, established a centralized fund 

to reimburse to offices and facilities the cost of providing accommodations to applicants 

and employees with disabilities. This strategy not only reduces the budgetary burden of 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 59

Fiscal Year 2011 Status and Accomplishments | Accommodation of Individuals with Disabilities

first line supervisors and managers but also complements the existing resources provided 

by the Department of Defense’s Computer/Electronic Accommodation Program. Since its 

creation in April, 2010, the centralized fund has refunded 329 accommodations ranging from 

sign-language interpreter services to mobility scooters. Other accommodations include:

•	 Interpreter Svc.

•	 Sport Foam Seat

•	 Herman Miller 

Task Chair

•	 Alternative Keyboards

•	 Mat

•	 Real-Time Captioning

•	 Large Screen Monitor

•	 High Back Chair 

with Headrest

•	 Glare Screen & 

Copy Holder

•	 Amplified Speakers

•	 Ergonomic Chair

•	 Wheelchair Accessible 

Desk

•	 Human Scale 

Task Chair

•	 Keyboard Tray

•	 Trackball Mouse

•	 Computer-Assisted 

Captioning

•	 Seat Slider

•	 Raised Work Surface

•	 Footrest

•	 Migraine Sunglasses

•	 Nursing Bench

•	 Amplified Stethoscope

•	 Roller Mouse Keyboard

•	 Cell Phone Amplifier 

•	 Antifatigue Mat

•	 Sit-to-Stand Stool

•	 Scripting Training

•	 Monitor

•	 Incandescent Lamps

•	 Overhead Lift

•	 SFS Sport Foam Chair

•	 Mobility Travel Scooter

•	 Speech Recognition

•	 Adaptive Equipment

•	 Specialized Desk

•	 Lounge Chair

•	 Mobile Computer Stand

•	 Air Purifiers

•	 Air Filter

•	 Specialized Roller 

Mouse

•	 Flat Panel Monitor

•	 Specialized Chair

•	 File Cart

•	 Heated Blanket

•	 Wheelchair Lift

Reasonable Accommodations

By Year (FY 2010 – FY 2011)

Data Source: Office of Diversity and Inclusion.

Number of Accommodations 

2010 96 

2011 233

0 

50 

100 

150 

200 

250 
60 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | EEO Complaints

Reasonable Accommodations

Reimbursements By Year (FY 2010 – FY 2011)

Total Cost 

2010 $86,409.70 

2011 $243,438.58 

 $- 

 $50,000.00 

 $100,000.00 

 $150,000.00 

 $200,000.00 

 $250,000.00 

 $300,000.00 

Data Source: Office of Diversity and Inclusion.

EEO Complaints

Another measure of organizational inclusion focuses on EEO complaint activity. From 

FY 2006 through FY 2011, the number of formal EEO complaints ranged from a high of 2,352 

to a low of 1,921, with an average of 2,141 complaints per year. The per capita formal EEO 

complaint filing rate increased from 0.72 in FY 2010 to 0.75 in FY 2011. There was an increase 

of 153 cases filed over that of last year.

EEO Complaint Activity Trend

(FY 2006 – FY 2011)

2006 2007 2008 2009 2010 2011

Formal Complaints 2,034 1,921 2,118 2,220 2,199 2,352

Informal Contacts 3,785 3,825 4,199 4,326 4,499 4,329

0 

500 

1,000 

1,500 

2,000 

2,500 

3,000 

3,500 

4,000 

4,500 

5,000 

Data Source: Office of Resolution Management.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 61

Fiscal Year 2011 Status and Accomplishments | EEO Complaints

The most frequently cited bases in EEO complains are race, reprisal, sex, and age in order 

of frequency.

EEO Complaint by Basis

(FY 2010 – FY 2011)

Race Reprisal Sex Age Disability 

National 

Origin 

Color Religion 

2011 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

2010 21% 24% 16% 14% 17% 5% 2% 2% 

22% 21% 16% 16% 16% 5% 2% 2% 

Data Source: Office of Resolution Management.
62 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Alternative Dispute Resolution

In FY 2011, as in FY 2010, the top three specified issues cited in EEO complaints were 

non-sexual harassment, promotions/non-selection, and disciplinary action in that order.

EEO Complaints by Issue (FY 2010 – FY 2011)

2011 2010

Harassment (Non-Sexual) 32% 42%

Promotion/Non-Selection 17% 16%

Disciplinary Action 14% 15%

Termination 11% 11%

Time and Attendance 6% 7%

Assignment of Duties 5% 6%

Reasonable Accommodation 5% 6%

Appointment/Hire 4% 3%

Evaluation/Appraisal 4% 6%

Reassignment 4% 4%

Terms/Conditions of Employment 3% 4%

Harassment (Sexual) 3% 3%

Pay Including Overtime 3% 4%

Training 2% 3%

Duty Hours 2% 3%

Retirement 1% 1%

Awards 1% 1%

Total 100% 100%

Data Source: FY 2010 EEOC Form 462 provided by the Office of Resolution Management. Percent represents the percentage 

of the total number of complaints filed and may not total to 100 percent because a complainant may have multiple claims.

Alternative Dispute Resolution

The use of alternative dispute resolution (ADR) to address workplace disputes has risen 

dramatically in VA over the last four years. In FY 2011, the number of disputes engaging in 

ADR increased nearly ten percent from FY 2008. The rate at which these complaints were 

resolved using ADR also increased, from 79 percent in 2008 to 87 percent in 2011. 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 Memoranda of Understanding with 

ORM, allowing ORM to offer ADR in initial EEO counseling. For FY 2011, this process 

improvement achieved a 98 percent offer rate within the informal EEO complaint process. 

ADR is used for both EEO and non-EEO disputes with very positive results:
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 63

Fiscal Year 2011 Status and Accomplishments | Alternative Dispute Resolution

ADR in EEO Process (FY 2008 – FY 2011)

2008 2009 2010 2011

Contacts 4,186 4,315 4,485 4,324

Offers3] 76% 83% 97% 98%

Participation4] 46% 48% 52% 54%

3] ADR offer rate represents the percentage of informal EEO complaints in which VA offers the aggrieved person an 

opportunity to participate in ADR versus traditional counseling.

4] ADR election rate represents the percentage of informal EEO complaints in which both VA and the aggrieved person 

agree to participate in ADR.

ADR Outcomes (FY 2008 – FY 2011)

EEO Non EEO

2008 2009 2010 2011 2008 2009 2010 2011

Completed 1,133 1,998 2,000 2,229 380 766 1,258 1,561

Resolved 54% 44% 45% 45% 79% 81% 86% 87%

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.

ADR Used for Workplace Disputes

(FY 2008 – FY 2011)

2008 2009 2010 2011 

ADR Cases 380 766 1,268 1,563 

Resolved 300 622 1,096 1,359 

0 

200 

400 

600 

800 

1,000 

1,200 

1,400 

1,600 

1,800 

Data Source: Office of Resolution Management.

VA’s commitment to ADR is clearly evident in the rising offer and participation rates. 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 2011, VA’s ADR offer rate 
64 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Leadership Development

increased to 98 percent, ADR participation rate increased to 54 percent, and the resolution rate 

was 47 percent.

ADR Used in the EEO Compliant Process

(FY 2007 – FY 2011)

2007 2008 2009 2010 2011 

EEO Cases 3,669 4,186 4,315 4,485 4,323 

ADR Offered 2,348 3,181 3,581 4,350 4,237 

ADR Elected 917 1,926 2,071 2,332 2,334 

Resolved 459 1,702 2,016 2,186 2,064 

0 

500 

1,000 

1,500 

2,000 

2,500 

3,000 

3,500 

4,000 

4,500 

5,000 

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. These include: The Senior 

Executive Service Candidate Development Program (SESCDP), the Senior Executive Strategic 

Leadership Course (SESLC), and Leadership VA (LVA).

HRA’s VALU is responsible for the overseeing the Senior Executive Service Candidate 

Development Program. The SESCDP is a Department-wide competitive program designed 

to develop a cadre of qualified candidates for SES positions. The principal goals for VA’s 

SESCDP are to identify and prepare individuals to lead change within the Department and 

to advance the concept of a “corporate SES,” a diverse corps of career executives who share a 

Government-wide perspective. The SESCDP is an important ingredient in creating a pool 

of qualified individuals ready to step into executive positions within the Department. The 

program has helped to increase the diversity in VA’s senior ranks by increasing the pool of 

qualified women and minorities available to fill SES positions.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 65

Fiscal Year 2011 Status and Accomplishments | Leadership Development

The program provides an intensive training and

development opportunity based on mastery of 

the five executive core qualifications (ECQs) 

required for appointment into the SES. The core 

qualifications are leading change, leading people, 

results driven, business acumen, and building 

coalitions. Candidates have up to 24 months to 

complete the program requirements. During 

FY 2011 there were two classes held. The 2010 

class completed all program requirements 

necessary for graduation (December 2010) and 

the 2011 class spent the second year of their 

program completing their individual VA/OPM 

requirements.

The charts to the right and below show the 

demographic characteristics of the SESCDP FY 2010 and FY 2011 classes.

SESCDP Participation by Race and Ethnicity

(FY 2010 – FY 2011)

White Black Hispanic 

Asian 

American/

Pacific Islander 

2010 82% 14% 3% 0% 

2011 66% 20% 1% 1% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

70% 

80% 

90% 

Data Source: VA Learning University.

The Corporate Senior Executive Management Office (CSEMO) is responsible for the 

oversight of VA’s Senior Executive Strategic Leadership Course (SESLC) at the University of 

North Carolina in Chapel Hill. This course is designed to assist VA executives to excel at 

the strategic level. It is a 51⁄2-day course where executives learn key content and insight, and 

participate in simulations and group activities in areas such as executive decision making, 

managing high performance, strategy and execution, negotiation and partnerships, financial 

2010 2011 

Men 52% 50% 

Women 47% 50% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

SESCDP Participation by Gender

(FY 2010 – FY 2011)

Data Source: VA Learning University.
66 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Leadership Development

resource management and driving strategic change. The overall goal of this course is to further 

develop an executive’s enterprise and business skills in an increasingly complex, volatile, and 

dynamic world.

VA conducted its first SESLC

in March 2011 and its second 

course in June 2011. Based 

upon the positive feedback 

from the Senior Executives 

who attended the course, VA 

set a goal to have all Senior 

Executives attend SESLC by 

the end of FY 2012. VA 

scheduled fourteen more 

classes, one in FY 2011 and 

thirteen in FY 2012.

SESLC participation by REG 

are shown in the following 

two graphs.

SESLC Participation by Race and Ethnicity

(FY 2011)

White Black Hispanic 

Asian 

American/ 

Pacific 

Islander 

Native 

American/

Alaska 

Native 

2011 78% 14% 5% 1% 1% 

0% 

10% 

20% 

30% 

40% 

50% 

60% 

70% 

80% 

90% 

Data Source: Corporate Senior Executive Management Office.

One of the top VA wide leadership development program is 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.

2011

Men 54%

Women 46%

0%

10%

20%

30%

40%

50%

60%

SESLC Participation by Gender

(FY 2011)

Data Source: Corporate Senior Executive Management Office.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 67

Fiscal Year 2011 Status and Accomplishments | Promotions

Below is a chart compares the LVA class of 2011 against 2010 eligible applicants by grade.

LVA Class of 2011 vs. FY 2010 Availability

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races Unknown 

Availability 39.18% 36.93% 4.49% 8.20% 2.47% 2.19% 2.79% 2.20% 0.16% 0.07% 0.34% 0.32% 0.30% 0.36% 0.00% 

LVA Class of 2011 35.00% 40.00% 6.25% 7.50% 1.25% 1.25% 1.25% 5.00% 0.00% 0.00% 0.00% 1.25% 0.00% 0.00% 1.25% 

0% 

10% 

20% 

30% 

40% 

50% 

Data Source: LVA data provided by VA Learning University. Workforce data from HR Employee cube retrieved in ProClarity 

on January 16, 2012. Include permanent and temporary employee in full-time, part-time, intermittent, and pay status. 

Availability includes GS/GM 13-15 and Title-38 Equivalents.

Promotions

An inclusive environment offers equal upward mobility opportunities to all qualified employees. 

Comparing the demographic characteristics of the overall workforce with the demographic 

characteristics of employees who were promoted highlights some areas of concern. The analysis 

presented here utilizes a moving average of onboard representation calculation. This metric is 

the average of the beginning onboard count and ending count of the fiscal year. This widely 

recognized standard in human capital planning reduces skewing of data. This technique, 

however, has limitations particularly for groups with low representation on board and in the 

RCLF, such as Native Hawaiian/Pacific Islander.

Analysis of promotion data presents additional challenges for VA, as medical occupations 

often have education requirements. Therefore, the ratio of promotions for Title-38 medical 

occupations, compared to on board ratios is significantly smaller than in the GS/GM pay plan. 

This caveat necessitates the separate evaluation of promotion by GS/GM, Title-38, and Wage 

and Canteen pay plans.

The GS/GM pay plan makes up the largest proportion of the VA FY 2011 workforce, at 

nearly 63 percent. At the same time, about 80 percent of VA promotions were in the GS/GM 

occupations. Disproportionate promotion rates are apparent when compared to the GS/GM 

average promotion rate of 14.89 percent. Promotion rates for Black women, Asian men and 

women, and People with Targeted Disabilities are much lower than the average. Promotion 

rates for White women and Hispanic men and women are slightly lower than the average.
68 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Promotions

GS/GM Promotions

Permanent and Temporary

Data Source: Nature of Action data cube retrieved on January 16, 2012. Include GS/GM pay, permanent and temporary 

employees in full-time, part-time, and intermittent status. Promotion rate is calculated by dividing the number of promotions 

by the average onboard count at beginning of the fiscal year and the end of the fiscal year for each demographic group.

Title-38 positions make up about 27 percent of VA’s workforce. Among all promotions of VA 

employees in FY 2011, less than 11 percent occurred in the Title-38 occupations. The promotion 

trend for this pay plan highlights lower than expected promotion rates for White, Black, and 

American Indian/Alaska Native men, Asian men and women, Native Hawaiian/Pacific Islander 

women, employees with targeted disabilities, and disabled Veterans when compared with the 

Title-38 average promotion rate of 4.65 percent. The data for Native Hawaiian/Pacific Islander 

employees is a bit skewed because the group is so small.

Title-38 Promotions

Permanent and Temporary

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific Islander American Indian/Alaska Native Two or More Races Targeted 

Disabtilies 

Disabled 

Veterans 

Title-38 3.01% 5.74% 4.04% 6.18% 3.65% 5.58% 1.60% 2.86% 8.00% 3.24% 1.56% 5.36% 5.88% 8.39% 4.16% 4.20% 

0% 

1% 

2% 

3% 

4% 

5% 

6% 

7% 

8% 

9% 

Data Source: Nature of Action data cube retrieved on January 16, 2012. Include Title-38 pay, permanent and temporary 

employees in full-time, part-time, and intermittent status. Promotion rate is calculated by dividing the number of promotions 

by the average onboard count at beginning of the fiscal year and the end of the fiscal year for each demographic group.

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races Targeted 

Disabtilies 

Disabled 

Veterans 

GS/GM 17.10% 14.37% 15.80% 12.80% 14.77% 14.31% 12.42% 11.86% 24.71% 19.72% 17.96% 14.37% 22.07% 21.86% 11.30% 22.81% 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

GS/GM 

Average 

Promotion 

14.89%

Title-38 

Average 

Promotion 

4.65%
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 69

Fiscal Year 2011 Status and Accomplishments | Separations

The Wage and Canteen pay plan make up about 10 percent of the VA workforce. Of the total 

36, 377 promotions in FY 2011, about 10 percent were for employees in the Wage and Canteen 

pay plan. Lower than expected promotion rates are apparent for, Hispanic men, Asian men 

and women, American Indian/Alaska Native women, and People with Targeted Disabilities. 

Black men and women, Hispanic women, and American Indian/Alaska Native men had a 

slightly lower promotion rate compared to the average.

Wage and Canteen Promotions

Permanent and Temporary

Data Source: Nature of Action data cube retrieved on January 16, 2012. Include Wage and Canteen pay, permanent 

and temporary employees in full-time, part-time, and intermittent status. Promotion rate is calculated by dividing the 

number of promotions by the average onboard count at beginning of the fiscal year and the end of the fiscal year for each 

demographic group.

Separations

An indicator of inclusion involves the analysis of the demographic characteristics of employees 

who leave VA, voluntarily or involuntarily. Similar to the promotion dimension, we calculate 

the promotion rates by dividing the total separations of each demographic by the average 

onboard count at the beginning of the fiscal year and at the end of the fiscal year.

Voluntary separations include employees leaving VA for another agency, retirement, death, or 

a non-Federal position. In FY 2011, White men and women, Native Hawaiian/Pacific Islander 

men and women, American Indian/Alaska Native men and women, men and women of two or 

more races, employees with targeted disabilities, and disabled Veterans left VA at rates higher 

than the average voluntary separation rate of 4.53 percent.

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races Targeted 

Disabtilies 

Disabled 

Veterans 

Wage 11.41% 12.16% 10.23% 10.10% 8.61% 10.71% 9.17% 8.24% 12.17% 37.04% 10.21% 8.65% 6.67% 13.51% 6.92% 12.98% 

0% 

5% 

10% 

15% 

20% 

25% 

30% 

35% 

40% 

Wage and 

Canteen

Average 

Promotion 

10.72%
70 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Separations

Voluntary Separations

Permanent and Temporary

Data Source: Nature of Action data cube retrieved on January 16, 2012. Exclude Manila and medical residents. Include 

pay, permanent and temporary employees in full-time, part-time, and intermittent status. Separation rate is calculated by 

dividing the number of separations by the average onboard count at the beginning of the fiscal year and the end of the fiscal 

year for each demographic group.

Additional insights can be derived from examining involuntary separation data. Involuntary 

separations are agency driven actions to remove an employee from the workforce. In FY 2011, 

the average involuntary separation rate was 0.33 percent. Black, Hispanic, and Native 

Hawaiian/Pacific Islander men, American Indian/Alaska Native men and women, men and 

women of two or more races, employees with targeted disabilities, and disabled Veterans 

experienced higher involuntary separation compared to the average rate.

Involuntary Separations

Permanent and Temporary

Data Source: Nature of Action data cube retrieved on January 16, 2012. Exclude Manila and medical residents. Include 

pay, permanent and temporary employees in full-time, part-time, and intermittent status. Separation rate is calculated by 

dividing the number of separations by the average onboard count at the beginning of the fiscal year and the end of the fiscal 

year for each demographic group.

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/

Pacific Islander 

American Indian/

Alaska Native Two or More Races Targeted 

Disabtilies 

Disabled 

Veterans 

Vol. Sep. 4.98% 4.87% 4.03% 3.61% 3.94% 3.73% 4.35% 4.09% 5.08% 6.21% 4.89% 4.80% 5.01% 5.69% 5.38% 4.84% 

0% 

1% 

2% 

3% 

4% 

5% 

6% 

7% 

Voluntary 

Separation 

Average 

4.53%

Men Women Men Women Men Women Men Women Men Women Men Women Men Women 

White Black Hispanic Asian Native Hawaiian/Pacific 

Islander 

American Indian/

Alaska Native Two or More Races Targeted 

Disabtilies 

Disabled 

Veterans 

Invol. Sep. 0.29% 0.30% 0.60% 0.32% 0.48% 0.27% 0.24% 0.24% 0.38% 0.28% 0.66% 0.37% 0.65% 0.58% 0.46% 0.36% 

0.00% 

0.10% 

0.20% 

0.30% 

0.40% 

0.50% 

0.60% 

0.70% 

Involuntary 

Separation 

Average 

0.33%
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 71

Fiscal Year 2011 Status and Accomplishments | Office of the Secretary

Organizational Accomplishments

Office of the Secretary

Core Values describe an organization’s culture and character, and serve as the foundation for 

the way individuals interact with each other, as well as with people outside the organization. 

In FY 2011, VA adopted Core Values and Characteristics that apply universally across the 

Department. The Core Values define “who we are,” our culture and how we care for Veterans, 

their families and other beneficiaries. The five Values are Integrity, Commitment, Advocacy, 

Respect and Excellence (“I CARE”). The Core Characteristics define “what we stand for,” and 

help guide how we will perform our core mission; they shape our strategy, and will influence 

resource allocation and other important decisions made within VA. The Characteristics are 

Trustworthy, Accessible, Quality, Agile, Innovative, and Integrated.

VA consists primarily of VACO, which includes seven staff offices and several other staff 

organizations, and the National Cemetery Administration (NCA), Veterans Benefit 

Administration (VBA), and Veterans Health Administration (VHA). These organizations 

provide support and services to Veterans, their families and other beneficiaries. The Core 

Values and Characteristics provide all of these organizations with one common foundation 

of shared principles which will guide and influence the behavior of all members of the VA 

workforce and influence all key organizational decisions.

Throughout the history of VA, its dedicated and professional workforce has always 

demonstrated a strong commitment to Veterans and exhibited many worthwhile values aimed 

at providing the best-possible services, care and support to Veterans. However, there has not 

been one set of Core Values and Characteristics that applied to all VA employees. The Core 

Values and Characteristics are more than just words. They represent an individual and an 

organizational commitment to do the best we can every day to perform our crucial mission of 

taking care of Veterans, family members, and other beneficiaries.

Commitment

Work diligently to 

serve Veterans and 

other beneficiaries.

Be driven by an earnest 

belief in VA’s mission. 

Fulfill my individual 

responsibilities 

and organizational 

responsibilities.

Advocacy

Be truly Veteran-centric 

by identifying, 

fully considering, 

and appropriately 

advancing the interests 

of Veterans and 

other beneficiaries.

Respect

Treat all those I serve 

and with whom I 

work with dignity and 

respect. Show respect 

to earn it.

Excellence

Strive for the highest 

quality and continuous 

improvement. Be 

thoughtful and 

decisive in leadership, 

accountable for 

my actions, willing 

to admit mistakes, 

and rigorous in 

correcting them.

Core Values (“I CARE”)

Integrity

Act with high moral 

principle. Adhere 

to the highest 

professional standards. 

Maintain the trust and 

confidence of all with 

whom I engage.
72 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Administrations

Administrations

Veterans Health Administration

The Veterans Health Administration (VHA) Diversity & Inclusion Committee re-formed 

in October FY 2011. The committee reviewed workforce and employee data and determined 

that there is a critical need to move VHA beyond the EEO compliance mindset to a strategic 

business mindset that capitalizes on the innovation that comes from a diverse and inclusive 

environment. To this end, the committee charged a multidisciplinary workgroup to investigate 

opportunities for VHA field and central office executives to engage in an experiential learning 

activity. The group determined that training on Unconscious Bias was the appropriate 

venue for VHA given our innovation efforts in the areas of patient centered care and change 

management. Discovering bias is foundational to building cultural competency. A three hour 

experiential training module was developed to engage leaders in discovery of personal decision 

patterns that stand in the way of innovation.

VHA encourages the use of alternative workplace arrangements to permit eligible employees 

to participate in telework to the maximum extent possible without diminishing employee 

performance and Departmental operations. Telework supports VA goals for improving 

environmental stewardship and providing employees with greater work life flexibilities, as well 

as providing an effective and efficient means to continue performing mission critical functions 

during local or national incidents.

Veterans Benefits Administration

The Veterans Benefits Administration (VBA) had many achievements and initiatives in 

FY 2011.

•	 Provided guidance to Regional Offices and Centers on best practices in recruitment 

outreach strategies. (See OFO Letter 20F-07-11)

•	 Partnered with Office of Human Resources Management and Office of Resolution 

Management in conducting consolidated technical assistance on-site reviews through the 

Occupational Climate Assessment Program.

•	 Provided training and guidance in the area of Special Emphasis Programs (SEP) and 

related mandated reports.

•	 Compiled data and information for the annual submission of Federally mandated

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

Disabled Veterans Affirmative Action Program, etc.).
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 73

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

National Cemetery Administration

The National Cemetery Administration (NCA) convened its First Human Capital Architecture 

Planning Committee through the collaborative efforts of HR, EEO, and Training. Its purpose 

is to develop strategies addressing barriers that may obstruct development of a diverse, culturally 

competent workforce representative of America’s population. NCA also selected its first 

Special Emphasis Program (SEP) Coordinator, Gregory Winston. Mr. Winston attended four 

Special Emphasis Conferences: FEW, BIG, AGI and the National Organization for Mexican 

American Rights; NCA’s EEO office participated in the administrations strategic planning, 

and incorporated diversity objectives from the Department of Veterans Affairs plan into NCA’s 

strategic plan; NCA employees participated in over (70) outreach events in FY 2011, many of 

which were geared specifically for targeted groups, including LULAC, the National Women’s 

Conference, LULAC’s National Conference/Expo/Career Fair, National Image Incorporated 

Training Conference, Federal Asian American Pacific Islander Conference, Federal Hispanic 

Women’s Executive Conference, and the National Urban League Career Fair/Expo. During 

NCA’s National Training Conference, managers were trained by NCA’s EEO staff on a variety 

of topics, including Prevention of Workplace Harassment, EEO, Diversity, and Alternative 

Dispute Resolution.

Assistant Secretaries and Staff Offices

Office of Management

The Office of Management (OM) established and implemented a work-from-home program, 

continued to promote and support flexible work schedules, recruited and hired interns through 

the federal career internship program, and hired college students as interns. These programs 

serve as a communications link between the workforce and leadership and a forum to share 

best practices, leverage resources, and ensure accountability on organizational diversity 

and inclusion.

Office of Information and Technology

The Office of Information and Technology (OIT) encouraged greater workplace flexibilities for 

its employees. In FY 2011, nearly 20 percent of OIT employees participate in ad-hoc telework 

compared to only 6 percent in FY 2010. The number of employees participating in some type 

of telework increased 8 percent from last year (25.34 percent to 33.01 percent). In addition 

to greater employee participation in the telework program, the number of positions marked 

eligible for telework increased to 25.25 percent from 15.85 percent.
74 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Policy and Planning

The Office of Policy and Planning (OPP) completed a review of all of its positions to determine 

which ones were suitable for telework or alternate work schedule arrangements. All OPP 

employees were notified as to whether their positions were suitable and whether they were 

eligible for telework and provided instructions on how to pursue telework agreements.

Office of Human Resources and Administration

Office of Diversity and Inclusion

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 2011, ODI accomplished the following to promote inclusion in the VA workforce:

•	 Increased the number of Reasonable Accommodations (RA) funded by the 

VA Centralized RA Fund to 233 accommodations (considered a best practice 

Government-wide).

•	 VA’s Centralized Reasonable Accommodation (RA) Fund to refund the cost of 

233 accommodations to the employee’s organization (considered a best practice 

Government-wide).

•	 Disseminated new standardized VA-wide RA Procedures to ensure timely compliance 

with EEOC regulations.

•	 Implemented VA’s first Centralized Workforce Recruitment Program to centrally fund 

interns with disabilities.

•	 Implemented new centralized Diversity Internship Fund supporting a record-breaking 

number of 164 diverse internships including 20 from the Puerto Rico, and hired 40 

percent of interns who were employment ready.

•	 Administered six Technical Assistance Reviews at field facilities to evaluate EEO program 

strengths and deficiencies.

•	 Implemented the VA “Plan for Increasing Employment of Individuals with Disabilities for 

FY 2011-2015” in support of Executive Order 13548.

•	 Procured a customized contract to obtain registers of candidates with targeted disabilities 

qualified for VA jobs and eligible for immediate hire under Schedule A.

•	 Worked with the Compensated Work Therapy staff to facilitate the hiring via the 

Schedule A excepted appointment authority of 366 disabled Veterans who were homeless 

or at risk of homelessness into temporary positions.

•	 Established new lesbian, gay, bisexual, transgender (LGBT) employee resource group as a 

committee under the VA Diversity Council.

•	 Distributed “Guidance Regarding the Employment of Transgender Individuals in the 

Federal Workplace” VA-wide.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 75

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of General Counsel

The Office of General Counsel (OGC) expanded the availability of telework and alternative 

work schedules for its employees in FY 2011, enhancing the flexibility of the work environment 

for all. Although a hiring freeze was in place throughout the fiscal year, several OGC offices 

targeted their summer intern/extern programs’ outreach to improve diversity.

Office of Inspector General

The Office of Inspector General (OIG) strives to provide a flexible, inclusive work environment 

where employees can communicate ideas, suggestions, and concerns. Several different 

programs help foster the OIG’s atmosphere of constructive communication. The OIG 

Advisory Council helps employees identify issues, concerns, and recommendations for 

improvements to senior management in a confidential manner thru Council Members selected 

by the OIG workforce. 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. All of these 

outreach efforts help to create an atmosphere where different viewpoints and ideas work to 

strengthen and unite the organization.

Board of Veterans Appeals

The Board of Veterans Appeals (BVA) 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. The Board uses a formal Flexiplace Plan that serves as 

a valuable recruitment and retention tool and compliments President Obama’s Telework 

Enhancement Act of 2010. This program enables the Board to retain attorneys who have 

rather arduous commutes and would otherwise work somewhere else. The Flexiplace Oversight 

Group, composed of management officials and local labor partners, ensures the fair operation 

of the program. Current participation in the Board’s formal program (i.e. 2 or less days in the 

office on a regular basis) is 140 attorneys, and the Board also supports some positions for ad 

hoc telework.

Shadowing opportunities and developmental details are made available by several high level 

positions to fully leverage the diverse makeup of our workforce and promote professional 

development. BVA also seeks to publicly recognize the contributions of staff members. A 

multitude of communication venues are utilized to facilitate the sharing of knowledge, to 

review and discuss current pertinent events, to provide a forum for recognition of diverse 

achievements, and to solicit staff feedback.
76 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

BVA has a structured mentoring program for aspiring managers and new hires to ensure they 

have the opportunity and means to reach their maximum potential. The individualized aspect 

of the BVA’s mentoring program allows the Board to embrace the contributions of all employees 

and pursue an inclusive vision of joining staff from diverse backgrounds in the pursuit of 

exceptional service to Veterans and their families.

Office of Public and Intergovernmental Affairs

The Office of Public and Intergovernmental Affairs (OPIA) realigned its organizational 

structure in a manner that enhances its capabilities to support diversity and inclusion goals, 

particularly in OPIA’s programs with American Indian/Alaska Native populations, and with 

disabled Veterans through the creation of the Office of National Veterans Sports Programs 

and Special Events (NVSPSE). Working with the U.S. Olympic Committee, the NVSPSE 

implemented the U.S. Paralympics Integrated Adaptive Sports Program that develops 

national, regional, and community-based paralympic and adaptive sports programs to improve 

accessibility and facilities in which VA can provide rehabilitative adaptive sport therapy to 

disabled Veterans and disabled members of the Armed Forces. In addition, OPIA further 

developed the availability of telework and alternative work schedules for its employees, which 

improves the flexibility of the work environment for all. OPIA also enhanced employee 

knowledge in conducting culturally sensitive interactions with clients and staff. OPIA 

disseminated information supporting special observances to increase cultural awareness among 

VA employees.

Office of Congressional and Legislative Affairs

The Office of Congressional and Legislative Affairs (OCLA) completed its transformational 

reorganization that resulted in greater inclusion of the entire workforce. In designing a more 

responsive organizational structure, OCLA leadership empowered employees to be proactive in 

establishing effective communications with Congress. Following the results of the FY 2010 All 

Employee Survey (AES), OCLA’s leadership immediately took action on the issues raised by its 

employees. OCLA’s FY 2011 AES results showed the biggest turn around in VA. OCLA had 

34 meaningful increases and no meaningful decreases. OCLA’s leadership continues to solicit 

employee feedback and recommendations in order to create a highly effective organization.

Office of Acquisition, Logistics, and Construction

The Office of Acquisition, Logistics, and Construction (OALC) is the parent organization 

of the Office of Acquisition Operations, Strategic Acquisition Center (SAC), the Office 

of Acquisition Operations, Acquisition Service of Frederick (AS-F), and the Technology 

Acquisition Center (TAC).
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 77

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Acquisition Operations, Strategic Acquisition Center

The Office of Acquisition Operations, Strategic Acquisition Center (SAC) required new 

employees to complete the Prevention of Workplace Harassment and No Fear Act training as 

part of the on-boarding process. To date, all training has been completed on time. In FY 2011, 

the SAC’s Associate Executive Director completed the mandatory face-to-face EEO, Diversity 

and Conflict Management Class at the SES Executive Forum in April 2011. Additionally, the 

SAC is fully compliant with applicable EEO laws, regulations, and Executive orders.

Office of Acquisition Operations, Acquisition Service of Frederick

The Office of Acquisition Operations, Acquisition Service of Frederick (AS-F) held several 

health and wellness activities throughout FY 2011 to include VA2K Walk and Roll, annual flu 

vaccination program, and a walking and Zumba group that exercise daily.

AS-F established a diversity outreach committee that meets monthly and held numerous 

functions throughout FY 2011 to celebrate diversity. Functions included a Diversity potluck 

that observed Cinco de Mayo, Asian-Pacific American, Jewish American, and Caribbean 

American Heritage months. Diversity Dessert Day celebrated Hispanic and European 

American Heritage month. A movie/documentary viewing with popcorn was held for both 

African-American Heritage Month in February and National American Indian Heritage 

month in November. Diversity posters are displayed throughout the organization highlighting 

various observances.

The diversity outreach committee created a quarterly newsletter, which is distributed to all 

members of the organization. It highlights upcoming observances, planned events, and an 

employee spotlight. The employee spotlight features one employee who voluntarily shares a 

personal cultural aspect.

Technology Acquisition Center

The Technology Acquisition Center (TAC) requires employees to complete at least 40 

Continuous Learning Points (CLPs) per year to support employees continued education 

(this year 11,306 CLPs were earned). Over 65 percent of the workforce has attained a Federal 

Acquisition Certification in Contracting or Program/Project Management. All of our 

employees completed Prevention of Sexual Harassment and No Fear; Conflict Management; 

Conflict Resolution; Alternative Dispute Resolution; EEO; and Diversity Training.

TAC representatives attended seven college career fairs where we were able to approach potential 

candidates with a wide variety of ethnic backgrounds, disabilities, and/or Veterans giving them 

guidance on applying for the TAC’s vacancy announcements through USAJOBS.

The TAC has initiated a program called TAC Gives Back. We held fundraisers to raise money 

to support our Veterans. Veteran programs that TAC supported were: Warrior Transition 

Unit at Fort Dix, Fisher House Foundation, Homes for Our Troops, and Suits for Vets. Our 

employees contributed items and participated in the 2011 North Jersey Veterans Stand Down. 

Our employees also visited our Veterans at the Lyon’s hospital giving out treats, playing video 
78 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

games and conversing with our Country’s Veterans. These volunteer events were performed by 

TAC employees utilizing their own personal time.

Center for Minority Veterans

The Center for Minority Veterans (CMV) staff serves as active participants and leaders in 

BIG and FAPAC Chapters, and in VA’s Special Emphasis Programs recognizing ethnic 

heritage monthly observances designed to increase culture awareness and appreciation among 

VACO employees.

Center for Women Veterans

The Center for Women Veterans (CWV) specifically continued the “Her Story” campaign 

highlighting a women Veteran employee and sharing “Her Story” of military service and her 

current position at VA (with narrative and photos).

Office of Employee Discrimination Complaint Adjudication

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.
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Fiscal Year 2011 Status and Accomplishments | GOAL 3

GOAL 3:

Outstanding Customer Service and Stakeholder Relations

Underpinning the business case for diversity and inclusion is the correlated improvements in 

organizational performance and greater customer satisfaction. Diverse teams are more creative, 

perform better in problem-solving, and result in better decision-making than homogeneous 

teams. Racial diversity yields higher performance when diverse perspectives are leveraged as 

resources for product development. Similarly, gender diversity results in more effective group 

processes in people-oriented performance environments. Diversity is especially important 

to VA because a diverse workforce helps us understand and serve the diverse populations 

of Veterans.

Status

Customer Satisfaction

Veterans and their families are the centerpiece of VA. They are our customer and stakeholder 

and we are charged with anticipating and addressing Veterans’ ever evolving needs and commit 

the full range of support of our organization to addressing their concerns. Improved diversity 

and inclusion is a business imperative because studies show that it leads to improved customer 

service. When people work alongside of individuals from diverse background, they obtain a 

better understanding of how to relate to Veterans of diverse backgrounds. While we continue 

to develop a VA-wide customer satisfaction measure, we currently gauge customer satisfaction 

by examining the results of customer focused surveys.

The American Customer Satisfaction Index (ACSI) provides information on the satisfaction 

of some VA customers. It is the only national, cross-industry measure of satisfaction with 

the quality of goods and services available in the United States. Since 1999, the Federal 

Government selected ACSI to measure citizen satisfaction. More than 100 federal agencies have 

used ACSI to gauge consumer satisfaction with more than 200 services and programs. The 

Index was founded at the University of Michigan’s Ross School of Business and the survey is 

produced by ACSI, LLC.

Some of the VA specific ACSI measures include 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 MyHealthy Vet Web site. By those measures, VA customer 

satisfaction is fairly high, especially for the NCA.

For the fourth consecutive time in ten years, the system of national cemeteries operated by 

NCA has bested the nation’s top corporations and other federal agencies in a prestigious, 

independent survey of customer satisfaction. The ACSI survey polled the people who had 

arranged for the interment of a loved one in a VA national cemetery within the previous six 
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Fiscal Year 2011 Status and Accomplishments | Office of the Secretary

months to one year. More than 1,900 people received the survey and 444 responded, a high 

response rate for a mail survey.

In the ACSI survey for FY 2010, NCA received ratings in the categories of “customer service” 

and “user trust” of 94 out of a possible 100 points, indicating respondents are exceptionally 

pleased with their experience at VA national cemeteries and willing to recommend their services 

to others. NCA feels strongly that its emphasis on diversity and inclusion, especially on mutual 

respect, was instrumental in achieving this success.

American Customer Satisfaction Index Scores (FY 2007 – FY 2010)

2007 2008 2009 2010

VHA: Inpatients at VA medical centers 83 85 N/A 85

VHA: Outpatients at VA clinics 83 81 N/A 82

VHA: Users of the Civilian Health and Medical Program 82 N/A 88 N/A 

NCA: Relatives or individuals responsible for interment 95 N/A N/A 94

VA Web sites 72 72 73 72

Source: http://www.theacsi.org

Organizational Accomplishments

Office of the Secretary

VA announced the Badges for Vets contest for creating the digital “badge” systems to help 

Veterans translate their military skills into civilian jobs. A “digital badge” recognizes skills 

obtained through non-traditional learning, such as work-related training, online courses, and 

experience. VA was joined by the Departments of Education, Energy, and Labor to sponsor the 

“Badges for Vets” contest as part of the Badges for Lifelong Learning Competition administered 

by a consortium supported by the John D. and Catherine T. MacArthur Foundation and 

the Mozilla Foundation. VA Innovations Initiative (VAi2) will award up to three $25,000 

prizes in five categories to teams that demonstrate they can develop and deliver digital badges 

representing skills learned in the military that are desired by civilian employers. The use of 

these badges will help Veterans “translate” their military skills to civilian needs and help them 

be more employable.
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Fiscal Year 2011 Status and Accomplishments | VA Diversity Council

VA Diversity Council

Over the past few years, VA has made great strides in promoting and supporting a highperforming organizational culture through the establishment of a diverse workforce and an 

inclusive work environment. VA’s leadership, however, identified the need to strengthen the 

foundation needed to support VA’s transformation into a 21st century Cabinet-level agency. As 

diversity was seen as integral to the transformational effort, leadership sought to establish a 

body that was charged with ensuring that diversity and inclusion policies and practices were 

institutionalized and integrated at all organizational levels. The VA Diversity Council (VADC) 

was established from this need.

In its first two years of existence, the VADC established its infrastructure and successfully 

executed operations in accordance with the aims articulated in its charter. The launch of the 

VADC was cited as one of the “best practices” leading to VA being ranked as one of the top 

two Federal agencies for diversity in DiversityInc’s Top Federal Agencies for Diversity for 2010.

In 2010 and 2011, the Council met and, among other notable activities, it convened Screening 

and Judging Committees for the Secretary’s new Diversity and Inclusion Excellence Awards 

Program established to recognize exemplary accomplishments in each of the three goal areas 

reflected in the VA Diversity and Inclusion Strategic Plan: (1) create a diverse, results-oriented, 

high-performing workforce that reflects the Veterans and communities we serve by identifying 

and eliminating barriers to equal opportunity, (2) cultivate a flexible and inclusive work 

environment that enables full participation through strategic outreach and retention, and 

(3) facilitate outstanding customer service and stakeholder relations by promoting cultural 

competency, accountability, education, and communication.

In 2011, the Council established five committees to focus on specific areas of interest that 

have emerged from the Council’s quarterly meetings. These committees report their 

recommendations and advice to the VADC for full deliberation and discussion:

1. Diversity and Inclusion Communications Committee: to communicate any messages 

from the VADC throughout VA as the Council sees fit and to create and communicate 

diversity and inclusion messages on behalf of the Council.

2. Diversity and Inclusion Strategic Plan and Annual Performance Report 

Committee: to assist with the update of VA’s Diversity and Inclusion Strategic Plan and 

to coordinate the compilation of VA-wide information to report in the Department of 

Veterans Affairs’ Diversity and Inclusion Annual Report every fiscal year.

3. Emerging Issues in Diversity and Inclusion Committee: to consider emerging issues 

in the area of diversity and inclusion both internal and external to VA and procure the 

services of the National Center for Organization Development to study perceptions of 

fairness and empowerment in the VA Workforce and the Senior Executive Service (SES) 

on the basis of race, ethnicity, and gender (REG).
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Fiscal Year 2011 Status and Accomplishments | VA Diversity Council

4. Disability Committee: to examine issues and challenges related to people with 

disabilities in the workforce and educate the workforce accordingly.

5. Lesbian, Gay, Bisexual and Transgender (LGBT) Committee: to address LGBT 

issues affecting the VA workforce and the Veterans we serve, particularly in light of the 

repeal of Don’t Ask Don’t Tell and its impact on policies, practices, and protections; and 

to educate the workforce on related issues.

Other notable accomplishments since 2010 include:

The Council embarked on the challenging process of increasing awareness on diversity and 

inclusion matters and promoting outreach strategies with program leaders and stakeholders. 

VA now has a common diversity and inclusion dialogue shared among its senior leaders 

that can then be disseminated throughout VA. To that end, the Council accomplished the 

following activities:

•	 Established a VADC web page to post meeting agendas, minutes, and presentations to 

promote transparency and public access. This site also houses the VADC charter and 

current roster list: http://www.diversity.va.gov/council. 

•	 Promoted the activities of VA’s employee resource groups such as the Federal Asian Pacific 

American Council and the Society for American Indian Government Employees.

•	 Addressed the Partnership for Public Service survey results regarding disparate perceptions 

of empowerment based on gender in VA and contracted a study to examine the issues and 

make recommendations for improvement.

•	 Received briefings on annual White House Initiative plans and reports, including the 

White House Initiative on Women and Girls.

•	 Received a presentation on VA’s Hispanic Employment Outreach Plan and promulgated 

strategies to enhance targeted outreach in this area.

•	 Received an update on the enhanced Workforce Recruitment Program for College 

Students with Disabilities and the National Diversity Internship Program to increase 

diversity in the VA recruitment pipeline.

•	 Provided updates on workforce diversity status in VA and the Administrations.

•	 Received a presentation on VA’s new Diversity Index and Inclusion Index developed by 

ODI as a means of measuring diversity and inclusion in the Department and voted to 

implement these indices throughout VA, and included them in VA’s EEO and Diversity 

Executive Dashboard.

The Council has proactively engaged, promoted, and made recommendations in the following 

policy areas involving diversity and inclusion:

•	 Promulgated the Secretary’s 2010 and 2011 Equal Employment Opportunity (EEO), 

Diversity, and No FEAR Policy Statement.
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Fiscal Year 2011 Status and Accomplishments | Administrations

•	 Received a briefing on VA’s Corporate Senior Executive Management Office (CSEMO) 

initiatives addressing diversity in the SES and discussed policy options to address potential 

barriers to diversity.

•	 Presented VA’s Management Directive 715 EEO Plan and Report and Diversity State of 

the Agency briefing.

•	 Promoted VA’s new EEO, Diversity, and Conflict Management SES Performance 

Element and briefed executives on strategies for meeting and exceeding the 

performance expectations.

•	 Promulgated the Secretary’s two percent goal of hiring People with Disabilities, in 

alignment with Executive Order 13548, and briefed on the centralized fund for reasonable 

accommodation administered by ODI.

The Council engaged in the following activities to increase education and cultural competency 

in the VA workforce:

•	 Promoted and enforced the VA’s Mandatory EEO, Diversity, and Conflict Management 

Training for the 417 SES and Title 38 executives and 27,000 managers and 

supervisors VA-wide.

•	 Received a briefing on and promulgated information on cultural competency in health 

care training.

•	 Received training and promulgated information on emerging LGBT issues.

•	 Distributed the Veterans Health Administration’s and the Office of Personnel 

Management’s “Guidance Regarding the Employment of Transgender Individuals in the 

Federal Workplace.”

As a result of a briefing on pay grade disparities and career bottlenecks in the workforce, the 

Council recommended the creation of a Career Pathways initiative, a comprehensive career 

mapping and development program for VA designed to: enable employees to increase their skill 

sets to better prepare for future roles; send a clear message that VA is committed to employee 

development and advancement; help employees understand the connections between everyday 

work to long-term aspirations; and facilitate powerful personal and professional development. 

This recommendation led to the recent kick-off of the MyCareer@VA initiative by the VA 

Learning University.

Administrations

Veterans Health Administration

The Veterans Health Administration (VHA) is committed to Veteran hiring and the use of 

special hiring authorities; in the summer of 2011 VHA and the Veteran Employment Services 
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Fiscal Year 2011 Status and Accomplishments | Administrations

Office partnered to do something revolutionary. VHA chose to nationally target recruitment 

to Veterans for positions in the newly expanded Tele-health program. A multidisciplinary team 

of professionals at headquarters and in the field led the charge launching face-to-face recruiting 

events and virtual recruitment. As of December 1, 2011, 320 positions were filled; 38 percent 

with Veterans.

The VHA Workforce Management Consulting (WMC) Office focused on recruitment of 

individuals with targeted disabilities identification of attitudinal and systemic barriers. A 

workgroup was formed to investigate and take action. This resulted in focused training and 

tools on outreach, Schedule A hiring, and cultural competency. Self identification campaigns 

were launched with current employees to update their SF-256. WMC directly supported the 

Department of Labor (DOL) Workforce Recruitment Program (WRP) by providing recruiters 

who met with students with disabilities and interviewed them for the WRP.

In FY 2011 the VHA Diversity and Inclusion (D&I) Office launched a D&I Community 

of Practice (COP) and SharePoint site. The COP is designed as a grass roots effort to assist 

employees, supervisors and managers with furthering the concepts of diversity and inclusion 

through quarterly training calls, SharePoint site and email exchanges.

In FY 2011 the newly formed VHA D&I office focused on building effective partnerships and 

leveraging efforts across the VA systems. Several internal initiatives were launched with VA 

and VHA program offices. The Director actively sought relationships with outside agencies 

such as the National Organization for LGBT Health, the Health Equality Index, and D&I 

professionals from other organizations including government, education, and health care.

Veterans Benefits Administration

The Veterans Benefits Administration (VBA) significant accomplishments and demonstrated 

outstanding customer service and stakeholder relations are identified below:

•	 Sponsored VBA’s 3rd EEO and Diversity Training Conference from August 29 to 

September 2, 2011, to increase the knowledge and enhancement of skills of the 51 

participants, who were EEO Program Managers and Alternative Dispute Resolution 

(ADR) Coordinators.

•	 Conducted quarterly conference calls with Regional Office (RO) EEO program managers 

and ADR Coordinators to provide appropriate information and guidance on various EEO 

related topics.

•	 Ensured that mandatory EEO training was provided through TMS for all RO and Center 

employees (to include EEO Program Managers and ADR Coordinators).

•	 Completed Phase III of the One-VA EEO Pilot, which was effective September 1, 2009 

thru August 21, 2010. The participating office was the St. Louis RO. Phase IV of the 

EEO Pilot has started and VBA is soliciting new participants. ROs that participated in 
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Fiscal Year 2011 Status and Accomplishments | Administrations

the pilots showed a decrease in the filing of EEO complaints through the use of ADR 

techniques including facilitation and mediation. In FY 2011, VBA had 298 informal 

complaints and 180 formal complaints with a resolution rate of 47 percent. Additionally, 

the offer rate for ADR was 99 percent, and the participation rate was 55 percent.

•	 The VBA EEO Staff has been actively involved in developing the new reasonable 

accommodation tracking system for VA.

National Cemetery Administration

The National Cemetery Administration (NCA) awarded the first grant for building National 

Cemeteries on Native American Tribal land, in an effort to improve customer service. NCA 

was recognized by the Virginia Senate Productivity and Quality Award (SPQA) program 

for Performance Excellence. Award selection criteria were based on the Malcolm Baldrige 

Performance Excellence criteria. This is the second highest level award given by Virginia 

SPQA. The criteria for the award include customer focus. NCA was also recognized by the 

Federal Consulting Group, receiving a plaque for sustained high levels of customer satisfaction. 

Each time NCA has participated (2001, 2004, 2007, and 2010), it received the highest index 

score of all participants. In 2005, approximately 75 percent of our Veteran customers had 

access to an open national or state Veterans cemetery within 75 miles, in 2011, the ratio 

of Veterans who lived within 75 miles of a Veterans cemetery rose to roughly 90 percent. 

Improvement in customer access resulted from NCA’s strategy to meet Veterans’ burial needs. 

This approach includes expanding existing cemeteries to keep them open, constructing new 

national cemeteries, and partnering with states and tribal governments to establish Veterans 

cemeteries on state and tribal trust land. To support efforts to retain workers with disabilities, 

NCA participated in the FY 2011/FY 2012 validation and fielding of the VA On-line 

Reasonable Accommodation Tracking System, and is currently updating information on all 

administration personnel to ensure current data is recorded on employees with disabilities.

NCA intends to continue providing our customers with the best services possible; to that 

effect the administration is currently expanding to reach an even broader customer base, these 

initiatives include construction of new National Cemeteries, expanding some of the current 

cemeteries, and construction of State Cemeteries. We also contract directly with businesses 

owned by disabled Veterans. In 2010, NCA spent $88.1 million - or about 66 percent of our 

total procurement dollars with Service-Disabled Veteran-Owned Small Businesses (SDVOSBs). 

NCA continues to expand on implementation of the Limited English Proficiency Program 

(LEP) further enhancing the administration’s ability to better serve our customer bases in 

communities throughout the American landscape.
86 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Assistant Secretaries and Staff Offices

Office of Management

The Office of Management (OM) Executive in Charge (EIC) established a new awards 

program to support the workforce and place a special emphasis on VA’s Core Values and 

Characteristics (ICARE). This program provides the EIC with a venue for recognizing and 

rewarding exemplary customer service contributions, accomplishments and achievements 

by OM employees. The program allows for the overall visibility of employees’ specific 

accomplishments and encourages OM employees to strive for greater productivity, efficiency, 

and achievement. All OM employees are encouraged to participate in this program and 

to nominate their peers for awards. Presentations of awards are made at quarterly OM 

“Town Hall” meetings so that employees can be recognized publicly for their outstanding 

contributions and achievements. This awards program has increased employee morale, 

commitment and pride, and overall customer satisfaction.

Office of Information and Technology

The Office of Information and Technology (OIT) began collecting data on customer 

satisfaction through its Internal Customer Satisfaction Survey in FY 2010. When OIT began 

its data collection initiative, the reported satisfaction index score was 67. While still two points 

higher than the government average, OIT increased this score to 73 in FY 2011. Respondents 

were asked to compare services to a year ago in the following areas: availability of staff, 

professionalism, timeliness of response and response effectiveness. Professionalism, the highest 

rated of these attributes, also fared the best in comparisons to last year. Nearly half (46 percent) 

thought professionalism was about the same while 37 percent thought it was slightly or much 

better than last year, and only 6 percent thought professionalism was slightly or much worse.

Office of Policy and Planning

The Office of Policy and Planning (OPP) designed an awards program that recognizes 

and rewards individual or team achievements which contribute to meeting organizational 

goals. In addition, the performance management system within OPP has been designed to 

differentiate between high and low levels of customer service and links individual performance 

to organizational goals.
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Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Human Resources and Administration

Office of Diversity and Inclusion

The Office of Diversity and Inclusion (ODI) has primary responsibility for initiatives related 

to workforce diversity and organizational inclusion. In FY 2011, ODI provided training 

to over 31,000 VA employees including managers and supervisors online and face-to-face. 

Furthermore, ODI accomplished the following:

•	 Reinforced employee protections (for sexual orientation and, parental status, marital status 

and political affiliation) and added a new employee protection for genetic information 

and gender identity to the Secretary’s EEO, Diversity, and No FEAR Policy Statement for 

FY 2012.

•	 Trained 36 Community Based Outpatient Clinic senior medical professional 

representatives from 26 states on “Cultural Competency Considerations in Healthcare” 

with 5 face to face training sessions at the Rural Health Professions Institute in 

partnership with East Tennessee State University in two locations at Johnson City, TN 

and Portland, OR.

•	 Achieved 98 percent completion rate for VA’s Mandatory EEO, Diversity, and Conflict 

Management Training for Executive, Managers, and Supervisors; trained 417 SES and 

Title 38 executives and over 26,000 managers and supervisors VA-wide.

•	 Reviewed diversity and inclusion content in VA’s “Supervisory Essentials” e-learning 

module and developed face-to-face training on “Championing Diversity.”

•	 Implemented new diversity and inclusion onboard briefing at new employee orientation.

•	 Launched the Change Academy – a series of customized programs based on VA 

strategic goals and objectives as well as the desired outcomes of individual facilities 

or organizations. 

•	 Organized the first Social Learning Summit, which brought together social learning 

thought leaders (in VA and industry) to engage in dialogue with VA employees about 

social learning concepts, strategies and technologies.

•	 Issued six bimonthly newsletters (Diversity@Work); distributed 52 weekly 

diversity-focused news summaries (NewsLink); produced 12 monthly video broadcasts 

(Diversity News).

 Secretary’s Second Annual Diversity and INclusion excellence

awards program

Secretary’s Second Annual Diversity and Inclusion Excellence Awards Program. VA established 

the Secretary’s Annual Equal Employment Opportunity (EEO) Awards Program in 1988 to 

recognize EEO achievements associated with legally-protected classes established by EEO laws. 

In FY 2009, ODI redesigned the awards program as “The Secretary’s Diversity and Inclusion 

Excellence Awards Program” to align with the three goals of VA’s Diversity and Inclusion 

Strategic Plan for FY 2009-2013 endorsed by Secretary Eric K. Shinseki on May 22, 2009. The 

criteria for selection are based on individuals’ and teams’ demonstrated efforts in: (1) creating 
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Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

a diverse, high-performing workforce that reflects the communities VA serves; (2) cultivating 

an inclusive workplace that enables full participation; and (3) facilitating outstanding customer 

service and stakeholder relations. There are three award categories: (1) Manager/Supervisor, 

(2) Nonsupervisory Employee, and (3) Team. ODI and the Office of Resolution Management 

joined together to recognize VA employees who have made exemplary accomplishments in 

furthering VA’s goals in the areas of alternative dispute resolution and diversity and inclusion. 

VA Secretary Eric K. Shinseki presented the second annual ADR Excellence and Diversity and 

Inclusion Excellence Awards at a ceremony held Friday, October 21, 2011, in the G.V. “Sonny” 

Montgomery Conference Center at VA Central Office in Washington, D.C.

VA Learning University

The VA Learning University (VALU), in response to Secretary Shinseki’s call to transform 

VA into a 21st century organization, in 2010, launched the Change Academy – a series of 

customized programs based on VA strategic goals and objectives as well as the desired outcomes 

of individual facilities or organizations. These programs provide an inclusive environment to 

engage staff at all levels of the organization.

VALU organized VA’s first Social Learning Summit, which brought together social learning 

thought leaders (in VA and industry) to engage in dialogue with VA employees about social 

learning concepts, strategies and technologies. These concepts will enable ODI to better engage 

VA employees in diversity and inclusion conversations and initiatives across VA enterprise by 

encouraging boundless networking, mentoring and coaching opportunities.

VALU provided numerous programs and training resources that focus on individual learning 

and development. Nearly 20,000 VA employees completed web-based diversity and inclusion 

training on the VA Talent Management System (TMS). VALU offers more than 20 conflict 

resolution course titles, nearly 40 mediation course titles and more than 20 diversity and 

inclusion course titles on the TMS. The courses are accessible to VA employees 24 hours a 

day, seven days a week. Offering these courses to all employees provides equal access, which 

supports diversity and inclusion.

The Talent Management System (TMS) is a new and improved online training system that 

gives VA employees the tools they need to excel in their careers. The TMS has no geographic 

or demographic boundaries. Therefore, VA employees at all levels and locations of the 

organization can access development opportunities when and where it is most appropriate 

and convenient for them to do so, and set a pace that is comfortable for them. New content 

includes courses on equal employment opportunities, conflict management and diversity, as 

well as mandatory supervisory training.

MyCareer@VA is a new, interactive, web-based employee development tool that provides 

leading-edge career planning for both current and potential VA employees. This innovative 

tool provides a four-step career planning process to help individuals prepare for success, explore 

career opportunities, plan their future and develop their career at VA.
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Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of General Counsel

The Office of General Counsel (OGC) organizational performance targets for FY 2011 focused 

on improving the timeliness and responsiveness of legal service from the perspective of both 

organizational clients and Veteran stakeholders. We used a balanced-scorecard approach, 

measuring success through client- and employee-satisfaction survey scores as well as service 

delivery time data.

Board of Veterans’ Appeals

The Board of Veterans’ Appeals (BVA) continues to garner much success in the realm of 

customer service through effective use of in-house training efforts and the Quality Review 

staff. The combination of these tools has resulted in high quality decisions and a heightened 

attention to customer satisfaction for both internal and external stakeholders. Staff members 

also participate on a wide array of committees and taskforces focused on agency-wide goals, as 

well as on the emergence of legal trends affecting the appellate system.

Office of Public and Intergovernmental Affairs

The Office of Public and Intergovernmental Affairs (OPIA) is committed to outstanding 

customer service and stakeholder relations both through its achievement of designated 

programs and also through its vital role as a facilitator and enabler of other VA programs 

supporting diversity and inclusion strategic goals. OPIA’s daily data mining of multimedia 

sources, analysis of information relevant to VA, and dissemination to leaders throughout VA, 

provides a core element of feedback to assess Department customer service and stakeholder 

relations. OPIA also utilizes other means such as surveys to support programs and its outreach 

programs to inform internal and external audiences on the facts. Current initiatives in Veteran 

homelessness, paralympic and adaptive sports, Veteran employment, and intergovernmental 

affairs reflect the awareness of both customer service and stakeholder relations.

Office of Congressional and Legislative Affairs

The Office of Congressional and Legislative Affairs (OCLA) continued to provide support to 

all of VA’s advisory committees, specifically the Advisory Committee on Minority Veterans 

and the Advisory Committee on Women Veterans. OCLA conducted a comprehensive 

employee training program included classes on world class customer service support and 

executive writing.
90 Department of Veterans Affairs

Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Office of Acquisition, Logistics, and Construction

The Office of Acquisition, Logistics, and Construction (OALC) is the parent organization of 

the Office of Acquisition Operations, Acquisition Service of Frederick, and the Technology 

Acquisition Center.

Office of Acquisition Operations, Acquisition Service of Frederick

The Office of Acquisition Operations, Acquisition Service of Frederick (AS-F) maintained 

100 percent compliancy with mandatory EEO, Workplace Harassment, and No FEAR training 

for all AS-F employees throughout FY 2011.

AS-F has a 93 percent customer satisfaction rate for FY 2011. Employees have incorporated the 

ICARE core values and characteristics into their daily interactions with internal and external 

customers. ICARE enables the organization to be more mission-focused as a whole to achieve 

the objectives that directly impact our Veterans. 

Following up on recommendations made during a July 2011 training session for VA Core 

Values and Characteristics, AS-F sponsored ten employees to take part in a Veteran community 

outreach on November 22, 2011, by visiting the Martinsburg VA Medical Center. Volunteers 

visited with Veteran patients during lunch, providing companionship and assistance to 

individuals as needed. Quality time was spent with Veterans, listening to stories of their time 

in the service, families and playing games. Cards prepared by local Kindergarteners were 

distributed to Veterans to thank them for their service and wish them a “Happy Thanksgiving.” 

Participants noted that the visit was helpful for them to personally connect to the agency’s 

mission caring for those who served.

Technology Acquisition Center

The Technology Acquisition Center (TAC) created a Virtual Office of Acquisition portal where 

data can be shared and is transparent to the public, vendors, customers, and VA leadership. A 

virtual presence has been established with all of these stakeholders in mind, thereby allowing 

the VA acquisition community to communicate effectively with our customers.

To improve VA’s execution of Information Technology (IT) projects the Transformation 

Twenty-One Total Technology “enterprise-wide solutions” strategy was developed and 

implemented. This is a total solutions approach providing services and products that will cover 

all phases of an IT systems life cycle, and includes program planning and management, systems 

and software engineering, cyber security, and operations and maintenance.

The TAC developed and implemented customer training that offered a myriad of 

acquisition-related material to VA personnel, covering essential topics such as market research, 

performance work statements, cost estimates, and technical evaluations. Each of these 

training units, along with ‘hands-on’ workshops were intended to provide the customer with 

fundamental information that would help them to better understand the acquisition process 

and associated documentation. The TAC has trained well over 300 customers.
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Fiscal Year 2011 Status and Accomplishments | Assistant Secretaries and Staff Offices

Center for Minority Veterans

The Center for Minority Veterans (CMV) promoted VA job opportunities when collaborating 

with external stakeholders to encourage more diverse applicants to seek VA as their employer 

of choice. The CMV included VA’s HR representatives in outreach activities to share 

opportunities provided by the Veterans Employment Coordination Service and VA for Vets. 

Events in FY 2011 included the Congressional Black Caucus, Blacks in Government (BIG), 

American GI Forum, and Federal Asian Pacific American Council (FAPAC).

Center for Women Veterans

The Center for Women Veterans (CWV) provided consultation and support to the Advisory 

Committee on Women Veterans for three meetings. 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. The next report is due July 1, 2012.
92 Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 93

In FY 2012 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.”

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.

VA Diversity Council

VADC will move into its third year of operation under the charter in FY 2012. VADC will 

increase its efforts and engagement in driving the diversity and inclusion initiatives essential for 

VA meet its commitment to 21st century excellence. The Council will take a prominent role 

in updating the VA Diversity and Inclusion Strategic Plan in accordance with the President’s 

new Executive order on Establishing a Government-wide Diversity and Inclusion Initiative, to 

ensure that VA stays in the vanguard of diversity and inclusion practices in the public sector. 

This commitment must come from top leadership and the Council.

In order to meet this commitment, the VADC proposes to adhere to the following Action Plan 

in FY 2012 and beyond:

•	 Update the VA Diversity and Inclusion Strategic Plan within 120 days of the publishing 

of the Government-wide Diversity and Inclusion Strategic Plan in accordance with the 

new Executive order Establishing a Coordinated Government-wide Initiative to Promote 

Diversity and Inclusion in the Federal Workforce. (Diversity and Inclusion Strategic Plan 

and Annual Performance Report Committee)

•	 Expand a VA-wide diversity and inclusion communications and shared accountability 

campaign to all corners of VA to emphasize the business case for diversity and inclusion in 

FY 2012 Planned Initiatives
94 Department of Veterans Affairs

FY 2012 Planned Initiatives | Administrations

VA and underscore the importance of a diverse workforce and an inclusive workplace to 

VA as a 21st century organization. (Diversity and Inclusion Communications Committee)

•	 Collaborate with CSEMO and ODI to further examine the impact of SES Candidate 

Development Program policies on the diversity of the SES cadre. This may include 

examining adverse impact analyses conducted by ODI on those selection processes and 

making recommendations to the Secretary for improvements, including expanding 

outreach by announcing all SES opportunities. (Emerging Issues in Diversity and 

Inclusion Committee)

•	 Explore the creation of a formal LGBT Special Emphasis Program VA-wide to 

address emerging issues resulting from legislative changes impacting this group. 

(LGBT Committee)

Administrations

Veterans Health Administration

The Veterans Health Administration (VHA) Diversity and Inclusion Committee will 

continue to explore strategies to close the representation gap for non-white females in 

supervisory positions and diversity at higher graded positions. The committee is developing a 

comprehensive communication plan and tool kit of best practices to assist executives, managers, 

and supervisors in the creation of an inclusive work environment. 

The FY 2011 WMC Targeted Disabilities Workgroup identified manual entry of the SF-256 

“Self-Identification of Disability” as a barrier to new and current employees who want to 

identify their disability. The VHA EEO/AE and D&I offices are working with VHA Support 

Services Center (VSSC) to create a direct entry portal for employees to update their SF-256. 

Testing of the portal is underway and a communication strategy is developed to launch the new 

tool. Additionally, the relationship with Department of Labor’s WRP will continue with local 

HR and EER managers conducting the student interviews in their areas. 

The Unconscious Bias experiential training will be offered to VHA executives in early 2012. 

The Diversity and Inclusion Committee is developing a plan and content to integrate this 

training into its leadership development programs at all levels.

The Diversity and Inclusion Committee is launching a workgroup to develop an “Inclusive 

Language Guide” for the field and headquarters. The guide will assist staff in assuring 

communications, policies, procedures etc. are written in inclusive language that reflects current 

cultural norms.

On August 24, 2011, the Principal Deputy Under Secretary for Health (PDUSH) chartered 

the Health Equality Workgroup, which developed a set of sound recommendations to advance 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 95

FY 2012 Planned Initiatives | Administrations

VHA towards achievement of health equity and national leadership in eliminating disparities. 

The primary focus of these recommendations was the establishment of an Office of Health 

Equity. The office was approved and will be implemented in 2012. The office will coordinate 

and implement activities across VHA that focus on the elimination of health and health care 

disparities. It is anticipated that the office will need six – eight months to hire staff and get 

underway. In the interim, the PDUSH launched a LGBT workgroup to identify ten immediate 

actions VHA can take that would have an important impact on improving health equity for 

LGBT Veterans.

Veterans Benefits Administration

The Veterans Benefits Administration (VBA) has the following planned activities for FY 2012:

•	 Expand and enhance recruitment methods to overcome barriers to under representation of 

select groups (Hispanics, White Females, and Asians).

•	 Participate in community based outreach programs and programs sponsored by affinity 

groups to increase the pool of qualified and diverse employees within the workforce.

•	 Expand participation in job fairs to obtain qualified applicants from diverse backgrounds 

including Veterans and persons with disabilities.

•	 Implement special emphasis programs to increase diversity awareness.

•	 Continue to require managers and supervisors to complete the online version of 

mandatory training on Prevention of Sexual Harassment. 

•	 Continue mandatory EEO, ADR, Workplace Harassment, and No Fear training for all 

employees, managers, and supervisors.

•	 Continue to conduct quarterly conference calls with RO EEO program managers and 

ADR Coordinators to provide appropriate information and guidance on various EEO 

related topics.

•	 Provide training to EEO managers on the reasonable accommodation tracking system.

•	 Continue to decrease EEO complaints by using ADR and providing diversity and 

inclusion training.

•	 Conduct additional training on selected topics for RO and Center employees and educate 

employees and managers on EEO, diversity, and inclusion matters to promote competency 

in maintaining a fair, high performing, and healthy work environment.

•	 Continue to promote effective communication with employees and stakeholders on 

diversity and inclusion issues to heighten awareness and share best practices.
96 Department of Veterans Affairs

FY 2012 Planned Initiatives | Administrations

National Cemetery Administration

The National Cemetery Administration (NCA) will continue to incorporate the career 

development module for the Cemetery Directors Intern program. NCA will continue 

to encourage all employees to fully utilize MyCareers@VA and the Equal Employment 

Opportunity Occupational Family Web site from Veterans Affairs Learning University 

(VALU). NCA’s goal is to establish career maps across all occupational groups, allowing 

employees to identify the steps needed to qualify for positions both internal and external to 

their current occupational group. NCA’s Education and Training department is currently in 

the process of evaluating all training programs at the administration to assess their effectiveness, 

and make necessary changes to increase value. The NCA EEO office is a part of that effort. 

NCA is partnering with external and internal organizations such as VHA, VBA, COSD, 

VET-Force, and the Wounded Warrior Program to leverage opportunities to outreach and 

recruit targeted groups, including Veterans.

In FY 2012, NCA is taking a versatile approach for sustained progression towards diversifying 

the workforce. New programs at NCA, such as the Wounded Warrior Program, NCA’s 

National Special Emphasis Program Committee (SEAPAC), Limited English Proficiency 

Program; Title VI program; and the Reasonable Accommodation Program will be 

implemented; one of the initial Special Emphasis programs will be the Hispanic Employment 

Program, which will focus heavily on identifying and eliminating barriers to employment, 

retention, and promotion for Hispanic employees and applicants. NCA will continue to 

expand its outreach efforts to both schools and communities with a large population of 

Hispanics or people from other groups with low participation rates. NCA will continue 

work with the Career Opportunities for Students with Disabilities (COSD) program, as 

well as the Wounded Warrior and Operation War fighter programs. NCA in collaboration 

with the VA Strategic Communications & Outreach Service in DVA’s Office of Human 

Resources is developing a memorandum of understanding with schools with Horticultural 

programs. In February 2012, NCA is scheduled to participate in the Black College Expo in 

Atlanta, GA to recruit students for participation in Student Programs at NCA. The Human 

Capital Investment Architecture Plan Committee will continue to conduct meetings monthly 

developing strategies and best practices for addressing barriers which may hinder development 

of a diverse and culturally competent workforce representative of the American population.

NCA intends to continue providing our customers with the best services possible; to that 

effect the administration is currently expanding to reach an even broader customer base, these 

initiatives include construction of new National Cemeteries, expanding some of the current 

cemeteries, and construction of State Cemeteries. We also contract directly with businesses 

owned by disabled Veterans. In 2010, NCA spent $88.1 million - or about 66 percent of our 

total procurement dollars with Service-Disabled Veteran-Owned Small Businesses (SDVOSBs). 

NCA continues to expand on implementation of the Limited English Proficiency Program 

(LEP) further enhancing the administration’s ability to better serve our customer bases in 

communities throughout the American landscape. The NCA EEO office will conduct training 

for all designated Local Reasonable Accommodation Coordinators (LRAC), and NCA has 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 97

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

planned updating of all employees race, nationality, origin and disability data in FY 2012 to 

insure current information is accurate.

Assistant Secretaries and Staff Offices

Office of Management

The Office of Management (OM) managers will continue to maintain a working 

environment that fosters an inclusive workplace through established hiring goals for a 

diverse, results-oriented, high-performing workforce in FY 2012. Due to the popularity of 

the work-from-home program and flexible work schedules, OM will assess the feasibility of 

expanding the programs. OM plans to continue its training program if funding is available.

OM will continue to serve as an active partner on the VA Diversity Council in 2012. While 

the OM senior executive role on the Council will remain the same, it is fully expected this 

important council will continue to serve as a communication link between the workforce and 

leadership, providing guidance to advance the Department’s goals for diversity and inclusion.

The Executive in Charge will continue the OM employee awards program emphasizing VA’s 

Core Values and Characteristics (I CARE), diversity and inclusion in the workforce, and staff 

participation in the program.

Office of Information and Technology

The Office of Information and Technology (OIT) will analyze workforce data to ascertain 

OIT’s successes in eliminating barriers to full employment, particularly with groups with lower 

than expected representation. OIT will assess diversity characteristics of its senior leadership 

and establish long term strategies to address any identified areas. OIT plans to establish 

a Diversity Management Working Group and build partnerships with organizations and 

educational institutions serving groups with historically low participation. OIT will develop a 

plan to create training for senior leadership and continue to evaluate employee satisfaction by 

analyzing OPM and VA annual employee surveys.

Office of Policy and Planning

The Office of Policy and Planning (OPP) will apply the same rigorous standards to recruiting in 

FY 2012 as was done in FY 2011 with the goal of maintaining the workforce diversity that was 

built. OPP expects to see employees begin to request telework agreements. OPP will continue 

to monitor its award and performance systems to ensure they are achieving the desired results.
98 Department of Veterans Affairs

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

Office of Operations, Security, and Preparedness

The Office of Operations, Security, and Preparedness (OSP) planned initiatives for FY 2012 

related to VA’s diversity and inclusion strategic goals involve hiring more Veterans, which 

include male and female workers. OSP is also focused on ensuring telework agreements 

and flexible work environment are made available. By extending telework opportunities to 

employees, customer service and stakeholder relations will be improved.

Office of Human Resources and Administration

Office of Diversity and Inclusion

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 2012 and beyond, ODI will lead the following initiatives:

•	 Develop and implement a new VA Diversity and Inclusion Strategic Plan for 

FY 2012-2016.

•	 Implement VA’s new Inclusion Index and apply the algorithm as a standardized metric to 

assess progress on organizational inclusion.

•	 Implement an applicant flow system in USAStaffing to identify barriers to EEO in all 

recruitment and selection processes.

•	 Increase the awareness and participation of the Workforce Recruitment Program Fund to 

support hiring of interns with disabilities. 

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

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

•	 Expand the diversity and inclusion training portfolio and deploy customized training on, 

multi-generational, disability employment (Schedule A), reasonable accommodation, and 

LGBT issues.

•	 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 accommodation coordinators and selective placement 

coordinators in all field facilities.

•	 Expand marking and participation in MyCarrer@VA, new pathways program to support 

upward mobility of entry level employees and bridge career gaps.

Office of Resolution Management

The Office of Resolution Management (ORM) developed and launched a new EEO, diversity 

and ADR dashboard to communicate the status of key indicators in those areas to senior 

leadership in FY 2011. This tool is now available to all of VA; ORM will continue to encourage 

its use and expand its capabilities in FY 2012. ORM will also continue to market and expand 

the use of ADR in FY 2012 and beyond, to resolve workplace conflict at its earliest stage.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 99

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

Office of General Counsel

The Office of General Counsel (OGC) representatives in FY 2012 will continue to 

support VA-wide initiatives focused on building and sustaining a diverse, results-oriented, 

high-performing workforce, including the work of the VA Diversity Council, the VA Strategic 

Planning Workgroup, and the Corporate Employee Development Board Task Force. OGC 

will also continue to foster diversity and high performance within its own workforce through 

the FY 2011-2012 OGC Leadership Development Program.

OGC will continue to offer alternative work schedules, telework opportunities, and other 

flexibilities to enhance workplace access for all employees. OGC will also continue to target 

outreach to groups with low participation rates, through its summer intern/extern program.

OGC’s organizational performance targets for FY 2012 continue to focus on improving the 

timeliness and responsiveness of legal service from the client and Veteran perspective. This 

year we are also focused on ensuring that service to clients and customers is consistently timely, 

responsive, and efficient throughout the OGC organization. We will continue to monitor 

client- and employee-satisfaction survey scores as well as service delivery time data.

Office of Inspector General

The Office of Inspector General (OIG) will strive to meet or exceed current level of diversity 

and inclusion in FY 2012 through the use of a broad range of recruitment strategies and 

communication mechanisms. The OIG will continue to seek highly qualified candidates of all 

backgrounds and experiences whenever a vacancy arises. Veterans will continue to make up 

a significant portion of the hiring pool. Furthermore, the OIG will use the recently released 

“Best Places to Work in the Federal Government” survey results to identify actions needed to 

ensure the OIG remains the employer of choice for individuals seeking a meaningful career in 

the Federal Government.

Board of Veterans’ Appeals

The Board of Veterans’ Appeals (BVA) will continue to emphasize multifaceted recruitment 

techniques and outreach efforts aimed at a diversified and results-oriented workforce in 

FY 2012. In this manner, we can better reflect the diversified constituency we service. BVA 

will continue to fully review and analyze workforce composition data to ensure that it attracts 

and retains a diverse applicant pool. The Board will continue to internally promote and 

champion diversity and inclusion through education and open communication, with the aim 

that all staff members embrace the diversity of the Board’s workforce and recognize that every 

employee is important and valued.
100 Department of Veterans Affairs

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

The Board will continue to utilize and build upon the integrated approach used in FY 2011 

to maintain and expand its inclusive, diversified, and engaged workforce. The Board will 

carefully review the results of the Employee Survey to determine if enhancements or changes 

to this engagement and sustainability program are needed and/or desired. This integrated, 

multifaceted approach rewards the workforce’s achievements, aids with recruitment efforts, and 

promotes retention of skilled staff.

The Board’s senior leaders will continue to serve as role models and champions for exceptional 

service delivery and customer satisfaction with a strong emphasis on quality work products. 

Said efforts will be founded upon sound and real diversity and inclusion commitments and 

fully functioning initiatives, which recognize the importance of building teams, engaging 

employees, and using strong interpersonal and decision making skills to drive inclusion. The 

overarching goals for FY 2012 will focus on an inclusive and diversified workforce operating in 

a flexible work environment resulting in excellent customer service and a complete commitment 

to Veterans. All of these efforts will permit the Board to respect and build upon its current 

diverse workforce.

Office of Public and Intergovernmental Affairs

The Office of Public and Intergovernmental Affairs (OPIA) will continue to support 

VA-wide programs and initiatives designed to build and sustain a diverse, results-oriented, 

high-performing workforce by increasing diversity and inclusion in its own workforce. OPIA 

will maintain strategic communications and other programs to inform internal and external 

populations on diverse subjects that enhance achievement of a flexible and inclusive work 

environment. Also, OPIA will continue to offer a flexible workplace that offers alternative work 

schedules, telework opportunities, and other flexibilities to enhance workplace access for all 

employees. OPIA will maintain its continuous function of strategic communications which 

include a daily feedback source for environmental awareness, a means of outreach across the 

spectrum of VA functions, and a means to gauge customer service and stakeholder relations. 

OPIA will continue to assess its own capabilities and achievement of this objective across all 

functional areas.

Office of Congressional and Legislative Affairs

The Office of Congressional and Legislative Affairs (OCLA) will strive to create a 

high-performing workforce. OCLA is a very dynamic organization and values initiative of its 

employees and their ability to rapidly re-prioritize work actions. OCLA seeks results-oriented 

employees who will be major contributors to accomplishing the organization’s mission. OCLA 

will continue to nurture and develop its workforce. Working in concert with VA’s Learning 

University, OCLA will conduct quarterly training designed to benefit the entire workforce. 

OCLA has implemented an “I CARE” Awards Program to recognize those employees whose 
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 101

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

service to our Nation’s Veterans exemplifies VA’s core values. “I CARE” Awards are presented 

to OCLA employees on a quarterly basis.

Office of Acquisition, Logistics, and Construction

Office of Acquisition Operations, Strategic Acquisition Center

The Office of Acquisition Operations, Strategic Acquisition Center (SAC) will in FY 2012 

complete phases two and three of its three phased hiring process using recruitment strategies 

to include participation in a VA Virtual Acquisition Job Fair (date TBD). Participation in the 

VA for Vets Career Fair and Expo is scheduled for January 18, 2012, and future recruitment 

endeavors at local universities are planned.

Resolution Management Training is scheduled on-site at the SAC for February 16, 2012. At the 

conclusion of the all-hands training, an additional breakout session is planned for supervisors 

and leadership of the SAC. Additionally, a SAC EEO liaison will be identified and will 

receive ORM training. The SAC will also post EEO policies/No Fear Act while continuing to 

promote a diverse and professional work environment.

In FY 2012, the SAC will form a Diversity Outreach Committee. Planned functions include 

monthly themed lunches aimed at promoting diversity within the workplace. In keeping with 

the monthly theme, diversity posters will be displayed throughout the organization. Local 

outreach programs are also planned, such as annual food and clothing drives.

Office of Acquisition Operations, Acquisition Service of Frederick

The Office of Acquisition Operations, Acquisition Service of Frederick (AS-F) will continue 

to strive for a diverse, results-oriented, high-performing workforce by selecting well qualified 

candidates for positions. The organization is coordinating an on-site effective communication 

course for the staff to improve communication among team members and customers. AS-F 

plans to coordinate themed brown bag lunches to strengthen two-way communication 

throughout the fiscal year, along with future on-site soft skills and supplemental training.

AS-F will continue to hold health and wellness activities throughout the year and include all 

personnel. AS-F will continue to hold diversity outreach events to ensure that all staff are aware 

of diversity in the workplace.

AS-F will continue to strive for 100 percent compliancy with all mandatory EEO, Workplace 

Harassment and No FEAR training for all AS-F employees throughout every fiscal year. 

AS-F will strive to maintain to exceed our 93 percent customer satisfaction rate by continuing 

employee training and customer outreach.

Technology Acquisition Center

The Technology Acquisition Center (TAC) will continually analyze its workforce data assessing 

workforce diversity and assure that promotions, awards, recognitions, training and upward 
102 Department of Veterans Affairs

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

mobility opportunities are occurring equitably. We will assess our attrition and recruitment 

strategies as we go forward, utilizing exit interviews to obtain feedback and reviewing the 

diversity of candidates.

In 2012, we will continue to strive to recruit a diverse workforce while also mentoring and 

growing employee skills from within to fill critical positions that are needed now and in 

the future. We will also continue to communicate with our workforce through All-Hand 

meetings, staff meetings, staff notes, suggestion box, climate assessments and exit interviews.

The TAC has taken action in providing physical environment accommodations in the newest 

temporary facilities at TAC-East by installing automatic door openers. The automatic door 

openers provide unassisted access to the main entrance of the building; to the entrance door of 

the organization’s actual work area; and to the restrooms. The TAC will ensure that any new 

facilities in the planning stages will be compliant with the American Disabilities Act of 1990 

and the latest building codes. 

We will continue to encourage our employees to increase their skills through formal education 

and participation in professional organizations (AFCEA, NCMA, etc).

When updates are available, we will analyze Human Capital Assessments and Surveys to 

identify trends with regard to diversity and inclusion.

The TAC will continue to take measures to recruit people from groups with low participation 

rates by attending local college/university career fairs and Veteran outreach programs to 

encourage potential candidates to apply to vacancy announcements.

The TAC will continue to encourage more Diversity and Inclusion Committee events. Our 

TAC Gives Back program will continue to support events that assist our Country’s Veterans. 

The TAC will also support a Telework agreement with their employees giving them additional 

workplace flexibility and continue to offer alternate work schedule for its employees.

The TAC will continue to improve information technology resources for better responsiveness 

to support customer requirements and reporting needs. 

The TAC provided over 14 on-site training opportunities for the VA workforce in FY11. 

Customer training has already been held numerous times in FY 2012 and will continue to be 

conducted while there is demand from the OIT and customer communities. Some of these 

training events were held on-site with our customers and we are currently investigating offering 

more on-site training to our customers throughout FY 2012.
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 103

FY 2012 Planned Initiatives | Assistant Secretaries and Staff Offices

Center for Minority Veterans

The Center for Minority Veterans (CMV) staff will serve as advocates for minority Veterans 

in FY 2012 in various working groups and task forces to ensure that the needs of minority 

Veterans are articulated and addressed. The CMV’s advocacy for eliminating health 

disparities among the Veteran population, contributed to VHA establishing a Health Care 

Equality Task force that provided recommendations on what the Department should do to 

address health disparities and ensure health equality for all Veterans. The CMV was actively 

involved in drafting the proposal for establishing an Office of Health Equity, which is now 

being developed.

Center for Women Veterans

The Center for Women Veterans (CWV) will facilitate a report of the Women Veterans Task 

Force as well as a report of the Advisory Committee on Women Veterans in FY 2012. Also 

CWV will focus on a celebration during Women’s History Month for women Veterans and 

women Veterans employees and a meeting of the Advisory Committee on Women Veterans 

during March 2012, and (planned) at the end of the FY 2012 or in early FY 2013.
104 Department of Veterans Affairs
Diversity and Inclusion Annual Report Fiscal Year 2 0 11 105

Appendix

References

April, K. & Blass, E., (2010). Measuring Diversity Practice and Developing Inclusion. University 

of Cape Town (SA) & Ashridge Business School (UK) and Eddie Blass (Senior Lecturer, 

University of Hertfordshire.

Mor Barak, M. E., & Cherin, D. A. (1998). A tool to expand organizational understanding of 

workforce diversity: Exploring a measure of inclusion-exclusion. Administration in Social Work.

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.]

Netter, (1998). The Netter Principles.

Nishii, L. H. (2010). The benefits of climate for inclusion for diverse groups. Unpublished paper, 

Cornell University, Ithaca, NY.

Partnership for Public Service. 2011. The Best Places to Work in the Federal Government 2011. 

[Available online: http://data.bestplacestowork.org.]

Shore, L. M., Randel, A.E., Chung, B. G., Dean, M.A.. Ehrhart, K.H, Singe, G. (2010). 

Inclusion and Diversity in Work Groups; A Review and Model for Future Research. Journal 

of Management.

The Workplace Diversity Network. 1999. A Framework for Building Organizational Inclusion. 

[http://www.ilr.cornell.edu/wdn/upload/paper2.pdf.]

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.va.gov/products/files/StrategicPlan.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. Open Government Plan. [http://www.va.gov/

OPEN/docs/open_govt_plan.pdf.]
Appendix | References

106 Department of Veterans Affairs

U.S. Department of Veterans Affairs. 2010. Recruitment & Selection Best Practices Guide. 

[http://www.diversity.va.gov/products/files/RSG.pdf.]

U.S. Department of Veterans Affairs. 2011. FY 2010 Performance and Accountability Report. 

[http://www.va.gov/budget/report/.]
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 107

Diversity And Inclusion

Strategic Plan For Fy 2009-2013

A framework for creating and sustaining a diverse workforce

Office of Diversity and Inclusion

February 2009
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

108 Department of Veterans Affairs

VA Diversity & Inclusion Strategic Plan for 

FY 2009–2013
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 109

1

MeSSAge FroM the DAS

Dear Colleagues:

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

Affairs (VA) first Diversity and Inclusion Strategic Plan (Plan). 

This Plan, developed in collaboration with VA’s Administrations, Staff Offices, 

and many other stakeholders internally and externally, serves as a living road 

map 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 and treat its employees 

with fairness and dignity.

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:
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

110 Department of Veterans Affairs

2 

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 strategic outreach and retention; and

3. Facilitate outstanding customer service and stakeholder relations by

promoting cultural competency, accountability, education, 

and communication.

In order to be a high‐performing organization in the 21st century, VA must tap 

into the rich resources of our global community and strengthen our commitment 

to equity and justice in the workplace. We must also 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 accompanies our human identity. 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 the Office of Diversity and Inclusion will also champion.

The implementation of this Diversity and 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 for Diversity and Inclusion 

 Department of Veterans Affairs.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 111

3

Foreword

I

n 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 the Department of Veterans Affairs (VA). The 

intent was to develop a leading‐edge, living road map for incorporating diversity 

and inclusion in 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. Equally important is how 

we demonstrate our commitment to equal opportunity, fairness, and justice in 

this new emerging workforce. 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 1970, 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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

112 Department of Veterans Affairs

4 

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 include all aspects of the organization: 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 

“people‐oriented” 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 
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 113

5

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 

students who attend racially and ethnically diverse medical schools say they are 

better equipped to care for patients 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. We will continue to enforce 

the laws that protect all of our rights to work free from discrimination in the 

workplace, and assiduously commit ourselves to fairness in the workplace. This 

is the foundation upon which the business case can thrive. We must first protect 

the fundamental civil rights of every individual in the workplace. Only then can 

individuals feel safe and empowered to contribute to their optimum potential 

in support of the mission. 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.

Foreword
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

114 Department of Veterans Affairs

6 

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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 115

7

the current state of va

In order to design a responsive strategic plan that addresses diversity and 

inclusion in the workforce, we must first examine the strengths and challenges in 

the area of the current workforce.

Overall Workforce

Although the Department of Veterans Affairs defines diversity in the broadest 

possible sense, a key measure of diversity is the demographic composition 

of the workforce by race, gender, ethnicity, disability and Veteran status. We 

measure success by comparing these demographic to the relevant civilian labor 

force (RCLF). The RCLF reflects all the people in the U.S. employed in or 

actively seeking employment in specific occupations that VA hires.

At the end of FY 2009, the comparison of VA’s workforce to the RCLF shows 

that VA is one of the most diverse agencies in the Federal government. However, 

0%

10%

20%

30%

40%

50%

WM WW BM BW HM HW AM AW NH/P

IM

NH/P

IW AIM AIW OM OW

Sep. 09 24.8 36.2 9.11 14.9 3.11 3.51 2.31 3.92 0.07 0.11 0.53 0.78 0.22 0.29

RCLF 24.8 48.2 3.22 8.28 3.22 4.40 2.25 3.16 0.03 0.06 0.31 0.63 0.34 0.54

VA Workforce vs. RCLF

Abbreviated Ethnicity/Gender

WM – White Male

WW – White Woman

BM – Black Male

BW – Black Woman

HM – Hispanic Male

HW – Hispanic Woman

AM – Asian Male

AW – Asian Woman

NH/PIM – Native Hawaiian and Pacific Islander Male

NH/PIW – Native Hawaiian Pacific Islander Woman

AIM – American Indian Male

AIW – American Indian Woman

OM – Other Male

OW – Other Woman
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

116 Department of Veterans Affairs

Sf20092013

8 

while there is parity in some areas, there are challenges in others. For example, 

representation of Blacks, Asians, Native Hawaiian and Pacific Islanders, and 

American Indians are all above the RCLF. White women and Hispanics are 

below their RCLF levels.

Underrepresentation of White women is a national issue affecting every 

occupation and every administration—VHA, VBA, NCA, and Staff Offices. 

Hispanic men are slightly underrepresented while Hispanic women are 

underrepresented to a greater degree, but their underrepresentation is localized 

to specific regions—primarily the Southwestern region of the United States. In 

addition, a little over 30 percent of VA permanent employees were Veterans, 

approximately 10 percent of VA employees reported having a disability, and 

1.49 percent of VA employees reported having a targeted disability—50 percent 

higher than the government average.

Senior Executive Service

Senior Executive Service represents VA’s highest ranked career employees. 

The demographic breakout of VA’s Senior Executive Service shows that almost 

85 percent are White men or White women. About 10 percent are represented 

by Black men and Black women. Hispanic, Asian, Native Hawaiian/Pacific 

Islander, American Indian, and Other (two or more races) make up the remaining 

5 percent.

0%

10%

20%

30%

40%

50%

60%

WM WW BM BW HM HW AM AW NH/P

IM

NH/P

IW AIM AIW OM OW

Sep. 2008 55.7 26.7 5.61 4.95 2.97 0.99 0.99 0.33 0.00 0.00 1.65 0.00 0.00 0.00

Sep. 2009 56.7 28.0 5.28 4.95 2.97 0.99 0.99 0.33 0.33 0.00 1.32 0.00 0.00 0.33

Senior Executive Service Onboard

Abbreviated Ethnicity/Gender

WM – White Male

WW – White Woman

BM – Black Male

BW – Black Woman

HM – Hispanic Male

HW – Hispanic Woman

AM – Asian Male

AW – Asian Woman

NH/PIM – Native Hawaiian and Pacific Islander Male

NH/PIW – Native Hawaiian Pacific Islander Woman

AIM – American Indian Male

AIW – American Indian Woman

OM – Other Male

OW – Other Woman
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 117

Sf20092013

9

Hires and Separations

Workforce composition is affected by the hires and separation of employees. 

From FY 2008 to FY 2009, VA hired 27,350 permanent employees, equivalent to 

approximately 10 percent of its total workforce.

All groups, except for White women and Hispanics, were hired above national 

availability. White women and Hispanics were hired at rates lower than their 

availability in the RCLF.

From FY 2008 to FY 2009, a total of 15,488 (approximately 6 percent) 

permanent employees left VA through retirement, resignation, termination of 

appointment, death, or separation. Nearly 80 percent of separations are attributed 

to voluntary retirement and resignation.

White women had the highest rate of resignation at 38 percent while White men 

had a resignation rate of almost 26 percent. White men, the oldest group in VA’s 

workforce, matched White women in voluntary retirement from FY 2008 to 

FY 2009 at 35 percent. White men and White women left VA through voluntary 

retirement at 35 percent. Black women ranked third in voluntary retirement at 

almost 11 percent followed by Black men at about 9 percent. At the current rate 

of hire, Hispanic men would reach RCLF parity within the coming year.

0%

10%

20%

30%

40%

50%

60%

WM WW BM BW HM HW AM AW NH/P

IM

NH/P

IW AIM AIW OM OW

Hire 29.3 35.0 10.2 12.4 2.64 2.60 2.23 2.61 0.17 0.23 0.88 1.00 0.27 0.30

Onboard 24.8 36.2 9.11 14.9 3.11 3.51 2.31 3.92 0.07 0.11 0.53 0.78 0.22 0.29

RCLF 24.8 48.2 3.22 8.28 3.22 4.40 2.25 3.16 0.03 0.06 0.31 0.63 0.34 0.54

FY 2009 Hires vs. Onboard and RCLF

Abbreviated Ethnicity/Gender

WM – White Male

WW – White Woman

BM – Black Male

BW – Black Woman

HM – Hispanic Male

HW – Hispanic Woman

AM – Asian Male

AW – Asian Woman

NH/PIM – Native Hawaiian and Pacific Islander Male

NH/PIW – Native Hawaiian Pacific Islander Woman

AIM – American Indian Male

AIW – American Indian Woman

OM – Other Male

OW – Other Woman

the current state of va
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

118 Department of Veterans Affairs

10 

Of all demographic groups measured, only White men, Black men, and Asian 

men separated at rates higher than their onboard representation.

Conclusion

The workforce data presented above serves as a context for the strengths and 

challenges inherent in our strategic planning process.

The goals, objectives, and strategies presented in this strategic plan are intended 

to build upon the existing diversity in VA’s workforce and address the current 

challenges that remain. The three goals presented herein are generally focused 

on addressing these challenges in the workforce, workplace, and marketplace.

0%

5%

10%

15%

20%

25%

30%

35%

40%

WM WW BM BW HM HW AM AW NH/P

IM

NH/P

IW AIM AIW OM OW

Perm. Sep. 29.4 34.8 9.76 12.9 3.11 2.69 2.23 2.81 0.05 0.05 0.76 0.85 0.21 0.30

Onboard 24.8 36.2 9.11 14.9 3.11 3.51 2.31 3.92 0.07 0.11 0.53 0.78 0.22 0.29

Separation vs. Onboard

Abbreviated Ethnicity/Gender

WM – White Male

WW – White Woman

BM – Black Male

BW – Black Woman

HM – Hispanic Male

HW – Hispanic Woman

AM – Asian Male

AW – Asian Woman

NH/PIM – Native Hawaiian and Pacific Islander Male

NH/PIW – Native Hawaiian Pacific Islander Woman

AIM – American Indian Male

AIW – American Indian Woman

OM – Other Male

OW – Other Woman
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 119

Diitd IliSttiPlfFY 20092013

11

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, 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 strategic outreach and retention.

3. Facilitate outstanding customer service and stakeholder relations 

by promoting cultural competency, accountability, education, 

and communication.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

120 Department of Veterans Affairs

12 

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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

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13

goAlS, objeCtIVeS & StrAtegIeS

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 EEO.

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

and Program Status report to Equal Employment Opportunity Commission 

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

• Compile data and submit Federal Equal Opportunity Recruitment Report 

(FEORP) to 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. 

Goal 1

Create a diverse, results-oriented, high-performing workforce that 

reflects the communities we serve by identifying and eliminating 

barriers to equal opportunity.
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122 Department of Veterans Affairs

14 

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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

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15

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, VA Central 

Office (VACO), 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 (VSSC) workforce analysis system VA‐wide.

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

• Utilize a variety of communication tools to distribute workforce analysis 

information (newsletter, video, CDs, Web site).

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 VACO.

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

by EEOC.

goals, objectives & strategies
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

124 Department of Veterans Affairs

16 

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, VACO, 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 VACO.

Goal 2

Cultivate a flexible and inclusive work environment that enables 

full participation through strategic outreach and retention.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

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17

• Develop diversity‐focused Employment Outreach Plans to promote 

strategically focused outreach to communities with low representation in the 

VA workforce.

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 percent 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 percent 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.

• Issue the first diversity‐focused Employment Outreach Plan on Hispanic 

Outreach by March 30, 2010.

goals, objectives & strategies
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

126 Department of Veterans Affairs

18 

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 regard 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 FY 2010.

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

FY 2009.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

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19

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 to 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, and the 

International Leadership Foundation.

• Create a national internship database for tracking the recruitment of 

non‐traditional interns and track work experience 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 Program 

(SESCDP) 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 SESCDP 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 a 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 categories.

goals, objectives & strategies
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

128 Department of Veterans Affairs

20 

Measures

• Sponsor 20 WRP and 50 HACU interns annually.

• Convert 5 percent of qualified, sponsored WRP students utilizing special 

hiring authorities (e.g., Schedule A, 30 percent 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 FY 2011.

• Increase marketing and outreach for leadership development programs such 

as SESCDP 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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

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21

Objective 3A

Develop agency policies that ensure commitment to and accountability for 

maintaining a diverse workforce and inclusive workplace.

Strategies

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

and related guidance in coordination with process owners.

• Develop and implement VA Diversity and Inclusion Strategic Plan.

• Develop VA Diversity and Inclusion Annual 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 and Inclusion, and No FEAR Policy 

and related guidance annually and within 6 months of appointment of 

new Secretary.

• Develop and implement initial Diversity and Inclusion Strategic Plan in 

FY 2009; update the Plan no later than FY 2014.

• Issue first VA Diversity and Inclusion Annual Performance Report by 

goals, objectives & strategies

Goal 3

Facilitate outstanding customer service and stakeholder relations by 

promoting cultural competency, accountability, education, 

and communication.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

130 Department of Veterans Affairs

22 

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 and Inclusion, 

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 Web site.

• Perform organizational needs assessments to assess need for cultural 

competency training in workforce management and service delivery.

• Implement cultural competency training and evaluations to address identified 

workforce and client services needs in this area. 
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 131

23

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 FY 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.

• Improve patient/client satisfaction scores in workforce and 

diverse communities.

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 Web site 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 the development 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.

goals, objectives & strategies
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

132 Department of Veterans Affairs

Diid IliSiPlfFY 20092013

24

Measures

• Standup VA‐wide Diversity Advisory Council by FY 2009 and provide staff 

support as needed.

• Redesign ODI Web site 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 percent 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.
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 133
Appendix | VA Diversity & Inclusion Strategic Plan for FY 2009–2013

134 Department of Veterans Affairs

For more information, please contact:

Office of Diversity and Inclusion (06)

810 Vermont Avenue NW

Washington, DC 20420

Phone: (202) 461‐4131

www.diversity.hr.va.gov

Email: odi@va.gov
Appendix | EEO, Diversity, and No FEAR Policy Statement

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 135
Appendix | EEO, Diversity, and No FEAR Policy Statement

136 Department of Veterans Affairs
Appendix | EEO, Diversity, and No FEAR Policy Statement

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 137
Appendix | EEO, Diversity, and No FEAR Policy Statement

138 Department of Veterans Affairs
Appendix | EEO, Diversity, and No FEAR Policy Statement

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 139
Appendix | EEO, Diversity, and No FEAR Policy Statement

140 Department of Veterans Affairs
Appendix | EEO, Diversity, and No FEAR Policy Statement

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 141
Appendix | EEO, Diversity, and No FEAR Policy Statement

142 Department of Veterans Affairs
EEOC FORM 715-01 PART E 

5 

EEOC FORM 

715-01 

PART E 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL 

EEO PROGRAM STATUS REPORT 

Department of Veterans Affairs 

EXECUTIVE SUMMARY

Executive Summary Page 2

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) 2011 and EEO Plan 

for FY 2012. This report addresses all the required elements of EEOC’s MD 715 toward building and 

sustaining a Model EEO Program. 

VA provides health care, benefits, and memorial services for approximately 22 million Veterans. VA 

provides these services through three major organizational subcomponents: the Veterans Health 

Administration (VHA), with 152 medical centers, 971 outpatient clinics (including hospital-based, 

independent, mobile, and community-based outpatient clinics), 133 community living centers, 98 

domiciliary rehabilitation treatment programs, and 299 readjustment counseling centers; the Veterans 

Benefits Administration (VBA), with 57 centers; and the National Cemetery Administration (NCA), with 

131 cemeteries. In addition to the national cemeteries, NCA supports VA’s Cemetery Grant Program 

which is designed to complement NCA’s national cemeteries across the country. The Veterans 

Cemetery Grants Program assists states, federally recognized tribal governments, and U.S. 

Territories for the purpose of establishing, expanding, or improving existing Veterans cemeteries. To 

date, the program has helped establish, expand, or improve 84 Veterans cemeteries in 41 states and 

territories to include Northern Mariana Islands, and Guam. Four new state cemeteries are proposed 

to be open in FY 2012 at Corpus Christie, Texas; Ft. Polk, Louisiana; Charleston, West Virginia; and 

Birdeye, Arkansas. 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. 

Appendix | FY 2010 MD 715 EEO Plan Executive Summary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 143
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

144 Department of Veterans Affairs

EEOC FORM 715-01 PART E 

7

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

Page 3 

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 (RCLF1

), VA’s workforce 

is at or above the RCLF representation in all areas except for White and Hispanic females. While the 

overall representation of most demographic groups increased in FY 2011, the proportional 

representation of Hispanic females decreased from 3.61 percent to 3.56 percent. The proportional 

representation of the White female decreased from 36.24 percent to 36.03 percent. 

 

Figure 1 depicts VA’s current on-board representation as compared with last year’s representation 

and the civilian and relevant civilian labor force (CLF), respectively. 

Figure 1. VA Onboard versus RCLF/CLF 

(Permanent and Temporary)

 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

 

1 RCLF reflects all the people in America 16 years of age or over, employed in or actively seeking work in VA specific occupations (used as a 

comparative baseline for demographic analysis). The CLF is defined as people in America 16 years of age and over, except those in the armed forces, 

who are employed or are unemployed and seeking work. 

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

FY 2010

Fy 2011

RCLF

CLF

Less than expected representation

3
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 145

EEOC FORM 715-01 PART E 

7

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

146 Department of Veterans Affairs

EEOC FORM 715-01 PART E 

7

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

8

Figure 2. Workforce by Disability/Non-Disability Classification 

According to Figure 3, there was an increase of employees with targeted disabilities who selfidentified as having a psychiatric disability. People with psychiatric disabilities are the largest of the 

targeted disability groups in VA. The number of employees identified with a psychiatric disability 

increased from 2,058 in FY 2010 to 2,493 in FY 2011. Based on additional analysis this group also 

has the highest involuntary separation rate. Many of these employees are disabled Veterans. The 

separation rate for permanent employees with targeted disabilities is of particular concern. Although 

they represent 1.65 percent of the permanent workforce, their voluntary separation rate is 2.21 

percent, and their involuntary separation rate is 3.40 percent. This high separation rate impacts VA’s 

efforts to reach its 2 percent onboard goal for people with a targeted disability. 

86.69%

2.43%

9.23%

1.65%

No Disability

Not Identified

Other Disability

Targeted Disability

5
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 147

EEOC FORM 715-01 PART E 

9

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 6 

Figure 3. Comparison of Targeted Disabilities by Type of Disability. 

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

In FY 2011, VA continued to make progress toward implementing 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 enables VA components to enter and track their selfassessment 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 EEO 

and human resources (HR) staff, and lack of centralized tracking and enforcement in some areas. 

These issues have been addressed in Part H. Table 2 displays the percent of the “Compliance 

Indicators” assessed as met in Part G of the report and is grouped by each Model EEO program 

essential element. Overall, 91 percent of all “Compliance Indicators” in Part G were assessed as 

being met. The paragraphs after Table 2 depict some of VA’s major accomplishments and challenges 

under each of the six essential elements. Deficiencies identified (scores under 100 percent in Table 2 

below) under each essential element are noted and addressed in Part H. 

0

500

1000

1500

2000

2500

3000

FY 2010

FY 2011
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

148 Department of Veterans Affairs

EEOC FORM 715-01 PART E 

7

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

10

Table 2. Percent of Compliance Indicators met by EEOC Essential Element 

EEO Essential Element Percent

Demonstrated Commitment by Agency Leadership 100% 

Integration of EEO into the Agency's Strategic Mission 100% 

Management and Program Accountability 60% 

Proactive Prevention of Unlawful Discrimination 90% 

Efficiency 97% 

Responsiveness and Legal Compliance 100% 

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 will be built around three guiding principles: “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. In FY 2011 more than 98 

percent of VA’s executives, managers and supervisors completed VA’s mandatory EEO, Diversity and 

Conflict Management Training for Executives, Managers and Supervisors; and a mandatory EEO, 

Diversity and Inclusion Critical Performance Element was added in their performance. Additionally, 

new employee protections (on sexual orientation, gender identity, parental status) were added to the 

Secretary's EEO and Diversity Policy Statement, and VA created an internal complaint process to 

address complaints based on these categories. 

The Assistant Secretary for Human Resources and Administration and the Deputy Assistant Secretary 

for Diversity and Inclusion continue to co-chair and expand the membership of VA’s Diversity Council 

to include employee unions and affinity group representatives. The VA Diversity Council established 

four standing committees; Disability Committee, Diversity and Inclusion Strategic Plan and Annual 

Performance Report Committee, Emerging Issues in Diversity and Inclusion Committee, and Diversity 

and Inclusion Communications Committee. The Secretary also recognized VA leaders in EEO at 

VA’s second award ceremony for Diversity and Inclusion Excellence, and separately, for the 

Alternative Dispute Resolution Award which are linked to the VA Diversity and Inclusion Strategic Plan 

goals.

The establishment of VHA’s Office of Diversity and Inclusion and the restructure of the VHA Diversity 

and Inclusion demonstrate a commitment to promote and maintain inclusion of all in the VHA 

workforce. VHA developed a competency model for EEO Managers which identifies major 

responsibilities, and the necessary technical skills and competencies. This model offers a 

competency checklist that enables EEO Managers to monitor their threshold, operational, and 

mastery knowledge base. It also provides recommended activities that assist in the development of a 

mastery competency level. This model was distributed to all VHA EEO Managers and training was 

provided during the VHA National EEO Managers Conference in June 2011. Additionally, VHA 

integrated EEO benchmarks in each Veterans Integrated Service Network (VISN) Directors’ 

performance plans for Alternative Dispute Resolution (ADR) goals including the offer, participation, 

7
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

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EEOC FORM 715-01 PART E 

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DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 8 

and resolution rates. A scorecard was developed to monitor their progress. The EEO Director’s 

performance measures were a part of the VISN Directors’ and Medical Center Directors’ performance 

plan for FY 2011. 

VBA demonstrated its commitment to promote diversity and inclusion in the workplace by ensuring 

that its managers, supervisors and employees are informed about EEO provisions and requirements 

and comply with them by supporting and funding EEO and Diversity and Inclusion Training. In FY 

2011, VBA’s Office of Diversity Management and EEO partnered with the Office of Diversity and 

Inclusion and conducted face-to-face EEO, Diversity and Inclusion Training at the Records 

Management Center, and 9 Regional Offices. There were a total of 1500 participants that attended 

this training. VBA sponsored its 3rd annual EEO and Diversity Training Conference from August 29 to 

September 2, 2011 for the purpose of increasing the knowledge and enhancement of skills of its EEO 

Program Managers and ADR Coordinators. 

NCA’s Under Secretary for Memorial Affairs (USMA) has shown strong commitment to promoting

diversity and inclusion in the workplace. In FY 2011, the USMA issued the new EEO Policy 

statements nation-wide. During the annual supervisory training program, he ensured that the topics of 

diversity and inclusion were discussed during the plenary sessions with all participants present. He 

personally participated and frequently was a keynote speaker at several multi-cultural outreach events 

throughout the year. Recognizing the importance of records that truly reflect the diversity of this 

organization, the USMA has authorized the resurveying of staff, giving them the opportunity to update 

their Ethnicity and Race Identification and Self-Identification of Disability information. Not only is his 

commitment to diversity internal, but he also has a great concern for our external customers. He 

demonstrated this by supporting the Limited English Proficiency (LEP) survey throughout NCA which 

helps to identify barriers that may be impeding the LEP populations in accessing NCA services and 

benefits. In FY 2011, NCA selected it first National Special Emphasis Program Manager who is 

tasked with developing new initiatives that will ensure that NCA is reflective of the rich diversity of this 

country. To further support the Special Emphasis Program, the USMA publishes a commemorative 

article highlighting the contributions of various special emphasis groups in NCA’s history. The USMA 

also worked with the Memorial Service Networks directors to increase NCA’s representation of 

Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF ) Veterans. In FY 2011, NCA 

hired 104 OEF and OIF Veterans. NCA also hired seventy-six 30 percent disabled Veterans in FY 

2011, which represents a 37 percent increase from FY 2010. And finally, the Veteran Cemetery 

Grants Program awarded three grants to tribal organizations.

As a result of VA’s demonstrated commitment to diversity, the Hispanic Association for Colleges and 

Universities (HACU) named VA as the Federal Partner of the Year; HBCUConnect ranked VA #7 in 

hiring Historically Black College and University student interns; DiversityInc named VA as one of the 

top 5 Federal Agencies for diversity; the Partnership for Public Service named VA Best Federal 

Agency for Employees starting their careers/under 30; Latinos for Hire Magazine named VA as the 

Best Federal Agency; Careers and the Disabled Magazine named VA as the 7th ranked Federal 

Agency; and the Office of Personnel Management (OPM) modeled its Government-wide Diversity and 

Inclusion Strategic Plan after VA’s Diversity and Inclusion Strategic Plan. VA is cited by OPM as one 

of only four Cabinet Departments that is making great strides in the employment of Hispanics, a group 

with chronically low participation rates in the Federal workforce. 

 
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

150 Department of Veterans Affairs

EEOC FORM 715-01 PART E 

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Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

12

INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION: VA completed the third 

year of 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 second Diversity and Inclusion Annual 

Performance Report for FY 2010, and FY 2011, currently in development. Additionally, the EEO 

Director meets regularly with the Secretary and Deputy Secretary on diversity issues. The Assistant 

Secretary for Human Resources and Administration and the Deputy Assistant Secretary (DAS) for 

Diversity and Inclusion co-chair the VA Diversity Council. Additionally, the DAS for Diversity and 

Inclusion participates on the Monthly Performance Review Council, the Office of Human Resources 

and Administration’s senior staff meetings, and the VA Learning University Leadership Development 

Oversight Boards to ensure integration of EEO and diversity policies in Departmental operations.

In FY 2011, VA rolled out a new application, called MyCareer@VA, which enables employees to 

explore VA careers and provides information and guides that help align professional preferences to 

job opportunities at VA. Employees can use the toolkit resources to identify a long-term career path 

that is a good fit based on personal interests, preferences, knowledge, skills and career goals. 

VHA conducted its annual National Training Program for New EEO Managers again in FY 2011 to 

ensure a cadre of trained EEO professionals who possess the competencies, both technical and 

administrative, to manage a model EEO Program. VHA’s Equal Employment Opportunity (EEO)/ 

Affirmative Employment Office (AEO) participated in the EEO Masters Technical Career Field 

Program. Six interns from the FY 2009 intern program were placed in permanent positions as EEO 

managers or specialists. 

EEO goals are incorporated into VBA’s Strategic Plan for 2009-2014, which includes the goal to 

reengineer the role of EEO Program Managers to become more proactive in using ADR techniques 

including facilitation and mediation to resolve workplace disputes at the earliest stage. Even though 

the overall number of EEO complaints has not decreased as compared to FY 2010, in FY 2011 the 

use of mediation has increased as demonstrated in the increase of both the offer and participation 

rate. VBA resolved 56 out of the 120 informal EEO cases. VBA continues to cultivate and develop 

the next generation of leaders in the workplace through the Summer Internship Program. In FY 2011, 

VBA had a total of 22 summer interns that were sponsored. VBA funded 11 interns and the Central 

Office (ODI) funded an additional 11 interns. 

The NCA EEO Office participated in the NCA strategic planning retreat held in December 2010 to 

coordinate the development and alignment of EEO plans with NCA’s strategic plans. The goals 

directly related to NCA’s EEO and the diversity and inclusion program are to increase the proactive 

measures to prevent EEO complaints; develop a special emphasis program for NCA; increase NCA’s 

Civility Index measured by the annual All Employee Survey to 4.0. In addition, NCA is developing a 

plan of action to improve and strengthen its outreach efforts through VA’s Minority Veterans Programs 

Coordinators Program.

EEO and diversity policies and initiatives are widely communicated through ODI’s expansive 

nationwide communication vehicles, including the monthly Diversity News television broadcast, 

weekly NewsLink e-mails, bi-monthly Diversity@Work newsletters; technical assistance publications, 

and the re-designed ODI internet Web page. 

9
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MANAGEMENT AND PROGRAM ACCOUNTABILITY: In FY 2011, VA implemented a mandatory 

EEO, diversity and inclusion critical performance element in all Senior Executive Service performance 

standards. This critical element was directly linked to demonstrated progress on items in 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 nationwide. In FY 2011, 

ODI implemented new nationwide Reasonable Accommodation (RA) Procedures and contracted for 

VA's first centralized RA Request Tracking System (expected to be implemented by March 2012) to 

ensure timely compliance with EEOC regulations; implement the new mandatory EEO, Diversity and 

Inclusion Performance Element for all SES, managers, and supervisors; and add new employee 

protections (sexual orientation, gender identity, parental status) to the Secretary's EEO and Diversity 

Policy Statement. These strategies contributed to increasing VA's employment of people with 

targeted disabilities (permanent and temporary workforce) from 1.51 percent in FY 2010 to 1.65 

percent in FY 2011, The employment of these strategies was also instrumental in meeting the 

Secretary's 2 percent hiring goal for people with a targeted disability. VA’s eventual goal is a 2 

percent on board rate for employees with targeted disabilities. 

ODI performed quarterly progress review meetings with all Administrations and performed six on-site 

Technical Assistance Reviews in field facilities to analyze hires, separations, promotions, EEO 

complaints, and employee survey results systematically to identify potential barriers to EEO. ODI 

continued to report EEO workforce statistics to the senior leadership through quarterly workforce 

diversity reports and briefings. 

ODI hired a new Hispanic Employment Program Manager. In FY 2011, VA created its first National 

Diversity Internship Program under a blanket contracting vehicle that funded over 100 interns from 

diverse groups, including over 20 from Puerto Rico, at lower costs. This program created a diverse 

pipeline for VA employment and saved VA hundreds of thousands of dollars by providing staffing 

resources to organizations unable to hire due to budget constraints. In FY 2011, VA converted to full 

time employment 40 percent of the interns who were employment ready. Utilizing the new VA 

Centralized Fund, ODI reimbursed the cost of 207 accommodations to the employee’s office or 

facility. ODI developed VA’s first Centralized Workforce Recruitment Program to centrally fund the 

salary costs of interns with disabilities for ten weeks. In addition, ODI developed an innovative 

Diversity and Inclusion Index Methodology to measure VA’s workforce diversity and organizational 

inclusion results in an efficient manner. Relative to the CLF, VA’s Diversity Index has been steadily 

increasing at a 2 percent growth rate from FY 2008 to FY 2011. From FY 2003 to the end of FY 2007, 

VA’s Diversity Index ranged from 75 to 78 percent. The Diversity Index, as of September 30 FY 2011, 

is 86 percent. To support program accountability, ORM developed a new EEO Executive Dashboard 

to report on EEO complaints, workforce analysis, and ADR participation by VA subcomponents. 

VHA has steadily increased its representation of disabled Veterans through its Veterans Employment 

Coordination Service (VECS), which served as a model for the President’s Executive Order on 

Veteran Employment Outreach. To help ensure program accountability VHA-wide, VHA’s EEO/AEO 

participated in several on-site Technical Assistance Reviews (TARS) and on-going Organizational 

Climate Assessment Program (OCAP) reviews, which systematically analyzed personnel actions 

including hiring, separations, promotions, awards, and other areas that impact the EEO Program. 

VBA has incorporated the mandatory EEO, Diversity and Inclusion Element in their Senior Executive 

Service performance standards to ensure accountability. VBA conducts annual internal audits to 

determine the progress of EEO and Diversity programs in VBA’s Regional Offices through OCAP. In 

FY 2011, an OCAP audit was conducted at the Boston Regional Office. This audit was followed up 

with a report that provided an assessment of the overall progress of these programs within the Boston 
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

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Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

14

Regional Office and additionally provided recommendations for those areas that needed 

improvement. 

NCA incorporated the mandatory EEO, Diversity and Inclusion element in their Senior Executive 

Service performance standards to ensure accountability. NCA converted three interns from the 

National Diversity Internship program to the Student Temporary Employment Program during FY 

2011. The National Diversity Internship Program is one venue used to support NCA’s long range 

recruitment strategy.

PROACTIVE PREVENTION OF UNLAWFUL DISCRIMINATION: Under ODI’s leadership, in FY 

2010, VA implemented several major risk mitigation practices to proactively address and pre-empt 

unlawful discrimination. In FY 2011, 98 percent of VA’s executives, managers, and supervisors 

completed ODI’s new mandatory EEO, Diversity and Conflict Management Training for Executives, 

Managers and Supervisors Training. ODI expanded its corporate EEO and diversity training program 

and consultative function for the agency, and provided face-to face training to over 4,000 employees 

in FY 2011, in addition to the on-line training provided. ODI trained over 2,000 hiring managers and 

HR staff on disability employment.

ODI developed new consolidated Mandatory Workplace Harassment/No FEAR Training (including 

meeting the Secretary’s 2 percent hiring goal for People with Targeted Disabilities) for all employees. 

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 FY 2011, VHA’s Workforce Management and Consulting Office and VHA’s EEO and Affirmative 

Employment Office conducted Reasonable Accommodation Training. The Office of General Counsel 

also conducted Reasonable Accommodation Training at VHA’s EEO National Conference and the 

New EEO Managers Training during FY 2011. 

VBA conducted self-assessments of its 57 Regional Offices EEO programs for the MD-715 Report, 

Federal Equal Opportunity Recruitment Program (FEORP) Report, and Selective Placement 

Programs and the Disabled Veterans Affirmative Action Program (DVAAP) Report and Plan. The selfassessments enable VBA to monitor progress of its EEO programs, identify barriers that may operate 

to exclude certain groups, and develop plans to eliminate those barriers. 

Two of NCA’s EEO staff were trained and certified to teach Civil Treatment Training for Managers and 

Employees in the Federal Workforce. The EEO office is constantly looking for and developing training 

to provide managers/supervisors with the tools to equip them to address a variety of challenges in the 

workplace. NCA’s EEO Office initiated the newly established Human Capital Investment Architecture 

Strategic Planning Committee to improve the overall workforce. VHA and VBA initiated similar 

committees as well. VA’s EEO Dashboard shows that in FY 2011, NCA exceeded the 80 percent 

target for ADR being offered, NCA had a 100 percent offer rate. NCA also exceeded the participation 

rate target of 48 percent by 8.1 percent.

In the area of 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 54 percent. ORM also expanded its ADR personnel resources in the field. 

11
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In the area of recruitment, ODI performed adverse impact analysis on the Leadership VA 2011 

program applicant selection process, and the placement of VA’s SES Candidate Development 

program (CDP) into SES positions. 

EFFICIENCY: ORM’s ADR program has had an extremely positive impact on the efficiency of VA’s 

EEO program nationwide with ADR being offered in 98 percent of all informal EEO complaints. ADR 

election rate of informal EEO complaints in which both VA and the aggrieved person agree to 

participate in ADR was 54 percent. For FY 2011, VA’s ADR offer rate within the informal EEO 

complaint process increased by 1 percent. ADR is used for both EEO and non-EEO disputes with 

very positive results: 

 

ADR in EEO Process 

FY 2010 FY 2011 

Contacts 4,485 4,324 

Offers3 97% 98% 

Participation4 52% 54% 

 

ADR Outcomes

EEO EEO Non EEO Non EEO 

FY 2010 FY 2011 FY 2010 FY 2011 

Completed 2,000 2,229 1,258 1,561 

Resolved 45% 45% 87% 87 % 

 

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 annual cost 

avoidance estimated at $20 million (reported as a $9 million estimate in the FY 2010 EEO report) 

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 RA case tracking module to this system to ensure quality and timeliness 

of RA case processing. 

 

3

 ADR offer rate represents the percentage of informal EEO complaints in which VA offers the aggrieved person 

an opportunity to participate in ADR versus traditional counseling.

4

 ADR participation rate represents the percentage of informal EEO complaints in which both VA and the 

aggrieved person agree to participate in ADR. 
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

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Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

16

For FY 2011, VHA’s accomplishments towards addressing this EEO essential element include: 

mediations were offered to resolved disputes in other forums (i.e. negotiated grievances, agency 

grievances, Merit System Protection Broad appeal, EEOC hearings); seventy–six Senior managers 

(i.e. SES and GS13-15) attended Conflict Management and ADR Training to enhance their conflict 

resolution skills; reasonable accommodation policy was revised to comply with agency directive 

5975.1 which required submission of denials to VA ODI, Regional Counsel or General Counsel; EEO 

staff provided various training sessions for departments on teambuilding, Civility, Respect, and 

Engagement in the Workplace (CREW), and conflict management. 

VBA continues to encourage the widespread use of the ADR program for the early resolution of 

workplace disputes and EEO complaints as evidenced in the above results. VBA had an overall offer 

rate that increased from 94 percent in FY 2010 to 100 percent in FY 2011. VBA’s ADR participation 

rate increased from 46 percent in FY 2010 to 55 percent in FY 2011. The resolution rate for VBA was 

50 percent in FY 2010, which slightly decreased to 47 percent in FY 2011. Even though there was a 

slight decrease in the resolution rate, there was a significant increase in the offer and participation 

rate because more disputes and complaints are being mediated. VBA uses ORM’s ADR Tracking 

system, CATS, and Diversity Dashboard to monitor the status of complaints, the issues and bases of 

the complaints, complaint resolution, and the length of time elapsed at each stage. VBA also utilizes 

the data taken from the above tracking systems to identify, monitor, and determine historical trends in 

complaint processing activity. 

NCA signed a Memorandum of Understanding with ORM for mediation services in the initial EEO 

counseling stage. Additionally, NCA managers/supervisors are mandated by policy to participate in 

ADR appropriate mediations. Through continued training such as the EEO, Diversity and Conflict 

Management Training, managers are taught the great benefits of addressing conflicts at the lowest 

level. The use of ADR is encouraged at all levels of the organization. Mediation is the most 

frequently used form of ADR; however, other forms such as facilitations are employed as well. In FY 

2011, 100 percent of informal complaints were offered ADR and 56 percent elected to participate in 

ADR. 

RESPONSIVENESS AND LEGAL COMPLIANCE: ODI, ORM, the Office of Employment Complaint 

and Adjudication (OEDCA), Office of Human Resources Management, and the Administrations share 

responsibility for responsiveness and legal compliance in the area of EEO. In FY 2011, 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 73 days, well 

below the EEOC requirement of 90 days. In the last two years, ORM has sustained the number of 

days required to complete a formal investigation. In FY 2009 the number of days to complete 

investigations was 172 days. In FY 2011 the investigation time was 172 days, 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 has partnered with 

the Defense Logistics Agency Document Service (DLA Document Service) to replicate and digitize 

EEO complaint files reducing our reliance on paper “hard copy” records. Through our working 

relationship with DLA Documents Service, ORM has achieved greater efficiency, reduced costs and 

furthered VA’s overall “Green Initiative.” ORM is currently participating in EEOC’s Hearing Electronic 

Case Processing System (HECAPS) and EEOC File Exchange (EFX) pilot. ORM’s use of digital files 

is fully compliant with EEOC requirements for HECAPS and EFX. The use of digital files has resulted 

in the use of less paper records being exchanged between the two agencies. ORM also has an 

13
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Executive Summary Page 14 

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 Federal 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 to other agencies at no cost. 

Each VA administration (VHA, VBA, and NCA) is in compliance with the law, including EEOC 

regulations, orders, and other provisions as specified in 42 U.S.C. 2000e-16 (b). Each VA 

administration annually submits a MD-715 Report and complies with EEOC’s review and 

recommendations of its EEO Program. Agency management also complies with final EEOC orders 

for corrective action and relief in EEO matters, and ensures that the terms set forth in settlement 

agreements are met. 

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 and Hispanic females 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. In VA’s total workforce, the 

other Race/Ethnicity groups are either at or above RCLF availability. VA’s representation of people 

with targeted disabilities is at least 60 percent above the government average. Nevertheless, VA 

continues to address challenges in this area in its Part I and J Plans, so that we can reach VA’s 2 

percent onboard and hiring goals for this group. 

VA is able to track and report on its barrier analyses and corrective strategies through its Web-based 

workforce data system, VHA Service Support Center applications (VSSC). 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 that field components assume some accountability 

for Departmental goals because their 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 identified in the VA Part I plan are: 

1) Less than expected representation of specific race/ethnicity and gender groups: 

White and Hispanic women (permanent and temporary employees) had less than expected 

representation in the VA workforce. White women are 36.03 percent (25 percent below the 

RCLF of 47.87 percent) and Hispanic women are 3.56 percent (18 percent below the 

RCLF of 4.33 percent). Corrective strategies will focus on the job series where these 

groups experienced most of the less than expected representation. Specifically, the 

primary occupations in which White women had less than expected representation were in, 

Veterans Claims Examiner job series. The primary occupations in which Hispanic females 
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

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Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

18

had less than expected representation were in mission critical occupations such as 

Nursing Assistant, Veterans Claims Examiner, and Claims Assistance and Examining. 

2) Grade disparity: To comply with EEOC’s reporting requirements, VA’s Title 38 pay tiers 

were extrapolated to fit GS/GM grade levels (Table 4). In an ideal environment one would 

assume that the overall percentage of participation of any group would be consistent in all 

facets of an organization’s structure, e.g., grade, pay plan, pay tier (Title 38) etc. VA has 

Title 5 positions which use the classic GS/GM pay grades, but most VA jobs are Title 38 

positions which use other pay classifications. In VA, we find three groups that show some 

form of pay disparity: Blacks, Women, and Hispanics. (Employees with targeted 

disabilities experience pay disparities, but are addressed separately.) 

In VA, Black men and women represent 9.06 percent and 14.62 percent of the permanent 

workforce, respectively. Women represent 59.53 percent of the permanent workforce. 

Hispanic men and women represent 3.20 percent and 3.62 percent of the permanent 

workforce, respectively. In an ideal environment one would expect this level of 

representation of these three groups be consistent at each grade level of VA’s 

organization. This is not the case. Black men have a glass ceiling at GS/equivalent 10 

and the ceiling for Black women is at GS/equivalent 8. White women are close to their 

expected participation except for at the GS 15/equivalent pay level. Hispanic women have 

a glass ceiling at the GS/equivalent 8. Hispanic men have a glass ceiling at the 

GS/equivalent 10, except for above average participation at the GS 15/equivalent level. 

Of the total VA permanent workforce, 0.13 percent is in SES level positions. Of the total of 

Black women in VA’s permanent workforce, 0.05 percent is in SES, of White women, 0.09 

percent are SES, and of Hispanic women, 0.04 percent are in SES. Of the total Asian 

men, 0.04 percent are in SES, and of the American Indian/Alaskan Native women, 0.05 

percent are in SES. VA will be investigating the cause of these low participation rates and 

seeking ways to increase SES level recruitment from these groups. (Detailed pay data is 

on Table 4-2.) 

3) Proportion of people with targeted disabilities: Since FY 2000, VA’s on board ratio for 

people with targeted disabilities declined every year until FY 2010. VA’s goal is for this 

group to be 2 percent of its employees. At present, this group has a high separation rate, 

especially for employees with psychiatric disabilities, and VA has challenges in providing 

timely accommodations and promotion opportunities. A low glass ceiling for this group 

may also be contributing to the retention issue. In FY 2011, the percent of VA’s workforce 

with a targeted disability increased to 1.65 percent, up from 1.55 percent in FY 2010 

(permanent employment only - see Table B1). This is the second year of growth for this 

group.

Secretary Shinseki is committed to attaining the 2 percent hiring goal for this group. 

Further corrective strategies will focus on 1) Identification of Designated Special Placement 

Coordinators for all facilities; 2) Implementation of the Reasonable Accommodations 

Compliance System; and 3) Training HR and managers on the use of Schedule A and 

VA’s reasonable accommodation procedures.

4) Representation of Disabled Veterans. The representation of disabled Veterans in VA 

increased from 27,735 (9.02 percent of workforce) in FY 2010 to 30,277 (9.6 percent of the 

workforce) in FY 2011. The total Veteran population represents 32.07 percent of the 

15
EEOC FORM 715-01 PART E 

19

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 16 

workforce as of September 30, 2011. Since FY 2007 the rate of growth of the population 

of disabled Veterans is more than double the rate of growth of the entire VA workforce 

(55.1 percent vs. 24.6 percent, respectively). 

5) Unfavorable survey responses on EEO and diversity issues: This barrier requires 

identifying facilities with high concentrations of unfavorable responses and then 

implementing customized training and other organizational development interventions. 

Overall, VA employee responses on diversity related items in employee surveys, including 

the FY 2011 Federal Employee Viewpoint Survey (FEVS), are below 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). 

The 2011 Employee Viewpoint Survey includes five indices: the four Human Capital 

Assessment and Accountability Framework (HCAAF) Indices. These indices provide a 

dependable and consistent method for Federal agencies to assess different facets of the 

workforce. The HCAAF Indices were developed to help agencies meet the requirements 

of OPM’s mandate under the Chief Human Capital Officers Act of 2002 to design systems, 

set standards, and development metrics for assessing the management of Federal 

employees. The FEVS provides supplementary information to evaluate Leadership and 

Knowledge Management, Results-Oriented Performance Culture, and Talent 

Management, and provides an additional index on Job Satisfaction. For FY 2011 VA is 

ranked (out of 37 agencies) as: 

 26th on the Leadership and Knowledge Management Index (24th in FY 2010) 

 31st on the Results-Oriented Performance Culture Index (30th in FY 2010) 

 18th on the Talent Management index (22nd in FY 2010) 

 15th on Job Satisfaction Index (20th in FY 2010) 

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 

2011, VA’s ranking increased from 23 to 17 out of 33 of the large Federal agencies. 

Principle corrective strategies continue to focus on improving communications, education, 

and competencies on EEO and diversity issues. 

6) High volume of discrimination complaints: From FY 2010 to FY 2011, the per capita 

filing rate at the informal stage decreased to 1.37 percent (slightly higher than the 

government wide average of 1.12 percent); and the formal filing rate increased from 0.72 

percent to 0.75 percent (still higher than the government wide average is of 0.49 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. In 

FY 2011, the number of findings in discrimination complaints was the same as it was for 

FY 2010 (33 in 2010 and 33 in 2011). Reprisal, disability, and sex 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-based EEO, diversity, and conflict management training for VA 

Appendix | FY 2010 MD 715 EEO Plan Executive Summary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 157
Appendix | FY 2010 MD 715 EEO Plan Executive Summary

158 Department of Veterans Affairs

EEOC FORM 715-01 PART E 

7

DEPARTMENT OF VETERANS AFFAIRS

Executive Summary Page 4 

At the end of FY 2011, VA’s workforce totaled 315,116 employees, including 19,657 temporary 

employees2

. The overall workforce increased by 7,794 (2.5 percent) during FY 2011. The number of 

employees in each of the reported race and ethnicity categories (White; Black/African American; 

Asian; Native Hawaiian/Pacific Islander; Hispanic) increased in FY 2011. There was very minimal 

increase for the American Indian or Alaskan Native. The net change for the Hispanic female (1.01 

percent) and the White female population (1.96 percent) fell below the total workforce population net 

change (2.5 percent), a contributing factor to the continued less than expected representation of these 

groups. To ensure EEO, VA will continue to place special emphasis on recruitment and retention 

efforts for Hispanic women and White women, given their lower than expected growth rate and higher 

than expected attrition rate, which both contribute to the overall less than expected participation rate 

for these groups. Table 1 provides a detail of the net changes of the total workforce by race, ethnicity, 

and gender groups. The net change for each race/ethnicity and gender group is compared to the net 

change for the total employees. Net changes below the average net change for the entire workforce 

are highlighted in red at Table 1. 

Table 1. Net Change Analysis 

TOTAL RACE/ETHNICITY

 Hispanic or 

Latino 

Non-Hispanic or Latino

EMPLOYEES White Black or 

African 

American 

Asian Native Hawaiian 

or Other Pacific 

Islander 

American 

Indian or 

Alaska Native 

All male female male female male female male female male Female male female

2.54% 1.82% 1.01% 2.43% 1.96% 2.74% 2.67% 3.46% 3.66% 19.83% 9.76% 2.53% 1.03%

 Net change is calculated by dividing difference between the number of current employees and the 

 number of employees in the prior year by the number of employees in the prior year. 

For FY 2010, the loss permanent employees totaled 19,785 (a 7.30 percent loss rate). For FY 2011, 

VA experienced a loss of 22,051 permanent employees (a 7.73 percent loss rate). Based on Table A14 data, approximately 90 percent of the FY 2011 permanent employee losses were voluntary. 

Additional analytical tools were used to provide the distribution of the losses of the permanent 

workforce by type of nature of action (NOA) groupings. Voluntary and involuntary losses do not 

appear to have an impact on the low participation rates for White and Hispanic women. 

Targeted Disabilities 

Continuing with last year’s trend, the representation of people with targeted disabilities (permanent 

and temporary) increased from 1.51 percent in FY 2010 to 1.65 percent in FY 2011. We believe this 

is a testament to the success of VA’s focused efforts as guided by its FY 2009-2013 Diversity and 

Inclusion Strategic Plan, and the Secretary’s 2 percent hiring goal for people with targeted disabilities. 

Provided in Figure 2 is information on the workforce profile by disability categories. Permanent 

employees with targeted disabilities increased from 1.55 percent in FY 2010 to 1.65 percent in FY 

2011. According to Figure 2 at least 11 percent of the total workforce has a disability. VA met the 

Secretary’s 2 percent goal for permanent hires of people with targeted disabilities for FY 2011. 

 

2 This figure includes intermittent employees, so it is greater than the figure in Part B of this Report which 

excludes intermittent employees.

FY 2011 REPORT

20

managers and supervisors focused on meeting EEO obligations, increasing EEO and 

consultative services. 

The Road Ahead (FY 2012 Plan) 

The following list summarizes the planned initiatives laid out in Part H, I, and J for FY 2012 to 

eliminate identified barriers or correct program deficiencies. 

 Continue implementation of its Diversity and Inclusion Strategic Plan; update Plan in 

accordance with OPM’s Diversity and Inclusion Plan. 

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

 Expand EEO, diversity and inclusion training portfolio by deploying multi-generational training 

program; lesbian, gay, bisexual, and transgender (LGBT) training program; and a reasonable 

accommodation training program. 

 Implement training evaluation instrument and metrics. 

 Designate Local Reasonable Accommodations Coordinators and Selective Placement 

Coordinators at all field facilities. 

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

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

 Partner with OPM to implement Applicant Flow/Adverse Impact Analysis System in USA 

Staffing.

 Finalize and implement ODI’s Recruitment, Outreach, and Development (ROAD) map system 

for each Special Emphasis Program (SEP). 

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

 Track participation in MyCareeratVA and VA for Veterans programs. 

 Refine and federalize the Diversity Index as a standardized metric for all federal agencies. 

 Develop an Inclusion Index as a standardized metric to assess progress on organizational 

inclusion. 

 Integrate personnel demographics to the Talent management System (TMS) and generate 

new training reports by demographic groups. 

 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.

17
Appendix | Glossary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 159

Glossary

Affirmative Action: Positive steps taken by an employer to address any barriers that prevent 

equal employment opportunities for individuals with disabilities. Note that the U.S. Equal 

Employment Opportunity Commission’s MD 715, issued in 2003, does not refer to affirmative 

action for race/ethnicity or gender groups.

Affirmative Employment Plans (AEP): Written plans for programs required by Executive Order 

11478 and other laws and regulations that prohibit employment discrimination based on race, 

color, religion, sex, national origin, handicap, or age, and require agencies to promote the full 

realization of equal employment opportunity through a continuing affirmative program. AEPs 

may contain workforce analysis of the distribution of each group compared to the benchmark, 

noting any areas where the group has a low participation rate. The AEP may include goals and 

timetables for addressing any identified barriers to full participation.

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. CLF data is used as a benchmark for 

analyzing the distribution of an agency’s workforce by race/ethnicity and gender.

Class Complaint/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 disability --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 an agency 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.
Appendix | Glossary

160 Department of Veterans Affairs

Complaint: The first step taken by an employee who believes he or she has been discriminated 

against. An EEO complaint is an allegation of illegal discrimination, filed by a person who 

believes s/he was unfairly treated against a person because of their characteristics that cause 

them to be part of a protected class: 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 the complainant. 

Discrimination: 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 are not legal. 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 disability. Illegal discrimination can be intentional or 

unintentional. See Disparate Treatment and Disparate Impact. 

Disparate Impact: Under Equal Employment Opportunity (EEO) law, this is 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 one or more protected groups than 

on the workforce as a whole or most groups in the workforce. For example, nonessential 

educational requirements for certain jobs can have a disparate impact on certain groups looking 

for work, if they are 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 one or more protected classes compared to others. Disciplining Hispanic male employees 

for tardiness, while ignoring tardiness among other employees, is an example of disparate 

treatment. Such inconsistent application of rules often leads to EEO complaints.

Diversity: The state or fact of being diverse; difference; unlikeness. Diversity goes well beyond 

race, ethnicity, gender, disability status and age; it encompasses mutable characteristics like 

education and immutable characteristics like birth order.

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.
Appendix | Glossary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 161

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 Discrimination.

Equal Employment Opportunity (EEO): The goal of EEO laws is to make some types of 

discrimination in employment illegal. Under EEO law, only job-related factors can be used to 

determine whether an individual is qualified for a particular job. 

Equal Employment Opportunity Laws: Six laws that prohibit discrimination on the basis of race, 

color, religion, sex, national origin, age, or disability in any terms, conditions, or privileges of 

employment. The six 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 Americans with Disabilities Act of 1990 and the ADA Amendments Act of 2009

•	 The Civil Rights Act of 1991

FEORP: The annual Federal Equal Opportunity Recruitment Program report is published by 

OPM and presented to Congress. The report covers on Federal agency recruiting initiatives 

designed to eliminate low participation rates for certain groups in the Federal workforce.

Gender Identity: An individual’s internal sense of being male or female. Source: The U.S. 

Office of Personnel Management (http://www.opm.gov/diversity/Transgender/Guidance.

asp).

Goals: In an affirmative action context, a goal is a numerical value or flexible target that an 

agency aims to meet. Agencies are required to set hiring goals for people with disabilities and 

people with targeted disabilities. This is the only group for which agencies are required or even 

permitted to set hiring goals.

Grade: A term used for the pay levels of Title 5 employees. Although Title 38 employees are 

ranked by Tiers instead of GS levels, their pay data is extrapolated for the agency data tables on 

pay distribution.

Grade Groupings: An accumulation of a group of people in specific grades, usually grades one 

through four, five through seven, nine through twelve, and thirteen through fifteen.
Appendix | Glossary

162 Department of Veterans Affairs

Harassment: Any unwelcome, hostile or offensive conduct taken on a prohibited basis that 

interferes with an individual’s performance or creates an intimidating, hostile, or offensive 

work environment.”

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: A practice that enables the full participation and contribution of the workforce 

in support of the mission of the organization by eliminating implicit and explicit barriers. 

Inclusion practices allow agencies to leverage 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.

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 groups.

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.

LGBT: An acronym for “Lesbian, Gay, Bisexual, and Transgender.” For additional information, 

visit our LGBT Organizations page: http://www.diversity.va.gov/org/lgbt.aspx.

Major Occupations: Those occupational series within an agency that have the largest number of 

authorized positions either actual or projected, or are deemed mission critical.
Appendix | Glossary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 163

Merit Principles: The rules established by the Office of Personnel Management that the federal 

government must follow in hiring, promoting, and all terms and conditions of employment. 

One of those rules states that selection and advancement shall be made on the basis of an 

applicant or employee’s abilities, knowledge, and skills in fair and open competition.

Minority: The smaller part of a group. In EEO context, a minority is a group within a country 

or state that differs in race, religion, or national origin from the dominant group.

Numerical Goal: A target number of qualified individuals hired and advanced within a 

given period of time through an Affirmative Action Program. A numerical goal for hiring is 

permitted only for people with disabilities. EEOC requires numerical goals for the hiring of 

people with targeted disabilities. A numerical or ratio goal for recruitment and applications 

may be established for any group.

OPM: The U.S. Office of Personnel Management establishes standards for recruitment and 

hiring for positions in public service.

PAID Reports: Reports containing Personnel Accounting Integrated Data.

Participation Rate: The percentage of people from each race/ethnicity/gender group in the 

workforce. The participation rate is compared to the appropriate benchmark to determine if it 

is above or below the benchmark. For example, each group’s ratio in the Civilian Labor Force 

(CLF) is used as a standard to determine low participation rates in the on board work force. 

Suppose there are 1,000 employees at an agency and 30 of them (or 3 percent) are black men. If 

the CLF for black men is 15 percent, black men have a low participation rate at this facility.

PATCOB: Professional, Administrative, Technical, Clerical, Other, and Blue Collar 

occupational categories established by EEOC. Note that these categories have fallen out of use 

because EEOC no longer provides CLF data for them.

Pay Disparity: When individuals in one or more race/ethnicity, gender, or disability group have 

not achieved the same pay distribution as the total facility or agency workforce. For example, 

if ten percent of the total workforce were in the GS 15/equivalent pay category, it would be 

expected that ten percent of the employees who are black men would be at GS 15/equivalent. 

Pay distribution is measured by EEOC’s MD 715 Data Table 4-2.

Person with a Disability: A person who (1) has a physical or mental impairment that hampers 

their ability to perform one or more major life activities, (2) has a record of such impairment, or 

(3) is regarded as having such an impairment.
Appendix | Glossary

164 Department of Veterans Affairs

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. After the 

plaintiff has established a prima facie case, the burden of production shifts to the employer to 

articulate a legitimate, non-discriminatory reason for the complainant’s rejection. In the EEO 

area, statistics of low participation rates or 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 or 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 intellectual disabilities. 

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 originally passed to correct a history of unfavorable 

treatment of women, minority group members, and people with disabilities.

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/employment goals unless a court 

orders it.

Racial or Ethnic Group:

•	 American Indian or Alaska Native. A person having origins in any of the original peoples 

of North and South America (including Central America), and who maintains tribal 

affiliation or community attachment.

•	 Asian. A person having origins in any of the original peoples of the Far East, Southeast 

Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, 

Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam.

•	 Black or African American. A person having origins in any of the black racial groups of 

Africa. Terms such as “Haitian” can be used in addition to “Black or African American.”

•	 Hispanic or Latino. A person of Cuban, Mexican, Puerto Rican, Cuban, South or 

Central American, or other Spanish culture or origin, regardless of race. 

•	 Native Hawaiian or Other Pacific Islander. A person having origins in any of the original 

peoples of Hawaii, Guam, Samoa, or other Pacific Islands.

•	 White. A person having origins in any of the original peoples of Europe, the Middle East, 

or North Africa.

RCLF: Relevant Civilian Labor Force, reflects all the people in America employed in or actively 

seeking work in the specific occupations employed by VA (as opposed to the total CLF, which 

shows all workers). VA’s RCLF uses the number of people in each job series to calculate the 

correct ratio to use for that job series, and combines all job series for a total RCLF for VA or 

its components.
Appendix | Glossary

Diversity and Inclusion Annual Report Fiscal Year 2 0 11 165

Reasonable Accommodation: A reasonable accommodation is any change in the work 

environment (or in the way things are usually done) to help a person with a disability apply 

for a job, perform the duties of a job, or enjoy the benefits and privileges of employment. 

The accommodation must be effective in meeting the needs of the individual by addressing 

the barrier created by the functional limitations caused by the disability. The Rehabilitation 

Act of 1973, as amended, requires all Federal agencies to make accommodation is available to 

applicants and employees with known disabilities, regardless of whether they work full-time, 

part-time or are considered “probationary.” Generally, the individual with a disability must 

request a change, related to a disability or medical condition. For additional information, see 

http://www.diversity.va.gov/programs/pwd.aspx#accommodation.

SES: Senior Executive Service, which is a separate personnel system covering a majority 

of the top managerial supervisory, and policy-making positions in the Executive Branch 

of Government.

Sexual orientation: Homosexuality, bisexuality, or heterosexuality, whether such orientation 

is actual or perceived, and includes association with another individual of a particular sexual 

orientation. Source: The U.S. Equal Employment Opportunity Commission

(http://www.eeoc.gov/eeoc/internal/sexual_orientation_order.cfm)

SMSA: Standard Metropolitan statistical Area, a parameter for local Census data used for 

local CLF.

Targeted Disability: Agencies are instructed by EEOC to set hiring goals and report progress in 

their employment of people with targeted disabilities (deafness, blindness, missing extremities, 

partial paralysis, complete paralysis, epilepsy, severe intellectual disabilities, psychiatric 

disabilities, and dwarfism). The data, by agency, is reported annually to Congress.

Transgender: Transgender individuals are people with a gender identity that is different from 

the sex assigned to them at birth. Someone who was assigned the male sex at birth but who 

identifies as female is a transgender woman. Likewise, a person assigned the female sex at birth 

but who identifies as male is a transgender man. Some individuals who would fit this definition 

of transgender do not identify themselves as such, and identify simply as men and women, 

consistent with their gender identity. Source: The U.S. Office of Personnel Management 

(http://www.opm.gov/diversity/Transgender/Guidance.asp)

Underrepresentation: A term that is no longer used. See Participation Rate.

VSSC: VHA Service Support Center, an intranet site maintained by VHA, provides numerous 

automated reports of personnel data.
Appendix | Glossary

166 Department of Veterans Affairs

Workforce Diversity: A school of thought that focuses on the differences and similarities 

that people bring to an organization. It is usually defined broadly to include dimensions 

beyond those specified legally in equal opportunity and affirmative action non-discrimination 

statutes. Diversity is often interpreted to include dimensions that influence the identities 

and perspectives that people bring, such as profession, education, parental status, Veteran 

status, and geographic location. The concept also encompasses differences among people 

concerning where they are from and where they have lived and their differences of thought and 

life experiences. Embracing workforce diversity heightens the ability of an agency to respect 

differences and reap the rewards of employing a workforce comprised of people with different 

viewpoints.

Workforce Profile: An organizational “snap shot” illustrating the dispersion of race, ethnicity, 

gender, and/or disability groups for the total workforce or within specified employment, pay, 

award, and other categories.

U.S. Department of Veterans Affairs

Human Resources and Administration

Office of Diversity and Inclusion (06)

810 Vermont Avenue, NW

Washington, DC 20420

http://www.diversity.va.gov